Summary
Highlights
In the 1950s, the construction of a dam in the Ukol and Binga area of Benguet displaced communities. Initial monetary compensation proved insufficient. Residents lost their ancestral rice fields, which were their primary source of livelihood and cultural identity. Promises of new land in Isabella often led to resettlement in places like Palawan, without adequate financial support. Despite building a hydroelectric plant, the immediate communities remained without reliable electricity for decades. Indigenous people's sacred lands and burial sites were submerged, leading to deep resentment.
The displacement caused by the dam led to the loss of traditional livelihoods and the destruction of cultural heritage, causing immense anger and sorrow among the indigenous community. They felt unheard and neglected by the National Power Corporation (NPC). The sentiment was that a government entity operating the dam meant little recourse for the affected communities. This historical resentment made any future interactions fraught with distrust, leading to a breakdown in communication and a reliance on legal avenues to settle disputes.
When the dams were put up for bidding, a new private company, Aboitiz, aimed to become a leading renewable energy provider while prioritizing community development and corporate social responsibility (CSR). They understood that a 'social license' – acceptance from the community – was crucial, beyond legal permits. Their approach involved genuine communication, sitting down with the community, and expressing sincere intentions, unlike the previous company that residents accused of 'monkey business'.
To address the deep-seated animosity, Aboitiz, with the help of a third-party facilitator, initiated a collaborative negotiation process. They aimed to diffuse the hostility by bringing all stakeholders together, including NPC, Aboitiz, municipal governments, and indigenous groups. A key strategy involved capacity building, enabling all parties to understand each other's perspectives and negotiate effectively. Rules were established for respectful listening, such as 'nobody gets to be wrong' and 'empty your cup,' to overcome prejudices.
A training exercise, where participants had to invent unique ways to cross a room, highlighted cultural differences and led to a heated but ultimately productive discussion about cultural sensitivity. This incident, while initially causing anger, ultimately fostered mutual understanding and emotional connection among the participants. The training helped the community heal past wounds and corporate representatives to better understand indigenous traditions, leading to increased camaraderie and unity.
Through a facilitated process, issues were identified and common ground was found, leading to a comprehensive agreement within seven months. The indigenous community defined 'land' as encompassing recognition of their culture, opportunities for livelihood and education, and security for their natural resources. Aboitiz realized that active engagement and understanding of community needs were essential for long-term successful operations. This approach shifted the relationship from adversarial to collaborative, with open channels for communication.
Aboitiz recognized that building good relationships with local communities is vital for long-term success, seeing themselves as neighbors rather than just a company. This involves continuous negotiation and consultation. Initiatives like supporting cultural festivals and dances demonstrate their commitment to community development. The video concludes by emphasizing that a memorandum of agreement is not an end but a beginning, like a marriage contract that requires ongoing effort and negotiation to sustain a healthy relationship.