ABSTRACT
This chapter examines the partnership approach that has underpinned the efforts of Konkola Copper Mines plc (KCM) to develop local businesses and contribute to poverty alleviation in the short term and diversify the economy of the Zambian Copperbelt in the longer term. The privatisation process has been complicated by the historical role of the stateowned mining industry as the dominant development agent, providing virtually all social services to the communities in which it sourced its labour. The social management plan preparation process involved a participatory sustainable livelihood analysis to determine the key development issues and an assessment of KCM's potential to contribute to community development. The ensured that the proposed development strategy was aligned with KCM's core business strategies and hence able to add value across a number of fronts. Added value is considered from three perspectives: business benefits, community development impact and good publicsector governance.
