CSR Abroad – Resettlement
Responses by Company
Barrick Gold Corp.
When resettlement cannot be avoided, Barrick’s community relations teams work together with affected households, communities and host governments to manage resettlement, in a manner consistent with local laws and international best practice. We seek to apply the same rigor to resettlement and compensation that we apply to developing and operating the rest of our business. Our approach is guided by our Community Relations Management System (CRMS) and Community Relations Standard, along with the International Finance Corporation’s Performance Standard 5: Land Acquisition and Involuntary Resettlement.
Barrick’s CRMS requires sites to develop a Resettlement Action Plan (RAP), often with the assistance of third-party experts, and always with ongoing input from the affected communities and local governments. A comprehensive RAP includes an entitlement framework, comprehensive compensation standards, livelihoods development programs, and ongoing monitoring and evaluation. These activities help us to deliver on our commitment to improve or, at least, restore the livelihoods and living standards of displaced families and communities. Continuous engagement of affected communities is the cornerstone of Barrick’s commitment and the key to successful resettlement programs. Barrick’s corporate community relations team and the legal department with the assistance of third-party experts have developed a draft Land Acquisition and Resettlement (LAR) procedure and LAR guidance for use by our sites. These documents, when finalized and approved, will specify mandatory requirements pertaining to all involuntary land acquisition, resettlement and livelihoods restoration activities, and align with Barrick policies and IFC Standards.
Resettlement is a complex and life-changing issue for the communities affected. It is never our first resort when other options are available. Our approach is to seek voluntary resettlement when it is absolutely necessary. The timing and location of resettlement is negotiated with the affected households and every reasonable effort is made to ensure that the integrity of the communities is maintained. For all resettlement processes, Goldcorp staff will prepare a Resettlement Action Plan.
A Resettlement Action Plan is a comprehensive plan that addresses the impacts of physical and associated economic displacement. It documents the policies to which Goldcorp will adhere, the procedures that we will follow, and the actions that we will take to engage with stakeholders, mitigate adverse impacts, compensate losses and provide development benefits to displaced persons, households and communities. As a general rule, resettlement will be to a location that offers equal or higher value characteristics and advantages of location. Our guiding principle on land-related matters is to create and foster trust which results in mutual benefits. In 2013, one household (of ten people) was resettled at Peñasquito. Goldcorp consulted with the family at Peñasquito regarding compensation, the relocation housing and other issues related to the family’s economic and social well-being.
HudBay Minerals Inc.
We have a project in Peru that involved the resettlement of 36 families (carried out in 2013 and 2014). This resettlement was carried out in accordance with Peruvian law and the IFC Performance Standards.Footnote 1
Kinross Gold Corp.
Our first priority when it comes to resettlement is to avoid it wherever possible through consideration of siting alternatives during the design process. In the past 5 years, the only case of resettlement was at our mine in Paracatu, Brazil. In 2010, our Paracatu mine in Brazil identified 14 families who might be affected by noise, dust, and truck traffic associated with excavation of construction material for tailings dam construction. The company began resettlement discussion with them according to IFC standards, and by the end of 2011, all were living in their new houses. Follow-up visits confirmed that the families were overall satisfied with their new homes, and in many cases, viewed the resettlement as providing a significant improvement in the quality of life over their previous living arrangements.
- 2011 CR Report (PDF, 6.45 Mb– page 81)
- In the Community, Practices, Key Stakeholder Issues
MBAC Fertilizer Corp.
We provided housing, a school and other activities to our local communities. The basic principle of our resettlement was to provide the local communities with an equal or better quality of life.
Sherritt International Corporation
Resettlement for our Ambatovy nickel operation in Madagascar was carried out in accordance with the IFC Performance Standards and guidelines set by Madagascar’s national regulatory body. Footnote 1 Collaboration with local stakeholders took place over many years to gain their trust and acceptance for this process.
Between 2007 and 2008, Ambatovy established two resettlement villages: Vohitrambato and Marovato. Ambatovy built 296 new houses in these villages. Villagers were able to select their preferred housing model and each household received a parcel of land for agriculture and grazing. 150 ha of flat, arable land was also provided for rice production. An additional 47 ha was allocated and prepared for vegetable gardens and fruit trees. Additionally, Ambatovy constructed infrastructure such as community centers and churches, washing areas and water pumps, irrigation canals, roads and bridges, and a health center. With the resettlement phase completed in 2008, Ambatovy has since been active in these villages implementing a comprehensive social development plan. This plan was established using participatory processes aimed at sustainably improving the quality of local life.
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