Social Performance Masterclass©

Businesses are finding that securing a ‘Social Licence to Operate’ through broad-based stakeholder support is critical to the delivery of their projects or activities even when all the appropriate legal licences, approvals and/or rights are in place. The Social performance (SP) function within a business enables the delivery of business and project objectives by actively engaging with host communities (and other interested and affected stakeholders) to secure the required Social Licence to Operate (SLO).

Kina’s Social Performance Masterclass is designed to help Project Managers and Operations Managers develop a more fundamental understanding and working knowledge of Social Performance management as it applies to their project through the project lifecycle. Participants will learn about the frameworks and tools available to build a ‘Social Licence to Operate’; how the Social Performance function should be resourced and organised to achieve optimal project outcomes; and how to manage the key social and organisational challenges to securing broadbased stakeholder support for their specific project. Kina’s Social Performance Masterclass is designed to help Project Managers and Operations Managers develop a more fundamental understanding and working knowledge of Social Performance management as it applies to their project through the project lifecycle. Participants will learn about the frameworks and tools available to build a ‘Social Licence to Operate’; how the Social Performance function should be resourced and organised to achieve optimal project outcomes; and how to manage the key social and organisational challenges to securing broad-based stakeholder support for their specific project.

Questions explored in the Social Performance Masterclass for Project Managers and Operations Managers

  • What is a ‘Social Licence to Operate’ and why is it critical to effective project delivery?
  • How do international standards on social performance help us to access finance, build our reputation and manage risks to cost and schedule?
  • How should we resource and organise our Social Performance function to ensure effective cross-functional collaboration and project delivery?
  • What are the key social impacts and risks associated with projects like ours and what can we learn?
  • How can we ensure our contractors add value to our social licence to operate and do not undermine it?