Building Trust: Social Licence
For Infrastructure
This report, developed in partnership with L.E.K. Consulting, explores the increasing relevance of social licence across businesses, governments, and institutions. It provides insights into the unique social licence challenges facing the infrastructure sector and outlines a series of key principles that should underpin how infrastructure organisations develop and manage their social licence.
Overview
Key principals for developing social licence in the infrastructure sector
Watch Adrian Dwyer and Janice Lee discuss the findings of the report
Full Report
Contact
This report, developed in partnership with L.E.K. Consulting, explores the increasing relevance of social licence across businesses, governments, and institutions. It provides insights into the unique social licence challenges facing the infrastructure sector and outlines a series of key principles that should underpin how infrastructure organisations develop and manage their social licence.
The report highlights that where governments and businesses have adequately developed and maintained their social licence, and earned the trust of the community, they are able to deliver assets and services in a streamlined manner. Good business practices allow organisations to attract and retain customers and provide a robust foundation to garner support from communities for future projects.
Key principals for developing social licence in the infrastructure sector
The paper outlines a number of key principles that should underpin how infrastructure organisations develop and manage their social licence. These principles are further explained in section 5 of the paper.
Make social licence a key consideration for every infrastructure project at every stage
Implement an effective governance structure for managing social licence
Embed social licence considerations into all decision-making and processes
Deploy active and tailored engagement to gain the trust of communities
Ensure the benefits of a project are clearly and frequently communicated to the public
Improve the experience of infrastructure users
Establish methods for monitoring and evaluating social licence
Work directly with consumer advocates and community groups
Evolve the approach to keep up with shifting community expectations
Watch Adrian Dwyer and Janice Lee discuss the findings of the report
Full Report
For more information
please contact
Adrian Dwyer
Chief Executive Officer
Infrastructure Partnerships Australia
adrian.dwyer
@infrastructure.org.au
+61 2 9152 6000
Simon Barrett
Chairman and Senior Partne
L.E.K. Consulting
[email protected]
+61 2 9323 0700
Isabel Durie
Senior Policy Adviser
Infrastructure Partnerships Australia
isabel.durie
@infrastructure.org.au
+61 2 9152 6000
Janice Lee
Head of Government Practice
L.E.K. Consulting
[email protected]
+61 2 0323 0700
Michael Player
Director, Communications and
Engagement
Infrastructure Partnerships Australia
michael.player
@infrastructure.org.au
+61 2 9152 6016
Benjamin Kress
Senior Manager
L.E.K. Consulting
[email protected]
+61 2 9152 6000
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