Indigenous Peoples Issues - Mining and the Environment: From Ore to Metal - page 662

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A recognition and acceptance of co-existence of cultures, cultural, and ethnic differences;

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An acceptance of the validity of different socio-cultural traditions;

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A respect for customary rights of indigenous and tribal peoples to their traditional land
and natural resources;

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An appreciation that the land the company wishes to mine represents irreplaceable
totemic, ancestral, religious and subsistence values, and traditional practices without
which the community would lose its sense of place or purpose.

Cultural Awareness Training

Non-indigenous and Indigenous Peoples may have completely different values, living pat-
terns and perceptions of the world. When the two groups interact, these differences can
lead to misunderstanding and problems. What seems 'logical' or a 'natural progression' to
one is not necessarily true for the other. Indigenous Peoples may be bound by cultural obli-
gations that take precedence over any other commitments. Many indigenous societies also
observe various taboos, non-observance of which is taken extremely seriously.
An overview of the local indigenous culture will assist non-Indigenous Peoples in under-
standing the Indigenous Peoples with whom they will interact. Where appropriate, this
overview would include the protocols for greetings, meetings, sharing food, and other social
interaction, knowledge of which can help avoid awkward and embarrassing situations.
Most Indigenous Peoples are proud of their culture and willingly share it with others.
They are usually pleased to assist in the training of non-Indigenous Peoples, either through
personal instruction or by assisting in the preparation of written or audio-visual materials.
Two levels of training may be appropriate. Basic induction requiring only a few min-
utes, could be given to all employees and visitors to a site. A more in-depth cultural train-
ing course up to one week in duration could be provided to all Non-indigenous managers.
Language training can also be invaluable in improving communication and under-
standing. It is common for mining personnel operating overseas to receive language train-
ing, and also for the company to sponsor English language training for locally recruited
employees. However, language training for expatriates is nearly always in the national
language (e.g. Bahasa Indonesia, Tagalog, Pidgin). These national languages may only
be the second or third language to local Indigenous Peoples or, in some instances, may be
unknown to them. Training in local indigenous languages is more difi cult and requires
a much greater commitment. It would however produce benei ts, both by demonstrating
respect and through the increased understanding that can only come from conversing with
someone in their native tongue. Similarly, some basic ability in the local Aboriginal lan-
guage can be effective in demonstrating commitment even though the local people may be
competent in English.
Cultural awareness can also be useful in reverse. For example, Thai employees at the
Chatree Gold Mine are provided with the opportunity to participate in an interactive workshop
in which western and local attitudes and values are explained and compared. Feedback from
Thai personnel has coni rmed the benei ts of this initiative in helping them understand the
otherwise puzzling behaviour of expatriate personnel (Yaowanud Chandung - pers. comm.).

An overview of the local
indigenous culture will assist
non-Indigenous Peoples in
understanding the Indigenous
Peoples with whom they will
interact.

Build the Right Team

The starting point is, do the mining company and its key employees have the capacity to
empathize with the needs of the communities with whom they will deal? If the potential