26 Resources found
Merrick Hoben and David Plumb explain three process observations from their work with palm oil and salmon in Latin America.
Sometimes designing a legitimate dispute resolution process for a company requires examining both their responsibilities as well as deeper structural problems. This is no easy thread to tie.
In this video, CBI documents its work with a start-up energy company in northern Chile and the local fishing community on strategies for addressing community concerns about the pumped energy storage project that the company is seeking to build, and on building constructive longer-term relationships.
Based on CBI's work to better understand how greater transparency around extractives revenues might affect Indigenous Peoples, this blog explores whether community protocols could be used to help bridge the gap among community members, government agencies, and extractive companies.
Throughout the world, Indigenous Peoples have historically suffered disproportionately from negative impacts of extractive activities in their territories. The global transparency movement has the potential to play a part in righting the past by supporting Indigenous Peoples’ greater participation in resource decision-making.
The International Finance Corporation asks CBI to explore a corporate-community engagement problem related to a Honduran palm oil company that was not meeting its social and environmental requirements.
CBI and a Chilean partner organization jointly mediated a conflict between a major forestry company and a local community. Here is what CBI learned.
CBI's work with communities and international oil companies in the Niger Delta has underscored the enormous value the Mutual Gains Approach can offer for improving relationships and results for both sets of stakeholders.
Drawing from multiple case experiences, this article shows that global supply chain management in the 21st century requires more than just token Corporate Social Responsiblity or sustainability initiatives. Companies must adopt a mutual gains approach to maximize value for themselves and others.
CBI's David Plumb describes gaining “big-picture” clarity at Harvard's Kennedy School of Government and using it to guide CBI’s future work.
CBI practitioners reflect on lessons learned from a community engagement process between Chevron and hundreds of communities impacted by its onshore operations in the Niger Delta.
In 1996, CBI published the book Dealing with an Angry Public, which put forward six principles and related tools and techniques that have helped governments and corporations win back the public’s trust in thousands of cases since then. Yet, public trust in U.S. institutions is lower than it has ever been.