Leading for Impact

In September 2024, INSPIRE convened its 3rd REIPPPP Learning Event in Johannesburg, bringing together 41 Social Performance practitioners from the renewable energy and mining sectors. The event was facilitated by Alison McCallum and funded by the DG Murray Trust. The purpose of this gathering was to strengthen collaboration, expand understanding, and explore how Social Performance can achieve lasting impact in host communities.

The day’s focus was centred on: 

• Expanding the understanding of Social Performance within international frameworks, including Environmental, Social, and Governance (ESG), moving beyond narrow socio-economic compliance. 
• Inquiring into the impact Social Performance has on organisations and host communities, especially its role in facilitating South Africa’s Just Energy Transition (JET). 
• Exploring the leadership skills and capabilities necessary to achieve meaningful Social Performance outcomes. 
• Identifying capacity-building needs within the renewable energy sector to drive transformative impact.

Insights and Key Themes 

The 2024 Learning Event provided an invaluable platform for cross-sector collaboration, practical knowledge-sharing, and critical reflection on the evolving role of social performance in delivering long-term community impact. Practitioners engaged in meaningful dialogue on the challenges and opportunities within the Social Performance discipline.

1. Leadership in a Wounded Context A key focus was on the role of leadership in communities deeply affected by historical trauma and socio-economic marginalisation. Discussions emphasised the importance of trauma-informed approaches that address these wounds while fostering resilience. Leadership in this context requires empathy, strategic vision, and the ability to balance immediate needs with long-term community goals. 
2. Strategic Investments and Skills Development Participants explored the strategic role of community trusts and socio-economic investments in empowering marginalised groups, particularly youth. Addressing systemic barriers to development, such as education and skills gaps, was highlighted as critical for breaking cycles of poverty and realising economic potential in host communities. 
3. Overcoming Barriers to Collaboration The need for deeper collaboration among IPPs, government, and communities was a recurring theme. Participants acknowledged the fear of shared risks as a barrier to progress, calling for aligned, synchronised efforts across stakeholders. Establishing trust and transparent communication is seen as essential for achieving sustainable outcomes. 
4. A Long-Term Vision for Impact Practitioners agreed that community impact requires a shift in perspective, moving beyond short-term metrics and numerical reporting to embrace long-term, transformative change. This involves understanding the root causes of socio-economic challenges and designing interventions that address both tangible and intangible barriers. 

Reflections on Social Performance Maturity 

Throughout the event, participants reflected on the evolving nature of Social Performance, moving from compliance-driven activities to strategic, sustainable development. Indicators of maturity in the discipline included: 

Recognition of the importance of building internal capacity and aligning organisational objectives with community priorities.

Integration of Social Performance into organisational governance and decision-making processes. 

A culture of learning, collaboration, and accountability within and across sectors.