In Brazil, as in many other countries around the world, the mining industry faces strong opposition from certain sections of the public. And what does the industry do? It regrets it is being misunderstood and accuses certain groups, NGOs, prosecutors, politicians as "zealots," "radicals," and "inflexible in their beliefs."
Some of them are. But most of them are not.
It is true to say that those who are driven by ideologies do not listen to arguments, but that is not the crux of the matter. No one can be accepted by everyone. Not even Jesus Christ managed that, as folk wisdom tells us.
The crux of the matter is to avoid giving cause for rejection. This is the first step, which has to be taken every day — in fact, every minute. Unceasing construction and maintenance are required.
The key word is acceptance. It means agreeing to coexist and to share many things – for example, space, public services, roads, the bar, or the church pew.
In short, it means sharing the territory.
But this acceptance is not and never will be unconditional. And there lies the first obstacle – understanding and agreeing that acceptance must be mutual and respectful. Each side needs to understand the other's desires, needs, wishes, and limitations, for only then will the other be open to understanding yours.
This is part of life, of everyday life, and not just in interpersonal relationships. In fact, the need for acceptance is much greater in industry, which needs what has now come to be called a Social License to Operate.
And how is the Social License to be obtained and, no less of a challenge, to be renewed? It is by no means just a piece of paper to be issued by some licensing agency. It is built by the entrepreneur himself and granted daily — and revoked at any slip-up — by society itself. That is why I call it social acceptance.
In my talks, I often ask a question that is never given the answer Yes: Do you like having an annoying neighbor?
No one does.
So, dear mining company, don't be an annoying neighbor because, if you are, the neighbors on the other side of the fence are going to annoy you right back. They won't close the deal.
A Social License needs to be constantly renewed, which means there is no room for a lapse of any kind. But if one day a neighbor finds part of his fence broken down, or a dead cow, or a lot of dust in his house, or if he learns that a company employee has been taking liberties with the local women, or if he asks a question and gets a rude answer or, worse still, no answer at all, what then?
A bar fight may seem to have nothing to do with the company, but if an employee is involved, it will. A traffic accident or an unpaid bill at the market will also have implications.
Meanwhile, the most worn-out, tattered, and torn corporate discourse proliferates: "We generate wealth and jobs, we pay taxes," and other unconvincing excuses of the same kind. Enough! This formula has already been exhausted, and in truth it is nothing more than an obligation, if the company wants to exist.
A positive, favorable image is not enough. That will always be projected, in the language of whoever writes it — in this case, the companies. It helps, yes, but it is not enough. A positive image at most reduces rejection, but does not build acceptance as it needs to be.
The path is building a positive reputation, beginning with small-scale actions and then strengthened by coherence, clarity, governance, and responsibility.
Responsibility means ensuring that dams don't burst, dikes don't overflow, houses don't crack because there are too many heavy trucks on the road or because rocks are being dynamited too close to them, people's clothes don't keep getting dirty on the clothesline, there's no noise, no bad smells ...
Ensuring the best conditions is a responsibility, and it must be done well.
In Brazil, the beginning of 2026 has brought a new reality in licensing, following the enactment last year of the new Environmental Licensing Law (Law No. 15,190), which promises to simplify licensing procedures and provide greater predictability, enhancing juridical security without abandoning environmental protection.
But it's not that simple. A booklet recently published by Integratio, under the title New Environmental Licensing in Brazil: What Changes for the Socioeconomic Environment and the Governance of Territories (Integratio, 2026), demonstrates that companies' responsibilities have now greatly increased, particularly in the area of the social environment.
More than just changing the paperwork or shortening deadlines, the new law changes the whole logic of the process. The state becomes less of an inspector and more of a guide. The mining company, in its turn, gains autonomy, but is also required to assume greater responsibility for what it declares and for the impact it makes.
The fact is that, just as before, simply following what the law formally requires does not guarantee a social license, nor reputational security. Companies that adopt this stance will be risking conflicts with communities, litigation, work stoppages, and damage to their image. The key is to act strategically and proactively, ensuring that the socioeconomic component is robust, documented, and integrated into the project from the planning stage.
This demonstrates that fewer formal steps do not mean less social oversight: society remains actively attentive. I repeat that the lack of attention and investment in social management increases the risk of litigation, revocation of the Social License to Operate, and reputational damage for companies, making it even more important to adopt effective communication and relationship strategies. This means that companies need to pay more attention to their social management; otherwise, any opposition will gain even greater strength than it already has.
The introduction of new licensing rules increases the risk of conflict, as "self-licensing" can all too easily overlook the need for in-depth social analysis. "Analysis gaps" can arise, leading to undetected cumulative or social impacts. Good engagement practices therefore become essential.
It may look simple, but it isn't really. While the new legislation reduces the number of formalities, it increases the social and reputational exposure of mining companies. The absence of detailed studies does not mean the absence of social accountability.
Communities, public prosecutors, NGOs and local media remain alert and can challenge processes perceived as exclusionary or superficial. And we must never forget that we live in a world of instant, real-time communication. Thus, simplifying the ritual does not simplify the relationship with the territory. In today's changed circumstances, companies that maintain solid practices of dialogue and social monitoring are one step ahead.
To achieve this aim, some social management tools become even more essential than they were before. They include:
- In-depth mapping of social and territorial vulnerabilities;
- Efficient and inclusive consultation, sensitive listening, and engagement with the whole range of stakeholders;
- Constant attention to avoid weakening social safeguards;
- Regularly updated situational and territorial diagnoses;
- Constant analysis and evaluation of territorial risks and potential conflicts and the development of corresponding preventive measures;
- Mapping of land ownership, including leaseholders where applicable, together with impacts and vulnerabilities in the neighborhood;
- Clear and inclusive communication;
- Training and strengthening of territorial leadership;
- Free, Prior and Informed Consent (FPIC) in accordance with ILO
Convention 169 and Decree No. 10.088/2019), to be strategic and well-conducted, whenever applicable;
- Solid social programs, addressing conditions and community strengthening;
- Constant attention to environmental aspects and licensing;
- Qualified internal team and informed employees with a positive attitude.
And all this work has to be carried out with technical rigor and participatory scientific methodologies, combined with a long-term strategic vision.
It is important to remember that each territory has its own dynamic, its own actors, and its own sensitivities. Therefore it is essential to personalize all corporate actions, bringing together science, dialogue, and management to form a unified whole.
By anticipating risks, listening to communities, and communicating clearly, the company not only complies with the law. It earns trust.
And in the case of the Social License to Operate, which I defined above as acceptance, it is synonymous with trust. Acceptance without trust is impossible. And it will never be possible to build trust in a company without solid, committed and real, consistent governance.
So, fundamentally, the path to obtaining a Social License is governance, it's ESG, the buzzword these days.
But real ESG. Society is tired of seeing greenwashing and, more recently, socialwashing, camouflaging any mistakes or inappropriate conduct. And upon detecting such attempts, it will always revoke the company's Social License.
Maintaining the Social License and regaining it every day is the challenge, which is achievable only by building a positive, genuine reputation, based on efficient governance.
Overcoming this challenge is not solely the responsibility of the company and the people who comprise it. Anywhere on the planet, a mine collapse, a dam or dike breach, environmental contamination, or even a blurring of the distinction between industrial mining and predatory exploitation caused by illegal artisanal mining are part of the scenario. And any one of those has the power to ruin the reputation of an entire industry.
So, ladies and gentlemen of the mining industry, the floor is yours. And don't forget: without institutional action, it's not going to happen.
