Stakeholder Engagement Plan Project Number: 48368-001 August 2018
MYA: Myingyan Natural Gas Power Project
Prepared by Sembcorp Myingyan Power Company Limited
The stakeholder engagement plan is a document of the borrower. The views expressed herein
do not necessarily represent those of ADB's Board of Directors, Management, or staff, and may
be preliminary in nature. Your attention is directed to the “Terms of Use” section of this website. In preparing any country program or strategy, financing any project, or by making any designation
of or reference to a particular territory or geographic area in this document, the Asian
Development Bank does not intend to make any judgments as to the legal or other status of any
territory or area.
GROUP COMMUNITY RELATIONS SEMBCORP INDUSTRIES LTD
Doc. No. SCI-HSSEC-SMP-001
Rev. No. 1.3
Effective Date: 23 Aug 2018
Project :
Myingyan 225MW Gas-fired Combined Cycle
Power Plant Project
Title:
Stakeholder Engagement Plan
Owner :
SEMBCORP MYINGYAN POWER COMPANY LIMITED
MYINGYAN CCGT POWER PLANT
STAKEHOLDER ENGAGEMENT PLAN
Doc No. Rev. No. Title
SCI-HSSEC-SMP-001 1.3 Stakeholder Engagement Plan Framework
Prepared By:
Approved By:
Revision History
Name Designation Signature Date
Tan Shi Han Jessica Group Community Relations-
Executive
28 July 2016
Name Designation Signature Date
HC Chew Group Community Relations-
Senior Vice President
28 July 2016
Date Version Reason for revision Author Approver
(Signature)
17 Jan
2018
1.1 Include Kenneth Ng as the
Counterpart at Group level
Kenneth Ng
23 Aug
2018
1.2 Adjust the plan for
operational stage
Kevin Heng
24 Aug
2018
1.3 Inserted Grievance
Committee from Additional
Documents to Appendix E
Kenneth Ng
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CONTENTS
1 INTRODUCTION 5
1.1 CONTEXT OF THE DOCUMENT 5
1.2 SCOPE, PURPOSE AND OBJECTIVES 5
1.3 STRUCTURE OF THIS PLAN 6
2 PROJECT DESCRIPTION 7
3 KEY STANDARDS AND LEGISLATION 9
3.1 REPUBLIC OF THE UNION OF MYANMAR LEGISLATION 9
3.2 INTERNATIONAL FRAMEWORK 9
3.2.1 International Finance Corporation Performance Standards 9
3.2.2 Asian Development Bank Safeguard Policy Statement 10
3.3 SEMBCORP CORPORATE POLICIES 10
4 PROJECT STAKEHOLDERS 12
4.1 STAKEHOLDER IDENTIFICATION 12
4.2 STAKEHOLDER ISSUE IDENTIFICATION 14
4.3 STAKEHOLDER MAPPING 14
5 STAKEHOLDER ENGAGEMENT PLAN 16
5.1 PRE-OPERATIONS ENGAGEMENT 16
5.2 OPERATIONS PHASE ENGAGEMENT 17
5.3 INFORMAL ENGAGEMENT 18
5.4 STAKEHOLDER COMMITTEE 19
5.5 STAKEHOLDER DATABASE 19
6 GRIEVANCE MECHANISM 21
6.1 OBJECTIVES 21
6.2 THE PROCESS 21
7 MONITORING AND REPORTING 25
7.1 MONITORING OF STAKEHOLDER ENGAGEMENT ACTIVITIES 25
7.2 EVALUATION OF STAKEHOLDER ENGAGEMENT ACTIVITIES 25
8 ROLES AND RESPONSIBILITIES 27
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8.1 PROJECT MANAGEMENT TEAM 27
8.2 COMPANY EMERGENCY RESPONSE TEAM (CERT) 29
9 APPENDIX 30
9.1 APPENDIX B: STAKEHOLDER TEMPLATE 30
9.2 APPENDIX C: STAKEHOLDER DATABASE TEMPLATE EXAMPLES 31
9.3 APPENDIX D: GRIEVANCE LOG AND CLOSE-OUT TEMPLATE 32
9.4 APPENDIX E: GRIEVANCE COMMITTEE 33
9.4.1 PURPOSE OF GRIEVANCE COMMITTEE 33
9.4.2 GRIEVANCE COMMITTEE COMPOSITION 33
9.5 APPENDIX F: GRIEVANCE DATABASE 39
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1 I
NTRODUCTION
1.1 CONTEXT OF THE DOCUMENT
Sembcorp has been selected by the Ministry of Electricity and Energy (MOEE)1 of the
Government of Myanmar (GOM) as a private sector Independent Power Producer (IPP) to
develop a 225MW Combined Cycle Gas Turbine (CCGT) power plant in Myingyan Township,
Mandalay Region, Myanmar (the Project). The Project is comprised of the following
components:
A 225MW CCGT power plant;
A 230kV overhead transmission line (construct but to handover to MOEE); and
Water supply pipeline, wastewater discharge pipeline and water intake and pumping
station.
The Project will use an efficient form of CCGT power generation technology, which is designed
for high reliability and efficient operation. The electricity generated by the Project, from natural
gas, will be sold under a 22-year Power Purchase Agreement (PPA), as agreed with the
Electric Power Generation Enterprise (EPGE)2.
The Project will proceed with international financing provided by Asian Development Bank
(ADB), International Finance Corporation (IFC), and other banks that have adopted the
Equator Principles (EPs).
This document forms the Stakeholder Engagement Plan (SEP) for the operations phase of
the Project. The SEP identifies the Project stakeholders and describes how these stakeholders
will be engaged throughout the operations phase. The SEP is a “living document” that will be updated and refined as the Project progresses. This will include a revision every 5 years after
the beginning of the operations phase.
1.2 SCOPE, PURPOSE AND OBJECTIVES
Stakeholder engagement refers to a process of sharing information and knowledge, seeking
to understand and respond to the concerns of stakeholders, and building relationships based
on trust. The Project team is committed to undertaking a process that delivers an inclusive
dialogue with the Project stakeholders. The objectives are to:
Provide relevant information to stakeholders in a timely manner;
Facilitate two-way discussions to cover stakeholder issues and priorities as well as
concerns and needs of the Project;
Ensure engagement is in a language and format that is understandable and accessible
to local stakeholders, including vulnerable groups, and is culturally appropriate;
Take into consideration stakeholder issues, concerns and priorities into Project
decision-making processes, and
1 Ministry of Electricity and Energy (MOEE) is formerly known as Ministry of Electric Power (MOEP). 2 Electric Power Generation Enterprise (EPGE) is formerly known as Ministry of Electric Power Enterprise (MEPE).
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Provide a mechanism for grievances to be raised and resolved.
The SEP has been developed in line with international good practice, Sembcorp’s corporate guidelines, including Sembcorp’s Stakeholder and Community Engagement Policy, and the
outputs from previous engagement undertaken as part of the environmental and social impact
assessment.
1.3 STRUCTURE OF THIS PLAN
The remainder of this document is structured in the following manner:
Section 2: Project Description;
Section 3: Key Standards and Legislation;
Section 4: Project Stakeholders;
Section 5: The Stakeholder Engagement Process;
Section 6: Grievance Management Mechanism;
Section 7: Monitoring and Reporting; and
Section 8: Roles and Responsibilities.
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2 PROJECT DESCRIPTION
Sembcorp is planning to develop a 225MW CCGT power plant in Myingyan Township,
Mandalay, Myanmar (Figure 2.1). The Project site is located adjacent to an existing steel mill
(Myingyan Steel Mill No.2), owned by Ministry of Industry (MOI).
Figure 2.1 Project Location
The Project will be comprised of the following infrastructure:
A 225MW CCGT power plant, which will include the following main components:
2 sets of gas turbine (GT) units;
2 sets of heat recovery system generator (HRSG);
1 steam turbine generating unit with associated auxiliary equipment;
Switchyard area;
Cooling water system;
Demineralised water system; and
Wastewater treatment facility.
The power plant will be located on a predominately green field site. The design life of the
power plant, after the construction phase, is estimated to be 25 years.
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A 230kV overhead transmission line, which will connect the power plant to the upgraded
Myingyan Steel Mill sub-station located within the adjacent steel mill complex. The
transmission line will be approximately 2.5 km in length. Sembcorp will construct the 230kV
overhead transmission line and handover to MOEE after the completion of construction.
A water supply pipeline and wastewater discharge pipeline. The water supply pipeline, which
will be approximately 14 km in length, will connect the power plant to the water intake point
and a new pumping station at the Ayeyarwady River. The wastewater discharge pipeline will
connect the power plant to the existing Ayeyarwady River. The wastewater pipeline, which will
be approximately 14 km in length, will be run parallel to the water supply pipeline. Both
pipelines will share the 2 m easement.
There are a number of villages located in close proximity to the Project site boundary. These
include:
1. Sa Khar village;
2. Hnan village;
3. Hpet Taw village;
4. Nyaung Kan village;
5. Gyoke Pin village;
6. Thien village;
7. Tha Pyay Thar village;
8. Kyun U village*;
9. Ka Laing Chone village*;
10. Aye village*;
11. Seik Nyan village*;
12. Ma Yoe Kone village*; and
13. Hta Nyaung Thai*.
During the last engagement meeting undertaken for the environmental, social and health
impact assessment, six additional villages were identified (indicated above with an asterisk).
Project information has been disclosed to the six additional villages and social data has been
gathered for the villages to incorporate into this SEP.
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3 KEY STANDARDS AND LEGISLATION
The Project will conform to the legal and administrative requirements of the Republic of the
Union of Myanmar, international treaties to which Myanmar is signatory, and to relevant
international standards, including the ADB Safeguard Policy Statements (2009) and the IFC
Performance Standards (2012). In addition, the Project will conform to Sembcorp’s corporate
policies, including those relating to stakeholder engagement, in particular the Stakeholder and
Community Engagement Policy.
3.1 REPUBLIC OF THE UNION OF MYANMAR LEGISLATION
Sembcorp aims to identify, assess, evaluate and comply with stakeholder engagement
requirements as per the prevailing regulations in the area of operation. This includes:
Relevant local, regional, and national constitutional and regulatory requirements for
each of its owned and/or managed projects and operations;
Guidelines, frameworks and approaches that may have been adopted in the area of
its operations; and
Commitments put forth on Sembcorp companies through agreements, approvals and
permits.
At the time of updating this SEP, no specific stakeholder engagement requirements existed
outside of environmental impact assessment (EIA) / initial environmental examination (IEE)
framework established by the Ministry of Natural Recourses and Environmental Conservation
and (MONREC). However, given the evolving legal environment in the country, regulatory
changes may occur that will influence the SEP. It will be important that regulatory changes are
monitored to ensure that this SEP continues to be compliant with the requirements of the
Republic of the Union of Myanmar. In the meantime, Sembcorp will continue to engage Project
stakeholders by observing the international good practice, as described below.
3.2 INTERNATIONAL FRAMEWORK
The Project considers a range of international standards when developing a SEP. This is
particularly important in the context of this Project, as the Project is receiving international
financing. This includes:
The IFC Performance Standards (2012);
The EPs (2013); and
The ADB Safeguard Policy Statements (2009).
3.2.1 International Finance Corporation Performance Standards
The IFC Performance Standards on Environmental and Social Sustainability and the IFC’s Stakeholder Engagement Handbook are generally accepted as a benchmark for good practice. Performance Standard 1 (PS1) requires project proponents to engage with affected
communities through disclosure of information, consultation, and informed participation. To
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facilitate this, IFC PS1 requires the proponent to develop and implement a SEP that is scaled
to the project risks and impacts and development stage, and tailored to the characteristics and
interests of the affected communities. IFC PS1 requires a SEP to include differentiated
measures to enable effective participation of those identified as disadvantaged or vulnerable.
A grievance redressal mechanism and ongoing reports to affected communities are also
required.
In addition to PS1, the following standards must be considered by the Project, if applicable:
IFC PS 5: Stakeholder engagement as part of land acquisition process and
resettlement process; and
IFC PS 8: Engagement with regards to cultural heritage.
3.2.2 Asian Development Bank Safeguard Policy Statement
The ADB’s Safeguard Policy Statement (SPS) sets out the ADB’s expectations with regards to impact identification and management for new operations, including requirements relating
to stakeholder engagement. The SPS aims to promote sustainability of project outcomes by
protecting the environment and people from a project’s potential adverse impacts by avoiding
or minimising adverse impacts of projects on the environment and affected people and helping
project proponents to strengthen their capacity to manage environmental and social risks. A
key part of this project is ongoing engagement with stakeholders, from the project inception to
closure or decommissioning.
3.3 SEMBCORP CORPORATE POLICIES
Sembcorp’s Stakeholder and Community Engagement Policy states that ‘every Sembcorp Company endeavours to take cognizance of the needs and welfare of our stakeholders’. This is applied by committing to the following principles:
Congruence and materiality. The engagement activities undertaken shall be aligned to
the business objectives, priorities and the identified issues/impacts/risks associated
with the Sembcorp project;
Cultural appropriateness and inclusivity. The engagement activities undertaken shall
be in cognizance of the cultural norms and practices of the stakeholder groups as well
as the differences in social status of the various groups;
Transparency. In order to ensure that engagement activities are undertaken in a
collaborative manner, it is essential that the stakeholders have access to certain key
information; and
Rights compatibility. The stakeholder engagement activities and planning shall
promote processes and agreements based on decisions that promote equity and
human rights.
At the project level, project affected communities are an important stakeholder, as poor
engagement at this level may harm the overall reputation and operation of the businesses.
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Sembcorp also has a Community Grievance Management Policy, which provides guidance
for the grievance management mechanism detailed in Section 6.
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4 PROJECT STAKEHOLDERS
The first step in preparing a SEP is mapping the Project stakeholders. This involves identifying
the relevant Project stakeholders or groups of stakeholders, characterising the key
stakeholder issues and concerns, and mapping the Project stakeholders to determine the
appropriate level of engagement for each stakeholder. This section describes the outputs from
the stakeholder mapping process.
4.1 STAKEHOLDER IDENTIFICATION
For the purposes of this SEP, a stakeholder is defined as any individual, organisation or group
who is potentially affected by the Project operations phase, can themselves affect the
operations of the Project, or has an interest in the Project.
A host of stakeholders have been identified that will need to be engaged during the operations
phase. Table 4.1 has grouped the stakeholders by category. This includes the stakeholders
that were identified during preparation of the ESIA, as many of these stakeholders will continue
to be engaged during the operations phase.
Table 4.1 Stakeholders
Stakeholder Group Stakeholder
Union government Ministry of Electricity and Energy (MOEE)1
Electric Power Generation Enterprise (EPGE)2
Ministry of Natural Recourses and Environmental
Conservation and (MONREC)
Ministry of Industry (MOI)
Directorate of Water Resources & Improvement of River
systems(DWIR)
Regional government (Mandalay) Chief Minister
Steel Mill (1)
Township government (Myingyan
and Taung Thar)
General Administration Department (GAD)
Department of Livestock, Fisheries and Rural Development
Department of Irrigation and Agriculture
Department of Electric Power
Department of Industry and Trade
Department of Social Welfare, Relief and Resettlements
Department of Labour
Water Resources Utilization Department
Myingyan City Development Council
Income Tax and Revenue Department
Development Committee
Local villages/ communities* Village Tract Leaders
1 Ministry of Electricity and Energy (MOEE) is formerly known as Ministry of Electric Power (MOEP). 2Electric Power Generation Enterprise (EPGE) is formerly known as Myanma Electric Power Enterprise (MEPE).
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Stakeholder Group Stakeholder
Local villagers - Sa Khar, Hnan, Hpet Taw, Nyaung Kan,
Gyoke Pin, Thien, Tha Pyay Thar, Kyun U, Ka Laing Chone,
Aye, Seik Nyan, Ma Yoe Kone, and Hta Nyaung Thai
Farmers within local villages
Fishermen within local villages
Women’s group representatives within local villages
Youth representatives within local villages
Healthcare workers within local villages and regional health
care facilities
Community-based organisations
General Manager at the Steel Mill
Steel Mill workers
Vulnerable groups (e.g. landless, poor, migrant workers and
women) within the local villages
*The stakeholder mapping exercise undertaken during the ESIA did not identify any Indigenous peoples or non-governmental
organisations in the Project area. This will need to be occasionally updated but as of the time of writing, there has been no
change in status.
Table 4.1 includes villages located around the Project site, as they are the individuals most
likely to be impacted (positively and/ or negatively) by the Project. This includes villagers from:
Sa Khar village. The village is located less than 1km north east of the Project site, and
is the closest village to the Project site. The village is also located along the road that
connects the Project site to Myingyan and Mandalay;
Hnan village. The village is located approximately 1.5km south east of the Project site;
Hpet Taw village. The village is located approximately 3.2km south of the Project site;
Nyaung Kan village. The village is located approximately 2.7km south west of the
Project site;
Gyoke Pin village. The village is located approximately 2.7km north west of the Project
site;
Thien village. The village is located approximately 2.7km north of the Project site;
Tha Pyay Thar village. The village is located approximately 650 m from the water
supply pipeline / wastewater discharge pipeline;
Seik Nyan village. The village is located approximately 50 m from the water supply
pipeline / wastewater discharge pipeline;
Ma Yoe Kone village. The village is located approximately 390 m from the water supply
pipeline / wastewater discharge pipeline;
Aye village. The village is located approximately 50 m from the water supply pipeline /
wastewater discharge pipeline;
Kyun U village. The village is located approximately 80 m from the water supply
pipeline / wastewater discharge pipeline;
Ka Laing Chone village. The village is located approximately 150 m from the water
supply pipeline / wastewater discharge pipeline;
Hta Nyaung Thai village. The village, found beside Gyoke Pin village, is located
approximately 625 m from the water supply pipeline / wastewater discharge pipeline;
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4.2 STAKEHOLDER ISSUE IDENTIFICATION
During the ESIA, the following key issues relative to the construction phase were raised by
Project stakeholders:
Employment. Most of the villagers indicated that they would like to benefit from the
employment opportunities that will be created by the construction of the Project;
Availability and quality of surface and ground water. Stakeholders expressed concern
that construction of the Project construction may impact the quality of water;
Air emissions and health implications. Stakeholders indicated that they were
concerned about the health implications associated with air emissions that will be
generated by the Project during construction, and the potential for an increase in the
transmission of communicable diseases; and
Noise. Stakeholders expressed concern about the noise that will be generated by the
Project during construction, as it may disrupt local village activities.
Key messages (Table 5.2) have been developed so that a consistent response is provided to
stakeholders when these issues are raised. These messages will need to be rolled out across
the Project team so that when questions arise the same response is provided. See Section 5
for more details.
4.3 STAKEHOLDER MAPPING
Stakeholder mapping, illustrated in Figure 4.1, was undertaken to identify the level of
engagement required during the operations phase for each group of stakeholders based on
their level of interest and level of impact.
The stakeholders were mapped by group. However, where a stakeholder differed to the
remainder of the group, the stakeholder was identified and mapped separately (e.g. EPGE).
The mapping results are as follows:
The stakeholders that appear in the top right quadrant (i.e. in Q1 Figure 4.1) are those
that need to be managed closely (i.e. the stakeholders that need to be proactively
engaged on a regular basis and engagement efforts should be focused on this group).
This is because these are the stakeholders that are most interested in the Project and
have the potential to impact its outcome (i.e. the ability of the Project to go ahead).
The stakeholders that appear in next quadrants (i.e. in Q2 and Q3 Figure 4.1) need to
be kept informed – i.e. provided information and consulted on issues of interest to the
stakeholders.
The final stakeholders (i.e. in Q4 Figure 4.1) need to be monitored – i.e. informed of
key Project aspects. It is important to track if their level of interest or impact changes.
Stakeholder mapping process is an on-going process, which requires regular review and
update as the construction phase progresses. It is expected that the Project team will update
this matrix based on feedback as detailed in Section 7.
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Figure 4.1 Construction Phase Stakeholder Matrix
High
Low
High Low
Q1 Q2
Q4
Influence
Interest
Local villages
Vulnerable groups
Township GADs
MOEE/ EPGE
MONREC
Chief Minister
Township government agencies
Steel Mill workers
Q1
Q2
Q3
Q4
Steel Mill
NGOs
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5 STAKEHOLDER ENGAGEMENT PLAN
5.1 PRE-OPERATIONS ENGAGEMENT
Pre-construction engagement is designed to seamlessly continue the engagement process as the Project transitions from the ESIA to pre-construction. The aim is to:
Engage stakeholders on the outcomes of the ESIA report, including any changes to the Project;
Explain the ESMPs that have been designed, in particular the grievance management process, health and safety procedures, and local procurement and employment. and
Provide an update on future engagement activities, including the frequency in which activities will be undertaken during the construction phase, and the key points of contact within the Project team, should anyone have a questions or concern.
Pre-operations engagement will be held at union, regional, township and village levels and it will include all stakeholders impacted or interested in the construction phase. The complete list of stakeholders is contained in Section 4 (Table 4.1).
As part of the engagement process, responses have been developed for the key issues
identified during the stakeholder mapping process. This will help ensure a consistent response
is provided to stakeholders throughout the engagement process. Of particular note, are expectations regarding employment; it will be important that these expectations are managed and that a consistent response is provided when questions arise regarding employment. Table
5.1 provides key messages.
Table 5.1 Key Messages
Issue/ Topic Key Message
Employment The Project will generate job opportunities. Jobs will be advertised and
will be awarded to the applicant best suited to the advertised position.
There are regulations in place that require at least 25% of the workers
will be Myanmar nationals during the first 2 years of operation. During
years 2 to 4 of operation at least 50% of the workers will be Myanmar
nationals and after 5 years of operation a minimum of 75% will be
Myanmar nationals. It is important to clarify with stakeholders that the
regulations require the employment of Myanmar nationals, not
specifically local stakeholders.
Energy/ Electricity The Project will produce and sell electricity to EPGE1; and EPGE in turn
will be responsible for the distribution of the electricity.
Water A water intake point will be established on the Ayeyardwady River.
Cooling water will be discharged back to the river in accordance with the
Myanmar Guidelines for Thermal Power Plants2 and IFC EHS
Guidelines for Thermal Power Plants 20083.
1 Electric Power Generation Enterprise (EPGE) is formerly known as Myanma Electric Power Enterprise (MEPE). 2 Thermal Power Effluent Levels - Myanmar National Environmental Quality (Emission) Guidelines, 29th December 2015. 3 IFC EHS Guidelines for Thermal Power Plants, 2008.
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Waste will be disposed of appropriately. Chemicals and fuels will be
properly stored and handled. A site specific emergency response plan
will be developed and implemented.
Air emissions The power plant will generate air emissions during operation. These
emissions will be line with the Myanmar Guidelines1 and World Health
Organisation Guidelines2 (i.e. international good practice standards) for
air quality.
Noise emissions During operation, the noise levels will be in accordance with the
International Finance Corporation (IFC) Guidelines3 and Myanmar
Guidelines4 for noise at residential properties.
5.2 OPERATIONS PHASE ENGAGEMENT
Engagement will be held at the regional, township and village levels. The frequency and
method of engagement will vary based on the targeted audience and key messages to be
presented. These are presented in Error! Reference source not found. below; this plan should
be updated as feedback is received from stakeholders.
Special measures will need to be taken to ensure that vulnerable groups are included in the
engagement activities. This will involve working with village leaders to ensure that invitations
are extended to vulnerable groups (e.g. women headed households) to participate. From time
to time, this may involve undertaking face-to-face meetings with key vulnerable groups (e.g.
women, elderly).
Examples of engagement methods are listed in Table 5.2. The relevant methods will be
selected based on the targeted stakeholders
Table 5.2 Examples of Stakeholder Engagement Methods
Engagement will be held at the regional, township and village levels. The frequency and
method of engagement will vary based on the targeted audience and key messages to be
presented. These are presented in Table 5.2 below; this plan should be updated as
feedback is received from stakeholders.
Method Description
Face-to-face individual meetings Individual briefings provide a high level of project detail, and allow for
concise feedback, in a personal environment. Individual briefings may
be held with Indigenous groups and high priority stakeholders to
discuss issues relevant to the stakeholder/s.
1 Annex 1 – Air Emissions - Myanmar National Environmental Quality (Emission) Guidelines, 29th December 2015. 2 IFC General EHS Guidelines: Air Emissions and Ambient Air Quality, April 30th 2007. 3 IFC General EHS Guidelines: Noise, April 30th 2007. 4 Annex 1 – Noise Levels - Myanmar National Environmental Quality (Emission) Guidelines, 29th December 2015.
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Method Description
Face-to-face group meetings Group meetings may be used to communicate key strategies to
stakeholders, allowing many interested parties to attend. They could
also be used to help determine partnerships and collaboration
opportunities.
Workshops Workshops allow stakeholders to explore key issues, provide
feedback and develop action plans which are owned by those
affected by them or who will implement them.
Focus groups Focus group discussions are used when a project issue requires
specific discussion or exploration. A skilled facilitator is often needed
to ensure outcomes are achieved and to ensure appropriate
involvement. Timing and a neutral venue are also critical.
Correspondence (phone, letter,
email)
This is often the most common form of engagement used to establish
and maintain relationships with key stakeholders. Phone
conversations can be used on a regular basis to maintain
relationships. Letters can also be issued for invitations to briefings
and email alerts can be sent to invite comment or alert to project
updates.
Website A website can be used to provide relevant and timeline project
information. However, a website can also be used as a means of
collecting information from the community (e.g. via online discussion
forums, blogs etc.).
Appendix B provides a template to help plan day-to-day engagement with stakeholders.
Engagement will be guided by Table 5.2.
5.3 INFORMAL ENGAGEMENT
Official engagement activities are an important component of the operations phase. They
present the advantages of being organised, easy to advertise, recordable and demonstrate a
level of commitment by Sembcorp to the stakeholder engagement process. However, informal
engagement is also important. Regular informal engagement by the Project team with local
villagers helps to create, maintain and strengthen relationships and prevents grievances from
escalating.
Although informal, these engagement opportunities need to be captured in the stakeholder
database. There is a risk that commitments or promises will be made during informal
engagement opportunities that are not followed through (because they are not captured in
minutes of meetings or other similar record). To reduce this risk the outputs should be captured
in the stakeholder database and engagement should be undertaken by trained individuals.
Informal engagement should be considered to be conducted by the Project team and the CR
Manager on a regular basis – e.g. drop-ins to the local villages to provide updates or to see
how things are going.
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5.4 STAKEHOLDER COMMITTEE
In addition to the activities set out above, a stakeholder committee will be formed and gather
for meetings when necessary. When there is a need to disseminate project –related
information to the affected communities, the stakeholder committee will gather to provide
updates and exchange of feedbacks and comments. This provides a channel for two-way
communication for clear updates and open feedback mechanism to facilitate flow of required
information.
Key stakeholder groups will be represented on the committee, including, at a minimum,
representatives from each of the surrounding villages and the Project team. If the
representatives from Myingyan and Taung Thar GADs are able to participate in the
stakeholder committee upon invite, they are welcome to join in the stakeholder committee
meeting. HR & Admin manager, HSE manager and Development Manager from Project
Company will be invited to join in the meetings in order to assist in the updates of project-
related matters. This will provide an opportunity for issues raised and decisions made during
the meetings to be actioned quickly and efficiently.
The committee will:
Build on the relationships already established between local stakeholders and the
Project;
Gain a better understanding of village priorities and concerns as they relate to the
Project;
Receive ongoing input regarding management and monitoring of impacts; and
Provide regular Project updates to key stakeholders.
It will be the responsibility of the committee members to disseminate the information provided
at the committee meetings to their villages. This will be one of the ways in which information
will be relayed to local villages.
Stakeholders will have the opportunity to raise Project related issues and concerns with
committee members. It will be the responsibility of committee members to relay the issues and
concerns to Sembcorp and to raise them during the committee meetings for discussion.
The committee will meet on a needed basis during construction. At the end of the construction
period, the frequency at which the committee meets will be reviewed. The committee will
provide a valuable mechanism to collect and disseminate information.
5.5 STAKEHOLDER DATABASE
Implementation of this SEP will be supported by a stakeholder database. (A stakeholder
database is a tool that can be used to track stakeholder activities and grievances.) The
stakeholder database will help track the following information:
The stakeholder – i.e. an organisation or individual;
A contact person’s name and position or title;
Contact details (address, telephone, email, website);
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The main interests/issues/ concerns of the organisation as they may relate to the
Project; and
Details of engagement activities – i.e. date, location, attendees and key issues raised
– and responses/actions agreed.
The outputs from the mapping process (Section 4) should be captured in the stakeholder
database as well as the outputs from the engagement activities described above. This will
help ensure that issues and concerns are captured and can be fed into decision-making
process and that commitments made are met. Appendix C provides examples/ templates to
be utilised by the Development Manager to track engagement activities.
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6 GRIEVANCE MECHANISM
This section details the grievance mechanism that will be used to identify, track, and manage
grievances raised by external Project stakeholders. The approach is based on international
good practice and Sembcorp’s Stakeholder and Community Engagement Policy and the
Community Grievance Management Policy.
6.1 OBJECTIVES
The grievance mechanism is designed to manage grievances from stakeholders affected by
the construction phase of the Project. Grievances are complaints raised by stakeholders
regarding the Project.
The grievance mechanism ensures that stakeholders concerns are registered and, where
possible, addressed. It allows Sembcorp to be informed of issues being raised by stakeholders
so that it can be proactive in implementing solutions. The roles & responsibilities of each
member (regardless of internal or external members) and the Organisation Chart of the
Grievance Committee are detailed under Appendix E Grievance Committee
6.2 THE PROCESS
A variety of methods will be available through which stakeholders can lodge grievances. This
will include:
Face-to-face meetings with the relevant Project representatives;
Written communication (e.g. email, letter) directed to relevant Project representative
or left in suggestion boxes, which are found located in the villages and at the plant site
office. Villagers may choose to speak to their village tract leader or relevant village
representative to help facilitate a written complaint; and
Telephone call placed to a relevant Project representative.
Input written grievances in the suggestion box placed in or near their village vicinity
All grievances will be recorded in the stakeholder database. This will include a summary of
the grievance, the resolution or agreement on proposed actions (between the Project and the
complainant), and monitoring actions taken in response to the grievance. The grievance log
and grievance close-out form will be stored in the stakeholder database (Appendix D).
The key steps of the Process are as follows (Figure 6.1):
1. Identification of grievances. This could be in person, by phone, letter, or email using
the contact details below:
Development Manager
Email: [email protected]; [email protected]
Telephone No. : +959 792608080
2. Grievance is recorded in a ‘grievance log’ (written and electronic) within 3 days of
identification. The grievance log will be held at Sembcorp’s plant site offices. The
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significance of the grievance will then be assessed within five to seven working days using
the criteria outlined in Box 6.1.
Box 6.1 Significance Criteria
Level 1 Complaint: A complaint that is isolated or ‘one-off’ (within a given reporting period - 1 years) and
essentially local in nature (e.g. light traffic accident involving construction vehicle).
Note: Some one-off complaints may be significant enough to be assessed as a Level 3 complaint - e.g. when
a national or international law is broken (see Level 3).
Level 2 Complaint: A complaint which is widespread and repeated (e.g. dust from construction vehicles).
Level 3 Complaint: A one-off complaint, or one which is widespread and/or repeated that, in addition, has
resulted in a serious breach of Sembcorp policies or Myanmar law and/or has led to negative
national/international media attention, or is judged to have the potential to generate negative comment from
the media or other key stakeholders (e.g. inadequate waste management).
3. Grievance is acknowledged through a personal meeting, phone call, or letter as
appropriate, with the complainant 10-14 working days after submission. If the grievance
is not well understood or if additional information is required, clarification should be sought
from the complainant during this step.
4. The Development Manager is notified of Level 1, 2 or 3 grievance and the Project
Managing Director is notified of all Level 3 grievances. The senior management, will
support the Managing Director and the Development Manager in deciding who should
deal with the grievance, and determine whether additional support is required to respond
to the complainant.
5. The Project Development Manager delegates the grievance to the relevant
departments(s)/personnel to develop a response - e.g., HR, relevant medical or
administrative departments, contractors etc.
6. A response is developed by the Development Manager within 14 working days after
acknowledging the grievance, with input from the relevant Project personnel and others,
as necessary.
7. The response is signed-off by the Managing Director for level 3 grievances and the
Development Manager for Level 2 and Level 1 grievances within 14 working days of
issuing a response. The sign-off may be a signature on the grievance log or an e-mail
which indicates agreement, which should be filed by the Development Manager and
referred to in the grievance log.
Communication of the response should be carefully coordinated. The Development
Manager will ensure that an approach to communicating the response is agreed and
implemented, taking into consideration cultural sensitivities.
8. Record the response received from the complainant to help assess whether the
grievance is closed or whether further action is needed. The Project Development
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Manager should use appropriate communication channels, most likely telephone or face
to face meeting, to confirm whether the complainant has understood and is satisfied with
the response. The complainant’s response should be recorded in the grievance log.
9. Close the grievance with sign-off from the Development Manager. The Development
Manager will assess whether a grievance can be closed or whether further attention is
required. If further attention is required the Development Manager should return to Step
2 to re-assess the grievance.
Once the Development Manager has assessed whether the grievance can be closed,
he/she will sign off or seek agreement from the Managing Director for level 3 grievances,
to approve closure of the grievance. The agreement may be a signature on the grievance
log or an equivalent e-mail, which should be filed by the Development Manager and
referred to in the grievance log. In additional, a ‘grievance closeout form’ will be used.
This process is outlined in Figure 6.1.
The grievance management process enables complaints to be lodged anonymously.
Complainants are not required to provide their name when lodging a grievance. This is
reflected in the grievance log and close-out template (Appendix D). All grievances will be
archived into the Grievance Database (Appendix F) All grievances will be recorded,
investigated and closed-out in the same manner – as described above and as set-out in
Figure 6.1.
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Figure 6.1 Grievance Management Process
1. Identification of grievance (phone, letter, email, meeting,
others)
2. Grievance is recorded in grievance log within 3 working
days and its significance assessed within 5 to 7 working
days
3. Grievance is acknowledge 10 working days after
submission of the grievance
4. Development Manager is notified of the grievance
5. Development Manager delegates resolution of grievance
to relevant personnel
6. A response is developed within 14 working days of issuing
the acknowledgement
7. Sign-off of the resolution by Development Manager for
level 1 & 2 and the Managing Director for Level 3
grievances
8. Record complainant response in stakeholder database
9. Close out grievance using the grievance log and close out
form to update the status of the grievance in the
stakeholder database
Co
ord
ina
tio
n a
nd
do
cum
en
tati
on
by
De
ve
lop
me
nt
Ma
na
ge
r
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7 MONITORING AND REPORTING
To ensure that the desired outcomes are being achieved, the SEP will be monitored
throughout the construction phase.
7.1 MONITORING OF STAKEHOLDER ENGAGEMENT ACTIVITIES
There are two methods through which the stakeholder engagement process will be monitored:
1. Review of engagement activities in the field:
During engagement with stakeholders, the engagement team will assess meetings
using a feedback evaluation forms or by asking questions of participations,
depending on the stakeholder group, to ensure that messages are being conveyed
clearly.
The engagement team will debrief with the Project team to assess whether the
required outcomes of the stakeholder engagement process are being achieved, and
to provide the opportunity to amend the process where necessary.
2. Systematic, formal evaluation, which will occur on an annual basis, if appropriate.
7.2 EVALUATION OF STAKEHOLDER ENGAGEMENT ACTIVITIES
Performance will be reviewed on an ongoing basis to determine the effectiveness of the SEP,
including the methods being used and the accuracy of the mapping results.
A formal evaluation will be done annually, during which the performance indicators set out in
Table 7.1 will be used to determine the extent to which the objectives of the SEP have been
met. Information from the stakeholder database and formal/informal feedback from
stakeholders will be used to assess the performance indicators. The evaluation results will be
used to update the SEP, and will be reported internally as well as to key external stakeholders,
as requested.
The annual review will also provide a timely opportunity to review the stakeholder mapping
results to ensure that the mapping results are still accurate.
Table 7.1 Performance Indicators
Objectives Performance Indicators
Stakeholders are provided information
about the Project construction in a timely
manner
Number and type of engagement occurred and
recorded
Stakeholders have an opportunity to share
their views and concerns about the
construction
Number and type of engagement opportunities occurred
and recorded
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Objectives Performance Indicators
Positive working relationships are built and
maintained over time Number and type of grievances lodged by stakeholders
Number of resolved & closed out grievances
Engagement continues to be transparent,
inclusive and appropriate during
construction
Number and type of engagement opportunities occurred
& recorded
Number and type of grievances lodged by community
members
Number of resolved & closed out grievances
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8 ROLES AND RESPONSIBILITIES
Responsibility for implementation and monitoring of the SEP during construction will sit with
the Development Manager. Specifically the Development Manager will be responsible for:
Interfacing between Sembcorp and the stakeholders;
Regularly engaging with Project stakeholders to ensure a transparent feedback
process exists;
Disclosing relevant information to Project stakeholders;
Ensuring meaningful and representative participation of stakeholders in decision-
making processes;
Establishing a transparent mechanism to obtain, report, redress, and monitor all
grievances from stakeholders; and
Monitoring and reporting on the SEP, including updates, as required, to the stakeholder
mapping results.
The Development Manager will work with the Managing Director to ensure that the SEP is
implemented and that grievances are resolved in a timely manner. The Managing Director will
be responsible for approving the SEP, including the annual budget required for
implementation.
8.1 PROJECT MANAGEMENT TEAM
In times of civil disturbance/unrest, the Project Management team will step in to take charge
of the situation in order to better manage and mitigate any risks that are posed by the abrupt
circumstances. The Project Management Team consists of Development Manager, Health
Safety and Environment (HSE) Manager and the other various engineering personnel (Figure
8.1). They will all report to the construction manager/plant manager during the construction
/operation phase. Once the civil disturbance or Unrest occurred, the Project Management
Team will have to ensure the protocol and act in accordance to the given guidelines in the
Emergency Response Management Plan.
Project activities during construction /operation phase can also increase risks and impacts to
the community health, safety and security that may arise from project activities. In order to
safeguard the risks to the identified vulnerable communities, the community emergency
response plan is prepared under the Project Emergency Preparedness & Response
Management Plan (including Community Emergency Response) to address any community
emergency situations. The Senior Management Team (Figure 8.2 & Figure 8.3) shall ensure
alongside with the management from the contractors that steps will be taken to avoid or
minimise risks and impacts to community health, safety and security that may arise from
project activities.
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Figure 8.1 Operations and Maintenance Organisation Chart
Board of Directors
Plant ManagerLeonilo Caraos
ManagerTin Maung Thein*
HR ExecutiveHsu Pyeit Phyu
Managing DirectorDennis Foo
Manager
Aung Lwin Oo
Commercial
HR & Admin/OD
HSSE
ManagerHendra Kurniawan
Hairul Saleh
CSR ExecutiveHein Min Oo* HSSE
Executive Tin Ko Ko
HSSE Snr. Executive
Zaw Moe Aung
Security AdvisorLekh Bahadur
Shahi (total [incl. SA] 27 staff outsourced
from IDG)
O&M
Dy Plant ManagerYazar Myo Thein
ManagerNaing Naing Aung
Development
AnalystKevin Heng Tze
Chien Admin ExecutiveMyat Oo Lwin
Medical OfficerPyi Soe Thein
Logistics Executive
Ye Yint Thu
Government
Relation OfficerThura Aung
Figure 8.1.1 Reporting Workflow – Group and Local Community Relations
Reporting Workflow:
1. Community Relations Officer will report to the Development Manager 2. Development Manager will directly report to the Managing Director of the Project
Company 3. Development Manager will liaise and receive support from Group Strategic
Communications & Sustainability in Singapore
Community Relations Officer will receive training and able to seek advice from Group
Community Relations Manager in Singapore Figure
Ng Lay San Head, Senior Vice President, Group Strategic
Communications & Sustainability
Aung Lwin Oo Community Relations/ Development Manager
Gwendolyn Loh Assistant Vice President, Group
Strategic Communications & Sustainability
Dennis Foo MD of Sembcorp Myingyan
Koh Chiap Khiong
Head, Singapore, SEA and China (Energy Division)
Hein Min Oo @ Koyinthardu
Community Relations Officer
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8.2 Company Emergency Response Team (CERT)
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9 APPENDIX
9.1 APPENDIX B: STAKEHOLDER TEMPLATE
Day-to-day implementation of the approach will be determined by the Development Manager
(e.g. the Development Manager will determine the specific timing and content of the
engagement activities).
Table 9.3 provides a template to guide day-to-day engagement, and help the Development
Manager implement the approach outlined in Table 5.3.
Table 9.3 Planning Engagement Template
S/
N
Stakeholder Date/
Timing
Engagement
Method
Key
Issue(s)
Engagement
Purpose
Respons
ibility
Information to be
disclosed
Status of
Action
E.g.
MONREC
Septe
mber
2016
Face-to-face
meeting
Environ
mental
impacts
Bi-yearly
progress
update
GM e.g. Update on
construction
progress of CSR
infrastructure,
including
management of air
and noise
emissions
In progress
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9.2 APPENDIX C: STAKEHOLDER DATABASE TEMPLATE EXAMPLES
A stakeholder database template example is provided in Table 9.4.
Table 9.4 Stakeholder Database Template Example
S/N
Date
Location / venue Stakeholder group
Stakeholder (Attendees/Participants)
No. of Attended/Participated Stakeholder ( IF ANY)
Contact Person (Individual name) IF ANY
Contact Details (Mobile No. / Email, Region/ District/ City/ Township/ Street/ Village)
Engagement Method (Meeting Type)
Name of Key Representatives
Engagement Purpose (Subject)
Information to be disclosed
Key Issues category
Key Issues & Responses Provided ( If Any)
Key Outcomes & Actions (Actions Agreed)
Status of Actions
Reference To Records
Note : Template will be in landscape format and much detailed and extensive based on the
displayed information. Current layout is for neat presentation of table.
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9.3 APPENDIX D: GRIEVANCE LOG AND CLOSE-OUT TEMPLATE
The grievance log and close-out template is provided in Table 9.5.
Table 9.5 Grievance Log and Close-Out Template
Grievance Log (PART 1) -Contact and Details
Complaint number :
Date:
Recorded by:
Complainant details (Tick the box for anonymity )
Name:
Category [community/ contract worker/ supplier/ contractor]:
Telephone number:
Address:
Preferred method of contact:
Grievance Log (PART 2)- Description of grievance(s)
Describe the grievance below.
Mode of communication (written/ verbal/ meetings/ mediator):
Date of grievance:
Date of acknowledgement:
Signatures
Recorder:
Claimant:
Date:
Grievance Closed Out (PART 3)- Resolution
Describe the steps taken to resolve the grievance and the outcome.
Category of Grievance :
Human Right Impact Grievance Society Impact Grievance Indigenous People Others
Department:
Mode of communication for reply (meeting/ written/ verbal/ display):
Date closed:
Signatures
Complainant:
Project representative:
Date:
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9.4 APPENDIX E: GRIEVANCE COMMITTEE
9.4.1 PURPOSE OF GRIEVANCE COMMITTEE
The Grievance Committee has accountability in reviewing and resolving the grievances. The Grievance Committee shall assure the received grievances and complaints to be handled in accordance to the grievance mechanism and evaluated fairly with the necessary resolution taken, when necessary. The Grievance Committee will receive a collated grievance list submitted at the end of every 2 weeks and the following week Tuesday will have to review and sent back the evaluation comments on the collated list of grievances. The leader of the Grievance Committee (Community Relations Officer, Hein Min Oo) will collate the comments and conclude the final evaluation and status of each complaint. He will be able to best conclude on the final decisive outcome for the complaints and grievance. 9.4.2 GRIEVANCE COMMITTEE COMPOSITION
The Grievance Committee will be supported internally by the Company and advised by the Group Community Relations. The Grievance Committee shall have the following representation to ensure fair and timely solutions to the submitted complaints and grievances:
Community Relations Officer (Plant personnel serving as Grievance Officer) - Hein Min Oo;
Development Manager (Plant personnel) - Aung Lwin Oo;
Human Resource Manager (Plant personnel) - Naing Naing Aung;
Operation Team and HSE Team – Yazar Myo Thein & Tin Maung Thein;
Group Strategic Communications & Sustainability (Singapore personnel) –
GAD Officer (Optional)
The key responsibilities of Grievance Committee are as follows: • Review, consider and comment on the possible resolutions for the submitted grievances
through email. • Community Relations Officer to resolve grievances with the collated advice from the
Grievance Committee using the Grievance Mechanism stated clearly in the Stakeholder Engagement Plan.
• Arrive at decisions through consensus. Any failed consensus which resolution will be based on majority vote. Any decision made by the Grievance Committee must be within the purview of Environmental Management Plan, Corporate EHS and Social Policies or any such documents of relevance of that matter.
• In case the grievance relates to environmental monitoring results or engineering matters, the GRC will validate the information available to it, as provided by the Project Company’s Project management team/ environmental monitoring team. However, Grievance Committee will not be in a position to question the validity of the data provided to it.
• The Grievance committee shall attend to the teleconference meeting initiated by the Community Relations Officer when necessary in order to have the final concluded resolution for more serious grievances (tier 3 grievances). The frequency of teleconference meeting may increase or decrease depending on the number and type of grievances received.
MYINGYAN CCGT POWER PLANT
Stakeholder Engagement Plan
Doc No. Rev. No. Title
SCI-HSSEC-SMP-001 1.3 Stakeholder Engagement Plan
THIS DOCUMENT IS THE PROPERTY OF SEMBCORP INDUSTRIES LTD. NEITHER WHOLE NOR ANY PART OF THE DOCUMENT SHALL BE DISCLOSED,
PRODUCED, TRANSMITTED IN ANY FORM OR BY ANY MEANS WITHOUT THE PRIOR WRITTEN CONSENT OF THE OWNER. Page 34 of 39
• If needed, Community Relations Officer may undertake field visits to verify and review the issues, dispute or other relevant matters. Field trip findings and results will be shared with all other members in the grievance committee.
GRIEVANCE COMMITTEE FOR 13 VILLAGES Grievance Committee for Sarkhaar Village
1. U Maung Myint – Village Head
2. U Than Htut Aung – EPGE
3. U Aung Lwin Oo – Development Manager (Site Personal)
4. Daw Naing Naing Aung – Human Resources Manager (Site Personal)
5. U Tin Aung Swe – HSSE Manager (Site Personal)
6. Hein Min Oo – Community Relation Officer
7. GAD Officer (Optional)
Grievance Committee for Hnan Village
1. U Hein Min Lwin – Village Head
2. U Than Htut Aung – EPGE
3. U Aung Lwin Oo – Development Manager (Site Personal)
4. Daw Naing Naing Aung – Human Resources Manager (Site Personal)
5. U Tin Aung Swe – HSSE Manager (Site Personal)
6. Hein Min Oo – Community Relation Officer
7. GAD Officer (Optional)
Grievance Committee for Phet Taw Village
1. U Kyaw Htay Naing – Village Head
2. U Than Htut Aung – EPGE
3. U Aung Lwin Oo – Development Manager (Site Personal)
4. Daw Naing Naing Aung – Human Resources Manager (Site Personal)
5. U Tin Aung Swe – HSSE Manager (Site Personal)
6. Hein Min Oo – Community Relation Officer
MYINGYAN CCGT POWER PLANT
Stakeholder Engagement Plan
Doc No. Rev. No. Title
SCI-HSSEC-SMP-001 1.3 Stakeholder Engagement Plan
THIS DOCUMENT IS THE PROPERTY OF SEMBCORP INDUSTRIES LTD. NEITHER WHOLE NOR ANY PART OF THE DOCUMENT SHALL BE DISCLOSED,
PRODUCED, TRANSMITTED IN ANY FORM OR BY ANY MEANS WITHOUT THE PRIOR WRITTEN CONSENT OF THE OWNER. Page 35 of 39
7. GAD Officer (Optional)
Grievance Committee for Nyaung Kan Village
1. U Shu Maung – Village Head
2. U Than Htut Aung – EPGE
3. U Aung Lwin Oo – Development Manager (Site Personal)
4. Daw Naing Naing Aung – Human Resources Manager (Site Personal)
5. U Tin Aung Swe – HSSE Manager (Site Personal)
6. Hein Min Oo – Community Relation Officer
7. GAD Officer (Optional)
Grievance Committee for Thein Village
1. U San Lwin– Village Head
2. U Than Htut Aung – EPGE
3. U Aung Lwin Oo – Development Manager (Site Personal)
4. Daw Naing Naing Aung – Human Resources Manager (Site Personal)
5. U Tin Aung Swe – HSSE Manager (Site Personal)
6. Hein Min Oo – Community Relation Officer
7. GAD Officer (Optional)
Grievance Committee for Gyoke Pin Village
1. U Win Hlaing – Village Head
2. U Than Htut Aung – EPGE
3. U Aung Lwin Oo – Development Manager (Site Personal)
4. Daw Naing Naing Aung – Human Resources Manager (Site Personal)
5. U Tin Aung Swe – HSSE Manager (Site Personal)
6. Hein Min Oo – Community Relation Officer
7. GAD Officer (Optional)
MYINGYAN CCGT POWER PLANT
Stakeholder Engagement Plan
Doc No. Rev. No. Title
SCI-HSSEC-SMP-001 1.3 Stakeholder Engagement Plan
THIS DOCUMENT IS THE PROPERTY OF SEMBCORP INDUSTRIES LTD. NEITHER WHOLE NOR ANY PART OF THE DOCUMENT SHALL BE DISCLOSED,
PRODUCED, TRANSMITTED IN ANY FORM OR BY ANY MEANS WITHOUT THE PRIOR WRITTEN CONSENT OF THE OWNER. Page 36 of 39
Grievance Committee for Hta Naung Tai Village
1. U Nay Min Kyaw – Village Head
2. U Than Htut Aung – EPGE
3. U Aung Lwin Oo – Development Manager (Site Personal)
4. Daw Naing Naing Aung – Human Resources Manager (Site Personal)
5. U Tin Aung Swe – HSSE Manager (Site Personal)
6. Hein Min Oo – Community Relation Officer
7. GAD Officer (Optional)
Grievance Committee for Aye Village
1. U Myint Swe – Village Head
2. U Than Htut Aung – EPGE
3. U Aung Lwin Oo – Development Manager (Site Personal)
4. Daw Naing Naing Aung – Human Resources Manager (Site Personal)
5. U Tin Aung Swe – HSSE Manager (Site Personal)
6. Hein Min Oo – Community Relation Officer
7. GAD Officer (Optional)
Grievance Committee for Ma Yoe Gone Village
1. U Win Maung – Village Head
2. U Than Htut Aung – EPGE
3. U Aung Lwin Oo – Development Manager (Site Personal)
4. Daw Naing Naing Aung – Human Resources Manager (Site Personal)
5. U Tin Aung Swe – HSSE Manager (Site Personal)
6. Hein Min Oo – Community Relation Officer
7. GAD Officer (Optional)
Grievance Committee for Tha Pyay Thar Village
1. U Win Shwe – Village Head
MYINGYAN CCGT POWER PLANT
Stakeholder Engagement Plan
Doc No. Rev. No. Title
SCI-HSSEC-SMP-001 1.3 Stakeholder Engagement Plan
THIS DOCUMENT IS THE PROPERTY OF SEMBCORP INDUSTRIES LTD. NEITHER WHOLE NOR ANY PART OF THE DOCUMENT SHALL BE DISCLOSED,
PRODUCED, TRANSMITTED IN ANY FORM OR BY ANY MEANS WITHOUT THE PRIOR WRITTEN CONSENT OF THE OWNER. Page 37 of 39
2. U Than Htut Aung – EPGE
3. U Aung Lwin Oo – Development Manager (Site Personal)
4. Daw Naing Naing Aung – Human Resources Manager (Site Personal)
5. U Tin Aung Swe – HSSE Manager (Site Personal)
6. Hein Min Oo – Community Relation Officer
7. GAD Officer (Optional)
Grievance Committee for Sate Nyan Village
1. U Chit Win – Village Head
2. U Than Htut Aung – EPGE
3. U Aung Lwin Oo – Development Manager (Site Personal)
4. Daw Naing Naing Aung – Human Resources Manager (Site Personal)
5. U Tin Aung Swe – HSSE Manager (Site Personal)
6. Hein Min Oo – Community Relation Officer
7. GAD Officer (Optional)
Grievance Committee for Ka Lane Chone Village
1. U Zaw Khin – Village Head
2. U Than Htut Aung – EPGE
3. U Aung Lwin Oo – Development Manager (Site Personal)
4. Daw Naing Naing Aung – Human Resources Manager (Site Personal)
5. U Tin Aung Swe – HSSE Manager (Site Personal)
6. Hein Min Oo – Community Relation Officer
7. GAD Officer (Optional)
Grievance Committee for Ka Lane Chone Village
1. U Kyaw Toe – Village Head
2. U Than Htut Aung – EPGE
3. U Aung Lwin Oo – Development Manager (Site Personal)
MYINGYAN CCGT POWER PLANT
Stakeholder Engagement Plan
Doc No. Rev. No. Title
SCI-HSSEC-SMP-001 1.3 Stakeholder Engagement Plan
THIS DOCUMENT IS THE PROPERTY OF SEMBCORP INDUSTRIES LTD. NEITHER WHOLE NOR ANY PART OF THE DOCUMENT SHALL BE DISCLOSED,
PRODUCED, TRANSMITTED IN ANY FORM OR BY ANY MEANS WITHOUT THE PRIOR WRITTEN CONSENT OF THE OWNER. Page 38 of 39
4. Daw Naing Naing Aung – Human Resources Manager (Site Personal)
5. U Tin Aung Swe – HSSE Manager (Site Personal)
6. Hein Min Oo – Community Relation Officer
7. GAD Officer (Optional)
MYINGYAN CCGT POWER PLANT
Stakeholder Engagement Plan
Doc No. Rev. No. Title
SCI-HSSEC-SMP-001 1.3 Stakeholder Engagement Plan
THIS DOCUMENT IS THE PROPERTY OF SEMBCORP INDUSTRIES LTD. NEITHER WHOLE NOR ANY PART OF THE DOCUMENT SHALL BE DISCLOSED,
PRODUCED, TRANSMITTED IN ANY FORM OR BY ANY MEANS WITHOUT THE PRIOR WRITTEN CONSENT OF THE OWNER. Page 39 of 39
9.5 APPENDIX F: GRIEVANCE DATABASE
The grievance database is provided in Table 9.6.
Table 9.6 Grievance Database
ID No.
SI/ Complainant No.
Date of Grievance Recorded
Time of Grievance Recorded Grievance Recorder
Select Occurrence of incident
Explain occurrence of grievance
Complainant details
Name of Complainant
Stakeholder Category [Community/Villager Representative]
Complainant Tel No.
Address ( Filled in if details are given)
Preferred Contact Method
Nature of Grievance i.e Social, Pollution, Political, Media, Legal, Land, Others
Describe Grievance
Mode of communication (written/ verbal/ meetings/ mediator)
Date of Grievance Recorded
Date of Acknowledgement
Mode of acknowledgement
Classification of Grievance
Estimation of resolution
Brief Outline of Resolution
Actions proposed
Action Taken
Outcome
Remarks
Status Update
Mode of contact for reply to complainant
Acknowledge by
Date Closed
Third Tier CLOSED OUT (Date of acknowledgement to GM )
Third Tier CLOSED OUT (Date of update to GM)
Third Tier CLOSED OUT ( Closed out approval date by GM )
Third Tier CLOSED OUT (Other Remarks)
Human Right Impact Grievance/ Society Impact Grievance / Indigenous
People/ OTHERS
Note: Template will be in landscape format in excel
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