CHANGING EXPECTATIONS:
Future Social and Economic Realities
for Mineral Exploration
Ian Thomson
Consultant, Vancouver
Susan
A. Joyce
Golder Associates, Calgary
INTRODUCTION
As we enter
the 21st century it can be truly said that we live in interesting
times. Change seems to be the constant and with it comes both new opportunity
and also new challenges. After the painful contraction that began in late 1997,
the international mining industry now shows early signs of recovery and is once
more looking around the world for properties that will become the next generation
of mines. However, most of the countries favored for exploration continue to
undergo rapid change with attendant stress and internal disparities that need
to be recognized by a company taking up temporary residence. It is well understood
that exploring in a foreign country requires learning new language and business
skills. To be fully effective in this globalized era, however, requires understanding
the cultural norms and social realities within which business is conducted.
One global
trend that has evolved rapidly over the last five years is the need for a new
standard for the relationship between resource development and the populations
directly impacted by the project. This is particularly true for mining, which
is widely regarded as an inherently destructive process leading to despoliation
of land, air and water, the removal of wealth to a distant place, and a legacy
of poverty and misery for the community left behind when the mine shuts down.
World wide, communities are challenging the right of the state and international
mining companies to contemplate resource development "for the greater good of
the nation" alone. In developed countries, this manifests itself as the "not
in my back yard" attitude. In developing countries, it is an increasingly powerful
connection between grass roots movements, such as indigenous movements, and
international organizations with sufficient influence to gain the attention
of national governments, the international media and institutions such as the
World Bank. Today, the community has to see a clear net benefit or it may well
fight against a project using tools that were unavailable to it even a decade
ago. In this context, a company achieves the confidence to proceed with a mining
project by gaining the acceptance of the community.
Increasingly,
this acceptance is measured by a process of inclusion: communities are demanding,
and being supported, to participate not only in the benefits of a project, but
in the planning, design and definition of what the benefits will look like.
Communities want a voice in their future, to participate from the earliest stages
and, for a variety of reasons, feel empowered to demand performance from international
companies. Coupled with this is a growing awareness by major companies, banks,
and the multilateral financing institutions, that social problems pose significant
risks of project disruption and delay, and therefore financial risk.
To many exploration
personnel the situation is unfamiliar, confusing and potentially threatening.
The more so given the atmosphere of uncertainty, transience and time pressure
that characterizes so much of exploration. Historically, social and socioeconomic
issues were only of consequence when a mine was going into production. In the
future, they will have to be dealt with routinely at the exploration stage,
often well before the economic potential of a property is known.
THE REALITIES FOR EXPLORATIONS
It is a fundamental
truth of mineral exploration that mines are where you find them. A minority
opinion would state that mines are made, rather than found, reflecting the extraordinary
effort often required to take a property from discovery to production. However,
there is no disagreement that natural processes operating in particular geological
circumstances formed ore bodies that are now hidden in the ground. For that
reason it is necessary to search large areas of land and visit many mineral
showing in order to locate a potentially economic ore deposit. This places
mining in a very different position from most other industries in that it is
not able to participate in a process of self-selection whereby the operation
is set-up in a location that is chosen as most suitable from a logistical, environmental,
social and economic point of view.
As a result,
the explorer/developer, has to face the reality of working in someone else’s
back yard. It is their home territory and the company is an outsider, a visitor
or perhaps even a guest. From the point of view of the local people "you" are
on "their" land. The presence of an exploration company is a signal to the local
community that a mine could be on the way and landscape, lifestyle and the neighborhood
changed irrevocably. For most people any change to well established patterns
is intimidating. Furthermore it is wrong to assume that just because the company
sees a mine as a positive economic opportunity with jobs and a better standard
of living, that everyone else has the same image of good times.
An atmosphere
of high uncertainty is a further reality of mineral exploration. The outcome
of an exploration project is seldom, if ever, known at the beginning of the
program. There is no certainty of success, timetable or, indeed long term ownership
of an exploration project. Regardless of this reality, some degree of change
is provoked in the nearby community which can be of significance to the community
even if not evident to the exploration team.
GLOBALIZATION AND THE RISE OF SOCIAL RISK IN MINERAL RESOURCES DEVELOPMENT
None of this
is new. Agricola, writing more than 300 years ago, has an entire section in
De Re Metallica devoted to discussions that would not be out of place on a modern
report under the heading Environmental, Social and Economic Impacts of Exploration
and Mining. What has changed for the mining industry is the new sense of urgency
and pressure to deal with these issues in the exploration stage. It is reasonable
to ask why?
The answers
can be found within the complex processes that collectively have become known
as globalization. Certain driving forces are particularly important.
The strongest
driver has been the internationalization of environmental and social issues.
As countries have changed their rules for doing business and opened their borders
to foreign investment, international standards based on Treaties, Conventions
and the policies of transnational organizations such as the World Bank have
become increasingly influential. In some cases these are incorporated into
national legislation. More often they are used as baselines for operating.
For example, International Labour Organization Convention 169 is a particularly
influential document to which a number of Latin American countries have signed
on. It has also formed the basis for World Bank policy and operational manuals.
Article 15 is very important because it recognizes that mineral title may be
retained by the state and thus severed from surface title and specifically mentions
exploration. The key wording is that:
"governments shall establish or maintain
procedures through which they shall consult peoples, with a view to ascertaining
whether and to what degree their interests would be prejudiced, before undertaking
any program for the exploration or exploitation of resources pertaining to their
lands. The people concerned shall wherever possible participate in the benefits
of such activities, and shall receive fair compensation for any damages that
they may sustain as a result of such activities".
It is important
to note that ILO 169 was written to protect the interests of Indigenous and
Tribal Peoples. However, the language has rapidly become more broadly applied
to the point that current World Bank policy runs close to this wording and is
relevant to all communities with a demonstrated attachment to a specific area
of land.
A second driver
has been the rise of international civil society to act as watch dogs and monitor
the activities of companies, holding them accountable to international standards
such as ILO 169. For the most part these are Non Governmental Organizations
(NGO’s), often based in North America and Europe, with specific agendas for
social equity and environmental issues. Also of consequence is the Church,
which has a tradition of involvement in social issues. These groups have good
communications, savvy use of the media, influence international public opinion
and have gained the ear of transnational institutions such as the World Bank
and the UN.
A third driver
is communications. The Internet and World Wide Web provide a speed and capacity
for information transfer previously unknown. Remember that the Internet, as
we know it, came into being in 1989 and the World Wide Web arrived in 1992.
Today nomadic tribesmen in eastern Bolivia have satellite phones, and around
the world small rural communities are plugged into the Net with access to unlimited
information on social issues, human rights etc. No longer can governments control
the flow of information across and within their borders.
The net result
is that communities feel empowered to challenge mining companies and have access
to a support and information network of NGO’s that can and will assist them
in this challenge. In the very near future, all communities will come to expect
that mineral resource companies will be responsive to their concerns and needs
A further driver
has been the changing role of the State. This is most marked in the emerging
democracies of Latin America and elsewhere where governments are in transition
from being the owner/facilitator or operator of resource projects to being owner/regulator.
This is particularly evident in countries where an active program of privatization
has taken place. Along with democratization has come restructuring which has
tended to see a downsizing of central bureaucracies and some form of decentralization.
Generally lacking, however, has been any parallel change to ensure that wealth
generated from mining returns to the district of origin.
It is worth
considering in more detail how the relationship between mining projects and
communities, governments and other stakeholders have been changing in recent
years.
In mature liberal
democracies, such as our own here in Canada, the role of government has for
more than a hundred years been to provide good governance and protect the interests
of all citizens. We have full suffrage, comprehensive legislation, a dynamic
system of government and opposition representative of the population and an
independent judiciary accessible to all. Under these circumstances the relationship
between company and community in resource issues is mediated by the state which
issues a licence to operate to the company. Mining is legitimized within society
at large by providing wealth, resources and contributing to general well being
subject to the project meeting performance criteria. Initially it was a single
Ministry of government that handled all aspects of licencing. This simple model
held through into the 1970's when, in response to increasing knowledge and public
concern for the environment additional provisions were introduced, such as the
Environmental Impact Statement. The mining industry found itself involved with
a new group of stakeholders, the environmental movement, and dealing with a
Ministry of Environment. Through the 80’s, public opinion, and government policy
supported greater protection of the environment and the mining industry lost
legitimacy in the public eye. The late 80's and early 90's saw a linkage develop
between environmental groups and First Nations, who used the environmental legislation
to get the issues of rights and land claims onto the political agenda. Mining
and forestry projects have been particular targets with the lengthy confrontations
with MacMillan-Blodel over tree harvesting practices around Claoquot Sound on
Vancouver Island perhaps the highest profile example in Canada. Now we see
direct involvement with First Nations on mining projects in the form of impact
benefits agreements. The signing of these agreements, as at the BHP Lac de
Gras diamond mine, has been directly linked to issue of environmental permits.
In Latin America,
by way of contrast, many governments have only recently returned to formal democracy.
They are in transition, without strongly developed democratic cultures. In
these countries, recent reforms give a legal framework that looks remarkably
familiar to North Americans. Mining codes and environmental laws are based
on North American and European models, but are not backed by a skilled experienced
bureaucracy or impartial judiciary. Away from the centers of commerce, in the
countryside where most exploration takes place, government may not be trusted,
the new laws are unknown to the local people and government may have a limited
presence. In fact the laws of the national government may not bear any relevance
to the way people live, relate to the land or to each other.
In many countries,
the issues of indigenous rights and land entitlement, whether indigenous or
otherwise, have a long history of repression, frustration and confrontation.
These issues have moved forward strongly over the last few years, partially
linked to environmental issues, as in North America, but also alone. This has
been facilitated by the decoupling of social rights and justice issues from
the rhetoric of communism and hence legitimizing their discussion. The collapse
of the Soviet Union had a profound impact on the political process world wide.
As a consequence,
mineral exploration projects are commonly positioned in a complex set of relationships.
A natural alliance, real and perceived exists between the foreign company and
government which issues the licence to explore or mine and is also promoting
foreign investment. This alliance may be seen by the community as being backed
by the military and international capitalism. The community may feel threatened
by the presence of the company and seek assistance from groups supporting its
interests. Typically these are non-governmental organizations with international
connections.
There is ample
real experience to validate the model:
For example,
an Australian company working in Turkey spent 18 months negotiating an agreement
for mining with the central government while evaluating an old mine near an
established community. On reaching an agreement in Ankara, the company turned
its attention to developing the mine only to find that the local community had
organized themselves to reject the project.
In Ecuador,
after five years of exploration a company signed a joint venture for development
of a copper-gold property. During exploration, contact with the local community
had been restricted to the hire of laborers. The joint venture was announced
in the international press along with details of the ore body, proposed development
plans, costs and schedules. This information found it’s way to the local people
who were shocked at the size of the project and the speed of development. With
the help of local, national and international NGO’s, including environmental
and rights groups, the community demanded full disclosure of information and
to be included in discussions over the development project. Note that they
were not actually opposed to mining. When their demand went unanswered, an
international campaign was launched against the project using the Internet.
The project stalled and the company was run off the property. The agenda is
now being driven by the environmental groups. Both community and company have
lost control of the situation.
Problems and
not restricted to the late stage projects. A Canadian junior company ran into
difficulties after completing a short first drill program on a property in the
central Andes. Local people were concerned about possible contamination of
farmland if a mine eventuated and called for a halt to all further work, pending
consultation and assurances over how the company would proceed. A public meeting
was arranged which rapidly deteriorated into disorder and a riot ensued. The
company was driven off the property for eighteen months. Subsequently, it was
realized that, although the company had told local groups that it would halt
all activities until local agreements could be reached, a press release had
been issued in Canada just prior to the meeting. The press release, which was
intended for investors, described positive results from the drill program and
announced the intention to restart drilling as soon as possible. The press release
had been monitored in Canada by the Oblate Order, which had forwarded the information
to South America where it was broadcast over a local radio station. The community
believed the company entered the meeting to negotiate in bad faith. The subsequent
confrontation was inevitable.
In other cases
problems have arisen when companies have failed to respect local custom over
land use, religious sites, give notice of actions, pay fair market compensation
and so on.
The general
situation and the case histories point to a very solid reality. The risk of
disruption and social conflict has increased substantially in recent years,
and local issues can rapidly become national and international in scope. It
is not realistic to think that because a company has legal title and a licence
to explore or mine issued by the state, that it has obtained all necessary permission
to proceed with a project. Various other parties may now have direct and indirect
interests in the progress of a project. It is possible, however, to reduce
the risk of conflict by establishing positive relations with the community,
addressing their concerns, thus minimizing the influence of third parties.
CURRENT
TRENDS AND INFLUENCES
A more complete
description of the current situation is that companies are now faced with the
challenge of managing multiple, unequal potential relationships with a variety
of stakeholders that include the local community, government and financial institutions.
Whereas the quality of the orebody used to be the major consideration for establishing
viability, today social relations and environmental liabilities are the issues
which pose significant risk and cause decision makers to loose sleep. Banks,
both private sector, development and multilateral institutions, and the underwriting
agencies such as OPIC and MIGA, are increasingly linking loans to performance
on social issues and compliance with international standards on consultation.
A few of the
major companies have recognized the need to respond to this challenge and develop
policies and procedures that answer the concerns of the communities and the
other interest groups. The Rio Tinto Group, WMC, Newmont Mining and Placer
Dome Limited are among the leaders in this area. Rio Tinto has developed policy
on working with communities, linked to policies on environment and health and
safety, that are intended to make the corporation the partner of choice for
future mine development projects. The policy on Sustainability introduced in
1998 by Placer Dome has much the same objective while Newmont are committed
to building "Reputation Capital" that will facilitate all aspects of business.
These companies want to show that they are responsible corporate citizens and
demonstrate that their activities are legitimate in term of relevant social,
environmental and cultural norms and expectations. Moreover, that they are
transparent in their dealings and accountable for their actions to the community
at large through both government and Civil Society. They are prepared to earn
a social licence to operate.
This is relatively
straightforward around the stable reality of a mine, either a mine in production
or from feasibility onwards. Issues of equity, wealth distribution, jobs and
benefits versus impacts etc. can be related to mine life, profitability and
the social profile of the community. Furthermore there is now practical evidence
that successful relationships can be formalized around a series of guidelines
such as those provided by the World Bank. World Bank standards require consultation
with the impacted community and formulation of a development plan, which ensures
that the people benefit from the mine project through creation of a new local
economy. Governments in a number of independent nations have recently introduced
their own policy on community relations/community development. For example,
in Indonesia the latest Contracts of Work include language that obligates the
licence holder to put in place a community development plan should a mine eventuate.
In Bolivia and Honduras, the mining tax has been restructured to encourage investment
in the local community. The governments of Peru, Argentina, Columbia and the
Philippines are all addressing the social impacts of mining, either through
legislation or regulation.
FUTURE REALITIES FOR EXPLORATION
For exploration,
direct involvement with the local community has often been regarded as a little
more problematic. Several issues come forward immediately. The inherent uncertainty
of exploration projects: - we can’t promise anything. Exploration produces
no wealth: - we can’t afford to run social programs. Exploration is competitive
and necessarily low profile: - we can’t just tell everybody what we are doing.
We are giving them jobs: - they should be pleased to have some hard cash in
their pockets.
Increasingly,
however, these responses are seen as lame excuses for avoiding substantive interaction
with local communities. The issues of "exploration uncertainty" and company
secrecy are attitudes which are patently wrong and counter to the interests
of the company itself. Reliable information from the company is exactly what
the community must know to ensure expectations are properly managed. If the
company does not tell them what is going on, the community will rapidly come
to believe a worst case situation with a consequent risk of conflict. As to
wealth, communities (and governments) have become quite cynical that they are
being lied to as to how much money is really available. They take as evidence
the manner in which companies can push up their stock values with good news
or sell out successful projects for very large sums of money that enriches a
few distant individuals. The money made in the market by the backers of Arequipa
Resources is one example, and the mind numbing sums involved with the BreX fiasco
can only be considered an embarrassment when compared against the living standards
of local people near the project site in Kalimantan. How, then, does an exploration
group earn the local trust required to work there, and develop it’s "social
licence to operate"?
First let us
be clear that a social licence does not conflict with the right to explore or
the right to mine granted by the state, the legal licence. It does, however,
require the company to engage with the various stakeholders and develop positive
relationships starting with the most important group: the community.
At this point,
we wish to emphasize that community relations do not have to be expensive.
Nor do they mean providing gifts, offering trinkets and beads. That represents
a paternalistic, colonialist approach that is increasingly inappropriate. For
exploration, good community relations are based on providing the community with
what it needs most: information. It begins with who you are and continues with
what are you doing. It involves an exchange of information; what is the community,
what are its hopes and fears. Establishing communications requires accepting
the community and recognizing the legitimacy of its enquiry and it’s cultural
perspective. The most powerful tool for community relations comes without cost
and is called respect for the community.
Along side
of respect must come recognition that the company is involved in an exercise
in cross-cultural communications. Almost without exception, and that means
here in North America as well as overseas, we are dealing with a case of a specialized
business culture, that of mineral exploration, meeting a community with it’s
own distinct culture. The company must deal with this and receive the community
way of seeing the world with open mindedness and not through the cultural filters
of first world values or stereotypes.
Details of
process and mechanism will vary from community to community. What works in
Burkina Faso may not be appropriate in central Peru. However, once a positive
dialog has been established, company and community can work together to overcome
difficulties. The community may even become vested in the outcome of the project
and support company activities.
To achieve
this, the company needs to know and understand the cultural and social frame
of reference of the community. Learn the dynamics, politics and personalities
involved, adapt to the local situation and develop a relationship based on mutual
understanding that can build towards trust. A key element for both company
and community is to ensure that expectations do not become mismatched with the
status of the project. The onus is clearly on the company to make certain that
this happens. The company controls the project, understands the opportunities
and the risks involved and must be prepared to educate the community throughout
the life of a project. An all too common experience is for the community to
watch a company spend, what is to them, vast sums of money on road building,
drilling and excavating and be incredulous when told that the mine is still
not a certainty.
Building a
positive relationship with a community during exploration requires care, patience
and attention. It will be subject to constant change as a project either advances
or fails to meet expectations. It will have to be maintained through episodes
of intense activity and inactivity when the company may actually leave the area.
As a project advances, as the prospect of a mine become more real, the stakes
are raised and the risks increase.
Community relations
should be based on a real understanding of the community. A social profile,
risk assessment or similar evaluation may be needed to ensure that all sensitivities
are identified. A community relations strategy is required that is matched
to the stage of exploration and should be considered essential before any substantial
work, such as trenching or drilling, is initiated. Community relations should
also include an exit strategy that allows the company to terminate exploration
and leave the property in social good standing so that another group can take
up the project without fear of animosity from the community created by the previous
operator.
The most successful
way of advancing relationships is by working together. Positive outcomes from
shared experience builds confidence, which has the potential of creating real
trust. Exploration teams can do much to assist the long-term strength of the
communities and the stability of their relationships by including community
needs into project planning. In doing so, the company must avoid paternalism
or creating dependency by engaging in extensive consultation and employing some
form of joint venture solution to agreed projects. Bringing in skills and experience
relevant to the task further enhances the chance of success and these are often
readily available through non-governmental organizations dedicated to rural
development and assistance to families.
Three examples
from different stages of the exploration cycle are informative. None could
be considered expensive.
- Land is always a major issue and land ownership
is a matter of particular concern for both the company and the community. World
Bank guidelines for development projects require the proponent to recognize
the rights of people using or living on the land, as does ILO 169. WMC, working
in the Philippines in mid 1990’s, found that their exploration concession covered
the untitled tribal lands of an indigenous group. The company deferred exploration
while it negotiated with the tribe and government for access to the ground,
and then provided legal and financial support for the tribe to gain legal title
to their lands. Costs were insignificant in terms of the confidence created
that the company was honorable and transparent in its business dealings.
- In Bolivia, a rural community approached
an exploration company (now defunct) with requests for help with infrastructure
and business development. In response, and following extensive consultation,
the company arranged for a non-governmental organization to work directly with
the local people to write a formal development plan, which was then used to
access central government funding for the desired infrastructure projects.
Costs were minimal since the NGO had its own resources for assisting communities.
The company gained the confidence of the community that it could be a reliable
operator in their territory and assurances that the community would support
any initiative by the company to develop a mine.
- In Mali, Placer Dome terminated a project
after feasibility and could have walked from the site as no formal regulations
for decommissioning existed in the country. The company, however, applied its
sustainability policy and used local people and in-country knowledge for a manual
intensive program to reclaim the drill sites, roads, trenches and campsite.
A local non-governmental organization provided co-ordination and training, which
further enabled the local people to gain improved skills in land and water management
that will enhance agricultural production into the future. Costs were essentially
the same as for a conventional mechanized reclamation program. The company gained
national and international recognition for its efforts and would be welcomed
back to Mali should there be another opportunity in the future.
The success
of these and other experiences, and the marked contrast to conflicts encountered
elsewhere, has prompted discussion in a number of countries on the need for
regulations to control social impacts around exploration activities. As yet
there is little in the way of formal requirements for the management of social
issues in place anywhere, until the very advanced stages of exploration and
permitting. Nevertheless, the situation is evolving rapidly with governments
in a number of jurisdictions, Nunavut for example, expecting explorers to be
more proactive in establishing contacts with communities. Peru is one country
with published guidelines on community relations for mining projects, which
include specific reference to aspects of the exploration phase. Industry should
anticipate the continuation of this trend and move to develop standards that
can be offered to governments which reflect the needs of exploration before
rules are applied from outside.
It is very much in the interests of
the industry to meet the growing expectations regarding social responsibility.
Beginning immediately, all exploration projects should include a plan and budget
to manage social issues constructively. Failure to do so risks conflictive
situations over social, economic, cultural and environmental issues. Companies
that fail to gain a social licence affect not only their own credibility but
also the credibility of the industry as a whole.
Key to successful
management of social issues will be a change of attitude and expectations.
Exploration can no longer think of itself as a low impact, transitory activity,
free to pursue its own interests without reference to others and operating in
isolation from the socioeconomic realities of mining until the ore body is proven.
Exploration personnel are the front runners, the ambassadors, for the entire
mining industry. Social responsibility begins the day a geologist arrives on
the ground: first impressions are long lasting. |