07/28/2026
For many junior mining companies, signing an Exploration Agreement or Impact Benefit Agreement, may feel like the finish line. But the hard work comes after.
Agreements outline commitments from both parties — to employment, procurement, revenue sharing, consultation and information-sharing, and long-term collaboration. But a signed agreement doesn't guarantee a functioning relationship.
Both sides are responsible for making sure commitments are met.
In practice, this is where things can break down. Exploration teams focus on fieldwork. Corporate leadership moves to the next milestone. On the community side, responsibilities, like staying engaged in communication, don't disappear after signing. When either party disengages, the relationship suffers.
This is why the negotiation itself matters so much. Agreements built to last do more than list commitments. They establish a relationship framework, like clear governance structures, defined points of contact, and reporting cadences. It only works if both sides understand it, own it, and have the capacity to manage it.
The goal isn't ongoing reliance on external advisors. Consultants have a responsibility to clearly communicate commitments and obligations, and then build the capacity for industry and communities to manage the relationship independently.
People notice when commitments are met, and they notice even more when they aren't.
It’s what we build toward in our work supporting negotiations, making sure mutual implementation is the focus from the start.
To learn more about our work, visit www.civita.ca.
