Lessons of Empire: How to Unravel an Unchecked Superpower

By Pratap Chatterjee and Nick Robins, CorpWatch. Posted August 22, 2007.

Two villagers who left their mud and wood huts last month to travel to London -- Kumuti Majhi and Phulme Majhi -- were a stark contrast to the 212,000 wealthy Indians who visited Britain last year on shopping expeditions where they outspent Japanese tourists. The villagers' mission, rather than the acquisition of designer clothing or the latest electronics, was to try to save the livelihoods of their small tribe that grows millet, fruit and spices in the lushly-forested Niyamgiri hills in eastern India.

On August 1, 2007, the Majhis spoke out at the annual general meeting of Vedanta Resources PLC, a British multinational that is poised to dig a new bauxite mine that threatens the village of Jaganathpur. While Vedanta is incorporated in Britain, it is owned by Anil Agarwal, the world's 230th richest man according to the Forbes 2007 list, a former scrap metal merchant who was born in eastern India. (See Vedanta Undermines Indian Communities, by Nityanand Jayaraman.)

The timing of the Mahji's trip to Britain and the protests back in India have a much wider significance. 2007 is marked by a trinity of anniversaries that recall India's conquest, first struggles and eventual liberation from British rule. On August 14th, India celebrates 60 years of independence. Earlier in the year, commemorations took place for the 150th anniversary of the great rebellion against British rule in 1857 -- known in the UK as the 'mutiny' and on the sub-continent as the 'first war of independence.' This trinity of historic milestones is completed with the 250th anniversary of the pivotal battle of Plassey in June 1757, when the private army of Britain's East India Company (which was often referred to simply as the "Company") defeated the forces of the Nawab (ruler) of Bengal (in eastern India), ushering in first corporate and then imperial domination.

It is this legacy of collusion between global corporations and the expansionist state that makes this year so poignant and full of enduring lessons. Its history provides timeless lessons on how (and how not) to confront corporate power with protest, litigation, regulation, rebellion and, ultimately, corporate redesign. Many of today's corporate struggles are prefigured in the resistance to the Company's rise to power. Again and again, "the return of the East India Company" is used as a catch-phrase to describe the recent influx of multinationals into India, whether global mining corporations or foreign business more generally.

And the Mahji's journey follows in the footsteps of others who have travelled to London to seek redress from corporate abuse. In August 1769, for example, two Armenian merchants, Johannes Rafael and Gregore Cojamaul arrived at London's docks. The two were rich men and had made their fortunes in India's most prosperous region, Bengal. However, Rafael, Cojamaul and two others had been summarily arrested by the Company's chief executive in Bengal, Harry Verelst, who then held them for more than five months under guard. When they were released, they found that the Company had pressured its puppet, the Nawab of Bengal, to change the rules of the game and ban all Armenians from the Bengal market. Sailing around the world to where the Company was headquartered, Rafael and Cojamaul appealed to its board of directors, complaining of their "cruel and inhuman" treatment.

The striking continuity of protest over the centuries is largely buried in today's celebration of India's surge to economic prominence. Tata's acquisition of Anglo-Dutch steel group Corus earlier in the year has been seen by many as symbolizing the end of Britain's era of industrial supremacy. Tata had already bagged the UK's iconic tea blend, Tetley, and its automotive arm may be lining up a bid for Land Rover. Writing recently in the Financial Times, Malvinder Hohan Singh, the chief executive of Indian pharmaceutical company Ranbaxy, caught the mood: "500 years ago, a company was formed in London that directly led to British rule in India [and] there appears to be some concern that there is evidence of a reverse trend."

This theme of reversal has also influenced India's popular media, most strikingly in a TV advertisement for Rajnigandha pan masala. Set in London, the ad shows an Indian tycoon stopping his car in front of the East India Company's headquarters and announcing to his secretary that he wants to buy the firm: "They ruled us for 200 years, and now it's our turn."

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Pratap Chatterjee is managing editor of CorpWatch and the author of 'Iraq Inc.' (Seven Stories Press, September 2004). Nick Robins is author of The Corporation that Changed the World: How the East India Company Shaped the Modern Multinational (Pluto, 2006)

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