for organisations where human rights and social performance determine what gets built.
You published the report.
You held the stakeholder sessions.
You satisfied the lender requirements.
Yet something is forming, quietly, at the community level, that your processes didn’t catch and your consultants didn’t flag.
This is not a communications failure. It is not a policy framework failure. It is a community insights failure.
Most organisations discover social risk when it escalates publicly. By then, narratives have hardened, trust has eroded, and the cost is measured in delays.
CIG exists for the moment before that.
We make community reality visible – the sentiment, the power dynamics, the stories forming about your operations – before they become opposition you cannot manage.
Breakthroughism in Human Rights and Social Performance is a standalone discipline.
It is a structured approach to turning community perception, power, and risk into decisions and behaviours your leadership can stand behind under scrutiny.
What communities actually think, fear, and mobilise around. This is more than what grievance mechanisms suggest or what your site team reports back.
Stories about your operations form long before they reach leadership. We detect them early, while you still have room to respond.
Your social performance looks different from the inside than it does from the ground. We test the gap – before activists, regulators, or media do it for you.
We turn community insights into positions and behaviours your leaders can stand behind. We also build the internal capability to sustain them.
Community opposition doesn’t announce itself. It organises quietly, hardens slowly, and surfaces publicly – usually at the worst possible moment.
CIG works with a small number of organisations at a time.
Senior-led by design.
Deep where it counts.