Author: César Sáenz | Published: 2018
Scope: Peru
This study by César Sáenz explores how the specific social, cultural, and geographic context of a mining project in Peru significantly shapes the corporate social responsibility (CSR) strategy required to obtain a social license to operate (SLO). Using qualitative case studies from four different mining operations, Sáenz demonstrates that there is no one-size-fits-all approach to earning legitimacy. Instead, successful strategies are deeply contingent on local history, community organization, prior experience with extractive industries, and the perceived fairness of engagement processes.
The research distinguishes between three types of CSR behavior: defensive (aimed at risk avoidance), compliance-based (meeting legal and formal obligations), and strategic (proactive engagement aligned with community expectations). Sáenz argues that only strategic CSR—rooted in local partnership-building, long-term benefits, and continuous dialogue—can achieve a durable SLO. He also stresses the importance of adaptive management, as community dynamics can evolve rapidly in response to external shocks, political shifts, or company missteps.
This framework provides a powerful lens for interpreting current events in Peru and other parts of Latin America. The July 2025 AES Argentina wind farm expansion and Peru’s copper sector protests both reflect how project context—not just national policy—dictates local reaction. As with Sáenz’s findings, the ability of companies to strategically adapt CSR in line with local needs and values will likely determine whether energy and mineral projects gain acceptance or face escalating resistance.