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sharing in governance of extractive industries

Publication - The Rise in Conflict Associated with Mining Operations: What Lies Beneath?

We have recently published an extensive, stakeholder-reviewed study on mining-related conflict and governance. This study is comprised of an academic literature review, database analysis and four case studies carried out in Bolivia, Peru, Madagascar and Tanzania.

This work was motivated by indications that conflict incidents associated with mining operations worldwide have dramatically increased over the past two decades. CIRDI’s research team also observed that, in spite of a rich literature on mining-related conflicts, most studies focus on the company-community interface, limiting our understanding of the structural and contextual factors which create environments that facilitate or prevent mining-related conflict. CIRDI’s study looks beyond industry-community dynamics, adopting a multi-stakeholder perspective to truly understand conflict trajectories and their cumulative impacts.

The study found that host governments and public institutions in particular play a dominant role in shaping the early narrative of conflict in terms of their actions and non-actions. Considering that the role of government persists throughout the entire resource development life cycle, understanding the role of government and national interests within natural resource conflicts is an essential prerequisite to improving conflict mitigation policies and management practices.

The study components can be downloaded following the links below or from our website www.cirdi.ca

View executive summary

View full report

View literature review

Case Study 1: Ambatovy, Madagascar

Case Study 2: Bulyanhulu, Tanzania

Case Study 3: Haquira Las Bambas, Peru

Case Study 4: Minera San Cristobal, Bolivia

 

Lead authors:

Tony Andrews and Bernarda Elizalde, Centre for Responsible Mineral Development, Toronto, Canada; Philippe Le Billon, Department of Geography and Liu Institute for Global Issues, Faculty of Arts, University of British Columbia, Vancouver, Canada; Chang Hoon Oh, Beedie School of Business, Simon Fraser University, Vancouver, Canada; David Reyes, PhD; Triple R Alliance, Exeter, NH, USA; and Ian Thomson, Shinglespit Consultants Inc., Hornby Island, Canada

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