The mining industry's view of the role of communities in mine-led local development has changed over time, along with shifting views of the importance of mine-community relationships in the business of mining. Under early Corporate Social Responsibility (CSR)programs, mining enterprises mobilized “good deeds”, with selected communities as the somewhat uninvolved beneficiaries. More recent approaches have argued the importance of community involvement in mine-led development initiatives, both as a means to pursue common interests and “shared value”, and to build relationships underpinning social license to operate. Against this background, the idea of “development partnership” has gained currency, featuring in the strategic thinking of many mining companies. Typically the partners are seen to be elements of the host government, other businesses in the mining and associated sectors, funders, and the communities neighboring mining operations. The formation of partnerships is a complex task, but in the case of government, funders and business, mines usually have clear structures with which to negotiate, and sound platforms on which to base partnership arrangements. This is often not the case with communities. “The community” may be ill-defined (externally and internally)and may lack coherence. Leadership is sometimes imposed (sometimes by outside parties), unclear or contested. Important elements of communities are often disempowered and relatively silent. Many “leaders” claim to speak on behalf of communities. In many situations they do not, and are more focused on interests not aligned with the good of the community. Hence it is difficult to forge real, power-sensitive and lasting partnerships with communities. These are often claimed, but less frequently fully and lastingly realized. This paper reflects on the potential for mine-community partnership in general, and specifically in South Africa. This country has a troubled history of community dynamics around mining, and complexities that are a legacy of former political and associated mining regimes. The paper looks at the elusive ideal of true partnership, identifying and discussing possible platforms for this outcome. It also talks to the case study of Alchemy, a ground-breaking “beyond mining” community empowerment and development project founded by Anglo American Platinum, and active at four Anglo American Platinum operations.
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机译：采矿业对矿业领导地区社区的作用的看法随着时间的推移而变化，以及对矿山业务中的矿井社区关系的重要性。在早期的企业社会责任（CSR）方案下，矿业企业调动了“善行”，用选定的社区作为有点未经进入的受益人。最近的方法已经争论社区参与在LED主导的发展举措中的重要性，既是追求共同利益和“共同价值”的手段，也是建立资金社会许可证的关系。在此背景下，“发展伙伴关系”的想法已获得货币，以许多矿业公司的战略思想为特色。通常，合作伙伴被视为东道国政府的要素，采矿和相关部门，资助者和社区邻近采矿业务的其他业务。伙伴关系的形成是一项复杂的任务，但在政府，资助者和业务的情况下，矿山通常具有明确的结构，可以谈判，以及基础合作伙伴关系安排的合流平台。社区通常不是这种情况。 “社区”可能是不明的（外部和内部），可能缺乏一致性。有时强加的领导力（有时由外国派对），不明确或争议。社区的重要元素往往是令人责任和相对沉默。许多“领导人”声称代表社区发言。在许多情况下，他们没有，并且更专注于与社区良好的兴趣。因此，难以与社区锻造真实的，权力敏感和持久的伙伴关系。这些经常声称，但不太常见地完全和持续实现。本文反映了矿井社区伙伴关系的潜力，并在南非。这个国家在挖掘周围的社区动态历史悠久，以及近代政治和相关矿业制度的遗产的复杂性。本文介绍了真正伙伴关系的难以捉摸的理想，识别和讨论此结果的可能的平台。它还讨论了炼金术的案例研究，一个由Anglo American Platinum成立的社区赋权和开发项目的突破性的“超越”社区赋权和开发项目。
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