<div dir="ltr">Comparto informacion reciente vinculada al Costo del Conflicto<br><br><a href="https://www.csrm.uq.edu.au/news/conflict-costs">https://www.csrm.uq.edu.au/news/conflict-costs</a><br><br><h2>
Costs of Company-Community Conflict in the Extractive Sector </h2>
<p><span style="font-size:medium">The Centre for Social Responsibility
in Mining at The University of Queensland (UQ), and the Harvard Kennedy
School have published new research that has uncovered the true scale of
the costs companies incur when they come into conflict with local
communities.</span></p>
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<td style="text-align:center;width:50%"><b><a href="https://www.csrm.uq.edu.au/publications/conflict-translates-environmental-and-social-risk-into-business-costs">View & Download the Academic Paper</a></b></td>
<td style="text-align:center;width:50%"><b><a href="https://www.csrm.uq.edu.au/publications/costs-of-company-community-conflict-in-the-extractive-sector">View & Download the Report</a></b></td>
</tr>
</tbody>
</table>
<p><br>The research interviewed professionals in the mining, oil and gas
industries and examined case studies of extraction projects worldwide
to quantify the costs of company-community conflict, and understand how
companies interpret these costs.</p>
<p><a href="https://www.csrm.uq.edu.au/people/daniel-franks">Dr Daniel Franks</a>,
Deputy Director of UQ’s Centre for Social Responsibility in Mining
(CSRM), said that in the mining, oil and gas industries conflict has
become a major contributor to cost of projects with a series of the
industries’ flagship projects abandoned or delayed in the face of
community opposition.</p>
<p>“There is a popular misconception that local communities are
powerless in the face of large corporations and governments,” said Dr
Franks. “Our findings show that community mobilization can be very
effective at raising the costs to companies”.</p>
<p>The research revealed that delays caused by conflict with communities
can incur costs of roughly US$20 million per week for mining projects
valued between US$3 and US$5 billion. Analysis by one company of their
exposure to non-technical risks revealed US$6 billion in costs over a
2-year period, representing a double-digit percentage of the company’s
annual operating profits.</p>
<p style="text-align:right"><a target="_blank" href="https://www.csrm.uq.edu.au/images/costofconflict.png"><img alt="Cost of Conflict Infographic" src="https://www.csrm.uq.edu.au/images/costofconflict.png" height="441" width="680"></a></p>
<p>“The cost-cutting currently underway in the mining, oil and gas
industries seems to be missing the potential opportunities for cost
savings that can come from investing in improved relationships with
communities”, said Dr Franks.</p>
<p>Rachel Davis, a Fellow at the Corporate Social Responsibility
Initiative at Harvard Kennedy School, and Managing Director of the
non-profit business and human rights organisation, Shift, said that “It
is much harder for a company to repair its relationship with a local
community after it has broken down; relationships cannot be
‘retro-fitted’”. “Companies are realizing that conflict is predictable,
and so are the systems needed to prevent it. That’s why we see leading
companies implementing the UN Guiding Principles on Business and Human
Rights - to manage their human rights risks more effectively,” she said.</p>
<p>“Increasingly, financial actors are also beginning to factor in the
prospect of delays in valuations of projects,” said Ms Davis. An economy
wide valuation of ‘environmental, social and governance risks’ across
the Australian Stock Market in 2012 by Credit Suisse identified AUS$21.4
billion in negative share price valuation impact, with mining and
hydrocarbon the sectors at greatest risk (AUS$8.4 billion; and an
average of 2.2% impact on the target share price).</p>
<p>The research was published as an expanded report for the Corporate
Social Responsibility Initiative of the Harvard Kennedy School (by
Rachel Davis and Daniel Franks), and as an academic paper in the <a href="http://www.pnas.org/cgi/doi/10.1073/pnas.1405135111">Proceedings of the National Academy of Sciences</a> (by Daniel Franks, Rachel Davis, Anthony Bebbington, Saleem Ali, Deanna Kemp and Martin Scurrah).</p>
<p style="text-align:center"><b><i>Join the discussion on Twitter: #conflictcosts</i></b></p>
<p><b>Citations:</b></p>
<p><a href="https://www.csrm.uq.edu.au/publications/costs-of-company-community-conflict-in-the-extractive-sector">Davis,
Rachel and Daniel M. Franks. 2014. “Costs of Company-Community Conflict
in the Extractive Sector.” Corporate Social Responsibility Initiative
Report No. 66. Cambridge, MA: Harvard Kennedy School.</a></p>
<p>Franks, DM, Davis, R, Bebbington, AJ, Ali, SH, Kemp, <span style="background-color:rgb(255,255,0)"><b>D, Scurrah, M.
2014. </b></span>Conflict translates environmental and social risk into business
costs, <i>Proceedings of the National Academy of Sciences</i>. <a href="http://www.pnas.org/cgi/doi/10.1073/pnas.1405135111">http://www.pnas.org/cgi/doi/10.1073/pnas.1405135111</a></p>
<p> </p><p>Monday, May 12, 2014</p><p><br></p><p><a href="https://www.csrm.uq.edu.au/publications/conflict-translates-environmental-and-social-risk-into-business-costs">https://www.csrm.uq.edu.au/publications/conflict-translates-environmental-and-social-risk-into-business-costs</a></p>
<p><br></p><p></p><p>
</p><p class="MsoNormal" style="margin-bottom:0.0001pt;line-height:normal"><span class=""><span style="font-size:12pt">---</span></span><span style="font-size:12pt"><br>
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