Reopening and developing mines in post-conflict settings: the challenge of company-community relations

Every mine that is reopened or developed in a fragile post-conflict setting becomes a part of that setting; as such, it can either intensify that fragility, and perhaps even trigger a recurrence of conflict, or help stabilize the situation and thereby contribute to peacebuilding.1 Drawing from case studies in Papua New Guinea and Guatemala, this chapter explores the conditions that are essential for avoiding renewed conflict and for supporting peacebuilding and development, with particular emphasis on the role of community relations practice. In addition to presenting the case studies, the chapter describes problems typically associated with mining in a post-conflict environment; discusses fragility and hybridity, two aspects of the sociopolitical context that have significant influence on mining ventures; explores the interaction between companies, communities, and the state in post-conflict environments; considers the goals and limitations of community relations practice; and discusses lessons learned