Task 9 – Monitor and evaluate – Anglo American Social Way toolkit

Monitoring and evaluation of social performance review and planning is designed to track progress against the long-term objectives and interim milestones by assessing the progress and effectiveness of actions and programmes designed to reach the long-term objectives. Table 2.5 provides an example.

The results of monitoring and evaluation should help determine whether adjustments to those actions or programmes need to be made to achieve the long-term social performance objectives. More information on monitoring and evaluation is provided in the Governance section (see Section 1). Guidance on monitoring and evaluation of social and human rights impacts and risk management is provided in the SHIRA section (see Section 3C).

TABLE 2.5 – Monitoring and Evaluation Framework for long-term social performance objectives

Long-Term Social Performance objective	Long-term target	Interim milestones	Annual objective	Annual activities	Annual inputs	Annual outputs	Annual outcomes	Effectiveness
The long-term objective	Measurable long-term target	Changes anticipated that demonstrate progress towards meeting the long-term objective	Annual objectives that contribute towards the milestone	Activities that contribute towards the annual objective	Human and financial resources	Deliverables produced	Changes that have occurred	Success in meeting annual objective
Example 1 Background to internal and external context: Site has been in care and maintenance for the last two years, during which most of the workforce was let go and the majority of local procurement contracts terminated and there was a reduction in SED activities. Stakeholder trust was lost in this process and stakeholders have expressed uncertainty about the site’s long-term commitment to the area, making it difficult to build partnerships. The community is divided: there are several different interest groups purporting to represent their community and low levels of confidence in local authorities.
In 2030: high levels of trust and confidence in the site amongst a broad cross-section of affected stakeholders	In 2030, 90% of community survey respondents report high levels of trust in the site In 2030: 0 protests against site by potentially affected stakeholders	In 2022: all CEF members regularly participate in CEF meetings In 2023: all CEF members report high satisfaction with the site’s ability to deliver on its commitments and resolve grievances In 2025, 65% of community survey respondents report high levels of trust in the site In 2027: a sharp decrease over time is visible in the number of protests against the site by potentially affected stakeholders	In 2020: CEF officially established, with clear mandate, structure, and confirmed members	Consultations with potentially affected communities about CEF membership, structure, and mandate Develop ToR for CEF Select CEF participants	Staff time on consultations $ spend on venue and logistics for consultations	Number of consultations held Number of community members aware of plan to establish CEF ToR for CEF Agreed list of CEF participants	Community members aware of plan to establish CEF and its mandate	Official CEF launch meeting held ToR of CEF officially agreed upon by members First CEF meeting held
			In 2020: Grievance procedure revised to reflect complaints about accessibility of grievance process	Consultations with complainants to better understand accessibility issue Develop new grievance process Consultations internally about proposed changes to grievance process	Staff time on consultations $ spend on venue and logistics for consultations	Number of consultations held New grievance process documented	Community members aware that their complaints about accessibility are taken seriously	Revised grievance process approved internally and incorporated in grievance management procedure Increase in grievances received, indicating that the new grievance process is more accessible
			In 2020: All commitments currently in the commitments register are understood by internal and external stakeholders	Consultations internally about understanding of outstanding commitments Consultations with external stakeholder about understanding of outstanding commitments Update commitments register with clearer language	Staff time on consultations $ spend on venue and logistics for consultations	Updated commitments register with clear language	Community members aware of outstanding commitments Internal stakeholders aware of outstanding commitments	Decrease in community complaints about non-delivery of commitments showing a clear misunderstanding about what the commitments mean Updated commitment register
Example 2 Background to internal and external context: Site currently operates one open pit and will be opening a new underground mine in the next 10 years. The local population has not had exposure to underground mining and therefore has limited understanding of potential adverse and positive impacts.
In 2030: high level of stakeholder support for underground project	In 2030: 90% of community survey respondents report high levels of support for the site’s underground operation	In 2023: all CEF members are aware of business need to transition to underground mining In 2025: all CEF members demonstrate good understanding of potential impacts, risks and opportunities associated with transition to underground mining In 2028: 90% of community survey respondents report high level of confidence in site’s ability to safely and responsibly operate an underground mine	In 2020: potential social and community health impacts of proposed project assessed by a specialist	Social Impact Assessment (SIA) scoped, commissioned and undertaken by consultant	$ spend on consultant fees Staff time to manage consultant and review deliverables	SIA report Number of internal and external consultations held to share report findings	Relevant internal and external stakeholders demonstrate awareness of potential social and human rights impacts and risks of proposed project and agree mitigation measures	Recommendations from SIA incorporated into project design
			In 2020: community survey is undertaken to understand stakeholder perceptions in relation to underground mining	Third-party survey amongst representative community members undertaken Results of survey shared with key internal and external stakeholders	$ spend on consultant fees Management time to supervise consultant and review deliverables	Response rate to survey Report on survey findings	Improved understanding of stakeholder perceptions of underground mining	SEP updated to address stakeholder concerns about underground mining
			In 2020: SEP is updated to include preliminary information sharing with CEF and key stakeholders about underground project	Consultations with CEF members and other key stakeholders Design and production of communication materials	Staff time for consultations $ Spend on venue and logistics for consultations $ spend on communication materials	Number of meetings held Number of communication materials distributed Number of enquiries or grievances received relating to underground transition	CEF members and other key stakeholders are aware of long-term plans for transition to underground	Updated SEP Increase in number of enquiries or grievances relating to transition to underground (reflecting increased level of awareness)
In 2030: average health profile of the local labour force poses no significant barrier to meeting medical requirements for working underground	In 2030: 75% of applicants from the local labour force are assessed as medically fit to work underground	In 2023: 80% of survey respondents demonstrate knowledge of lifestyle and consumption factors affecting health In 2025: health baseline of local community shows improvement in health behaviours In 2028: 65% of first round of applicants are assessed as medically fit to work underground	In 2020: Health Baseline of local community completed	Undertake health baseline	$ spend on consultant Staff time for consultations Management time to supervise consultant and review deliverables	Number of people consulted for baseline survey Health baseline report	Understanding of key health priorities amongst local labour force, including factors influencing health behaviours	Health baseline completed, and results disclosed Endorsement of the results of the health baseline report by key health stakeholders Agreement amongst key health stakeholders and site on priorities for health programme interventions

Conduct participatory monitoring

Participatory monitoring is not a requirement in relation to social performance review and planning. However, participatory monitoring in respect of a site’s long-term social performance objectives, priorities, and milestones is good practice and recommended particularly where there is, or has been, a confrontational or distrustful relationship between the site and local communities. More information on participatory monitoring is provided in the Governance section (see Section 1).

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