Building and maintaining constructive and mutually beneficial relationships with indigenous communities will require a substantial investment of staff time and resources across multiple departments. The Social Performance team may lead in the engagement process, but other functions should also be closely involved. This involvement will vary as a site moves through the different stages, but the most critical departments are likely to be the most outward-facing, such as security, health, environment, human resources and supply chain.
Lines of accountability
Table 4I.3 lays out roles and responsibilities in managing relations with Indigenous Peoples.
TABLE 4I.3 Roles and responsibilities
| COMPANY LEVEL |
PERSON |
ROLE |
| GROUP |
Group Social Performance Principal |
- Provides advice and input on how to meet Performance Standard 7 and relevant international good practice
- Provides advice on how to proceed in case consent is not given
|
| Group Legal |
- Provides advice on international hard and soft law regarding Indigenous Peoples
|
| BUSINESS UNIT |
Government Relations Manager |
- Acts as contact point with local and national government and relevant NGOs regarding site’s engagement approach
- Receives regular reports from site on development of and engagement process
|
| SITE SOCIAL PERFORMANCE TEAM |
Site Social Performance Manager or equivalent |
- Recruits external advisers/translators as necessary
- Oversees and assists external experts in the identification, mapping and analysis of Indigenous Peoples
- Co-designs and oversees overall consultation process, in collaboration with other community-facing functions
- Establishes protocols and mechanisms for consultation, in collaboration with community (and with assistance from external experts, as appropriate)
- Leads on communicating proposed plans related to the mine to the local community
- Oversees regular updating of stakeholder analysis in relation to Indigenous Peoples
- Analyses and prioritises engagement topics and issues
- Develops/updates and oversees implementation of the
- Defines actions related to indigenous groups together with Heads of Departments (HoDs), if required
- Provides quarterly analytical reports on Indigenous Peoples engagement activities, risks and impact management to General Manager (GM), and Business unit (BU), as well as to external stakeholders as required
|
| Indigenous Adviser (temporary, early stage) |
- Supports identification, mapping and initial analysis of Indigenous Peoples
- Supports and advises on initial engagement with indigenous communities
- Supports baseline data collection
- Supports development of
- Supports internal and external capacity building as appropriate
|
| Indigenous Peoples Engagement Officer, or equivalent |
- Contributes to regular updates of stakeholder analysis as it relates to Indigenous Peoples
- Maintains strong relationships with indigenous communities, through regular engagement
- Supports implementation of the
- Identifies and suggests priority engagement topics and issues as they arise
- Implements community grievance mechanism
- Regularly reports on the implementation of the and other engagement activities with indigenous communities
- Monitors and reports on indigenous community perceptions
|
| SITE MANAGEMENT |
General Manager/Heads of Departments |
- Direct involvement in engagement activities and risk and impact management as required
|
References
1 The World Bank (2019) Indigenous Peoples. Available at: https://www.worldbank.org/en/topic/indigenouspeoples (Accessed: December 2019).