Felix Ngosa- CRS ZEIP Project Manager

1. Seeking Benefits and Avoiding Conflicts: A Community-Company Assessment of Copper Mining in Solwezi Felix Ngosa- CRS ZEIP Project Manager

2. Introduction A Community-Company Assessment (CCA), aims to develop shared understanding among companies, communities and government officials, so that the extraction of natural resources results in net benefits to people living in and around the areas of extraction. The goal of this study is to enable communities to negotiate with large companies from a position of strength.

3. Background to the CCA initiative • The CCA was developed by Business-Community Synergies as a consulting tool for a range of clients to identify options for community investment, partnership development, focus areas for company and community capacity building, and advisory services, tools and training for clients (see http://www.bcsynergies.com/ ). • In 2008 Dr. Rani Parker, founder/president of BCSs and Dr. James Van Alstine, lecturer at University of Leeds and London School of Economics, teamed up to apply the CCA methodology in conjunction with CBOs and NGOs instead of industry, international finance institutions and public sector clients. • In South Africa, the methodology was introduced and tested on a case related to platinum mining.

4. Objectives of the CCA process • To build capacities within communities in order to negotiate from a position of strength to maximize benefits from firms engaged in resource extraction • To establish a space of trust and shared understanding between multiple stakeholders (i.e. communities, company and local government) at the site of resource extraction • To institutionalize community-company-government accountability mechanisms at the local level

5. Community-Company Assessment Process

6. Principles guide that underlie the CCA process To build trust, it is crucial for the team: • To respect each stakeholder’s knowledge (scientific and non-scientific), logics (or ways of seeing and thinking about the world) and languages (ways of expressing themselves); • To make significant effort, even before the intervention begins and on an ongoing basis, to understand the histories, diversities and local-national-global power relations, as well as the full spectrum of livelihoods that characterize the communities and regions impacted by extraction. • To consider local history, diversities and past relationships within and among communities, as well as with international actors.

7. Methodology and Interview Protocol • Central to the CCA approach is to hold conversations using generative questions allowing the respondents to identify the topics of interest and concern to them. • Thus, the content of the data emerges from the individuals interviewed rather than from the research group. • Question asked: • What is the nature interactions with the company or community? • What are the benefits to the communities from oil/mineral extraction? • What are the barriers to community benefits? • If you are King /Queen question?

8. CCA implementation • In Uganda – research was conducted in April/May 2010 in conjunction was various civil society/NGO leaders on the new/emerging oil industry in the Lake Albert region. The CCA process has helped the Civil Society Coalition on Oil in Uganda to engage from a position of strength. • In Ghana – research was conducted in July 2010 on the new oil and gas industry in the Western Region. However, some of the work with local NGOs has fed into other consultations undertaken by the Civil Society Platform on Oil and Gas. • In Brazil – research was conducted in April 2011 on a Bauxite mine operated by Alcoa in Juruti (which is deep in the Amazon). The initial findings are quite interesting.

9. Zambian Case Study-background • Zambia registered tremendous investment boom in copper mining • The copper price has continued to be at its highest ever and companies continue to invest in the copper rich country. • The boom the mine sector raised expectations of jobs and economic growth • The increased investment and discoveries of new sites for copper mining present opportunities for economic growth and transformation of the country. • At the same time, the experience of many other countries exploiting natural resources, poses considerable challenges to realizing the opportunities presented by the extraction of minerals in Zambia.

10. Zambia Case……. • One aspect that needs attention is the extent to which communities whose livelihoods are disrupted by the extraction process are compensated and able to benefit from minerals extraction. • Trustful relationships based on legitimacy and shared understanding between mining companies and communities within and around areas of mining activity are critical to mutual benefit. • The relationship between companies and communities, if not guided by some trust and respect, could be mismanaged, and result in conflicts between the parties. • Often misconceptions, misunderstandings and unrealistic expectations are the triggers of conflict in many mineral/oil producing areas.

11. Zambian Case….. • It is, therefore, important to understand the dynamics between communities and mining companies in order to avoid, mitigate and/or adequately compensate for negative impacts and to maximize benefits toward equitable development. • In November 2010, a research team consisting of individuals from the University of Leeds and London School of Economics (LSE) in the UK, Catholic Relief Services-Zambia and members of the Catholic Diocese of Solwezi in Zambia conducted a study to assess the relationship between Kansanshi Copper and Gold Mining Company and communities within and in proximity to the company’s current operational area in Solwezi District, Northwestern Province.

12. 40 km Kyafukuma New Israel Kansanshi Mine Kabwela Kimasala Zambia Compound Mushitala Solwezi Town 2 km

14. Validation process

18. CCA Spectrum

21. Community spectrum

22. Company spectrum

23. Government spectrum

24. Report structure Executive Summary • Introduction • Methodology • Community Findings • Company Findings • Government Findings • Spectrum of Community and Company Engagement • Community, Company and Government Recommendations • Core Team Recommendations • Way Forward Appendices

25. Core Team Findings Employment • Monitor and enforce labour/hiring policies and practices with contractors • Expand local hiring programme (Lucky Dip) • More skills training and mentoring opportunities for local contractors • Conduct inductions and safety briefings at mine in local languages (in addition to English)

26. Kansanshi staffing and senior management training • Increase corporate social responsibility (CSR) staffing capacity and responsibility • Community engagement training for Kansanshi board members and senior executives

27. Resettlement of Israel • Ensure Israel’s resettlement plan adheres to international best practice • Externally audit Israel’s resettlement plan

28. Community engagement and communications • Engage communities from the ‘bottom up’ to find out what they want and need • Ensure there are no language barriers at quarterly stakeholder meetings • Make sure Project Committees do not conflict with Area Development Committees • Move the grievance mechanism closer to communities and make it anonymous • Publish corporate contributions to council • Publish CSR budget

29. Governance of Kansanshi Foundation • Redefine principle’s of Foundation to make it an autonomous charitable organisation • A multistakeholder group should scrutinise project applications • Enhance visibility and accessibility of the Foundation

30. Monitoring, evaluation and advocacy • NGO/CSO monitoring and evaluation of Kansanshi’s resettlement and compensation scheme for New Israel and Kabwela • NGOs/CSOs should reconsider advocacy strategies – coercive means should be used as last resort • CSOs should facilitate linkages between communities, e.g. an organisation or forum, to share experiences, lessons learned, and effective engagement strategies with company and government • Communities should hold their leaders to account • Kansanshi needs to employ participatory approaches when engaging with communities

31. Local government responsibility, transparency and accountability • The local government should not abnegate its responsibilities to the company • Budget information should be communicated through the media to local stakeholders • Space should be make for community participation in local budgeting process • Government should full implement section 136 of the 2008 Mines and Minerals Development Act – a policy which stipulates how royalties sent to central government can be distributed to communities

32. Multi stakeholders meeting/Result Short term objectives (six months) • Inductions -the mine indicated that this was not possible • Grievance mechanism- Kansanshi agreed to set up suggestion boxes in the communities around the mine • Revisit Resettlement of New Israel-KMP promised to also provided additional support to new Israel • Staffing of the Community Liaison (CL) Team - KMP has employed 4 staff as part of the CL team and now there is a CSR manager reporting directly to the MD. 2 more people will be employed.

33. Short term Objectives • Source as much casual labour from local communities as possible – extend/expand the ‘Lucky Dip’ programme. KMP has been suspended and are now using the Royal establishments to identify) • NGOs and CSOs monitoring and evaluating Kansanshi resettlement and compensation scheme for New Israel and Kabwela.-NGO present pledged commitment to monitor the mine community activities • Local government accountability: e.g. accountability in budgeting – The council pledged to publish their budget and the money they receive from KMP • Publicize contributions to council (in local language), e.g. Kansanshi pledged to include in their publications and media radio announcements

34. Medium term objectives (2years). • Organize opportunities for training for youth and local contractors (KMP conducting training for local contractors • Foundation governance- Putting in place a multi stakeholders body to review proposal-KMP is reviewing and drawing a mechanism • CSOs to help set up a forum for sharing experience among communities around the mines- CSO agreed to work together to create this forum • KMP formed committees not to conflict with local government committees, e.g. ADC • Work on the road to new Israel- KMP pledged to work on the road

35. Long term objective (5years). • Government needs to fully implement 2008 Mining Act - a policy that stipulates how money sent to central government can come back to communities to implement section 136 of the Mines and Minerals Development Act of 2008. – Government not present to give position

36. Thank You

37. Skills practice (at least 60 minutes/1 hour – this should be a participatory “skills practice” exercise) • 5 minutes –introduce the scenarios (Government, Mine Company, community, Interview group) • 15 minutes – Interviews (In separate groups) • 15 minutes –Write and validation (By separate groups) • 15 minutes- Identification of common themes by the whole group • 10 minutes – Session conclusion/ wrap up