Environmental Engineering Reference
In-Depth Information
placed with mine production, and responsibility for environmental performance directly
placed with the CEO, or a senior mine director. The practice of making the company
CEO directly responsible for company environmental performance was an organization
innovation i rst adopted by Dupont in the early 1980s, and revolutionized the status and
authority given to environmental management.
It is arguable that responsibility for socio-cultural performance, and the management
of Indigenous Peoples issues, should follow a similar pattern. It is also arguable that as
indigenous cultural values are often inextricably interwoven with land and environmental
values, the two areas have equal status and should be closely coordinated in the mine man-
agement structure. It may therefore be advantageous to integrate these two functions, with
the proviso that the individual with primary responsibility should be temperamentally and
experientially suited to the task.
The reasons for placing responsibility for Indigenous Peoples' affairs at the highest pos-
sible level include:
Indigenous Peoples will expect to have access to, and be able to negotiate directly with,
an individual who has signii cant seniority in the company, who can make decisions on
behalf of the company without constant referral to others;
Indigenous Peoples will infer from the status of the designated company representative,
the respect afforded to their community by the company; a low level of seniority will obvi-
ously indicate that their concerns are not considered of great importance by the company;
Continuity of interaction with community elders through involvement of the same
person over periods of at least several years.
The major debates concerning Indigenous Peoples, particularly as they are affected by the
activities of international corporations and the outcomes of economic globalization, are
occurring very much at international forums, even though events on the ground may be
local and in remote locations. Mine CEOs and senior management are more likely to be
informed of these broader international level debates and the initiatives taking place with
respect to Indigenous Peoples' issues. They will also be more inl uential in interfacing with
governments and representative groups such as Land Councils and NGOs.
Regardless of the desirability of involving the most senior managers, it is important for
a company to require all workers to respect Indigenous Peoples and energetically observe
the codes of conduct that apply. In other words, good relations with indigenous communi-
ties are the responsibility of the entire workforce.
Good relations with
indigenous communities are
the responsibility of the entire
workforce.
16.8 PRESERVING OR RESTORING AUTONOMY:
PARTNERING FOR THE LONG-TERM
Indigenous societies that have retained much of their traditional autonomy are at risk of
losing it as a result of societal disruption, changes in values, and economic dependency.
Companies interacting with such societies should consciously seek to strengthen the auton-
omy of these societies.
This can be achieved by:
Communicating through indigenous leaders so that these leaders are always fully
briefed and up-to-date on company plans;
Seeking input from indigenous leaders on all matters affecting the Indigenous Peoples
or their environment, and according with their wishes whenever reasonably possible;
Avoiding actions that can lead to conl ict, disrupt societal organization or weaken tra-
ditional values.
 
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