We have worked as a strategic partners in the development of large projects around the world, managing key social issues and risks throughout the mining cycle, from initial exploration to closure.

SCG implements strategic solutions to the social challenges at each stage, managing conflict situations to achieve sustainable agreements and generate shared value.


Our experience indicates that the viability of a mining project begins with good social management starting from exploration, focused on:

  • Initial contact: clear communication, internal alignment and expectations management
  • Viable initial land use agreements
  • Prior consultation with indigenous peoples
  • Management of available benefits: employment, local purchases, among others
  • Building a climate of trust and support for the future development of the project, avoiding liabilities


  • Communication and relationship strategy with an expanding area of influence:
    • Relationship with local governments and other political actors
    • Management of concerns for impacts on water resources
    • Management of expectations in the area of indirect influence
  • Land acquisition and resettlement
  • Impact studies, stakeholder participation and management plans
  • Prior consultation with indigenous peoples
  • Negotiation of benefit agreements related to construction and operation
  • Informal or illegal mining management


  • Management of benefits: employment and supply chain
  • Complaint management, engagement and conflict prevention
  • Management of complaints, commitments and conflict prevention
  • Report effectively on project progress, socio-environmental performance and compliance with commitments
  • Social strategy of transition to operations: decrease in employment and changes in the supply chain


During the operation, the implementation of the Social Management System is consolidated, to:

  • Consolidate community relations, establishing spaces for long-term multi-stakeholder dialogue
  • Monitoring and management of commitments and complaints and conflict prevention
  • Management of available local benefits managing expectations
  • Strategic management of social investment
  • Management of social information to generate performance indicators and accountability to management, shareholders, investors, authorities and stakeholders


A good closure plan starts from project design and should consider and update key social aspects such as:

  • Assess and manage post-closure social risks, including potential land invasions or illegal mining
  • Define with local stakeholders viable post-closure land use alternatives that complement and support environmental measures.
  • Management of the end of employment and local supply chain, through early reconversion programs
  • Focus the social investment strategy to promote resilience and avoid dependency
  • Build alignment and understanding on the closure process with authorities, regulatory bodies and the local population
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Washington D.C.

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