General objective: To validate the design of the Nuestros Saberes program as a co-responsibility device that complements the State's educational offer and optimizes the social investment of the mining sector, strengthening the social license to operate and reducing conflict risks. Guiding questions: Q1. What gaps do current approaches to social investment and community management show —according to corporate reporting and due diligence frameworks— with respect to co-production of information and territorial capacities? P2. How do the information circuit and program components transform education and social investment into sustainable and measurable assets? P3. How does the design align with the international standards of the IFC, IDB, and ICMM, and at what level of the participation spectrum does it position itself? 3. SOCIAL MANAGEMENT, SOCIAL INVESTMENT AND PARTICIPATION 3.1 Social management of mining: dominant practices and limitations In the mining industry, social management is typically structured around four recurring practices: (i) community relations and dialogue, (ii) sectoral social investment (education, health, basic infrastructure), (iii) complaint and support mechanisms, and (iv) commitment management and ESG reporting. Sustainability reports from leading companies tend to describe educational programs (scholarships, infrastructure, teacher training), strengthening of productive capacities (agriculture, entrepreneurship), and dialogue mechanisms. However, these models often face two limitations: participation remains at levels of consultation or benefit—lower rungs of Arnstein's ladder (1969)—and sociocultural and census data are primarily produced through external studies with limited community ownership and updating. 3.2 Empirical evidence: social reporting of the Top 5 Peruvian mining companies (Merco 2025) To empirically support the identified gap, the 2024 sustainability reports of the five mining companies with the best corporate reputation in Peru were analyzed according to the 14th edition of the Merco Business and Leaders Ranking 2025 (MERCO, 2025; SNMPE/Desde Adentro, 2025): Minsur (38th overall position), Compañía Minera Antamina, Minera Las Bambas (MMG), Gold Fields Perú and Sociedad Minera Cerro Verde. Minsur —for the first time as the leading mining company in the Merco ranking, displacing Antamina after 13 years of leadership—focuses its social management on local employment (60% of the staff at its Circular Tin Plant B2 come from nearby communities), productive projects, and infrastructure. It does not document cultural production programs, participatory social research, or community libraries (Minsur, 2025). Antamina represents the group's highest standard of social management, with 20 communities of influence, 14 multi-stakeholder development committees, a Multi-Stakeholder Model articulated with central, regional, and local government, and approximately S/ 2 billion in accumulated commitments through Public Works for Taxes. Chapter 4, "Sustainability – The Path to Development" (pp. 66-88), details programs for health, conventional education, 72
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