Corporate Responsibility & Community Engagement at the Tintaya Copper Mine (A) Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

Located in the highlands of Peru, Tintaya copper mine has long been a source of intense conflict between local people and mine operators. The mine, which was owned and managed by the Peruvian State first and then BHP Billiton, stands on 2,300 hectares of land expropriated from local farmers livelihoods. In 2000, in order to challenge the loss of land, mining-related environmental degradation, and allegations of human rights violations, the Coalition of five indigenous communities in an alliance with a group of local and international NGOs to build their case against BHP Billiton and held with the Australian headquarters. The result of these efforts was the creation of a unique corporate community negotiation process known as table dialogue Tintaya. In December 2004, after three years of negotiations, BHP Billiton and the five communities signed compensate families for the loss of land and livelihood and the establishment of a local environmental group monitoring and community development funds. However, as the company addresses a conflict, another group of local stakeholders proposes new requirements - those that the company can not meet. Conflict with this new group of violent seizure of the mine is completed in May 2005, followed by BHP Billiton employees will be forced to shut down operations, abandon the mine, as well as a new strategy for winning back local support.
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by V. Kasturi Rangan Source: Harvard Business School 28 pages. Publication Date: February 23, 2006. Prod. #: 506023-PDF-ENG