5. THE CATALYST AT WORK: CASE STUDIES 5.1 RESCO (Responsible Sourcing Coalition) – global, 2019-2022 The first case presented has a global focus. The Responsible Sourcing Coalition (or RESCO) originated at a special dialogue convened by DPI and The Rockefeller Foundation at the Bellagio Center in late 2019. The founding convening brought together representatives from mining companies, Indigenous communities and owners, government, investors, and downstream companies with four explicit objectives: developing a shared vision for responsible sourcing, strengthening mutual understanding of each stakeholder group's challenges and priorities, learning from sustainability standardization efforts in other sectors, and aligning on a pathway for the minerals sector (Bryant & Eagle, 2025a). The design features identified above - equal representation, radical transparency, role clarity, no prescriptive solution - were structural from the outset. The result was a set of workstreams that produced a vision and principles for responsible sourcing deliberately designed to accommodate commodity and jurisdictional variation, rather than imposing a single standard. By 2022, the process produced the RESCO 2040 vision through a four-part global series, including regional dialogues in Australia and Peru and a global dialogue in London. This case demonstrates the Catalyst methodology operating at a complex scale: whole-of-value-chain, multi-jurisdictional, globally distributed. Importantly, there was measurable and durable alignment reached, across stakeholders who began with fundamentally different motivations and accountabilities. 5.2 Social Investment Framework – Zambia, 2021-22 Turning to a case with a nation-specific focus, in 2021 DPI partnered with Prospero Zambia to develop a national Mining Social Investment Strategic Framework through a Country Catalyst sprint process. Stakeholders included mining and exploration companies, investors, financiers, local communities, civil society, academia, development agencies, and local and central government, convened initially through in-person meetings and then through virtual roundtable discussions. The expectations gap between participants was wide at the start of the process. Through the structured dialogue of the Catalyst, that gap narrowed measurably across the roundtable series. Three core pillars emerged from the co-creation process: economic livelihood development, facilitation of social services, and infrastructure development. The 2022 phase extended the work into pilot initiatives grounded in local community and regional needs. This case demonstrates that the Catalyst methodology works even when starting positions are adversarial, and that it produces substantive, implementable outputs within a defined timeframe. 5.3 Country Catalyst – Peru, 2018 The third and final case covers a cross-sectoral focus: the Peru Country Catalyst, convened in Lima over three days in June 2018. While dialogue tables are common in Peruvian mining contexts, this Catalyst brought together over 40 participants from almost 30 organizations across 45
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