Linking IBA?s And Project Management - A Case Study

The impact that societal issues can have on mineral resource projects has proven to be a critical component of feasibility studies around the world during the past ten years. The recently signed Impact Benefits Agreement (?IBA?) for the Victor Project in Northern Ontario between De Beers Canada Inc. (?De Beers?) and the Attawapiskat First Nation provides an opportunity to capture the interactive process followed, the controlling parameters and the implications for the future. The uncertainty about the time required to complete an IBA makes it one of the key intangibles in risk assessment of a feasibility study. This paper considers items related to the significance of engaging communities at the early stages of exploration in a project and the catalytic effect that alignment of interests and interaction in a pre-IBA period can have. Furthermore, the de facto link between permitting and the successful conclusion of the IBA and the role of external advisors in the project are discussed. The paradox of empowering and supporting communities through the negotiation process, and the implications of the IBA to maintaining good relations throughout the life cycle of a project are also explored.