Abstract

The notion of corporate social responsibility (CSR) is frequently described as the incorporation of social, economic, and environmental considerations into a company's operations and its interactions with stakeholders on a voluntary basis. It is widely acknowledged that industries involved in resource extraction are leading the way in practicing CSR, with a particular emphasis on its significance in the mining sector. To make a meaningful impact, CSR should permeate every level of an organization. In this regard, scholars advocate for research that delves into the practical aspects of CSR rather than its policy aspects, with an emphasis on examining it from an internal perspective rather than an external one. Established management systems are considered valuable for implementing CSR practices, with various standards serving as the basis for frameworks. The advantages of consolidating all facets of CSR into a single sustainability management system (SMS) are often emphasized. Nevertheless, some critical researchers argue that the SMS approach could benefit from an externally oriented, stakeholder-driven, and value-based perspective. Instead of just "doing things right," the focus should shift to "doing the right things," given that companies frequently contend with a range of stakeholders. Aligning with the call for practical research, this thesis centers on stakeholder management within the context of management system thinking. The objective of this paper is to investigate how the extractive industry as a whole, and specifically companies in the metal and mining sector, enact CSR and how this management can be enhanced. The research strategy chosen is the case study method, involving two separate case studies within the mining industry. The forestry sector primarily appears to engage in CSR related to environmental concerns, whereas mining companies primarily concentrate on community engagement and development along with environmental matters. Both of the case companies have comprehensive policy frameworks in place for CSR and well-established operational systems for labor practices and environmental considerations. This suggests that certified management systems are effective tools for implementing CSR. However, certain other crucial CSR aspects, such as fair business practices and community engagement and development, are not fully addressed within the adopted management system. Consequently, there is a need to supplement management systems to achieve a more comprehensive integration of sustainable development principles.

Description