Task 6 – Engage with stakeholders

Guidance on engagement approaches

Different engagement approaches are required, depending on what is being discussed and with whom, logistical or time constraints, cultural context, and stakeholder needs and preferences. Table 3A.9 describes different engagement approaches that can be used to disclose information, receive feedback, and for more in-depth processes of informed consultation and participation.

Box 3A.11 Informed Consultation and Participation

IFC PS 1 requires that projects with significant adverse impacts on affected communities follow a process of Informed Consultation and Participation (ICP).

ICP focuses on an in-depth exchange of views and information. It is an organised and iterative process that uses tailored consultation and engagement approaches for different stakeholders, including vulnerable groups. Through an ICP process, stakeholders should be able to discuss the management and mitigation of impacts, how implementation of management measures can be tailored, and identify mechanisms for sharing and capitalising on development benefits and opportunities.

The consultation process should (a) capture both men’s and women’s views if necessary, through separate forums or engagements, and (b) reflect men’s and women’s different concerns and priorities about impacts, mitigation mechanisms, and benefits, where appropriate. The outcomes of this process should feed into site’s decision-making processes.

The guidance provided in this section is aligned with an informed consultation and participation process.

When planning engagement, sites should establish when it may be unproductive (or dangerous) to deal directly with stakeholders and find alternative ways of engaging them. This may be relevant where stakeholders appear inaccessible (high-profile politicians, activist NGOs, opposition groups, etc.) and may require sites to identify third parties to engage with those intermediaries instead. (See Section 4J. Conflict Management).

Recognise also that peaceful protest by stakeholders is an important aspect of a free and participative democracy and should be acknowledged as a legitimate form of expression.

Table 3A.11 Engagement approaches

Method	Application
Written correspondence (letter/email)	For formal communication To disseminate information Invitations or announcements To reach stakeholders who are less likely to participate in face-to-face engagements To acknowledge receipt of incidents and grievances and to update stakeholders on how their issues, incidents and grievances have been addressed
Posters, flyers, newsletter	Periodically update stakeholders about the operation and mine-related initiatives in a simplified way using diagrams and short, simple descriptions using non-technical language Reach stakeholders who are less likely to participate in face-to-face engagements Explain the Grievance Process and share contact details Advertise job vacancies and local-procurement opportunities
Local media (newspaper, radio, social media)	To announce key news or messages to a wide range of stakeholders To announce upcoming public meetings and events To disclose information regarding employment and procurement opportunities, provide specific progress updates To share stories about past events Public disclosure announcements for environmental and social impact assessments (ESIAs) and resettlement action plans (RAPs) To share contact details and inform stakeholders about where they can get more information
Website	As for local media, and: To host ESIA and RAP documents To host relevant information e.g. ToR, meeting minutes, agendas for upcoming meetings
Surveys and feedback forms (face-to-face, telephone, SMS/text, postal, email or online)	To gather qualitative or quantitative data, information and feedback from a wide range of stakeholders for assessment and monitoring purposes To gain a better understanding of stakeholder needs, issues and concerns To gain a better understanding of stakeholder perceptions towards the operation
Town halls or public meetings	Formal meetings to meet with a wide range of stakeholders, especially local communities To present information and seek feedback from stakeholders using presentations, posters, models, non-technical information leaflets, video and visual aids, and question-and-answer sessions Share information about upcoming studies and disclose results of completed studies; e.g. ESIAs, RAPs
Open day/open house	Invite stakeholders to review information at site or in an accessible location at their own pace and at a time that suits them, using posters, information boards, visual aids, leaflets Staff the open house to answer questions and guide stakeholders through the information
One-to-one interviews/meetings	Gather feedback, views, opinions from targeted stakeholders Enable stakeholders to speak freely and confidentially about sensitive issues Allow for in-depth discussion about specific issues Build personal relations with stakeholders Gather baseline data Use to respond to incidents and grievances as necessary Allows for vulnerable group or gender-sensitive consultation
Focus groups/small group meetings	Allows open, in-depth discussion and joint development of solutions to specific issues between targeted groups of stakeholders Can be supported by delivery of a presentation or handouts to communicate key messages, or by guidance/questionnaires to facilitate the discussion Allows for vulnerable group or gender-sensitive consultation
Formal meetings	Present information to a group of stakeholders sharing similar interests Share technical documents Get feedback, views and opinions Build formal relations with high-level stakeholders
Workshops/roundtables	Present information to a multi-stakeholder group Facilitated discussion where all participants have equal status Allows stakeholders to provide their views, opinions and questions in an open format Can use participatory exercises to facilitate group discussions, brainstorm issues, analyse information, and develop recommendations and strategies Can be one-off or part of regular working groups or forums

Messaging and communication

Planning effective messaging is vital, as it:

• ensures all company staff/representatives are saying the right thing and the same thing – especially regarding sensitive issues
• sets the record straight with regards to rumours that might be circulating about the site’s activities
• helps clarify misunderstandings about the site’s or project’s activities
• communicates company policies and responsibilities to help stakeholders understand why things are done as they are
• is tailored based on listening to stakeholders.

Social Performance teams should consider compiling key messages (see Table 3A.10) for all departments to use when engaging with stakeholders. The messages should be developed in collaboration with the relevant department, team or subject matter expert and designed in conjunction with the Communications team.

Table 3A.12 Types of key messages

Types of key messages
About a specific activity or milestone Examples: Beginning of a construction activity Population resettlement Disclosure of ESIA findings	About a process, policy or programme Examples: Grievance process Compensation calculations Land rehabilitation plans
About a specific issue Examples: Project delays Community development activities Negative discourse by activists	About the operation in general Examples: Scope of the operation Size of the workforce Production goals/milestones

Box 3A.12 Principles underpinning key messages

Key messages should be:

• Clear, concise and consistent.
• Presented in a format and language that the target group can understand, avoiding jargon or technical language.
• Adapted to the interests and concerns of the target group: don't just tell them what the company wants them to know.
• Properly prepared, particularly when involving information that may be unfamiliar or controversial for stakeholders. Internal planning documents should be shared with other teams and with site management and could include:
  • Frequently asked questions or answers to difficult questions
  • Fact sheets
  • Company position statement
• Communicated in an accessible way, taking into account:
  • Popular news sources (local radio, social media, newspapers, word of mouth).
  • Literacy levels
  • Most spoken languages
  • Level of internet access
  • Level of mobile phone access
  • Central information-sharing venues (church, public libraries, recreational centres, schools)
  • Cultural hierarchies/protocols

Participative decision-making

Consensus-based decision-making is an approach that invites input from stakeholders on company decisions. Although it can sometimes be a slower form of decision-making, it also enhances trust, motivation, innovation and ensures that stakeholders become more involved and invested in the site’s activities, potentially leading to better quality and more sustainable outcomes. While the CEF is one mechanism that encourages participative decision-making, sites should consider how they promote the approach through different areas of stakeholder engagement.

Box 3A.13 Issues benefiting from a participative decision-making approach

• Determining the best input channels for a grievance process
• Designing prevention and mitigation measures for adverse effects (especially related to major activities such as resettlement)
• Identifying SED projects
• Developing a fair and transparent process for local hiring
• Determining the placement of infrastructure
• Determining a post-closure land-use vision and success criteria for social transition

Click to get a closer look

Zoom out

Figure 3A.5 Spectrum of participation

The highest level of participation, where decision-making is delegated fully to stakeholders, is only likely to be appropriate in certain situations, as the company has existing commitments to regulators, shareholders and other internal and external stakeholders that must be considered in decision-making processes. Depending on the context and issue, company involvement may also be necessary to provide technical advice and assist in the development of viable options.