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Our analysis is solutions-oriented, pragmatic and feasible always laser-focused to serve a variety of specific ends.

Analysis and Guidance

Our assessment methodology draws upon the best of social and environmental impact assessments from the corporate social responsibility-sustainability field, and combines them with the best elements of conflict/fragility assessment methodologies designed for the international development field. The result is a methodology that perfectly suits company-community relationships in complex environments. Our analysts draw upon the collective wisdom of policy experts and practitioners from a wide range of disciplines and geographies to gain depth of knowledge on the dynamics of past cases, the insights they give rise to, the risks they reveal and the lessons which inform the current problem set. Our analysis is solutions-oriented, pragmatic and feasible always laser-focused to serve a variety of specific ends, including:
  • To provide a framework within which to understand and assess a new engagement and its actors and stakeholders.
  • To tackle a discrete challenge facing a company, government or community, such as a threat posed by a particular group, environmental concerns, or issues related to the regulatory environment.
  • To test a scenario-based approach to determine its efficacy and applicability to a particular problem set, and to determine how and to what extent it may need to be adapted over time;
  • To ascertain the needs of a specific actor or context, and how those needs might best be met.

Key services

We can undertake a number of engagements, including but not limited to the following:
  • Social and environmental impact/risk analysis/independent enquiries
    Analysis of the interplay between operations and context, identifying where and how companies can minimize negative impacts and maximize positive dynamics (ideally undertaken in a participatory manner when the conditions allow); such analyses can also be undertaken on behalf of communities or at the request of third-party actors.
  • Stakeholder analysis and engagement strategy
    Understanding the value, interests, positions, issues, motivations and relationships of stakeholders (potentially) affected by operations, and how to prioritise and engage with them.
  • Needs assessments
    Analysis of the strengths and weaknesses of policies, processes, behaviours, skills, incentive/disincentive structures, etc. of companies in relation to the implementation of non-technical risk strategies; and, analysis of the capacities and needs of communities in relation to knowledge and skills associate with private sector actors.
  • Conflict analysis/scenario-building
    Analysis of the conflict dynamics, possible impacts on business operations, and scenario-building to integrate flexibility into business operations.
  • Integrated, strategic management plans
    Co-development of company plans with integrated non-technical risk, or infusion of non-technical risk into pre-existing plans where possible.
  • Grievance mechanisms/avenues for redress
    Design of inclusive, culturally appropriate and effective mechanisms through which internal and/or external stakeholders can express and seek redress for their grievances.
  • Exit strategies
    Design of company exit strategies that leave a positive legacy.
  • Policy environment
    Conducting an in-depth analysis of the national and international regulatory environment, with a view to identifying potential policy pitfalls.
  • Monitoring and evaluation
    Assessing the impact of strategies and engagements with a view to improving future engagements.