With a growing focus on business contribution to human and social capital; a desire to balance independence between business and community; and expectations that the ‘company dollar’ will deliver social return on investment, it is no surprise that companies are seeking ways in which to increase the objectivity and transparency of social investment decision making. ‘Speaking the language’ of the business is a challenge when making the case for social investment initiatives. This case study demonstrates how Chevron Australia utilised its knowledge of project impacts, broader community need and common barriers to project implementation to create a social investment evaluation tool that brings greater transparency and objectivity to sharpen the business case for social investment initiative assessment. The social investment evaluation tool can be adapted for future use across major capital projects and communities, whilst preserving key indicators of success common to all initiatives. Importantly, quantification of decision data and the visual presentation of decision rationale have strengthened senior leadership’s support of the business case for social investment. There are differing expectations of what social investment contribution will deliver. Industry often views social investment through the lens of managing reputation and local impacts (social license to operate). For local and state governments their focus is often on ensuring provision of the ‘hard and soft’ infrastructure that will transform host communities. For the host community, protecting sense of place whilst anticipating the unforeseen often drives their expectations of these initiatives. Balancing competing expectations is a constant source of tension when considering how best to invest the ‘company dollar’.
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