ABSTRACT
The evidence from the partnerships is that the benefits will be maximised when partnerships are built on core complementary competences, and where the participants' activities, contributions and benefits are aligned with their core activities. Some investments date to a time when the state-owned company would contribute substantial social benefits and services both to the workforce and to the local population. Common community concerns during such periods include a lack of clarity over what employment will be created, for whom and when, indecision and delays in planning resettlement and fear over who will be affected. The business benefits have been directly associated both with community development and with broader and somewhat more intangible benefits such as improved social licence to operate, improved business climate. However, partnering is not a panacea, and there may be situations where other approaches to community development are preferred.
