Mission impossible?: Adopting a CSR-based business model for extractive industries in developing countries

Corporations in the extractive industries often state their commitment to “corporate social responsibility” principles, but their actual implementation of these principles, particularly in developing countries, is questionable. This contradiction between rhetoric and reality is attributable to the fact that these companies have not fully integrated CSR into their business models. This can been seen in assessments of projects' costs and benefits, project and technology selection, respect for community consent, and performance incentive structures. The Marlin gold mine in Guatemala provides a concrete example of these sharp contradictions between stated CSR commitments and actual performance.

Research highlights
► Implementation by extractive industries companies of corporate social responsibility principles in developing countries is questionable.
► CSR has not been fully integrated into extractive industries' business models.
► The Marlin Mine in Guatemala provides a concrete example of the contradictions between stated CSR commitments and actual performance.