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Community relations and mining: Core to business but not “core business”

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  • Kemp, Deanna
  • Owen, John R.

Abstract

Over the past two decades the global mining industry has witnessed the necessity and emergence of community relations and development (CRD) functions, essentially under the rubric of sustainable development and corporate social responsibility (CSR). These functions provide companies with mechanisms through which to engage and manage their relationships with key stakeholder groups, share development benefits and protect business interests. Despite widespread claims by the industry that companies have adopted CSR as a ‘core competence’, we argue that the industry has yet to incorporate the CRD function as part of ‘core business’ at the level of practice. This article characterises a CRD function and related processes within the context of a large-scale mining operation in West Africa. Findings reflect a more universal trend relating to the function and organisational positioning of CRD practice in the resources sector. The authors argue that functional equity needs to be established if the sustainable development agenda is to have a genuine future within the mining industry.

Suggested Citation

  • Kemp, Deanna & Owen, John R., 2013. "Community relations and mining: Core to business but not “core business”," Resources Policy, Elsevier, vol. 38(4), pages 523-531.
    • Handle: RePEc:eee:jrpoli:v:38:y:2013:i:4:p:523-531
    DOI: 10.1016/j.resourpol.2013.08.003
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    References listed on IDEAS

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