Impacts and risks identified in the land access and displacement strategy (see 4F.2 Guidance, Task 1) should be assessed and summarised in , recorded in the site’s baseline workplace risk assessment and control (WRAC) and the (see Section 3C.2 Guidance). Impact management controls should be identified in accordance with the mitigation hierarchy and good practice:
- those aimed at avoiding, and if avoidance is not possible, minimising displacement impacts, most effectively accomplished through the consideration of design alternatives and mitigation of other impacts, such as impacts; and
- those aimed at mitigating displacement impacts, namely the development of an appropriate (see 4F.2 Guidance, Task 7).
Avoidance and minimisation of displacement impacts is cross-functional; the (see Section 1) is one key vehicle for ensuring co-ordination. Integration of land access and displacement management into the process is critical (see Section 2). Proposed site changes and developments contained in the should be assessed for their potential displacement impacts to allow for design changes, where necessary, or ensure advanced planning for the effective management of displacement impacts.
Displacement impacts may be linked to other areas of Social Performance, including (see Section 4A), (see Section 4C), (see Section 4G), and (see Section 4K). Operations teams must ensure that there is good understanding of the linkages and that the potential displacement impacts and risks captured in are consolidated to avoid duplication or having different ratings or controls for the same risk or impact.
Displacement impacts included in must be updated once the scope of a specific resettlement project is refined (see 4F.2 Guidance, Task 4) and again once the scope is finalised (see 4F.2 Guidance, Task 7).