By IAN ROSS
A British Columbia exploration association says it has the “answer key” to build trust and mutual respect with Aboriginal communities. And it’s only too willing to share it with others.
Dan Jepsen, president and CEO of the Association for Mineral Exploration BC (AME BC) has been a much-sought after speaker and source for information by resource companies and government bureaucrats seeking to forge better relations with Indigenous people.
Since AME BC’s popular handbook, Mineral Exploration, Mining and Aboriginal Community Engagement Guidebook, was first published in August 2005, more than 4,500 copies have been circulated in 30 countries to companies in mineral exploration and mining, oil and gas, and forestry.
Jepsen says companies must earn their social licence with Native people whether operating in Canada’s Far North or a Third World country.
“You cannot develop any large industrial project anywhere in the world if local and indigenous people don’t want it.”
It’s because of the failure of some companies to nurture positive relationships that many globally significant and proven mineral deposits have not being developed.
The genesis of the guidebook came from Jepsen “receiving tons of phone calls” from junior and major miners who had ran afoul on Native communities and he knew the industry must take a leadership position.
Together with co-author, Bob Joseph, a B.C. Native who’s a specialist in cross-cultural training and a principal with Indigenous Corporate Training Inc., the book provides case studies, practical advice, pointers and best practices.
But its lessons and fundamental overarching principles can be applied anywhere.
Jepsens says about 90 per cent of his association’s 3,800 companies, suppliers, engineers and geoscientists do not operate in Canada.
But through the guidebook, they develop a better understanding and recognition on the cultural differences between the Aboriginal and business communities. They also develop a greater awareness and sensitivity to local issues when exploring in Mongolia, China or South Africa.
The handbook’s marketing is tied into Joseph’s awareness workshops where mining execs and prospectors can ask “red-neck” questions such as ‘Why do Indians think they own everything?’
Jepsen says many who attend the one-day workshop come away with a better understanding of the cultural differences and how to work with local people.
That’s because no company wants roadblocks and bad press.
“Your objective is to build a mine. How do you get to yes?,” says Jepsen. “Because it only takes one person (standing) in the middle of the road, and you don’t go to work.
“Negative relations between the company and the First Nations especially when it gets into the media causes grief for all of us.”
In some places in the world, mine workers aren’t always killed by mining accidents.
“The Indigenous people are angry and they’re taking action. There’s worse jurisdictions in the world. Canada’s relations with its indigenous people has room for improvement, but it’s not bad.”
There’s no standard wish list when dealing with Indigenous peoples, but socially-responsible companies must be prepared to address local needs especially if there’s no water, no schools, no health care and no housing.
With Canadian Native communities, Jepsen says it’s relatively easier.
“They (may) want 20 entry level jobs, new tables for the gymnasium and they (may) want 30 basketball uniforms. How about first right of refusal on a $1 million catering contract?
“If a company spends $25 million on a study, convince me there’s no time to spend nine day in a village to figure out what they want?”
The companies that “do this well” are very successful and their shareholder value reflects that.
