Environmental-Social-Health Risk and Impact Management Process

Project phase Identify and appraise B1

e-shrimp activity Stakeholder participation

Description
Stakeholders can be subdivided into two groups:
• Internal stakeholders (operator’s business managers, project managers, HSE managers, engineers, designers, ESH consultants, Co-
Venturers); and,
• External stakeholders (financiers, governments, Non-Governmental Organisations, community groups, partners).
Stakeholder participation must seek to cater to these two groups.
For internal stakeholders: it is expected that HSE managers and ESH consultants (where present) will be required to provide input to
project engineers, designers planners, management, and Co-Venturers at regular intervals, so that an appropriate level of consideration is
made of ESH issues. This may be possible by producing ‘Decision Support Packages’ (or equivalent), a summary of the ESH impacts
relating to the evolving engineering designs and plans, at regular intervals.
For external stakeholders: active participation of stakeholders should be undertaken regarding the project proposal, including listening to
and recording concerns, which can be tracked through the decision-making process. Actions should be assigned, subsequently addressed
and completed.
This is the first opportunity to establish at international, regional and community levels, key expectations from the point of view of the
internal (company) and external stakeholders from which a list of initial environmental, social and health objectives can be derived. These
initial objectives must relate to both this project phase (Identify and Appraise) and also to the full project lifecycle.

Purpose
To provide a transparent and accessible participatory process so that an initial list of company and stakeholder issues and objectives can
be derived. Also, to set up internal (company) stakeholder dialogue, so that ESH considerations are an integral part of the design,
engineering and planning process.

Deliverable Key Task

1 Stakeholder identification plan
2 Communications plan
3 Decision support package (DSP) (or
equivalent)
4 Stakeholder Participation Report
5 Commitments Register
Produce a specific plan, based upon the current stakeholder identification
strategy. Update the inventory of international, national, regional and local
stakeholders and key contacts with respect to identification and appraisal
activities (eg feasibility studies).
Produce a communications plan with respect to identification and appraisal
activities.
Instigate a process of providing ESH orientated DSPs for inclusion in design,
engineering and planning process.
Start and maintain a ‘living’ record of participation, including minutes of
meetings and workshops and the tracking of actions and issues to be
addressed.
Develop a commitments register to satisfy internal stakeholders, as necessary.

© 2007 OGP 
International Association of Oil & Gas Producers

Checklists
1 Stakeholder identification plan
& &
2 Communications plan
This might include:
a Review of stakeholder identification strategy. [   ]
b Review of communications strategy. [   ]
c Assignment of project public affairs staff assigned, with consideration of local culture and language. [   ]
d Assignment of project environmental and social expertise assigned, with consideration of local culture and
language. [   ]
e Review of opportunities/mechanisms for engagement – website, personal/small meetings, public meetings –
aligned with each Stakeholder Group. [   ]
f Budgetary allocation. [   ]
g Schedule for engagement aligned with the project schedule and the national approvals process. [   ]
h Identification of project staff required at each meeting type. [   ]
i Assignment of responsibility for scheduling and organising engagement meetings. [   ]
j Consider which outputs to share with each individual stakeholder groups. [   ]
k Provision of clear information on the intended communication strategy (for the development as a whole) and
for the communications plan for the proposed identification and appraisal activities (eg feasibility studies). [   ]
l A list of key stakeholders and basis for inclusion; provide reason any potential stakeholders were not included. [   ]
m Provision of clear information on the proposed identification and appraisal activities and the longer term
proposed development. [   ]
n Clear information on who are the key public affairs staff and how they can be contacted by the stakeholders. [   ]
o Evaluation of whether the Stakeholder Identification Plan is complete (ie are there other groups which the
stakeholders realised are missing?) [   ]
p A list of stakeholder expectations. [   ]
q Discussion of operator and stakeholder expectations. [   ]
r A set of clear, simple, objectives with respect to operator/stakeholder expectations. [   ]
s Discussion of an initial list of stakeholders identified concerns. [   ]
t An update Stakeholder Identification Plan and Communications Plan as necessary. [   ]
u An update Risks and Opportunities register to include stakeholder concerns. [   ]
v Minutes of external meeting(s) with clear actions highlighted for closure before a predetermined date. [   ]
3 Decision support package (DSP) or equivalent
Most decision points (or gates) in EHS management systems require supporting documentation (various DSP’s). Each of these
packages will have defined requirements for EHS information. These requirements may differ between companies.
a Discuss with designers, engineers and planners the required format for the ESH DSPs. [   ]
b Follow timetable for delivery of DSPs, as outlined in communication plan. [   ]
c Review designer, engineering and planning proposals at DSP milestones. [   ]
d Review the current risks and opportunities register and regional and country profiles (as necessary). [   ]
e Review the best practice guidance documentation (if available) from company or external sources relating to
the proposed works to evaluate opportunities to address EHS issues efficiently. [   ]
f Consider the different aspects (operations) proposed so far and determine a list of potential preliminary
impacts, together with recommendations for adoption of best practicable environmental options (BPEO) where
possible. [   ]
g Attend meetings with engineers and planners, as necessary, to follow-up the publication of each ESH DSP. Add
the minutes of these meetings (where not confidential) to the Stakeholder Participation Report. [   ]

 © 2007 OGP
 Environmental-Social-Health Risk and Impact Management Process

4 Stakeholder Participation Report

a Determine whether your stakeholder identification plan is complete (ie are there other groups which the
stakeholders realised are missing?) [   ]
b Update list of stakeholder expectations. [   ]
c Discuss operator and stakeholder expectations. [   ]
d Update set of clear, simple, objectives with respect to operator/stakeholder expectations. [   ]
e Discuss and update list of stakeholders identified concerns. [   ]
f Update Stakeholder Identification Plan and Communications Plan as necessary. [   ]
g Update Risks and Opportunities register to include stakeholder concerns. [   ]
h Produce minutes of meeting(s) with clear actions highlighted for closure before a predetermined date. [   ]
5 Commitments Register
This should contain all the environmental commitments made by the project, including those
made as part of:
a access negotiations. [   ]
b the production sharing agreement. [   ]
c host government agreements. [   ]
d inter-government agreements. [   ]
e permit requirements. [   ]
f other public commitments from ESIA, public documentation, Consultation meetings etc. [   ]

Where possible it should:

a be maintained as a stand-alone document separate from the ESIAs. but developed in parallel with the ESIA
preparation. [   ]
b commitments should be agreed between the ESIA delivery team (company and consultant) and the engineering
design team. [   ]
c be simple, clear, and well-defined, and identify the source of each commitment together with assigned
responsibilities for delivery. [   ]
d form the basis of an Action Tracking Register to ensure that the discharge of commitments is monitored and
recorded. [   ]
e be reviewed appropriately prior to being made public to ensure that: [   ]
• commitments are technically, financially, and temporally feasible before release of the documents for public
consultation. [   ]
• the commitments can be practically delivered and that construction and cost implications are acknowledged
and incorporated in project plans. [   ]
• it is adequately be considered in the contracting strategy and incorporated into invitations to tender and
subsequent contracts. [   ]
f Discuss Commitments with contractors during the tender clarification meetings to ensure that they understand the
commitments and expectations, and that their price reflects these accordingly. [   ]
g Hold further formal meetings with the selected contractor on contract award to review the commitments and the
contractor’s plans to deliver them. [   ]
h Incorporate the commitments that extend beyond project construction into the operations EMS. [   ]
i The Environmental Commitments Register should fit into the central Project Commitments Register which contains
other commitments made e.g. local workforce content, community development, training etc. [   ]
j The Commitments Register should fit within the project Management of Change system such that a transparent
and defined recording and communications process can be followed should there be modifications to
commitments during the delivery phase [   ]

© 2007 OGP