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Stakeholder Engagement and
Communication Plan
REV DATE DESCRIPTION PREPARED CHECKED APPROVED
1 01 Aug 2019 Initial Draft For THL Review Hoa Tran Sabrina
Genter
Cristina
Pellegrino
2 14 Aug 2019 Initial Draft for Lender review Hoa Tran Alison
Mratovich
Cristina
Pellegrino
3 16 Aug 2019 Final Draft (Version 1) Hoa Tran Alison
Mratovich
Cristina
Pellegrino
4 1st October
2019 Final Draft (Version 2) Hoa Tran
Alison
Mratovich Craig Reid
5 17 Aug 2020 Draft (Version 3) for THL & PO
review; Access Road construction J Grinter N Taylor
6 26 Aug 2020
Final Draft (Version 3) for
Lenders’ Review and approval;
Access Road Construction
J Grinter N Taylor
7 03 Nov 2020 Version 3 resubmitted for
Lenders’ approval (Access Road) J Grinter N Taylor
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REVISION LOG
Rev.
Date
(dd/mm/yyyy)
Revised Detail
Item Page Article Description
1
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Contents
1 Introduction ....................................................................................................................................................................... 10
1.1 Project overview ................................................................................................................................................... 10
1.2 Context of this Stakeholder Engagement and Communications Plan (SECP) ......................... 14
1.3 Scope, Purpose and Objectives ..................................................................................................................... 15
1.4 Environmental and Social Risks and Impacts ......................................................................................... 18
1.5 Gender-based actions and objectives ........................................................................................................ 18
1.6 Current Stage of the Project ........................................................................................................................... 20
1.7 Structure of this Plan .......................................................................................................................................... 22
2 Summary of Previous Stakeholder Engagement .............................................................................................. 23
3 Key Standards and Legislation .................................................................................................................................. 26
3.1 National Legislation ............................................................................................................................................ 26
3.2 International Standards ..................................................................................................................................... 28
3.2.1 The World Bank Environmental and Social Framework ................................................................ 28
3.2.2 Asian Development Bank Safeguard Policy ........................................................................................ 29
3.2.3 EDCF Safeguard Policy ................................................................................................................................. 29
3.2.4
The International Association for Impact Assessment (IAIA) Guidelines on Social Impac
t Assessment ..................................................................................................................................................................... 30
4 Resources and Responsibilities ................................................................................................................................. 31
4.1 THL .............................................................................................................................................................................. 34
4.1.1 Temporary ‘Governance Lead’ role ......................................................................................................... 36
4.1.2 Regular interactions between Parties .................................................................................................... 37
4.2 Project Office ......................................................................................................................................................... 38
4.3 HEC ............................................................................................................................................................................. 38
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5 Project Stakeholders ...................................................................................................................................................... 40
5.1 Stakeholder Identification and Analysis .................................................................................................... 40
5.1.1 Project-Affected Parties ................................................................................................................................ 40
5.1.2 Other Interested Parties ............................................................................................................................... 43
5.1.3 Vulnerable Groups .......................................................................................................................................... 48
5.1.4 Stakeholder Mapping .................................................................................................................................... 50
5.1.5 Summary of Project Stakeholders’ Issues and Needs ................................................................... 52
6 Stakeholder Engagement Program ......................................................................................................................... 55
6.1 Pre-Construction Engagement....................................................................................................................... 56
6.1.1 Objectives ........................................................................................................................................................... 56
6.1.2 Strategy for Information Disclosure ....................................................................................................... 57
6.1.3 Strategy for Consultation and Communications .............................................................................. 59
6.1.4 Strategy for Vulnerable Groups ................................................................................................................ 63
6.1.5 Stakeholder Feedback and Reporting Back ........................................................................................ 64
6.2 Construction Engagement ............................................................................................................................... 65
6.2.1 Disclosure and Consultation Materials ............................................................................................... 68
6.2.2 Incorporating Stakeholder Feedback and Report Back ............................................................. 68
6.3 Engagement during Operational Phase .................................................................................................... 69
6.3.1 Incorporating Stakeholder Feedback and Reporting Back ...................................................... 69
6.4 Communications and Media Protocol ..................................................................................................... 70
6.4.1 Communications activities lead by PO .............................................................................................. 71
7 Grievance Redress Mechanism ................................................................................................................................. 75
8 Stakeholder Engagement Management Database .......................................................................................... 77
8.1 Use, storage and protection of data........................................................................................................... 77
9 Monitoring and Reporting .......................................................................................................................................... 79
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9.1 Monitoring of Stakeholder Engagement Activities .............................................................................. 79
9.2 Evaluation of Stakeholder Engagement Activities ................................................................................ 79
9.3 Reporting Back ...................................................................................................................................................... 84
ANNEX A – TRHDP Communications and Media Protocol (2020) ................................................................... 86
ANNEX B – Identified social risks and impacts associated with the Project ................................................ 87
ANNEX C – 2009-2011 Stakeholder Engagement Activities .............................................................................. 100
ANNEX D – Engagement strategies for each Project phase ............................................................................. 103
ANNEX E – Stakeholder Engagement Management Database - Template ................................................ 134
Table of Figures
Figure 1-1 Overview of the Project extent, and local villages ......................................................................... 13
Figure 4-1 Conceptual framework for social safeguards implementation ................................................. 32
Figure 4-2 Architecture for social safeguards implementation ....................................................................... 33
Figure 5-1 Stakeholder Mapping ............................................................................................................................... 51
Figure 7-1 GRM process for the Project .................................................................................................................... 76
List of Tables
Table 5-1 Project Stakeholders – Project-Affected Parties ............................................................................... 41
Table 5-2 Project Stakeholders – Potentially Vulnerable Groups .................................................................. 49
Table 5-3 Key Stakeholder Concerns, Opportunities and Needs .................................................................. 52
Table 6-1 Engagement Stages ....................................................................................................................................... 55
Table 6-2 Consultation Methods .................................................................................................................................. 61
Table 6-3 Summary of activities featured in the Project Communications Plan (led by PO) .......... 72
Table 9-1 Engagement Performance Indicators .................................................................................................... 80
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Acronyms and Abbreviations
Name Description
ADB Asian Development Bank
BOOT Build, Own, Operate and Transfer
CESMP Construction Environmental and Social Management Plan
CLA Community Liaison Assistant
CLO Community Liaison Officer
CHDVMP Community Health and Disease Vector Management Plan
CBSP Community Benefit Sharing Program
CFO Chief Financial Officer
DIA Direct Impact Area
ECD Environment and Conservation Division
ED Energy Division
EDCF Economic Development Cooperation Fund
EIS Environmental Impact Statement
EPC Engineering, Procurement and Construction
ESIA Environmental and Social Impact Assessment
ESMP Environmental and Social Management Plan
ESMS Environmental and Social Management System
ESS Environmental and Social Standard
EVAW Elimination of Violence Against Women
FAQs Frequently Asked Questions
FPIC Free, Prior and Informed Consent
GAP Gender Action Plan
GFP Gender Focal Point
GHG Greenhouse gas
GPPOL Guadalcanal Plains Palm Oil Ltd
GRM Grievance Redress Mechanism
GWh Gigawatt hours
HEC Hyundai Engineering Corporation Limited
HRLMP Human Resource and Labour Management Plan
HSE Health, Safety and Environment
IA Implementation Agreement
IAIA International Association for Impact Assessment
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Name Description
IFC International Finance Corporation
IMP Influx Management Plan
IPP Independent Power Producer
KOSHA Korea Occupational Safety and Health Agency
K-water Korea Water Resources Corporation
LALRP Land Acquisition and Livelihood Restoration Plan
MMERE Ministry of Mines, Energy and Rural Electrification
NGO Non-Governmental Organisations
NGEWD National Gender Equality and Women’s Development
OE Owner’s Engineer (Stantec New Zealand)
PAP Project-Affected Parties
PO Project Office
PPA Power Purchase Agreement
PSN People with Special Needs
SECP Stakeholder Engagement and Communications Plan
SIEA Solomon Islands Electricity Authority
SIG Solomon Islands Government
SIWA Solomon Islands Water Authority
SPS Safeguard Policy Statement 2009
TCLC Tina Core Land Company
THL Tina Hydropower Limited
TMP Traffic Management Plan
TRHDP Tina River Hydropower Development Project (the Project)
WB World Bank
WHSP Workers’ Health and Safety Plan
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Definitions
DIA The DIA is the direct physical footprint of the Project being the land on which
all Project-related infrastructure will be located and all construction will be
undertaken. The DIA consists of:
• Core Area – 428 Ha site acquired by SIG in 2014 encompassing all
land required for the construction and operation of the dam, reservoir,
power station, and the portion of the access road from Managikiki
Village to the powerhouse and dam site (also known as Access Road
Lot 2). The Tina Core Land Company (TCLC) owns the Core Area,
including the access road. The company is a joint venture between
customary landowners and the Solomon Islands Government (SIG).
=Figure 1-1 below shows the extent of the Core Area in red.
• NB: The Core Area acquisition in 2014 also included the customary
land component of the Infrastructure Corridor (IC), however this area
of land acquired for the road and transmission line was defined as
part of the IC for the purposes of assessing impacts in the Project
Environmental and Social Impact Assessment (ESIA).
• Infrastructure Corridor (IC) – Encompasses a 50 metre corridor from
Managikiki Village to the Black Post Turnoff. The IC accommodates the
access road and dual 66kV transmission lines, and the transmission
line route from Black Post Road to the existing Lungga Power Station.
Downstream
Area
The Downstream Area is the area downstream of the dam to tide-water, (i.e.,
dam to the confluence with the Toni River, where the Tina and Toni Rivers
then become the Ngalimbiu River, and beyond to where the river enters Iron
Bottom Sound). The downstream area may be affected by changes in the Tina
River flow pattern and water quality. Over the long term, erosion and
deposition of materials on the riverbanks may modify the way the river is used
for such purposes as household water supply, and exploitation of gravel
deposits.
Infrastructure
Area
The Infrastructure Area is the geographical area within which people and
communities are likely to be affected by the IC (modifications to, and use of,
the access roads and transmission line corridor, plant, site offices, staff and
workers’ accommodation, and ancillary facilities: .It extends beyond the DIA to
include villages or communities that may be impacted by noise, dust, waste,
traffic electricity safety concerns, health or any other type of community
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impacts, .
Stakeholder This SECP uses the definition of “stakeholder” defined within the IFC WB
Environmental and Social Framework (2017), which includes:
“…individuals or groups who:
(a) are affected or likely to be affected by the project (project-affected
parties); and
(b) may have an interest in the project (other interested parties).”
Upstream Area The Upstream Area is the portion of the Tina River Catchment located
upstream of the dam and reservoir. Impacts considered in this area include
impacts on migratory fish and other aquatic species and impacts of potential
reduced access to the hunting and fishing grounds of local communities.
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1 Introduction
1.1 Project overview
The Tina River Hydropower Development Project (TRHDP or “Project”) is a 15 MW (installed
capacity) hydroelectricity Project that will have a total annual output of 78 GWh when fully
implemented. The Project is located on the Tina River, approximately 30 km south east of Honiara,
at the upstream end of the Ngalimbiu River Basin, in Central Guadalcanal. The Project seeks to
reduce the Solomon Islands’ dependence on oil, uncertainty associated with global oil markets,
and the cost of electricity production.
The Project is managed by a dedicated Project Office (PO) under the national Ministry of Mines,
Energy and Rural Electrification (MMERE); it is owned, and will eventually be operated by, Tina
Hydropower Limited (THL).
THL was established by Korea Water Resources Corporation (K-water) and Hyundai Engineering
Corporation Limited (HEC). THL will Build, Own, Operate and Transfer (BOOT) the Project under an
Implementation Agreement (IA) and a Power Purchase Agreement (PPA) with the Solomon Islands
Government (SIG) and Solomon Islands Electricity Authority respectively. The BOOT concession is
expected to last for a 30-year period, following commissioning.
HEC will be responsible for the Engineering, Procurement and Construction (EPC) of the Project,
while THL will be responsible for the Operation and Maintenance contract. THL will sell electricity
to the Solomon Islands Electricity Authority (SIEA), the state-owned power utility which trades as
Solomon Power, for the duration of the concession. At the end of the concession, the hydropower
infrastructure will be transferred to the SIG or SIEA.
Figure 1-1 provides an overview of the Project extent, and key features.
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Key components of the Project include:
• Dam: 71.5m dam (from the foundation), located on the Tina River approximately 11.7 km
upstream from the Toni River, the point at which the river then becomes the Ngalimbiu
River.
• Reservoir: The Tina River valley will be inundated along a distance of approximately 2.6
km upstream of the dam structure, with the water level reaching up to 150 metres above
sea level. The reservoir will hold 7 million m3 of water (7,000 megalitres).
• Tunnel: an approximately 3.3m diameter, 3.3 km long headrace tunnel to connect the dam
to the powerhouse.
• Powerhouse: will be equipped with 3 turbine/generator units, each with a capacity of
5MW and is located about 5.4km downstream from the dam.
• Transmission lines: dual 66 kV transmission lines in a 50 m corridor from Managikiki
Village to the Black Post Turnoff, as well as transmission line route from Black Post Road to
the existing Lungga Power Station.
• Road: construction of permanent and temporary access roads to the powerhouse, dam,
intake portal, dam base, mini-hydro, quarries, and Black Post Road reserve, amounting to
a total of approximately 21.5 km (divided into three ‘Lots’)..
• Staff and Workers’ Accommodation: workers’ camps will be located approximately four
kilometres south of the Black Post Junction turn off (refer to figure 1-1).
• Site offices and ancillary facilities: consist of site offices, stores, batch plant, crushing
areas and pug mill, fly ash warehouse, and explosives storage facilities.
Construction activities will last three (3) years, and all construction activities will take place on land
acquired for the Project in 2014, known as the “Core Area”, as well as along the Black Post Road.
Construction will begin with Lots 1,2 and 3 of the Access Road in 2020.
The World Bank (WB) provided financial support to MMERE to complete an ESIA during the
detailed design study, and preparation of bidding documents for the Project. As such, the Project
is required to comply with relevant IFC WB social and environmental safeguard policies. As key
development partners, the Asian Development Bank (ADB) and Export-Import Bank of Korea
(Korea-EXIM Bank) also require compliance with their safeguard policies.
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There are no communities residing in the Direct Impact Area1 where the construction of the
proposed dam, storage reservoir, headrace tunnel, and powerhouse, as well as any borrow areas,
set down areas, and yards, etc. (Core Area) will take place. Nor are any communities located in the
50-metre-wide access road and transmission line corridor (Infrastructure Corridor2). The Senge
Community (Choro, Koropa, Senge villages,) in the upper Downstream Area are the villages
located closest to the proposed construction activities. There are other Indigenous and non-
Indigenous communities residing in the Downstream Area who are likely to be affected by
changes in the river water quality, volume, or availability during the construction or operation of
the hydro scheme – downstream of the power station site. Similarly, there are communities in the
Infrastructure Area who are likely to be affected by modifications to, and use of, the existing or
new access road/s, and transmission line corridor and other plant and facilities but who are not
located within the Direct Impact Area. These communities are identified in Section 5 Project
Stakeholders.
1 The DIA is the direct physical footprint of the project being the land on which all project related
infrastructure will be located and all construction will be undertaken. Refer to the Acronyms, Abbreviations
and Definitions at the beginning of the SECP for details.
2 Refer to the Acronyms, Abbreviations and Definitions at the beginning of the SECP for details.
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Figure 1-1 Overview of the Project extent, and local villages
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1.2 Context of this Stakeholder Engagement and Communications Plan
(SECP)
This document forms the SECP (P3) for the pre-construction, construction, operational and
decommissioning phases of the Project. The SECP is built upon and supersedes the Stakeholder
Engagement Plan (October 2012), and stakeholder engagement activities that have been
undertaken since Project inception to date. The SECP identifies the Project stakeholders and
describes how these stakeholders will be engaged throughout the Project lifecycle. The SECP is a
“living document” that will be updated as the Project progresses so that the SECP can continue to
be fit for purpose in the operation phase..,.
This SECP outlines the safeguards that will be implemented to manage social impacts that could
potentially arise as a result of the Project; it is complementary to and is implemented in
conjunction with all other management plans under the Project Environmental and Social
Management Plan (ESMP) framework. Specific plans which are particularly relevant, and directly
integrated with operation of this this SECP include:
• Human Resources and Labour Management Plan (HRLMP; P4)
• Influx Management Plan (IMP; P5)
• Grievance Redress Mechanism (GRM; P6)
• Worker’s Health and Safety Plan (WHSP; P8)
• Workers’ Code of Conduct (WCC; P9)
• Community Health and Disease Vector Management Plan (CHDVMP; P10)
• Social Impact Monitoring Plan (SIMP; M4)
This SECP also incorporates relevant requirements and approaches described in the Project
Gender Action Plan (GAP; 2017) and the Land Acquisition and Livelihood Restoration Plan (LALRP;
2017) which were initially established (and are currently administered) by the Project Office. It is
also integrated with the Communications and Media Protocol included in Annex A to this SECP.
Relevant aspects of the protocol are summarised in Section 6.4.
All these plans provide measures and management approaches to avoid, reduce or mitigate social
impacts associated with the Project from pre-construction and mobilisation through to the
operation phase and beyond. They are implemented in conjunction with this SECP.
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1.3 Scope, Purpose and Objectives
Stakeholder engagement refers to a process of communicating information and knowledge,
seeking to understand and respond to the concerns of stakeholders, and building constructive
and responsive relationships that are important for successful management of a Project’s
environmental and social impacts and risks.
Activities which will be undertaken as part of the Project, and which will require ongoing
involvement and engagement with PAPs and other stakeholders, will broadly include (but not
necessarily be limited to):
• Land Acquisition and Livelihood Restoration activities (conducted under the LALRP, and
generally led by PO)
• Seeking input to, and feedback on the monitoring, mitigation and management of all
types of project impacts, reporting on implementation and outcomes, and any revisions
and further development of ESMPs for construction and operation phases.
• Community health surveys and awareness programs
• Community Benefit Sharing Program activities and allocations
• Recruitment and employment of local workers, from CBSP communities, the wider
Guadalcanal Province, other islands across the Solomon Islands group, and foreign
countries.
• Procurement from CBSP communities, the wider Guadalcanal Province, and other islands
across the Solomon Islands group
• Implementation of security and safety related measures
• Negotiating access via existing and new roads, and to drinking water supplies
• Providing updates on the progress of the Project, positive outcomes, and any adverse
events (e.g. via social media; local print media; the Project website maintained by PO;
television and radio; and in community meetings)
• Capacity building initiatives, such as promoting women’s development and small
enterprises in the Project area.
• Interaction between Project workers and local communities, NGOs, public services and
facilities (such as entertainment venues, retailers, accommodation providers, primary
health care centres, schools and training providers, etc)
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• Liaison with relevant SIG departments, Non-Government Organisations (NGOs) and
funding partners to seek input and feedback on Project implementation.
Good international industry practice (GIIP) attempts to move beyond simply providing information
to stakeholders (i.e. a ‘top-down’ approach). Rather, GIIP requires two-way dialogue to develop
partnerships and enable people and communities, including vulnerable people, to play an active
role in shaping developments to meet their own needs. Community and stakeholder participation
is integral to a successful project and professional organisations such as the International
Association for Impact Assessment (IAIA) stress that the outcomes of consultations/participation
should be incorporated into project design and into the monitoring, assessment, management
and mitigation of social and other impacts.
The World Bank Performance Standard 1 requires clients to develop and implement a Stakeholder
Engagement Plan and Performance Standard 7 requires clients to undertake an engagement
process with the Affected Communities of Indigenous People.
Tina Hydropower Limited (THL) and Project Office (PO) are committed to undertaking a
development process that delivers an inclusive dialogue with the Project stakeholders, when
undertaking the types of activities listed above.
Objectives of the SECP
• To establish a systematic approach to stakeholder engagement that will help THL build
and maintain a constructive relationship with stakeholders, especially Project affected
parties.
• To maintain broad community support for the Project and to enable stakeholders’ views to
be taken into account in Project design and environmental and social performance.
• To provide a means for effective and inclusive engagement with PAPs throughout the
Project life cycle on issues that are affecting them.
• To provide a means for all stakeholders to be part of the process of identifying social and
environmental impacts of the project when they happen; to help to devise mitigation
strategies and responses, and to help to evaluate those responses through project
management.
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• To ensure that appropriate Project information on environmental and social risks and
impacts is disclosed to stakeholders in a timely, understandable, accessible and
appropriate manner and format.
• To provide PAPs with accessible and inclusive means to raise issues and grievances, and
allow PO, THL and HEC to respond to and manage such grievances.
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1.4 Environmental and Social Risks and Impacts
The environmental and socioeconomic issues considered in the ESIA were identified through
scoping, and later verified through environmental and socioeconomic studies and field surveys,
with the final ESIA issued in July 2019. Wider risks to the project and associated impacts are
covered across the various ESMPs for the project; a guide showing how the risks and impacts will
be managed through each plan is given in the Construction ESMP (P1).
A list of the social, cultural, political and economic risks and impacts associated with the Project
which have been identified to date is provided in Annex B. This SECP seeks to mitigate these
identified impacts of the project. The list presented in Annex B should not be considered as
exhaustive; new risks and impacts may be identified as the project progresses and this SECP (and
the wider Environmental and Social Management framework for the Project) establishes a
procedure for proactively reducing the risk of new issues arising, and provides a framework of
reference for managing them if they do eventuate.
1.5 Gender-based actions and objectives
Previous studies (such as those informing the Land Acquisition and Livelihoods Restoration Plan
(LALRP) and ESIA published in 2017) established that woman and girls within Project-affected
communities are largely (and sometimes solely) responsible for household and family
maintenance activities, livestock care, planting and cultivating food gardens, harvesting crops,
marketing, purchasing of supplies, and care of household finances. However, they do not yet have
a significant role in land-related decision making, even though land is inherited matrilineally.
Patriarchy (men making the majority of important decisions) has increasingly become the norm in
traditional Solomon Islands communities that become involved in projects involving commercial
resource exploitation, such as this Project.
Gender-based violence is also a significant issue in the Solomon Islands, including in the Project-
affected communities, with a reported high prevalence of violence (physical, sexual and emotional)
against women by intimate partners. This behaviour has persisted due to multiple factors
including widespread acceptance of violence against women in society, and frequent use of
physical punishment to discipline women who are seen as transgressing their prescribed gender
roles, and a lack of formal support services which makes it difficult for women to seek help. All of
these conditions have established a baseline of gender-inequality in the community.
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A Gender Action Plan has been established for the Project (2017) to ensure that women and girls
are not adversely impacted by Project activities (directly or indirectly). The GAP seeks to avoid
exacerbating the issues already experienced by women and girls in the community (described
above) and promote their development and active involvement in community decision-making,
along with their general wellbeing. The GAP promotes the mainstreaming of gender into the
Project, and equal opportunities for women and men to participate in project benefits. It focuses
specifically on mitigating the impact of the Project on the lives of communities within the
immediate footprint (identified in this SECP as Project-affected parties; see Section 5.1.1).
A significant factor in achieving these objectives will be to create safe and open spaces for
women to actively participate in decision making and receive benefits from the Project,
particularly through engagement and communication activities
This SECP incorporates actions from the GAP relevant to the engagement and development of
women and girls, and the promotion of gender mainstreaming. The Project is also required to
report against a range of indicators (including performance against agreed targets) to implement
effective gender mainstreaming by the ADB, and these have been incorporated into Section 9 of
this SECP, and other ESMPs as relevant.
The IMP describes controls to reduce and eliminate the negative impacts of influx (in-migration of
outsiders into the Project area) on women and other vulnerable groups as a result of the Project.
Additionally, the HRLMP outlines requirements in relation to recruitment of female workers,
gender targets for the Project workforce, and addressing harassment and/or exploitation (see
Section 2.7 of the HRLMP). . It is also noted that the Land Acquisition and Livelihoods Restoration
Plan (LALRP; 2017) established targeted measures to promote gender diversity and mainstreaming,
including:
• Requiring a minimum of three women to sit on each of the seven-member Executive
Committees established by Co-operative Societies (set up to receive distributed payments
from the Project’s Community Benefit-Share Program). At least one of the women shall
hold an executive officer’s position such as Chair, Vice-Chair, Secretary or Treasurer.
• Establishing a Matrilineal Membership Committee, which serves as an open space for
women to discuss the operations of societies.
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• Equal weighting of votes for women at general meetings, and on average the majority of
women in each tribe would need to support a vote in order for it to be successful.
As such, all four plans (LALRP, SECP, IMP and HRLMP) will be implemented in parallel to achieve
the gender-based objectives and targets identified for the Project.
1.6 Current Stage of the Project
The Project ESIA (including Project ESMP) was updated in July 2019. Development Consent for the
Project was granted by SIG on 25 July 2019 under Section 22 of the Environment Act 1998. THL
and HEC have subsequently drafted all ESMPs required for pre-construction and construction of
the Access Road, and submitted various draft versions for review by Lenders. As of October 2020,
approval has not yet been granted by Lenders for construction of the Access Road to proceed.
This version of the SECP is designed to manage the social impacts and risks presented by the
construction of the Project (including the Access Road Lots 1-3 and the main Dam), in
combination with the other ESMPs implemented for the Project (including a Social Impacts
Monitoring Plan which will be finalized by the end of December 2020). It is anticipated that
further revisions of this SECP are conducted as necessary prior to main Dam construction, and
prior to commencement of the operations phase, at minimum. This is to allow for an adaptive
management approach; it is anticipated that many lessons will be learned and practices adapted
as THL and HEC initiate and establish their relationship with PAPs and other key stakeholders for
the Project.
Consistent with the objective of engaging stakeholders throughout the life cycle of the Project
and the ongoing monitoring of project impacts, stakeholder engagement activities within the
construction stage will focus on:
• Disclose the final ESIA and CESMP
• Communicate the range of mitigation measures and management approaches which will
be implemented to safeguard the environment and local communities from potential
impacts identified for the Project.
• Provide updates on engagement activities that will occur during construction, in particular
for any new activities that may cause disruptions to local people and communities), such
as changes to construction schedules, design or mitigation measures.
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• Communicate any changes in the key points of contact within the Project team (all roles
described in Figure 4-2, in Section 4 of this SECP)
• Provide updates on safeguards compliance (including making Quarterly Safeguards report
publicly available via both online and print sources); i.e. examine how successful
implementation of mitigation measures has been, and seek feedback from stakeholders on
any improvements that need to be made to improve the Project’s reputation and increase
levels of trust in the community.
• Engage with government departments regarding construction permits and licenses and
provide regular Project progress and updates
• Conduct ongoing consultation related to mitigation of asset compensation and livelihood
restoration
• Identify new issues, concerns, impacts, risks or needs of the Project affected communities
related to construction, and address them promptly
• Provide information on the resolution of community complaints in accordance with the
Grievance Mechanism (GRM) (Refer to Section 7)
• Implement Community Awareness programs which focus on a variety of aspects including
environmental protection; safety; gender sensitisation; work opportunities, financial and
business development skills; productive use of electricity (including household budgeting);
supporting the development of women and young people; and community health
initiatives. These programs will be jointly developed between THL and PO, and
implemented by THL with support from PO as required.
• Assess the effectiveness of environmental and social mitigation measures by participatory
monitoring, and social monitoring in communities and direct feedback, including on
mitigation measures. Particular attention will be paid to compensation and resettlement
and access to resources (such as crops, and safe drinking water) as these have previously
been identified as major issues of concern for the key stakeholder groups. The monitoring
combines participatory, expert-based assessment and uses qualitative and quantitative
methods.
• Identify opportunities for the Project to make a sustainable contribution to local
communities and their environment within the Project site and the region.
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Refer to Section 6 for detailed stakeholder engagement plan for the current stage of the Project
development.
1.7 Structure of this Plan
The structure of the SECP is as follows:
• Section 1: Introduction (as above)
• Section 2: Summary of Previous Stakeholder Engagement
• Section 3: Key Standards and Legislation
• Section 4: Resources and Responsibilities
• Section 5: Project Stakeholders
• Section 6: Stakeholder Engagement Program
• Section 7: Grievance Redress Mechanism
• Section 8: Stakeholder Engagement Management Database
• Section 9: Monitoring and Reporting
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2 Summary of Previous Stakeholder Engagement
Stakeholder engagement for the Project has been ongoing since the planning and development
began in 2009.
In the earliest stages, stakeholder engagement was undertaken in order to:
• Provide Project information and proposals to stakeholders
• Obtain input and feedback from stakeholders to identify any potential risks and issues to
be addressed in the future
• Resolve stakeholder concerns and/or grievances
• Develop a relationship between the Project team and stakeholders.
Stakeholder engagement undertaken in 2009-2011 is outlined in Annex C to this SECP and
included:
• Engagement activities focussed on communities in the Tina River Catchment in the first
instance, prior to attaining sufficient information for meaningful consultation.
• In 2009, 27 tribes were identified as having land or interests that may be impacted by the
Project. Community meetings were undertaken to provide Project information and seek
the election of representatives on a Landowner Council – Tina River Hydro Land Council
(the ‘Council’).
• In March 2010, the Council entered into an Access Consent Agreement with the Solomon
Islands Government, for the purposes of conducting a Feasibility Study for the Project.
• Workshops were conducted over two days in June 2010 with the Council to explain the
Feasibility Study in detail.
• Some members of the Council were trained and presented Project information to their
communities in August 2010. Discussion groups occurred after the presentations, and
matters of interest or concern were discussed and recorded.
The 2011-2016 period was the most intense period of planned public participation for the Project.
Over 250 stakeholder engagement activities were undertaken to consult on and implement land
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acquisition arrangements, inform and receive feedback on the ESIA, design community benefit
sharing arrangements, and give regular community updates. This is summarised in Annex 14 of
the Environmental Impact Statement (Updated from ESIA 2017), July 2019. The public
participation process during this time aimed to:
• Disclose relevant Project information to help affected communities and other stakeholders
understand the risks, impacts, and opportunities for the Project in a timely,
understandable, accessible and appropriate manner and format
• Provide the affected communities and stakeholders with opportunities to express their
views on Project risks, impacts, and mitigation measures
• Solicit stakeholders’ ideas, opinions, and recommendations on various alternatives
• Assess the level of stakeholder interest and support for the Project and to enable
stakeholders’ views to be taken into account in Project design and environmental and
social mitigation measures as well as development benefits and opportunities.
Key outcomes from 2011-2016 stakeholder engagement activities (detailed further in Annex C)
include:
• Development of an initial SECP in 2012
• Multiple meetings to provide information prior to field visits/surveys
• Establishment of Community Liaison Assistants (CLAs) in 2012 to assist with:
o Culturally-safe access to local women
o Local language translation skills
o Liaison with local leaders.
• Socio-economic field surveys from August to September 2013 to develop a social profile
of the affected population and determine key potential impacts
• Conducting multiple meetings to inform the community of mitigation and entitlements of
the Project (in line with IFC WB and ADB policies on resettlement and Indigenous
Peoples)
• Informing the affected communities and other parties of the land acquisition and
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resettlement process, and undertaking engagement for land acquisition with the affected
tribes
• Developing an interim Grievance Redress Mechanism (GRM) for the Project
• 15 mitigation workshops conducted over four weeks in February 2014, held at Ghaobata,
Malango and Bahomea. A total of 512 participants attended, 45% of whom were women.
Mitigation workshop attendance and minutes are provided in Annex 12 and 13 of the
Environmental Impact Statement (Updated from ESIA 2017), July 2019. The ESIA was
updated following the receipt of feedback from the mitigation workshops and other
stakeholder consultation activities
• Acquire land required to undertake the Project by identifying owners of customary land,
negotiation and execution of the Process Agreement between SIG and the five customary
tribal groups owning the Core Land.
Following disclosure of the revised ESIA in 2016, additional stakeholder engagement was
undertaken with target communities and key stakeholders in October/November 2016, in Honiara,
Bahomea, and Ghaobata. A summary of feedback and incorporation of the feedback in the ESIA is
provided in Appendix N of the Environmental Impact Statement (Updated from ESIA 2017),
July 2019.
Following completion of the August 2017 version of the ESIA, the PO continued to undertake
regular community awareness visits from September to December 2017 to provide updates on
Project activities. During 2018, the main focus for the PO was the ongoing negotiation of the
Implementation Agreement, the Power Purchase Agreement, and other Project Documents. Also,
during 2018, as there were fewer activities on which to provide updates, community and
landowner engagement focused on smaller group meetings in the PO. Following the signing of
the PPA in December 2018, community engagement entered the next phase (Pre-construction).
Key stakeholder engagement activities during this stage are provided in ESIA Section 6.1 Pre-
construction Engagement.
The majority of the people living in the Project affected area are Indigenous Peoples. Community
engagement at the planning stage has been undertaken in line with the IFC WB’s Free, Prior and
Informed Consent (FPIC) for the Project (refer to Environmental Impact Statement (Updated
from ESIA 2017), July 2019 Section E.6.3 for details). The land used for the Project construction
and operational activities “Core Area” was acquired with the prior, written, negotiated consent of
the identified customary land-owning tribes.
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The SECP for the pre-construction, construction and future stages of the Project was developed to
ensure continuous informed consultation with Indigenous Groups, with specific measures to
remove obstacles for them to have meaningful participation in the Project.
While the Project Office and other government and funding partners have taken the lead on
communication and stakeholder engagement activities and the development of the overall
engagement strategy/direction in the early stages of the Project, from December 2019 there has
been an onus on THL to take responsibility for implementation. A transition period (mainly
through pre-construction/mobilisation and early stages of construction) is necessary so that THL
has support from PO and a transfer of knowledge occurs. The need for this support will decrease
over time as THL and HEC build their respective capacity to manage social safeguards
implementation.
THL is ultimately responsible for establishing and maintaining strong relationships with
Project stakeholders, and implementing this SECP for the life of the Project. The roles and
responsibilities of all parties involved in stakeholder engagement and communications for the
Project are further defined in Section 4: Resources and Responsibilities.
3 Key Standards and Legislation
The Project will conform to the legal and administrative requirements of the Solomon Islands
Government, and relevant international standards, particularly the International Association for
Impact Assessment (IAIA) Guidelines on Social Impact Assessment, World Bank (WB)
Environmental and Social Framework, the Asian Development Bank Safeguard Policy Statement,
and the Export-Import Bank of Korea Safeguard Policy. A number of Corporate Policies also apply.
3.1 National Legislation
Key national legislative requirements and standards concerning public consultation and
participation that apply to the Project include:
• Elimination of Violence Against Women (EVAW): Administered by the Ministry of
Women, Youth, Children and Family Affairs. The EVAW complements the National Gender
Equality and Women’s Development Policy (NGEWD), other government policies and the
Solomon Islands’ Constitution and International agreements. It reflects earlier and current
activities to eliminate violence against women and will benefit all of the stakeholders in
the elimination of violence against women by helping them to work together more
effectively and with less duplication.
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• Environment Act 1998: Administered by the Environment and Conservation Division
(ECD) of the Ministry of Environment, Climate Change, Disaster Management and
Meteorology. ECD will evaluate the environmental and social impact assessment for the
Project, conducting community consultation and issuing the development consent for the
Project.
• Environment Regulations 2008: Procedures for the preparation of an Environmental
Impact Statement (EIS) are outlined in the Environment Regulations 2008. They include a
requirement to undertake public participation, and to notify the public of an EIS
application.
• Family Protection Act 2014: Administered by Ministry of Women, Youth, Children and
Family Affairs. The objects of the Act are to ensure the safety and protection of all persons
who experience or witness domestic violence; to provide support and redress for all
victims of domestic violence; and to facilitate programs for victims of domestic violence to
assist their recovery and ensure that they are able to lead a safe and healthy life; and to
facilitate the issue and enforcement of police safety notices and protection orders to stop
domestic violence; and to implement certain principles underlying the Convention on the
Elimination of All Forms of Discrimination against Women and the Convention on the
Rights of the Child; and to create offences in relation to domestic violence and provide for
increased sentences for persons convicted of such offences where certain aggravating
factors are present.
• Land and Titles Act 1970: Administered by the Ministry of Lands, Housing and Survey,
and relates to the management of land, including ‘customary lands’ in the Solomon
Islands. The Land and Titles Act 1970 states that stakeholder engagement is required as
part of the land acquisition process.
• National Development Strategy 2016-2035: Administered by the Ministry of
Development Planning and Aid Coordination. The National Development Strategy seeks to
improve the social and economic livelihoods of all Solomon Islanders. It outlines five
objectives, where objective one relates to “sustained and inclusive economic growth”,
which has medium term strategies such as “expand and upgrade weather resilient
infrastructure and utilities focused on access to productive resources and markets and to
essential services”. A policy/programme to achieve this is to “strengthen energy sector
planning and policy implementation through an integrated approach supported by
appropriate capacity and dissemination of energy related information through school
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curricula, community training and wider consultations on policy issues, legislation and
regulations”.
• National Gender Equality and Women’s Development (NGEWD) 2016-2020:
Administered by the Ministry of Women, Youth, Children and Family Affairs. The NGEWD
provides a framework for the implementation of the Solomon Island’s international and
regional commitments to gender equality, which are based on priorities expressed by the
women and men of the Solomon Islands. The series of priorities is identified in order to
progress gender equality in Solomon Islands and includes targets to improve health and
education, economic status of women, equal participation in decision-making and
leadership, as well as the elimination of violence against women and an increase in the
capacity for gender mainstreaming.
3.2 International Standards
This SECP has been developed in accordance with relevant international standards and GIIP,
particularly the WB Environmental and Social Framework (including Performance Standard 1:
Assessment and Management of Environmental and Social Risks and Impacts, 1 January 2012); the
ADB Safeguard Policy Statement, and the International Association for Impact Assessment (IAIA)
Guidelines on Social Impact Assessment.. As major funding partners for the Project, the
requirements set by the WB and ADB are of paramount importance.
3.2.1 The World Bank Environmental and Social Framework
World Bank Performance Standard 1: Assessment and Management of Environmental and Social
Risks and Impacts July 1, 2012 provides for the management of environmental and social
performance throughout the life of a project. The establishment of an effective Environmental and
Social Management System (ESMS) appropriate to the nature and scale of the project incorporates
eight requirements, including (8) the stakeholder engagement plan.
The Standards identify effective stakeholder engagement as the foundation for building strong,
constructive, and responsive relationships essential for the successful management of a project’s
environmental and social impacts. Stakeholder engagement is an ongoing process that may
involve stakeholder analysis and engagement planning, disclosure and dissemination of
information, consultation and participation, grievance mechanisms, and ongoing reporting to
affected communities. The nature, frequency, and level of effort involved in stakeholder
engagement may vary depending on the phase of the Project and nature of activities being
undertaken, and will be commensurate with the project’s risks and impacts.
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The Stakeholder Analysis and Engagement Planning process involves development and
implementation of a Stakeholder Engagement Plan tailored to the characteristics and scaled of the
project risks, impacts and development stage. Disclosure of relevant project information helps
affected communities and other stakeholders understand the risks, impacts and opportunities of
the project. A requirement is to undertake a process of consultation in a manner that provides the
affected communities with opportunities to express their views on project risks, impacts and
mitigation measures. For projects with potentially significantly adverse impacts on affected
communities and/or indigenous peoples such as this Project, an Informed Consultation and
Participation (ICP) process is required.
3.2.2 Asian Development Bank Safeguard Policy
The ADB’s Safeguard Policy Statement 2009 (SPS) sets out the ADB’s expectations with regards to
impact identification and management for new operations, including requirements relating to
stakeholder engagement. The SPS aims to promote sustainability of Project outcomes by
protecting the environment and people from a Project’s potential adverse impacts by avoiding or
minimize adverse impacts of Projects on the environment and affected people and helping Project
proponents to strengthen their capacity to manage environmental and social risks.
Each of the three safeguard requirements for environment, involuntary resettlement, and
indigenous Peoples contains objectives, scope and triggers, and policy principles. All three
safeguard requirements apply to the Project. Meaningful and ongoing engagement with
stakeholders from the Project inception to closure is a policy principle that applies to all three
safeguard requirements.
3.2.3 EDCF Safeguard Policy
The Export-Import Bank of Korea (Korea Exim Bank) has created a Safeguard Policy that seeks to
ensure environmental and social sustainability of Economic Development Cooperation Fund
(EDCF) funded Projects.
Under the EDCF Safeguard Policy, the borrower must hold meaningful consultations with the
stakeholders and Project relevant information shall be disclosed throughout the Project cycle. The
borrower must ensure relevant environmental and social information of the Project is made
publicly available to enable transparent decision-making. Consultation must be a free, prior,
informed, and gender-inclusive process and reflect the needs of disadvantaged and vulnerable
groups. The views of affected people and stakeholders collected through consultations shall be
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incorporated into all decision-making processes, including Project design, preparation of
mitigation measures, and allocation of development benefits and opportunities.
3.2.4 The International Association for Impact Assessment (IAIA)
Guidelines on Social Impact Assessment
The International Association for Impact Assessment (IAIA) Guidelines on Social Impact
Assessment, state that the following considerations need to be made when designing a
participatory approach to SIA/social safeguards, to meet international best practice standards:
• Was there a genuine attempt to identify and engage with a wide range of stakeholders, to
inform them about the proposal and its implications, and to invite their input?
• Is there evidence that the input of stakeholders was utilised in the ESIA and the planning
and development of a proposal?
• Were lists provided of the groups who were approached and took part in the ESIA?
• Were diverse engagement methods used to ensure inclusivity, and especially to ensure the
participation of women, vulnerable groups, and Indigenous peoples if present?
• Were participatory processes established early in the ESIA so that the input from these
processes could be used to influence the ESIA and the design of the proposal?
• Were adequate resources available to support the participation of all stakeholders?
• Was engagement continuous, with adequate reporting back and validation of information?
While designed to inform impact assessment processes, these questions are valid for continual
review and improvement purposes throughout Project delivery. As such, these questions have
been considered in the development and review of this SECP.
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4 Resources and Responsibilities
THL holds the ultimate responsibility and ownership for the implementation of this SECP for the
life of the Project, as described in Section 2 above. However, there are a number of parties which
also hold contractual and practical responsibilities within the Project, and effective stakeholder
engagement can only be achieved within a focused and coordinated teamwork. This section sets
out the expectations for all parties in implementing this SECP, and defines the responsibilities and
relationships which will be maintained to support engagement activities.
A diagram (Figure 4-1) helps to represent the key relationships and functions between major
parties involved in social safeguards implementation for the Project. Figure 4-2 goes into further
detail, depicting the formal social safeguards architecture and reporting hierarchy. This hierarchy
illustrates how counterparts in each organisation operating locally (PO, THL, HEC and OE) will
work together to effectively implement this SECP and other ESMPs focused around social
safeguards (including P6-GRM, P4-HRLMP, P5-IMP, P6-CHVMP and P9-WCC). The responsibilities
of the key parties (THL, HEC, and PO) are described in more detail in Sections 4.1 through 4.3
below.
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Figure 4-1 Conceptual framework for social safeguards implementation
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Figure 4-2 Architecture for social safeguards implementation
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4.1 THL
The THL Environmental and Social Team will lead implementation of the SECP, with ultimate
responsibility for compliance with ESMPs and Lenders’ requirements held by the THL Chief
Financial Officer (See Figure 4-2).
E&S Manager
THL’s E&S Manager will coordinate implementation of the SECP ‘on the ground’, and report up to
the THL CFO. The E&S Manager serves as the first and central point of contact on any E&S
safeguards-related issues across the entire Project. They are the primary person responsible for
completing all compliance reporting (such as monthly and quarterly safeguards reporting) and
participating in audits conducted by PO and external parties such as OE and Lenders’ Technical
Advisors.
Tasks specific to this SECP to be completed by the E&S Manager include:
• Coordinating any stakeholder engagement activities (including interactions with
government departments, develop information disclosure packages and consultation
materials, and training of staff) and seeking assistance from PO and HEC where needed.
• Responding to requests for information on project activities from the PO Communications
Team (and coordinating with other THL and HEC staff as required)
• Supporting PO in implementing the Japanese Social Development Fund (JSDF) project
during the construction phase. The involvement of the THL E&S Manager in this program
will help THL to develop and gain a social license in working with Project affected
communities. This support will develop into implementing/supporting the Community
Benefit Share Pilot program once the Project transitions into the Operational phase.
• Keeping a regular (multiple times per week) communication channel open with their
counterparts in PO and HEC
• Ensuring the Stakeholder Engagement Management Database is up-to-date
• Monitoring and reporting on the SECP, including updates, as required, to the stakeholder
identification, analysis and mapping of results.
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E&S Assistants
An E&S Assistant (Social) will be appointed as the central contact for any grievance-related issues,
and be responsible for administering the GRM Register (previously held by PO). All grievances
received for the Project, by any Party (and by any means of communication), shall be immediately
notified to this person, who will then facilitate the GRM process. Further details regarding this
process are contained in the GRM (P6). The E&S Assistant (Social) is supported by one other
assistant, who is responsible for liaising with their counterparts in PO and HEC regarding CBSP
and GRM issues (to add further capacity to the team) under the direction of the E&S Assistant
(Social) and THL Governance Lead. Additional support will be provided where necessary by further
resources such as the E&S Assistant (Health and Safety) and Finance Assistant.
Further tasks specific to this SECP to be completed by the E&S Assistant (Social) include:
• Providing a written record and verbal update of stakeholder feedback and grievances to
THL management team, the PO management team and HEC during weekly meetings
(the record could be in the form of a summary in meeting minutes).
• Regular interaction with CLOs and CLAs, including those from PO and HEC as required
• Assistance to PO with the coordination and operation of the ‘Pop up’ Project information
booths
• Communicating urgent issues and grievances to the PO and THL management in a timely
manner
Community Liaison Officer(s) (CLOs)
CLOs are full time employees of the Project (in this case, of THL) who provide a consistent contact
point for local community leaders and key contacts, to obtain and receive information about the
project, and for the coordination of stakeholder engagement activities in affected communities.
They are usually local people, based for the majority of the time in or near local communities
(rather than in Honiara). If based in Honiara, CLOs will visit different local community groups on a
regular basis (at least one or two groups per week) to maintain networks and relationships. CLOs
will also work with Community Liaison Assistants (CLAs); people living in communities who
provide assistance to implement engagement activities and serve as a contact point. CLAs receive
an allowance for time spent assisting with the Project but generally don’t work full time. Most of
the CLAs currently involved in the project have been engaged previously by PO.
THL will employ at least one paid Community Liaison Officer, to interact with their counterpart(s)
in PO and HEC, and coordinate stakeholder engagement activities. This person shall be a female,
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to enable THL to fulfill their obligations under the GAP (2017) and ADB requirements for gender
mainstreaming, to facilitate the empowerment and development of women in local communities.
Having at least one female CLO and/or female member of the E&S Team will allow THL also to
lead female-only community meetings and workshops where women and girls can have the
chance to have their voices heard in an open and unrestricted forum. Helen Kekea is currently
being trained to undertake the CLO role for THL, with assistance from Helen Dolaiano in PO.
4.1.1 Temporary ‘Governance Lead’ role
Since the mobilisation of THL and HEC staff to Honiara (from approximately November 2019
onwards), it has become apparent that several issues have emerged, including a high turnover of
local staff employed for the Project, and contrasting expectations around contractual
requirements, hours of work (including break times), seniority and reporting protocols, and
general staff wellbeing and empowerment. It is anticipated that over time these issues will resolve,
as the Korean workforce become used to the way of life in Honiara, and vice versa. However in
the meantime, the issues represent a significant risk to successful delivery of the Project, and are
therefore of concern to Lenders.
To facilitate a quicker transition to an integrated workforce as depicted in Figure 4.2
(encompassing the most positive aspects of both Solomon Islands and Korean workplace cultures,
and to ensure that social safeguards are thoroughly and effectively implemented without bias) the
Owner’s Engineer and Project Office have advised THL to engage a local, independent
professional within their organisation to assume the role of “Governance Lead - GRM and social
implementation”. They will report to the THL CFO but will be considered independent, or at an
equal level of responsibility. This person will have the following qualities and experience:
• A professional person, preferably with a background in a position of authority as an
experienced and well-respected public servant within SIG or relevant professions or NGOs
• Legal, financial, policy, or other implementation-related background
• Strong connections with local communities, ideally within Guadalcanal Province
• Strong integrity, and esteemed within local professional circles
• A solid understanding of the political, cultural and economic motivations and relationships
which exist in the local region, to provide necessary context to grievances received by the
Project
• Experience with social practice, such as facilitating community meetings, attendance at
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tribal council proceedings (and familiarity with protocols)
THL is currently canvassing to find a potential candidate for this role (October 2020). The role will
be filled by commencement of Lot 2 Access Road construction.
The Governance Lead will provide internal oversight over GRM processes and social safeguards
implementation within THL, including HR and labour practices and CBSP-related activities. They
will also have a responsibility to ensure that gender bias is minimised on all project interactions,
and uphold the commitments made by THL to implement the GAP. The Governance Lead will also
mentor the E&S Assistant (Social), supporting them in the facilitation of GRM processes and
delegation of grievances to PO and HEC. More details on this interaction are given in the GRM
(P6). The objective will be to help the E&S Assistant develop into their role and take on greater
responsibilities as the project moves towards the end of the construction phase. Eventually, if this
approach is successful, the Governance Lead will no longer be required, preferably before
construction of the main dam is complete.
4.1.2 Regular interactions between Parties
THL has a head office within the Alvaro 2 building at Mendana Avenue in Honiara, Solomon
Islands, which is located near the respective offices of HEC and Project Office. This close proximity
makes it convenient for representatives from all three organisations to meet regularly. A meeting
is held weekly between THL and HEC; this provides a regular forum for safeguards issues and
general progress/challenges associated with construction to be discussed. A separate meeting will
be held between THL and PO to discuss any ongoing SECP and GRM implementation issues each
fortnight, and unscheduled meetings can be held as necessary to address very urgent issues. The
following agenda items will be discussed at the weekly meetings between THL and HEC:
• Most recent communications and stakeholder engagement activities, including
observations, lessons learned and any further actions required
• Urgent grievance issues (Level 2 or 3 grievances, according to the GRM protocol outlined
in P6-GRM)
• CBSP updates and actions required (for example, relating to compensation payments;
recruitment activities for the whole project)
• Upcoming project activities which will involve or potentially impact (directly or indirectly)
PAPs
THL will lead the meetings, including confirmation of the venue and agenda in advance, and
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recording and timely distribution of meeting records (detailed minutes including confirmation of
agreed actions and persons responsible).
4.2 Project Office
The PO will provide support through effective communication and collaboration with its available
human resources and stakeholder engagement expertise to assist THL in implementing the SECP.
The E&S Safeguards Manager will be responsible for:
• Coordinating the PO activities to support THL in implementing the SECP
• Ensuring responsible officer/s enters stakeholder engagement/feedback and grievances
into the Stakeholder Engagement Management Database with respect to all Management
Plans and community benefit sharing activities, in coordination with the THL E&S Manager.
A Community Liaison Assistant (CLA) network and capacity building resources to help the PO
communicate and identify grievances from the community has been in operation since 2011. The
CLAs were nominated by communities throughout the Project area and employed by the PO. They
act as a bridge, liaising on behalf of the communities regarding issues to PO on behalf of SIG. PO
will continue to maintain these relationships during the construction phase of the Project, and
work with THL to ensure continued support of CLAs into the operations phase.
4.3 HEC
HEC’s involvement in the implementation of the SECP will be directed and supported by THL, with
occasional support from the PO as required (and in coordination with THL). This involvement will
be limited to the pre-construction, mobilisation and construction phases of the Project only.
Detailed responsibilities for specific roles within HEC are included below.
E&S Supervisor
HEC’s E&S Supervisor will be responsible for:
• Implementing all aspects of the Stakeholder Engagement Program (detailed in Section 6
of this SECP) that are allocated to HEC
• Development and implementation of all social safeguards-related training required for the
Project (including cultural awareness, worker’s behaviour, and gender sensitisation training
delivered to HEC employees and subcontractors; the Community Environmental and
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Safety Awareness Program, and any other training and education activities described in
this SECP)
• Collating any stakeholder feedback received by HEC employees and subcontractors, and
passing it to the THL E&S Supervisor in a timely manner
• Informing the THL E&S Assistant (Social) of any grievances received by HEC employees
and subcontractors, and assisting THL in keeping the details for each grievance up to date
in the GRM register.
• Responding to requests for information on project activities from the PO Communications
Team (and coordinating with other HEC and THL staff as required)
• Keeping a regular (multiple times per week) communication channel open with their
counterparts in PO and THL
• Undertaking compliance reporting (e.g. weekly and monthly compliance reports) on E&S
safeguards, including the maintenance to complete and accurate records demonstrating
effective implementation of ESMPs (including this SECP)
• Cooperating fully with audits undertaken by THL and other external parties (such as OE
and Lenders’ Technical Advisor) when required
All HEC employees
Stakeholders will need to be regularly and actively engaged from commencement of construction,
to ensure that their feedback on construction activities is received and acted upon in a timely
manner, and that stakeholders (and particularly PAPs) consider they have an active part in the
Project. THL will remain in charge of all engagement activities and implementation of the SECP,
and will assign responsibilities to HEC to undertake consultation and disclosure activities as
required, particularly regarding construction schedule updates, local job opportunities and
emerging issues related to their scope of work.
HEC workers are likely to have direct contact with PAPs and other stakeholders while working in
the Project area, and so are also most likely to receive feedback and grievances. All HEC workers
must report any such interactions to the HEC E&S Supervisor immediately (within two hours).
Accordingly, the HEC E&S Supervisor shall then inform the THL E&S Supervisor, who will record
the interactions in the Stakeholder Engagement Management Database (see Section 8).
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THL, PO and HEC will work closely to ensure that communications are consistent and that
information is provided on hiring opportunities and practices, local workforce training, worker
camps and codes of conducts, and upcoming construction activities in a timely manner to
maximise the opportunities for local communities to benefit from the construction activities.
HEC will also be responsible for the implementation of the Community Environmental and Safety
Awareness Program, with support from THL. PO will be kept informed about the planned
implementation of this Program in advance of any activities, and progress will reported during
weekly Project team meetings by the HEC E&S Supervisor..
5 Project Stakeholders
This section describes the results of the stakeholder mapping process.
5.1 Stakeholder Identification and Analysis
This SECP uses the definition of “stakeholder” defined within the IFC WB Performance Standard
and Environmental and Social Framework (2017), which includes:
“…individuals or groups who:
(c) are affected or likely to be affected by the project (project-affected parties); and
(d) may have an interest in the project (other interested parties).”
For both these groups, special consideration will be given to stakeholders that may be
disadvantaged or vulnerable.
Stakeholder identification for the Project was undertaken in the Stakeholder Engagement Plan
2012 and further defined through the ESIA processes since then, as described above (Section 2).
Stakeholder analysis and mapping will continue to be revised according to the ongoing receipt of
comments and input from local, national and international stakeholders directed to the Project.
5.1.1 Project-Affected Parties
According to the IFC WB guidelines, individuals or groups that are affected or likely to be affected
by the Project will be identified as ‘Project-affected parties’ (PAPs). The PAPs for the Project are
discussed in Table 5-1 below.
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Table 5-1 Project Stakeholders – Project-Affected Parties
Stakeholder Group Stakeholder
Directly Affected
Population
Communities located in the Direct Impact Area 3 and the Infrastructure Area
(including any borrow areas, set down areas, yards, workers’ camps, offices, plants
etc. (Core Area), and any communities located in the 50 meters wide access road and
transmission line corridor (Infrastructure Corridor) who may be affected by the
construction and operation of the proposed dam, storage reservoir, headrace tunnel,
and powerhouse..
No physical communities or residences were identified in this area or in the
Upstream Area above the reservoir but customary owners retain rights for
logging, fishing and hunting and recognize sites of spiritual significance.
Indigenous Groups claiming ownership of the Core Area. In 2015, the Commissioner
of Lands identified five tribes as the customary collective owners of the Core Area:
• Roha tribe (171 ha) – 161 registered members
• Buhu-Garo tribe (two lineages combined, (161.5ha) – 65 registered members
• Kochiabolo tribe (65.7 ha) – 109 registered members
• Uluna-Sutahuri tribe (two lineages combined, 29.9 ha) – 537 registered members
• Viurulingi tribe (14.0 ha) – 4 registered members
The people and communities in the Downstream Area who are likely to be affected
by changes in the river geomorphology, water quality, volume, or availability during
the construction or operation of the hydro scheme, downstream of the power station
site. Both customary landowning and non-customary/settler groups are considered in
this group.
Within this group, the Senge Community in the Bahomea District are the villages
located closest to the Direct Impact Area, and include the following customary
landowning communities:
• Choro, Koropa, and Senge Villages
Other customary landowning communities’ settlements in the Bahomea District
downstream area include:
• Habusi, Pachuki, Namopila, Komureo, Vatunadi, Tahaurasa, Tina, Valebebe 1 &
3 Refer to the Acronyms, Abbreviations and Definitions at the beginning of the SECP for definition of Direct Impact Area,
Downstream Area, Core Area, Infrastructure Area and Infrastructure Corridor.
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Stakeholder Group Stakeholder
2, Vuramali, Haimane, Valebariki, and Horohotu 2
In Ghaobata area (plains), the following customary landowning communities are
impacted:
• Popolo 1 & 2, Old Selwyn, Ngalimera, Selaghoghoro, Pokasou, Siroigha,
Kadavu, Ravu area, villages on Tenakaro Road, and riverside road to Tetere
between main road and the mouth of Ngalimbiu River
Non-customary/settler communities within the Downstream Area include:
• Horohotu 1, New Birao, Guadalcanal Plains Palm Oil Ltd (GPPOL) Village
Communities participating in the Community Benefit Share Pilot (CBSP) program
include all villages in Malango and Bahomea cultural areas (both in Malango Ward,
and including some communities along the Tina River that will be subject to impact
mitigation/livelihood restoration measures of the Project). There are 88 CBSP villages
in total.
The communities in the Infrastructure Area who are likely to be affected by
modifications to, and use of, the existing or new access roads, and transmission line
corridor and other construction activities but who are not located within the Direct
Impact Area include the following customary landowning communities in the
Bahomea District:
• Managikiki/Verakuji, Pachuki, Marava area, Vera-ande/Grassy
Non-customary/settler villages in the Infrastructure Area, in the Bahomea District
include:
• Verakabikabi, and Namanu area
Northern Infrastructure Corridor owned by a combination of private and public
owners:
• Commissioner of Lands (including joint owners such as Nathanial Boboli, Timothy
Urobo, Nesta Besta, Daniel Sekani, Selwyn Boboli, and Church of Melanesia Trust
Board)
• HEC’s Worker’s camp
People whose livelihoods could be affected by loss of access to the Core Land and
Lower Infrastructure Corridor for hunting, fishing and gathering, and agriculture
include:
• Antioch-Valesala village cluster, and Managikiki-Verakuji cluster
People located near the campsite.
Uluna-Sutahuri tribal group, the land owners of the Chupukama rain gauge site.
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Stakeholder Group Stakeholder
Widely Affected
Population
The people and communities who use or have ownership rights to land and
resources in the Project area and downstream, but do not necessarily reside in the
Tina-Ngalimbiu River valley. These were designated as belonging to the Wider Impact
Area (WIA).
This includes:
• The communities of Malango area and Belaha area, in the Malango District
Regional
Communities
People residing in proximate regions who are not included in the first two categories
(Directly and Widely Affected Population). These stakeholders may include, for
example, people who may experience the effects of incoming workers (e.g. increased
traffic congestion, increased cost of living), other non-workers coming into the region
to provide goods and services as a result of the project (e.g. hospitality business
operators, small retail business owners, market stall holders), and increased job and
business opportunities in the region due to the Project development.
This includes the people in other regions in Guadalcanal.
5.1.2 Other Interested Parties
Other individuals or groups that may have an interest in the Project defined by the IFC WB as
‘other interested parties’ and are outlined in Table 5-2 below.
Table 5-2 Project Stakeholders – Other Interested Parties
Stakeholder Group Stakeholder
National Government • Ministry of Mines, Energy and Rural Electrification
• Ministry of Infrastructure and Development
• Ministry of Finance and Treasury
• Ministry of Development Planning and Aid Coordination
• Office of the Prime Minister and Cabinet
• Attorney General’s Chambers
• Ministry of Environment, Climate Change, Disaster Management and
Meteorology
• Ministry of Education and Human Resources Development
• Ministry of Health and Medical Services
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Stakeholder Group Stakeholder
• Ministry of Forestry and Research
• Ministry of Lands, Housing and Survey
• Ministry of Police, National Security and Correctional Services
• Ministry of Women, Youth, Children and Family Affairs
• Ministry of Fisheries and Marine Resources
• Ministry of Commerce, Industry, Labor and Immigration
• Ministry of Culture and Tourism
• Ministry of Agriculture and Livestock Development
• Public Solicitors Office
• Solomon Islands National Museum
• Central Bank of Solomon Islands
Provincial Government • Guadalcanal Provincial Government
o Hon. Francis Sade – Premier
o Hon. Amziah Keith – Provincial member for Malango Ward
• Town and Country Planning Board – grants planning consent
• Business license issuing authority to developer and sub-contractors
• Women’s Development Desk
SIG Project Steering
Committee
The SIG Project Steering Committee will consist of key Government
Ministries.
Electricity Providers Solomon Power (trading name of Solomon Islands Electricity Authority) who
purchases and distributes power generated from the Project. Solomon Power
entered into the Power Purchasing Agreement (PPA) with THL and is
intended that through the PPA, Solomon Power will have contractual rights
to enforce THL’s obligations under the ESIA.
State Owned Enterprise Solomon Water (trading name of Solomon Islands Water Authority),
Solomon Islands Ports Authority, Solomon Islands Broadcasting Cooperation
Elected Politicians Peter Shanel Agovaka (Member of Parliament, Central Guadalcanal
Constituency)
Non-Governmental
Organisations (NGOs)
• Transparency Solomon Islands - (Ensuring Corruption free and potential
involvement in Benefit distribution and nature of agreements between
communities, landowners and investor)
• Solomon Islands Development Trust - (Community participation and
empowerment at rural level)
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Stakeholder Group Stakeholder
• The Nature Conservancy – (Ecosystem conservation management –
promotion of protected area and may involve in advocacy in terms of
environmental impacts)
• Live and Learn Environmental Education – (Environment & conservation,
and may involve in education and awareness on the potential
environmental impact on community livelihood, leaderships and on
gender inclusion)
• Solomon Islands Red Cross – (Protecting human life and dignity,
advocate on social and health issues, and may involve in training on
health issues & opportunities from the project)
• National Council of Women – (Women participation as equal partners for
development)
• World Wide Fund for Nature – (Biodiversity conservation)
• Guadalcanal Provincial Council of Women – (Supports women, girls and
boys affected by violence and discrimination)
• World Vision Solomon Islands - (Community based development for
overcoming poverty)
• Save the Children – (working on issues facing children such as sexual
abuse, exploitation, violence and child labor)
• Oxfam - (Emphasis on gender justice, capacity building advocacy and
community engagement)
• Plan International Australia –Solomon Islands – (Supports children from
early development to adolescence regardless of gender and age)
• Women’s Right Action Movement (WRAM) – (Action movement for
gender equality)
Development agencies • Japan International Cooperation Agency (JICA)
• Australian Government (Education, health and Gender Equality sectors)
• New Zealand Government
• European Union
• Korea International Cooperation Agency (KOICA), - (Solomon Islands
government’s developing partner)
Community Organisations • Church groups, e.g. women‘s fellowship groups, Men’s fellowship groups,
singing & music bands/groups, Sunday School groups and youth clubs
• Upper River Catchment Community
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Stakeholder Group Stakeholder
• Malango Council of Women
• Malango South Seas Evangelical Church (SSEC) Association
• Bahomea SSEC Church Association
• Bahomea Land Identification Committee – a voluntary group of
knowledgeable Bahomea elders.
• Bahomea House of Chiefs
• Malango House of Chiefs
• Roman Catholic church groups – youth groups, women groups etc
• Moro or Gaena’alu Movement group
• Seventh Day Adventist – women, youth and children groups, e.g.
Namanu
• Church of Melanesian (COM) – women, youth & children groups, e.g.
Ngalimera & Good Shepard churches & their respective women, men,
youth & children groups
• Sports groups – Soccer team groups, Futsal team groups, Netball women
team, Basketball men & women team groups, Rugby teams
•
Communities (including
those already identified as
being ‘directly affected’
above)
• Namopila community (Sutahuri, Kaokao, Uluna, Koennihao, Kochiabolo,
Sabaha tribes/clans)
• Antioch community (Kochiabolo, Lasi, Kaipalipali, Kaokao, Charana, Roha,
Koenihao, Sutahuri, Uluna tribes/clans)
• Verakuchi community (Koshiabolo, Charana, Kaipalipali, Roha, Sarahi
tribes/clans, Tina community (Sarahi, Riva, Chavuchau, Rausere,
Sudungana tribes/clans)
• Marava community (Charana, Kochiabolo, Kaipalipali, Sabaha tribes/clans)
• Katihana community (Chavuchavu, Uluna, Kaokao, Halisia, Rausere,
Chacha, Kochiabolo tribes/clans)
• Vuramali community (Kochiabolo, Koenihao, Charana, Uluna, Soroboilo,
Salasiva tribes/clans)
• Haimane community (Koenihao, Lango, Sutahuri, Uluna tribes/clans)
• Horohotu (Chavuchavu, Salasivo, Kaipalipali, Charana, Sarahi, Koenihao
tribes/clans)
• Settler communities (Guadalcanal Weather Coast clans)
Media • Solomon Islands media – Island Sun, Solomon Star, Sunday isles (printed)
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Stakeholder Group Stakeholder
and Solomon Islands Broadcasting Corporations (SIBC), Paoa FM (radio
broadcasting media), Telekom Television Ltd (TTV) – TTV One – Local
news/Parliament meetings (television broadcasting media), Project
Facebook page and Project Office web-page.
• International media - World Bank web-page & ADB web-page
Investors in Guadalcanal (in
close proximity)
• Gold Ridge Mining Ltd (GRML) – Close proximity to project, villagers
receive royalties from GRML or work for GRML.
• Guadalcanal Plains Palm Oil Ltd (GPPOL) – Close proximity to project and
villagers work for GPPOL.
Education Institutions • Rate School (Primary)
• Rate Community High School
• School run by Seventh Day Adventist Church, located in Namanu
• St Joseph‘s (boarding school located in Tenaru)
• Ngalimbiu Primary and High School in Nguvia, attended by downstream
communities such as Ravu, Popolo, the GPPOL workers village
• Gaobata Community High School located at GPPOL 1
• Valesala kindergarten
• Kindergartens located in Marava, Ngongoti and Valesala
• Vuramali Kindergarten
• Betivatu Community High School
• Ando Primary School
• Belaha Community High School
• Cosmos Kindergarten
• Azalea Kindergarten
• Areatakiki Primary School
• Chichinge Kindergarten
• Nazarene Apostalic Centre
• New kindergarten being constructed in Verakuji
Training institutions Don Bosco Academy (Tertiary) in Henderson and Honiara
Churches • South Sea Evangelical Church
• Roman Catholic
• Anglican / Church of Melanesia
• Seventh Day Adventist
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Stakeholder Group Stakeholder
• Assemblies of God
• Bible Way
• Baptist Church
• Church of the Living Word
• Christian Mission Fellowship
Health Institutions • Namanu health clinic
• Gorou health post at GPPOL
• Ngalibiu clinic
• Good Samaritian Mini-Hospital administered by Roman Catholic Church
• Clinics in Honiara - Mataniko clinic, Rove Clinic, Kukum Clinic
• The National Referral Hospital (NRH) in Honiara is the main hospital
Internal Stakeholders • Korea Water Resources Corporation
• Hyundai Engineering Co. Ltd
• Owner’s Engineer (Stantec New Zealand)
• Includes but not limited to: Community Liaison Officers, supervision
consultants, suppliers, Contractors, sub-contractors, petty contractors, etc.
Project Financiers and
Donor Partners
• International Development Association (IDA)
• Asian Development Bank (ADB)
• Australia-Pacific Islands Partnership Trust Fund (APIP) – with a contact
point through the Australian High Commission.
• Australian Infrastructure Financing Facility for the Pacific (AIFFP), within
the Australian Government Department of Foreign Affairs and Trade
(DFAT; funding the transmission line).
• Economic Development Cooperation Bank of Korea (EDCF)
• Green Climate Fund (GCF)
• Abu Dhabi Fund for Economic Development (ADFD)
• Australia – Pacific Islands Partnership (APIP)
5.1.3 Vulnerable Groups
Potential vulnerable groups were also identified during the stakeholder identification process.
IFC WB Guidance Note 7 (2012) states the following in relation to vulnerable groups:
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“…social groups with identities that are distinct from mainstream groups in national
societies, are often among the most marginalized and vulnerable segments of the
population. In many cases, their economic, social, and legal status limits their capacity to
defend their rights to, and interests in, lands and natural and cultural resources, and may
restrict their ability to participate in and benefit from development.”
Vulnerable groups are those PAPs (individuals or groups) who, because of their particular
circumstances (outlined in Table 5-3), may be disadvantaged or vulnerable. Identification of the
vulnerable groups helps the Project further identify individuals and sub-groups who may have
different concerns and priorities about Project impacts, mitigation mechanisms and benefits, and
who may require different, or separate, forms of engagement.
Table 5-2 provides a summary of the potentially vulnerable Project stakeholders.
Table 5-2 Project Stakeholders – Potentially Vulnerable Groups
Vulnerable Groups Details
Women Women in the Directly and Widely Affected Population make up approximately 47-
48% of the population. Some disadvantages experienced by women include:
• Poor access to healthcare
• Less education than men
• Less rights to decision-making than men
Their interest and roles in land issues are marginalised. Most vulnerable women are:
• Single women headed households
• Women in low income households
Children Children are often seen as not mature enough to contribute adequately to
discussions and are often not involved in decision making processes on issues that
affect their lives.
• Approximately 37 % of population in Malango Ward are children
Teenagers
Young people/teenagers with poor literacy skills and not easily employable as a
result. This, in turn, leads to early marriage and child bearing among girls, and
antisocial activities among boys.
• Teenage mothers and their infants are among the most vulnerable
• Approximately 31 % of the population in Malango Ward are youth (15-29).
Number of teenagers (15-19 years old) is unknown at this stage.
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Vulnerable Groups Details
People with Special
Needs (PSN)
Due to their state and difficulty in mobility, this group of people tend to be kept at
home. The PSNs are often seen as people who cannot participate fruitfully in
meetings. The Solomon Islands in general do not have adequate facilities to
accommodate this group of people in a manner that protects their decency. They are
disadvantaged in terms of getting access to information and participation on issues
that affect their lives.
Minority Religious
Groups
People who follow a less western influenced and more traditional way of life, such as
the followers of the “Gaena’alu Way” (also known as the Moro Movement). Families
living in Senge, Koropa and Choro, and some of those in the other Christian
communities downstream of the Tina River, support the Moro Movement and its
ideology.
Squatters ‘Squatters’ are people who often originate from other islands, and lack formal rights
to the land they occupy and to local resources. These people are primarily located in
the lower part of the catchment adjacent to the northern section of Black Post Road
and on abandoned or government land between Grassy Hill and Kukum Highway
Road. Squatters are vulnerable to attacks by landowners who accuse them of
consuming local resources.
Squatters are also seen as a threat to Project Landowners and community members
as most of them are seen as opportunists and most (if not all) have no traditional
connection to the Project area and the communities.
Settlers ‘Settler’ communities lack formal ownership of land and local resources despite their
occupancy being legitimate because they have made customary agreements with
landowner tribes. Their vulnerability is primarily due to limits of the land and
resources available to them for their livelihoods, as well as their lack of participation
in local tribal decision-making. Despite being Guadalcanal people, they remain
vulnerable to occasional attack by community members from villages in Bahomea.
These communities could be affected by the construction and use of the
Transmission Corridor(s).
5.1.4 Stakeholder Mapping
Stakeholder mapping was undertaken (as part of initial impact assessment investigations prior to
2019) to identify the level of engagement required for each group during the pre-construction
and construction phases based on their level of interest and level of potential impact. Depending
on the issues, including the outcomes of mitigation actions and management plans, the degree of
interest or influence of specific groups may change over the course of the Project and, therefore,
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their respective positions on the stakeholder map may change.
This information was used to represent the relative engagement needs of each identified group, in
terms of the level of effort and frequency of engagement activities required, and the priority for
engagement (depending on a variety of factors including (for example) vulnerability/level of
influence in the community; financial or political investment in the successful delivery of the
project; involvement in project governance (e.g. as an auditor or financial contributor); likelihood
of being directly affected by project activities, and general level of interest). These needs are
reflected in Figure 5-1 below. This ‘map’ will inform the prioritisation of engagement activities by
THL, with support from PO and HEC.
The stakeholder mapping process is ongoing; the list of stakeholder groups and assessment of
their needs requires regular reviews and updates as the construction phase progresses, and as the
project becomes operational. THL will update this matrix based on monitoring and evaluation
results as detailed in Section 9.
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Figure 5-1 Stakeholder Mapping
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5.1.5 Summary of Project Stakeholders’ Issues and Needs
Based on the records of the PO, discussions with PO staff and CLAs, observations, and explicit
comments from participants during the 2013 ESIA village community workshops and 2014
mitigation workshops, it appears that:
• Hydroelectric development is widely seen as the most preferred and least destructive
development opportunity for the Tina/Ngalimbiu River catchment (others being
ecotourism by Senge village, gold mining and logging of primary forest).
• There is broad support among local communities for the Project
• There is a high degree of trust of the PO and the information it has provided, and a sense
that local peoples’ concerns are being heard and dealt with.
A further baseline social survey was conducted in September 2020, led by the Project Office. The
survey results will be released separately to this SECP in a dedicated report, but will be used to
review current perceptions of the Project in the community and work to address any negative
outcomes, if any are identified.
During the ESIA consultation, community concerns about the Project were generally focussed on
the mitigation of potential impacts and the securing of benefits. Key concerns, opportunities and
needs found among stakeholders during the ESIA studies are provided in Table 5-3. THL is aware
that it has been a few years since the community engagement on the ESIA was conducted and
there may be a gap in the stakeholder views and perceptions. THL will confirm these issues, needs
and opportunities with the stakeholders during pre-construction engagement and address any
new issues that come to light.
The Project Construction Environmental and Social Management Framework (CESMP; P1) provides
a list of management plans which have been developed for the Project, and indicates which issues
will be addressed by mitigation measures outlined in specific plans.
Table 5-3 Key Stakeholder Concerns, Opportunities and Needs
Topic Details
Direct Physical
Effects
Direct physical effects on nearby people and households, such as: intrusive noise
and vibration, shock waves from blasting, dust and air emissions, soil and
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Topic Details
groundwater contamination, degraded water quality, and visual intrusion, all of
which have the potential to affect health, wellbeing and/or use of local amenities.
Physical impacts were identified as a major concern in the vicinity of the dam,
tunnel and power house construction (e.g., noise and vibration). This is particularly
the case for people living in the villages of Habusi, Managikiki, Namopila, Pachuki
and Senge.
Access to natural
resources
• Loss of access to the abundant clean fresh water provided by the Tina River
during construction and in the low flow river stretch after construction.
• Destruction and/or loss of: access to fishing areas on Tina River; food garden
areas; hunting areas; plant and related materials; and other important resources;
with negative impacts on wellbeing
Health, safety and
security
• Increased risk of disruptions to movement and accidents, given the increase in
Project related transport
• Threats to Indigenous land, natural resources, security, and local culture from
intrusion by outsiders
• Safety issues related to daytime powerhouse flow releases of 24 m3/s
• Potential for the failure of the hydropower storage dam and the devastation
and loss of life that would occur in the unlikely event that this happened
• Influx of people from outside the project area, for work and opportunities
Social cohesion Members of the Indigenous communities expressed anxiety about the potential for
social conflict between landowning groups and the Government over land and
resource ownership and access rights, royalties, compensation payments, and
access to development opportunities and benefits.
Potential conflicts between incoming groups and the locals over limited available
resources such as land, paid-job opportunities by Project and access rights.
Project benefits and
opportunities
• Opportunities for improved incomes through employment on Project
construction and operations, and in new ventures supplying the Project and
workforce
• Improved road mobility between villages in the Project area and between the
Project area and Honiara
• Opportunities for improved quality-of-life, through the provision of replacement
services and facilities
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Topic Details
• Opportunity for villages, churches, and houses to be electrified in the project
area
• Direct and indirect employment and training in the trades, plant and machinery
operation, administration, and security work, with priority for local people.
• The creation of the access roads and the upgrading of the existing Black Post-
Tina-Managikiki Road are seen by local people as a considerable benefit to the
community
• People in the wider project area believe that the Project may be a good and,
perhaps, easy, source of income. This is expected to come from access fees,
meeting fees, royalties from use of the river water and construction materials,
and rents for use of the land for infrastructure and Project sites.
Women’s Concerns • Women in the Project area are concerned about possible risks and threats to
their overall safety and wellbeing, as well as that of their children. Their primary
concerns include:
o Disaster caused by dam failure
o Sexual or other assault by outside workers or strangers involved in the
Project
o Road accidents
o Negative social influences coming from people that are unfamiliar with, or
are not sensitive to, local customs
o Family breakdowns due to potential increase of alcohol consumption, drug
use, promiscuity, and gambling associated with increased incomes of men
employed on the Project.
Stakeholder Needs • Lack of services and infrastructure, underdevelopment, isolation, and poverty in
Guadalcanal Indigenous rural communities despite their proximity to Honiara.
o Directly Affected population are communities located in the DIA, the
indigenous groups (5 tribes) claiming ownership of the Core Area,
communities living downstream area and those communities along the
infrastructure corridor who will be affected by project-related issues
(sexual/assaults, negative social influences, equal access to opportunities
and natural resources, reduced risks on safety, health and security), and to
have in place a clear emergency and safety procedures to mitigate
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Topic Details
disasters cause by the possibility of dam failure.
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6 Stakeholder Engagement Program
The engagement process has been split into three stages, described in Table 6-1 and in the
sections below. Annex D lists the planned stakeholder engagement strategies for all phases in a
matrix form.
Table 6-1 Engagement Stages
Stage Primary activity
Pre-construction Present the final ESIA and Environmental and Social Management Plans (CESMP),
provide stakeholders with updated information on the Project and construction
activities and road test Project mitigation measures.
Construction Regularly engage with stakeholders throughout the construction process and activities,
including key milestones, key changes in the Project design, and monitoring results
from the CESMP including unanticipated impacts, the effectiveness of mitigation
measures and to adapt programs accordingly.
Operation Day-to-day engagement with stakeholders to maintain good relationships and provide
updates on the Project progress. Check on and evaluate benefit sharing, training, social
and gender development programs and any ongoing issues around land ownership
and the distribution of project-related income or other benefits.
The approved Communications and Media Protocol (Annex A) will be implemented across all
engagement activities, throughout all stages of the Project. A summary of the key aspects of this
Protocol, and how they are integrated with this SECP is provided in Section 6.4 below.
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6.1 Pre-Construction Engagement
Stakeholder engagement during the pre-construction stage is underway. THL has a dedicated
team (the E&S Manager, Assistant, and Health & Safety Assistant) to give effect to the SECP. The
THL E&S team is supported by HEC’s E&S team to engage with the Project Affected Parties (PAPs)
on construction-related activities such as providing regular updates about the Project and
consult on specific HEC’s activities. HEC will also undertake awareness training on environmental
& safety measures, monitor community concerns and help to manage and monitor the GRM on
the ground. The Project Office has also been holding community meetings to consult on the ESIA
and inform stakeholders of events and progress since the signing of the Power Purchase
Agreement. The PO will continue to engage the PAPs on land related issues such as resettlement
and livelihood restoration (LALRP) and the Community Benefit Share Program (CBSP) as well as in
engaging with the media and government.
6.1.1 Objectives
Pre-construction engagement is designed to ramp up the engagement process as the Project
transitions from the ESIA to pre-construction and responsibility for engagement shifts from the
PO to THL and HEC. The aim is to:
• Provide stakeholders with updated information about the Project and progress towards
development
• Engage with government departments regarding construction permits and licenses and
provide regular Project progress and updates
• Disclose the final ESIA and CESMP to all interested stakeholders
• Conduct ongoing consultation related to land acquisition and resettlement
• Confirm the stakeholder concerns, needs and opportunities that were identified during the
ESIA and address any new issues that come to light
• Road test the Project mitigation measures and benefit enhancers such as Livelihood
Restoration Program and Community Share Program
• Provide an update on engagement activities that will occur during construction, including
the frequency in which activities will be undertaken, the key points of contact within the
Project team, how to log a grievance and the grievance resolution procedure (GRM).
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6.1.2 Strategy for Information Disclosure
A Project information campaign will be undertaken during this pre-construction stage. During
2018 there were fewer activities on which to provide updates to the stakeholders, and community
and landowner engagement focused on smaller group meetings in the PO. The Project
information campaign will target a wide range of stakeholders in the PAPs and Other Interested
Parties categories, and will follow the Communications and Media Protocol (attached as Annex A
to this SECP).
Project materials to be disseminated during this phase include, but are not limited to:
• Project brochures that consist of Project updates on construction activities and timelines,
engagement activities during construction, details about the Project Information Booth,
and points of contact for questions or queries.
• Information Booklets incorporate targeted CESMP measures that are relevant to
communities. The Information booklets will be used during awareness sessions.
• Project Frequently Asked Questions (FAQs) which are comprised of project key risks and
issues, and the project's plan to address them, as well as answers to key questions and
concerns raised during the ESIA consultation. The FAQs will be revised and updated
regularly to reflect Project development and key issues that have come to light. The FAQs
will be disseminated to all Project team members who interact with stakeholders to ensure
consistency in Project key messages.
• Grievance Redress Mechanism: Details on how to access the GRM will be provided. This
will include information on how the grievance management process will work, including
the timeframes for responses.
• An Issues and Response Summary will be included in the monthly and quarterly
reporting to the IFC WB and SIG. This will provide a summary of stakeholder engagement
activities undertaken including, a summary of the feedback received and a brief
explanation of how the feedback was considered or the reasons why it was not.
• Full versions of the Final ESIA, CESMP, and SECP publicly available.
The Project brochure and other information disclosure documents will be in plain English with
photos, infographics and illustrations as much as possible to make it easy for people to
understand. These documents will also be translated into Solomon Islands Pijin where
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practicable.
The nine Community Liaison Assistants will be the main disclosure channel in the 11 clusters of
villages of the PAPs. The E&S team of THL will work with PO in disseminating the Project
information through the existing CLA network.
Disclosure events (time and place) will be communicated to all stakeholders via a mixture of the
following means and methods as appropriate:
• CLAs located in local communities; community noticeboard updates and face-to-face
meetings
• A local radio talk/ interview suggesting where and when information is available
• Facebook page posts suggesting where and when information is available
• Press release on the Project website and to key media
• Local NGO network (NGO mailing list with relevant contact person at each NGO who are
contact-point to circulate information and organized NGO meetings)
• Advertisement in newspapers (e.g. Solomon Star) indicating where information is available.
THL’s E&S team and CLAs (engaged as require) through their conversations with local
stakeholders will further identify communication networks that the team can tap into for both
advertising disclosure events and distributing Project information materials.
‘Pop up’ Project information booths
‘Pop up’ Project information booths will be set up at agreed times at various villages, at different
times throughout the Project area throughout construction. The schedule for pop-up booths and
information to be conveyed through them will be coordinated in advance between PO and THL,
to ensure that messaging to relevant stakeholders is consistent. These booths will be set up at
agreed times in the local area throughout construction. These booths will be staffed by the THL
E&S team and CLAs (as required) and will act as an interface for Project communication and
engagement materials. The booths will welcome visitors from the local communities to obtain
Project information, ask questions, raise issues or log grievances. These booths will be set up.
The main purpose of the booths is to bring face to face information about the Project directly to
local residents, To make information easily accessible and readily available to community members.
Brochures, question forms, complaint forms and other materials listed above will be made
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available. The THL E&S Assistant will be tasked with collecting questions forms, complaint forms
and making sure stakeholder concerns and grievances are addressed promptly.
Project Website, Telephone contacts and Facebook Page
A website has been established by the PO to provide information about the Project and disclose
all Project related information to the wider public. The website is the only one for the project, will
be regularly updated with job opportunities for local workforce, and information about the
resettlement and livelihood restoration process. The website will also allow the public to submit
issues or grievances related to the Project development, with a facility for an\onymous
submissions. The facility to receive grievances (and information to explain the process to
stakeholders) will be developed once the GRM (P6) is approved by Lenders for the construction
phase
A Facebook Page had also been established by PO to reach the stakeholders who are active on
social media. The Facebook page has attracted 1,700 likes since establishment in 2015 and is
currently active with recent updates about the Project. PO also intends to establish linked social
media platforms such as Instagram and LinkedIn over time, in consultation with THL. The PO
media team consists of two staff responsible for updating the Project website and Facebook Page.
The PO and THL will make their office reception telephone numbers available as another contact
point for queries and questions regarding the Project. Both offices have full time receptionists
available to take phone calls, and direct them to the relevant project staff., PO’s responsibility for
the website, Facebook Page and answering phone calls will only be during pre-construction and
construction, and THL is expected to take those roles during the Project’s operational phase.
Gender Focal Point
A Gender Focal Point (GFP) in PO was established to implement and monitor the Gender Action
Plan by mainstreaming gender into the Project with a particular focus on ensuring that women
are not negatively impacted by the project and to promote equal opportunities for women and
men to participate in the project. Areas of focus for gender assessment and analysis include Land
Acquisition and Livelihoods Restoration (LALRP), ESMPS, CBSP, work opportunities, community
consultation, participation and decision-making and organisational capacity within the Project.
6.1.3 Strategy for Consultation and Communications
Main consultation activities at the pre-construction stage include:
• Providing stakeholders with updated information about the Project and progress towards
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development in accordance with the construction operation schedule. Progress will be
reported on weekly in the Project team meetings facilitated by THL (internally), and then
decisions will be made on how to disseminate this information in accordance with the
Communications and Media Protocol (described in Section 6.4) and relevant aspects of
this SECP.
• Explaining Project key risks and impacts and the mitigation, management and monitoring
plans and measures therein to manage them, and to get feedback and input to those
plans. This is primarily achieved through this SECP and other relevant ESMPs, and through
involvement of PO, THL and HEC in the review process during the plans’ development.
• Confirming stakeholder concerns and needs and addressing any new issues that come
to light
• Explaining the Project opportunities and benefits and plans to share and enhance them,
as the Project is starting to give effect to these plans such as Community Benefit Share
Pilot Project (CBSP) and Livelihood Restoration Program, and discuss how the communities
can best participate
• Engage with government departments regarding construction permits and licenses and
provide regular Project progress and updates, getting feedback on the implementation of
mitigation and management options
• Conducting ongoing consultation related to land acquisition, compensation, re-
establishment and livelihood restoration – An engagement process that runs parallel with
the SECP where findings will feed into the SECP and vice versa (see Land Acquisition and
Livelihood Restoration Plan May 2017 for details of stakeholder engagement for land
acquisition and reestablishment). It is noted that the Project will not offer per diem
allowances for participation in meetings relating to the project; this has been an
expectation for some stakeholders involves in similar processes in the past. PO will work
closely with THL to manage these expectations and make the project’s intentions clear
through ongoing awareness activities and meetings with directly affected groups.
• Obtaining stakeholder feedback on the initial implementation of the Project mitigation
measures and benefit enhancers and their effectiveness
• Providing an update on engagement activities that will occur during construction,
including the frequency in which activities will be undertaken, and the key points of
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contact within the Project team.
• Training, employment and procurement opportunities, including the building of positive
messaging and promotion of the Project to the public.
Consultation activities during this period will be undertaken following the methods identified in
Table 6-2. Please also refer to Table 6-3, which sets out how communications and media-related
activities will be supported across the project.
THL with support from PO will hold small group meetings to explain printed disclosure materials
for people who are not literate or have problems in reading or understanding. To ensure women
are equally participating in the consultations, the E&S Team will hold separate sessions for women
and girls. The E&S Team and CLAs (if required) will pay personal visits to individuals and groups
identified under the heading of vulnerable groups. See Strategies for Vulnerable Groups below.
The CLAs will be updated on general Project information, engagement skills and techniques,
various specialist topics centered around Project risks and impacts, management plans and benefit
enhancement programs.
Table 6-2 Consultation Methods
Consultation
Methods
Targeted Stakeholders Party responsible for
leading/coordinating
each activity
Village
meeting
Directly and Widely Affected Population. THL
Open Days • Directly and Widely Affected Population to catch people who
miss out on the village meetings and to form focus group
discussions (below)
• School Open Days to target children / youth, coordinated with
local schools and SIG (e.g. Ministry of Education & Human
Resources Development (MEHRD))
THL
Focus group
discussions
Women and girls groups, youth groups, minority religious groups,
squatters, settlers.
THL (coordinating with
PO Gender Focal Point)
PO Gender
Focal Point
Directly Affected women and girls groups, single female headed
households, men and boys groups, squatters and settlers,
churches, and other interested stakeholders
PO Gender Focal Point
Household
visit
Single female headed households, people with disabilities, elderly
who have mobility issue, teenage mothers.
CLOs and Gender Focal
Point
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Consultation
Methods
Targeted Stakeholders Party responsible for
leading/coordinating
each activity
Face-to-face
meeting/
workshop
National and provincial government departments and offices,
politicians, NGOs, health and educational institutions, businesses,
churches, and other interested stakeholders.
THL
Radio One radio interview where interested parties who can call in to ask
questions and raise issues/ concerns.
PO
Media
update
Regular Project updates with the media and to provide an
opportunity for the media to ask questions and provide
comments.
PO
Tina River
Hydro
Project
page (PO)
All stakeholders can visit to get Project updates and ask questions,
and raise issues/ concerns.
PO
Project
information
hotline
All stakeholders can call to request information, and raise
issues/concerns through the information hotline in PO in
accordance with the Grievance Redress Mechanism (GRM).
PO
Project
address
All stakeholders can email to request information, and raise
issues/concerns.
PO
‘Pop up’
Project
information
booths
These ‘pop up’ information booths will be used by stakeholders to
get Project updates and ask questions, and raise issues/ concerns.
THL
Another important stakeholder engagement activity during this stage will be the early roll out of
the environmental and safety awareness program to prepare the community for the start of the
construction phase with a focus on:
• Road safety (e.g. Traffic Management Plan)
• Emergency preparedness and response (E.g. Spill Prevention and Emergency Response
Plan)
• Safe drinking water strategies for downstream communities during Project construction
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(E.g. Water Supply Replacement Plan)
The program will target the PAPs, particularly the Directly Affected Population and Vulnerable
Groups. The awareness will be raised through talks and demonstrations, screening videos of
construction activities, and information and illustration pamphlets.
The program will be implemented by HEC in consultation with THL.
Annex D further describes stakeholder topics, frequency, roles and responsibilities for
implementing the engagement activities during this phase.
6.1.4 Strategy for Vulnerable Groups
Vulnerable groups consist of people who may not be able to access Project information and
articulate their concerns and priorities about Project impacts owing to certain barriers that
disadvantage them. People influenced by these barriers are not expected to or do not feel that
they can have a ‘voice’ in public, and often are more affected by proposed developments.
Vulnerable groups have been identified for the Project and are summarised in Table 5-2.
Taking these barriers into account, the following measures will be used to remove obstacles to
participation for vulnerable groups:
• Gender Focal Point (GFP) will provide support and assist in sharing information, discuss
issues and concerns that women and girls may have related to the Project development.
The PO GFP will lead implementation of the GAP for the overall Project, but THL and HEC
collaborate regularly with PO GFP during their monthly consultative program.
• Implementation of the Gender Action Plan will be integrated through all engagement
activities undertaken across the Project and in the implementation of wider ESMPs. Both
THL and HEC will allocate a female resource (either as a CLO, or as a member of the
respective E&S teams) so that there is capability to run female-only engagement activities
and provide a forum for women and girls to actively participate and have their voices
heard in a safe and inclusive environment. THL and HEC will participate in the Tina River
GAP Steering Committee (currently being led by PO).
• Similarly focus groups for the youth, especially with teenage mothers, will be led by the
THL support by PO in each village. The Beneficiary program provided by PO includes a
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youth facilitators training program and the trainings will be organized as required. The
Project Facebook page is designed to target the youth and encourage them to participate
in Project development.
• Individual household visits to people with disabilities, the elderly who have mobility
issues, and other vulnerable people that are unable to attend community meetings to
ensure they are provided with the Project information and have opportunities to raise
their questions and concerns freely without intimidation, discomfort or ridicule.
• School Open Days to disseminate Project information and consult with school children
and teachers about potential impacts and benefits. Information disclosure through school
teachers and students is also an effective way to reach the broader community, especially
women, as teachers are important influencers in the community and children often bring
information collected from school to share with their families. These events will be
developed in close coordination with local schools and MEHRD (and other SIG
departments as required).
• While reaching out to different groups, particularly vulnerable groups such as women,
elderly and disabled, THL will communicate and closely work with PO and CLAs to make
sure time and locations of consultation are appropriate to their needs. For example,
single mothers tend to work long hours trying to provide for their children and
participating in meetings and any decision making becomes a last priority for them.
Church services on Sundays (or Saturdays for Seventh Day Adventist Church participants)
is the only time that these group of women can come out to be part of the
congregation.
• For other disclosure channels, a Comment Box will be provided in each disclosure
location together with copies of a Feedback Form for stakeholders to provide input.
Stakeholders can also make comments and suggestions via the Tina Hydro Project
Facebook page, Project email, and information hotline. This feedback will be collated by
the THL E&S Manager and the PO Communications Team and recorded in the Stakeholder
Engagement Management Database.
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6.1.5 Stakeholder Feedback and Reporting Back
All engagement activities, stakeholder comments and feedback will be recorded by the PO, THL or
HEC as appropriate in the Stakeholder Engagement Management Database managed by THL.
THL’s Environmental and Social team will analyse engagement data to identify stakeholder key
issues, trends, suggestions and aspirations. This information will be shared with HEC to
incorporate into the various construction plans. The FAQs will be revised and updated regularly by
THL with the support from PO to reflect changes to the Project and identify key issues that have
come to light as a result of information disclosure and consultation activities. While THL is
responsible for FAQs regarding operations and constructions, PO will be responsible for FAQs
related to benefits and land.
A Stakeholder Issues and Response Summary will be included in the monthly and quarterly
reporting to PO, Lenders and the SIG by the THL E&S Manager, as the administrator of the
Stakeholder Engagement Management Database. It will provide a summary of stakeholder
engagement activities undertaken during pre-construction, a summary of the feedback received
and a brief explanation of how the feedback was taken into account or the reasons why it was not.
The summary will also provide an analysis of lessons learned and proposed actions for
improvement, and/or adaptation of the Stakeholder Engagement Program.
6.2 Construction Engagement
Engagement during construction will focus on land clearing activities, any displacement of
livelihood activities, construction of the Project facilities and work sites and opportunities in work
and procurement, along with ensuring that clear and consistent information is disseminated to
stakeholders (including PAPs and other interested parties as outlined in Section 5.1), including
updates on progress and achievement of major project milestones. The main objectives of the
engagement process during the construction phase will be to:
• Develop and maintain a positive reputation for the Project and its outcomes within the
local community, regionally and nationally
• Provide regular updates to stakeholders on construction activities, including progress
against major construction milestones, activities and mitigation measures that may cause
disruptions (e.g. road disruption, impacts on the river water quality, noisy activities, etc.),
changes to construction schedule, and changes in designs
• Continue to engage with government departments regarding construction permits and
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licenses and provide regular construction progress and updates
• Continue to foster the development of vulnerable groups within the community,
including increasing opportunities for women and young people to develop new skills and
actively participate in community decision-making (and in project engagement activities).
Financial management and budgeting training will be offered to tribal cooperative
members, workers employed by the project and their spouses, and to women in the
Project area.
• Actively involve women in important negotiations to ensure transparency and safeguard
women’s interests. It will be mandated that women are given training and included as
equal decision-makers in any key community bodies/structures that are established during
the Project; the approaches applied to achieve this will be modelled on tribes which have
existing, successful arrangements to foster the representation of women on tribal
communities. During engagement activities in the initial construction phase (2021),
facilitators of engagement activities (such as CLOs, and the THL E&S Manager) will actively
seek to identify examples from local tribes, where women have been actively and
successfully involved as active participants.
• Avoid large meetings which make it difficult for women and young people to participate,
(because they are likely to not feel comfortable speaking up and/or contradicting more
powerful or senior relatives/neighbours). Use small, regular meetings in each community
or small combined groups where communities are encouraged to work together.
• Continue with community environment awareness program with a focus on community
health, safety and security. Focus on providing information to allay concerns around the
safe operation of the dam when it is constructed.
• Provide members of the THL and HEC E&S Teams (especially CLOs) with gender
sensitisation training to build awareness of gender-based discrimination in the project and
build gender mainstreaming and awareness into Project operations, particularly to foster
active participation of women and other vulnerable groups in engagement activities.
• Identify new issues, concerns or needs of the Project affected communities related to
construction and address them promptly
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• Provide resolution of community complaints in accordance with the GRM (refer to
Section 6)
• Assess the effectiveness of environmental and social mitigation measures by participatory
monitoring, and social monitoring in communities and direct feedback, particularly
related to compensation, resettlement and benefit sharing. In particular, engagement will
be utilised as part of the Social Impacts Monitoring Plan.
• Provide information on environmental and social impact mitigation measures and
monitoring results (where relevant).
• Identify opportunities for the Project to make a sustainable contribution to local
communities and the region.
Once the Project construction begins, PO, THL and HEC will coordinate engagement with PAPs
and other stakeholders on construction-related activities. THL will have oversight and lead the
engagement activities, but will need to work with the PO and HEC to leverage existing
relationships and coordinate engagement with Project-affected parties. When HEC is requested to
coordinate and/or participate in engagement activities, this will be led by the HEC E&S Supervisor,
who will coordinate HEC CLOs to become involved as needed. Table 6-2 above (Section 6.1.3)
demonstrates how responsibilities for different engagement activities will be divided across the
Project, and the collaborative approach that will be taken.
Grievances or concerns received from stakeholders and the general public will be recorded by
respective parties (THL, PO, HEC) on the Grievance Register, which is the central repository for all
grievances received by the Project. Further detail regarding the Grievance Redress Mechanism is
given in Section 7 below, and in the GRM document itself (P6). The Register will be maintained by
the THL E&S Assistant (Social) with oversight initially provided by a Governance Lead until
sufficient capability has been developed within THL to ensure effective implementation of the
GRM, as described in Section 4.1.1 of this SECP. Feedback to the communities will be
disseminated through either the PO CLO - Grievances (see Figure 4-2) for any LALRP-related or
wider context (outside Project) grievances, or through either THL or HEC CLOs depending on the
nature of construction-related grievances. Depending on the nature of the issues. THL, PO and
HEC will work closely to ensure that communications are consistent and that information is
provided on project benefits, hiring opportunities and practices, local workforce training, worker
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camps and codes of conducts, and upcoming construction activities. Further detail on the
grievance redress process and interactions within the Project team is outlined in the GRM (P6).
Consultation methods will follow those outlined in Table 6-2 above. Annex D further describes
stakeholder topics, frequency, roles and responsibilities for implementing the engagement
activities during this phase.
The activities outlined above are indicative of engagement activities and methods that will be
undertaken for the Project construction phase. The engagement activities and overall process will
be tested during the pre-construction phase to see if they meet the needs of stakeholders and
modifications will be made based on these review processes, particularly to ensure all groups are
able to engage in the process.
6.2.1 Disclosure and Consultation Materials
In addition to the Project Brochure and updated FAQs developed in the pre-construction phase
(which are already available on the Project website), the Project will investigate use of films and
videos of construction for different components of hydropower projects for the PAPs and other
interested stakeholders. Videos of relevant progressive rehabilitation programs, resettlement and
livelihood restoration programs and community health and safety training programs will also be
sourced whenever possible for community screen time. All such activities will be undertaken in
close consultation between PO, THL and HEC, and in accordance with the Communications and
Media Protocol (Annex A).
Previous engagement (such as that detailed in Annex C) identified that affected communities had
concerns regarding the operation and safety of the hydropower dam, especially as there have
been previous, significant safety concerns in the province (such as the Gold Ridge Mine tailings
dam, which is understood to be structurally unsound). There were also gender-based differences
in the perception of potential adverse impacts and risks as a result of the Hydro Project (with
women indicating greater concern than men). As such, it is important to ensure that all members
of the community – and especially women, who may not be as vocal or as likely to be educated
and literate – understand more about how the dam will be operated, and safety maintained.
6.2.2 Incorporating Stakeholder Feedback and Report Back
Stakeholder feedback will be documented, collated, and analysed in the Stakeholder Engagement
Management Database, primarily by the THL E&S Manager. Stakeholder comments and
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suggestions will be filtered and relayed to relevant HEC and THL teams to incorporate into the
various plans and functions via weekly meetings, internal memorandums and/or email
communications via official Project email accounts (so that these communications can be tracked
for auditing purposes).
THL will report back to the stakeholders about how their feedback has influenced the Project
outcomes during construction via an Updated Issues and Response Report which will be provided
annually and at the end of the construction phase This report will be made available to PO, HEC
and OE for review prior to finalisation and release.
6.3 Engagement during Operational Phase
Consultation and disclosure during the operation phase will focus on day-to-day operation of the
Project, including progressive rehabilitation through to Project closure. Engagement will be
entirely led by THL during this phase.
The main objectives of the engagement during Operation are to:
• Provide updates on the progress of the rehabilitation works and operational activities
• Maintain constructive relationships with the communities adjacent to the Project
facilities and continue to manage mitigation, enhancement and management activities,
social development and benefit sharing for (the Directly Impacted Population)
• Maintain constructive relationships with the government stakeholders and other
interested parties
• Maintain awareness of environmental and safety practices in the local communities,
especially emergency preparedness and response. This will also include the delivery of
training on the safe and productive use of electricity to women and men in project
affected communities (including management of household energy budgets).
• Manage concerns, complaints and suggestions from stakeholders and in particular PAPs
• Monitor community attitudes towards the Project and THL/ PO/ HEC.
The main activities for consultation anticipated during operation are described in Error! Refere
nce source not found..
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These activities are indicative of engagement activities and methods that will be undertaken for
the Project operation phase. The SECP will be updated prior to operation to provide more
details on how these engagement activities will be carried out, and how the stakeholder
comments and feedback will be incorporated and reported back.
6.3.1 Incorporating Stakeholder Feedback and Reporting Back
Stakeholder feedback will be documented, collated, and analysed via the same means as
described for the construction phase (Section 6.2.2 above). Prior to the start of the operational
phase, and before the Project is handed to THL by PO, a comprehensive review of the
effectiveness and appropriateness of the Stakeholder Engagement Management Database and
implementation measures described in the SECP and GRM will be undertaken and documented.
Following completion of the review, any adaptive changes (from lessons learned) will then be
implemented by THL during the early operational phase.
6.4 Communications and Media Protocol
A Communications and Media Protocol for the Project was developed by the PO; a copy of the
Protocol is attached to this SECP in Annex A. The key personnel within PO, THL and HEC who will
be responsible for leading and implementing any activities relating to this Protocol are identified
in Figure 4-2, Section 4.
The Protocol outlines the responsibilities allocated to all Parties involved in the Project, and the
requirements for all external communications and interactions with media. These requirements will
be adhered to by all Parties throughout the entire Project life cycle to ensure that Project
communications and messages are timely, consistent, appropriate, professional and accurate. The
Protocol has been designed to protect the interests of the Project and all partners and
employees, and to ensure that information disseminated to the affected parries, other
stakeholders and the public is transparent and correct, and does not cause misunderstandings or
confusion.
The Protocol sets out requirements for developing the following content:
• Communication materials created by any parties other than PO (such as THL and HEC)
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• Web content posted on the Project website (www.tina-hydro.com)
• Co-branded Project information, construction notifications and technical materials,
including formal Project communications to PAPs and other key stakeholders
• Media releases, and social media content posted on the Project social media platforms.
These platforms will be administered by PO, and THL and HEC will assist in providing
inputs to social media content on request from PO
• Responding to media following any incidents or adverse events related to the Project, and
public complaints (in accordance with the GRM P6).
• Planning and execution of media and public events.
The Protocol provides guidance for arranging and attending stakeholder meetings. This includes
the requirement to keep a ‘central meeting register’ which is incorporated into the Stakeholder
Engagement Management Database described in Section 8 of this SECP.
The Protocol also sets out requirements for all employees and partners involved in the Project
when using social media, and controlling Project-related information. These requirements will be
strictly enforced, and have also been integrated into ESMPs as relevant (for example, the
requirements for Project employees in maintaining confidentiality regarding Project information,
and use of personal social media accounts to discuss the Project, are outlined in the Worker’s
Code of Conduct (P9)).
6.4.1 Communications activities lead by PO
The PO has an overarching role on the Project as a conduit between the Solomon Islands
Government, Lenders, and other partners including THL and HEC, as illustrated in Figure 4-1, in
Section 4 of this SECP. Due to the history of PO”s involvement in the inception of the Project,
and the strong relationships held with local communities and key stakeholders, PO has historically
taken the lead in developing a Communications Plan for the Project as a whole.
THL will be ultimately responsible for maintaining and giving direction to the overall
Communications Plan, and request assistance and inputs from other Project partners (including
the PO, during construction) as required. It is anticipated that as capacity is built within THL, and
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their relationships with external stakeholders are strengthened, THL will take a stronger lead,
particularly after the first year of construction.
The various responsibilities currently allocated to PO (but which will ultimately become THL’s
responsibility) under the Communications Plan for the Project (as of pre-construction phase,
August 2020) are outlined below. This Plan is updated annually and approved by the World Bank
in consultation with PO. THL and HEC will be required to provide input to these activities on
occasion; in which case, their inputs will be requested by the PO Communications Team. The Plan
will be continually reviewed and updated according to project needs, particularly as construction
progresses. The PO Communications Manager is responsible for ensuring that these changes are
proactively discussed and confirmed with Project partners in advance. All upcoming
communications activities will be discussed as a regular agenda item in the weekly Project update
meetings between PO, THL and HEC.
Table 6-3 Summary of activities featured in the Project Communications
Plan (led by PO)
Activity Party
leading
delivery
Inputs and interactions from other
Parties
Administer Project website, including regular
updates on project progress; communicating
key objectives, and providing content around
Project phases and key activities.
PO THL will be the first point of contact for
any requests for content.
HEC may be required to provide
information to develop content; if
necessary, this will be arranged through a
request to THL in the first instance, and
THL will liaise with HEC.
Clarify funding arrangements and roles of all
stakeholders. Communicate the financing model
used by donor partners for the Project,
including the approaches applied via the
Community Benefit Share Program model.
Develop content for public distribution via
website and media.
PO with
support
from WB
Develop a series of ‘Frequently Asked Questions’
fact sheets to provide answers to FAQs about
the Project for local communities. A series of
general fact sheets about different aspects of
PO
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Activity Party
leading
delivery
Inputs and interactions from other
Parties
the Project (such as road construction; workers’
camp; gender actions) will also be developed.
Media planning, with a 12 month horizon. This
includes planning proactive media releases and
other activities to avoid gaps in communication
(as per the Communications and Media
Protocol).
PO
Regular communications activities including
monthly media releases, weekly column in the
Solomon Star and Island Sun print media, and
social media posts
PO
Develop a video communications package
about the Project and its benefits to local
communities, and for climate change
adaptation.
PO, with
support and
direction
from WB
Develop the Project ‘brand’ logo, infographics,
branding materials, signage, uniforms, and other
brand related materials as required. Undertake
brand refresh as needed during construction
phase.
PO THL and HEC must liaise with PO to seek
permission for use of any branded
materials. PO will in turn consult with THL
in advance regarding any developments
for the Project brand.
In the Operations phase, THL will lead this
activity.
Promotional events, such as ground breaking
ceremonies and celebrations of milestones.
PO THL and HEC will be consulted and asked
for input into the design, planning and
execution of any Project-related events.
In the later stages of Construction (as
negotiated with PO) and during the
Operations phase, THL will lead this
activity.
Local and international media and key
stakeholders’ site visits
PO In direct and advance coordination with
THL and HEC
Create monthly videos from drone footage to
show construction progress; for release to
media and on social media platforms
PO HEC will provide source footage on
request by PO, and all Parties will be given
advance notice of any posts/media
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Activity Party
leading
delivery
Inputs and interactions from other
Parties
releases.
Announcements regarding secured funding for
different Project packages, as the Project
progresses (e.g. funding from Australian
Department of Foreign Affairs and Trade, for the
transmission line)
PO, and
funding
partner
All Project partners are consulted with in
advance and may be required to provide
inputs or comment on draft
communications materials.
Fortnightly radio segments on SIBC, providing
updates on the Project, positive outcomes,
donor partnership arrangements, and lessons
learned.
PO All Project partners are given advance
copy of topics to be covered in each
fortnightly broadcast.
THL and HEC may be requested to
provide information about Project
progress and other issues, to inform the
content.
Collateral production (develop some free
items/branded merchandise to give away in the
community, create positive interest in the
Project)
PO Liaise with THL and HEC to ensure they
are aware of what is available, and
where/when it is being distributed in
advance.
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7 Grievance Redress Mechanism
A GRM that will be used to identify, track, and manage grievances raised by external Project
stakeholders has been developed for the Project. The procedures for receiving and responding to
grievances as part of the GRM, along with analysis of the expected benefits of having an
established GRM for the Project, are detailed in a separate document within the Environmental
and Social Management Framework (GRM; P6). A summary of the overall approach is included
here for convenience.
The purpose and scope of the GRM is to:
• outline the process that will be used to identify, track, respond to, and close out
grievances relating to HEC’s activities raised by external Project stakeholders
• address requirements of applicable laws, regulations and standards, and HEC policies
• meet the conditions outlined in the IA and PPA.
The specific objectives of the GRM are to:
• address grievances promptly and effectively, in a transparent manner resulting in
outcomes that are seen as fair, effective and lasting
• provide a grievance management process that is culturally appropriate and readily
accessible to all Project affected parties
• build trust as an integral component of the Project community relations activities
• enable a systematic identification of emerging issues facilitating correcting actions and
pre-emptive engagement.
The grievance procedure, roles and responsibilities for managing grievances and other details are
outlined in P6 – Grievance Redress Mechanism. This is a stand-alone document and is linked to
a number of other plans in the CESMP. It also incorporates the procedures used to deal with
complaints related to land acquisition, resettlement and livelihood restoration (i.e. in relation to
the Land Acquisition and Livelihood Restoration Plan 2017). The outline of the GRM process is
presented in Figure 7-1.
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Figure 7-1 GRM process for the Project
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8 Stakeholder Engagement Management Database
Implementation of this SECP will be supported by a Stakeholder Engagement Management
Database (a template indicating the minimum database components/layout is included in Annex
E). To ensure the security of personal data collected by the Project, it is highlighted that
information in the Stakeholder Engagement Management Database will not be provided outside
of the THL, PO and HEC and auditors (such as OE, and Lenders’ technical Advisor).
The system is a MS Excel spreadsheet-based tool that can be used to track the responses of
stakeholders to project activities and any grievances raised, and report on them. The system will
help track the following information:
• The stakeholder – i.e. an organisation or individual
• A contact person’s name and position or title
• Contact details (address, telephone, email, website)
• Stakeholder group/s represented by the stakeholder
• Stakeholder analysis results including potential impacts by the Project, level of stakeholder
importance, influence, key interests etc.
• Details of engagement activities – i.e. date, location, attendees
• Issues suggestions and grievances raised How the Project has responded including
corrective actions, responsibilities, final decisions, communication on proposed resolution
and agreements, due dates, closed dates.
The outputs from the stakeholder identification, analysis and mapping process (Section 5) will be
captured in the stakeholder database as well as the outputs from the engagement activities
described above. This database will help to ensure that issues and concerns are captured and can
be fed into decision-making process and that commitments are tracked over time ensuring that
they are met. Annex E contains a template for the database layout/content.
8.1 Use, storage and protection of data
The Project has a responsibility to ensure that any data and personal information collected from
or about individuals is stored and used in a secure manner (aligned with Good International
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Industry Practice) that protects the individual’s right to privacy, and does not leave information
open to unauthorised access. The Solomon Islands Constitution 1978 requires respect for the
rights and freedoms of others and for the public interest, including protection for the privacy of [a
person’s] home and other property (Articles 3 and 9). At this time, there is no other legislation
regulating data protection and privacy rights in the Solomon Islands. If a suitable standard
becomes available in the course of the Project (including any new policy issued by any of the
Lenders, such as the World Bank or ADB), this will be reviewed and adopted as appropriate.
In the meantime, the following commitments are made in handling information collected during
the course of engagement activities:
• All information will be considered to be confidential unless informed otherwise by the
individual concerned.
• Project information will be stored securely on a online ‘cloud’ platform, with access
restricted to Project management staff, and personnel with oversight roles and contractual
responsibilities (such as the OE Environmental and Social Safeguards Lead) so that they
can perform compliance checks and audits efficiently and maintain regular oversight of
engagement activities. All those with access will be assigned unique accounts and
passwords, the details of which must not be shared at any time with any other individual.
• Offline copies of the Stakeholder Engagement Management Database will not be
generated, printed or shared at any time.
• At no time shall any of the information contained in the Database, or any other
information pertaining to engagement activities, be shared publicly or with third parties
which are not contractual partners in the Project, without obtaining prior written
permission from any individuals affected.
• Reporting of performance (in reports which are likely to become public, such as the
Quarterly Safeguards Report produced by THL for PO and Lenders) shall be anonymised –
all names and contact details, and any other identifying information, are to be removed
from reported data. Results should be reported in aggregate (i.e. not referring to any
individual grievances or complainants).
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9 Monitoring and Reporting
To ensure that the desired outcomes are being achieved, the SECP will be monitored by PO and
THL throughout the Project lifecycle.
9.1 Monitoring of Stakeholder Engagement Activities
There are two methods through which the stakeholder engagement process will be monitored:
1. Review of engagement activities in the field:
• During engagement with stakeholders, the THL E&S Assistant (Social) will assess meetings
using a feedback evaluation form or by asking questions of participants. Participants’
confidentiality will be ensured. All monitoring information collected will be disaggregated
by gender, age and location, wherever possible.
• At the end of each stakeholder engagement phase the team will review the Engagement
Database and debrief with the Project team to assess whether the required outcomes of
the stakeholder engagement process are being achieved, and to provide the opportunity
to amend the process where necessary.
2. Systematic, formal evaluation, which will occur on a bi-annual basis or in special
circumstances when the Project has potential to face a high social risk.
9.2 Evaluation of Stakeholder Engagement Activities
Performance will be reviewed by the THL E&S Manager quarterly, to determine the effectiveness
of the SECP, including the methods being used and the accuracy of the mapping results. Formal
audits will be undertaken every six months by the OE, in consultation with PO, THL and HEC.
A formal evaluation will be done annually by a suitably qualified and experienced professional
engaged by THL (with a professional background in social impact assessment and community
engagement, and preferably with extensive knowledge of the local communities potentially
affected by this Project). In the first year of construction, this will be performed by the THL
Governance Lead. This evaluation will use the performance indicators set out in Table 9-1 to
determine the extent to which the objectives of the SECP have been met. Information from the
Stakeholder Engagement Management Database and formal/informal feedback from stakeholders
will be used to assess the performance indicators. The evaluation results will be used to update
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the SECP, and will be reported internally as well as to key external stakeholders, as requested.
The reporting period for the first annual review (first year of construction) will start after Lenders’
approval for this SECP (to commence construction) is confirmed.
A Social Impacts Monitoring Program (SIMP, M4) is being developed by PO. It is anticipated that
the SIMP will be available by Q3 2020, at which point it will be reviewed and any monitoring
actions integrated into this SECP (and other ESMPs as relevant) by THL.
Table 9-1 Engagement Performance Indicators1
Objectives Performance Indicators
Appropriate Project information
is disclosed in a timely,
understandable, accessible and
appropriate manner and format
• Number of materials disseminated, which are aligned with the
objective
Women experience increased
sense of agency and confidence
that the project is taking their
concerns seriously.
• % of people who feel that their priorities are reflected in the
spending decisions for project revenues. Stakeholders
interviewed will provide a score of between 1 and 10 to
represent their perception of engagement with the project with
0 = completely disagree and 10 = completely agree; sex
disaggregated).
1 Where possible these indicators are consistent with indicators established in the GAP 2017.
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Objectives Performance Indicators
Maintain broad community
support and enable
stakeholders’ views to be
considered in environmental
and social performance.
• Number and type of engagement opportunities provided
• Topics of engagement activities
• Attendance rates, disaggregated by gender, age and
community (i.e. home village) or organisation
• Numbers of grievances related to lack of opportunity to
participate in Project development
• Number and type of issues raised through engagement
activities
• Numbers of issues that are satisfactorily resolved/not
resolved/closed out
• Community attitudes and perceptions; trust in the project
increases. % of women and men who agree that they feel fully
informed about the project components , and understand their
impacts. Measured before and after community trainings on
the project; participants will allocate a score between 1 to 10,
with 0 = completely disagree and 10 = completely agree; sex
disaggregated. Issues and Response Reports – stakeholder
feedback and how it has been incorporated into Project
decisions and actions.
The first engagement activities undertaken in the initial stages of
construction will serve as a baseline indicating common
perspectives, level of understanding/awareness and trust in the
community. Each subsequent engagement activity will begin to
form a series, which can be compared against the initial
observations.
• Social media insights (number of followers; number of shares
and likes on posts by the Project; number of article/post views)
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Objectives Performance Indicators
Informed participation by
Vulnerable Groups
• Number and type of engagement opportunities provided to
Vulnerable Groups
• Attendance rates:
o Proportion of overall participants in engagement
activities who are female increases over time
o Numbers of women attending female-only events
(meetings, conferences, workshops etc)
o Numbers of project area households with women who
participate in pre-employment or business opportunity
training (e.g. for food sales, sewing, administration);
monitor throughout project implementation.
o Numbers of youth taking part in youth activities
o Numbers of people with special needs who are visited
and engaged with
o Numbers of squatters or settlers taking part in
activities, including targeted activities
• Number and type of issues raised by vulnerable groups that
are satisfactorily resolved
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Objectives Performance Indicators
Training delivered to Project
workers is effective, and
inclusive
• Number of project staff and stakeholders trained on gender
sensitisation, analysis and monitoring/evaluation (sex
disaggregated; list of topics covered; identify outcomes from
the training that will benefit women).
• Gender sensitization training has been delivered at least three
times per calendar year.
• Number of male and female participants in training events (at
least 30% of participants will be female).
• Number of participants (% of which females) who are able to
successfully carry out the range of skills taught by the Financial
Management/Budgeting training program (assessed by training
providers; before and after program delivery) AND
• Estimated average income before the project (sex
disaggregated), and following project construction
Gender mainstreaming efforts
are adjusted as required in real
time to ensure continued
appropriateness and
effectiveness, and ability to
reach all audiences whether
literate or not, or with
disabilities.
• Identify successful and unsuccessful approaches applied as part
of gender mainstreaming initiatives.
• Analyse unsuccessful approaches and use the lessons learned
to guide future interventions.
• % of women and men who agree that they feel able to
participate in decision making at household and community
level. Respondents provide a score on a scale of 1 to 10 (with 0
= completely disagree and 10 = completely agree; sex
disaggregated).. Measure in communities before and after
delivery of gender sensitisation training to THL and HEC staff.
Positive working relationships
are built and maintained over
time
• Number and type of grievances lodged by all stakeholders (sex
disaggregated)
• Number of satisfactorily closed out grievances
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Objectives Performance Indicators
Engagement continues to be
transparent, inclusive and
appropriate throughout the
Project lifecycle
• Information regarding potential Project impacts (and associated
mitigation measures/management approaches) is openly
disclosed to stakeholders, including follow-up regarding
compliance and non-compliance. Responses to this information
are captured in the Stakeholder Engagement Management
Database.
• Adherence to the schedule of stakeholder engagement
activities
• Number of ongoing (prolonged) grievances
• Number of affected people attending meetings over time (sex-
disaggregated; at least 30% of attendees at engagement
activities must be female)
• Awareness of project materials is reflected in communities.
• Number of reports of consultations, awareness programs,
meetings and discussions
• Number of times communities are visited by a female CLO
(must be at least once per month)
9.3 Reporting Back
Closing the loop in community engagement is vital in building trust and respect with stakeholders.
Letting affected people and interested parties know what has happened with the feedback
provided during consultation, the importance of their contribution to the Project, and what the
next step will be, is not only a good practice, but also a common courtesy. Stakeholders will be
given opportunities to understand how their feedback is used to make decisions relating to the
Project, and the limits to which they can influence those decisions. It is important to manage
community expectations, and also ensure that communities understand the contractual, legal and
good practice frameworks in which the Project operates.
Reporting back also has other benefits such as: double checking information, testing the
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stakeholder’s reaction to the proposed mitigation measures, and obtaining further feedback to
refine the measures before implementation, getting buy-in from key stakeholders for
implementation plans and benefit enhancers.
Reporting back to the stakeholders will be done through:
• Frequently updated FAQs to address new concerns that have come to light through
stakeholder feedback during pre-construction, construction and operations. The updated
FAQs is one of the key disclosure materials for the Project throughout the Project lifecycle.
• Issues and Response Summaries (“You Ask We Answer”) to be disclosed in the monthly
and quarterly report to the IFC WB and SIG. The report will provide summary stakeholder
engagement activities undertaken to date, including a description of the stakeholders
consulted, a summary of the feedback received during ESIA consultation and a brief
explanation of how the feedback has been considered in the Project designs and
decisions or the reasons why it was not.
• Construction Issues and Response Report to be updated and disclosed annually and at
the end of construction phase which incorporate any new issues that have come to light
and concerns and queries raised by the Project stakeholders, especially the PAPs during
construction, and how the feedback has been considered in the Construction designs and
decisions.
• Similarly, an Operational Issues and Response Report to be updated and disclosed
annually.
The results of interim reviews conducted quarterly by the THL E&S Manager (described in
Sections 6.2.2 and 6.3.1) will also be made available to all stakeholders.
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ANNEX A – TRHDP Communications and Media Protocol
(2020)
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ANNEX B – Identified social risks and impacts associated with the Project
Table B1 Summary of Identified social, cultural, politicial and economic risks and impacts for the Project
Phase/Sub-activity Risk Potential Impacts
Mobilisation
Workers arriving from
South Korea and other
countries (namely India,
Australia, Pacific)
Require temporary accommodation in
Honiara (existing commercial
lodgings).
• Pressure on local accommodation providers to meet demand
• Increase in accommodation prices due to high demand
• If sufficient temporary lodgings are not available or are prohibitively expensive, foreign
workers may experience hardship (e.g. poor shelter/amenities; overcrowding; lack of
appropriate hygiene facilities; struggle to buy food and supplies)
Initial cultural adjustment (e.g.
conflicting work and personal
behaviours, standards of dress, roles
and treatment of vulnerable groups)
• Foreign management staff may not understand local practices, and impose standards and
expectations on local workers which may contrast significantly with what local workers are
used to.
• This could lead to significant conflict in workplaces, employee dissatisfaction, and
reputational damage to the Project.
• Difficult to find and retain high quality staff to work on the project, in an already limited
labour market
Setting up THL and HEC
offices in Honiara
(physical premises –
installing furniture,
THL and HEC are unfamiliar
organisations in Guadalcanal
Province – branding and staff not
• Public mistrust of both companies, until reputation is established
• Initial reluctance of local skilled and unskilled workers to apply for employment on the
project, because employment practices/company culture is unknown
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Phase/Sub-activity Risk Potential Impacts
signage, establishing
organisational structure)
recognised • Increased number of grievances, due to ‘fear of unknown’ and misunderstandings, because
relationships are not established
Establishment of
temporary workers’
camp adjacent to Black
Post Road (outside of
Direct Impact Area)
Local entrepreneurs will see the camp
as a business opportunity and set up
(potentially illegal) premises to service
workers and increased visitation in the
area
• Increased use of drugs and alcohol, including betel nut (e.g. available at road side stalls)
• Increased violence and driving under the influence of alcohol and drugs (fuelled by
substance abuse and gambling)
• Increased violence towards women, and incidence of prostitution/trafficking of young
females
• Competition between local stall holders and small business operators, where this competition
did not previously exist
• Migration of small enterprises from outskirts of Honiara out to the project area (resulting in
deflation of Honiara economy)
• Increased traffic (both vehicles and pedestrians) particularly along Kukum Highway and Black
Post Road; this could lead to increased vehicle incidents/injury or fatalities
Need for greater police and/or private
security presence
• Visibility of local police and private security personnel may incite fear and/or retaliation or
provocation by local groups
•
Theft of high value items from the
camp premises (e.g. televisions,
cabling/metals, furniture)
• Police resources required to investigate thefts
• Increased cost for site security
• Workers may feel unsafe working or staying at the camp
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Phase/Sub-activity Risk Potential Impacts
Increased number of squatters
migrating to the area and attempting
establish themselves within Project
area
• Attempts to squat in the camp site prior to its occupation by HEC workers
• Disagreements and physical altercations between squatters and local community, project
workers and security personnel.
Importation of initial
supplies and equipment
in anticipation of Access
Road construction (e.g.
modular plant; cranes;
trucks; excavators; other
heavy equipment; tools;
fuel and chemical
supplies; explosives;
workers’ camp modules)
If equipment/supplies are imported
early (prior to ESMP approvals and
establishment of essential
services/staff), they could end up
sitting in Port or laydown areas for
extended periods
• Theft of valuable equipment and supplies
• Increased cost to HEC, to replace stolen goods
• Increased presence of Police and/or private security personnel, which could make local
residents feel unsafe or threatened, or provoke confrontations with agitators (e.g. squatters,
people under the influence of drugs/alcohol)
• Stationary equipment/shipping containers left for long periods could give impression that
project has stalled/has already been delayed (reduces public confidence)
Establishment of
storage/laydown area
for imported materials
and equipment (to
move them from
Honiara Port, closer to
project site)
• Early vegetation clearance before
baseline surveys are completed,
and before ESMPs are complete
and approved by Lenders
• Adverse effect on water quality in Tina River (increased suspended sediment, change in water
colour and taste)
• May make water from the river unpalatable to local communities / increase risk of illness
from drinking water
• Visible destruction of vegetation and changes in water quality will solicit grievances from
affected communities, potentially before an approved GRM is established
Pre-construction
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Phase/Sub-activity Risk Potential Impacts
Initial UXO survey Accidental discovery and detonation
of UXOs
• Serious injury or fatality to surveyors and HEC workers, or members of local communities
near the survey site
• Noise of blast will be heard by nearby villages; causes fear for safety
Survey crews will be visible to public;
Local communities may be worried
about the risk of explosion (and
associated injury) and general safety,
or may be curious about the work and
come to look at survey while in
progress (increasing the risk of injury
if a UXO detonates)
• Negative media coverage of the survey work and the Project in general
• Damage to project reputation
• Serious injury or fatality to members of local community
• Increased number of grievances lodged with PO, particularly if communities have not been
appropriately informed of the survey activity.
Baseline surveys and
investigations including:
• For flora and fauna,
including
walkthrough of
Access Road route
• For drinking water
sources and
Technical specialists and their assistant
staff will be walking through the
project area at an early stage, before
any other surveys are complete,
including the UXO survey (and usual
safety precautions such as signs,
barriers, safe access and
communication services are
established).
• Injury or fatality as a result of an accident (slipping or tripping on obstacles, falling from
height/down a steep slope, accidental discovery and detonation of UXO)
• Negative reaction from local communities and/or media if they have not been informed in
advance of the work
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Phase/Sub-activity Risk Potential Impacts
hydrology (to
inform the
development of a
Water Supply
Replacement Plan)
• For overall water
quality in Tina River
catchment
• Geotechnical
surveys (e.g.
stability,
topsoil/soil) to
inform initial
designs for Access
Road and dam
Remote working; survey staff may be
approached by members of local
community, squatters etc.
• Project workers are refused access within Project area land
• People could refuse permission for photos/measurements to be taken (and this could delay
progress of preparation for construction)
• Confrontation leading to verbal/physical or sexual harassment or violence.
• Wrong or inconsistent/incomplete information is passed on to public, leading to
misunderstandings and damage to project reputation.
Initiate Project
communications / public
engagement to raise
awareness of the project
and build relationships
with key stakeholder
groups
Initial mistrust of Project
organisations/staff
• Difficult to undertake effective engagement (people reluctant to participate, or do not
participate actively)
Confusion and/or inconsistencies in
external messaging regarding planned
project activities and arrangements
(e.g. CBSP arrangements,
• Disagreements and opposition to the project, based on false/incomplete/inconsistent
information
• Undermining of different groups depending on the quality of information they have received
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Phase/Sub-activity Risk Potential Impacts
compensation payments, areas to be
impacted by construction. This could
also be compounded by the tendency
for some community leaders to
attempt to conserve power/.authority
(sometimes by disseminating mixed
messages/misinformation).
Project team could have an
incomplete or poor understanding of
local customs, expectations and needs
because SECP is not yet
developed/project staff are not well
informed. This is especially a risk for
foreign workers/management within
THL and HEC.
• Project staff could cause offence to stakeholders, and this will inhibit the development of a
trusting and productive relationship
• Locally sourced project staff may feel disempowered/not able to make their own decisions
and step up to take on designated responsibilities, due to a disconnect between the
expectation of non-local management staff and that of local employees. Local people
employed on the project may feel they don’t have ownership of their work/the project;
creates a negative impression of the project within the team, and externally to stakeholders.
• Stakeholders, particularly vulnerable groups (such as women and young people) are not
engaged appropriately, or in ways which best facilitate their active participation, due to bias
or lack of awareness of Project staff.
• Vulnerable groups may not be given adequate opportunity to express their opinion/insights
regarding project activities during engagement.
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Phase/Sub-activity Risk Potential Impacts
PO have a well-established role in
implementing stakeholder
engagement prior to mobilisation of
THL and HEC teams. PO tend to take
the lead during initial stages (pre-
construction and early construction).
• THL and HEC will not be able to immediately assume their contracted responsibilities,
because a period of transition needs to occur.
• Potential breakdown in communication especially between THL, HEC and stakeholder
contacts if left to interact directly without any PO involvement, because the relationship
‘forming’ stage has not been allowed to happen. There may be mistrust and reluctance to
approach THL and HEC as first contact (by stakeholders).
• THL and HEC will not develop capability/capacity to effectively implement the SECP and
GRM (and other social management plans and strategies, including GAP) if PO continues to
take the lead for majority of activities and not create a space for their involvement – there
will not be a demand for THL and HEC to get involved.
Access Road Siting, Design, Construction
Access Road design &
siting
Adequate consideration of potential
impacts (and required mitigation) in
design
• Construction noise, vibration, dust, fumes etc from road construction activities, e.g.
excavation, road use result in busy traffic, danger to children, pedestrians and local traffic
etc.
• Human encroachment into upper watershed e.g. sprouting of settlements as workers settled
near construction site.
• Damage caused by road construction-activities to water supply sources or loss of clean
drinking water supply used by the villages (e.g. Marava, Vera’ande, Verakabikabi,
Valesala/Antioch, Verakuji and Mangakiki) adjacent to the access road Lot 1
• Negative impact of outside workers (social and behavioural problems associated with outside
workers – disrespect for culture, locals and for women, cultural inappropriateness of female
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Phase/Sub-activity Risk Potential Impacts
workers’ clothing (shorts/trousers), etc
• Lifestyle change/influence from construction-related outsiders and others
• Damage or disturbance to homes, facilities and gardens adjacent to road from road
construction
• Social and cultural problems from outside workers, including safety of women, children,
increased drugs and alcohol usage in community, increase social problems among local
families arising from increased availability of cash from project-related employment
• Conflicts over compensation and access to project benefits, including construction jobs.
• Construction of the new access road (near Rate School) Lot 1 may damage the catchment
area for the Verakabikabi water supply
Initial clearance of
vegetation and
contouring of road
alignment
Clearance of vegetation from
environmentally and culturally
sensitive areas, and across the project
area in general.
• Undocumented losses of habitat and individuals of species of interest (if baseline surveys are
not adequate, and clearance is not accurately monitored)
• Reduction in aesthetic values and local character for local communities and visitors to the
region (e.g. dense jungle vegetation; river vistas fragmented by cleared areas)
• Loss of medicinal and cultural plants in project areas, e.g. forest containing medicinal and
cultural plants are cleared for access roads 2-1, 2-2, 2-3 and 3-1, 3-2.
Major earthworks along
road alignment;
development of cuttings
Development of steep slopes open to
the elements (wind, rain)
• Degradation of water quality in Tina River and its tributaries
• River water becomes unpalatable/unsafe to drink for affected communities
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Phase/Sub-activity Risk Potential Impacts
Gravel extraction (at existing or new
sources)
• Noise creates nuisance/disturbs nearby residents and wildlife
• Increased dust, resulting in poor air quality and potential health effects for workers
(respiratory problems, exacerbated asthma etc)
• Depletion of gravel resource
• Gravel resource for future use and downstream use is diminished/exhausted (unsustainable
volumes extracted)
• Gravel resources are typically ‘owned’ by local tribes and/or cooperatives with a legal right to
the resource. Resource is extracted with payment of a fee, and if a permit is obtained from
SIG. Negotiations with owners of the resource must be legal, fair and equitable.
• Disputes over resources could result in restricted access within the project area, retaliation in
the form of political action/protest/violence/threats to Project staff and/or other community
groups, and diminished access to resources to finish the project.
Blasting to extract and crush
aggregate and create road
cuttings/diversions – explosions and
excessive noise/vibration
• Noise creates nuisance/disturbs nearby residents and wildlife
• Increased dust, resulting in poor air quality and potential health effects for workers
(respiratory problems, exacerbated asthma etc)
Preparation of road
surface
Laying of aggregate and hard
surfaces; use of chemicals/additives in
concrete
• Damage to new surface due to early access by local road users (if site is to properly
secured); potential need to rework
• Poor quality of road surface could lead to development of pot holes – and subsequent
increase in road accidents/damage to vehicles, pedestrians tripping and falling.
Main dam construction
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Phase/Sub-activity Risk Potential Impacts
Establishment of dam
footprint/foundations
for dam wall,
powerstation and
related infrastructure
Drilling and blasting – extreme noise
and vibration; use of explosives
• Serious injury or fatality to workers during use of explosives (e.g. unintended or early
detonation; too close to the explosion site); damage to project reputation
• Damage to workers’ hearing, and that of any sensitive receptors (local villages etc close to
work site)
• Noise creates nuisance/disturbs nearby residents and wildlife
• Increased dust, resulting in poor air quality and potential health effects for workers
(respiratory problems, exacerbated asthma etc)
Accidental Release of Sewage and
Other Wastewater
• Diminished water quality
• Loss of clean and portable water due to river pollution via accidental release of sewage and
other wastewater.
• Increased risk/exacerbation of water-borne disease (e.g. typhoid, cholera, malaria) in the
community
Construction requires the employment
of a large number of skilled and
unskilled workers
• Uninvited job seekers from outside the region
• Increased employment for local inhabitants
• Effects on local customs and way of life due to interactions between local – and non-local
workforce and local communities
• Illness and injury of workers could place a strain on local health services (which are already
limited)
• Threats to project affected parties’ (PAPs) and vulnerable groups’ health, safety and
wellbeing due to HEC’s construction and THL’s operation activities
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Phase/Sub-activity Risk Potential Impacts
Disruption to the local economy • Disruption to Senge Village foot track due to heavy access road traffic
• Loss of natural ecosystem values which attract visitors to the area
• Migration of small enterprises from Honiara and outskirts out to the project area
Damage to, or Loss of, Core Area
Resources
• Damage to and/or reduced access to natural capital due to construction related site
disturbance
Adverse effects on cultural heritage
due to encroachment of project
activities (including impacts to values
which had not been identified as part
of ESIA, due to cultural
sensitivities/restrictions on sharing of
sacred knowledge)
• Disturbance of tambu sites during construction (accidental, or due to negligence)
• Diminished value of existing and undisturbed sites due to disturbance in the surrounding
area (e.g. increased visitation by foreigners/awareness of sacred sites)
Decision-making processes during the
Project, and involvement of affected
populations
• Concern that local communities will be left out of Project management decisions that may
affect them
• Lack of empowerment, especially of vulnerable groups, leading to conflict or further
marginalisation
• Economic, social and cultural disadvantage within affected communities, arising from
inequalities in decision-making (e.g. if women are not given adequate opportunities to be
actively involved and hear, they may lost power/ability to be involved in community
decisions that affect them)
Dam Failure and Emergency Flow • Concern of local communities of risks posed by potential dam failure and emergency
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Phase/Sub-activity Risk Potential Impacts
Releases releases; lack of trust/confidence in the project
• Catastrophic destruction of downstream villages, infrastructure and natural resources due to
dam failure
• Loss of life and property
• Reduced access to upper catchment (and inundated downstream areas)
Daytime Peaking Flow Releases • Operational flow release effects on community safety under daylight peaking and non-
peaking
• Potential for drowning or serious injury to workers and the public
Diminished River Flows • Diminished sediment recruitment from upper watershed
• Reduced supply of riverbed construction aggregates (only noticeable in long term)
• Effects on ability of small scale timer harvesters to mill, transport and recover timber when
river flows are curtailed
Involvement of many stakeholders, all
with different social, political, cultural,
and economic motivations. Risk of
conflict/strained relationships.
• Potential for relations to be strained between community, BOOT Contractor and PO
• Inability to make decisions due to conflict between affected parties
• Delays to project delivery
• Poor management of risk (e.g. gaps in communication, reduced awareness of developing
issues)
• Political retaliation
• Potential for escalating conflict (leading to large protests, removal of access to project land,
and/or criminal and violent acts)
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Phase/Sub-activity Risk Potential Impacts
Reservoir Preparation, Filling and Operation
N/A Disruption to river flows (formation of
reservoir)
• Interruption of water supply to downstream communities
• Inundation of critical habitat areas and/or productive land
• Water quality compromised for water users leading to detrimental health effects (e.g. water-
borne gastrointestinal illness)
Hydro Facility Operation
Controlled variable flows Reduced flows between dam and
power station
• May lead to frequent periods of spill between the dam and tailrace.
• Routines and safety of water users because sudden increase in water level can endanger
water users if they are caught in the river bed. Maintaining the minimum flow downstream
of powerhouse as recommended to preserve aquatic habitat would also reduce the
magnitude of
Powerhouse operation Maintenance of minimum flows • Fluctuations in flow downstream of powerhouse; increased risk to river users (e.g. for
drowning, inability to perform usual activities).
• Increased likelihood of fish stranding
• Interference with downstream water uses (e.g. fishing/food collection, sanitary use, transport,
swimming).
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ANNEX C – 2009-2011 Stakeholder Engagement Activities
Liaison and Community Consultation Undertaken to Date
25 March 2011
Approach
During Phase 1 of the Feasibility Study, community consultation has been primarily focused on the population of the Tina River catchment. The principal reason for this approach was that until the Phase 1
report identified a preferred, technically viable option and that had been adopted, there was insufficient information to be able to provide a basis for meaningful consultation.
The programme therefore focused initially on working with the directly affected communities, particularly
the landowners, to ensure that they were prepared for engagement with the Project once the Feasibility Study was sufficiently advanced.
Establishment of the Tina River Hydro Land Council
In 2009, 27 tribes were identified as having land or interests within the area that might be impacted by
the then identified options for development in the Tina River catchment. Community meetings were held to explain the proposed Project and to seek election of representatives of these land owning groups
on a Landowner Council.
In March 2010, this Council entered into an Access Consent Agreement with the Solomon Islands
Government to allow access to the land owned by the 27 tribes for the purposes of conducting a Feasibility Study, the Tina River Hydro Land Council (TRHLC, the ‘Council’).
The start of the community consultation process involved a workshop over two days in June 2010 with the TRHLC. The workshop explained in detail what the Feasibility Study was all about and provided some
sessions for the Council to review their role, terms of reference and their responsibility to the tribes they represented.
An outcome of the workshop was recognition by the Council that there had been inadequate consultation
with their communities in advance of signing the Access Consent Agreement. The Project and the Council prepared a programme of awareness meetings in the community to address this issue.
Community Awareness 1 (Into the TRHDP)
The Council established a committee charged with preparing all presentation materials, including
researching and providing information on such topics as:
1. How does a Hydro power station work?
2. What are its potential impacts and benefits?
3. Are dams safe?
4. What activities will the community see during the feasibility study?
Other members of the Council, coached by the TRHDP Project Office and the committee, presented this
programme in the villages to their communities during August 2010.
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At each venue, after the formal presentation and lunch, discussion groups were formed. Separate
discussion groups were formed for men, women and youths, and matters of interest or concern were discussed and recorded as topics for later presentations.
Landowner Identification
The TRHDP has also been supporting the Council to facilitate a process whereby, with the assistance of
the Bahomea and Malango Houses of Chiefs, the individual landowning tribes identify the land boundaries of the various blocks within the catchment and agree which groups are the rightful owners.
The culmination of this process will be a land census meeting where each tribe presents details of their land and evidence of ownership through their “storyteller” to a panel of the Chiefs, who will then confirm
the rightful owners and try to resolve any conflicts.
The purpose of this exercise is to assist the landowning groups to be confident that, only the duly elected representatives of the rightful owners will sit down with the Governments Land Acquisition Officer, to agree on a price for the land.
Community Awareness 2 (Landowner Identification process)
Because the rights of ownership in the area are unregistered, complex and largely the domain of a small number of elderly men, the Council conducted a second round of community awareness meetings to
explain in detail what each tribe would be doing to complete the land identification process successfully.
Current Status of Landowner Identification Process
Unfortunately, there have been some disagreements between the two Houses of Chiefs involved, as to how the presiding panel should be formed. However, it is anticipated that this process will be completed by the time the Project is ready to start land negotiations.
Although the rights to be part of a particular landowning group depend upon matrilineal genealogy
women are typically underrepresented in the decision making processes when land is being dealt with.
The Project and the Government are agreeing on measures to include some women’s representatives on the Landowners Council, which currently has no women members, and to establish a community
consultative group from within the catchment to represent the interests of women, young people and non‐landowning residents.
Two overseas trips, one to Australia and one to Fiji, have been conducted for a total of 18 landowner
representatives to see first‐hand what hydropower stations look like and to talk to landowners and downstream communities about safety and social impact issues.
Mark France Team Leader ‐ Land Management
Tina River Hydro Development Project
25 March 2011
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ANNEX D – Engagement strategies for each Project phase
Table D-1 Engagement Strategies by Project Stage
Project
Stage
Primary Engagement
Activities and Topics
Target Stakeholders Method(s) of Engagement Frequency and
Location
Stakeholder
Feedback
Opportunity
Responsibilities
Pre-
Construction
Regular updates about the
Project and disclose final
ESIA and ESCP
Directly Affected Population,
Directly Affected Tribal
Leaders, Vulnerable Groups
Disclosure of Project
updates and final ESIA and
ESCP through direct
village/community
meetings - information
sharing (visual/audio) and
Comment Box at ‘Pop up’
Project information booths
in villages, workshops and
discussions
Monthly and as
required
Through HEC
CLAs
Comment Box at
the ‘Pop up’
Project
information
booth, Face-to-
face Meeting,
Village Meeting
THL/HEC
National Government,
Provincial Government and
Elected Politicians
Report via Project Email
and face-to-face meetings
with key government
stakeholders by providing
them the Monthly,
Quarterly and Quarterly
Safeguard reports and
Monthly or
quarterly Project Email &
Hotline, and
face-to-face
Meetings.
THL/HEC
supported by
THL/HEC
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Project
Stage
Primary Engagement
Activities and Topics
Target Stakeholders Method(s) of Engagement Frequency and
Location
Stakeholder
Feedback
Opportunity
Responsibilities
Pre-
Construction
updates Elected Politicians
Widely Affected Population,
Regional Communities, State
Owned Enterprise, NGOs
and Organisations, Electricity
Provider, Community
Organisations and
Developers in Guadalcanal.
Project Facebook Page,
requested meetings and
discussions, Project Email
& Hotline,
Quarterly or Bi-
annually Project Email,
Hotline,
Facebook Page,
face-to-face
Meetings.
THL/HEC
Donors and financial
partners
Project Email & Hotline,
written correspondence
Monthly and as
required
Project Email,
Hotline and
Facebook Page
THL/HEC
supported by
PO
Media
Local radio notices and
updates, regular revision
and updates of information
on the Project website and
Facebook page, periodic
press conferences and
interactions with media,
including site visits
At the beginning of
construction,
annually and as
required Project Email,
Hotline, face-to-
face Meetings.
PO supported
by THL/HEC
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Project
Stage
Primary Engagement
Activities and Topics
Target Stakeholders Method(s) of Engagement Frequency and
Location
Stakeholder
Feedback
Opportunity
Responsibilities
Pre-
Construction
Engage with government
departments
National Government,
Provincial Government,
Electricity Provider
Face-to-face Meetings and
discussions with key
government departments
for construction permits
and licences and provide
construction progress
update
Monthly and as
required
Face-to-face
Meeting
THL, SIG
representatives
PO to report to
the Project SIG
steering
committee.
Consultation on
resettlement and livelihood
restoration
Ongoing consultation and
negotiation with affected
households, organisations
and institutions.
Identify opportunities to
restore livelihood for
affected households.
Details to be provided in
the Land Acquisition and
Livelihood Restoration
Project Area Communities
Community meetings,
Radio Broadcasting, Monthly
Through PO’s
CLAs and CLOs,
Comment Box,
Project
Information
Booth, during
face-to-face-
meetings,
Project Hotline
PO with
THL/HEC
support
Group awareness, Every 2 months
Participatory activities,
Inquiries through CLA,
Landowner’s Council,
phone text, PO
As required
Lower Downstream
Communities
Meetings with CLA and
House of Chiefs, Every 2 months
Participatory activities,
Open Days, Twice a year
Radio Broadcasts, Weekly
Inquiries through CLA,
Landowner’s Council, Ongoing
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Project
Stage
Primary Engagement
Activities and Topics
Target Stakeholders Method(s) of Engagement Frequency and
Location
Stakeholder
Feedback
Opportunity
Responsibilities
Pre-
Construction
Program. phone text, PO
SIG – MMERE
Brief meetings with
relevant officials As required
During face-to-
face meetings,
Project Hotline,
Project Email,
written
corresponds PO
Meetings with Taskforce Ongoing
Workshops Twice a year
SIG – other Ministries (PMO,
TF, MECDM, MLHS,
MWYCFA)
Briefings and Meetings
with relevant officials As required
Meetings with Taskforce Twice a year
Workshops Once a year
Email/Telephone
communication Regular
Newsletter Twice a year
SIEA
Briefings and Meetings
with relevant officials Ongoing
During face-to-
face meetings,
Project Hotline,
Project Email,
written
corresponds
PO
Workshops Twice a year
Open Days Once a year
Email/Telephone
communication Ongoing
Newsletter Twice a year
Donor partners – WB, EIB,
IFC
Email/Telephone
communication Regular
During face-to-
face meetings & PO
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Project
Stage
Primary Engagement
Activities and Topics
Target Stakeholders Method(s) of Engagement Frequency and
Location
Stakeholder
Feedback
Opportunity
Responsibilities
Pre-
Construction
Briefing and Meetings As required workshops,
Project Hotline,
Email, written
corresponds
Workshops Twice a year
Open Days Once a year
Newsletter Twice a year
Guadalcanal Provincial
Government
Briefings and Meetings
with relevant officials
Quarterly
During face-to-
face meetings &
workshops,
Project Hotline,
Email, written
corresponds
PO
Workshops Twice a year
Open Days Twice a year
Email/Telephone
communication As needed
Newsletter Twice a year
Women’s Development Desk
for Guadalcanal Province
Briefings and Meetings
with relevant officials Quarterly
Workshops Twice a year
Open Days Once a year
Email/Telephone
communication As needed
Newsletter Twice a year
General Public
Media – Press releases,
stories, webpage As required
Project Hotline,
Emails,
Facebook Page,
PO
Open Days Once a year
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Project
Stage
Primary Engagement
Activities and Topics
Target Stakeholders Method(s) of Engagement Frequency and
Location
Stakeholder
Feedback
Opportunity
Responsibilities
Pre-
Construction
Email/Telephone inquires As needed during request
face-to-face
meetings Newsletter (on website) Twice a year
NGOs, donor community
Media – Press releases,
stories, webpage As required
During face-to-
face meetings,
Project Hotline,
Project Email,
written
corresponds
PO Open Days Once a year
Email/Telephone inquires As needed
Meetings by request As required
Newsletter Twice a year
Solomon Islands media
Media announcements and
briefings As needed
During request
face-to-face
meetings,
Project Hotline,
Email, written
corresponds
PO Media Interviews
As needed/by
request
Site visits Once a year
Open Days Once a year
Newsletter Twice a year
Disclose and consult on
construction contractor
activities
HEC to consult and
Directly Affected Population,
Directly Affected Tribal
Leaders
Through HEC’s CLOs
meetings and poster
presentations by THL E&S
team at Pop up’ Project
information booths, GRM
Monthly at the first
6 months of
construction, then
quarterly and as
required from there
Through CLAs,
Comment Box,
‘Pop up’ Project
information
booths, GRM,
THL/HEC
supported by
PO
THL
Stakeholder Engagement and
Communication Plan
TINA RIVER HYDROPOWER
DEVELOPMENT PROJECT
SECP Rev. 7
PAGE
111 OF
136
Project
Stage
Primary Engagement
Activities and Topics
Target Stakeholders Method(s) of Engagement Frequency and
Location
Stakeholder
Feedback
Opportunity
Responsibilities
Pre-
Construction
disclose on a range of
activities during
construction including:
• Construction activities
and schedule
• Additional mitigation
measures/ updated C-
ESMP and CESMP
• Community health and
safety, workers camp code
of conducts, environmental
and social management,
road access and traffic
management
• Hiring opportunities and
practices and local worker
training program
and face-to-face meetings. on. during face-to-
face village
meeting.
Widely Affected Population,
Community Organisations
Newspaper advertisements,
Project website, social
media, Project information
hotline, Email and face-to-
face meetings
Advanced
notification will be
given to hiring
opportunities so
local community
members have a
reasonable lead
time to prepare for
application.
During face-to-
face Meetings,
via Project
Hotline and
Email.
THL/HEC
supported by
PO
Provincial Government,
Elected Politicians,
Written correspondence,
Face-to-face Meetings,
Project Email,
As required
During face-to-
face Meetings,
via Project Email
and Hotline
PO supported
by THL/HEC
Electricity Provider,
Developers in Guadalcanal,
Stated Owned Enterprise
NGOs and Organisations, All
Vulnerable Groups
Project website, social
media, Project Facebook,
Project information hotline,
As required
During face-to-
face Meetings,
via Project Email
and Hotline
THL/HEC
supported by
PO
THL
Stakeholder Engagement and
Communication Plan
TINA RIVER HYDROPOWER
DEVELOPMENT PROJECT
SECP Rev. 7
PAGE
112 OF
136
Project
Stage
Primary Engagement
Activities and Topics
Target Stakeholders Method(s) of Engagement Frequency and
Location
Stakeholder
Feedback
Opportunity
Responsibilities
Regional Communities Project information hotline,
Project Email As required
Via Project Email
and Hotline
THL/HEC
supported by
PO
Education and Training
Institutions
Project website, Project
Facebook Page, Project
information hotline, Project
Email.
As required
During face-to-
face Meetings,
via Project Email
and Hotline,
THL/HEC
supported by
PO
Community Benefit Share
and sustainable
contribution to local
community
Work with relevant
stakeholders to pilot test
the Community Benefit
Share
Consultation with
Directly Affected Population,
Directly Affected Tribal
Leaders and Community
Organisations
CLAs, CLOs, Project
Information booths, Open
days, Village meetings,
Focus group discussions,
Household visits, Surveys,
Quarterly During face-to-
face Meeting,
Group
discussions
PO
Provincial Government,
Electricity Provider, Elected
Politicians, Developers in
Guadalcanal,
Face-to-face meetings on
requests, Project Emails, As required
Project Email
and Project
Hotline PO
THL
Stakeholder Engagement and
Communication Plan
TINA RIVER HYDROPOWER
DEVELOPMENT PROJECT
SECP Rev. 7
PAGE
113 OF
136
Project
Stage
Primary Engagement
Activities and Topics
Target Stakeholders Method(s) of Engagement Frequency and
Location
Stakeholder
Feedback
Opportunity
Responsibilities
Pre-
Construction
stakeholders such as NGOs
and businesses to identify
opportunities to make a
sustainable contribution to
local communities and the
region such as the
implementation of JSDF
Community Benefit
Sharing Pilot activities
(water supplies, jobs
training and electricity
connections to schools).
NGOs and Organisations
and All vulnerable Groups
Local NGO network, Face-
to-face meetings on
requests, Project Email
As required
Project Email
and Project
Hotline
PO
Undertake community
environmental and safety
awareness program
Topics include:
• Activities that cause
disruption such as air,
Directly Affected Population,
Directly Affected Tribal
Leaders
Community environment
and safety awareness
program through Open
Days for the PAPs and
workshops targeting
women as this is their
major Project concern.
Monthly During Face-to-
face Discussions
at Open Days
and workshops
THL/HEC
supported by
PO
THL
Stakeholder Engagement and
Communication Plan
TINA RIVER HYDROPOWER
DEVELOPMENT PROJECT
SECP Rev. 7
PAGE
114 OF
136
Project
Stage
Primary Engagement
Activities and Topics
Target Stakeholders Method(s) of Engagement Frequency and
Location
Stakeholder
Feedback
Opportunity
Responsibilities
dust, traffic and noise
impacts
• Water source impacts
and mitigation measures
• Health risks, prevention
and promotion
• Road safety (specifically
for children through
School Open Days)
• Workers code of
conduct, worker’s health
and safety plan
• Security management
• Emergency preparedness
and response
• Activities that cause
other adverse
environmental and social
impacts
Provincial Government,
Electricity Provider, Elected
Politicians,
Awareness program
through workshops
When required During face-to-
face discussions
PO supported
by THL/HEC
Community Organisations,
All Vulnerable Groups.
Developers in Guadalcanal,
NGOs and Organisations
Awareness program
through workshops
When required During face-to-
face meetings
and discussions
THL/HEC
supported by
PO
THL
Stakeholder Engagement and
Communication Plan
TINA RIVER HYDROPOWER
DEVELOPMENT PROJECT
SECP Rev. 7
PAGE
115 OF
136
Project
Stage
Primary Engagement
Activities and Topics
Target Stakeholders Method(s) of Engagement Frequency and
Location
Stakeholder
Feedback
Opportunity
Responsibilities
Monitor community
concerns, attitudes and
progress
Directly Affected Population
and Tribal Leaders,
Village meetings, group
discussions, household
visits, community
perception surveys
Bi-annually Meeting
Group
Discussion
Perception Surv
ey
THL
Widely Affected Population
and Regional Communities,
Solomon Power, Churches,
NGOs and Organisations,
Community Organisations,
Education and Training
Institutions, Developers in
Guadalcanal, Project
Financiers and Donor
Partners, All Vulnerable
Groups
Face-to-face meetings and
discussions
As required During face-to-
face meetings,
Project Email,
Project Hotline,
written
corresponds
THL
National and Provincial
Government, Elected
Politicians
Face-to-face meetings and
discussions
As required During face-to-
face meetings,
Project Hotline,
Project Email,
written
PO supported
by THL/HEC
THL
Stakeholder Engagement and
Communication Plan
TINA RIVER HYDROPOWER
DEVELOPMENT PROJECT
SECP Rev. 7
PAGE
116 OF
136
Project
Stage
Primary Engagement
Activities and Topics
Target Stakeholders Method(s) of Engagement Frequency and
Location
Stakeholder
Feedback
Opportunity
Responsibilities
corresponds
Project hotline
For phone enquiries and
complaints for regional
and national stakeholders
All Stakeholders Project information hotline As required Project Hotline PO
Community enquiry
Provide mailboxes
(complaint boxes) in
designated locations in
each village
All Stakeholders Mailboxes (complaint
boxes)
As required Through PO’s
CLAs and CLOs,
Comment Box
Project Informat
ion Booth
THL/HEC
supported by
PO
FAQ Database
Maintain FAQs to respond
to community queries
All Stakeholders Project information sheets
(e.g. brochure, question
/complaint forms), Project
information hotline, Project
email address
As required Through CLAs
and CLOs,
Project
Information
Booth
PO/THL/HEC
THL
Stakeholder Engagement and
Communication Plan
TINA RIVER HYDROPOWER
DEVELOPMENT PROJECT
SECP Rev. 7
PAGE
117 OF
136
Project
Stage
Primary Engagement
Activities and Topics
Target Stakeholders Method(s) of Engagement Frequency and
Location
Stakeholder
Feedback
Opportunity
Responsibilities
Complaints handling and
management
A formal GRM has been
introduced (Section 6) and
will continue through to
the construction phase
All Stakeholders
Provide mailboxes
(complaint boxes) at public
places in the PAPs area
As required with an
aim to provide
resolution as
quickly as possible
GRM compliant
boxes
THL/HEC
overseen by PO
National and international
communication
All Stakeholders Regular updates on the
Project website and
Facebook page
Monthly and as
required
Project Email,
Project
Facebook Page,
PO
Report to provincial and
national governments
Annually Project
Facebook Page
Engage with national and
international media
(comply to social and legal
agreements)
As required Project website
THL
Stakeholder Engagement and
Communication Plan
TINA RIVER HYDROPOWER
DEVELOPMENT PROJECT
SECP Rev. 7
PAGE
118 OF
136
Project
Stage
Primary Engagement
Activities and Topics
Target Stakeholders Method(s) of Engagement Frequency and
Location
Stakeholder
Feedback
Opportunity
Responsibilities
Construction
Regular updates about the
Project
Directly Affected Population,
Directly Affected Tribal
Leaders, Community
Organisations.
Disclosure of Project
updates via poster
presentations at ‘Pop up’
Project information booths.
Monthly and as
required
Through HEC
CLOs, Comment
Box, ‘Pop up’
Project
information
booths, Village
Meeting
THL/HEC
supported by
PO
Developers in Guadalcanal,
Electricity Provider, State
Owned Enterprise
Report with key
government stakeholders
by providing them the
Monthly, Quarterly and
Quarterly Safeguard
reports.
Monthly or
quarterly Face-to-face
Meeting upon
requests, Project
Hotline, Project
Email.
Widely Affected Population,
Vulnerable Groups
Local radio notices and
updates
Quarterly or Bi-
annually
Project Hotline,
Project Email,
Project
Facebook Page
National Government,
Provincial Government,
Guadalcanal newspaper
notices and updates
Quarterly and as
required
Project Hotline,
Project Email,
PO supported
by THL/HEC
THL
Stakeholder Engagement and
Communication Plan
TINA RIVER HYDROPOWER
DEVELOPMENT PROJECT
SECP Rev. 7
PAGE
119 OF
136
Project
Stage
Primary Engagement
Activities and Topics
Target Stakeholders Method(s) of Engagement Frequency and
Location
Stakeholder
Feedback
Opportunity
Responsibilities
Construction
Elected Politicians
Regional Communities,
NGOs and Organisations
Regular revision of
information on the Project
website and Facebook
page
Monthly and as
required
Project Hotline,
Project Email,
Project
Facebook Page
THL/HEC
supported by
PO
Media
Periodic press conferences
and interactions with
media, including site visits
At the beginning of
construction,
annually and as
required
During face-to-
face meetings,
Project Hotline,
Project Email
PO supported
by THL/HEC
Engage with government
departments
National Government,
Provincial Government,
Electricity Provider
Meetings and discussions
with key government
departments for
construction permits and
licences and provide
construction progress
update
Monthly and as
required
During face-to-
face Meeting
THL, SIG
representatives
PO to report to
the Project SIG
steering
committee.
Undertake community
environmental and safety
awareness program
Topics include:
Directly Affected Population,
Directly Affected Tribal
Leaders
Community environment
and safety awareness
program through village
meetings, Open Days for
the PAPs and workshops
Monthly During face-to-
face discussions
& meetings,
HEC/THL
POs Gender
Focal Point CLO
to conduct
gender
THL
Stakeholder Engagement and
Communication Plan
TINA RIVER HYDROPOWER
DEVELOPMENT PROJECT
SECP Rev. 7
PAGE
120 OF
136
Project
Stage
Primary Engagement
Activities and Topics
Target Stakeholders Method(s) of Engagement Frequency and
Location
Stakeholder
Feedback
Opportunity
Responsibilities
Construction
• Activities that cause
disruption such as air,
dust, traffic and noise
impacts
• Water source impacts
and mitigation measures
• Health risks, prevention
and promotion
• Road safety (specifically
for children through
School Open Days)
• Workers code of
conduct, worker’s health
and safety plan
• Security management
• Emergency preparedness
and response
• Activities that cause
other adverse
environmental and social
impacts
targeting women as this is
their major Project concern
workshops
Developers in Guadalcanal,
Electricity Provider, NGOs
and Organisations,
Community Organisations,
All Vulnerable Groups
Meetings, discussions and
reports
When required During face-to-
face meetings,
THL/HEC
Provincial Government,
Elected Politicians
Meetings, discussion and
reports
Annually and as
required
During face to
face meetings,
Project Hotline,
Project Email,
written
corresponds
PO supported
by THL/HEC
THL
Stakeholder Engagement and
Communication Plan
TINA RIVER HYDROPOWER
DEVELOPMENT PROJECT
SECP Rev. 7
PAGE
121 OF
136
Project
Stage
Primary Engagement
Activities and Topics
Target Stakeholders Method(s) of Engagement Frequency and
Location
Stakeholder
Feedback
Opportunity
Responsibilities
Construction
Monitor community
concerns, attitudes and
progress
Directly Affected Population,
Directly Affected Tribal
Leaders, All Vulnerable
Groups
Village meetings, focus
group discussions and
household visits
(Vulnerable Groups),
written correspondence
Quarterly Through HEC
CLOs, Comment
Box, ‘Pop up’
Project
information
booths, face-to-
face Meeting,
Quarterly or bi-
annual,
Perception
Survey
THL/HEC
Widely Affected Population,
Regional Communities,
Electricity Provider, Stated
Owned Enterprise, NGOs
and Organisations,
Developers in Guadalcanal,
Meetings and discussions When required Project
Facebook Page,
Project Email,
Project Hotline,
face-to-face
meetings
THL/HEC
Provincial Government,
Elected Politicians,
Meetings and discussions When required Project Email,
face-to-face
meeting, written
corresponds
PO supported
by THL/HEC
THL
Stakeholder Engagement and
Communication Plan
TINA RIVER HYDROPOWER
DEVELOPMENT PROJECT
SECP Rev. 7
PAGE
122 OF
136
Project
Stage
Primary Engagement
Activities and Topics
Target Stakeholders Method(s) of Engagement Frequency and
Location
Stakeholder
Feedback
Opportunity
Responsibilities
Construction
Monitor the effectiveness
of the CESMP
Directly Affected Population,
Directly Affected Tribal
Leaders,
Participatory monitoring
and community perception
surveys, workshops and
discussions
Bi-annually for the
first 2 years and
annually thereafter
Face-to-face
meeting,
Quarterly or bi-
annual
Perception
Survey
conducted by
THL’s Owners
Engineer
THL – Owners
Engineer
PO –
Independent
Environmental
and
Social Monitori
ng Agent
Widely Affected Population,
Regional Communities,
Electricity Provider, Stated
Owned Enterprise, NGOs
and Organisations,
Community Organisations,
Developers in Guadalcanal,
All Vulnerable Groups
Meetings and discussions When required During face-to-
face meetings
and discussions
THL/HEC
THL
Stakeholder Engagement and
Communication Plan
TINA RIVER HYDROPOWER
DEVELOPMENT PROJECT
SECP Rev. 7
PAGE
123 OF
136
Project
Stage
Primary Engagement
Activities and Topics
Target Stakeholders Method(s) of Engagement Frequency and
Location
Stakeholder
Feedback
Opportunity
Responsibilities
Construction
Provincial Government,
Elected Politicians,
Meetings and discussions When required During face-to-
face meetings
and discussions
PO supported
by THL/HEC
Consultation on
resettlement and livelihood
restoration
Ongoing consultation and
negotiation with affected
households, organisations
and institutions.
Identify opportunities to
restore livelihood for
affected households.
Details to be provided in
the Land Acquisition and
Livelihood Restoration
Program.
Detailed in the Land
Acquisition and Livelihood
Restoration Plan (LALRP)
Directly Affected Population,
Directly Affected Tribal
Leaders, Widely Affected
Population, Regional
Communities, Provincial
Government, Electricity
Provider, Stated Owned
Enterprise, Elected
Politicians, NGOs and
Organisations, Community
Organisations, Developers in
Guadalcanal, Education and
Detailed in the LALRP
Community meetings, ‘Pop
up’ Project information
booths, Newspaper
advertisements, Project
website and social media,
Written correspondence,
Project information hotline,
Project email address
Monthly and as
required.
Monthly at the first
6 months of
construction, then
quarterly and as
required from there
on.
Advanced
notification will be
given to hiring
opportunities so
local community
members have a
Through CLAs
and CLOs,
Comment Box,
‘Pop up’ Project
information
booths, Face-to-
face Meeting
PO
THL
Stakeholder Engagement and
Communication Plan
TINA RIVER HYDROPOWER
DEVELOPMENT PROJECT
SECP Rev. 7
PAGE
124 OF
136
Project
Stage
Primary Engagement
Activities and Topics
Target Stakeholders Method(s) of Engagement Frequency and
Location
Stakeholder
Feedback
Opportunity
Responsibilities
Construction
Training Institutions, All
Vulnerable Groups
reasonable lead
time to prepare for
application.
THL
Stakeholder Engagement and
Communication Plan
TINA RIVER HYDROPOWER
DEVELOPMENT PROJECT
SECP Rev. 7
PAGE
125 OF
136
Project
Stage
Primary Engagement
Activities and Topics
Target Stakeholders Method(s) of Engagement Frequency and
Location
Stakeholder
Feedback
Opportunity
Responsibilities
Disclose and consult on
construction contractor
activities
HEC to consult and
disclose on a range of
activities during
construction including:
• Construction activities
and schedule
• Additional mitigation
measures/ updated C-
ESMPCESMP
• Community health and
safety, workers camp code
of conducts, environmental
and social management,
road access and traffic
management
• Hiring opportunities and
practices and local worker
Directly Affected Population,
Directly Affected Tribal
Leaders,
Community meetings, ‘Pop
up’ Project information
booths,
Monthly
Community
meetings at the
first 6 months of
construction, then
quarterly and as
required from there
on.
Through CLAs
and CLOs,
Comment Box,
‘Pop up’ Project
information
booths, Face-to-
face meeting,
village meeting,
GRM,
HEC/THL
Widely Affected Population,
Community Organisations,
Developers in Guadalcanal,
Education and Training
Institutions, Electricity
Provider, Stated Owned
Enterprise, NGOs and
Organisations, All Vulnerable
Groups, Regional
Communities
Newspaper advertisements,
Project website, Project
Facebook Page, Project
information hotline, Project
email address
When required During face-to-
face meetings,
Project Hotline,
Project Email,
Project
Facebook Page
THL/HEC
THL
Stakeholder Engagement and
Communication Plan
TINA RIVER HYDROPOWER
DEVELOPMENT PROJECT
SECP Rev. 7
PAGE
126 OF
136
Project
Stage
Primary Engagement
Activities and Topics
Target Stakeholders Method(s) of Engagement Frequency and
Location
Stakeholder
Feedback
Opportunity
Responsibilities
training program Provincial Government,
Elected Politicians,
Written correspondence,
meetings and discussions
When required During face-to-
face meetings
and discussions
PO supported
by THL/HEC
Community Benefit Share
and sustainable
contribution to local
community
Work with relevant
stakeholders to pilot test
the Community Benefit
Share
Consultation with
stakeholders such as NGOs
and businesses to identify
opportunities to make a
sustainable contribution to
local communities and the
Directly Affected Population,
Directly Affected Tribal
Leaders, Provincial
Government, Electricity
Provider, Elected Politicians,
NGOs and Organisations,
Community Organisations,
Developers in Guadalcanal,
All Vulnerable Groups
CLAs, CLOs, ‘Pop up’
Project information booths,
Open days, Village
meeting, Focus group
discussions, Household
visits, Surveys, Local NGO
network
Advanced
notification will be
given to hiring
opportunities so
local community
members have a
reasonable lead
time to prepare for
application.
Comment Box
‘Pop up’ Project
information
booths
Face-to-face
meeting, village
meeting
GRM
PO
THL
Stakeholder Engagement and
Communication Plan
TINA RIVER HYDROPOWER
DEVELOPMENT PROJECT
SECP Rev. 7
PAGE
127 OF
136
Project
Stage
Primary Engagement
Activities and Topics
Target Stakeholders Method(s) of Engagement Frequency and
Location
Stakeholder
Feedback
Opportunity
Responsibilities
region such as specific
opportunities for micro-
finance etc.
Project hotline
For phone enquiries and
complaints for regional
and national stakeholders
All Stakeholders Project information hotline As required
Project Hotline
Project
Facebook Page
PO
Community enquiry
Provide mailboxes
(complaint boxes) in public
places
All Stakeholders Mailboxes (complaint
boxes) As required
Project Email
PO
THL
Stakeholder Engagement and
Communication Plan
TINA RIVER HYDROPOWER
DEVELOPMENT PROJECT
SECP Rev. 7
PAGE
128 OF
136
Project
Stage
Primary Engagement
Activities and Topics
Target Stakeholders Method(s) of Engagement Frequency and
Location
Stakeholder
Feedback
Opportunity
Responsibilities
FAQ Database
Maintain FAQs to respond
to community queries
All Stakeholders
Project information sheets
(e.g. brochure, question
/complaint forms), Project
information hotline, Project
email address
As required
‘Pop up’ Project
information bo
oths
THL/HEC/PO
Complaints handling and
management
A formal GRM has been
introduced (Section 6) and
will continue through the
construction phase
All Stakeholders
Provide mailboxes
(complaint boxes) at public
places in the PAPs area
As required with an
aim to provide
resolution as
quickly as possible
GRM HEC overseen
by THL and
monitored by
PO
National and international
communication
All Stakeholders Regular updates on the
Project website and
Facebook page
Monthly and as
required
Project Email PO
Report annually to
provincial and central
governments
Annually Project
Facebook Page
Engage with national and
international media as
required (comply to social
and legal agreements)
As required Project website
THL
Stakeholder Engagement and
Communication Plan
TINA RIVER HYDROPOWER
DEVELOPMENT PROJECT
SECP Rev. 7
PAGE
129 OF
136
Project
Stage
Primary Engagement
Activities and Topics
Target Stakeholders Method(s) of Engagement Frequency and
Location
Stakeholder
Feedback
Opportunity
Responsibilities
Operation
Operation
Updates about the Project Directly Affected Population
and Tribal Leaders,
Brochures, fact sheets
made available for PAPs,
site visits for PAP’s
representatives
Bi-annually or
annually
Once at the
beginning of
operation and as
required
HEC CLOs,
Comment Box,
Face-to-face
Meeting, Village
Meeting
THL
Widely Affected Population
and Regional Communities,
Solomon Power, Churches,
NGOs and Organisations,
Community Organisations,
Education and Training
Institutions, Developers in
Guadalcanal, Internal
Stakeholders, Project
Financiers and Donor
Partners, All Vulnerable
Groups
Local media notices and
updates
Regular revision of
information on the Project
website, Project Facebook
Page
Once at the begin
ning of operation (
grand opening) an
d as required,
Project Hotline,
Project Email, Pr
oject Facebook
Page,
THL
THL
Stakeholder Engagement and
Communication Plan
TINA RIVER HYDROPOWER
DEVELOPMENT PROJECT
SECP Rev. 7
PAGE
130 OF
136
Project
Stage
Primary Engagement
Activities and Topics
Target Stakeholders Method(s) of Engagement Frequency and
Location
Stakeholder
Feedback
Opportunity
Responsibilities
Operation
National and Provincial
Government, Elected
Politicians, Media
Newsletters to government
offices and meetings, site
visits for government
officials & media, Briefings
of media as needed.
Once at the begin
ning of operation (
grand opening) an
d as required
Project Email, Pr
oject Hotline, fa
ce-to-face meeti
ngs
Community relations
activities
Consultation and
disclosure activities are
requirements to engage
the stakeholders through
the operation phase.
Community relations staff
will be in placed
throughout the life of the
Project to maintain
relationships with local
communities and other
stakeholders
Directly Affected Population
and Tribal Leaders,
Through HEC CLAs,
presentation at Project
Information booth,
community/village
meetings and discussions
Once at the
beginning of
operation then
quarterly or bi-
annually
During
presentations at
Project
Information
booth,
Comment Box,
GRM,
THL
Widely Affected Population
and Regional Communities,
Solomon Power, Churches,
NGOs and Organisations,
Community Organisations,
Education and Training
Institutions, Developers in
Guadalcanal, All Vulnerable
Groups
Project Facebook Page,
Project Website, Project
Hotline, Project Email, face-
to-face meetings upon
requests.
As required Project Email
and Hotline,
Project
Facebook Page,
Meeting, Written
Correspondence
THL
Stakeholder Engagement and
Communication Plan
TINA RIVER HYDROPOWER
DEVELOPMENT PROJECT
SECP Rev. 7
PAGE
131 OF
136
Project
Stage
Primary Engagement
Activities and Topics
Target Stakeholders Method(s) of Engagement Frequency and
Location
Stakeholder
Feedback
Opportunity
Responsibilities
Operation
Project Financiers and Donor
Partners
Project Email, face-to-face
meetings and discussions
As required Project Email
and Hotline,
during meetings,
written
correspondence
National and Provincial
Government, Elected
Politicians
Project Email, face-to-face
meetings and discussions
As required Project Email
and Hotline,
during meetings,
written
correspondence
Environmental and safety
awareness program
Directly Affected Population
and Tribal Leaders, All
vulnerable groups
Provide brochures,
pamphlets, and regular
environmental and safety
talks to PAPs and other
relevant stakeholders
Once at the
beginning of
operation then
quarterly or bi-
annually
Group
discussions at
Safety Talks,
through
standard
feedback
channels
outlined above
THL
THL
Stakeholder Engagement and
Communication Plan
TINA RIVER HYDROPOWER
DEVELOPMENT PROJECT
SECP Rev. 7
PAGE
132 OF
136
Project
Stage
Primary Engagement
Activities and Topics
Target Stakeholders Method(s) of Engagement Frequency and
Location
Stakeholder
Feedback
Opportunity
Responsibilities
Operation
Widely Affected Population
and Regional Communities,
Solomon Power, Churches,
NGOs and Organisations,
Community Organisations,
Education and Training
Institutions, Developers in
Guadalcanal
Project Email, Project
Website, workshops and
discussions
Once at the
beginning of
operation then
quarterly or bi-
annually
During groups
discussions and
workshops
THL
Project Financiers and Donor
Partners,
Project Email, Project
Hotline, written
correspondences, face-to-
face meetings
As required During face-to-
face meetings,
written
correspondences
National and Provincial
Government, Elected
Politicians,
Project Email, Project
Hotline, written
correspondences, face-to-
face meetings
As required During face-
to0face meeting,
written
correspondences
Emergency preparedness
and response
Directly Affected Population
and Tribal Leaders All
Vulnerable Groups
Provide training, brochures
and pamphlets for local
communities and
Once at the
beginning of
operation then bi-
Group
discussions at
training and
THL
THL
Stakeholder Engagement and
Communication Plan
TINA RIVER HYDROPOWER
DEVELOPMENT PROJECT
SECP Rev. 7
PAGE
133 OF
136
Project
Stage
Primary Engagement
Activities and Topics
Target Stakeholders Method(s) of Engagement Frequency and
Location
Stakeholder
Feedback
Opportunity
Responsibilities
workforce on emergency
preparedness and response
Undertake emergency drill
s as outlined inSpill Preve
ntion and Emergency Res
ponse Plan (SPERP)
annually or
annually
drills
Widely Affected Population
and Regional Communities,
Solomon Power, Churches,
NGOs and Organisations,
Community Organisations,
Education and Training
Institutions, Developers in
Guadalcanal
Project Email, Project
Website, workshops and
discussions
As required During
workshops and
discussions,
face-to-face
meetings,
Project Email,
Project
Facebook Page,
Project Website
Project Financiers and Donor
Partners,
Project Email, Project
Hotline, written
correspondences, face-to-
face meetings
As required During face-to-
face meetings,
Project Email
and Project
Hotline
THL
Stakeholder Engagement and
Communication Plan
TINA RIVER HYDROPOWER
DEVELOPMENT PROJECT
SECP Rev. 7
PAGE
134 OF
136
Project
Stage
Primary Engagement
Activities and Topics
Target Stakeholders Method(s) of Engagement Frequency and
Location
Stakeholder
Feedback
Opportunity
Responsibilities
National and Provincial
Government, Elected
Politicians,
Project Email, Project
Hotline, written
correspondences, face-to-
face meetings
As required During face-to-
face meetings,
Project Email
and Project
Hotline
Manage community issues
and monitor community
attitudes
Directly Affected Population
and Tribal Leaders, All
Vulnerable Groups
Village meetings, group
discussions, household
visits, community
perception surveys
Bi-annually Meeting
Group
Discussion
Perception Surv
ey
THL
Widely Affected Population
and Regional Communities,
Solomon Power, Churches,
NGOs and Organisations,
Community Organisations,
Education and Training
Institutions, Developers in
Guadalcanal,
Project Facebook Page,
Project Website, workshops
and discussions
THL
Project Financiers and Donor
Partners,
Project Email, Project
Hotline, written
correspondences, face-to-
As required During face-to-
face meetings,
Project Email
THL
Stakeholder Engagement and
Communication Plan
TINA RIVER HYDROPOWER
DEVELOPMENT PROJECT
SECP Rev. 7
PAGE
135 OF
136
Project
Stage
Primary Engagement
Activities and Topics
Target Stakeholders Method(s) of Engagement Frequency and
Location
Stakeholder
Feedback
Opportunity
Responsibilities
face meetings and Project
Hotline
National and Provincial
Government, Elected
Politicians,
Project Email, Project
Hotline, written
correspondences, face-to-
face meetings
As required During face-to-
face meetings,
Project Email
and Project
Hotline
Project hotline
For phone enquiries and
complaints for regional
and national stakeholders
All Stakeholders
As required Project Email
and Hotline
THL
Complaints handling and
management
All Stakeholders A GRM has been
introduced (Section 6) and
will continue through to
the operational phase
As required GRM THL
ANNEX E – Stakeholder Engagement Management Database - Template
Ref #
Stakeholder Contact
person
Contact
details Attributes
Interest/
Issues
Details of engagement Feedback
Engagement
purpose &
method
Issues Key outcomes
& actions
Date feedback
received
Details of
response from
stakeholder(s)
Unique no.
for records
(sequential)
Stakeholder
group
Individual Village,
Province,
Phone
number,
address
State if
contact is
female or
male (if
known)
Date
Location
Attendees
Facilitator
Method/format
Purpose
Key issues
raised
Response
provided
by
facilitator
List key
outcomes
Detail agreed
actions
All details will be kept anonymous and confidential for external reporting and communications purposes, unless otherwise agreed in writing with
participants