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For mining executives operating in emerging markets, securing the social license to operate (SLO) has become a defining success factor. Gone are the days when engineering excellence alone guaranteed project approval and operational continuity. Today, projects rise or fall based on their ability to earn—and retain—trust and legitimacy among local communities. In regions marked by […]

Developing countries are rich in untapped potential—abundant resources, low saturation, and a growing demand for infrastructure and energy. But along with opportunity comes complexity: political uncertainty, weak institutions, land tenure ambiguity, and fragile community dynamics. For leaders in mining and energy, success in these markets depends not just on technical excellence or financial strength, but

Entering emerging markets offers vast potential: untapped resources, rapid growth, and first-mover advantages. But it also presents a distinct category of risk—political volatility and regulatory unpredictability—that can derail even the most technically sound projects. From shifting environmental laws to last-minute policy reversals, decision-makers face challenges that cannot be solved with engineering alone. They require strategic

An Environmental and Social Management System (ESMS) is now a standard requirement for any large-scale energy investment—especially when development finance institutions (DFIs) like EBRD, IFC, or AIIB are involved. But while many projects produce the necessary documentation, few manage to translate that system into daily practice on the ground. In this article, we explore why

As the global energy transition accelerates, development finance institutions (DFIs) such as the EBRD, IFC, AIIB, and AFD are playing a pivotal role in reshaping how energy projects are financed, designed, and operated—especially in emerging and frontier markets. Their influence extends far beyond capital disbursement. Through robust Environmental and Social (E&S) performance frameworks, DFIs are

Resettlement Action Plans (RAPs) are critical tools in mining and energy projects—but in areas with Artisanal and Small-Scale Mining (ASM) activity, applying a uniform approach to affected populations can do more harm than good. Projects that treat all stakeholders as equal in eligibility, compensation, and engagement often overlook complex local dynamics, leading to intergroup tension,

In regions with active Artisanal and Small-Scale Mining (ASM), ESG risks don’t wait for the construction phase—they begin the moment a company steps in to explore. Yet many mining and energy developers delay social due diligence until permits are in hand, land is acquired, and tensions have already taken root. This article explores why early-phase