Accountability for site social performance, and compliance with the Social Way Policy requirements, sits with the mine site . The social performance team has core responsibilities in relation to the following activities:
- Stakeholder engagement. Lead relationships with community stakeholders, through two-way engagement relating to impacts, mitigation measures and potential benefits. Support engagement with non-community stakeholders as appropriate; e.g. with government authorities (See Section 3A).
- Social and Human Rights Impact and Risk Analysis (SHIRA). Support relevant functions and undertake accurate social and human rights impact identification, assessment and mitigation activities for all site activities in a timely manner using and Investment Development Model – Investment Criteria by Stage (ICbS) approaches (see Section 3C). Where third-party impact assessments are commissioned, confirm the approach meets the requirements outlined in the Performance Standards.
- Socio-economic development (SED). Develop, implement and assess socio-economic development programmes, in conjunction with Human Resources and Supply Chain teams and others as appropriate, ensuring compliance with the principles and guidelines in (Section 4A).
- Grievance management. Develop and implement site level grievance management procedure that is accessible and understood by all stakeholders (Section 3B).
- Incident investigation. Follow the site’s Learning from Incident procedure to manage incidents with social consequences (Section 3B).
- Commitments management. Compile and maintain a social commitments register and regularly track and report on progress status of fulfilling commitments.
- Internal engagement. Engage with Site Leadership team and Heads of Department to build awareness of local community dynamics, priorities, areas of concern, etc and help assess how their activities could generate social and human rights impacts that require management. Additionally, internal engagement should provide site Social Performance teams with the relevant technical information to support engagements, e.g. details of future activities, how risks will be mitigated, types of employment available and skills required.
- Management reporting. Report on at least a quarterly basis to site leadership, with meaningful performance metrics on engagement feedback, projects, grievance management, effectiveness of social and human rights impact management and implementation of commitments.
- Skills and resourcing. Propose the appropriate resourcing required, including external consultancy support, to deliver a site’s social performance objectives, at each stage of the mine’s lifecycle.