ESWATINI ELECTRICITY COMPANY

STAKEHOLDER ENGAGEMENT PLAN

FOR
NETWORK REINFORCEMENT AND ACCESS PROJECT

Project ID no: P166170

April 2019
TABLE OF CONTENTS
1. INTRODUCTION................................................................................................................................... 3
1.1. Overview ...................................................................................................................................... 3
1.2. Stakeholder Engagement Plan (SEP) ......................................................................................... 4
1.3. Regulations and requirements ................................................................................................... 4
Statute and Regulations ...................................................................................................................... 4
2. AN OVERVIEW OF STAKEHOLDER ENGAGEMENT .......................................................................... 4
2.1. What is Stakeholder Engagement? ............................................................................................ 4
2.2. Principles for Effective Stakeholder Engagement .................................................................... 5
2.2.1. Stakeholder Engagement Considerations ......................................................................... 5
2.3. Stakeholder Identification .......................................................................................................... 6
2.4. Stakeholder identification and consultation methods ............................................................. 7
2.5. Stakeholders identified ............................................................................................................... 8
2.5.1. Stakeholder Government Ministries .................................................................................. 8
2.5.2. Stakeholder Parastatals/Agencies ................................................................................... 10
2.5.3. Stakeholder Communities................................................................................................. 12
2.5.4. Non-governmental Organizations (NGOs) stakeholders ............................................... 12
2.6. STAKEHOLDER ENGAGEMENT OBJECTIVES AND PRINCIPLES ........................................... 14
2.6.1. Communal objectives ........................................................................................................ 14
2.6.2. Operational objectives ...................................................................................................... 14
2.6.3. Key principles .................................................................................................................... 15
2.7. STAKEHOLDER ENGAGEMENT ACTIVITIES ........................................................................... 15
2.7.1 Considerations for the Engagement Process ......................................................................... 26
2.8. Culturally appropriate engagement ......................................................................................... 26
2.9. Monitoring Stakeholder Engagement Activities ..................................................................... 27
2.9.1 Review of Engagement Activities in the Field: ....................................................................... 27
2.9.2 Reporting Stakeholder Engagement Activities ...................................................................... 28
3. STAKEHOLDER ENGAGEMENT: PROJECT LIFE-CYCLE ................................................................. 28
3.1. Stakeholder Engagement and Project Cycle ............................................................................ 28
4. SEP Resources and Responsibilities ................................................................................................ 29
4.1. Resources ................................................................................................................................... 32
4.1.2 Training ..................................................................................................................................... 32
4.1.3 Budget ....................................................................................................................................... 32
5. GRIEVANCE MECHANISM ................................................................................................................. 33
 5.1. Definitions and Grievance Procedure ...................................................................................... 33
5.2. Grievance Redress Process ....................................................................................................... 34
5.3. Community Level Grievance Redress Mechanism .................................................................. 34
5.4. Project Level Grievance Redress Mechanism.......................................................................... 35
5.5. Judiciary Level Grievance Redress Mechanism....................................................................... 37
6. MONITORING AND REPORTING ...................................................................................................... 38
6.1 Review of Engagement Activities in the Field ............................................................................... 40
6.2 Reporting Stakeholder Engagement Activities ............................................................................. 40
REFERENCES ............................................................................................................................................. 41

LIST OF TABLES
Table 1: Stakeholder Engagement Techniques ......................................................................................... 7
Table 2: Stakeholder Government Ministries ........................................................................................... 9
Table 3: Stakeholder Parastatals/Agencies............................................................................................. 10
Table 4: Stakeholder Engagement Activities........................................................................................... 16
Table 5: Stakeholder Engagement Communication Plan ....................................................................... 21
Table 6: Communication Channels .......................................................................................................... 26
Table 7: Grievance Redress Process at Project Level ............................................................................. 37
Table 8: Key Performance Indicators by Project phase ......................................................................... 38
LIST OF FIGURES
Figure 1: Project Map.................................................................................................................................... 3
1. INTRODUCTION
1.1. Overview
This document is the Stakeholder Engagement Plan (SEP) for the Network Reinforcement and Access
Project (the NRAP, referred to hereinafter as “the Project”).
The Government of the Kingdom of Eswatini intends to apply for a loan from the World Bank's
International Bank for Reconstruction and Development (IBRD) to finance the proposed Network
Reinforcement and Access Project (NRAP), hereinafter referred to as “the Project”.
The proposed development objective of the Project is to “Improve the quality and reliability of
electricity supply and increase access in the Shiselweni region of Eswatini”. The project seeks to: (i)
reduce transmission system interruptions; (ii) reduce distribution system interruptions; and (iii)
increase the number of households provided with electricity. As part of preparation for the Project,
Eswatini Electricity Company (EEC) is required to undertake and complete an Environmental and
Social Impact Assessment (ESIA) in accordance with the Eswatini Environment Act No. 5 of 2002, the
World Bank Environmental and Social Framework (ESF)1 and the World Bank Group Environmental,
Health and Safety Guidelines for Electric Power Transmission and Distribution.

Figure 1: Project Map

1
http://pubdocs.worldbank.org/en/837721522762050108/Environmental-and-Social-Framework.pdf
 1.2. Stakeholder Engagement Plan (SEP)
The SEP seeks to define a technically and culturally appropriate approach to consultation, disclosure
and grievance redress. The goal of this SEP is to improve and facilitate decision making and create an
atmosphere of understanding that actively involves project-affected people and other stakeholders
in a timely manner, and that these groups are provided sufficient opportunity to voice their opinions
and concerns that may influence Project decisions. The SEP is a useful tool for managing
communications between EEC and its stakeholders.
The Key Objectives of the SEP can be summarised as follows:

 Understand the stakeholder engagement requirements of the Kingdom of Eswatini

legislation;
 Provide guidance for stakeholder engagement such that it meets the standards of
International Best Practice;
 Identify key stakeholders that are affected, and/or able to influence the Project and its
activities;
 Identify the most effective methods, timing and structures through which to share project
information, and to ensure regular, accessible, transparent and appropriate consultation;
 Develops a stakeholders engagement process that provides stakeholders with an opportunity
to engage in project planning and design and its implementation;
 Establish formal grievance/resolution mechanisms;
 Define roles and responsibilities for the implementation of the SEP;
 Define reporting and monitoring measures to ensure the effectiveness of the SEP and
periodical reviews of the SEP based on findings.

1.3. Regulations and requirements

Statute and Regulations
This SEP takes into account the existing institutional and regulatory framework within the context of
the following Kingdom of Eswatini legal instruments:

 Environmental Management Act, 2002

 Industrial Relations Act, 2000
 Employment Act 1980
 Occupational Health and Safety Act, 2001
 Factories, Machinery and Construction Works Act, 1972
 Workman’s Compensation Act 7, 1983
 Sexual Offences and Domestic Violence Act, 2018
 Children’s Protection and welfare Act 6, 2012
 The Constitution of Eswatini, 2005

2. AN OVERVIEW OF STAKEHOLDER ENGAGEMENT

2.1. What is Stakeholder Engagement?
Stakeholder Engagement will be free of manipulation, interference, coercion, and intimidation, and
conducted on the basis of timely, relevant, understandable and accessible information, in a culturally
appropriate format. It will involve interactions between identified groups of people and to provide
stakeholders with an opportunity to raise their concerns and opinions (e.g. by way of meetings,
surveys, interviews and/or focus groups), and ensures that this information is taken into
consideration when making project decisions.
An effective stakeholder engagement aims to develop a “social licence” to operate and will depend
on mutual trust, respect and transparent communication between EEC and its stakeholders. It will
thereby improve decision-making and performance by:

 Managing costs: Effective engagement can help project EEC avoid costs, in terms of
money and reputation;
 Managing risk: Engagement helps project EEC and communities to identify, prevent,
and mitigate environmental and social impacts that can threaten project viability;
 Enhancing reputation: By publicly recognising human rights and committing to
environmental protection, EEC and financial institutions (World Bank) involved in
financing the project can boost their credibility and minimise risks;
 Avoiding conflict: Understanding current and potential issues such as land rights and
proposed project activities;
 Improving corporate policy: Obtaining perceptions about a project, which can act as
a catalyst for changes and improvements in EEC corporate practices and policies;
 Identifying, monitoring and reporting on impacts: Understanding a project’s
impact on stakeholders, evaluating and reporting back on mechanisms to address
these impacts; and
 Managing stakeholder expectations: Consultation also provides the opportunity for
EEC to become aware of and manage stakeholder attitudes and expectations.

2.2. Principles for Effective Stakeholder Engagement

Stakeholder engagement shall be informed by a set of principles defining core values underpinning
interactions with stakeholders. Common principles based on International Best Practice include the
following:

 Commitment is demonstrated when the need to understand, engage and identify the
community is recognised and acted upon early in the process;
 Integrity occurs when engagement is conducted in a manner that fosters mutual
respect and trust;
 Respect is created when the rights, cultural beliefs, values and interests of
stakeholders and affected communities are recognised;
 Transparency is demonstrated when community concerns are responded to in a
timely, open and effective manner;
 Inclusiveness is achieved when broad participation is encouraged and supported by
appropriate participation opportunities; and
 Trust is achieved through open and meaningful dialogue that respects and upholds a
community’s beliefs, values and opinions.

2.2.1. Stakeholder Engagement Considerations

The following considerations shall be made when planning for stakeholder engagement:
Time and resources:
It takes time to develop and build trust based relationships with stakeholders. The consensus from
practitioners is that from the outset relationships with stakeholders should develop and grow, and
that these relationships should be nurtured and fostered not to fade.
Additional stakeholders might be identified that also want to be engaged. No willing stakeholder
should be excluded from the process of engagement. Some stakeholders will need to be educated
about the concept of engagement itself, as well as on the complex issues requiring specialised and
technical knowledge. These demands can increase the cost of consultation required to meet external
expectations, and often this occurs at a time when a project lacks the internal capacity and resources
to implement a broad engagement strategy.
It raises expectations:
Stakeholders can have unrealistically high expectations of benefits that may accrue to them from a
project. As such EEC from the outset shall be clear on what they can and cannot do, establishing a
clear understanding of their roles and responsibilities.
In Eswatini, the engagement processes shall provide EEC with an opportunity to develop
relationships with stakeholders and potential project partners who can assist with implementing
corporate social responsibility projects.
Securing stakeholder participation:
Cultural norms and values can prevent stakeholders from freely participating in meetings. Often
there are conflicting demands within a community, and it can be challenging for a project to identify
stakeholders who are representative of common interests. This shall be avoided by employing local
consultants who are sensitive to local power dynamics, which will requires project proponents to
develop an awareness of the local context and implementing structures to support and foster
effective stakeholder engagement.
Consultation fatigue:
Moreover there is evidence to suggest that stakeholders can easily tire of consultation processes
especially when promises are unfulfilled, and their opinions and concerns are not taken into
consideration. Often stakeholders feel their lives are not improving as a result of a project and this
can lead to consultation meetings being used as an area to voice complaints and grievances about the
lack of development. This shall be avoided by coordinating stakeholder engagement during the ESIA
process, and by ensuring practitioners do not make promises to stakeholders, but rather use the
public consultation process as an opportunity to manage expectations, challenge misconceptions,
disseminate accurate project information, and gather stakeholder opinions which are feedback to the
client and other project specialists.

2.3. Stakeholder Identification

In order to develop an effective SEP, it is necessary to determine who the stakeholders are and
understand their needs and expectations for engagement, and their priorities and objectives in
relation to the Project. This information shall then be used to tailor engagement to each type of
stakeholder. As part of this process it will be particularly important to identify individuals and groups
who may find it more difficult to participate and those who may be differentially or
disproportionately affected by the project because of their marginalised or vulnerable status.
It is also important to understand how each stakeholder may be affected – or perceives they may be
affected – so that engagement can be tailored to inform them and understand their views and
concerns in an appropriate manner.
Stakeholders have been and will continue to be identified on a continuing basis by identifying:

 Various stakeholder categories that may be affected by, or be interested in, the Project;
and
 Specific individuals, groups, and organizations within each of these categories taking
into account:
 The expected Project area of impact, that is the geographical area over which it may
cause impacts (both positive and negative) over its lifetime, and therefore the
localities within which people and businesses could be affected;
The nature of the impacts that could arise and therefore the types of national/local
government entities, NGOs, academic and research institutions and other bodies who
may have an interest in these issues.
In general, engagement is directly proportional to impact and influence, and as the extent of impact
of a project on a stakeholder group increases, or the extent of influence of a particular stakeholder
on a project increases, engagement with that particular stakeholder group shall intensify and deepen
in terms of the frequency and the intensity of the engagement method used. All engagement shall
proceed on the basis of what are culturally acceptable and appropriate methods for each of the
different stakeholder groups targeted.

2.4. Stakeholder identification and consultation methods

There are a variety of engagement techniques that shall be used to build relationships with
stakeholders, gather information from stakeholders, consult with stakeholders, and disseminate
project information to stakeholders.
When selecting an appropriate consultation technique, culturally appropriate consultation methods,
and the purpose for engaging with a stakeholder group shall be considered. The technique mostly
used in Eswatini are:

Table 1: Stakeholder Engagement Techniques

Engagement Technique Appropriate application of the technique

Correspondences (Phone, Emails) Distribute information to Government officials, NGOs, Local
Government, and organisations/agencies
Invite stakeholders to meetings and follow-up
One-on-one meetings Seeking views and opinions
Enable stakeholder to speak freely about sensitive issues
Build personal relationships
Record meetings
Formal meetings Present the Project information to a group of stakeholders
Allow group to comment – opinions and views
Build impersonal relation with high level stakeholders
 Disseminate technical information
Record discussions
Public meetings Present Project information to a large group of
stakeholders, especially communities
Allow the group to provide their views and opinions
Build relationship with the communities, especially those
impacted
Distribute non-technical information
Facilitate meetings with presentations, PowerPoint, posters
etc.
Record discussions, comments, questions.

Focus group meetings Present Project information to a group of stakeholders

Allow stakeholders to provide their views on targeted
baseline information
Build relationships with communities
Record responses
Project website Present project information and progress updates
Disclose ESIA, ESMP, RPF and other relevant project
documentation
Direct communication with affected Share information on timing of road clearance
crops/asset owners (Road Agree options for removing crops and relocation of fences.
component only)
Road signs Share information on project activities
Reminders of potential impacts (e.g. for road clearance
activities; remind crop owners to harvest crops and replant
outside the road reservation)
Project leaflet Brief project information to provide regular update
Site specific project information.

2.5. Stakeholders identified

2.5.1. Stakeholder Government Ministries

Engagement with government will serve two main purposes:
(i) Involve the ministries, departments and committees in each step of the Project to build
consensus and ownership; and
(ii) Identify the governance framework for socio-economic development and environmental
management.

Table 2 shows the potential role, interest and influence of each of the target audiences captured in
the Project in as far as the mandate, history of involvement, resources and authority in development
planning and decisions making are concerned.
Table 2: Stakeholder Government Ministries

Government
Stakeholder Involvement in the project Interest Influence
 Ministry of  Responsible for establishing the program
Natural implementing the access component.
Resources and Perform quality assurance and approve
Energy payments for completed house connections High Medium

 Ministry of  Provide oversight and control of

Finance disbursement project funds to the
implementing agency. Monitor compliance
of financial reporting of project funds by
the implementing agency
 Ministry of
Health
 Public Health Section shall assist with
educating project stakeholders on health
issues such as prevention of HIV
 Deputy Prime
Minister’s
 The Gender Department and Family Issues
Office
Assists with policies regarding vulnerable
people and educating stakeholders about
the legislation for preventing occurrence of
gender based violence (GBV).
 The National Children’s Coordinating
Unit (NCCU) Evaluate and review all
existing National Legal instruments
governing the treatment of children
to ensure compliance with
International children treatment
standards, provisions and practices.
Monitor and evaluate all National
children, policies, plans & Programs
and ensure that all stakeholders
collaborate and contribute towards a
National Children Development agenda
 Department of Social Welfare develop,
facilitate and monitor the
implementation of effective policies
and strategies on integrated social
welfare services that meet the needs
of all vulnerable groups. Implement
comprehensive social welfare
services focusing on all vulnerable
groups. (families, older persons,
disabilities, children, Ex-servicemen,
substance abuse people, persons
affected with HIV/AIDS)
 National Disability Unit within the
Department of Social Welfare is
 currently responsible for the
coordination of interventions for
Persons with Disabilities.

2.5.2. Stakeholder Parastatals/Agencies

Table 3: Stakeholder Parastatals/Agencies

Government parastatals/agencies
Stakeholder Potential Involvement in the project Interest Influenc
e
Eswatini  Have the overall oversight and responsibility of
Environmental ensuring compliance to environmental and
Authority (EEA) social regulations by all organisations, persons,
companies whose actions and processes have a
potential environmental and social impact.

 The Project will, from time to time, be required High High

to obtain permits and authorisation prior to
implementation of certain components of the
project. Furthermore, EEA will frequently
carryout inspection of the project
implementation process to ensure compliance
to the environmental and social regulations.
Eswatini National  To be consulted on sensitive areas of nature
Trust Commission conservation such as game reserves, heritage
Medium Low
(ENTC) sites, etc. that the Project may affect.

Town Board of  The overriding institution in the Nhlangano

Nhlangano Town. The council governs private, commercial
High High
and government owned land in the town.

 The Project is expected to encroach and affect

municipal land used for the provision of
municipal services. The town council will from
time to time be engaged to provide guidance
and permission to use encroached land.
Eswatini Energy  Eswatini Energy Regulatory Authority is a statutory
Regulatory Energy Regulatory Body established through the
High High
Authority Energy Regulatory Act, 2007 (Act No.2 of 2007). The
responsibilities include exercising control over the
electricity supply industry (ESI) and regulation of
 generation, transmission, distribution, supply, use,
import and export of electricity in Eswatini.

 The Authority will provide information and

guidance in resolving land disputes between parties
affected by Project.

Shiselweni Regional  According to the laws of the country, Regional

Administrator Administration (RA) is the second level of
High High
government after National Government, which
makes the Shiselweni an important
stakeholder. RA provides structures for
national government to allocate resources in an
efficient, effective and more equitable way to
communities in the country.
Throughout the project life-cycle, the Shiselweni
Regional Administrator will be involved in the following
when the need arises:
 Facilitate resolution of community conflicts and
land disputes in the Chiefdoms

 Facilitate and monitor the implementation of

the Project.
Traditional  Local community leaders acting as
Authorities representatives of their local community.
Meetings with traditional authorities will
 Chiefs
follow local practices and be held prior to any High High
 Community wider communication in local communities in
Liaison Officers order to respect the cultural and social
structures.

 Be involved in and facilitate the resolution of

community conflicts and land disputes at
community level

 Facilitate and monitor the implementation of

the Project.

 Liaison Officers will be selected from each

chiefdom to be a link between the community,
chief and EEC.
Eswatini Royal  They are responsible for keeping law and order.
Police Service The Project can bring crime, violence and other
Medium Medium
criminal offences. The services of this
stakeholder will be on a as needed basis.

 Their services will also be requested to be used

by the affected local communities to report
Gender Based Violence Incidents.

 The Eswatini Police has a department that is

 dedicated to address this kind of reports,
making it a safe and fully capable environment
to deal with Gender Based Violence cases.

2.5.3. Stakeholder Communities

For the Transmission Line component only, there will be a need to communicate directly with owners
of crops and fences who will be affected by clearance of the servitude. It is it not possible to identify
these individuals at this stage, but the Contractor will be responsible for preparing a communication
plan to discuss potential impacts and agree timing for Transmission clearance activities. However,
communication on the timing of works is a crucial component of minimizing impact to crop/fence
owners.
The transmission line will cross communal land and smallholder farms; land used for grazing and
subsistence farming, which is under traditional governance. The area is rural in nature and the
population density is low, with scattered settlements and homesteads. Therefore, while the
transmission line traverses a significant distance, the relative impact is anticipated to be moderate.
Furthermore, local communities might be affected during the construction of the distribution line.
However, the extent can only be determined at a later stage of the project
A provisional list of affected communities has already been compiled based on the selected sites and
area of impact and an Initial Stakeholder Engagement meeting has been held with these Chiefdoms
(Annex I). The project affected communities will come from the following chiefdoms:

 Mampondweni under Chief Sibasani

 Ngwenyameni under Chief Magoloza
 Zikhoteni under Chief Zwide II
 Hohhohho Emuva under Chief Salebona
 Mabonabulawe under Chief Ndabankulu
 Manyiseni under Chief Bhejisa
 Kwaluseni Mgamudze under Chief Gasa
 Mchinsweni under Chief Mahange
 Nkonka under Chief Gasa
 Maplotini under Chief Gasa
 Vimbizibuko under Chief Gasa

2.5.4. Non-governmental Organizations (NGOs) stakeholders

This project will affect groups in the communities. These stakeholders will provide information and
guidance to ensure that marginalized groups in the communities are considered and involved in the
project implementation.

 Swaziland Action Group Against Abuse (SWAGAA) - is a non-governmental organization

that has been working for almost 30 years to end gender-based violence (GBV), sexual abuse
and human trafficking in Eswatini (formerly Swaziland).As the lead organization framing the
agenda on GBV, SWAGAA partners with key stakeholders to provide technical expertise on
 best practices in GBV prevention and response. Furthermore SWAGAA takes a leading role in
educating and enforcing the Child Protection and Welfare Act 2012. SWAGAA plays a major role
as the first contact and driving investigations of child abuse issues in collaboration with the
Eswatini Royal Police Service to prosecute offenders and provide counselling to victims and assist
victims to obtain safe living conditions and follow up on the progress of recovering victims
 Coordinating Assembly for NGO's (CANGO) - The Coordinating Assembly of Non-
Governmental Organisation commonly referred to as CANGO was established in 1983
primarily as a network for NGOs working in Primary Health Care in Swaziland, then in 1987
assumed the overall Coordinating body for the Non-Governmental Organisations in the
country.. The core mandate is to facilitate coordination of the NGO sector, building capacity
of its members to fulfil their organizational-specific mandates, and to influence national and
international policies through advocacy.
 The National Emergency Response Council on HIV and AIDS (NERCHA) - to coordinate
and facilitate the National Multi-sectoral HIV/AIDS response and oversee the implementation
of the national strategic plans and frameworks. NERCHA is not an implementing body, its goal
is rather to organize and manage the nation’s war against the AIDS epidemic. Acting as the
conduit for monies received from Government and the U.N. Global Fund to Fight HIV/AIDS,
Tuberculosis and Malaria, NERCHA works with organizational and community partners
across all sectors to ensure that comprehensive services are delivered at the grass-roots level
throughout the nation
 Nhlangano AIDS Training Information and Counselling Centre (NATIC) - will assist with
training of communities and workers on available programs for prevention of HIV,
counselling and testing for HIV. They will further ensure that information about national
initiatives on HIV is disseminated at community level working closely with NERCHA
 Women and Law in Southern Africa-Swaziland (WLSA) – Educate people on the
provisions of the Sexual Offences and Domestic Violence Act of 2018 to combat and prevent
the occurrence of gender based violence (GBV) related to the project.
 FODSWA – is the umbrella body for all associations of Persons with Disabilities which works
closely with the National Disability Unit (NDU) in the Deputy Prime Minister’s Office whose
mandate is to work with persons with disabilities, including those with long-term
physical, mental, intellectual or sensory impairments. In particular, its mission is to
champion significant improvement in the quality of their life and to collaborate with
organizations representing Persons With Disabilities in promoting and supporting disability
issues, to raise public awareness, to promote measures to prevent disabilities, to conduct
relevant trainings (sign language and Braille communication) and to implement the national
disability policy in line with the UN Convention on the Rights of Persons With Disabilities.

2.5.5. Vulnerable/Disadvantaged Groups Stakeholders

It is likely that project-affected parties in the communities will include vulnerable /disadvantages
groups. At this stage these groups have not yet been determined, however, they will be identified
after the ESIA exercise. Vulnerable /disadvantages groups are community members likely to be
affected by the project but may have difficulty in engaging with the stakeholder consultation process
and thus may not be able to fully express their concerns regarding the proposed Project.
Particular attention will be paid to adverse impacts on Vulnerable/ disadvantaged groups who,
because of their social position, may be vulnerable to changes brought about by project activities or
excluded from project benefits. This group is likely to include the following:

 physically disabled
 women-headed households
 child/orphan-headed households
 households below the poverty line, and
 The youth

Discussions with the vulnerable/disadvantaged groups affected by the Project aim to provide
opportunities for ground investigation on potential social impacts as a result of the construction of
the transmission line, distribution line and associated substations in the Shiselweni Region.
To ensure that consultation with local communities is inclusive of disadvantaged groups,
presentations will be conducted in siSwati because many community members may be illiterate.
Where necessary, additional formats such as location sketches will be used to enhance
understanding. The assistance of community leaders will be needed to encourage effective
representation of Vulnerable /disadvantages groups in group discussions throughout the project
phases.

2.6. STAKEHOLDER ENGAGEMENT OBJECTIVES AND PRINCIPLES

The SEP has three corporate objectives, a number of project-specific operational objectives, and key
principles. The stakeholder engagement programme will aim to achieve the objectives and comply
with the principles.

2.6.1. Communal objectives

The corporate objectives of stakeholder engagement are
o A coordinated approach to all engagement actions;
o Consistency of messaging;
o Management of stakeholder expectations; and
o Reduction in the potential for delays in future project-related decision-making
for issue of project approvals and permits or the need for costly redesign of
operations/facilities.
2.6.2. Operational objectives
The operational objectives of stakeholder engagement are:
o Acquisition of information from certain stakeholders to assist preparation of the ESIA report;
o Provision of information on NRAP and the ESIA to stakeholders;
o Ensuring that stakeholders have an understanding of how they might be affected and their
potential role in NRAP implementation and impact management;
o Provision of opportunities for stakeholders to express their opinions and concerns in relation to
the ESIA and NRAP and for these opinions and concerns to be taken into account in the ESIA and
NRAP -related management decisions; and
Ensuring that stakeholders understand EEC’s corporate and operational aims and requirements, with
respects to NRAP, and have confidence in EEC’s ability to manage environmental/social risks in a
responsible and transparent manner

2.6.3. Key principles

The SEP will ensure that the following key principles are applied to all engagement activities:
o Timing and number of engagement events designed to maximise stakeholder involvement and to
avoid disruption to the ‘daily business’ of local stakeholders and also stakeholder ‘fatigue’;
o A senior EEC staff member to be present and participate actively at all engagement events;
o Engagement events to occur in line with the SEP schedule so that there is clear linkage between
engagement activities and the key stages in the ESIA assessment process;
o Ensure that engagement is managed so that it is culturally appropriate, adequate and timely
information and opportunities are provided to all stakeholders to be involved/contribute; and
o Ensure that engagement is free from coercion, undertaken prior to key decisions and informed
by provision of objective and meaningful information, and that feedback is provided to
stakeholders after engagement has concluded.
EEC employs a protocol governing all stakeholder engagement activities. No interaction with any
stakeholder related to the ESIA and NRAP can be undertaken without the EEC’s permission.

2.7. STAKEHOLDER ENGAGEMENT ACTIVITIES

All stakeholder engagement activities will be informed by and regularly updated according to an
iterative process of stakeholder identification, analysis and mapping and based on comments
received on the stakeholder engagement process.

Prior to the commencement of stakeholder engagement activities, meetings shall be scheduled with
relevant traditional authorities, Civic Leaders, Community Representatives, Political leaders, Heads
of Government departments, Members of Parliament in the project area, representatives from NGOs
and CSOs, the Media and other Interested and Affected Parties (I&APs). The purpose of these
meetings shall be to refine the stakeholder engagement strategy so as to meet the requirements of
I&APs and ensure that future communication is effective and cognisant of social and cultural
sensitivities.

The objectives of engaging stakeholders during the ESIA process include the following:

 Ensuring understanding: An open, inclusive and transparent process of culturally appropriate

engagement and communication to ensure that stakeholders are well informed about the
proposed. Therefore, whenever information is disseminated, the siSwati language will be
considered to ensure full understanding of communication.

 Involving stakeholders in the assessment: Stakeholders will be included in the scoping of

issues, the assessment of impacts, the generation of mitigation and management measures and
the finalisation of the ESIA reports. They will also play an important role in providing local
knowledge and information for the baseline to inform the impact assessment.
  Building relationships: Through supporting open dialogue, engagement will help establish and
maintain a productive relationship between the ESIA team and stakeholders.

 Engaging vulnerable groups: An open and inclusive approach to consultation increases the
opportunity of stakeholders to provide comments on the proposed Project, and to voice their
concerns. Some stakeholders, however, need special attention in such a process due to their
vulnerability. Special measures will be considered to ensure that the perspectives of vulnerable
stakeholders are heard and considered.

 Managing expectations: It is important to ensure that the proposed Project does not create or
allow unrealistic expectations to develop amongst stakeholders about proposed Project benefits.
The engagement process will serve as a mechanism for understanding and managing stakeholder
and community expectations, where the latter will be achieved by disseminating accurate
information in an accessible way.

 Ensuring compliance: The process is designed to ensure compliance with both local regulatory
requirements and international best practice.

o One of the key outcomes of engagement should be free, prior and informed consultation of
stakeholders, where this can be understood to be:
o Free: engagement free of external manipulation or coercion and intimidation;
o Prior: engagement undertaken in a timely way, for example the timely disclosure of information
before a development is undertaken and/ or participation is sought with regard to the
identification of issues of concern; and
o Informed: engagement enabled by relevant, understandable and accessible information.

Table 4: Stakeholder Engagement Activities

Stage Objective Key Activities Target Stakeholder

Preliminary  To gain a preliminary understanding of  Field visit; and  Government

Engagements the scope of the Project, appropriate  Stakeholder identification  Government
and legislated engagement process. parastatals/agencies
requirements and relevant  Local/traditional
stakeholders. communities
 Vulnerable/disadvant
aged Groups
Stage Objective Key Activities Target Stakeholder

Scoping  To meet key stakeholders and  Meetings with key stakeholders  Government
introduce them to the Project and ESIA to facilitate the broader  Government
Engagement Process; stakeholder engagement parastatals/agencies
 To disclose the Project in the public process  Local/traditional
domain to all interested and affected  Dissemination of engagement communities
stakeholders; materials (background  Vulnerable/disadvant
 To gather issues of concern and information document, posters, aged Groups
through this identify a list of potential media notices etc.)  Non-government
impacts;  Consultation on the proposed organizations (NGOs);
 To consult key stakeholders on the Project and associated ESIA
next steps in the ESIA process; through meetings and
 To generate feedback on the Draft workshops with identified
Scoping Report, including the scope, stakeholders. Details may
approach and key issues to be include:
investigated further for the ESIA. o Nature, purpose and
scale of the proposed
project
o ESIA & stakeholder
engagement process
 Confirmation of issue
identification and feedback from
stakeholders;

ESIA  To discuss the identified impacts and  Dissemination draft ESIA Report  Government
Disclosure proposed mitigation measures with to all stakeholders.  Government
stakeholders allowing for their input; parastatals/agencies
and  Copies of the ESIA report will  Local/traditional
 To provide stakeholders with the also be distributed in public communities
opportunity to comment on the Draft buildings in the vicinity of the  Vulnerable/disadvant
ESIA report. site of the proposed project. aged Groups
 Business Community
 Availability of the draft ESIA  Contractors &
Report will be advertised Contract Workers
through print and electronic  Non-government
media for public review. organizations (NGOs);

 Consultation on the draft Impact

Assessment Report. This will
include:
o Identification of
impacts in the draft
ESIA and proposed
mitigation;
o Identification of
stakeholder concerns
and opinions on the
impacts identified;
o Involvement of
stakeholders in
assessing the efficacy
and appropriateness of
the proposed mitigation
measures; and
Stage Objective Key Activities Target Stakeholder

o Identification of
revisions or additions
to the draft ESIA report
where necessary.
Formal  Submission of final ESIA Report with  Submission of the Final ESIA for  World Bank
Submission comments incorporated from the ESIA approval.
of Final ESIA engagement and disclosure stage
Stage Objective Key Activities Target Stakeholder

Resettlement  To share draft policy framework based  Dissemination draft RPF to all  Government
Policy on national legislations, current stakeholders.  Government
Framework practices in the country and parastatals/agencies
(RPF) Environmental and Social Standards of  Copies of the RPF will also be  Local/project affected
disclosure the Bank and finalised based on distributed in public buildings in communities
and feedback and inputs the vicinity of the site of the  Vulnerable/disadvant
stakeholder proposed project and uploaded aged Groups
consultation on EEC website.  Business Community
 Royal Krals and Chiefs
 Availability of the draft RPF  Regional
Report will be advertised administration office
through print and electronic  Non-government
media for public review. organizations (NGOs);

 Consultation on the draft RPF.
This will include:
o Identification of
impacts categories
based on preliminary
survey report and
possible entitlements
and eligibility criteria;
Key principles of
resettlement and broad
institutional
arrangement.
o Identification of
stakeholder concerns
and opinions on the
contents of the RPF;
o Involvement of
stakeholders in
assessing the
appropriateness of the
proposed resettlement
principles, impact
categories,
entitlements;
institutional
arrangement for
preparation and
implementation of RAP.
 Assess adequacy of RPF during
ESIA and RAP preparation
 Identification of revisions or
additions to the draft RPF where
necessary.
Resettlement  To share draft RAP based on RPF and  Dissemination of cut off date  Project affected
Action Plan specific impact area as per designs and census survey of all affected Persons
(RAP) subsequently finalise based on through structured  Other project affected
disclosure feedback and inputs questionnaire communities
and  FGDs and community level  Vulnerable/disadvant
stakeholder meetings facilitated by Chiefs aged Groups
consultation and Community Laison Officers  Business Community
 Dissemination of draft RAP to all  Royal Krals and Chiefs
stakeholders.  Regional
administration office
 Use of Leaflets on non technical  Non-government
summary of RAP and folk media organizations (NGOs);
for the project affected
 Copies of the RAP will also be
distributed in public buildings in
the vicinity of the site of the
proposed project and uploaded
on EEC website.

 Availability of the draft RAP

Report will be advertised
through print and electronic
media for public review.

 Consultation on the draft RAP.

This will include:
o Identification of
impacts categories
based on specific
impact area based on
designs, entitlements
and eligibility criteria;
Key principles of
resettlement and
specific institutional
arrangement for
implementation and
GRM.
o Identification of project
affected concerns and
opinions on the
identified impacts, RAP
implementation Plan
and project schedule;
o Involvement of
stakeholders in
assessing the
appropriateness of the
identified impacts, list
of PAPs , entitlement
options; institutional
arrangement for
implementation of RAP
and GRM.
Stage Objective Key Activities Target Stakeholder

 Identification of revisions or
additions to the draft RAP
where necessary.

Table 5: Stakeholder Engagement Communication Plan

Stakeholder Communication Method of When

Engagement
Ministry of Natural Resources and Project Concept Note -Formal meetings End of June
Energy Preparation 2019
Field Missions -Email
Project Approval and
Contracting -Posters
Electrification instructions Monthly
and verifications -Press
Progress Reports Statements
Record discussions
-Project brief
document
Ministry of Finance Project Concept Note -Formal meetings End of July
Preparation 2019
Field Missions -Email
Project Approval and Monthly
Contracting -Posters
Record discussions
-Press
Statements

-Project brief
document
Ministry of Commerce Discussion on future plans of -Formal meetings May 2019
commercial and industrial
development -Email
Frequency
-Posters yet to be
Implementation steering determined
committee progress reports -Press Statements
Record discussions
-Project brief
document
Ministry of Health Project brief -Formal meetings Once Off
Discussion with the related
department on issues of -Email Yearly
health relevant to the
project. -Posters
Record discussions
-Press
Statements

-Project brief
document
Deputy Prime Minister’s Office Project brief -Formal meetings Frequency
yet to be
Disseminate technical -Email determined
information
-Posters
Record discussions
-Press Statements

-Project brief
document
Ministry of Tourism and Project brief -Formal meetings Frequency
Environmental Affairs yet to be
Disseminate technical -Email determined
information -Posters

Record discussions -Press Statements

-Project brief
document
Ministry Works and Transport Project brief -Formal meetings Frequency
yet to be
Allow group to comment – -Email determined
opinions and views
Build impersonal relation -Posters
with high level stakeholders
-Press
Site visits Statements

-Project brief
document

Eswatini Environmental Authority Project Brief and request for -Formal meetings January 2019
(EEA) categorization
-Email May 2019
Site visits
-Site visits September
Periodic compliance reports 2019
-Posters
Monthly
-Press Statements

-Project brief
documents
Town Councils of Nhlangano, Project Brief and discussion -Formal meetings May 2019
Hluthi, and Lavumisa of council procedures for
servitude acquisition -Email On-going
Compliance and Monitoring
meetings -Workshops

-Site visits

-Posters

-Press Statements

-Project brief
documents

Regional Administrator Preliminary Meeting -Formal meetings March 2019

(Annex I)
Present information on the -Email
Project
-Workshops
Induction and trainings on
the Project -Site visits On-going and
frequency yet
-Posters to be
Allow group to comment – determined
opinions and views -Press Statements
Build impersonal relation
with high level stakeholders -Project brief
documents
Resettlement engagement
Meetings (Refer to RPF and
RAP)
Eswatini Royal Police Service Distribute non-technical -Formal meetings Frequency
information yet to be
-Site visits determined
Facilitate meetings with
presentations and -Posters
PowerPoint
-Press Statements
Allow the group to provide
their views and opinions
especially in issues of the
keeping order during project
in cases where there are
disputes.

Eswatini National Trust Present information on the -Formal meetings Frequency

Commission (ENTC) Project yet to be
-Site visits determined
Allow group to comment –
Eswatini Tourism Authority opinions and views -Posters
 Build impersonal relation -Press Statements
with high level stakeholders

Site visits where necessary

Chiefs (Community Leaders) Preliminary Meeting -Formal meetings End of March

2019
Community Liaison Officers Present information on the -Interviews
Project to the community
leaders -Email On-going and
frequency yet
Induction and trainings on -Workshops to be
Project determined
-Site visits
Allow the group to provide
their views and opinions -Public Meetings
Build relationship with the
communities, especially -Posters
those impacted
-Press Statements
Distribute non-technical
information
Facilitate meetings with
presentations, PowerPoint,
posters etc.

Resettlement engagement
Meetings (Refer to RPF and
RAP)

Site visits

Local Communities Present Project information -Focus group End of March

to a large group of discussions 2019
stakeholders, especially
affected community -Interviews
members
-Public meetings May -June
Allow the group to provide 2019
their views and opinions -Workshops
Build relationship with the On-going and
communities, especially -Site visits frequency yet
those impacted to be
-Posters determined
Distribute non-technical
information -Press Statements

Facilitate meetings with

presentations, PowerPoint,
posters etc.

Resettlement engagement
Meetings
 Swaziland Action Group Distribute non-technical -Formal meetings
Against Abuse (SWAGAA) information Frequency
 Coordinating Assembly for -Email yet to be
NGO's (CANGO) Facilitate meetings with determined
 Youth presentations and -Workshops
Organisation/Associations PowerPoint
 Women -Site visits
Organisations/Associations Allow the group to provide
 Organisations for their views and opinions -Posters
disabilities
 Organisations for Request guidance on how to -Press Statements
prevention of Gender handle issues related to their
based violence and target groups as NGOs
Violence against Children especially the vulnerable
 Organisations on HIV parties likely to be affected.
 Organisations on labour
rights
Table 6: Communication Channels

Communication Channel Objective Target Stakeholders

Media (newspaper)  Make announcements regarding the Project and  Government
ESIA process;  Government
Posters  Inform stakeholders of meetings or the parastatals/agencies
availability of project data.  Local/traditional communities
 Inform stakeholders of meetings or the  Vulnerable/disadvantaged
availability of project information. Groups
 Non-government organizations
(NGOs);

Email  To distribute all project notification material to  Government

those parties with access to this facility;  Government
 To inform stakeholders of availability of project parastatals/agencies
data including tabling of ESIA reports (Scoping  Non-government organizations
report, draft ESIA report etc.). (NGOs);

Face to face meetings:  To transmit information about the Project and All stakeholder groups to be targeted
ESIA process and reinforce two-way dialogue. through one of these engagement
 Workshops needs.
 Formal meetings
 Community meetings
 Focus Group
Discussions

2.7.1 Considerations for the Engagement Process

Focused efforts will be made to engage with directly relevant stakeholders, including vulnerable
groups at the local level. Affected individuals will be consulted directly and via their representatives,
and other influential people within communities.
In addition, special efforts will be made to meet with representatives of potentially vulnerable groups
who may not be reached through established structures.
All meetings will follow local practices and norms. Meetings with the local administration and with
traditional leaders will be held prior to any wider communication in the communities in order to
respect traditional structures.
All affected communities and groups will be made aware of the Project feedback and grievance
mechanism.

2.8. Culturally appropriate engagement

It is critical that engagement is culturally appropriate, especially, but not exclusively, in terms of
impacted communities. EEC plus the lead ESIA consultants are all familiar with the ethnic and
cultural complexity of Eswatini. Most stakeholder engagement will be with rural community
inhabitants and it is known from previous engagement activities with such communities that
traditional social and cultural norms are respected by almost all inhabitants. Local people have
expectations that ‘outsiders’ will proceed through the ‘correct’ customary channels involving an
appropriate local leader(s) before beginning work or initiating consultations with community
residents. It is the intention that the ESIA local consultant will manage and, as appropriate, lead
engagement events. Also, it is expected that all engagements will be in Eswatini.
Prior to any engagement event the following actions will occur:
o Preparation of standard ‘question and answer’ sheets tailored for specific stakeholder types
(based on ‘lessons learnt’ analysis and common issues raised in previous engagement);
o Planning/design of engagement action(s) with PM, consultants and then key ‘traditional’ and
‘formal’ authorities;
o Reaching an internal ESIA team agreement on the role of local and international consultants
during stakeholder events and whether the presence of a EEC staff is appropriate;
o Selection of individual stakeholders with whom engagement will occur;
o Selection of methods for disclosure of information (including such topics as format, language, and
timing);
o Selection of location and timing for engagement event(s) (avoiding busy work times, which may
be seasonal, and days/times when special events may be occurring);
o Agreeing mechanisms for ensuring stakeholder attendance at engagement event(s) (if required);
o Identification and implementation of feedback mechanisms to be employed.

2.9. Monitoring Stakeholder Engagement Activities

It is important to monitor the ongoing stakeholder engagement process to ensure that consultation
and disclosure efforts are effective, and that stakeholders have been meaningfully consulted
throughout the process.
There are two key ways in which the stakeholder engagement process will be monitored:

2.9.1 Review of Engagement Activities in the Field:

During engagement with stakeholders the ESIA team will assess meetings by asking questions to
participants, depending on the stakeholder group, to ensure that messages are being conveyed
clearly.
Conduct debriefing sessions with the engagement team while in the field. This will help to assess
whether the required outcomes of the stakeholder engagement process are being achieved and
provide the opportunity to amend the process where necessary.
The use of engagement tools developed through the ESIA engagement include:

a) Stakeholder database
b) Issues and Response table, and
c) Meeting records of all consultations held.
Moreover, the tool can be used to manage ongoing issues, and for stakeholder identification and
analysis processes.
2.9.2 Reporting Stakeholder Engagement Activities
Performance will be reviewed following the engagement sessions conducted in the field. In addition,
there will be opportunity to review and assess performance in-between the engagement sessions
depending on the level of feedback received from stakeholders during these periods.

Evaluation of performance will be assessed based on the extent to which the engagement activities
and outputs meet those outlined in this SEP. In assessing performance, the following will be
considered:
 Materials disseminated: types, frequency, and location
 Place and time of formal engagement events and level of participation including specific
stakeholder groups (e.g. women, youth, community leaders)
 Number of comments received on specific issues, type of stakeholder and details of feedback
provided
 Numbers and type of stakeholders who come into contact with the Project team by mail,
telephone and any other means of communication
 Meeting minutes, attendance registers and photographic evidence
 Comments received by government authorities, community leaders and other parties and
passed to the Project
 Numbers and types of feedback and / or grievances and the nature and timing of their
resolution, and
The extent to which feedback and comments have been addressed and have led to corrective actions
being implemented.

3. STAKEHOLDER ENGAGEMENT: PROJECT LIFE-CYCLE

This SEP needs to be updated and refined throughout the lifecycle of the Project. During this process
the focus and scope of the SEP will be updated to ensure that the EEC addresses external changes and
adheres to its strategy.
The key life-cycle phases to be considered when implementing stakeholder engagement are briefly
discussed below.

 Design/Plan: the process of ensuring that systems and components of the Project are
designed, installed, and maintained to prescribed / agreed requirements;

 Implementation: the process and activities are implemented as planned

3.1. Stakeholder Engagement and Project Cycle

Stakeholder engagement within the project preparation and implementation process is critical for
supporting the project’s risk management process, specifically the early identification and
avoidance/management of potential impacts (negative and positive) and cost effective project
design.
Stakeholder engagement is an on-going process throughout the life of the project:
  Planning/design (including disclosure);
 Construction
 Commissioning
Disclosing and consulting on the draft results of the ESIA process is an integral part of the
engagement process. Within the overarching ESIA engagement objectives, the specific objectives for
the ESIA phase are to:

 Provide feedback to the stakeholders on the draft impact assessment and associated
management/mitigation measures
 Gather stakeholder input on the impact assessment and outlined mitigation and
enhancement measures
The disclosure and consultation activities will be designed along with some guiding principles:

 Consultations must be widely publicised particularly among the project affected

stakeholders/communities, preferably 2 weeks prior to any meeting engagements
 Allow non-technical information summary to be accessible prior to any event to ensure that
people are informed of the assessment and conclusions before scheduled meetings
 Location and timing of meetings must be designed to maximise stakeholder participation and
availability
 Information presented must be clear, and non-technical, and presented in both local language
and mannerism
 Facilitate in a way that allow stakeholders to raise their views and concerns
 Issues raised must be answered, at the meeting or at a later time
Targeted stakeholders may comment on the ESIA within the time indicated.
There are various avenues that will be employed in the stakeholder engagement process:
a. Community Forums: To facilitate effective consultation with the communities during
implementation of the project, the Project Manager (PM), establishes community forums
through local community established leadership to disseminate project information to
community members.
b) Local Government: Government representatives (Government Representatives on
respective Tinkhundla Centres, District/Town Officers, Chief’s Royal kraals, etc) as a channel
to disseminate information on the project.
c) Information Boards: Notice boards are effective mechanisms to inform the communities
and wider audiences about the project. These can be installed on specific areas of impact
(communities).
d) Media: Newspapers commonly read in the project area will be used notify the general public.

4. SEP RESOURCES AND RESPONSIBILITIES

The management, coordination and implementation of the SEP and its integral tasks will be the
responsibility of dedicated team members within EEC PIU, its regional offices and local sub-
contractors. The roles and responsibilities of the organizations are presented below.
The Project Implementation Unit (PIU) will be responsible for the preparation and physical
implementation of the project. This unit will be under the oversight of the General Manager, Research
and Development, comprising the following staff: Project Manager, Procurement Officer,
Transmission and Substations Engineer, Social Development Officer and an Environmental Officer.
The Social Standards Officer who is part of the PIU be responsible to manage all social development
aspects of the NRAP. The Social Standards Officer (SSO) will oversee all planned stakeholder
engagement activities or in process of being implemented. Responsibilities of the SSO include the
following:
o Develop, implement and monitor all stakeholder engagement strategies/plans for the
Project/ESIA;
o Oversee all stakeholder engagement related activities for the Project;
o Manage the grievance mechanism;
o Interact with related and complementary support activities that require ad hoc or intensive
stakeholder engagement (community development and land acquisition/resettlement planning
and implementation);
o Liaise with the project managers to ensure that stakeholder engagement requirements/protocols
are understood; and
o Proactively identify stakeholders, project risks and opportunities and inform the PM / senior
management to ensure that the necessary planning can be done to either mitigate risk or exploit
opportunities.

Owner’s engineer (Consultant) shall be recruited to provide institutional capacity and support to
the Project Implementation Unit (PIU) with: (a) overall project management and supervision
including procurement, design, contract management; and (b) oversee the overall implementation,
monitoring, and reporting of safeguards aspects such ESMPs, LMP, SEP and RAPs. After familiarizing
themselves with the project area through reading and consultations with the EEC Project Unit, the
consultants will design appropriate questionnaires intended for data collection at project location
levels. The consultant will design questionnaires for data collection from various households,
individual farm units, depending on the nature of information source. The RAP development, as well
as monitoring and implementation, will be done in close collaboration with all impacted households,
affected community members, chiefs, Royal kraal council members and other interested and affected
parties. The consultations will be on-going and an integral part of the project as set out in this RPF.
In order to advance the Project the PIU will work collaboratively with some of the EEC departments
and stakeholders such as (i) Commercial Services, (ii) Finance, (iii) Corporate Communication and
Marketing, (iv) Operations Division, (v) Corporate Services, (vi) MD’s Office.
The roles and responsibilities, their interest and potential influence, and the internal coordination
and communication arrangements are summarised below.
Internal Departments

EEC Role Interest Influence Coordination Frequency

Departments
Commercial coordinate High High Hold meetings to Regularly
Services overall update
procurement procurement
EEC Role Interest Influence Coordination Frequency
Departments

under the plans and review

project and delivery timelines
prepare and that have high
revise project risk impact
Procurement
Plans as needed

Finance account for the High High Hold meetings to Regularly

deposits and evaluate project
withdrawals of financial
project funds performance
with Financial
institution(s)
and
perform the
audits and
provide
financial
reports in
accordance
with the World
Bank rules and
guidelines
Corporate Work with the High Low Hold meetings to Regularly
Communication Social Officer to review and update
and Marketing conduct stakeholder
stakeholder engagement plan
engagement
and project
disclosure and
outreach
activities

Operations Ensure timely High High Hold project Regularly

Division and efficient progress meetings
construction to highlight
and project challenges
commissioning and risks
of the
transmission
line,
substations and
quality control.
 EEC Role Interest Influence Coordination Frequency
Departments

Corporate Recruitment of Medium Medium Share PIU staff As needed

Services PIU staff such as requirements
the Social
Officer and
Procurement
Officer

MD’s Office Ensure timely High High Provide updates Regularly

approval of on project
procurement progress through
processes and reports and
meetings to
discuss project
risks that need
their intervention

Community Liaison Officers - EEC through the assistance of the Chiefs (Community Leaders) will
hire Community Liaison Officer who will be the direct contact for PAP in the local communities. They
will provide EEC with assistance during consultations, identification of PAPs, and conducting of
interviews, where required. The EEC considers the Community Liaison Officers to be an extension of
the PIU and therefore will be entitled to a stipend according to traditional practices for similar
community office bearers and therefore will not be salaried like the PIU staff.

4.1. Resources
The EEC Marketing and Corporate Communications (MCC) Department will be responsible for the
design proper implementation and monitoring of the SEP. This department is responsible for the
company-wide stakeholder management program at EEC. The MCC Manager will provide
management oversight of SEP and will work closely with Project Team Members for expertise in the
different functions required in the project. This is to ensure that the SEP is implemented in a
successful manner.

4.1.2 Training
All parties involved on the SEP will attend a workshop that will orient everyone about the Project
and appraise all individuals of responsibilities and reporting structures.

4.1.3 Budget
The Marketing and Corporate Department has an adequate standing budget allocated towards the
Stakeholder Management Program. This is a budget that, as when is necessary, will be supplemented
an increase or by other budgets related to the activities required for the SEP. Also, the HR Department
will be engaged to consider the extra staff hired and include in the EEC payroll database.
Contacts:
The Marketing and Corporate Communications Manager (Acting)
 Name: Khaya Mavuso
Email: [email protected]
Contact: +268 2409 4170/ 7607 0038

5. GRIEVANCE MECHANISM
5.1. Definitions and Grievance Procedure
A grievance mechanism has been developed for potential use by external stakeholders. The aim of
the grievance mechanism is to achieve mutually agreed resolution of grievances raised by such
stakeholders. Labour related grievances shall be addressed in accordance with Section 9 of the
Labour Management Procedure (LMP) and Resettlement related grievance shall be addressed in
accordance with Section 12 of the Resettlement Policy framework (RPF).
This grievance mechanism ensures that complaints and grievances (see ‘definitions’ below) are
addressed in good faith and through a transparent and impartial process, but one which is culturally
acceptable. It does not deal with ‘concerns’ which are defined as questions, requests for information,
or perceptions not necessarily related to a specific impact or incident caused by a project activity. If
not addressed to the satisfaction of the person or group raising the concern, then a concern may
become a complaint. Concerns are not registered as a grievance but will be managed via the EEC
external communications plan.
Key definitions are as follows:
o Complaint: an expression of dissatisfaction that is related to an impact caused by the project
activities, which has affected (i) an individual or group adversely, (ii) the interests of an
individual or group and who wants a proponent or operator (or contractor) to address and
resolve it (e. g. problems related to dust deposition, noise or vibration). A complaint is normally
of a less serious nature than a grievance; and
o Grievance: a claim raised by an individual or group whose livelihood, health and safety, cultural
norms and heritage are considered to have been adversely affected (harmed) by a project activity
which, if not addressed effectively, may pose a risk to EEC operations (through stakeholder
actions such as access road blockages) and the livelihood, well-being or quality of life of the
claimant(s).
The grievance mechanism described in this section includes both complaints and grievances
(hereinafter referred to only as ‘grievances’).
Grievances raised by stakeholders need to be managed through a transparent process, readily
acceptable to all segments of affected communities and other stakeholders, at no cost and without
retribution. The grievance mechanism should be appropriate to the scale of impacts and risks
presented by a project and beneficial for both a proponent/operator and external stakeholders. The
mechanism must not impede access to other judicial or administrative remedies.
This grievance mechanism sets out the following steps to be taken to resolve grievances, the role of
different staff members involved and timeframes to reach a decision on grievances. The types of
grievances stakeholders may raise include, but are not limited to:
o Negative impacts on communities, which may include, but not be limited to financial loss,
physical harm and nuisance from construction or operational activities;
o Health and safety risks;
o Negative impacts on the environment; and
o Unacceptable behaviour by staff or employees.
It is critical that stakeholders understand that all grievances lodged, regardless of the project phase
or activity being implemented, will follow one single mechanism.

5.2. Grievance Redress Process

A grievance redress mechanism (GRM) is presented below to uphold the project’s social and
environmental safeguards performance. The purpose of the GRM is to record and address any
complaints that may arise during the implementation phase of the project and/or any future
operational issues that have the potential to be designed out during implementation phase. The GRM
is designed to address concerns and complaints promptly and transparently with no impacts (cost,
discrimination) for any reports made by project affected people (PAPs). The GRM works within
existing legal and cultural frameworks, providing an additional opportunity to resolve grievances at
the local, project level.
The key objectives of the GRM are:

 Record, categorize and prioritize the grievances;

 Settle the grievances via consultation with all stakeholders (and inform those
stakeholders of the solutions)

 Forward any unresolved cases to the relevant authority.

As the GRM works within existing legal and cultural frameworks, it is recognized that the GRM will
comprise community level, project level and Eswatini judiciary level redress mechanisms. The
details of each of those components are described as follows.

5.3. Community Level Grievance Redress Mechanism

Local communities have existing traditional and cultural grievance redress mechanisms. It is
expected that some disputes at the community level may be resolved using these mechanisms,
without the involvement of the contractor(s), and or Government representatives at local and
national level. This is primarily concerned with the extended family members.
However, regarding disputes that include differences between households over land, or boundaries,
even on issues triggered indirectly by the Project, the mechanism will involve the Town Officer,
landowner(s) concerned, and if required, the representative from the Ministry of Natural Resources
and Energy.
It is expected that any land dispute issues pertaining to the Project would be resolved at this level
given the nature of land ownership and the significant authority (Boarder Assessment Committee)
vested under the Minister for Natural Resource and Energy.
Where issues caused by the project are raised and resolved through these existing community level
grievance redress mechanisms, it is important that a mechanism for reporting them to the EEC is
established. The points of access for grievances will be shared as part of consultation with all PAPs
and through broader community consultation. Social Standards Officer will serve as the overall point
of registration for any resettlement related complaints coming from each royal kraal Community
Liaison Officer and oversee the process to reach resolutions. The issue can be logged as an
anonymous grievance.
PAPs may complain or raise a grievance for a variety of reasons associated with resettlement impact
and compensation, including but not limited to:-
(a) Identification of affected land and associated assets within the Project area;
(b) Ownership/responsibility for the land and associated assets;
(c) Valuation of land or associated assets;
(d) Quality of replacement assets;
(e) Other compensation allowances;
(f) The timing or manner of compensation payments;
(g) Conduct of Project staff/representatives, or their methods in dealing with
compensation.

When a grievance is logged by the Social Standards Officer, The Social Standards Officer will
acknowledge the complaint, unless the issue is logged anonymously. If the issue is registered
anonymously it will be automatically referred to the head of the Project Unit. Upon registration, the
Social Standards Officer will refer the issue for resolution or mediation to relevant officials. The aim
is to resolve all grievances within four weeks. Any grievance which is not resolved within that
timeframe will be reported in detail in monthly Project Unit report and quarterly reports to the World
Bank. All other grievances will be aggregated to track trends for managerial response.
In principle, where the complaint is related to Swazi Nation Land, the Social Officer will seek to
mediate the situation through the community liaison officer. Where an issue related to deeded or
land on 99-year lease, the Social Standards Officer will liaise with the project unit to determine
proposed resolution.

5.4. Project Level Grievance Redress Mechanism

The objective of the project level GRM is to bring the GRM closer to PAPs. Issues that are not resolved
at project level GRC shall be handled at the project level. All effort shall be made to resolve issues at
the first instance.
Many project related grievances are minor and site-specific. Often, they revolve around nuisances
generated during construction such as noise, dust, vibration, workers disputes etc. Often, they can
be resolved easily on site. Other grievances are more difficult especially when it’s about land
boundaries, or misunderstandings between affected households and the Contractor regarding access
arrangements. Most of these cannot be resolved immediately and on site.
In circumstances where disputes cannot be resolved by on site or through first instance dispute
resolution arrangements, the dispute shall be directed or transferred to the Project Level GRM.
The PAPs Community liaison officer shall carry out the following as regard to redressing grievances:-
 a) Hear the grievances of the PAPs, and provide an early solution to those they able to;
b) Immediately bring any serious matters to the attention of the Project unit or Social Standards
Officer;
c) Inform the aggrieved parties about the progress of their grievances and the decisions of the
Project unit.
A Social Standards Officer will register the grievance raised by the PAPs and address the grievance
forwarded by the PAPs representative.
The Social Standards Officer will try as much as possible to arrive at a compromise for the complaints
raised. This may be obtained through a series of conciliations, mediations and negotiations exercises
conducted with the PAPs. In situations where PAPs are not satisfied with the outcome, the PAPs have
the right to file the case to project GRM and Wold Bank GRM described below or have the option to
take his/her case directly to the established legal system as provided by Eswatini law2:.
The project level GRM shall have the following Grievance Redress Committee (GRC) members:-
(a) Regional Administrator (RA), Chairperson
(b) Supervising Consultant, Member
(c) PIU Project Manager, Member
(d) The Contracting Entity, Member
(e) Community Liaison Officer
(f) PAPs’ representative

The project level GRC shall resolve or reach a decision five (5) days from the date the complaint is
received. The chairperson of the GRC shall communicate the committee’s decision to the aggrieved
PAPs in writing and maintain a record of all decisions related to each case.
A committee of knowledgeable persons, experience in the subject area, shall be constituted at the
EEC to handle complaints that have not been addressed or resolved at the Project level in the impact
area or the project area corridor. The EEC level GRM shall be comprised of the following members:-
(a) General Manager, Chair person
(b) Legal Compliance Officer, Member
(c) Social Development Officer, Member
(d) Safety Health Environmental Risks and Quality Manger (SHERQ)
(e) PAPs Representative
The EEC level Grievance redress committee shall do everything possible to hear and determine the
issues within five (5) days from the date the case has been transferred to it from the GRC. The
chairperson of the GRC shall communicate the outcome to the aggrieved PAP(s) in writing. The GRC
shall maintain a record of all outcomes related to each case.
If the complaint is not resolved to the satisfaction of the aggrieved party, it will then be referred by
the EEC Secretary to the National Steering Committee (NSC). The NSC will be required to address the
concern within 1 month.

2
As regulated by Eswatini Energy Regulatory Authority Act, Electricity Act, and the Acquisition of Property Act.
Should measures taken by the National Steering Committee fail to satisfy the complainant, the
aggrieved party is free to take his/her grievance to the Ombudsman’s Office, and the Ombudsman’s
decision will be final. It is possible that for land issues, it would be advisable for the complainant to
take his/her issue to the Minister of Lands for a final pronouncement.
It is rare for a complaint to be unresolved after the Ombudsman’s decision or for MNRE’s resolution
to be taken further. However, on both cases, the very last resort will be at the Courts, or Land Court
for land disputes.
It is vital that appropriate signage is erected at the sites of all works providing the public with
updated project information and summarising the GRM process, including contact details of the
relevant Project Contact Person. Anyone shall be able to lodge a complaint and the methods (forms,
in person, telephone, forms written in English and SiSwati) should not inhibit the lodgement of any
complaint.
The Complaints Register will be maintained by the Social Standards Officer as the PCP, who will log
the: i) details and nature of the complaint; ii) the complainant name and their contact details; iii)
date; iv) corrective actions taken in response to the complaint. This information will be included in
EEC’s progress reports to the Bank.
The project level process can only act within its appropriate level of authority and where appropriate,
complaints will be referred on to the relevant authority such as those indicated.

5.5. Judiciary Level Grievance Redress Mechanism

The project level process will not impede affected persons access to the legal system. At any time,
the complainant may take the matter to the appropriate legal or judicial authority as per the laws of
Eswatini.
Table 7: Grievance Redress Process at Project Level

Stage Process Duration

1 The Aggrieved Party (AP) will take his/her grievance to through community Anytime
liaison persons or Construction Site Supervisor (CSS), Social Standards
officer (SSO) or call/email/whatsapp/ the EEC PIU who will endeavour to
resolve it immediately. Where AP is not satisfied, the CSS will refer the AP
to the Project’s Contact Person (PCP). For complaints that were
satisfactorily resolved by the CSS, he/she will inform the PCP and the PCP
will log the grievance and the actions that were taken.
2 On receipt of the complaint, the Project PCP will endeavour to resolve it Immediately
immediately. If unsuccessful, he/she then notifies PIU Project Manager after logging
grievance
3 The PIU Project Manager will endeavour to address and resolve the
complaint and inform the aggrieved party. If it’s a land issue, the Project
Manager will advise the EEC CEO, to engage the MLNR. The Project
Manager will also refer to the EEC Project Manager other unresolved
grievances for his/her action.
4 If the matter remains unresolved, or complainant is not satisfied with the 1 month
outcome at the project level, the EEC Project Manager, will then refer to
matter to the National Steering Committee (NSC) for a resolution.
 5 If it remains unresolved or the complainant is dissatisfied with the Anytime
outcome proposed by the NSC, he/she is free to refer the matter to the
Ombudsman’s Office or MLNR if it is land matters.
6 Land related issue, EEC CEO may seek the assistance of the MLNR CEO. Immediately
after stage 3
7 If the issue remains unresolved through the Ombudsman’s decision or the Anytime
Minister of Lands decision, then the ultimate step will be for the Courts or
Land Court respectively to deliberate. Any such decisions are final.

6. MONITORING AND REPORTING

Monitoring and evaluation of the stakeholder process is considered vital to ensure EEC is able to
respond to identified issues and alter the schedule and nature of engagement activities to make them
more effective. Adherence to the following characteristics/commitments/activities will assist in
achieving successful engagement:
o Sufficient resources to undertake the engagement;
o Inclusivity (inclusion of key groups) of interactions with stakeholders;
o Promotion of stakeholder involvement;
o Sense of trust in EEC shown by all stakeholders;
o Clearly defined approaches; and
o Transparency in all activities.

Monitoring of the stakeholder engagement process allows the efficacy of the process to be evaluated.
Specifically, by identifying key performance indicators that reflect the objectives of the SEP and the
specific actions and timings, it is possible to both monitor and evaluate the process undertaken.
Two distinct but related monitoring activities in terms of timing will be implemented:
o During the engagement activities: short-term monitoring to allow for
adjustments/improvements to be made during engagement; and
o Following completion of all engagement activities: review of outputs at the end of engagement to
evaluate the effectiveness of the SEP as implemented.

A series of key performance indicators for each stakeholder engagement stage have been developed.
Table 8 shows the indicators, and performance against the indicators will show successful
completion of engagement tasks.

Table 8: Key Performance Indicators by Project phase

Phase
activities

Planning for Share updates on project activities Bill Boards displayed in

construction allocated locations by time
specified;
 ESIA Affected community
Implementation stakeholders, with at least
30% women, have received
and understand the
NRAP/ESIA information
disclosed and attended the
public meetings;

Communities provided
feedback;

No complaints about non-

receipt of materials received.
Confirmation that the ESMP tasks are defined EEC/PIU (Contract Manager)
as specific individual or grouped to draw on ESIA/ESMP/SEP
environmental and social clauses in contract for bidding documents
bid documents.
Confirmation that environmental EEC/PIU (Contract Manager)
management criteria are included as part of to draw on ESIA/ESMP/SEP
the contractor selection process, including for Contractor selection
their experience preparing and implementing process
ESMPs, etc
A safeguards advisor located and retained as EEC/PIU safeguard
an advisor by the PIU, providing assistance strengthening
with ESMP implementation, contractor
briefing on habitat protection, contractor
ESMP supervision (including observations
during construction), and participation in
community consultation
Compliance monitoring checklists prepared ESIA/ESMP/SEP to guide
and being used by the contractor and management and monitoring
safeguards consultant and due diligence processes
notes, completed as defined in the ESMP, and
making the notes available in an easily
accessible file for the contractor, Technical
Coordinator, PIU Project Manager and others
to use.

The identification of NRAP-related impacts and concerns is a key element of stakeholder engagement
that will occur over the complete NRAP life-cycle. As such, the identification of new concerns and
impacts as the ESIA and NRAP progresses will serve as an overall indicator for the utility of the
stakeholder engagement process.
In the ESIA Reports there will be a review of the engagement activities conducted; levels of
stakeholder involvement (particularly for affected communities, women and vulnerable
people/groups); the issues discussed and outcomes; and the extent to which stakeholder issues,
priorities and concerns are reflected in the ESIA Report, particularly with respect to mitigation and
monitoring strategies contained in the Environmental and Social Management Plan.
6.1 Review of Engagement Activities in the Field
During engagement with stakeholders the engagement team will assess meetings using a feedback
evaluation form or asking questions to participants, depending on the stakeholder group, to ensure
that messages are being conveyed clearly.

The engagement team will conduct debriefing sessions while in the field. This assesses whether the
required outcomes of the stakeholder engagement process are being achieved and provide the
opportunity to amend the process where necessary.

The use of engagement tools developed through the ESIA engagement including:
 Stakeholder database;
 Issues Log or Issues and Response table; and
 Meeting records of all consultations held.
Moreover the tool can be used to manage on-going Project issues, and for stakeholder identification
and analysis processes.

6.2 Reporting Stakeholder Engagement Activities

Performance will be reviewed following the engagement sessions conducted in the field. In addition,
there will be opportunity for the ESIA engagement team to review and assess performance in
between the engagement sessions depending on the level of feedback received from stakeholders
during these periods.

Evaluation of performance will be assessed based on the extent to which the engagement activities
and outputs meet those outlined in this SEP. In assessing performance, the following will be
considered:
 Materials disseminated: types, frequency, and location;
 Place and time of formal engagement events and level of participation including specific
stakeholder groups (e.g. women, youth, community leaders);
 Number of people attending public or formal meetings
 Number of comments received on specific issues, type of stakeholder and details of feedback
provided;
 Numbers and type of stakeholders who meet the Project team by mail, telephone and any other
means of communication;
 Meeting minutes, attendance registers and photographic evidence;
 Comments received by government authorities, community leaders and other parties and
passed to the Project;
 Numbers and types of feedback and / or grievances and the nature and timing of their
resolution; and the extent to which feedback and comments have been addressed and have led
to corrective actions being implemented.
REFERENCES
Stakeholder Engagement Plan for Tonga
https://consultations.worldbank.org/Data/hub/files/consultation-template/review-and-update-
world-bank-safeguard-policies/en/materials/revised_factsheet_ess10_july_29_aki.pdf
 ANNEXURES

ANNEX I: INITIAL STAKEHOLDER ENGAGEMENT MEETING REPORT

Nhlangano – Lavumisa NRAP corridor
Purpose stakeholder engagement meeting with Chief’s
Royal Kraal Councils
Date 8th March 2019 - 22th March 2019
Time (from – to)
Venue Chief’s Royal Kraals along NRAP Corridor
Minutes taken by Dumisani Shongwe

Agenda Item Responsibility

1. Welcome and Introductions Royal Kraal Chairman

2. Objectives of Meeting(NRAP Presentation)

2.1 Project Description EEC
2.2 Goals of the NRAP
2.3 Project potential impact
2.4 Stakeholders continuous engagement
2.5 Project impact Mitigation
plan(Environmental and social)
2.6 EEC Commitments and project funders

3. Feedbacks and Questions All

4. Closing
All
ATTENDANCE:

See attached attendance list

1. Welcome and introductions

The Chief’s Royal Kraal Chairman (Indvuna) welcomed EEC participants to the Meeting and
introduced all members of the Chief’s Royal Kraal Council and acknowledge the appointment
made by EEC specifically to address the council. The chairman requested EEC to introduce
themselves and Present.
2. Objectives of Meeting(NRAP Presentation)
 2.1 Project Description

2.1.1 EEC informed the council that the Eswatini Network Reinforcement and Access
Project (Project) supports the Government of the Kingdom of Eswatini’s (GoKE)
goal of providing access to modern energy to all by 2022 as stated in the National
Energy Policy. Stated that the proposed NRAP will include construction of ≈87km
of 132 kV transmission line from Nhlangano II to Lavumisa with 2 new substations
at Matsanjeni and Lavumisa, and expansion works at the existing Nhlangano II
substation, and the 11kV Hluthi switching station that will be converted into a
20MVA 132/11kV substation.

2.1.2 EEC informed the meeting that the route of the transmission line is likely to
traverse over land belonging to community members which my result in temporary
or permanent displacement which the EEC shall address through inclusive and
participatory consultation with the affected persons or households and resettlement
and compensation will be done in accordance to a policy framework which shall
be shared and discussed with all stakeholders. EEC then mentioned that all efforts
will be made by the project as far as practicable to reduce the impact of
resettlement.

2.1.3 The EEC also told the meeting that there will be stakeholder engagement processes
following this initial meeting to share information, consult affected persons and
provide a mechanism for reporting grievances, concerns and any other issues
related to the project.

2.2 The NRAP Goals

2.2.1 NRAP goal is to improve its network reliability and quality of supply to support
growing demand in the region. It will cover the electrical, civil and
electromechanical works, switchgear, and protection and control equipment thus
reinforcing weak segments of the distribution network installing control equipment
in key segments of the network.

2.3 NRAP Potential Impact

The meeting highlighted the following potential impact;

2.3.1 Land use and ownership due to right of way and encroachments;

2.3.2 Crops, Flora and fauna disturbances/ damage during construction;

2.3.3 The aesthetic and visual quality of the surrounding landscape of the project area
from the introduction of transmission towers
2.3.4 Soil erosion due to excavation activities when constructing substations;

2.3.5 Occupational safety and health impacts from construction activities

2.3.6 Impacts on cultural heritage (cemetery, graves, sacred areas etc.)

2.3.7 . Land health as a result of poor waste management on site;

2.3.8 Community safety and health from construction activities and labour influx in the
region;

2.3.9 Resettlement( relocations)

2.3.10 Public nuisance such as noise, dust pollution etc., during construction activities.

2.4 Continuous Engagement Plan

2.4.1 Each Chief’s Royal Kraal is expected to appoint a Community Liaison Officer
(CLO) to facilitated continuous consultation with person affected by the project to
ensure that all stakeholders, particularly project affected households and
communities, vulnerable and disadvantaged people are involved throughout the
process of resettlement planning, implementation, and monitoring. The NRAP
shall deploy appropriate consultation methods while engaging the various
stakeholders, including: i) focus group discussions, ii) informal interviews and, ii)
public consultations. In each of these consultations, the NRAP’s Project
Implementation Unit shall ensure that everyone’s voice is heard, responded to,
recorded, and fully incorporated into the RAP.

2.5 Project impact Mitigation plan(Environmental and Social)

The meeting was informed about the Project impact mitigation plan on
environment and social issues as follows;
1) The Resettlement impacts will be avoided or minimized

2) Affected people will be defined inclusively

3) Meaningful consultation with PAPs and communities will be undertaken

 4) All adverse Project impacts will be identified prior to implementation and losses
properly recorded and compensated

5) PAPs are entitled to full compensation and rehabilitation measures on an

equitable basis

6) Vulnerable groups will receive special attention

7) Cultural and religious practices will be respected.

8) Resettlement planning, budgeting and implementation will be an integral part of

the Project.

9) Grievance, monitoring and evaluation procedures will verify

10) Effectiveness of resettlement measures.

11) Project activities must be in accordance with policy and legislative framework

12) Adherence to Labour management plans guidelines

13) Adherence to EHS Guidelines

14) Adherence to Labour laws

2.6 EEC Commitments

2.6.1 EEC informed the meeting of its commitments to; i) Climate Change Mitigation
& Adaptation; ii) Pollution Prevention; iii)Waste Management plans; iv) Risk
Assessment & Management; v) Sustainable Development; vi) Biodiversity
Protection; vii) Social impact mitigation

Approaches:
Avoid: The Company will (where practicable) avoid activities that could result in significantly
adverse impacts in a project area.
Prevent: The Company will prevent occurrence of adverse impacts on the environment during
project implementation.
Minimise: Where unavoidable, the company will reduce the degree or extent/ duration of the
adverse impact through immediate reaction.
Rehabilitate: The Company will restore affected project area zones to their original states
3. Discussion Feedbacks and Questions
 3.1 Royal Kraals’ Feedback and Discussions

The comments and responses that came from the Royal Kraal leaders and
community members at large were invariably the same owing to the current poor
state of the network reliability and quality of supply service that these communities
experience frequently. Some of the comments that were made are as follows:

Figure 2: Initial stakeholder Engagement Meeting at Sihlahleni, Endlovini area under Zwide II Umphakatsi -
Ezikhotheni

 The Chief’s Royal kraal Council Chairman welcomed the

project with appreciation and requested EEC to implement this
project without fail to address the current state of power supply.
 The Meeting requested timelines of the project implementation.
The response was that there will be a continuous engagement,
the Technical feasibility study will identify all the requirement
of the project which will then give the project timelines. This
will then be communicated to all stakeholders.
 The issue of a Community Liaison Officer engagement was
raised and addressed by stating that, Each Royal Kraal Council
shall appoint one CLO and shall be paid by EEC for the duration
of the Project.
 Current Electricity Group Scheme awaiting funding was raised
and addressed by stating that, EEC will work hand in hand with
Ministry of Natural Resources and Energy in addressing
 affordable electricity connection and funding of these schemes
and all concerns will be addressed during the continuous
engagement during project implementation.
 Employment issue was raised by the Council and was addressed
that opportunity shall be available for unskilled labor within the
community, the awarded Contractor is expected to employment
laborers along the Project corridor with the help of CLO.

3.2 Regional Administrator Feedback and Discussions

The Regional Administrators’ Office was represented by the Regional Secretary,

Mr Zwakele N. Dlamini, following that the term of office for the incumbent RA
had come to an end was still awaiting the King to appoint a replacement. The
regional Secretary made the following comments:
 Welcomed the project and thanked the EEC project team for the
synoptic presentation of the project and emphasised the importance
of the project to assist the Shiselwni region to drive its development
agenda in line with Vision 2022 that was pronounced by His Majesty
King Mswati III. He warned that this project should not just end with
the disclosure process but EEC must ensure that it moves to
implementation as is expected of the Water Project along the same
corridor.
 The Regional Secretary pledged support to the project so that it
succeeds and advised that since this is a national project he advises
that the project be disclosed to all members of Local government
heading the different Tinkhundla Centres and promised to play a
pivotal role in ensuring that all Chiefs and Local Government
Officials support the project and do not impede its progress.

4. Closing
4.1.1 The Royal Kraal Council chairman (Indvuna) closed the meeting with a word of
Appreciation to EEC on the engagement at the early stage of the project.

Record of meeting proceedings prepared by:

Dumisani Shongwe
Approved by: __________________________

PROJECT MANAGER DATE