The imperative of effective partnership for mining prosperity: re-imagining engagement

Authors: Boxill, L; Hinds, F; Perera, T; Johnston, L Download Paper Open access courtesy of:

DOI https://doi.org/10.36487/ACG_repo/2615_23

Cite As:
Boxill, L, Hinds, F, Perera, T & Johnston, L 2026, 'The imperative of effective partnership for mining prosperity: re-imagining engagement', in AB Fourie, G Boggs, J Heyes & M Tibbett (eds), Mine Closure 2026: Proceedings of the 19th International Conference on Mine Closure, Australian Centre for Geomechanics, Perth, pp. 1-9, https://doi.org/10.36487/ACG_repo/2615_23



Abstract:
Mining is fundamental to modern society. However, the industry faces escalating legal challenges, public scrutiny and sustained opposition from Traditional Owners and Indigenous communities across the mining project life cycle. Shifts in regulatory and social landscapes, alongside growing legal recognition of Indigenous Peoples’ (IPs) rights in various jurisdictions, demand a global re-examination of industry relationships with IPs. While the authors acknowledge the importance of context and that significant variability can exist for each project and even for communities impacted by the same project, a constructive way forward requires moving beyond transactional engagement toward trust-based, effective partnerships. Historically, rights and title holders have been excluded from substantive decision-making authority on projects within their territories and are often consulted only after key project decisions have been made by the mining project proponent. Engagement, when it occurred, was largely limited to one-way technical communication. Failing to acknowledge unextinguished rights and title, or approaching First Nations only after conceptual plans are developed, is widely experienced by Indigenous communities as not starting ‘in a good way’. A limited understanding of how Indigenous knowledge of land, culture and worldview apply to mine planning and operations means critical considerations are missed, fostering distrust. Furthermore, company-led interactions have often relied on curated, risk-averse messaging that avoids difficult issues, reflecting largely outdated and unfounded assumptions that Indigenous communities are inherently opposed to development. Drawing on case studies from locations throughout Canada and South America, interviews with Indigenous leaders, and decades of industry experience, this paper challenges unhelpful persisting assumptions and offers practical tools to strengthen collaboration at any stage of a mining project. IPs and First Nations hold legitimate, enduring stewardship responsibilities over their lands. For mining initiatives to succeed, their role must shift from ‘stakeholder’ to active, valued ‘partner.’ This approach demonstrably reduces social threats, improves project efficiency, and supports sustainable, profitable outcomes while advancing meaningful reconciliation.

References: