Against a vast backdrop of regulation, and increasingly strong calls for industry change, major social and en-vironmental incidents in mining continue to occur. There is resistance among major companies to the idea thatrestructuring their organisations will have any positive effect on their social performance. Our interest is inwhether the structural positioning of social performance enables or prevents companies from governing theirsocial and legal obligations. This includes the commitment to do no harm. Internal turf wars between socialperformance and corporate affairs reflect the difficulties that mining company executives confront in attemptingto maintain production and contain corporate self-interest. What manifests structurally is a clear representationof how companies make sense of their priorities and the priorities of others. That companies would seek to limitinquiry into their own governance structures is even more reason to investigate.