Roxanne Breton
Advisor
Elizabeth Robertson
Project Director
An evolving regulatory and social landscape
As regulatory requirements become more stringent and expectations towards project proponents continue to rise, community acceptance has become a central issue in the development of mining projects.
It was in this context that, at the third edition of the AQP2 public engagement symposium held on April 24, our colleagues Roxanne Breton and Elizabeth Robertson delivered a presentation called “Social Acceptability and Mining Projects: Lessons Learned for All Types of Initiatives.” Below is a summary of the key points they shared.
A more nuanced situation than one might assume
In the public imagination, mining projects are often associated with protests and community action. However, the data paints a far more nuanced picture.
According to the Social Acceptability Barometer: Canadian Mining Sector, a national study designed to assess public perceptions of the mining industry and its level of social acceptability across Canada:
- More than 75% of respondents believe the mining industry is essential to job creation, regional development, and the energy transition;
- Over 60% of respondents believe that the benefits of mining outweigh its costs.
Interestingly, people living in mining regions generally view the industry more positively than those living in non-mining areas. This likely reflects greater experience with the sector; while these communities live with the impacts of mining on a daily basis, they also directly benefit from the employment and economic spin-offs the industry provides.
Five key challenges and what we can learn from them
Drawing from their experience in the field, our colleagues have identified several recurring challenges in community engagement processes in the mining sector, along with practical ways to address them.
- A long-term undertaking
Mining projects unfold over very long timelines, often spanning several decades from exploration to closure and site rehabilitation. During this time, communities evolve, and so do their expectations.
Lesson learned: dialogue must be ongoing.
Community engagement can’t be a one-time event or limited to key milestones. Conversations need to be ongoing throughout the project. Building lasting relationships, participating in local events, and creating genuine spaces for dialogue are essential to building trust.
It’s not a transaction; it’s a relationship.
- A historical legacy that can’t be ignored
The mining industry carries a complex legacy that continues to shape how current projects are perceived. Practices dating back to a time when regulation was less stringent have left their mark on the landscape, including 338 abandoned mine sites in Quebec. This legacy is compounded by high-profile projects—successful or not—which have had a strong impact on public opinion. In addition, the industry’s international reputation is coloured by a wide range of standards that vary from country to country. When faced with a new project, communities come to the table with this knowledge, fostering a very real, and in some cases, entirely legitimate, mistrust.
Lesson learned: acknowledge the legitimacy of people’s concerns.
Dismissing these concerns on the grounds that they are based on outdated information is counterproductive. Effective engagement begins with honestly acknowledging the facts and honouring communities’ lived experiences, before explaining how regulatory frameworks and practices have evolved.
Hope is not a strategy.
- Engaging despite uncertainty
Only one out of every thousand exploration projects ultimately becomes an operating mine. Projects evolve constantly and may even change ownership or be paused at various stages. This accumulation of uncertainties can make the process challenging for both proponents and communities.
Lesson learned: rely on institutional memory.
In such a fluid context, continuity is critical. Stable community teams and carefully documented exchanges help prevent the need to restart the conversation with every shift in the project. This allows to steadily build consistent relationships over time.
The goal isn’t to convince people at all costs, but to work with the community to improve the project. That uncertainty can actually be an opportunity to enhance it.
- Significant technical and regulatory complexity
Mining projects are not only long-term; they are also technically and procedurally complex. They involve extraction processes, multiple potential impacts, and assessment processes that can sometimes be difficult to grasp. This is particularly true in Quebec with the introduction of the new environmental impact assessment and review process.
Lesson learned: simplify and adapt communication.
Communication must be tailored to local realities. This can be achieved through illustrations, cultural references, and concrete examples. Involving an independent third-party facilitator can also help prepare technical experts and create a more open, informed space for dialogue—one where people feel free to ask questions and listening takes priority.
- Communities overwhelmed by demands
The rapid growth in critical minerals projects, rising gold prices, and government efforts to accelerate regulatory processes have led to a sharp increase in the need for consultations. Indigenous communities, in particular, are approached continuously, often beyond their capacity to respond.
Lesson learned: engage with intention.
This means making information easy to access, adapting to communities’ pace and preferences, and clearly defining objectives for every engagement activity. Each engagement activity must have a clear purpose and deliver real value.
Towards more human-centred and effective practices
Today’s mining projects simply can’t move forward without a deep understanding of the social, historical, and cultural context of the territories they affect. The lessons shared at the AQP2 conference remind us that successful community engagement processes are built first and foremost on listening, transparency, and the ability to evolve alongside communities.
Do you have a project to deliver, a challenge to manage, or a relationship to build? Let’s talk.
Roxanne Breton
Advisor
A member of the steering committee of the Association québécoise de participation publique (AQP2), Roxanne is an effective advisor who excels in consultation contexts. Her knowledge of good practices in community relations, as well as her legendary resourcefulness, empathy, listening skills, organizational skills and skills in popularizing and mobilizing stakeholders, make her a resource appreciated by all. Creative and productive, Roxanne stands out for her autonomy and her ability to adapt to any situation.
Elizabeth Robertson
Project Director
With a background in law and over 20 years’ of experience in communications, Elizabeth is renowned for her ability to interact with a wide range of stakeholders.
Her career path has led her to work on major public participation mandates at both municipal and national levels. She has orchestrated large-scale initiatives in the fields of urban planning, infrastructure, and public policy.
Before devoting herself to public participation, Elizabeth worked for CBC Radio as a producer, host, and journalist. Her time in the media enabled her to hone her skills as a facilitator, able to popularize even the most complex subjects.