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Rice University research: Collaboration with the community can be key to success

When access to a location is the difference between financial success and failure, cooperation from the community might be the right move to prevent costly conflicts. Pexels

In Pittsburgh, a coalition of 100 community groups brokered a deal with developers of the Pittsburgh Penguins ice hockey team for $8.3 million in neighborhood improvements. In Oakland, California, developers of an $800 million high-tech complex promised local residents 50 percent of its construction jobs. And in Chicago, the Obama Presidential Center is working with residents to shield them from skyrocketing rents.

Community Benefits Agreements, or CBAS, as these agreements are called, are increasingly common between businesses and the places where they want to set up shop. But are they worth the money? To find out, Rice Business professor Kate Odziemkowska joined Sinziana Dorobantu of New York University to analyze market reactions to 148 CBA announcements between indigenous communities and mining firms in Canada. The financial value of these agreements, the researchers found, was real.

While it's easy to imagine that CBAs are just costly giveaways, they're more than goodwill gestures. Instead, they are legally enforceable contracts to distribute benefits from a new project and to govern the response to any potential social and environmental disruptions. For businesses, the researchers found, they are also good strategy, because they prevent costly, drawn-out conflict.

To conduct their research, Odziemkowska and Dorobantu analyzed a sample of 148 legally binding CBAs signed in Canada between mining firms and indigenous communities between 1999 and 2013. In Canada, mining companies and indigenous communities often hammer out agreements about extraction and use of local resources. Studying only the mining sector let the researches control for the economic variations that characterize different industries.

Since CBA negotiations cannot be disclosed, the announcement of such agreements represents new market information. To conduct their study, the researchers tracked the market reaction to these announcements, using a technique that measured short-term returns.

Creating CBAs from the start, they found, can head off catastrophic costs later. That's because even when a company has disproportionate economic strength, the public relations, legal and economic costs of community conflict can be draining. Consider the 1,900-kilometer Dakota Access oil pipeline, whose developers faced six months of round-the-clock protests that included nearly 15,000 volunteers from around the world. The drumbeat of litigation and negative news coverage still continues today.

In general, the researchers found, the more experience a community has with protests or blockades, the more firms gained from signing a CBA. Property rights protections also provide strong incentive for making a deal. Mining companies, for example, need access to land to do business. Communities with robust property rights to the resource or location sought by the firm have strong standing to stop that firm if they don't make a deal.

Because access to valuable resources like land or intellectual property can mean the difference between financial success or failure, Odziemkowska and Dorobantu said, the lesson from their findings extends far beyond Canadian mines. It's a lesson Disney learned the hard way when it failed to acknowledge the culture of Norway's Sami people in "Frozen." Assailed for cultural appropriation by using, but not crediting, traditional Sami music, Disney quickly made amends. After negotiating with the Sami people, Disney pledged to consult with them and portray them thoughtfully in the film's sequel.

The deal may have cost Disney on the front end, but it was nothing compared to the advantage of freezing out years of bad press.

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This story originally ran on Rice Business Wisdom. It's based on research by Kate Odziemkowska, an assistant professor of Strategic Management at Rice University's Jones Graduate School of Business.

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Building Houston

 
 

Mike Francis, co-founder of NanoTech, joins the Houston Innovators Podcast to discuss his plans to fireproof California. Photo courtesy of NanoTech

A few years ago, Mike Francis caught a video of a man's hand coated in some sort of material and placed over a fire. Nothing was happening to the man's hand — the coating completely protected it — but something was happening in Francis's brain, and a year ago he founded Nanotech Inc.

Based in Houston, NanoTech' is focused on reducing energy waste by proper insulation within the construction industry — a half inch of NanoTech's material is the equivalent of 30 inches of fiberglass. However, perhaps more important to Francis is the life-saving capability the product provides in terms of fireproofing.

"We're working with all of the major players in the state of California to not only fireproof the utility infrastructure, but eventually homes and businesses," Francis says on this week's episode of the Houston Innovators Podcast. "Our goal, if we're looking into the future, is to fireproof that state — and we're working with the right people and companies to make it happen."

To the best of his knowledge, Francis says NanoTech is the only company this far along working on this goal. Millions of utility poles go up in flames as the forest fires sweep through the state, and coating them with NanoTech could help prevent this damage.

Of course, as the company grows, Francis is lucky to have the support and the funds behind him and his team. Earlier this year, Halliburton selected NanoTech as the inaugural member of Halliburton Labs. For the past few months, NanoTech has been based in the labs, receiving hands-on support, and NanoTech will join the year-long inaugural cohort of 15 or so companies in 2021.

NanoTech also has a new member to its support system — and $5 million — following the close of its seed round led by Austin-based Ecliptic Capital. Francis says he was looking for an investor to bring new expertise the company doesn't have yet, and Ecliptic will be crucial to growing globally.

"Those first investors, especially in your seed round, are critical to your growth," says Francis. "We're so excited to be partnering with Ecliptic — we just trusted them."

Francis shares more about fundraising during a pandemic and what being based at Halliburton has meant for his company's growth. Listen to the full interview below — or wherever you stream your podcasts — and subscribe for weekly episodes.


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