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AEES

AEES Executive Certificate in Social licence and stakeholders

Hold acceptance, a grievance and a site promise. This AEES certification attests social licence and stakeholders.

  • AssessmentProfessional assessment
  • Attempts2
  • PreparationIncluded
  • France
  • Canada
Description

Social licence and stakeholders

A vague familiarity with “Social licence and stakeholders” is no longer enough. This belongs with Mining and territory. You hold a mining project, a social licence, local content and acceptance. People are hired to decide, not just to name the topic. This AEES certification is for professionals, managers and leaders who want to hold acceptance, handle a grievance and honour a site promise. No diploma is required. What is required is a working command of written French, and the will to show the subject on a real file, in a company, a public body or a partner organisation.

You are not joining a long degree. You take “Social licence and stakeholders” seriously enough to use it, and seriously enough for someone else to read it on a file. Everything happens online, around a job you already have. You prepare if you need to, then you sit a professional assessment. The AEES Executive Certificate, if it is issued, is proof in your name, and it can be checked. It holds in a CV, a move or a cooperation. It is a short specialisation, issued by a higher-education institution. You see at once what you are buying: a targeted title, not a course catalogue.

Afterwards you can carry “Social licence and stakeholders” into a team, a file or a new responsibility, and explain your choices to a manager, a funder or a partner institution. Others will see that you can hold acceptance, handle a grievance and honour a site promise, including outside your own organisation. If you succeed, AEES issues an AEES Executive Certificate in your name, with a unique serial number that can be checked in the public register. The award stays in your workspace. It shows a professional judgement you have demonstrated, useful for a CV, a new post or work in common.

Skills

What this certificate attests

The capabilities the assessment attests if you pass.

  • Hold acceptance
  • Handle a grievance
  • Honour a site promise
  • Handle a complaint before it becomes a blockade
  • Decide compensation without buying silence
  • Recognise when trust is already lost
ESCO classification — European Skills, Competences, Qualifications and Occupations

ESCO, the European skills vocabulary

This is the European Commission’s classification of skills, competences, qualifications and occupations. This certificate is linked to it through the skills below. Each link opens the official record.

Preparation included

To prepare for the assessment

After purchase, a preparatory course is available: 6 written modules, without an instructor, at your own pace. You are not required to follow it before opening the assessment. Each module sets out the notions, a commented case, the points to keep and a FAQ. It covers Licence, Actors, Promise and Grievance.

When you are ready, you enter the assessment: a file already open, incomplete facts, conflicting views. You move through successive decisions. This is not a full taught programme with pedagogical supervision.

Structured written course

Notions, objectives and concrete examples, organised progressively.

Applied case

A commented professional situation to anchor the theory.

FAQ and preparation

Frequent doubts, then questions to go further on your own.

  1. Module 1. Licence: Who can still stop the project beyond the permit A permit lets you start. It does not guarantee you can keep going. The "licence" in this module is the permission you must earn and renew in practice every week with the people and institutions that control access, approvals, funding, safety, and legitimacy. A project that treats the legal permit as the finish line discovers that a single unmet condition, a lender covenant, an ignored right of way, or a mobilised community can still stop work. This module makes that risk manageable. You will separate legal authorisation from social acceptance, list who still holds a real veto, and build a simple system to track the conditions that matter. You will know which approvals recur, who must sign before each mobilisation step, and what early signals tell you that acceptance is slipping toward confrontation. You will also see how grievance and promise management support the licence day to day.
  2. Module 2: Actors. Map community, authorities, employees, and opponents A social licence becomes tangible when you know precisely who holds acceptance, who can withdraw it, and who can help you repair it. That clarity starts with actors. In this module you will turn a site’s vague idea of stakeholders into a live actor map that guides conversations, permits, promises, and escalation paths. You will separate people who speak for themselves from those who claim to speak for others. You will make influence visible and test it against evidence, not assumptions. The goal is not an elegant chart for a report. The goal is a working register you can defend in a meeting and use in a crisis. You will break the landscape into four practical blocks: community, authorities, employees and contractors, and organised opponents or advocates. For each block, you will define who matters, why, and how you will verify it. You will also connect actors to specific issues rather than treating them as a flat list.
  3. Module 3, Promise: Announce only what the site can keep A site’s acceptance depends less on what it plans to do than on what people believe it will actually do. In daily operations, employees and contractors speak with residents, suppliers, authorities, and journalists. Each statement about jobs, roads, noise, or water is heard as a promise. If those words are not delivered, social licence erodes. This module turns promises from risky talk into controlled commitments that a site can keep. You will transform three habits. First, you will replace improvisation with a clear gate from intent to commitment. Second, you will replace vague benefits with time-bound and costed deliverables. Third, you will replace one-way announcements with an auditable commitment register that is updated, explained, and verified with stakeholders.
  4. Module 4: Grievance A project earns day-to-day acceptance when people see that problems are heard and fixed without delay. A grievance mechanism is the practical way to do this. It is a structured path for any person to raise a concern and obtain a fair, timely answer. In high-stakes environments, the difference between a phone call that gets a response within 48 hours and one that goes unanswered for two weeks can be a roadblock on the access road. This module makes you operational. You will learn how to intake, triage, investigate, and resolve grievances in a way that aligns with recognised principles and that fits the realities of a site. You will build a decision path that helps you act fast, protect people who speak up, and pause risky activities when needed. You will also learn to document and report outcomes so that management, regulators, and communities see the system as legitimate.
  5. Module 5: Compensation Compensation is a remedy for specific harm or loss, not a price for consent and not a tool to quiet dissent. When projects affect land, access, assets, income, or cultural practices, compensation is one element of a broader remedy. It sits alongside mitigation, livelihood restoration, and ongoing engagement. The core test is whether people are at least as well off after the impact. You will learn to translate that test into concrete packages, negotiated in good faith, documented properly, and delivered on time. Stakeholders judge compensation by substance and by process. Substantively, values must be accurate, transparent, and relevant to how people live and earn. Process wise, eligibility must be clear, the method must be participatory, and the offer must not be tied to a demand for silence. Codes and standards converge on these points. They call for meaningful consultation, non discrimination, and accessible grievance mechanisms. You will navigate those expectations while keeping your site schedule in view.
  6. Module 6, Break: Recognise When Trust Is Already Lost Most engagement work happens in shades of grey. You listen, adjust, and keep working. This module deals with the opposite situation. Sometimes the relationship with stakeholders collapses so far that more meetings and new talking points will not help. In those moments, your duty is to recognise the break, stop harm, and take decisive action that restores safety and legitimacy, not to add one more round of promises. A break is not a communications problem. It shows up as patterns of behaviour that tell you there is no working consent. Local authorities are bypassed by shadow committees, grievances are taken to courts and media rather than your mechanism, and your team’s presence triggers confrontation. Continuing business as usual in that state deepens mistrust and risks people and assets. The right response starts with naming the situation as it is.