Building Resilient Company-Community Relationships: A Preliminary Observation of the Thoughts and Experiences of Community Relations Practitioners across Africa

"The University of the Witwatersrand presents an accredited four-course training programme for community relations practitioners (CRPs). Between May 2013 and October 2014 six courses were facilitated for 145 participants, of whom 82% were from sub-Saharan Africa, 62% worked in mining, and 58% worked directly with communities. Thematic analysis of the comments of course participants collected during course exercises found that there were a set of coherent drivers for resilient companycommunity relationships, but that the restrainers to resilient relationships were often context-specific and dominated by politics. CRPs reported facing as many difficulties in the internal company environment as in the external environment. These findings for CRPs in Africa resonate with those worldwide.InroductionMuch has changed in how the extractive industry responds to social and community issues. There has been a growing prioritization of community-related issues within the extractive industry globally (Kemp, 2010; Tatar, n.d.). According to Kemp (2010) this can be attributed partly to escalating pressure from local-level stakeholders to push mining companies to take greater responsibility for the social, economic, and environmental impacts of mining. Securing and maintaining the social licence to operate is ranked fourth in terms of the top risks facing the mining and metals industry in 2016, up one place from 2015 (Ernst & Young, 2016).Conflicts between local communities and large-scale mining companies arise because of the social, environmental, and economic impacts of mining. Worldwide, large-scale mining companies have a poor reputation amongst communities, including those in Africa (Gilberthorpe and Banks, 2012; Kemp and Owen, 2013a; van Wyk, n.d.). For mining companies, conflicts for whatever reason, result in loss of productivity, lost opportunities, lost time, and adverse impacts on reputation (International Council on Mining and Metals, 2015). Conflicts also have a significant financial impact on mining operations (Franks et al., 2014). Davis and Franks (2014), estimated that US$10 000–50 000 is lost each day when a project is delayed during the exploration phase, and about US$20 million per week when in operation. Today these costs could be expected to be higher due to increasing input costs."