Project background/scenario

A company progressing through its decommissioning planning process identified that it did not have an accurate and genuine understanding of the communities surrounding its operation. While these local communities are dependent on the operation of the facility economically, there have been several concerns and complaints raised in the past in relation to environmental and social impacts (e.g. emissions). In addition, there has been previous negative media attention drawn to the operation and these impacts.

In order to inform the decommissioning process and provide greater understanding internally within the company as to the impacts (perceived and actual) on the nearby local communities and how these can be best mitigated, the company sought to undertake a stakeholder engagement campaign. Prior to commencement of the engagement campaign, the company prepared a stakeholder engagement strategy which was informed by several KPIs specific to stakeholder engagement and in alignment with their social performance policy. The intent of these KPIs was to provide direction for the engagement conducted and establish precedent for future engagement activities leading up to decommissioning.

Given the availability of steady internet coverage and prevalence of electronic media within the local community, the company decided to use a combination of digital engagement platforms, email and text messages, and social media, to reach stakeholders through tailored surveys, focus groups, and key informant interviews. The data obtained through the engagement process allowed for an in-depth analysis to be conducted to provide an understanding of the community’s attitudes towards the company and operation, the trust stakeholders have in the company, as well as the areas of greatest concern. It was identified through this process however, that certain vulnerable stakeholder groups – in this instance, the elderly – were less involved in the process than others as they had been reluctant to use less-traditional engagement techniques/tools and preferred more traditional means of engagement.

How engagement was made meaningful

In this case study, engagement was made meaningful through the following:

  • Principle 1 – the purpose for the engagement conducted was to understand the concerns/impacts that the local community has in relation to the operation, and how the company can address these issues for the benefit of both stakeholders and the company.
  • Principle 4 – the engagement techniques/tools selected provided a variety of opportunities for stakeholders to engage with the company, actively voice concerns, and raise opportunities for future collaborative partnerships.
  • Principle 6 – the company made a commitment to stakeholders in the operation that they would
    undertake regular engagement with the outcomes of the engagement provided for public consumption.

See all core principles in Section 1

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