The management of socio-political risk arising from corporate transitions at mining projects

Changes in management and/or ownership at projects can cause regression in corporate-stakeholder relationships, as the changing faces and attitudes can lead to breakdowns in communication, misunderstandings, and conflict. Failure to maintain positive relationships with stakeholders can lead to significant costs for proponents, and is frequently cited as one of the most pressing issues facing the mining industry. By examining a case-study in North-Central British Columbia, Canada, this project will analyze how successive management teams incorporated stakeholder concerns and evolving regulatory requirements in mitigating socio-political risk during their tenure, and specifically how this risk was mitigated through successive changes in management and ownership. Findings from interviews and a review of public documents will identify potential pitfalls and inform key strategies that can be employed in the management of corporate transitions at future projects.

Faculty Supervisor:

Dirk van Zyl

Student:

Garth Thomson

Partner:

On Common Ground Consultants Inc.

Discipline:

Engineering - other

Sector:

Natural resources

University:

University of British Columbia