Pitfalls and Pipelines - Philippine Indigenous Peoples Links
Pitfalls and Pipelines - Philippine Indigenous Peoples Links Pitfalls and Pipelines - Philippine Indigenous Peoples Links
102 Pitfalls and Pipelines: Indigenous Peoples and Extractive Industries 2.1.1 Local Actions Community Unity As raised in the first part of this book, one of the key problems associated with the extractive industries is social division. Some of this occurs because the nature of extractive projects; some sectors of the indigenous community may benefit, or incur less of the costs, than others. These differences may be concerning land ownership or current livelihoods, intergenerational, or gender-based issues. They also may be over contesting leadership claims, e.g., between formal/informal or traditional/elected leaders. Many of these are based on tensions already within the community, but the advent of external pressures will likely increase the divisions, and lead to internal conflict. Companies can also deliberately play upon these divisions, seeking to make deals with some and excluding those who do not wish to make such deals. One of the first actions that any affected indigenous community should do is to ensure that the community is as united as possible. Organizing communal meetings, which affirm the shared values of the community and reassert communal or traditional decision making processes, is very useful. It is worthwhile publicly substantiating these, but—where it does not break cultural taboos—often better still to write them down, and get the community to publicly verify them. This makes it undeniable for the company that they are aware of the community position and it can—at the appropriate time— be easily shared with potential allies. This statement can primarily focus on the principles of governance, but will be useful if a company or government later tries to deny knowledge of opposition or undermine that process by seeking to install its own “leaders” or to impose a culturally inappropriate method of decision making. If there are a number of forms of leadership or sectors represented within the community, it is advisable the statement explains how they interrelate, and where
Chapter 2.1: Local Community Assistance 103 possible, to explain the relative importance of each. 3 This is especially important if a colonial government has imposed its own kind of “tribal” authority. Of course, the community as a whole may later choose to modify these, in the same open and transparent manner, but it is very important to stop secret deals being enacted behind the back of the community. The earlier this can be done, and without the pressure of an impending project, the better. The Subanon people of the Zamboanga Peninsula, Philippines, provide an example of this type of activity. The Subanon of Mount Canatuan had suffered a long-standing conflict over the entry of Canadian mining company TVI Pacific, where a new leadership, called a Council of Elders, was imposed on the Subanon at the behest of the company after their traditional leadership refused the company entry. The regional Subanon leadership, called the Gukom of the Seven Rivers, had been active in asserting the traditional leadership in the community. Having learned lessons from this experience, the Gukom decided that all the regional Subanon leaders should come together to collectively confirm the traditional leadership structure, and also the customary decision making processes. This was needed despite the fact that the Philippine government has a legal framework insisting on FPIC for mining projects, which should already be taking account of the traditional governance of the Subanon. In some ways, perhaps it was precisely because of this, as the process at Mount Canatuan had been in reality a shameless subversion of Philippine national law. Having seen how the implementation of a law that was meant to protect their interests could undermine them, the Subanon were keen to have a collectively agreed understanding of their traditional governance model to insist any company follow in future situations. 4 Likewise the Kitchenuhmaykoosib Inninuwug (KI) First Nation of Ontario, Canada, have been engaged in various conflicts in defence of their lands and resources. The attempts of the Canadian company Platinex to explore for platinum and palladium on KI territory, near Big Trout Lake, have been met by concerted resistance. This has included court battles from 2006, and the eventual imprisonment in 2008 of six lead-
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102 <strong>Pitfalls</strong> <strong>and</strong> <strong>Pipelines</strong>: <strong>Indigenous</strong> <strong>Peoples</strong> <strong>and</strong> Extractive Industries<br />
2.1.1 Local Actions<br />
Community Unity<br />
As raised in the first part of this book, one of the key problems<br />
associated with the extractive industries is social division.<br />
Some of this occurs because the nature of extractive projects;<br />
some sectors of the indigenous community may benefit, or<br />
incur less of the costs, than others. These differences may<br />
be concerning l<strong>and</strong> ownership or current livelihoods, intergenerational,<br />
or gender-based issues. They also may be over<br />
contesting leadership claims, e.g., between formal/informal or<br />
traditional/elected leaders. Many of these are based on tensions<br />
already within the community, but the advent of external<br />
pressures will likely increase the divisions, <strong>and</strong> lead to internal<br />
conflict. Companies can also deliberately play upon these divisions,<br />
seeking to make deals with some <strong>and</strong> excluding those<br />
who do not wish to make such deals.<br />
One of the first actions that any affected indigenous community<br />
should do is to ensure that the community is as united<br />
as possible. Organizing communal meetings, which affirm<br />
the shared values of the community <strong>and</strong> reassert communal<br />
or traditional decision making processes, is very useful. It is<br />
worthwhile publicly substantiating these, but—where it does<br />
not break cultural taboos—often better still to write them<br />
down, <strong>and</strong> get the community to publicly verify them. This<br />
makes it undeniable for the company that they are aware of<br />
the community position <strong>and</strong> it can—at the appropriate time—<br />
be easily shared with potential allies. This statement can primarily<br />
focus on the principles of governance, but will be useful<br />
if a company or government later tries to deny knowledge of<br />
opposition or undermine that process by seeking to install its<br />
own “leaders” or to impose a culturally inappropriate method<br />
of decision making. If there are a number of forms of leadership<br />
or sectors represented within the community, it is advisable<br />
the statement explains how they interrelate, <strong>and</strong> where