The external socio-economic and political context is unique to each site. However, there are core roles likely to be required in every Social Performance team, listed below. An individual may have more than one role, depending on the stage of the asset lifecycle and intensity of work programme.
- Social Performance Manager, with responsibilities for team resourcing, budgeting, skills development and training; ensuring implementation of social performance-led actions in the ; supporting other functions implement actions they are accountable for; as well as monitoring progress, conducting evaluations and regular reporting to senior management.
- Stakeholder Engagement Specialist and Community Engagement Officers, with responsibilities for developing and implementing community aspects of the site Stakeholder Engagement Plan (SEP) (see Section 3A).
- Impact and Risk Specialist, with responsibilities for co-ordinating cross-functional identification of social impacts and resulting business risks, mitigation measures and indicators to track their efficiency and effectiveness (see Section 3C).
- Grievance Officer, with responsibilities for developing and implementing a site-level grievance management procedure and following the site’s Learning from Incident procedure (see Section 3B).
- Specialist and Officers, with responsibilities for developing, implementing, monitoring and reporting on socio-economic development programmes (see Section 4A).
- Monitoring and Reporting Co-ordinator, with responsibility for developing monitoring indicators for all activities in the Social Management Plan (SMP), in co-ordination with relevant functions that have -implementation responsibilities.
- Administrator, with responsibilities for supporting the Social Performance Manager and team with administrative duties, which may include budget tracking, arranging transport logistics, sourcing team equipment, document formatting, and data analysis to support internal reporting.
Some phases of the mine lifecycle will require resourcing of specialist roles, which may be temporary, including:
- Land Access Manager, during intense periods of land leasing/acquisition.
- Resettlement Manager to co-ordinate all aspects of physical and economic displacement of people, including identifying land and construction of new residences (see Section 4F).
- Livelihoods Restoration Manager to develop, implement and monitor livelihood-focused programmes, usually in partnership with external providers (see Section 4F).
- Impact Assessment Lead to manage social inputs to significant impact-assessment studies such as -aligned Environmental and Social Impact Assessments (ESIAs) at Project phase and closure-impact assessments towards the end of the mine lifecycle.
- Engineering Procurement Construction Management (EPCM) Co-ordinator during Project phase to support Project-related engagements, check that identified impact mitigations in Environmental and Social Management Plans (ESMPs) are being implemented and benefits delivered.
- Indigenous Peoples Manager may be required to lead on forming and negotiating Indigenous Land Use Agreements, Impact Benefit Agreements and other Benefit Sharing mechanisms, e.g. community trusts (see Section 4I).
- Communications Officer, with responsibilities for developing materials such as presentations, newsletters and posters to explain and raise awareness regarding all aspects of the company’s approach to social performance.
- Community Health and Safety Officer, with responsibilities for identifying adverse impacts on local communities; supporting identification and implementation of mitigation measures; and supporting development, implementation and monitoring of initiatives targeting improvements in community health (see Section 4C).
- Contractor Social Management Specialist, with responsibilities for screening contracts for social materiality, reviewing potential contractors’ ability to manage potential social and human rights impacts and risks associated with their work programmes, reviewing Contractor Social Performance Plans, and conducting regular monitoring and evaluation of contractor performance against agreed requirements (see Section 4B).