ABSTRACT
This chapter addresses corporate social responsibility (CSR) in Botswana’s largest diamond-mining company, Debswana. The paper adopts a historical analysis to the case by first introducing the country’s historical and economic background in order to give context to the study. The objective of the chapter is to show how CSR in Debswana is not just a result of philanthropy, but is influenced by the structure of shareholding in the mining company. Botswana’s socio-economic development has largely been financed through diamond-mining. Debswana’s participation in CSR and the country’s socio-economic development are intertwined in the country’s development trajectory. This chapter adopts a case study method. Information for the case study is from record analysis and interviews with Debswana executives. The approach was adopted to allow for multiple perspectives to shape the case study. An intricate state–corporate symbiotic relationship exists between Botswana and Debswana. Discharge of CSRs, especially in communities where its mines are located, has given Debswana a social licence to operate. The case analysis shows that the higher the levels of community appreciation of CSR activities the more likely the community will be to welcome the company’s presence. Such appreciation only comes through an improvement in quality of infrastructure, amenities and welfare as adjudged by the community itself. Communities are likely to abhor hosting irresponsible companies that do not contribute to their socio-economic development.
