a stakeholder spectrum that formal consultation processes rarely assemble in a single room: major mining companies including Anglo American Perú, Barrick, MMG Las Bambas, Buenaventura, and Poderosa; the Peruvian Ministry of Energy and Mines and SENACE; the International Finance Corporation; universities; NGOs focused on environmental law and territorial rights; faith institutions including the Anglican Church of Peru and the Diocese of Carabayllo; artisanal mining representatives; and civil society organizations. The three-day program moved through five structured sessions on Exploring Shared Purpose, Building Partnerships, Accelerating Today's Projects, Expanding Regional Visions, and Prioritizing Future Catalyst Sessions, generating over 200 ideas and thoughts. Nine themes for future collaboration emerged, spanning communication and trust, transparency and accountability, building a common agenda, innovation-led wealth creation, regional development, economic diversification, artisanal and informal mining, government capacity, and defining and communicating impact. Participant feedback was unambiguous about what the methodology produced that conventional meetings do not: access to stakeholders — faith groups, artisanal miners, community representatives — who are otherwise unreachable in industry settings; a structured environment that lowered barriers and created trust; and genuine dialogue rather than positional exchange. One participant noted: "The environment created during the sessions lowered barriers and helped create trust." Another observed that participants "saw something different and the possibility of new approaches” (DPI, 2018). The session also identified three Peruvian regions — Apurimac, Cajamarca, and Arequipa — as priority locations for follow-on Catalyst work, demonstrating the methodology's capacity to generate its own replication pathway from within the process itself. 6. SCALABILITY AND IMPLEMENTATION The case studies above demonstrate Catalyst execution on three distinct scales: global/sectoral (RESCO), national/government-led (Zambia), and regional/cross-sectoral (Peru). The conditions for replication are identifiable and finite: a neutral convener with no policy agenda, a stakeholder group that is diverse but bounded by the scope of the specific challenge, a structured process that enforces equal representation and role clarity, and a commitment to beginning dialogue before a plan exists. The Zambia case illustrates a further capability of the methodology: the process extended beyond visioning into pilot initiatives grounded in local community needs. This provides evidence that the Catalyst's initial stage creates conditions for the subsequent phases of co-design and implementation. See Table 1 below for a comparison of the three cases, with different stakeholder compositions and outcome types, but the same methodology applied across all. 46
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