PRIVILEGED BUSINESS INFORMATION YEMEN … Consultation and Disclosure Plan Update...

Document Number YE-002-00-MGT-PLN-00004. Public Consultation and Disclosure Plan Update

Revision: 02 Status: IFE

Document Type: PLN System/Subsystem: 002 Discipline: Lender

Completion Date: 15 November 2010

Revision 02 of 69 November 2010

PRIVILEGED BUSINESS INFORMATION

YEMEN LNG Project

Rev Date Status Revision Memo Issued by Reviewed by Approved by

02 15

th

November 2010

IFE

For Lender Completion

and Independent Review

Dr Jeanette Rascher

Reda Zerriatte

Robert Hirst

Public Consultation and Disclosure Plan Update

15 November 2010






CONTENTS

Page

1. INTRODUCTION..................................................................................................................10

1.1. PURPOSE ..................................................................................................................10

2. REGULATORY FRAMEWORK ...........................................................................................11

3. OPERATIONS ENVIRONMENTAL AND SOCIAL MANAGEMENT PLAN (ESMP) ............13

3.1. BACKGROUND ..........................................................................................................13

3.2. SOCIAL MANAGEMENT FRAMEWORK....................................................................14

4. PCDP 2006: CONSULTATION OBJECTIVES DURING OPERATIONS .............................18

5. STAKEHOLDER ENGAGEMENT AND INFORMATION SHARING: THE OPERATING CONTEXT...................................................................................................................................19

5.1. INTRODUCTION ........................................................................................................19

5.2. PCDP BACKGROUND ...............................................................................................19 5.2.1 Stakeholder Identification ..............................................................................20 5.2.2 Stakeholder Analysis Undertaken..................................................................21

5.3. STAKEHOLDERS: LESSONS LEARNED...................................................................23 5.3.1 Shabwah Governorate...................................................................................23 5.3.2 Marib Governorate ........................................................................................29

6. PCDP ACTIVITIES DURING OPERATIONS .......................................................................32

6.1. GRIEVANCES AND ISSUES MANAGEMENT............................................................32 6.1.1 Operations Phase Grievance/Issues and Response Mechanism...................32 6.1.2 Issues and Comments...................................................................................34

6.2. STAKEHOLDER IDENTIFICATION AND ANALYSIS..................................................35 6.2.1 PAP / GIS Database......................................................................................35 6.2.2 Household and Livelihood Surveys................................................................35 6.2.3 SD Programme Stakeholder/Beneficiary Identification and Analysis..............35

6.3. STAKEHOLDER MANAGEMENT...............................................................................35 6.3.1 Stakeholder Database...................................................................................36 6.3.2 Meeting Database and Minutes .....................................................................36

6.4. STAKEHOLDER ENGAGEMENT AND INFORMATION DISCLOSURE .....................36 6.4.1 Village Visits ..................................................................................................37 6.4.2 School Awareness Creation Programmes .....................................................38 6.4.3 Community Newsletters.................................................................................38 6.4.4 Project Information Documents .....................................................................39 6.4.5 Posters..........................................................................................................40 6.4.6 Publications...................................................................................................41 6.4.7 Sustainable Development Programme Information Sheets............................41 6.4.8 Awareness Campaigns..................................................................................42 6.4.9 Needs Assessment Workshops.....................................................................44 6.4.10 Community Relations ....................................................................................47






6.4.11 Meetings with Primary and Secondary Stakeholders.....................................50 6.4.12 www.yemenlng.com ......................................................................................51

6.5. MONITORING AND EVALUATION, REPORTING AND COMPLIANCE .....................52 6.5.1 Monitoring and Evaluation .............................................................................52 6.5.2 Lessons Learned...........................................................................................53 6.5.3 Reporting.......................................................................................................53 6.5.4 Independent Audits .......................................................................................54

6.6. RESEARCH AND RESOURCES ................................................................................54 6.6.1 Resource and Research Library ....................................................................54 6.6.2 Training Materials..........................................................................................54 6.6.3 Presentations ................................................................................................54 6.6.4 Media Article Database .................................................................................54 6.6.5 Awareness Creation Materials Database.......................................................55 6.6.6 Photo Gallery ................................................................................................55

7. STAKEHOLDER ENGAGEMENT AND INFORMATION DISCLOSURE M&E ....................56

7.1. OBJECTIVES..............................................................................................................56

7.2. PROPOSED INDICATORS.........................................................................................56

8. COMMUNITY RELATIONS AND SUSTAINABLE DEVELOPMENT...................................58

8.1. DEPARTMENTAL STRUCTURE ................................................................................58

8.2. CRSD TEAM...............................................................................................................59

8.3. SUSTAINABLE DEVELOPMENT PROGRAMMES.....................................................59 8.3.1 Initial Philosophy ...........................................................................................59 8.3.2 Transition to Operations ................................................................................59 8.3.3 Objectives of the SD Strategy........................................................................60 8.3.4 Sustainable Development Programmes ........................................................60

8.4. PCD RESPONSIBILITIES...........................................................................................60

8.5. COMMUNITY RELATIONS AND SUSTAINABLE DEVELOPMENT STAFF RECRUITMENT, CAPACITY BUILDING AND TRAINING ..........................................63 8.5.1 CRSD Staff Recruitment................................................................................63 8.5.2 Training and Capacity Building ......................................................................63

9. REFERENCES ....................................................................................................................69






LIST OF TABLES

Table 1: Project Phases ....................................................................................................... 11

Table 2: Summary of Regulatory Framework ....................................................................... 12

Table 3: PCDP Commitments .............................................................................................. 16

Table 4: Objectives of Consultation and Disclosure during Operations................................. 18

Table 5: Consultation and Disclosure Activities during Operations ....................................... 18

Table 6: Objectives of the PCDP and PCDP Update............................................................ 19

Table 7: Shabwah Tribal Confederations ............................................................................. 23

Table 8: Marib Governorate Local Council Structure and Representatives........................... 31

Table 9: Group 1 - Needs Assessment and Priority Ranking................................................ 46

Table 10: Proposed Indicators for Monitoring PCD Activities................................................ 56

Table 11: Corporate Affairs CRSD Team ............................................................................. 58

Table 12: SD and CR team PCD Roles and Responsibilities ............................................... 61

Table 13: 2008/2010 CRSD Staff Recruitment ..................................................................... 63

Table 14: 2009-2010 On the Job Training ............................................................................ 64

Table 15: 2009 – 2010 International and National Conference/Workshop Attendance ......... 65

Table 16: Formal Training .................................................................................................... 66

LIST OF FIGURES

Figure 1: Yemen LNG Plant at Balhaf ....................................................................................7

Figure 2: Yemen LNG Pipeline during construction ................................................................ 8

Figure 3: IFC Consultation and Disclosure Requirements .................................................... 12

Figure 4: Social Management Framework within Operations ESMP..................................... 14

Figure 5: YLNG Consultation and Disclosure Programme.................................................... 22

Figure 6: Shabwah Tribal Structure and Influence along the ROW...................................... 24

Figure 7: General Tribal Structure, Location and Influence along the ROW ......................... 25

Figure 8: Example of a Tribal Structure, under the No’man Tribe (KP160 to KP270)............ 26

Figure 9: Tribal Organisation under the Abeedah Tribe (KP0 – KP30) ................................. 30

Figure 10: Village Open Houses........................................................................................... 37

Figure 11: School Awareness Creation Visits....................................................................... 38

Figure 12: Community Newsletter Examples........................................................................ 39

Figure 13: Project Information Posters ................................................................................. 40

Figure 14: Sustainable Development Focus Areas and Programmes................................... 41

Figure 15: Beekeeping and Elb Tree Awareness Material .................................................... 42

Figure 16: Education Awareness Material ............................................................................42

Figure 17: Electricity – Solar Panels Awareness Material..................................................... 43

Figure 18: Examples of Community Mapping ....................................................................... 44

Figure 19: Priority Ranking Examples .................................................................................. 45

Figure 20: Comparison of Results of 2 Needs Assessments ................................................ 46

Figure 21: Community Relations Field Team........................................................................ 48






Abbreviations and Acronyms

CEIP Community and Environmental Investment Plan

CPU Central Processing Unit

CR Community Relations

CRSD Community Relations and Sustainable Development

ESMP Environmental and Social Management Plan

ESMS Environmental and Social Management System

EU European Union

FID Final Investment Decision

HSS&E Corporate Health, Safety, Social and Environment Department

ICA Intercreditor Agent

ICOMOS International Council on Monuments and Sites

IFC International Finance Corporation

INGO International Non-Governmental Organisation

LNG Liquefied Natural Gas

KPU Kamil Processing Unit

M&E Monitoring and Evaluation

NGO Non-Government Organisation

OP Operational Policy (of the International Finance Corporation)

PCD Public Consultation and Disclosure

PCDP Public Consultation and Disclosure Plan

RAP Resettlement Action Plan

ROW Right of Way

SD Sustainable Development

SIA Social Impact Assessment

STEL Short Term Economic Loss

UNESCO United Nations Educational, Scientific and Cultural Organization

WBG World Bank Group

YGC Yemen Gas Company

YLNG Yemen Liquefied Natural Gas Company Ltd






Clarification of Terms Used

The following terms are used throughout this PCDP Update. These definitions are consistent with those outlined in the Espoo 1991 Trans-boundary Convention (United Nations Economic Commission for Europe) and the World Bank Group / International Finance Corporation guidelines.

Public Consultation

Public consultation is a vehicle for facilitating project communications. It provides an avenue for the reviewing agencies, lending institutions, and YLNG to improve their decision-making process while fostering an environment of understanding. Consulting with project stakeholders involves those persons or groups who have the ability to influence the Project’s outcome; however they are not directly involved in decision making. Identification of these groups, especially those stakeholders who are poor, marginalized, or disadvantaged, is essential to identifying ways to prevent or minimize adverse impacts and, where adverse impacts are unavoidable, to managing them according to project area conditions and the needs of project affected people.

Disclosure

Effective consultation includes culturally appropriate disclosure of information. Disclosure of information requires careful preparation of material and the participation of stakeholders.

Stakeholders

A stakeholder is considered to be an individual, organisation, or community that is affected by the project, or that holds an interest in the project. The World Bank (1996) defines two types of stakeholders: primary or key stakeholders who are directly affected (positively or negatively) by the project; and secondary stakeholders who are indirectly affected by the project.

Project Affected People (PAP)

In terms of the Yemen LNG project, PAPs are defined as the communities, households and individuals who live in close proximity to the project site. PAPs can be defined at village level as there are 22 clearly defined villages within the 5km parameter either side of the pipeline Right of Way (ROW) and the vicinity of the Balhaf liquefaction plant. PAPs include the Bedouin settlements and small family groups that are a feature in the Governorate of Marib, and smaller permanent or itinerant groups who do not belong within the structure of the established villages.

Within each of the 22 villages there are highly complex and volatile household and tribal structures built on social, cultural and religious norms founded in the community over many generations that determine authority, respect and status within the community. It is common for numerous families, relatives and individuals to reside within a single household in a single village or community.

Primary Stakeholders

Primary Stakeholders include PAP in addition to local and central government and government agencies involved with and exposed to project activities and project employees.






Secondary Stakeholders

Secondary stakeholders include those who have links (for example technical expertise) with primary stakeholders. Secondary stakeholders include non-governmental organisations (NGOs), various intermediary or representative organisations, technical and professional bodies often representing public interests (The World Bank, 1996:276).

Project

The YLNG project (‘the Project’) consists of a LNG plant at Balhaf (Figure 1) fed by a pipeline (Figure 2), the Main Line, from the Kamil Processing Unit (KPU) and a Transfer Line between the Central Processing Unit (CPU) and KPU. The existing gas processing plants in the Marib area, which have been in operation since 1986, extract pentanes and heavier fractions for export, LPG for domestic consumption, and return the residue gas for re-injection into the reservoir. To ensure adequate LNG feed gas supply, the three existing cryogenic plants at CPU will be utilized with minor modifications, and one new additional cryogenic plant is being constructed. The Balhaf LNG plant comprises two processing trains of 3.45 Million ton per annum (Mtpa) each, thus a design production capacity of 6.9 Mtpa and the finished product is being shipped out by sea in 135,000 to 205,000 m3 capacity LNG carriers. The Main Line consists of an approximately 320-kilometer long, 38-inch diameter natural gas pipeline. The Transfer Line consists of a 25-kilometer long, 30-inch diameter pipeline, which runs parallel to other existing 12-inch and 6-inch diameter pipelines.

Figure 1: Yemen LNG Plant at Balhaf






Figure 2: Yemen LNG Pipeline during construction

Project Shareholders

There are 7 project shareholders. These shareholders are identified below.

Total (Project Leader - 39.62%). Total has interests in some of the world’s largest liquefaction plants, which together account for approximately 40% of today’s global LNG production capacity (www.total.com).

Hunt (17.22%). Hunt Oil is one of the world’s largest privately held independent oil and gas companies, with a strong domestic and international presence (www.huntoil.com).

Yemen Gas Company (YGC) (16.73%). YGC was created in 1993 as General Gas Corporation and re-organised in 1996 as Yemen Gas Company. Its role is to promote gas utilisation in Yemen, thereby contributing to the country’s industrial development and economic growth (no website available).






SK Corporation (9.55%). SK Corporation is participating in Yemen LNG as the leader of Korean consortium comprising SK Corporation, Samwhan Corporation and Korea National Oil Corporation (http://eng.skenergy.com).

Korea Gas Corporation (Kogas) (6.00%). Korea Gas Corporation (known as Kogas) is the world’s largest LNG importer (https://www.kogas.or.kr/ENG/main.jsp).

Hyundai Corporation (5.88%). Hyundai is a leading general trading company and one of Korea's largest conglomerates with activities in petroleum, petrochemicals, energy and resource development (http://www.hyundaicorp.com/eng).

The General Authority for Social Security and Pensions (GASSP) (5.00%). GASSP, which was established in 1980, is the most significant social security organisation in the Republic of Yemen employing more than 900 staff (http://gasspyemen.org) (Arabic).






1. INTRODUCTION

This PCDP Update builds on the objectives, recommendations and actions of the PCDP as YLNG has completed construction and moved into the operations phase. It is timely to review achievements and processes established to date and set the scene for public consultation and information disclosure during operations.

1.1. PURPOSE

The purpose of the second PCDP Update is to identify and discuss Public Consultation and Disclosure (PCD) actions and processes which are continuing during operations. The PCDP Update expands on PCD processes, objectives and actions outlined in the PCDP issued in 2006 and PCDP Update issued in November 2009; particularly identifying the ‘Consultation during Operations’ and the accompanying objectives for consultation undertaken during an operating environment. During the Operations phase, the PCD activities are largely linked to the implementation of the SD Strategy (Section 8.3 provides further details on the design, focus areas and development fields of the Strategy).

The PCDP commitments identified in the Operations ESMP are also included and supported by a description of the CRSD department which is organised within the YLNG Corporate Affairs Department since the beginning of 2010 (prior to this date it was part of the YLNG Corporate Health, Safety, Social and Environment (HSS&E) Department). CRSD will be responsible for implementation of the PCDP.

A separate PCDP Commitments Register exists to identify actions which achieve compliance with PCD related commitments during construction; and identifies additional commitments from the PCDP for operations. The PCDP and Updates define how YLNG intends to achieve and document compliance with these commitments.

Like the PCDP, the PCDP Update is a “living document” which will be revised over time to reflect the project status, information gained through the PCD process, and the nature of the relationship between Yemen LNG and primary and secondary stakeholders. The PCDP Update outlines PCD activities and processes that have taken place at local levels to address issues relating directly to the impacts of the project on project affected people (PAP) including:

• Identification of project stakeholders and mechanisms for stakeholder feedback and information sharing;

• Ensuring that issues raised by project stakeholders are addressed;

• Identification of the resources required to implement the plan, and development of procedures to monitor implementation; and

• A robust and transparent complaints and grievance mechanism for project stakeholders.

Various methods of consultation have been undertaken since the first initial scoping of the project in 1997. When the Yemen LNG project received the FID (Final Investment Decision) in August 2005 the project timeline and project phases were identified as follows (Table 1).






Table 1: Project Phases

Phase 1 1997 to August 26th 2005

Initial Consultation and Planning

Scoping the ESIA update and review

Phase 2 26th August 2005 to April 30th 2006

Pre-Construction

ESIA Disclosure and Consultation

Phase 3 April 30th 2006 to end of construction period 2009

Construction Consultation

Consultation and management of community relations during construction

Phase 4 Mid 2009 to future

Operations and Decommissioning Consultation

Ongoing consultation and management of community relations

Consultation objectives, activities, processes and actions undertaken during Phase 1: Initial Consultation and Phase 2: Pre-Construction Consultation and Phase 3: Consultation during Construction was detailed in the PCDP issued on 12th October 2006. Public Consultation and Disclosure activities and processes detailed throughout the PCDP Update will be effective throughout the final stages of construction (Phase 3) and the early years (2009 – 2011) of operations (Phase 4).

The estimated timeframe for operations is currently considered to be 25 years. Considering the duration of the operations phase, PCD activities supporting project decommissioning are not considered in this Update.

2. REGULATORY FRAMEWORK

The regulatory framework for the PCDP is described in detail within the PCDP itself and is summarised here to reinforce the nature and origin of our social commitments. In the absence of national regulations on public consultation and disclosure, the activities detailed in this Plan are based on regulations, standards and guidelines set in place by the World Bank Group (WBG) and specifically its private sector entity the International Finance Corporation (IFC), and by international conventions, which the Government of Yemen has signed and ratified. These regulations, guidelines, policies and conventions are summarised in Table 2, below.






Table 2: Summary of Regulatory Framework

International Finance Corporation (IFC)

World Bank Group (WBG)

Operational Policy 4.01, rev August 2004: Environmental Assessment;

Operational Directive 4.12, as of January 2005: Involuntary Resettlement;

Operational Policy Note 11.03, 2004: Management of Cultural Properties

Good Practice Note 14.70, January 2000: Involving Non-Government Organizations (NGOs), in Bank Supported Activities.

Doing Better Business Through Effective Public Consultation and Disclosure: A Good Practice Manual 1998

International Conventions

The Aarhaus Convention

The ICOMOS Charter

According to OP 4.01: Environmental Assessment; the Yemen LNG Project is considered to be a Category A project. Category A projects are defined as posing significant potential risks to the physical or social environment and therefore most oil, gas and extractive industry projects are rated Category A.

Category A projects require proponents to consult with relevant stakeholders, including affected persons and groups, government officials at all levels, non-governmental organizations (NGOs) and local groups, regarding the environmental and social aspects of the project and to consider their views when developing the project. The consultation and disclosure requirements based on IFC and WBG are outlined in Figure 3.

Figure 3: IFC Consultation and Disclosure Requirements

International Finance Corporation & World Bank Group

OP 4.01: Environmental Assessment

Yemen LNG = Category A Project

Consultation required:

• During the scoping phase when the draft TOR for E(S)IA are reviewed

• When draft E(S)IA is publicly available

• During the construction, operation and closure of the project on an on-going basis

Requirements for disclosure of documentation:

• Publication of a PCDP

• Disclosure of the draft ESIA

• Preparation of an Environmental and Social Management Plan to manage, mitigate and monitor impacts, and any other special plans required (e.g. RAP)






The IFC Good Practice Manual (1998) “Doing Better Business through Effective Public Consultation and Disclosure: a Good Practice Manual” emphasises the need for public consultation processes which are culturally appropriate, sensitive and accessible to all potentially affected parties, from local to national level. Emphasis is placed on the engagement of local stakeholders, namely people who are likely to experience the day-to-day impacts of a proposed project. Other essential requirements on a practical level include:

• All stakeholders having access to relevant information;

• Minority and vulnerable groups being consulted;

• Careful documentation of all stakeholder consultation activities, issues and responses;

• Public disclosure of the Environmental and Social Impact Assessment documentation;

• Circulation of local language executive summaries of Environmental and Social Impact Assessment results; and

• Demonstrated and documented responsiveness by the Project Sponsor to issues raised during the consultation process.

3. OPERATIONS ENVIRONMENTAL AND SOCIAL MANAGEMENT PLAN (ESMP)

3.1. BACKGROUND

On 29 March 2009 HSS&E released the Operations Environmental and Social Management Plan (ESMP). The purpose of the ESMP is to describe Yemen LNG’s environmental, social, health and safety mitigation plans and policies developed for the Operations phase of the Yemen Liquefied Natural Gas Project. The objective of the ESMP is to present Yemen LNG’s management approach to environmental and social issues to achieve compliance with in-house and international environmental and social objectives during the operational phase.

Key elements of the Operations ESMP which pertain to the scope of the PCDP Update include:

• Assisting in the translation of Project environmental and social commitments originally developed during the ESIA process and updated during the construction phase, into actions and responsibilities during operations;

• Detailing specific actions, tasks and responses that will, or may, be required in response to incidents to ensure that adverse environmental and social impacts are minimized and mitigated;

• Identifying measures that could optimize the Project’s potential beneficial impacts;

• Creating a management structure and process through which project related issues can be captured, fully documented and adequately addressed;






• Establishing a social framework to support the implementation, monitoring and evaluation of community engagement, livelihood restoration and reinstatement and sustainable community investment programmes; and

• Providing transparency and assurance to the Senior Lenders and stakeholders that commitments made through the ESIA process are being translated through to the ESMP, with identification of the party responsible for implementation.

The Operations ESMP is divided into three Parts; Part 1 focuses on the ESMP objectives, context, YLNG corporate ownership and management framework, Project layout and operational description and ESMP implementation and operation. Part 2 describes the Project’s potential adverse environmental impacts and presents options that avoid, manage or mitigate adverse environmental impacts.

Part 3 comprises tables which describe the social management framework of the operations phase to address stakeholder engagement and disclosure of information, implementation of the Resettlement Action Plan and the implementation, monitoring and evaluation of the sustainable community investment plan.

3.2. SOCIAL MANAGEMENT FRAMEWORK

The social management framework for the operations phase includes (but is not limited to) a series of commitments from the Public Consultation and Disclosure Plan (PCDP), the Resettlement Action Plan (RAP) and the intended outcomes of the 5-year Sustainable Development Strategy through the implementation of the proposed Community Investment Projects.

Figure 4 below illustrates the documents, the activities they support and how commitments relate to:

• Community relations, stakeholder engagement and information disclosure; • Resettlement (including compensation and livelihood restoration) and • Sustainable development programmes (community investment projects)

Figure 4: Social Management Framework within Operations ESMP

Social Management Framework

Community Relations

Community Engagement &

Information Sharing

Livelihood Reinstatement &

Restoration

Sustainable Community Investment

Public Consultation & Disclosure Plan

(PCDP)

Resettlement Action Plan

(RAP)

Sustainable Development

Strategy

Community Investment

Programmes

Reinstatement & Livelihood

Programmes

Public Consultation Activities; Grievance Mechanism &

Community Relations






Section 17.2.1 of the Operations ESMP states that the PCDP Update will “describe how PCD activities will be implemented from early 2009 to support ongoing implementation of PCDP, RAP and Community Investment programmes during the first 3 years of Operations”. The PCDP Update has been developed to capture the lessons learned during the construction phase and uphold PCDP commitments during the transition from construction to operations.

The PCDP focused commitments identified in the Operations ESMP are shown below (Table 3) and can be found in Table 18 (page 141) of the Operations ESMP issued on 29th March 2009. The section in which each commitment is covered in the PCDP Update is included for reference.






Table 3: PCDP Commitments

Community Relations and Public Consultation

PCDP 1

Stakeholder identification and analysis

• Stakeholders are organizations and individuals who may be directly or indirectly affected (positively or negatively) by the project, and those who may be able to contribute to the Project due to their knowledge of and/or experience in the region:

• A stakeholder database will be available which includes: o Mapping zone of project affected people; o Surveys of project affected communities on the coast and along the main line; o Meetings with community leaders, including Governors, Village Heads and Sheikhs; and o Workshops and meetings with government (national and local), NGOs and multilateral agencies e.g. World Bank, UNDP.

• YLNG will continue to refine and update the existing stakeholder list throughout the operational phase.

YE-001-00-COR-PLN-PCDP (Section 3.3) Page 25

PCDP 2 Information disclosure

• YLNG will continue to ensure that all project affected people (PAP) and other stakeholders, including minority and vulnerable groups, receive transparent and objective project information on an ongoing basis throughout the operational phase

• YLNG will ensure that relevant information is provided to specific stakeholders in advance of decision-making

• Information will be written in simple language at a comprehension level appropriate to local/regional literacy levels and in easily understandable language in a combination of culturally appropriate formats (written, visual or verbal) to target stakeholders groups

• All information materials will, where practicable, be translated into Arabic.

• Project information will generally be made available in English and Arabic and distributed by means such as mail, email, personal contact by Community Relations Coordinators and Village Consultative Committees, at e.g., public meetings, one-on-one meetings, in the media (newspaper, television and radio), in public places (mosques, schools) and posted on the YLNG website

YLNG will endeavour to ensure that meeting venues are accessible to stakeholders. Stakeholders will be engaged within their communities for example, the Sheikh’s house1, and local schools or at convenient, easily accessible public venues at suitable times.

YE-001-00-COR-PLN-PCDP (Section 5) Page 37

1 The accessibility of venues varies per village i.e. in some villages the team was encouraged to meet at the Sheikh’s house in terms of accessibility, while in other cases meeting at the Sheikh’s house resulted in certain members of the community being excluded from attending. The accessibility of public venues therefore has been considered on a per village basis.






PCDP 3 Stakeholder Engagement

• YLNG will maintain ongoing liaison and consultation throughout operations with authorities (Central Government, Governorates and local authorities), project affected communities and other interested parties to ensure: o Awareness of activities that may impact surrounding communities o Disclosure of information on environmental and social performance

• Stakeholder engagement will continue via established communication mechanisms

• Community engagement methods will vary across different stakeholder groups and the nature of information sought

• Stakeholder engagement with vulnerable and minority groups will continue through appropriate socio cultural mechanisms

• Stakeholder engagement will include capacity building information sharing opportunities to reinforce key messages

• Senior YLNG staff will be present at community engagement and information sharing events to demonstrate company commitment to stakeholder engagement and relationship building.


PCDP 4 Grievance management

• The YLNG Grievance Coordinator will continue to maintain the Grievance Register of all complaints and claims received

• The grievance mechanism is being refined to reflect the changing nature of project related impacts from construction to operations and will be clarified as a grievance mechanism in the PCDP Update.


PCDP 5 Record keeping

• The specific issues and responses will be recorded in the Issues and Response Register (IRR) used to identify trends associated with the issues raised by stakeholders during public consultation and disclosure activities and the nature of the responses provided by Yemen LNG over time

• This issues register will also be used to log and monitor comments and concerns raised in all ongoing consultation activities

• All documents relating to complaints will be filed in the CRSD office in Sana’a. All complaint documentation will be kept on file for three years, after that they shall be archived

• All comments received during community engagement activities will be systematically recorded in writing by YLNG in the existing project stakeholder issues register.


PCDP 6 Monitoring and evaluation

• Monitoring and evaluation of PCD activities are outlined in the PCDP Update

YE-001-00-COR-PLN-PCDP (Section 9) Page 81.






4. PCDP 2006: CONSULTATION OBJECTIVES DURING OPERATIONS

Section 4 summarises the PCDP approach towards consultation during operations which is incorporated into the PCD activities and processes identified in Section 6. The main public consultation and disclosure objectives during operations are described in Table 4.

Table 4: Objectives of Consultation and Disclosure during Operations

Objectives of consultation and disclosure during operations

• Provide stakeholders with information about the progress of the Project

• Maintain and develop constructive relationships with the community;

• Maintain awareness of environmental issues (e.g. noise, emissions) and social and safety issues (e.g. traffic, community relations with workforce) in project-affected communities

• Develop and implement opportunities for YLNG to make a sustainable contribution to the community, through the project CEIP including during rehabilitation and closure activities

• Manage any concerns or complaints from the stakeholders and the communities and

• Monitor community attitudes to the Pipeline/Plant and YLNG

The consultation activities which were outlined in the PCDP 2006 to achieve the above objectives during operations are summarised in Table 5.

Table 5: Consultation and Disclosure Activities during Operations

Consultation / Disclosure

Description

Regular Project updates • Notices in community/ public areas

• In media outlets appropriate to different communities

• www.yemenlng.com

• Fact sheets, brochures, and pamphlets

• Balhaf Visitors Centre

Community Relations Activities

• Community relations will continue throughout the operations phase. PCD activities will form part of day-to-day functions

Grievances and Complaints mechanism

• A formal grievance mechanism has been introduced and will continue throughout operations. The existing grievance procedure may need to be amended and clarified based on the best way to deal with the changing nature of grievances as Yemen LNG moves into the Operations Phase.

Before detailing how the regulatory framework principles (Section 2), Operations ESMP (Section 3) and PCDP 2006 objectives for Operations (Section 4) can be translated into actions in this PCDP Update we must first acknowledge the lessons we have learned during construction regarding the engagement with stakeholders and disclosing information. The experience to date enables YLNG to make informed and involved decisions regarding planning and implementation of stakeholder engagement and information disclosure initiatives. Section 5 addresses the lessons learned from community engagement and information disclosure during construction and refines our understanding of the “social” operating context.






5. STAKEHOLDER ENGAGEMENT AND INFORMATION SHARING: THE OPERATING CONTEXT

5.1. INTRODUCTION

This PCDP Update identifies community relations activities, public consultation and disclosure initiatives to support the project activities implemented during operations including steady state operations, project area maintenance and security and implementation of the sustainable community investment plan. It is important to clarify from an overview perspective the PCDP operating context and our understanding of project affected people.

5.2. PCDP BACKGROUND

YLNG began the public consultation process in 1997 – recognised as the beginning of Phase 1: Initial Consultation. Prior to project sanction in August 2005, the public consultation and disclosure activities undertaken by the Project were generally restricted to national government and some governorate level discussions, which were not always formally recorded or documented. Since August 2005 Yemen LNG has invested significant efforts in expanding the reach and effectiveness of its PCD approach to inform and engage with stakeholders within Yemen and the wider international community.

Phase 2: Pre-Construction Consultation included the recruitment of resources with experience in public consultation and stakeholder engagement, intensive stakeholder identification and a programme of regular, systematically documented consultations and disclosure events including workshops, public and community meetings, press conferences, site household surveying and a establishing a project website on which the ESIA was publicly disclosed in February 2006.

Based on the lessons learnt in Phases 1 and 2, Yemen LNG developed objectives for Phases 3 (construction) and 4 (operations) of the PCDP. The objectives were identified with the aim of achieving a greater degree of transparency and responsiveness to stakeholder issues and concerns. The overarching objectives of the 2006 PCDP which remain relevant within the PCDP Update are repeated below in Table 6.

Table 6: Objectives of the PCDP and PCDP Update

Objectives of the PCDP and PCDP Update

• All stakeholders have access to project information

• The information provided is presented in a manner that can be easily understood

• Locations for consultation are accessible to all who want to attend

• Ensure that vulnerable or minority groups are consulted through appropriate socio-cultural mechanisms.

• Establish a high level of awareness among communities and other stakeholders about the nature of the project, its likely impact and proposed mitigation measures

• Secure input from stakeholders on proposed mitigation measures, and integrate these into management planning including the RAP and CEIP

• Manage expectations among communities and other stakeholders

• Have clear mechanisms in place to respond in a timely manner to stakeholders’ questions, concerns, and grievances.






5.2.1 Stakeholder Identification

Stakeholder identification was initially undertaken to determine all of the organisations and individuals who could be directly or indirectly affected (positively or negatively) by the proposed development and who might be able to contribute to the Project due to their knowledge of, and/or experience in, the region.

In accordance with international guidelines2, stakeholders for this Project were divided into two categories: primary and secondary. Stakeholder identification began in 1997 prior to the ESIA and will continue to be refined throughout the project lifespan. Intensive stakeholder engagement specifically with regard to social issues and livelihoods of project affected people has been under way since mid 2005. The initial identification and categorisation of stakeholders based on the primary and secondary stakeholder definitions outlined by The World Bank include:

Primary Stakeholders

• Project Affected People including communities in Shabwah and Marib Governorates, Local Associations/Cooperatives, Local Hospital/Health Services, Nomadic Communities;

• Central Government including Central Government Departments/Authorities and Local Government / District Councils; and

• Project Employees including Yemen LNG Staff and Contractors

Secondary Stakeholders

• Governmental Companies for example the Yemen Gas Company

• National Development Agencies and NGOs

• Multi and Bilateral Agencies including Embassies, Cultural/Archaeological Institutes, Local Business/Industry Associations/Unions

• Media Organisations; and

• Investors and Financial Institutions.

The list of stakeholders is refined and updated on an ongoing basis as YLNG operations evolve, particularly as it becomes clearer which individuals and groups are affected by the different operations phase activities. The existing Stakeholder Database (ultimately the responsibility of the Head of Community Relations and Sustainable Development) defines the project primary and secondary stakeholders.

Currently the project benefits from the development of a robust, user-friendly and accessible consultation database on which to record all meetings held with stakeholders. The database is the responsibility of the Head of Community Relations and Sustainable Development and managed by the Head of Community Relations in Sana’a.

2 International Finance Corporation Safeguard Policies as in effect as at December 31, 2005, and other guidelines provide a basic approach and methodology that can be applied to addressing environmental and social issues related to project development.






5.2.2 Stakeholder Analysis Undertaken

As part of its Resettlement Action Plan (RAP) preparation and the Project’s public consultation and disclosure approach, the Project has undertaken socio-economic household surveying both along the pipeline ROW and around Balhaf. The surveys were carried out to assess the nature of the potential project impacts on land and livelihoods during construction and over the life of the project. The implementation of the SD Projects and Programmes has required considerable research and consultation with communities along the ROW and the coastal area to further identify potential project impacts and identify beneficiaries. The reinstatement and livelihood restoration along the ROW also requires ongoing surveys to identify households which require livelihood restoration initiatives to achieve compliance with RAP commitments to support SD programme implementation.

Figure 5 (overleaf) illustrates where the PCDP Update contributes to meeting social performance commitments outlined in the RAP and PCDP. Section 4 outlines public consultation and disclosure objectives for the operations phase (phase 4) outlined in the PCDP. The remaining sections of the PCDP Update detail key activities required for translating the overarching PCDP objectives outlined in Table 4, and the PCDP objectives outlined for operations (Section 4) into actions which demonstrate and document compliance with social performance commitments.

Stakeholder identification began in 1997 prior to the first ESIA and it remains an on-going process.

• The list of stakeholders was defined and updated as the project evolved, however the Bedouin nature of people in some of the project affected areas led to difficulties in maintaining an up-to-date stakeholder database due to the movement of people, for example the nomadic tribes in the Northern part of Marib.

• There were also difficulties in defining the impacted population as some people (Bedouins) were only (due to their itinerant lifestyle) impacted temporarily.






Figure 5: YLNG Consultation and Disclosure Programme

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Phase 1 May 1997 – August

26th 2005

Key issues Identification

Input into initial ESIA

Ongoing Stakeholder Identification

Input into Project Presentation Report

Initial Consultation: Planning and

Scoping the ESIA update and review

Consultation on Mitigation Measures

Input into Final ESIA and Plans

Initial ESIA Consultation

Consider Issues Raised

Phase 2: 26th August 2005 to

30th April 2006

Pre Construction Consultation: ESIA summary Disclosure

and Consultation

Consultation and Disclosure during

Construction activities

Finalise Construction

PCDP

CONSTRUCTION

• Village Open Houses (2007 and 2008) • School visits (2007 and 2008) • High level Open Houses (2006, 2007

and 2008) • Project Information Document

distribution • Ongoing on-site Community Relations

Phase 3: April 30th 2006 to

end of construction period 2009

Construction Consultation:

Ongoing Consultation and

Disclosure through

Operations and Decommissioning

Phase 4 2009 – Ongoing

Operations Consultation

TRANSITION (CONSTRUCTION – OPERATIONS)

• Village Open Houses • School visits • High level open houses • Project Information Document

distribution • Constant on site community

relations presence • Village council representatives

meetings • Community investment/SD

Strategy meetings

PCDP Update focuses on

activities here






5.3. STAKEHOLDERS: LESSONS LEARNED

Yemeni society is characterized by tribal affiliations and structure, especially in the northern and eastern parts of the country. The following sections describe the tribal structures in Shabwah and Marib with which Yemen LNG became familiar, and the impacts of the varying structures on project construction and community relations.

Due to security related issues, Sustainable Development (SD) programme implementation in the Governorate of Marib was not possible prior to mid-2010. Yemen LNG has only recently started to consult with local authorities on ways to implement water projects in the Governorate.

In Shabwah, SD projects have been implemented since the construction phase and appropriate communication structures have either been established or enhanced to ensure efficient and effective communication between Yemen LNG and stakeholders. These structures include Village Committees, Village Water Committees, a Coastal Communication Forum, Fisheries Cooperatives and a Women’s Association in one of the coastal villages.

5.3.1 Shabwah Governorate

In terms of the institutional structure, the Yemen LNG pipeline traverses four Shabwah districts: Rodhoum, Mayfa’ah, Ar-Rawdhah, and Jirdan (see Figure 6 overleaf). The three tribal confederations in the Shabwah Governorate along the pipeline Right of Way with the greatest presence are the Bani Hillal, Na’aman and Hemyar confederations (Table 7). These tribal confederations can easily mobilise and motivate many sub-tribes (6, 7 and 8 below and over the page).

Table 7: Shabwah Tribal Confederations

Tribal confederation Area of Influence

Bani Hillal KP 120 to KP 155

Na’aman KP 159 to KP 220

Hemyar KP 250 to KP 320






Figure 6: Shabwah Tribal Structure and Influence along the ROW






Figure 7: General Tribal Structure, Location and Influence along the ROW






Figure 8: Example of a Tribal Structure, under the No’man Tribe (KP160 to KP270)






5.3.1.1 Settlement Types

The influence of the tribal structure depends partly on the area/region and mostly on the type of human settlement, for example:

• Where there is no form of permanent human congregation and the community is spread over a tribal region such as Ba Jail (a division of the No’man tribal confederation, see Figure 8 above) there is no single authority or individual who has jurisdiction over the people and for this reason, the tribe rarely appears as a united group when defending their interests.

• When there is human concentration, this creates solidarity and the Sheikh assumes jurisdiction of the community with a defined role and a more robust approach to communication with, for example YLNG field liaison staff.

5.3.1.2 Influences

In the southern part of Shabwah, two types of behaviours dominate in this type of culture, depending upon the prevailing circumstances:

• Either to; Refuse any kind of cooperation from external sources (including projects); or;

• To cooperate with anyone or any organisation willing to contribute to the communities’ development.

The success of either type of behaviour essentially depends on the group’s solidarity. Tribal context is therefore best studied on a ‘case by case’ basis requiring research and discussion with community relations staff to appreciate the situation and prepare a way forward. A general assessment would fail to provide an accurate understanding of the tribal situation and may result in decision making that exacerbates problems rather than provides solutions.

5.3.1.3 Local Government

A Governor has recently been elected by the local councils (district representatives), and a General District Manager heads each district. The Governor has a hierarchical link with the army and each Governorate has a security manager who is in charge of the police force and any Governmental forces.

From the people’s perspective a climate of expectation has been established; by the nature of our presence. YLNG has been assumed by project affected communities to be taking on the responsibilities of the Government in the project area. Expectation is high that YLNG will meet the development and welfare needs within the region. It will take time to educate and communicate to project affected people the scope of responsibility and commitment YLNG can and will make in the project area, especially with regard to what responsibilities remain with Government.

5.3.1.4 Village Committees

Internationally financed projects increasingly rely on operating through a Village or Community Committee; indeed organizations in Yemen such as the Social Fund for Development make such






committees a prerequisite for considering funding. That no such Village Committees pre-existed in the Company’s pipeline area (other than Village Water Management Committees in some villages) indeed suggests that projects in this area have been rare or absent prior to the Company’s arrival. During 2006, it was realized that there were no formal structures in Project neighbouring villages with whom the Company could interact. As there were very high expectations amongst community members related to compensation and development projects along the pipeline and in the coastal area around Balhaf, it was realized that regular face-to-face meetings between the Company and neighbouring communities would be essential for maintaining security and stability.

In order to consult with communities, disclose information, and anticipate problems and to defuse them before they grow out of proportion in an area where literacy levels are low, the Company has advised local communities to establish Village Committees. The idea was accepted and Village Committees were established through a democratic and transparent election process. A Village Committee consists of a chairman, a vice chairman and two to five committee members, depending on the social complexity of each area (i.e. main village with sub-villages). The majority of Village Committees are trusted and respected by their communities. Once Village Committees are established, villagers prefer to keep them intact and only in one village in the Project area, a re-election was held during an annual meeting. It has been highlighted that in some of the villages along the Right of Way, competition for committee membership on the Village Committees was high as it was seen as ‘having first access to information” on business opportunities the Company may have offered.

Village Committees meet on an ad hoc basis during which they respond to complaints, requests and suggestions of fellow villagers and decide on messages to convey the Company’s Community Relations staff in the coastal area and along the pipeline through the Company’s official grievance/issues and response mechanism. Apart from the grievance mechanism, several other communication tools and methods have been established to communicate with villagers/community members. Village Committees who have, since Construction, played a very important role as focal points of communication between community members and the Company, continue to play this important role during Operations as it supports effective project implementation geared towards sustainable stability during the Operations phase of the Project through supporting several methods of communication.

5.3.1.5 Village Water Committees (VWCs)

Village Water Committee members are elected through a democratic process and community members base their choice on community members’ personality, ability to work with people, management skills and social status and credibility (e.g. teachers, governmental employees, active community members) all of which play an important role in the election process. A Village Water Committee normally comprises a chairman, financial secretary and between two and five committee members who meet on ad hoc basis to respond to water needs and problems, lobby for community and external funding to solve water problems and to arrange for the repair of equipment where and when necessary. Village Water Committee works closely with Village Committees as well as with Yemen LNG and its implementing agents for water projects and in many cases some members serve on both committees. Most of the Village Water Committees are seen as credible and effective community institutions and are respected by community members. Only in one village has internal community conflict had a negative impact on the effective functioning of the Village Water Committee.






5.3.1.6 Coastal Communication Forum

A Coastal Communication Forum has been established by the Company to provide a platform for fisheries stakeholders to communicate, pro-actively raise possible concerns and other issues, and work in partnership to address/manage these issues. The forum serves as a focal point for the Company to liaise directly with fisheries stakeholders in their own communities on fisheries problems and enhancement initiatives. The forum also discusses matters such as; problems between fishermen, the Company’s Maritime Security and the Yemen Navy which occasionally arise at Balhaf; efforts to manage and maintain Fish Aggregation Devices; relationships between key actors in the area and; fisheries needs related to sustainable community investment programs. It also serves to ensure better understanding between the different stakeholders (fishermen, fisheries cooperatives, Authorities and the Company) and serves as a useful basis upon which to build strategies for improved understanding and community involvement in the management and maintenance of Yemen LNG’s Sustainable Development Programs.

5.3.1.7 Fisheries Cooperatives

Most fishermen in the Company’s project area are members of cooperatives. Cooperatives are the focal points for collection of fisheries data on landings and values and the dissemination of information to fishermen, and the Ministry of Fish Wealth relies on the cooperative system for contact with fishermen. Yemen LNG, through its implementing agents who deployed the Fish Aggregation Devices in the project (coastal) area, works closely with Cooperatives to collect data from fish caught at the FADs which is then analysed to inform industry development. Cooperative members also serve on the Coastal Communication Forum (discussed above) and play an important role in the Company’s planning and implementation of sustainable fisheries development projects.

5.3.1.8 Women and Women’s Associations

For an entity such as Yemen LNG, engaging regularly with female community members is not seen as a cultural and social norm, but as Village Committees, community leaders and decision-makers (all of whom are male) became more comfortable with the Company engaging with female community members, the Community Relations and Sustainable Development team are being given greater access to this particular stakeholder group, especially in project neighbouring communities in the coastal area. Recently several needs assessments to inform the Program for the Development of Women were held in coastal villages close to Balhaf. Village visits often include meetings between female Company staff and females from project neighbouring communities. In Bir Ali, a coastal village, a Women’s Association has been established and the Company works closely with these women on developing their skills in different areas.

5.3.2 Marib Governorate

5.3.2.1 Settlement Types

The project area within the Marib Governorate is under the jurisdiction of the Abeedah tribe. The Abeedah tribe is made up of several sub-tribes (Figure 9 over the page shows tribal organisation) with a high degree of solidarity despite an underlying rivalry between the sub-tribes.






Figure 9: Tribal Organisation under the Abeedah Tribe (KP0 – KP30)






5.3.2.2 Local Government

The establishment of Local Councils (LC) is a recent development in Yemen. In Marib, communication on project and development issues was undertaken through representatives of the Local Council. Table 8 summarises the main clans/sheikdoms in the Marib region.

Table 8: Marib Governorate Local Council Structure and Representatives

Institutional structure

Appointed /Elected

Notes

Governor and LC Chairman

Elected Elected to replace Aref Al-Zooka, by all members of local councils of Governorate and district

General Secretary and Senior Deputy Governor

Elected Elected as representative of Marib Alwadi district then the representatives of district elected him to be general secretary of Marib Governorate

Deputy Governor

Government appointed

Deputy Governor

Government appointed

Planning Committee Chair

Elected Elected as representative of Serwah District then the representatives of district elected him to Planning Committee Chairman in Marib Governorate LC

Services Committee Chair

Elected Elected as representative of Rahabahah District then the representatives of district elected him to be Services Committee Chairman in Marib Governorate LC

Social Affairs Committee Chair

Elected Elected as representative of Roghwan District then the representatives of district elected him to be Social affairs committee chairman in Marib Governorate LC

The key members of the LC are as follows: LC Chairman (Governor) LC General Secretary (Senior Deputy) Planning Committee Chairman Services Committee Chairman






6. PCDP ACTIVITIES DURING OPERATIONS

As described in Section 1, this PCDP Update builds on the objectives, recommendations and actions of the PCDP to identify the process and activities that will facilitate public consultation and disclosure during operations. Section 6 will address the following public consultation and disclosure elements currently being implemented and which will continue or develop during the early years of the operations phase and which are grouped accordingly:

• Grievances and Issues Management

• Stakeholder Identification and Analysis

• Public Consultation and Information Disclosure

• Monitoring and Evaluation, Reporting and Compliance

• Research and Resources

6.1. GRIEVANCES AND ISSUES MANAGEMENT

6.1.1 Operations Phase Grievance/Issues and Response Mechanism

The Yemeni Government is responsible under the terms of the Master Lease Agreement with Yemen LNG for the management and compensation of land ownership claims in the project affected area. All other claims and grievances (e.g. regarding land use and access, employment, livelihoods compensation etc) are the responsibility of Yemen LNG and are being managed through the project grievance mechanism.

The overall system for managing complaints about the project forms an important element of the public consultation and disclosure activities. Yemen LNG established the Grievance Register in 2006 as a mechanism for providing project affected people with a process in which to raise issues and grievances relating to the project and presence of Yemen LNG in their communities. PAPs have made extensive use of the grievance process with 640 grievances received to date.

PAPs have expressed themselves through letters to the company (at individual, local council and governorate level), had letters prepared by lawyers on their behalf, raised their grievances in person with community relations staff in the field and regularly stopped construction activities to raise their issues. All such documentation continues to be recorded and filed in the construction phase grievance register and issues and response register by members of the CRSD team.

The PCDP states that “at the completion of the construction phase, the grievance register will be consolidated, with all grievances addressed, documented and closed. A specific operations-based grievance register will be established for the beginning of the operations phase to acknowledge a different project phase that has a different set of variables to which project affected people will be exposed”. A PCDP Monitoring Report is being prepared to document PCDP compliance; including a detailed analysis of the grievance mechanism used and the outcomes of the grievance management process which has assisted in the preparation of an operations phase grievance mechanism.






The CRSD team involved in the implementation of the construction phase grievance mechanism have been involved in the scoping and preparation of the operations phase grievance/issues and response mechanism that was established during the first half of 2010. Processes as part of the Company Management System (CMS) have been developed to ensure consistency and communication focal points (representatives) in each company department have been appointed to assist with relevant responses on issues raised.

The Head of Community Relations and the Head of Community Relations and Sustainable Development maintain overall responsibility for the grievance management process. The day to day management of the grievance register is held by the Public Participation and Disclosure Plan Coordinator and overseen by a Social Scientist (Public Participation Specialist), all of whom are based in Sana’a.

The Sana’a-based team is supported by the team of field-based Community Relations Coordinators (CRCs) whose responsibilities include the discussion of grievances, preparation of grievance claims and sending of claims to Sana’a for inclusion in the grievance mechanism. The Community Relations Coordinators act as the interface between the Sana’a-based team and project affected people and are involved daily with project (Yemen LNG construction staff and contractors), security, community leaders and those with grievances and issues raised during the construction activities. The Sana’a team maintains close daily contact with the CR team through the Public Consultation and Disclosure Coordinator and Head of Community Relations to progress the issues and grievances raised by PAP; and work closely to identify the grievances raised, the responsible party, and follow up on addressing the grievance details.

6.1.1.1 Lessons Learned: Compensation Resulting from Grievances

CRSD has been responsible for identifying and compensating for short term economic loss associated with livelihood impacts. The grievance register has been the key mechanism through which compensation claims have arisen. To address short term economic loss compensation during operations, the following is done based on field experience gathered from the community relations and the lender compliance teams:

• Dealing directly with the landowner/land user who relates to the claim;

• Explaining to communities that compensation claims are more likely to succeed if evidence is visible and verifiable, as claims can lose their validly due to lack of visible evidence;

• Registering compensation claims immediately;

• Translating all grievance forms and compensation documentation into English and the local language(s);

• Checking the use of certain terms that could later be disputed or misinterpreted if not accurately translated;

• Provision of immediate confirmation of the investigation outcome in writing with copies for the claimant and Company to process the claim, while maintaining a high degree of transparency;






• Realising the impact of a claimant not knowing whether he/she is entitled to compensation or not; the uncertainty can cause individuals to act in unpredictable ways to seek reassurance/ answers; and

• Ensuring that final compensation payments are witnessed by as many community members as possible for legitimacy, inclusiveness and transparency.

6.1.1.2 Grievance Mechanism: Monitoring and Evaluation

The CRCs are responsible for weekly monitoring of complaints and issues. Monitoring of complaints will include review of the number and status of complaints and any outstanding issues to be addressed and are reported to the Head of Community Relations on a monthly basis for HSS&E reporting. This includes analysis of the levels and types of complaints received, as well as monitoring the speed with which complaints are dealt with.

Complaints and grievance records are an important part of the monitoring and evaluation process for both disclosure/consultation and for impact assessment and Operations ESMP implementation.

The Head of Community Relations provides quarterly reports regarding the nature and response to grievances received and the YLNG response to the Corporate Affairs Manager and Lender Compliance Task Force.

6.1.1.3 Records and Archiving

All documents relating to construction-phase grievances are stored in the CRSD team offices in Sana’a. The grievance register (construction) which includes all complaints and issues raised via email, verbally and in all other forms are the responsibility of the Head of Community Relations and the Head of Community Relations and Sustainable Development. All construction phase grievance mechanism documentation will be kept on file for three years, and then archived. The grievance mechanism/Issues and Response Register (operations) and Issues and Response Register (operations) is maintained and managed in the same manner.

6.1.2 Issues and Comments

A new Issues and Response mechanism for the Operations Phase has been put in place to capture all the issues raised in the field and by the Community Relations Coordinators. This requires all field staff to fill in an ‘Issues and Comments Form’ with the required details and send the completed form to Sana’a (electronic followed by a hard copy) where a register will be kept of all the issues received and a number allocated to each issue to ensure that all issues are addressed. These new procedures allow for better record-keeping and ensure that all issues are captured, addressed and followed up. It is the responsibility of the PCD Coordinator to collate these issues and source the correct answers from departmental focal points . This is done on a per village basis to ensure that all issues raised from a particular village over a specified time period are addressed and feedback provided to the community members.






6.2. STAKEHOLDER IDENTIFICATION AND ANALYSIS

The project background in terms of stakeholder identification and analysis undertaken to date is described in Section 5. The purpose of this section is to document important activities which are included as part of YLNG’s understanding of project stakeholders. The tribal structures and society addressed in Section 5 are complex, and moreover, are dynamic and subject to change with leadership and time.

As YLNG moves towards a steady operating environment and SD programmes are implemented, project, environmental, social and economic development issues will no doubt be raised by communities who see YLNG as the ultimate provider of resources, permanent employment and humanitarian support. YLNG continues to invest time and resources in understanding local communities in order to respond appropriately to situations and engage in respectful and meaningful dialogue so as not to negatively impact project activities.

6.2.1 PAP / GIS Database

Yemen LNG has consolidated all the information gathered to date on PAP into a dossier that will be updated throughout the project lifespan. Rather than maintaining a range of documents that collectively contribute to a greater understanding of the project affected communities; a long term consolidated ‘database’ supports future understanding as it will be resistant to changes such as the departure of informed and experienced staff and prevent the loss of institutional knowledge. The database will also promote succession planning by having a supporting resource from which to consult.

6.2.2 Household and Livelihood Surveys

Household surveys to support SD programme implementation and RAP compliance initiatives will remain ongoing during the next 3-5 years. All surveys undertaken are consolidated into appropriate outcomes and are analysed in order to effectively contribute to implementation. Household surveys provide an important insight into the communities and household structures in place within the project area and the outcomes of the surveys (including robust analysis) will be shared with the wider CRSD team to develop their awareness and understanding of social issues.

6.2.3 SD Programme Stakeholder/Beneficiary Identification and Analysis

Any research undertaken to support implementation of SD programme initiatives will adopt the approach described in section 6.2.2 above in that information gathered is analysed by experienced parties; outcomes are clearly documented and disseminated amongst the CRSD team in order to improve understanding of and the rationale behind SD programme implementation.

6.3. STAKEHOLDER MANAGEMENT

The stakeholder identification and analysis described in Sections 5 and 6.2 above, document the importance of understanding project affected communities. The purpose of the ‘Stakeholder Management’ section is to propose a robust approach to managing the outcomes of stakeholder engagement at local, regional, national and international level. The PCDP Commitments register identifies the importance of an accurate stakeholder database and a database of meetings held and record of meeting minutes.






6.3.1 Stakeholder Database

The existing stakeholder database has been restructured, updated and aligned with the database established by the Corporate Affairs Department. The existing stakeholder database more accurately reflects the stakeholders with which CRSD are engaged, given the recent SD programme partnership and implementing partner arrangements that have been secured. CRSD also has a greater understanding of key individuals with whom the team consult and meet within the project area who are included in the database. Other individuals who were included come from the following:

• INGOs / NGOs

• Recent Local Authority appointments or recently established relationships

• New Village Committee representatives or community leaders

• School teachers or headmasters met through school and village visits

• Individuals compensated for project-related temporary impacts

• Central Government representatives involved in SD programme approvals

• Fishing Cooperative representatives

6.3.2 Meeting Database and Minutes

CRSD has implemented a mechanism which enables all meetings to be registered electronically; including names of participants, who they represent, and the meeting purpose and location. The meeting database is a PCDP commitment identified for the construction and operations phases which has been implemented in order to establish a track record for meeting with various stakeholders, can demonstrate compliance with PCDP commitments and which can be monitored and evaluated during social performance audits to document PCDP compliance.

The meeting database is an electronic file accessible to all members of the CRSD team in the project area and Sana’a which provides an electronic record on consultation undertaken that can be summarised and included in quarterly and annual lender environmental and social monitoring reports (discussed in Section 6.5.3 Reporting).

6.4. STAKEHOLDER ENGAGEMENT AND INFORMATION DISCLOSURE

Key lessons learned to date regarding stakeholder engagement in the disclosure of project related information to project affected people in particular include:

• YLNG is operating in a society with low literacy levels which requires carefully developed mechanisms for accurate information sharing;

• Literacy levels and cognitive processes such as colour and shape association, and interpretation of images are taken into consideration when providing feedback to the communities and when communicating key messages; and

• Low literacy levels are also linked to the general lack of feedback. Written language is not the most common method of communication in the project area; in the absence of literacy skills, the spoken language is the primary method of sharing and obtaining information.






• Culture specific related issues need to be taken into account in the development and design of messages and information leaflets

The following initiatives have been implemented to date to share important project information and to further understand the capacity and capability of PAP to recognise and interpret project information and therefore prepare material and implement stakeholder engagement and information disclosure activities accordingly.

6.4.1 Village Visits

Village visits referred to as Open Houses were undertaken specifically to share pertinent project information in November 2007 and November 2008. The key feature of the village visits was the use of informative posters (addressed in Section 6.4.5) prepared specifically to share document information through the use of simple sentences, pictures and verbal descriptions and support from Arabic speaking CR field staff and YLNG team members.

The Village Open Houses (Figure 10) provide a useful opportunity to communicate with villagers in the project area. However, the undertaking on an annual basis was a significant logistical challenge and more regular visits to communities throughout the year to discuss project information may be more beneficial to communities rather than a concentrated visit. The time constraints and logistical issues associated with these concentrated visits do not enable long and meaningful visits to communities.

The Open Houses visits were aimed at the adult population and included meetings between female YLNG staff and females from project affected communities. It will take time for YLNG staff to establish trust and credibility within communities in order to engage regularly with female community members as this is not seen as a cultural and social norm. As community leaders and decision-makers (all of whom are male) become more comfortable with YLNG engaging with female community members, the CRSD team may be given greater access to this particular stakeholder group. The most critical objectives that CRSD must adopt with regard to visiting villages are:

1. Do not do any damage to the existing relationship with the community during visits; and

2. Accept that engagement with females will be a slow and incremental process.

Figure 10: Village Open Houses






Engaging in consultation with the children and youth is addressed below.

6.4.2 School Awareness Creation Programmes

The CRSD team engaged a troupe of actors and an experienced choreographer and drama specialist to design and present a performance that contained important project information to children of school age at their schools. The schools “awareness creation programmes” (Figure 11) were delivered in November 2007 and November 2008; coinciding with the project information sharing initiative aimed at adults discussed above.

The format of the schools performance was widely supported by communities and has created a degree of expectation in terms of “annual visits” for project information. The school visits are exceptionally useful in terms of sharing and reinforcing key project messages with younger household members. However, they take considerable planning, training, preparation and require a high degree of logistical support – the details of which are outlined comprehensively in the 2008 Schools Awareness Creation Report.

Figure 11: School Awareness Creation Visits

6.4.3 Community Newsletters

In 2008 the CRSD team established a new mechanism for sharing accurate, regular and timely project information; a Community Newsletter (Figure 12). The newsletter provides project information in a more timely fashion than the annual visits undertaken to project affected communities (described above). The newsletters contain relevant project information and contain numerous pictures and descriptions of project activities that focus on the interests communities within the project area have identified. The newsletters are produced quarterly and distributed by field staff and are available from the Balhaf Visitors Centre. Each newsletter is written, approved and produced in English for various stakeholder groups and translated into Arabic, specifically for communities within the project area. The newsletter is an important information sharing mechanism that will support visits to the project area by CRSD team members. Throughout 2009 and 2010 the CRSD team continued to produce and issue quarterly SD Newsletters to communities in the project area.






.

Figure 12: Community Newsletter Examples

6.4.4 Project Information Documents

Monitoring forms an important part of information sharing. Questionnaires have been designed and, with the assistance of Community Relations staff, community members filled out these questionnaires in twelve villages. Analysis of responses revealed that most respondents read the newsletter and regard it as a useful communication and information tool. A special newsletter for children has been requested

Written information was used to supplement the community consultation and disclosure methods which have been described. In 2007 the first YLNG Project Information Document (PID) was produced which provided highly detailed project information. The PID proved to be too detailed for the literacy and comprehension levels observed in the project area; hence the subsequent development of, and need for, the community newsletters (described above) and the project information posters (section 6.4.5 below). Information and key messages which were conveyed in the PID included:

• Explaining the development of Yemen LNG and the project rationale

• Project components (plant, LNG carriers, security, pipeline, safety)

• Recruitment and Yemenisation






• Community Relations and the Grievance Procedure

• Sustainable Community Development

• Environmental Management

• Cultural Heritage

While the document was found to provide too much information for PAPs, the PID is an appropriate document for English speaking stakeholders such as INGOs/NGOs, embassies, bilateral and multilateral organisations, for distribution to the media and to other extractive industry participants. The PID has not been reissued since 2007 however the template and original still exists; and if a need for such a document arises, CRSD has an approved document structure and some applicable but generic project information from which to establish further iterations.

6.4.5 Posters

As described in the above sections, a key method of presenting updated project information has been through the creation of project information posters (Figure 13) addressing relevant project information

Figure 13: Project Information Posters

Posters have been prepared in 2007 (focusing on the impacts of construction) and 2008 (focusing on the transition to operations) and presented in villages within the project area and at Balhaf to share updated project information including:

• Environmental Management Activities

• Sustainable Development Initiatives

• Archaeological Activities

• Health and Safety Messages

• Project Progress including pipeline safety and maintenance

• Operations Activities

Posters have also been presented at high level stakeholder presentations, conferences, meetings and events.






The posters are produced on hard wearing plastic material for longevity. During the 2008 Open Houses, laminated A3 poster sets were given to each of the communities that were visited, and the communities were encouraged to keep these as a reference to the key messages that were discussed. A key element in supporting the dissemination of project information has been to erect poster boards or find locations where posters can be permanently displayed.

6.4.6 Publications

The ‘Field Guide of the Hard Corals of Balhaf, Gulf of Aden’, written by two of the world’s leading coral scientists Professor Michel Pichon and Dr. Francesca Benzoni, was published during the second half of 2009. This is the first guide to be published on Yemen corals along the Gulf of Aden coastline. The guide was produced with Yemen LNG’s financial support, and has been widely distributed to stakeholders and well received.

6.4.7 Sustainable Development Programme Information Sheets

The implementation of SD programmes provided for in the SD Strategy is not detailed in this PCDP Update. However, it is recognised that with three focus areas (including eight programmes) and a five year implementation plan, activity on SD projects in the project area continues to increase (Figure 14). Awareness campaigns and capacity building and training programs related to SD projects were implemented in 2009 and 2010 and a key method of information sharing employed during these activities was a suite of posters providing updated project information and key messages.

Figure 14: Sustainable Development Focus Areas and Programmes

Economic

Aquaculture

(Fisheries)

Agriculture

(Livestock & crops)

Apiculture

(Beekeeping)

Social

Vulnerability

Alleviation

Education

Health

Gender

Water

Electricity

Economic

Aquaculture

(Fisheries)

Agriculture

(Livestock & crops)

Apiculture

(Beekeeping)

Social

Vulnerability

Alleviation

Education

Health

Gender

Water

Electricity






6.4.8 Awareness Campaigns

In addition to the Community Newsletter that is currently considered the primary vehicle through which SD programme information is shared and distributed, the CRSD team produces additional documentation to support awareness campaigns such as; posters, information sheets and brochures to share specific SD programme implementation messages with communities.

• Beekeeping: Awareness materials (Figure 15) to inform beekeepers on Elb tree plantation techniques to increase natural assets in the project area have been developed and focus group meetings, during which brochures are explained and distributed, are ongoing.

Figure 15: Beekeeping and Elb Tree Awareness Material

• Education: Awareness materials (Figure 16) to inform community members about Yemen LNG’s school bags project, to inform students how to take care of schoolbags, to care for new school furniture provided by Yemen LNG and to adhere to safety rules when making use of school bus transportation provided by YLNG have been developed. Teachers have, in collaboration with the Project Coordinator for Education and CR team members, explained messages to school children. Posters are being displayed in school classrooms as this approach has proved to play a vital part in behaviour management. Awareness materials for the launch of three newly constructed schools in the Jardan and Maifa'ah districts have been successfully comprehended by teachers, students and communities.

•

Figure 16: Education Awareness Material






• Electricity: During 2009 awareness materials (Figure 17) have been developed and in January 2010 an awareness campaign on the use of solar panels was conducted in two coastal villages which were followed by the installation of sixteen solar panels.

Figure 17: Electricity – Solar Panels Awareness Material

• Awareness Campaigns related to Environmental Management: As the project moved into its operational phase, the environmental and social impacts predicted in the ESIA process have started to materialise. Project affected fishermen and communities in the coastal areas were informed of the impacts and mitigation measures of the gas flare during start-up of Train 1 and of the rules regarding the Maritime Exclusion Zone (MEZ) and Maritime Restricted Area (MRA). Information leaflets with photos and focused messages were designed, tested for understanding by community members, adapted and explained by the community liaison team at focus group meetings before being distributed. Additionally, community liaison staff registered issues raised and answered questions which community members had asked during meetings in order to further inform awareness material on the flare when Train 2 started up in 1Q2010.

• As part of Yemen LNG’s commitment to protect the environment and the health and safety of workers and communities living and working in the Project area, CRSD works closely with the Environmental Department to ensure that key messages related to solid waste management are communicated to key stakeholders in the coastal area. During March 2010, a seven day cleaning campaign outside the Balhaf gate towards the town of Jela’ah was implemented along with a community based solid waste management awareness campaign. Focus group meetings were held with different target audiences including the military, local communities, Yemen LNG staff, contractors etc) to whom awareness materials were explained and distributed.






6.4.9 Needs Assessment Workshops

Needs assessment workshops related to SD programs have been conducted during 2009 and 2010. Objectives of these workshops were to:

• Provide stakeholders with the opportunity to identify their own needs (and related problems) through participatory mapping and discussion

• Provide Yemen LNG with the opportunity, in collaboration with stakeholders, to examine the nature, urgency and priority of stakeholders needs through participatory discussion

• Provide project stakeholders with the opportunity to identify ways to deal with their needs through mapping and participatory discussion

• Understand stakeholders’ (participatory) approach for solving problems

• Inform Yemen LNG’s SD Programme Scope of Work

Workshops involve three aspects, namely Community/Area/Environmental mapping; Participatory Rural Appraisal Needs Assessment; and Participatory Rural Appraisal Priority Ranking. In some cases where authorities do not have plans for a specific area in their strategy, needs assessments are undertaken with them to assist them with strategizing. A good example is the fisheries sector in Yemen. Needs assessments undertaken with fishermen and with authorities are compared in the presence of all stakeholders to inform sustainable development projects.

6.4.9.1 Community Mapping

1. Under the guidance of a Yemen LNG facilitator for each group, attendees discuss the real life situation and the village they come from (including land, environmental, economic and social situation).

2. Stakeholders discuss and identify the needs of the community on different issues such as poverty, illiteracy, social issues, fisheries, etc.

3. The ideas and needs discussed in points 1 & 2 are then transferred onto sheets of paper.

4. The participants are also given the option to construct the social map (or drawings) on the ground using locally available materials and discuss problems and needs of the fishing communities using the map or drawings. This methodology ensures that stakeholders can clarify issues and agree before they transfer drawings to the paper. If this is done, the maps/drawings that are made are then transferred onto paper (Figure 18).

5. Participants are guided in their discussions and drawings without pre-empting decisions or identifying their needs for them.

Figure 18:

Examples of Community Mapping






6.4.9.2 Needs Assessment and Priority Ranking

Participatory Rural Appraisal (PRA) is a collection of techniques through which people share and explain their knowledge and experiences. Preference Ranking is a method by which the needs of an area or village are identified and prioritized by its people through participatory discussion. It also helps to understand people’s attitudes for solving the identified problems and to understand the communities’ capacity in problem-solving. The Community Mapping exercise (discussed above) provides participants with a clear visual idea of the activities. This is then used as a basis to structure the Needs Assessment and Priority Ranking.

The Needs Assessment and Priority Ranking are conducted through the following steps:

1. Participants are kept in the same groups as for the Community Mapping. Referring to the

mapping done in the first step, people are encouraged to discuss their major needs and issues.

2. All participants then write their problems on pieces of cardboard provided (Those that cannot write are assisted).

3. All the issues/needs are then arranged vertically on a large piece of paper or on a wall of the meeting venue

4. Each group member is then provided with five stickers, to select the five problems of priority and asked to explain their rankings. Examples of Priority Ranking are illustrated in Figure 19 and Table 9 below.

Figure 19: Priority Ranking Examples






Table 9: Group 1 - Needs Assessment and Priority Ranking

Problem Points Allocated Ranking

Electricity 14 1

Modification of Breakwater 12 2

Health insurance cards 7 3

Central Hospital 5 5

Health service cards (health service at Yemen LNG plant)

4 6

Health services for Jela’ah 3 7

FADs 7 3

Water Projects 6 4

Ration Card Programme 4 6

Capacity building for locals (help to improve their income)

1 8

6.4.9.3 Comparison of Results

A good example of the comparison of results (Figure 20) was when a meeting was held with stakeholders during April 2010 to inform the SD fisheries program. The workshop was attended by a Fisheries Committee appointed by the Deputy Minister of Fish Wealth during which Yemen LNG’s Social Consultant did a comparison of results obtained from needs assessments done with fishermen and fisheries cooperatives in the coastal area and with the Fisheries Committee. It was pointed out that fishermen first focused on basic needs, and that the needs for fishermen which were identified by both groups were similar. Stakeholders appreciated the participatory and transparent nature of needs assessment workshops and results to which they could relate.

Figure 20: Comparison of Results of 2 Needs Assessments






6.4.10 Community Relations

The Community Relations field staff played a critical part in facilitating completion of the pipeline during construction. During operations the CR team plays a critical role in supporting operations and SD activities along the ROW and in the coastal area and ensuring communities understand YLNG’s activities. The CR field staff contributes a high degree of support and acts as an interface between YLNG Sana’a / Balhaf and PAP as outlined below:

• Receiving and distributing messages and information;

• Providing a forum for grievances to be lodged and managed;

• Providing clear and simple answers to key issues faced by project affected people;

• Presenting consistent information to PAP; collecting and responding to issues raised;

• Implementing school awareness programmes to provide children with project information;

• Encouraging children to distribute project messages to family members who do not have access to accurate project information in the household;

• Distributing written material to project affected people and explaining its content;

• Meeting Local Council and Governorate representatives to ensure information shared is correct.

• Monitoring SD project implementation to proactively obtain stakeholder issues

The purpose of this section is to reinforce the importance of the CR field staff in providing a conduit between YLNG Operations and project affected communities. Some of the lessons learned during project construction were taken into consideration and treated with respect and importance during the transition to operations. Figure 21 provides the details of the current community relations field team.






Figure 21: Community Relations Field Team

6.4.10.1 Lessons Learned during Construction

Experience has shown that intensive public consultation with, and associated disclosure of, information to the local communities would have been better established prior to the construction process starting, as opposed to shortly after the beginning of construction. Initial consultation did not focus on identifying mitigation measures which would suit the local populations; therefore these were not initially built into the construction process. Due to the delayed implementation of consultation techniques which were in line with international best practices, it was not possible to train women facilitators to continue relevant discussions.

Existing traditions, customs and cultural and religious practices made it difficult to consult women, girls and other vulnerable or marginalised groups. It was socially unacceptable to pursue the collection of ideas from the female household members; for example regarding useful methods to






mitigate impacts on agriculture. As such, this cultural discrimination against females contributed to their low representation or absence from decision-making.

During construction, group meetings were often held with local communities. However, these meetings were not always effective because women could not participate alongside men. Special group meetings had to be arranged for women and facilitated by female interviewers. Even then women remained suspicious or fearful of revealing their identity or giving opinions and information in public.

Group meetings were not always effective as a means of gathering representative views and concerns because of a tendency for community heads or leaders to dominate gatherings. Group meetings provided opportunities for some individuals to seek attention. The necessity for specific training in Participatory Rural Appraisal is being investigated as a tool to improve the effectiveness of group meetings.

6.4.10.2 Community Relations and Security

The support of, and coordination with, the YLNG Security team has been essential to allow the community relations team to fulfil their duties. The closer the relationship between the security and community relations teams, the better the results in the field. The quality of the results in the field for both security and community relations depended on the quality of the relations between these teams.

6.4.10.3 Improving Awareness and Communication

It has been recognised that the operations team can benefit from basic awareness training to establish a respect for community liaison activities. Lack of coordination with operations can result in community relations team members not being informed of operations activities which have already exacerbated existing issues amongst the project community resulting in stoppages. The disconnect between operations activities and community relations that causes difficulties with project affected communities is avoidable when stronger lines of communication are in place and awareness is raised during weekly/monthly meetings.

6.4.10.4 Community Relations and SD Programme Implementation

In Shabwah, the main challenges experienced by the community relations field team working in the area were due to the lack of information provided to the team regarding SD projects. The field team was often asked about SD projects; however they found it difficult to answer the communities’ questions adequately regarding this subject. It is important that the community relations field team are constantly updated on the progress of the SD projects because they are the first point of contact for the community members.

6.4.10.5 Community Relations and Procurement

Numerous delays were caused initially, due to the protracted procurement process; the lack of reactivity from the procurement process placed field staff in difficult situations principally because they could not respond in a timely fashion to local agreements and uphold community expectations. In order to avoid procurement issues, more sensitivity to field issues and social responsibility is obtained from the procurement department, which is a key focus for the Head of Community Relations and the Head of CRSD; and the procurement team engage with the SD management team on a more regular basis.






6.4.10.6 Training and Capacity Building

A shortage of management staff, timing and resources initially prevented Community Relations field staff from being adequately trained in the basics of public participation or correct record-keeping and note-taking of public meetings. During operations such training (for example, Public Consultation, Participatory Rural Appraisal techniques and Monitoring and Evaluation) will be made available to the entire CRSD team.

6.4.11 Meetings with Primary and Secondary Stakeholders

The PCDP commits to ongoing public consultation at local, regional and national level throughout the project lifespan. The village visits and school visits outlined above, go some way to engaging with important stakeholder groups involved directly or indirectly with project activities; however it is the ongoing meetings and engagement with various stakeholders (primary and secondary) that ensures that project information is being shared across all stakeholder groups identified through various stakeholder databases.

YLNG has been engaged in ongoing consultation with Central Government, as facilitated by the Ministry of Oil and Minerals, since project inception on a range of subjects including the projects’ location, potential environmental and social impacts, mitigation and management measures. The Yemeni Government is responsible, under the terms of the Master Lease Agreement with YLNG, for consultation on, and the management and compensation of, land ownership claims in the project affected area. Yemen LNG has facilitated this consultation. Governors and Local Council Offices in Marib and Shabwah continue to be consulted alongside project shareholders, local authority representatives, project financing representatives and Central Government.

Examples of some of the meetings held during 2010 are given below:

� Regular meetings have been held with project affected people (PAP) throughout 2009 and 2010. Meetings focused on issues of primary importance to PAP, namely environment, employment, business opportunities and SD projects. When communities along the ROW realised that construction activities have come to an end and permanent employment opportunities were scarce, they’ve become increasingly interested in the implementation of SD projects. In the coastal areas, communities have focused on the implementation of SD projects and engaged with Yemen LNG regarding future fisheries projects (linked to compensation projects) particularly the FADs and issues related to the enforcement of the Maritime Restricted Area (MRA) and Maritime Exclusion Zone (MEZ) offshore Ras Balhaf.

� CRSD collaborated with Yemen LNG’s Environmental Department to ensure stakeholders are involved in and informed about Yemen LNG activities. A successful public consultation workshop was held in June 2009 in Sana’a to inform stakeholders about the development of a Cultural Heritage Action Plan and to obtain their inputs. A wide range of stakeholders including governmental and non-governmental bodies and organizations such as GOAM,






MOM, Ministry of Culture Universities, Sana’a National Museum, Moral Guidance of the Yemeni Army, General Organization of Preservation of Historical Cities, Manuscripts House, Social Development Fund, CEFAS and DAI attended the workshop. The CHAP, which is expected to be issued during the first quarter of 2011, is the first of its kind to be developed in Yemen.

• During January 2010, the second Coastal Communication Forum meeting was held at the Yemen LNG Visitors Centre in Balhaf. Attendees included representatives from the Fisheries Union and Cooperatives, Rudhoum Local Authorities, Yemen Navy, Rudhoum Public Security, Balhaf Head of Security and CRSD staff members. Main issues discussed at the meeting included the violation of rules related to the Maritime Restricted Area and the Maritime Exclusion Zone by fishermen, numbering of boats, needs assessments results, local economic development and sustainable development programs.

• During June 2010 a 3-day participatory workshop was held to develop a draft scope of work for Yemen LNG’s planned 3-year SD Fisheries Program. CRSD hosted the first day of the fisheries workshop to discuss the current status of fisheries in Yemen LNG’s project area, as well as the wider fisheries context in Yemen and Shabwah to develop the draft scope of work for an integrated 3-year sustainable fisheries programme. Attendees included; Yemen LNG staff, representatives from the Ministry of Fish Wealth, Fisheries Union and Cooperatives in Shabwah, Ministry of Oil and Minerals and two international fisheries experts. The fishing history of the Balhaf area along with current needs of fishermen and efforts to assist them were provided during Yemen LNG presentations. Perspectives of local fishermen, government representatives (MOM and MFW), and fisheries specialists were gained during discussions and included in the 3-year plan.

6.4.12 www.yemenlng.com

In 2006 YLNG established the project website www.yemenlng.com. The website provides detailed updates on project activities to key English speaking audiences and provides additional information relating to Environmental Performance and Social Responsibility to demonstrate a high degree of transparency of information disclosure.

The Social Responsibility page on www.yemenlng.com will be updated to provide regular updates of project activities and feedback on project implementation. The Community Newsletter is made available for viewing or downloads from the website to increase CRSD information disclosure to a broader audience.






CRSD meets regularly with the Public Relations team to establish a protocol for posting CRSD related information on www.yemenlng.com and provide, approve and disclose project information via the website. The website is a resource currently not fully utilised by CRSD and it may in future enable YLNG to achieve and demonstrate a greater degree of information disclosure to broader stakeholder groups.

6.5. MONITORING AND EVALUATION, REPORTING AND COMPLIANCE

6.5.1 Monitoring and Evaluation

YLNG adheres to the monitoring and evaluation commitments made in the PCDP; particularly with regard to the evaluation of PCD activities post construction. The Social Consultant has assisted the CRSD group to establish a M&E framework and the Head of CRSD is working to establish this framework within a MIS to support the documentation of construction phase commitments and a robust M&E for the PCDP Update integrated into the Social Management Framework of the Operations ESMP in the form of a Level 3 PCDP M&E Procedure.

The M&E framework:

• provides details of PCDP objectives, how they will be accomplished and how to know whether they have been accomplished

• gives a detailed visual overview of activities, how they are monitored and evaluated

• leads in identification of performance indicators at each stage of PCD activities as well as risks which might impede the attainment of the objectives

• is a vehicle for engaging stakeholders in clarifying objectives and designing activities during implementation

• serves as a useful tool to review progress and to take corrective action.

The framework includes the following main components which are supported by data collection and analyses:

• Baseline Information

• Objectives

• Key Messages

• Risk Indicators (and Mitigation Measures)

• Process Indicators (Activities and timelines)

• Input Indicators (Human Resources, Budget, Equipment etc)

• Output Indicators

• Outcome Indicators

• Impact Indicators (Relevance, Efficiency, Effectiveness)

• Lessons Learned and recommendations

The PCD Coordinator, Head of Community Relations and Head of Community Relations and Sustainable Development keep track of how PCDP implementation is progressing in terms of expenditure, resource use; implementation of activities, delivery of results and the management of risks. This is achieved through monitoring that includes the systematic and continuous collection, analysis and use of information to track project progress towards achieving planned results with






the purpose of improving management decision making. Although monitoring is an internal Yemen LNG responsibility, it is complemented by the external monitoring inputs of an independent Social Performance Auditor.

Evaluation to assess ongoing and completed projects, its design, implementation and results are undertaken to determine the relevance and fulfilment of objectives, efficiency, effectiveness, impacts and sustainability.

6.5.2 Lessons Learned

Undertake Lessons Learned Workshops as part of the M&E system on a 6 monthly basis with CRSD staff and wider YLNG team members (such as representatives from Operations/Labour Relations/Environment) to capture and discuss continuous improvement and to provide a background understanding and rationale for CRSD planning and implementation. Such a workshop was held on the 1st August 2009 with the CROs and PCDP coordinators in Balhaf, the outcomes of which have been used to inform this PCDP Update. Lessons Learned workshops also provide staff with an opportunity to provide important and specialist feedback to promote inclusivity.

6.5.3 Reporting

The PCD M&E framework is updated on an ongoing basis and used as a record of activities and tasks and is available upon request. This role falls under the responsibility of the Head of CRSD, supported by the Head of CR and PCD Coordinator. These post holders must have a strong understanding of M&E in order to uphold the YLNG commitments.

6.5.3.1 Internal Reporting

YLNG has developed effective reporting mechanisms which provide a mechanism for reporting on PCDP related issues to include; Lender quarterly and annual environmental and social monitoring reports (detailed in 6.5.3.2 below), use of www.yemenlng.com and the company intranet for sharing PCDP activities/events, the reporting of specific projects – for example the School Awareness Creation Programme Reports, Open House Reports and Lessons Learned reports/summaries. Since 15th August 2010, a Lender Compliance Taskforce has been set up to ensure compliance with lender requirements including; completion obligations, HSSE compliance, plant performance and lender reporting. Reporting mechanisms required as construction of the upstream and plant facilities draws to a close, are listed below:

6.5.3.2 External Reporting

Lender Quarterly Environmental and Social Monitoring Reports

As required within the Project financing agreements, YLNG is required to provide quarterly environmental and social monitoring reports to the Lending Agencies through their Intercreditor Agent. These reports are due no later than 60 days after the completion of each reporting period. The reporting periods are January – March, April – June, July – September and October – December.






Lender Annual Environmental and Social Monitoring Reports

An annual environmental and social monitoring report is produced which is a consolidation of the information in the quarterly reports described above. The annual report must be submitted no later than 120 days after the completion of the reporting period (each calendar year).

Annual Corporate Social Responsibility Report

YLNG will publish its first annual Corporate Social Responsibility Report in March 2011. The report will reflect how YLNG manages its business processes to produce an overall positive impact on society.

6.5.4 Independent Audits

6.5.4.1 Social Performance Review

An independent review of Social Performance of CRSD is conducted bi-annually on behalf of the Lending Agencies. This is not a specific Lender requirement; however Yemen LNG Company recognises the complex and fragile socio-economic context of the project area and we have therefore decided on a voluntary “best practice” basis to seek an independent view in order to introduce best in class performance PCD and SD programmes. Capacity building to support compliance with social management functions including PCDP, RAP and Community Investment initiatives is done to facilitate these SPRs. The most recent SPR was undertaken in November 2010.

6.6. RESEARCH AND RESOURCES

YLNG has accrued and produced a significant amount of research data to support most aspects of HSS&E compliance activities. The CRSD team will consolidate documentation in order to provide a library of resources from which future staff will benefit. The following are included:

6.6.1 Resource and Research Library

• A research library and archive database from which to search for and locate references has been established and updating of it is ongoing.

6.6.2 Training Materials

• Training materials produced are saved for future use

6.6.3 Presentations

• Presentations made to stakeholder audiences are saved for future use and reference

6.6.4 Media Article Database

• Maintain a media article database by gathering print and electronic media articles pertinent to CRSD activities; particularly of use to RAP, PCDP and Community Investment issues.






• Created a database from which to search for and locate articles to support planning initiatives.

6.6.5 Awareness Creation Materials Database

• Created and maintain a database from which to search for awareness creation materials to support CRSD and Operations activities

6.6.6 Photo Gallery

• Continue to maintain and populate a photo gallery/ database that captures images associated with RAP, PCDP and Community Investment activities as this will provide supporting evidence through which to prepare documentation supporting compliance

• Created a database from which to search for and locate photos






7. STAKEHOLDER ENGAGEMENT AND INFORMATION DISCLOSURE M&E

7.1. OBJECTIVES

Monitoring and evaluation are key components of the Public Consultation and Disclosure Plan. The objectives of monitoring and evaluation of public consultation and disclosure activities are described below:

• To monitor specific situations or difficulties arising from the implementation and the compliance of the implementation with objectives and methods as set out in the PCDP.

• To monitor specific situations or difficulties arising from the implementation and the compliance of the implementation with objectives and methods as set out in the PCDP.

• Evaluation of the mid-term and long-term impacts of community and other stakeholder consultations on effective identification and implementation of mitigation measures to maximize benefits and minimize negative impacts, to manage community expectations and respond to stakeholder concerns

The M&E plan established for PCDP/PCDP Update activities is the responsibility of the Head of CRSD and it is implemented by the Head of CR. These roles are responsible for approving PCD activities and establishing the M&E frameworks to support implementation and reporting. The monitoring requirements aim to inform the implementation methods and ensure that activities undertaken achieve the required objectives (one of which should be “do no damage to the existing relationship with the audience/community”). Evaluation provides an opportunity to capture lessons learned from implementation and provide recommendations to improve PCDP activities in order to achieve PCDP objectives.

7.2. PROPOSED INDICATORS

The following indicators (Table 10) have been used to establish the M&E criteria to support PCDP/ PCDP Update activities. Additional indicators will be developed as activities progress.

Table 10: Proposed Indicators for Monitoring PCD Activities

Consultation Activities

• Location and date of consultations: accessibility of venues and timeliness

• Types of events: methods and tools used and their effectiveness

• Who attended events, did it include the intended audience/stakeholders

• How many attendees have been recorded at events

• Topics of consultation events and activities

• Level of participation, including the opportunity for vulnerable persons to participate

• Comments received at consultation events about the Project and by whom






• Any comments received on consultation events, positive or negative

• Number and type of community visits/consultations by community liaison staff

Information Disclosure and Dissemination

• Types of disclosures and frequency of information disclosures?

• Location of disclosures

• Any comments received on disclosure materials, positive or negative

General

• Types of grievances, level of complaints, responses and related indicators

• Number of visitors to site labour offices, website

• Implementation organization: staff and changes compared with previous periods






8. COMMUNITY RELATIONS AND SUSTAINABLE DEVELOPMENT The CRSD Department falls under the responsibility of the Corporate Affairs Manager.

8.1. DEPARTMENTAL STRUCTURE

The Head of Community Relations and Sustainable Development reports to the Corporate Affairs Manager who directly reports to the General Manager. The CRSD entity is assisted by a Senior Social Consultant/Lender Compliance Task Force Member (reporting to the Lender Compliance Task Force Leader) to ensure the team understands and complies with lender and other stakeholder requirements. The CRSD team currently consists of twenty nine staff members of whom the designations are indicated in Table 11 below:

Table 11: Corporate Affairs CRSD Team

CORPORATE AFFAIRS: CRSD STAFF

Corporate Affairs Manager

Head of Community Relations and Sustainable Development

Head of Quality and Processes

Head of Sustainable Development (SD) Programs

Head of Community Relations (CR)

CRSD Secretary

CRSD Assistant

3 SD Project Coordinators

PCD Coordinator

CRSD Advisor

5 CRSD Coordinators (Field based)

2 RAP Coordinators (1 Field based and 1 Sana’a based)

1 SD Intern (Sana’a Based)

2 PCD Interns (Sana’a Based)

7 CR Assistants ( Field based)






8.2. CRSD TEAM

The CRSD team reports to the Head of Community Relations and Sustainable Development. The team leads the design and implementation of PCD activities relating to the Project. One of the key objectives of the CRSD team is to implement YLNG’s community relationship building activities and processes and to facilitate the management of grievances and complaints from communities. The group provides a critical interface between the YLNG Project team, construction contractors and sub-contractors, specialist consultants, the communities and relevant authorities.

The CRSD team has played a key role in the further development of relationships with affected communities during reinstatement, restoration and rehabilitation of land and waterways impacted during construction activities and the subsequent short term economic loss compensation paid to parties who experienced agricultural or apicultural economic loss during construction.

The presence of CR staff in the field to address contractor/sub-contractor issues face-to-face helps to foster good relationships with communities who worked alongside CR staff to identify and mitigate construction impacts. Some CRSD team members have multi-faceted roles and are utilised in capacities other than public consultation and disclosure activities. The role of CR field staff has been and will continue to be critical throughout the life cycle of the Project.

8.3. SUSTAINABLE DEVELOPMENT PROGRAMMES

8.3.1 Initial Philosophy

Yemen LNG’s Sustainable Development approach was initially focused on supporting communities along the Right of Way and in the vicinity of the Balhaf Plant. The first priority, during 2005 to 2007 was to gain the communities’ trust, by supporting them with goodwill projects which could be developed in participation with local communities and implemented efficiently and effectively. The priority themes during this early phase were:

• Sustainable fishing;

• Water supply and sanitation; and

• School renovation and/or expansion.

Since mid 2008, Yemen LNG has been looking ahead to structure community development projects over the coming five years (mid 2008 – end 2013), allowing sustainability criteria to play a more emphasised role in project selection and to increase partnerships with NGOs and donor organisations

8.3.2 Transition to Operations

During the transition to Operations and Operations Project phases, the PCD activities have largely been linked to the implementation of the SD Strategy (refer to Figure 14), a brief description of which is provided below.

The SD Strategy is a dynamic suite of holistic programs which will be reviewed based on feedback from the PCD activities and the monitoring and evaluation results. The initial five-year SD Strategy (Aug 2008 – Aug 2013) is currently being implemented, and the SD team continues to develop indicators that can be used to effectively monitor and evaluate the SD project implementation. Part






of this process will be to use the developing M&E system as a planning tool to hone the strategy to ensure better relevance and efficiency and the integration of SD programmes with RAP compliance aspects.

8.3.3 Objectives of the SD Strategy

The objective of the SD Strategy is to structure the implementation of community development in the project affected areas and to enable Yemen LNG to do the following:

• Honour Yemen LNG’s Environmental and Social Principles on human development and the protection of biodiversity

• Address stakeholder concerns

• Bring social and environmental benefits to key stakeholders of the Yemen LNG Project

• Display leading corporate, social and environmental responsibility

• Ensure support for the Yemen LNG Project

• Comply with various World Bank and other IFI standards and best practices

• Provide visible positive results, encourage positive attitudes and reduce the risk of

• conflict and

• Translate these investments into longer-term self-sustained development.

8.3.4 Sustainable Development Programmes

Yemen LNG’s Sustainable Development Programmes are aimed at improving the quality of life and livelihood development of communities along the Yemen LNG pipeline area and around the Yemen LNG liquefaction plant in Balhaf. Projects are based on promoting and supporting the needs identified by communities themselves in consultation with authorities. Eight focus areas within three development fields have been identified (refer to Figure 14).

The Social development field includes projects that address gender equality, health and educational needs. The Economic development field includes apiculture (beekeeping), agriculture and aquaculture (fisheries) and the Vulnerability Alleviation development field includes electricity and water projects. The total budget for all the sustainable development projects planned is US $26 million over a 5 year period. The projects and budgets have been approved by the Yemen LNG Board.

Having identified eight key focus areas, each focus area was then investigated further to determine household and community assets and their accessibility. This allowed the identification of key interventions that support the development of assets aimed at increasing overall livelihood strategies at a household and community level. The analysis identified Infrastructure Development Capacity Building and Training; Small and Medium Enterprise Support and Industry Development.

8.4. PCD RESPONSIBILITIES

Based on the CRSD description in section 8.2 above, the following responsibilities for PCD activities have been identified (Table 12).






Table 12: SD and CR team PCD Roles and Responsibilities

Title PCD Responsibilities

CRO • Regularly visit and consult with communities • Attend and organise public meetings as needed • Hold regular meetings with construction contractors, authorities • Liaise regularly with Village Committees members on grievances • Assist in recording and resolving grievances • Coordinate with contractor CLOs in recording/managing grievances • Regularly report on grievances to SD and CR team in Sana’a • Report emerging issues/trends to SD and CR team in Sana’a

SD Project Coordinators

• Identifies, develops and maintains stakeholder relationships (i.e. Government, Donor Organizations, NGOs, Communities) in collaboration with the Head of Community Relations

• Liaise with Yemen LNG senior field adviser regarding Government Department strategies in the sectors identified in the CEIP and RAP

• Ensure continuous communication with and information flow with Government

• Contributes to communication and awareness programmes, meeting and workshop design and related documentation and communication tools

• Facilitates meetings and workshops as appropriate • Ensure projects (both CEIP and RAP) are well thought through, with all

key questions answered satisfactorily and clearly, • Arrange and facilitate stakeholder consultation workshops to inform

sustainable community development programme design • Liaise with the Contracts and Procurement Department who manages

the ‘Request for Tender’ process • Ensure stakeholder liaison and awareness/communication plans in

coordination with the Head of Community Relations and the PCDP Coordinator

• Ensure project monitoring and learning is captured, shared and implemented

• Acts as HSSE contact re community project procurement issues • Acts as HSSE link with Public Relations on project-related PR issues

Head of Community Relations

• Daily coordination with field staff, operations/plant manager, security and corporate affairs

• Creates solid relationships with community leaders and members • Keeps surrounding communities informed of ongoing and future project

construction related activities • Ensures grievances and Yemen LNG responses are recorded in the

grievance register • Ensures registered grievances are duly followed-up

• Proposes solutions for the community’s grievances • Actively collect data through discussions with local communities to






Title PCD Responsibilities

identify potential development projects and activities with local communities

• Conducts meetings with local stakeholders • Participates in the planning of; and approve PCDP activities • Participates in and approve PCDP M&E and reporting • Plan training and capacity building activities for CR field staff

Head of Community Relations and Sustainable Development

• Manages the CRSD team (with the support of the Social Consultant), consisting of 3 sub-teams each headed by the Head of Community Relations, Head of SD Programmes and the Head of Quality and Processes

• Ensures that the CRSD sub-teams coordinate all their activities and work together as one team

• Ensures that all CRSD activities are in accordance with the commitments made by YLNG to the lenders

• Integrates CRSD best practice into design and operating practices, and to design, evaluate, negotiate and deliver specific social investment projects of long-term benefit to affected communities ensuring their maximum participation

• Liaises and consults with Yemeni authorities, local and international stakeholders and Shareholder corporate divisions on issues relating to the Project’s social impacts including the YLNG legacy, and to develop optimum solutions to the issues which will deliver the most sustainable benefits to affected communities

• In conjunction with Corporate Affairs (Public Relations), develops external relations policy and communications strategy on Community Relations and Sustainable Development matters for key audiences including the National media

• Assess the impact of Project activities on communities and develop remedies in partnership with community representatives which are sustainable with minimal external assistance, both within and beyond the project life cycle

• Overall responsibility for RAP, PCDP and Community Investment plan compliance through planning, implementation, M&E and reporting

• Plans training and capacity building activities for all CRSD staff






8.5. COMMUNITY RELATIONS AND SUSTAINABLE DEVELOPMENT STAFF RECRUITMENT, CAPACITY BUILDING AND TRAINING

8.5.1 CRSD Staff Recruitment

From the last quarter of 2008 to November 2010, twenty three Yemeni staff members were recruited internally and externally. Numbers and positions are listed in Table 13:

Table 13: 2008/2010 CRSD Staff Recruitment

CRSD STAFF RECRUITED SINCE END OF 2008

1 Head of Community Relations and Sustainable Development (Internal Recruitment)

1 Head of Quality and Processes (Internal Recruitment)

1 Head of Sustainable Development (SD) Programs (Internal Recruitment)

1 Head of Community Relations (CR) (External Recruitment)

1 CRSD Secretary (External Recruitment)

1 CRSD Assistant (Internal Recruitment)

4 SD Project Coordinators (1 External and 3 Internal Recruitments)

1 PCD Coordinators (Internal Recruitment)

1 CR Coordinator (Field Based) (External Recruitment)

1 SD Intern (Sana’a Based) (External Recruitment)

2 PCD Interns (Sana’a Based) (External Recruitment)

1 CRSD Intern (Sana’a Based) (External Recruitment)

7 CR Assistants ( Field based) (External Recruitment)

8.5.2 Training and Capacity Building

From the last quarter of 2008 to November 2010, CDSD staff has received on the job training and capacity building (mainly provided by the Social Consultant) as detailed in Table 14.






8.5.2.1 On the Job Training

CRSD staff has received the following on the job training since the last quarter of 2008 until November 2010 (Table 14: 2009-2010 On the Job Training

Table 14: 2009-2010 On the Job Training

CRSD: ON THE JOB TRAINING 2008 - 2010

Employees Subject Components

Sustainable Development (SD)Coordinators

Project Management

• Project Initiation • Project Planning • Project Implementation • Financial Management • Development of Indicators and Project Monitoring Systems • Documentation Management • Logistics Management • Report Writing and Presentation Preparation • Project Initiation • Report Writing and Presentation Preparation • Stakeholder/Community Liaison and Workshop/Meeting

Facilitation

SD Coordinators and CR Coordinators (Coastal Area)

Participatory Rural Appraisal Techniques

• Problem Mapping • Needs Assessments • Priority Ranking

CRSD Staff (Sana’a Based)

Monitoring and Evaluation

• Implementation of Theory • Indicators and Log Frames • Understanding of Concepts and Application


Presentation and Report Writing Skills

• Understanding of Concepts and Application, Language Use and presentation


Financial • Budget: Planning and Preparation

Project Coordinator for Business Development

Small and Medium Enterprise (SME) Development

• Institutional Arrangements • Business Development • SME Guidelines

CRSD Assistant Coordination of PCDP Activities

• Grievance Management / Grievance Register • Issues and Response Report • Awareness/Communication Material Design • Stakeholder Liaison and Communication

Head of CRSD Quality and Process

Company Management Systems

• Company Management System: • Basic Training in CMS • Level 3 Procedures (SD Programmes) • Level 3 Procedures (Public Consultation)






8.5.2.2 Conference / Workshop Attendance, Presentations and Paper Publications

CRSD staff has attended several conferences/workshops, given presentations and published articles during 2009 and 2010 (Table 15: 2009 – 2010 International and National Conference/Workshop AttendancePresentations on CRSD were delivered at some of the events and at two occasions the Head of SD Programmes was co-author of papers delivered at important conferences in Ghana (on sustainable development) and in Bahrain on public consultation and disclosure. The CRSD Advisor was co-author of one of these papers. The HSSE Manager delivered a paper on Corporate Social Responsibility to an international HSSE Conference in Doha during October 2009, a paper on Public Consultation and Disclosure at the biannual International SPE Conference in Rio de Janeiro in 2010. The Social Consultant/Lender Compliance Task Force Member delivered a paper on Community Focal Points at an SPE Conference in Doha in October 2010 and a presentation on Corporate Social Responsibility at an HSE Conference in Doha in November 2010.

Table 15: 2009 – 2010 International and National Conference/Workshop Attendance

CRSD: CONFERENCE ATTENDANCE: 2009-2010

ATTENDEE/S CONFERENCE ATTEN-DANCE

PRESEN- TATIONS GIVEN

PAPERS PUBLISHED

STATUS

Head of CRSD √ X X 100%

Head of SD Programmes

Societal Workshop, Total, France (2009) √ √ X 100%


HSSE Workshop, Dubai, UAE (2009)

√ √ X 100%


IAPP Conference, South Africa (2009)

X X √ 100%

SD Coordinator for Health and Gender

SIA Evaluation, Cairo, Egypt (2009)

√ X X 100%

SD Coordinator for Education

Education Conference, Morocco (2009)

√ √ X 100%

Head of CRSD √ √ X 100%

Head of SD Programs

√ X X 100%

Head of Q&P √ X X 100%

Head of CR

Corporate Social Responsibility, Aden, Yemen (2010)

√ X X 100%

CRSD Advisor √ X X 100%

SD Coordinator (Beekeeping)

√ √ X 100%

CR Coordinator

Beekeeping Conference, Seoun, Yemen (2010)

√ X X 100%

Head of SD Programs

SPE Conference, Bahrain (2010)

√ √ √ 100%






CRSD: CONFERENCE ATTENDANCE: 2009-2010

ATTENDEE/S CONFERENCE ATTEN-DANCE

PRESEN- TATIONS GIVEN

PAPERS PUBLISHED

STATUS

CRSD Advisor X X √ 100%

Formal Training

CRSD staff has received the following formal training from the last quarter of 2008 until November 2010 (Table 16: Formal Training

Table 16: Formal Training

.

CRSD: STAFF TRAINING 2009-2010

Position Dept Course Type Country

Head of SD Programs

Corporate Affairs

Language Yemen

PCD Coordinator

Corporate Affairs

Language Yemen

SD Coordinator: Education, Apiculture and SME

Corporate Affairs

Language Yemen

SD Coordinator: Fisheries and Agriculture

Corporate Affairs

Language Yemen

Head of CRSD Q&P

Corporate Affairs

ENGLISH CREATIVE REPORT AND BUSINESS WRITING

Language Yemen

CRSD Secretary

Corporate Affairs

ENGLISH TRANSLATION

Language Yemen

CRSD Secretary

Corporate Affairs

Language Yemen

PCD Coordinator

Corporate Affairs

ENGLISH LANGUAGE COURSE

Language Yemen

PCD Coordinator

Corporate Affairs

ENGLISH COURSE - LEVEL 5C Language Yemen

All CRSD Staff

Corporate Affairs

ENGLISH REPORT WRITING AND PRESENTATION SKILLS

Language Yemen

CRSD Secretary

Corporate Affairs

MS OFFICE WORD EXPERT IST Yemen

CRSD Secretary

Corporate Affairs

MS OFFICE EXCEL EXPERT IST Yemen

CRSD Secretary

Corporate Affairs

MS OFFICE OUTLOOK IST Yemen








CRSD Secretary

Corporate Affairs

MS OFFICE PPT IST Yemen

CRSD Secretary

Corporate Affairs

SAP Yemen

PCD Coordinator

Corporate Affairs

SAP Yemen


Corporate Affairs

SAP (MM03/07/11)

SAP Yemen

Head of CR Corporate Affairs

MM 08 - RELEASING PRs & POs MANAGERS COURSE

SAP Yemen

Head of CRSD Q&P

Corporate Affairs

CMS Yemen

Head of CR Corporate Affairs

CMS INDUCTION LEVEL 2

CMS Yemen

CRSD Secretary

Corporate Affairs

Soft Skills Yemen


Corporate Affairs

DEFENSIVE DRIVING WORKSHOP

Soft Skills Yemen

SD Coordinator: Health and Women

Corporate Affairs

SPRINGBOARD PROGRAM

Soft Skills Yemen


Corporate Affairs

EFFECTIVE LEARNING STRATEGIES Soft Skills Yemen

SD Coordinator: Fisheries and Agriculture

Corporate Affairs

ASSERTIVENESS SKILLS COURSE Soft Skills Yemen

SD Coordinators

Corporate Affairs

FINANCIAL MANAGEMENT Finance Yemen


Corporate Affairs

MICRO FINANCE PRINCIPLES Finance Germany








All CRSD Staff

Corporate Affairs

DEVELOPMENT / SUSTAINABLE DEVELOPMENT

Social Science Yemen

CRSD Heads and Coordinators

Corporate Affairs

PARTICIPATORY RURAL APPRAISAL TECHNIQUES


CRSD Heads and CRSD Coordinators

Corporate Affairs

MONITORING AND EVALUATION (2 Courses)


All CRSD Staff

Corporate Affairs

SOCIETAL ENGINEERING Social Science Yemen

Head of CRSD Q&P

Corporate Affairs

ISO AUDITING COURSE Quality and Processes

UAE

All CRSD Staff

Corporate Affairs

IAP2 CERTIFICATE COURSE Public Consultation

Yemen






9. REFERENCES

Hirst, Robert; Rascher, Jeanette; Zeriatte, Reda; Al-Shamsi, AbdulSalam and Aidrus, Mohammed. 2010. Optimizing Stakeholder Communication through Institutional and Community Focal Points to Foster a Stable Operating Environment. This paper was prepared and accepted for presentation at an International Conference on Health, Safety and Environment in Oil and Gas Exploration and Production in Bahrain in August 2010. http://www.onepetro.org/mslib/servlet/onepetropreview?id=SPE-136576-MS&soc=SPE

Hirst, Robert; Rascher, Jeanette and Chetty, Rochelle. 2010. Implementing a Well-structured and Robust Public Consultation and Disclosure Plan utilizing Innovative Communication Techniques. This paper was prepared and accepted for presentation at the SPE International Conference on Health, Safety and Environment in Oil and Gas Exploration and Production held in Rio de Janeiro, Brazil, 12–14 April 2010. http://www.efdsystems.org/Portals/25/spe126500.pdf

International Finance Corporation (IFC). 2005. Operational Directive 4.12, Involuntary Resettlement.

International Finance Corporation (IFC). 2004. Operational Policy 4.01, rev August 2004: Environmental Assessment.

International Finance Corporation (IFC). 2004. Operational Policy Note 11.03, Management of Cultural Properties.

International Finance Corporation (IFC). 2000. Good Practice Note 14.70, Involving Non-Government Organizations (NGOs), in Bank Supported Activities.

World Bank Group (WBG). 1998. Doing Better Business through Effective Public Consultation and Disclosure: A Good Practice Manual

Yemen LNG. 2009. Public Consultation and Disclosure Plan (Operations)

Yemen LNG. 2008. Environmental and Social Management Plan.

Yemen LNG. 2008. 5-Year Sustainable Development Strategy.

Yemen LNG. 2007. Public Consultation and Disclosure Plan (Construction)

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