Global Standards, Corporate Diagrams and Indigenous Agency: ExxonMobil in Russia and Alaska

Laura Henry,Leah S Horowitz,Maria Tysiachniouk

doi:10.23865/arctic.v13.3549

Abstract

This paper examines how a transnational corporation (TNC) translates global standards and corporate policies into programs at sites of extraction. We explore this question through a comparative analysis of ExxonMobil’s operations in two different politico-economic contexts: the Sakhalin-1 project in Russia and the Point Thomson project on the North Slope of Alaska, with field work on Sakhalin Island in 2013–2015 and in Alaska in 2015–2018. Theoretically, we use the Deleuzian concept of “diagram” as a lens through which to examine corporate policies, and a governance generating network (GGN) approach to analyze similarities and differences in benefit-sharing programs in both localities. We show that while global commitments and corporate principles contribute to a standardized approach to community engagement, Indigenous movements and associations, the government, and other corporate actors may play important roles in influencing how corporate policies and global standards are implemented at sites of extraction. Moreover, adaptation of community engagement, benefit-sharing, and environmental monitoring in one location may shape how the company’s strategies are implemented in other sites of extraction.

Highlights

How do transnational corporations (TNCs) translate global standards and corporate policies into programs at sites of extraction? TNCs, by definition, operate simultaneously in many countries, encountering different political, legal, and social contexts
We show that while global commitments and corporate principles contribute to a standardized approach to community engagement, Indigenous movements and associations, the government, and other corporate actors may play important roles in influencing how corporate policies and global standards are implemented at sites of extraction
To what degree does the implementation of a TNC’s international and corporate commitments vary depending on the local context? We explore these questions through a comparative analysis of ExxonMobil’s operations in two very different political and economic contexts: the Sakhalin-1 project in Russia and the Point Thomson project on the North Slope of Alaska, locations where the company engages Indigenous peoples who live proximate to territories of extraction

Summary

Introduction

How do transnational corporations (TNCs) translate global standards and corporate policies into programs at sites of extraction? TNCs, by definition, operate simultaneously in many countries, encountering different political, legal, and social contexts. TNCs ostensibly are guided by corporate policies, corporate social responsibility principles, and commitments to international conventions on issues ranging from the environment to labor rights and Indigenous rights.[1] But to what degree does the implementation of a TNC’s international and corporate commitments vary depending on the local context? We explore these questions through a comparative analysis of ExxonMobil’s operations in two very different political and economic contexts: the Sakhalin-1 project in Russia and the Point Thomson project on the North Slope of Alaska, locations where the company engages Indigenous peoples who live proximate to territories of extraction. A TNC’s commitment to CSR principles does not guarantee effective community consultation or fair and equitable benefit-sharing arrangements with Indigenous peoples living near the company’s operations.[5] How standards and policies are implemented will depend in part on how they are developed in corporate offices, adapted to local conditions, and changed over time

Methods

Results

Discussion

Conclusion