ABSTRACT
This chapter discusses the efforts made by BCL, Freeport and BP to initiate dialogue with local communities. It opens with a discussion of the concept of stakeholder dialogue. While stakeholder dialogue had not been articulated into a formal set of principles or techniques in the days of the preparation for and operation of the Panguna mine, there is evidence to suggest that BCL did recognize the value of dialogue. Discrepancies between the mechanisms made BCL to establish dialogue with Bougainville people and the expectations of affected communities continued throughout the life of the mine. To improve communication between expatriate employees and Bougainvilleans, the Pidgin language training and employee orientation programme were also aimed at achieving tolerance, acceptance and understanding between the company employees and locals. The chapter identifies a number of apparent limitations in BCL, Freeport and BP's attempts to establish dialogue on their business activities in Bougainville and West Papua.
