Without certain minerals the healthcare industry would be unable to offer pacemakers, imaging and cancer therapies; our mobile phones would not vibrate, charge or display; we would be unable to store renewable energy; and artificial intelligence (AI) would likely not even have a future, given its dependence on high-performance computing, which in turn requires a number of specialised raw materials that can only be mined.

Geralda Wildschutt, CEO of Maisha Social Solutions, points out that while the industry itself understands that ‘what we cannot grow, we mine’, many people outside the sector perceive mining as ‘dirty’ with negative consequences for the environment. ‘This is a narrative that will have to change,’ she says.

‘Mining will increase, not decrease, in the future as confirmed by the International Energy Agency, which estimates that global demand for critical minerals could triple by 2030 and quadruple by 2040. People demand an end to fossil fuels and an increase in renewable energy, but few understand that this will necessitate an increase in mining.’

Maisha Social Solutions operates in the cross-over space between mining and renewable energy. It steps in as an authority focused on the social, environmental and governance (ESG) aspects of these sectors as an advisory and consultancy business. It applies research, engages in interviews and curates meetings among stakeholders in supply chains and across networks to identify practices that support sustainable and resilient mineral and renewable energy supply chains; and it does so across Africa, championing sustainability in South Africa, Zimbabwe, Namibia, Botswana and the DRC.

‘Maisha has worked with many mining companies, employing various methodologies to obtain a deep understanding of the external environments and designing tailor-made solutions for clients. These include: socio-economic baseline and impact assessments; human rights and vulnerability assessments; risk assessments; stakeholder engagement; and grievance management, among others, and embedding ESG factors into business strategy,’ explains Wildschutt.

Bearing in mind that it takes on average around 18 years for a mine to begin production and several years for a renewable energy project to reach operation, ESG considerations should be introduced at the planning stage, not as an afterthought when challenges arise. And this isn’t only in consideration of changing public perception, but also to secure the ‘social licence’ to operate, mitigate financial risks and attract investment.

‘This elusive social licence to operate, which in complex social contexts can shut down a project before it can move beyond exploration, is critical to the success of new mining and renewable energy projects, which depend more on the social landscape surrounding the identified resource or asset,’ says Wildschutt.

‘What we are looking for are answers to questions from all the different stakeholder groups, such as: What is important to them in a community/local context? Should education or healthcare be prioritised? How does the mine or the solar project satisfy the often-contradictory requests from a diverse stakeholder context?’

Identifying the vast array of ESG concerns assists a company in the design of its projects and directs it to address challenges, be that water, energy, education or skills, from a socio-economic perspective and specific to a local context. ‘There must be clear priority settings that will result in long-term positive change,’ she says.

While it is obvious that planning a mine or renewable energy project is heavily focused on essential drivers such as regulatory compliance, permits, project value and efficiencies, when it comes to ESG matters, it is not as clear how to incorporate risk management into the building of trust relationships with host communities, says Wildschutt.

‘It requires a deep-dive, on-site valuation that can clearly articulate the challenges at the company level, asking the right questions, and working in partnership models with stakeholder groups. And this cannot be merely a one-off upfront approach. It has to continue across the lifecycle of the mine or the energy project, from exploration to closure in the case of mines.’

One of the difficulties faced by management in these sectors is winning the trust of the communities they affect. The perception is that leaders have ulterior motives and may not present their rationale or business plan objectively, especially in the case of mining, which is why an independent communicator and adviser holds great power in the shifting of perceptions.

‘We have to show communities that mining can be done without destruction to people and the environment, and we have to get it right consistently, however long that takes,’ says Wildschutt, who personally participates in the engagements, from boardrooms to community level. This knowledge helps her foster understanding with her clients and design win-win solutions that add value for the company and the host communities,she adds.

Wildschutt’s work in this field and in advocating for women in mining has been acknowledged by the Association of Women in Mining in Africa, which selected her as a finalist in its 2026 leadership awards in the category of Women in Large-Scale Mining

Aside from being a board director for two listed mining companies, she is also a mentor to younger women in the fields of mining and renewable energy. She employs women ‘who require flexibility as they navigate life changes, including motherhood, retirement, family commitments and so forth’, by offering them flexible working arrangements within and outside Maisha Social Solutions, ‘given we work in a consortium with other women-owned businesses to share contracts, knowledge and learning’.

Wildschutt’s passion extends to diversity, equity and inclusion (DEI), which has been attacked from certain international quarters. However, in Maisha Social Solutions’ experience, Wildschutt says this is certainly not the case in Africa. The company is in a position to comment on the topic since it has received the Standard Bank Top Gender Empowered Company Award for its innovative approach to human resourcing.

‘While DEI has declined in some African countries, transformation, particularly in South Africa, has to remain a societal imperative and, therefore, a business imperative. The industry has to work harder and be more focused on gender inclusion, economic inclusion and race inclusion.’

Wildschutt says Maisha Social Solutions supports the transformation targets of companies while also ensuring international standards and global best practices are applied to assist clients in both achieving regulatory compliance and establishing a leadership role in their ESG mandates.

‘These standards include the application of the International Finance Corporation performance standards; World Bank standards; the Global Reporting Initiative’s sector standard for mining; the Voluntary Principles on Security and Human Rights; Sustainability Accounting standards; social and human rights standards; and various audit processes,’ she says.

As global demand for critical minerals accelerates, compliance regimes are becoming more rigorous. ‘In this landscape, social performance is no longer a compliance exercise – it is a strategic asset that determines whether projects proceed, scale or fail,’ says Wildschutt.

‘The differentiator will not be access to resources alone, but the ability to operate responsibly within complex social environments. Companies that embed ESG into strategy from inception, engage transparently and build trust with host communities will secure long-term viability.’

By Kerry Dimmer
Image: Kyra Welch