Global Compact International Yearbook 2013
11
/
Keynote ///Keynote ///Keynote ///Keynote ///Key
liaison officers, and information centers); grievance mechanisms; partnerships;
and public reporting. All of them have proved their efficiency and value, both for
business and stakeholders during all phases of the Sakhalin-2 project development.
The particular tools include public, focus, and individual meetings; workshops;
interviews; open hours, etc. Our tools are not something static – they are updated
based on internal and external verifications and stakeholders’ feedback as well.
We have implemented training workshops for suppliers and contractors about the
company’s requirements in the area of corporate social responsibility. A few years
ago, the company established a network of information centers in communities
located near our facilities. Another example of following public recommendations
is the arrangement of information tours to the company’s assets.
Invariably, we rely on respectful, fair, open, transparent, and culturally appropriate
engagement as a key principle.
Your Indigenous Minority Program is a concrete example. Can you describe the plan?
The Sakhalin Indigenous Minorities Development Plan (SIMDP) is a classic tri-sector
partnership implemented by civil society, business, and government.
This program is based on international standards concerning indigenous peoples,
for example the “free, prior and informed consent” principle provided in the UN
Declaration on the Rights of Indigenous Peoples and in the Performance Standards
of the International Finance Corporation.
Active participation of indigenous representatives in the Plan management as well
as in its development and implementation is a critical component of the approach of
the three partners. Such participation requires sensitivity toward indigenous people’s
culture during engagement; recognition of the need for achieving consensus in the
context of both traditional and innovative structures, values, and practices; and also
the planning and use of amulti-aspect approach that considers ethnic, geographic, age-
related, social, organizational, and gender characteristics. What is more, the partners
put special emphasis on the transparency of actions, timely exchange of information,
and shared responsibility. All that has resulted in the implementation of more than
400
projects in the areas of traditional economic activities, education and health,
capacity-building, and the preservation of traditional culture and indigenous
languages. In so doing, the decision to support projects is made directly by the
indigenous representatives.
SIMDP has been successfully implemented for more than seven years, during
which time we have gained tremendous knowledge and learned how to become
much more flexible. The Plan is not an authoritative doctrine, it is a living
mechanism that addresses the changing demands of society and develops
itself accordingly.
Agenda
Stakeholder Management