Local development is planned, measured and reinvested.
Many people talk about local development when it comes to submitting reports or complying with an audit. But if we want to have a real — and sustainable — impact, we require something further.
In my experience with companies that supply the mining sector, I observe two distinct paths:
1️⃣ The "I comply and move on" approach: I comply with what is asked of me on paper, without considering the actual impact 🤨 (a stance I do not endorse).
2️⃣ The "I integrate" approach: I design processes that optimise my costs and strengthen the local network.
And this is not merely an ethical issue. It is strategic.
📍 Practical illustration: In Australia, Carey Group, a 100% indigenous supplier, altered the traditional logic of mining contracts. Since 1995, it has successfully secured agreements with major corporations such as AngloGold Ashanti and Lynas to encompass:
- ✔️ Employment and training for indigenous people
- ✔️ Participation of local and Aboriginal businesses
- ✔️ Disaggregated contracts to facilitate access for SMEs
- ✔️ Programs such as "Get into Mining"; which prepare local workers for skilled roles
In 2024, they signed a five-year contract with Lynas Rare Earths, with an explicit focus on skills development and sustainability.
That is not philanthropy; it is vision. It represents business strategy applied to the territory. Companies that integrate local development into their costs, contracts, and measurements distinguish themselves to global buyers, all whilst maintaining efficiency.
That's the work I do at ERA Group with my clients. organise; measure; design and demonstrate. With results; not statements.
