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Pitfalls and Pipelines - Philippine Indigenous Peoples Links

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172 <strong>Pitfalls</strong> <strong>and</strong> <strong>Pipelines</strong>: <strong>Indigenous</strong> <strong>Peoples</strong> <strong>and</strong> Extractive Industries<br />

may draw on scarce time <strong>and</strong> resources, but can also add to<br />

them in terms of overseas support <strong>and</strong> funding. Any struggle<br />

is really about levelling the playing field between the corporations,<br />

who tend to have the economic <strong>and</strong> political clout, <strong>and</strong><br />

indigenous peoples <strong>and</strong> local communities. A local community<br />

can draw on a number of factors to even the imbalance, but<br />

access to international organizations <strong>and</strong> solidarity can be a<br />

huge help, especially when the national government is firmly<br />

behind the company. 1 This is one reason that the workshops<br />

in the 2009 Manila Conference explicitly emphasized this area<br />

of work. 2<br />

Once again it is worth stressing that the activities outlined<br />

should not be viewed in isolation. They are an extension of any<br />

local <strong>and</strong> national campaign. Any well-coordinated campaign<br />

will also use legal action or international complaint mechanisms,<br />

<strong>and</strong> of course they are most effective when coordinated<br />

with a campaign targeted at the company <strong>and</strong> its investors.<br />

(See, for example, the case study of Vedanta in this chapter,<br />

which combines concerted campaigns for disinvestment with<br />

national court cases <strong>and</strong> a complaint using the voluntary<br />

OECD Guidelines for Multinational Enterprises).<br />

Finally, much of this chapter is focused on actions that are<br />

complaints against a company. If the decision has been made<br />

to negotiate, points in the next chapter may be more relevant,<br />

but it will still be useful to review the information here as it<br />

covers how to make direct approaches to the company, <strong>and</strong><br />

it may be that influencing shareholders, or others financiers,<br />

could support a negotiating strategy.<br />

2.3.1 Company Structure <strong>and</strong> Financing<br />

Before seeking to influence companies it is worth reviewing<br />

the ownership of companies <strong>and</strong> how they are financed. 3<br />

It is also important to establish the company’s form of<br />

ownership. This is not something that can be assumed—large,<br />

well-known companies may be private, <strong>and</strong> smaller local com-

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