The closure of a mine is not only the end of an industrial cycle. It marks the start of a deep shift for the people who lived with mining for years, sometimes for generations. Many closures were rushed or never planned. They left towns without life. They caused job losses and social fractures that were hard to repair.
Today, the idea of “social transition” offers a different way forward. It asks us to look at closure as a beginning. It invites communities, local leaders, Indigenous groups and economic actors to build a new shared future. This approach values dialogue, creativity and innovation. It aligns with global best practices and with what communities now expect.
For the past twenty years, several mines in Canada have tried new ways to approach social transition. We saw efforts in places like Matagami, Thompson, Sudbury and in Graymont’s Heritage Project. Their results vary, but each produced at least one strong outcome. Some brought people together. Some created transition funds. Some reshaped old sites. Others helped communities explore new economic paths.
Between Regulation and Voluntary Leadership
There is no law in Canada that forces mining companies to plan for social transition. In Quebec, the Mining Act (updated in 2024) focuses on environmental restoration. It also requires public consultation and agreements with Indigenous communities when land has cultural or ecological significance. But the social side of closure, meaning support for communities after mining ends, remains voluntary.
In this gap, several organizations have built guidance and best practices:
- The International Council on Mining and Metals (ICMM) encourages the use of the term social transition instead of social closure. The goal is to highlight transformation and long-term benefits. ICMM offers tools to help companies build durable social and economic outcomes through dialogue and community participation.
- The Towards Sustainable Mining program (TSM), led by the Mining Association of Canada, sets out protocols that raise social and environmental performance. TSM encourages transparency, community engagement and the inclusion of Indigenous priorities in closure planning.
- Some companies, such as Eldorado Gold Quebec, have adopted internal systems like the Sustainable Integrated Management System (SIMS). It draws on TSM and the World Gold Council. It sets minimum standards for social and environmental performance and helps companies turn commitments into real actions.
Even without legal requirements, some companies choose to act. They want to keep trust with communities. They want to meet the expectations of stakeholders and Indigenous groups. They want to align with international standards. This leadership strengthens their social license and supports a positive legacy for the regions affected.
Transfert’s Approach
Transfert Environnement et Société works with mining companies to design and deliver social transition plans. Our approach relies on clear, simple steps:
- Identify social risks and community impacts.
• Bring together citizens, local leaders, Indigenous groups and economic actors.
• Create transition committees that are trusted and representative.
• Facilitate workshops that help define a shared vision for the future.
• Build action plans that include social, economic, cultural and environmental priorities.
• Support clear and transparent communication.
• Establish social monitoring and evaluation tools.
• Help set up transition funds to support local projects after closure.
As a facilitating third party, Transfert creates space for honest dialogue and structured collaboration. Our team also brings expertise in Indigenous relations, social performance and social risk management.
The Transfert Effect
Through this work, Transfert helps mining companies:
- Reduce social and reputational risks during closure.
• Leave a positive and lasting legacy for communities.
• Strengthen trust and legitimacy in the process.
• Align their efforts with global best practices and regulatory expectations.
Social transition becomes a chance to build something new, not the abrupt end of a story. It reflects a responsible vision of mining that looks ahead, cares for people and supports resilient territories.
A project, a challenge or a relationship to build?