Summary of Section Three: Mining and Development

Thorp et al. (2004) analyze the developmental mining that occurred in Botswana and demonstrate its uniqueness as a country that underwent development after independence as opposed to the more usual pattern of development imposed by colonial powers. The indigenous people were able to coordinate partnerships with mining corporations that financed and influenced their state government. The article “The Good Practice Guide: Indigenous People and Mining,” focuses on the need for dialogue, for Free Prior and Informed Consent (FPIC), between developers and indigenous people to assure development projects maximize benefits and minimize dangers.

At the time of independence, diamonds were not discovered; Botswana depended on its cattle industry as its primary source of wealth and on foreign aid. According to Thorp et al. (2004), the discovery of diamonds in Botswana changed the economic, social, and political process, creating a centralized form of government that used traditional elites for the social ordering of its people. The section “Economic Centralization: Institutional Legacies and State Formation” examines Botswana’s historical beginnings as a country and its economic development process. Botswana was not important to British Imperial interests because of its geographical location and its apparent lack of natural resources; it was considered vital only as a link in the “Road to the North,” and the British were content with a system of indirect rule (p.52).

 According to Thorp et al. (2004) Botswana developed from one of the poorest nations in the world to its current upper middle income status of today.  The authors question and analyze why countries in South Africa that gain independence normally do not do well in economic development and why the resource curse tends to lead to corruption and disarray in a country, conceding that poverty and political instability are the cause of poor economy. De Beers as the original diamond industry developed a top down structure of economy (p. 56). This is a case example of development in a country post independence operating on the same colonizing principle of dominance, control, and a centralized type of government.

In Section 3: Attitudes and Ideology, Thorp et al. (2004) describe how the national political elites were instrumental in achieving effective management of the diamond industry. De Beers influenced the relationship between Chiefs, whites, government and industry, developing a system of buying out leaders to maintain the social order of its population. The Botswana Democratic Party created legitimacy by maintaining social control of its people. Elections were fair and free but not necessarily democratic. The First Chief Khama came from the biggest tribe of the country; his people developed a partnership with De Beers that started as a joint venture and led to a shared ownership. By having this good relationship between the company and the indigenous people, the benefits of natural resource development were maximized and the First Chief Khama became the country’s first president (p.44-130).

The abstract of the “Good Practice Guide: Indigenous People and Mining” provides a clear idea of the key issues. Free Prior and Informed Consent (FPIC) is discussed as the main objective to be understood by all involved, including the state, corporations, and indigenous people. FPIC is defined as the dialogue that is necessary for positive relationships. Engagement of and consultation with the indigenous people is necessary for their support and for their understanding the net social benefits (p. 3). The guide affirms the need “to discuss and seek the best balance between the protection of the important ecosystems and the recognition of the social and economic importance of mining” (p.4). The objectives of the round table discussions are to implement and improve the relationships between mining companies and indigenous peoples; “mutual understanding” of “implementation issues” is necessary for a more constructive engagement (p. 4). Too often, the commitments made by international corporations to respect the indigenous people and their environment, have failed due to a lack of an implementation process that could be enforced.

For these reasons the United Nations Declaration on the Rights of Indigenous People (UNDRIP) was adopted in 2007; it was intended be used as a base for a dialogue and relationship between the state, industry, and indigenous peoples by providing a legal framework for the unique rights of indigenous people as distinct from human rights and by recognizing their traditional title to the land. The UNDRIP outlines the indigenous perspective for consultation that can lead to the right of FPIC. It also includes the indigenous peoples’ right to exclusive development in  accordance with their own cultural needs. The mining perspective points out that a significant development includes producing a report outlining what the business sector could be doing to advance human (p. 9).  In other words, the collective indigenous rights are taking a backseat to human rights which stress individual rights, and as individual rights promote private property, companies will have an easier time buying out individuals.

The “Good Practice Guide” cites the case of one Andean country as a positive example of a positive relationship between a mining company and a community; the company lobbied for the establishment of a mining operation, which resulted in social programs, improved transportation for school children, and families returning home to a community no longer poverty stricken as it was prior to mining operations (p. 17). This positive case in point is contrasted to a case in an Australian community which in which FPIC did not operate successfully. In most cases, indigenous people feel their voices have not been heard but rather have been consulted to death (p. 20).

In conclusion, the “Good Practice Guide: Indigenous People and Mining” demonstrate that mining development, despite a responsible consultation process and stated commitment by developers to protect indigenous rights, the landscape, and the ecosystem, inevitably alters indigenous culture and the environment, often in negative and dramatic ways.  The “Good Practice Guide” makes evident the key issues—responsible consultation, meaningful commitment to respect indigenous rights and title to land and to protect the environment, and a meaningful implementation process—are discussed in relation to Thorp et al. (2004) questioning whether the indigenous people are benefitting from the opportunities derived from natural resource development that has led to Botswana’s progressing from poor to middle class status, or is development a form of colonization of indigenous people?