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THL

Stakeholder Engagement and

Communication Plan

TINA RIVER HYDROPOWER

DEVELOPMENT PROJECT

SECP Rev. 7 PAGE

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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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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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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


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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• 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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• 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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• 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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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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• 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


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


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

Facebook

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

email

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

http://www.tina-hydro.com/

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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


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


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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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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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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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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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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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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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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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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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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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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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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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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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




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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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)




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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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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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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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



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



Location

Stakeholder

Feedback

Opportunity

Responsibilities

Pre-

Construction

Engage with government

departments


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



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


with relevant officials Ongoing

During face-to-

face meetings,

Project Hotline,

Project Email,

written

corresponds

PO


Open Days Once a year

Email/Telephone

communication Ongoing


Donor partners – WB, EIB,

IFC

Email/Telephone

communication Regular

During face-to-

face meetings & PO

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Project

Stage

Primary Engagement



Location

Stakeholder

Feedback

Opportunity

Responsibilities

Pre-

Construction

Briefing and Meetings As required workshops,

Project Hotline,

Email, written

corresponds




Guadalcanal Provincial

Government


with relevant officials

Quarterly

During face-to-

face meetings &

workshops,

Project Hotline,

Email, written

corresponds

PO


Open Days Twice a year

Email/Telephone

communication As needed


Women’s Development Desk

for Guadalcanal Province


with relevant officials Quarterly



Email/Telephone

communication As needed


General Public

Media – Press releases,

stories, webpage As required

Project Hotline,

Emails,

Facebook Page,

PO


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Project

Stage

Primary Engagement



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


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



Disclose and consult on

construction contractor

activities

HEC to consult and



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

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Project

Stage

Primary Engagement



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.


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


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,

Email

As required

During face-to-

face Meetings,

via Project Email

and Hotline

THL/HEC

supported by

PO

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Project

Stage

Primary Engagement



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



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


Electricity Provider, Elected

Politicians, Developers in

Guadalcanal,

Face-to-face meetings on

requests, Project Emails, As required

Project Email

and Project

Hotline PO

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Project

Stage

Primary Engagement



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,



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

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Project

Stage

Primary Engagement



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


other adverse

environmental and social

impacts


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.



Awareness program

through workshops


face meetings

and discussions

THL/HEC

supported by

PO

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Project

Stage

Primary Engagement



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,



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


face meetings,

Project Hotline,

Project Email,

written

PO supported

by THL/HEC

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Project

Stage

Primary Engagement



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


email address

As required Through CLAs

and CLOs,

Project

Information

Booth

PO/THL/HEC

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Project

Stage

Primary Engagement



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


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SECP Rev. 7

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136

Project

Stage

Primary Engagement



Location

Stakeholder

Feedback

Opportunity

Responsibilities

Construction

Regular updates about the

Project



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


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.


Vulnerable Groups

Local radio notices and

updates

Quarterly or Bi-

annually

Project Hotline,

Project Email,

Project

Facebook Page



Guadalcanal newspaper

notices and updates

Quarterly and as

required

Project Hotline,

Project Email,

PO supported

by THL/HEC

THL


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SECP Rev. 7

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136

Project

Stage

Primary Engagement



Location

Stakeholder

Feedback

Opportunity

Responsibilities

Construction

Elected Politicians

Regional Communities,


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



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


awareness program

Topics include:



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


Communication Plan


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SECP Rev. 7

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136

Project

Stage

Primary Engagement



Location

Stakeholder

Feedback

Opportunity

Responsibilities

Construction


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


other adverse

environmental and social

impacts

targeting women as this is

their major Project concern

workshops


Electricity Provider, NGOs

and Organisations,


All Vulnerable Groups

Meetings, discussions and

reports


face meetings,

THL/HEC


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


Communication Plan


DEVELOPMENT PROJECT

SECP Rev. 7

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121 OF

136

Project

Stage

Primary Engagement



Location

Stakeholder

Feedback

Opportunity

Responsibilities

Construction

Monitor community

concerns, attitudes and

progress



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



Electricity Provider, Stated


and Organisations,


Meetings and discussions When required Project

Facebook Page,

Project Email,

Project Hotline,

face-to-face

meetings

THL/HEC



Meetings and discussions When required Project Email,

face-to-face

meeting, written

corresponds

PO supported

by THL/HEC

THL


Communication Plan


DEVELOPMENT PROJECT

SECP Rev. 7

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122 OF

136

Project

Stage

Primary Engagement



Location

Stakeholder

Feedback

Opportunity

Responsibilities

Construction

Monitor the effectiveness

of the CESMP



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



Electricity Provider, Stated


and Organisations,




Meetings and discussions When required During face-to-

face meetings

and discussions

THL/HEC

THL


Communication Plan


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SECP Rev. 7

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136

Project

Stage

Primary Engagement



Location

Stakeholder

Feedback

Opportunity

Responsibilities

Construction



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)



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,


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


given to hiring

opportunities so

local community

members have a

Through CLAs

and CLOs,

Comment Box,


information

booths, Face-to-

face Meeting

PO

THL


Communication Plan


DEVELOPMENT PROJECT

SECP Rev. 7

PAGE

124 OF

136

Project

Stage

Primary Engagement



Location

Stakeholder

Feedback

Opportunity

Responsibilities

Construction

Training Institutions, All

Vulnerable Groups

reasonable lead

time to prepare for

application.

THL


Communication Plan


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SECP Rev. 7

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136

Project

Stage

Primary Engagement



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



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,


information

booths, Face-to-

face meeting,

village meeting,

GRM,

HEC/THL





Institutions, Electricity

Provider, Stated Owned

Enterprise, NGOs and

Organisations, All Vulnerable

Groups, Regional

Communities

Newspaper advertisements,

Project website, Project

Facebook Page, Project


email address


face meetings,

Project Hotline,

Project Email,

Project

Facebook Page

THL/HEC

THL


Communication Plan


DEVELOPMENT PROJECT

SECP Rev. 7

PAGE

126 OF

136

Project

Stage

Primary Engagement



Location

Stakeholder

Feedback

Opportunity

Responsibilities

training program Provincial Government,





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



Leaders, Provincial

Government, Electricity

Provider, Elected Politicians,





CLAs, CLOs, ‘Pop up’

Project information booths,

Open days, Village

meeting, Focus group

discussions, Household

visits, Surveys, Local NGO

network

Advanced


given to hiring

opportunities so

local community

members have a

reasonable lead

time to prepare for

application.

Comment Box


information

booths

Face-to-face

meeting, village

meeting

GRM

PO

THL


Communication Plan


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SECP Rev. 7

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136

Project

Stage

Primary Engagement



Location

Stakeholder

Feedback

Opportunity

Responsibilities

region such as specific

opportunities for micro-

finance etc.

Project hotline




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


Communication Plan


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SECP Rev. 7

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136

Project

Stage

Primary Engagement



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


email address

As required


information bo

oths

THL/HEC/PO


management

A formal GRM has been


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


Communication Plan


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SECP Rev. 7

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129 OF

136

Project

Stage

Primary Engagement



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








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


Communication Plan


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SECP Rev. 7

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136

Project

Stage

Primary Engagement



Location

Stakeholder

Feedback

Opportunity

Responsibilities

Operation


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


and Tribal Leaders,

Through HEC CLAs,

presentation at Project

Information booth,

community/village


Once at the

beginning of

operation then

quarterly or bi-

annually

During

presentations at

Project

Information

booth,

Comment Box,

GRM,

THL








Guadalcanal, All Vulnerable

Groups


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


Communication Plan


DEVELOPMENT PROJECT

SECP Rev. 7

PAGE

131 OF

136

Project

Stage

Primary Engagement



Location

Stakeholder

Feedback

Opportunity

Responsibilities

Operation

Project Financiers and Donor

Partners

Project Email, face-to-face



and Hotline,

during meetings,

written

correspondence


Government, Elected

Politicians

Project Email, face-to-face



and Hotline,

during meetings,

written

correspondence

Environmental and safety

awareness program


and Tribal Leaders, All

vulnerable groups

Provide brochures,

pamphlets, and regular


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


Communication Plan


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SECP Rev. 7

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136

Project

Stage

Primary Engagement



Location

Stakeholder

Feedback

Opportunity

Responsibilities

Operation








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


Partners,


Hotline, written

correspondences, face-to-

face meetings


face meetings,

written

correspondences


Government, Elected

Politicians,


Hotline, written


face meetings

As required During face-

to0face meeting,

written

correspondences

Emergency preparedness

and response


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


Communication Plan


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SECP Rev. 7

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136

Project

Stage

Primary Engagement



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








Guadalcanal


Website, workshops and

discussions

As required During

workshops and

discussions,

face-to-face

meetings,

Project Email,

Project

Facebook Page,

Project Website


Partners,


Hotline, written


face meetings


face meetings,

Project Email

and Project

Hotline

THL


Communication Plan


DEVELOPMENT PROJECT

SECP Rev. 7

PAGE

134 OF

136

Project

Stage

Primary Engagement



Location

Stakeholder

Feedback

Opportunity

Responsibilities


Government, Elected

Politicians,


Hotline, written


face meetings


face meetings,

Project Email

and Project

Hotline

Manage community issues

and monitor community

attitudes


and Tribal Leaders, All

Vulnerable Groups

Village meetings, group

discussions, household

visits, community

perception surveys

Bi-annually Meeting

Group

Discussion

Perception Surv

ey

THL








Guadalcanal,


Project Website, workshops

and discussions

THL


Partners,


Hotline, written



face meetings,

Project Email

THL


Communication Plan


DEVELOPMENT PROJECT

SECP Rev. 7

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135 OF

136

Project

Stage

Primary Engagement



Location

Stakeholder

Feedback

Opportunity

Responsibilities

face meetings and Project

Hotline


Government, Elected

Politicians,


Hotline, written


face meetings


face meetings,

Project Email

and Project

Hotline

Project hotline




All Stakeholders


and Hotline

THL


management

All Stakeholders A GRM has been


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,

Email

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

Download - Stakeholder Engagement and Communication Plan

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