This blog is part of a series labelled Unlocking Indigenous Potential in Mining Regions. The series focuses on opportunities for Indigenous-led development in regions characterised by their natural resources.
The urgent challenges posed by the global energy and climate crises has prompted a surge in investment in renewable-energy projects worldwide. Global renewable capacity is expected to expand by almost 75% between 2022-27 – an amount equal to the installed power capacity of the People’s Republic of China. Renewable technology depends on mining projects for materials, over half of which will occur on or near Indigenous land.
The shift to co-ownership
Historically, the relationship between Indigenous communities and the resource sector has been one of dispossession, exclusion, and dependency. The expansion of energy transition projects offers a pathway to forge a new model of engagement that shifts the position of Indigenous peoples from stakeholders requiring compensation, to central actors in project development.
Indigenous co-ownership of resource projects can mitigate community exclusion from project benefits and ensure agency of Indigenous peoples over their land and economic development that reflects their values and perspectives.
We have seen a surge in such projects over the last decade. In the US, the Morongo became the first Native American tribe to co-own an energy transmission project. In Canada, over half the renewable energy projects between 2010-20 on traditional Indigenous territory was either wholly or partially Indigenous owned.
In Australia, Yindjibarndi Energy is a ground-breaking new partnership between renewable energy company ACEN and the Yindjibarndi people of north-Western Australia. The Yindjibarndi-led partnership is engaged in delivering up to 3GW in capacity in wind, solar, and energy storage projects across 13,000km of Yindjibarndi lands.
The agreement ensures Yindjibarndi equity of 25%-50% and approval of all proposed sites. This significantly rebalances the relationship between industry and Indigenous peoples, providing communities with direct financial benefit and control over project placement to protect their lands and cultural sites.
According to Michael Woodley, CEO of the Yindjibarndi Aboriginal Corporation, there were four key motivations for establishing the venture.
“First, it was clear that this new industry was going to have an impact on our Ngurra (lands) in the same way that the pastoral and mining industry had over centuries. We weren’t going to be dominated by the same playbook that denied First Nations people the opportunity to be involved on a commercially driven enterprise from the get-go.
The second was Yindjibarndi’s strong position on climate change as we see and feel the impact that fossil fuels, coal, and gas producing industries have had on our planet. The third is to support Australia’s mission and target to have a large part of our country decarbonised by 2050. The fourth is to show that Yindjibarndi are willing and supportive to utilise Yindjibarndi Ngurra (lands) to assist with renewable energy projects.”
For Woodley, the biggest challenge in getting the project off the ground was mobilising the community. As he puts it:
“We have had no logistical challenges so far. The only challenge we have faced was from our own people who we thought may be cautious about entering into renewable energy projects. What might also be challenging in the future is if governments (at the state and federal level) and big business fail to honour on their commitments to tackle emissions and find innovative ways to operate using green technology.”
Woodley has some advice for other communities seeking to replicate the model:
“An important point which could make or break a deal is striking the right partners and negotiating the right deal with industry and governments. If the decision comes down to being involved in renewable energy, then take each step diligently, respecting what is at stake and always conduct oneself with honour/dignity and professionalism…then demand the same of industry and government. Be in it for all the right reasons, this way it will be of great benefit for your people, community and Ngurra (lands). Walk into it as one community and be sure that industry and governments understand that this is the only way it can ever work.”
The Yindjibarndi template is one of opportunity to break with the past, drive sustainability in resource-rich regions, and re-balance the impacts and benefits of mining and energy projects for future communities.
Michael Woodley stands at the forefront of Indigenous community development in north-Western Australia. He is the CEO of the Yindjibarndi Nation Limited, and both Native Title Prescribed Body Corporates YAC & YNAC as well as being a Yindjibarndi spokesperson, Bindarra Law carrier, and community leader. Michael has also been a key player in the development of the Yindjibarndi Energy Company as a board member of Yiyangu.
Bridget Donovan has recently joined the OECD in the Centre for Entrepreneurship, SMEs, Regions & Cities. She is working in the Mining Regions & Cities Initiative, focusing on Indigenous economic participation and engagement in mining regions. She is currently undertaking a Master’s degree at Oxford University, researching Indigenous co-ownership of resource projects.