In 2013, in the first issue of Extractive Industries and Society, Bruce Harvey authored an article that outlined how the mining industry could make headway in social performance by prioritising “in-reach” strategies. We review this approach and argue that a more open frame of analysis and dialogue is required if the industry is to meet its stated social performance obligations and objectives. While Harvey makes a strong case for in-reach, there are elements of the approach that warrant further explanation and discussion. For example, what are the practical limits of in-reach? What is the potential for “bad in-reach”? Can in-reach stifle improvements in social performance, or generate perverse effects? One undesirable feature of in-reach, from our perspective, is the promotion of insularity; or, in other words, dependence on a form of internal engagement that discourages alternative perspectives on social performance.