Establishing the triangle of trust: Integrating Indigenous values

Indigenous communities play a critical role in developing the world’s natural resources. In this series of articles, we have touched on the importance of establishing a triangle of trust between Indigenous communities, companies, and the government. Our last piece went deeper into breaking down what that looks like from a practical standpoint. Now, as Indigenous communities — whether First Nations, Inuit, or Metis — actively redefine their roles in mining, becoming true development partners, how do companies go about understanding and incorporating their values into projects? And how is that impacting the industry?

Recognizing Indigenous knowledge and skills in mine planning, development, and operation delivers significant value. From an ethical standpoint, it aligns companies with global standards for engagement and helps to strengthen the triangle of trust referenced above, promoting community development while building strong relationships throughout the life cycle of the mine. Practicability speaking, integrating Indigenous knowledge results in more comprehensive environmental assessments, informed land stewardship, and sustainable resource management that can potentially de-risk projects that conventional development approaches overlook. Cultural mapping, ecological surveys, community-led environmental monitoring, traditional knowledge on land use and management — these are just a few examples of the incredibly valuable tools that come directly from Indigenous engagement. The inclusion of Indigenous values, knowledge, and capabilities increases the sustainability of mining operations, while also aligning companies with current environmental, social, and governance (ESG) standards.

Our last column emphasized the establishment of governance models that enable Indigenous communities to make decisions over resource management and incorporate their knowledge and perspective in policies, which is a key factor in ensuring that their values are integrated right from the start of a project. Indigenous communities are stepping into roles as co-owners and board members. In Canada, Indigenous communities have started to establish equity partnerships in mining projects and have negotiated impact benefit (IB) agreements to ensure that profits are reinvested into community and infrastructure development, and we have also seen the emergence of Indigenous-led resource management boards, such as the Nisga’a Nation in British Columbia. This is part of a broader global evolution in Indigenous leadership in mining — in Australia, Aboriginal communities play leading roles in mining operations via Native Title Agreements. Indigenous leaders are actively involved in governance mechanisms and strategies in Antofagasta, Chile. Those are just two examples among many.

On the mining side, companies have a responsibility to incorporate Indigenous knowledge and skills into the entire life cycle of the mine — prospecting, planning, development, exploitation, closure, and rehabilitation — and integrate them into environmental management practices. A demonstrated commitment to Free, Prior, and Informed Consent (FPIC) is crucial, as are intentional education and engagement efforts. Investing in land-based and Indigenous-focused learning and increasing the recruitment and retention of Indigenous peoples in mining companies are ways to improve the natural inclusion of Indigenous values into company operations. An investment like BHP’s establishment of a $50 million Indigenous Development Fund in Australia created specifically to support Indigenous-led initiatives in education, employment, and business development, is one example.

Government also has a role to play here. It has a responsibility to see that Indigenous communities have access to the necessary expertise and financial resources to support fully informed decision making, enabling Indigenous communities to appropriately advocate for the inclusion of their values, knowledge, and skillsets in mining projects. This includes mining-specific legal, financial, and environmental expertise, so that Indigenous communities are not bearing the costs of engaging with the mining industry. It is also responsible for developing and enforcing regulations that ensure Indigenous rights and knowledge are respected and utilized in mining industry engagements.

Ultimately, integrating Indigenous values into mining projects requires an active commitment on the part of the mining companies to respect Indigenous knowledge and ensure opportunities for its inclusion before day one of a project. Board participation and equity ownership are key to ensuring Indigenous leadership is represented in mining, as is ongoing investment into education and development of an Indigenous workforce. Not only does this continue to strengthen the vital triangle of trust between companies, Indigenous communities, and government, but also Indigenous value and knowledge inclusion lead to better outcomes for all stakeholders, so that the co-created shared vision of prosperity can come to fruition.

Peter Bryant is board chair of Clareo, an international strategy consulting firm focused on natural resources, energy, and food industries. He is also the board chair of the Development Partner Institute. Lana Eagle is an Indigenous relations strategist. She is currently on the board of the Prospectors and Developers Association of Canada (PDAC) and Kodiak Copper. She is also a member of Whitecap Dakota First Nation.

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