Contents



“Managing Stakeholders” Workshop WorkbookGain buy-in and build stakeholder consensus Contents TOC \o "1-2" \u 1. Introduction and Pre-Work PAGEREF _Toc36124469 \h 31.1. Who is the Course For? PAGEREF _Toc36124470 \h 31.2. Learning Outcomes PAGEREF _Toc36124471 \h 32. Preparation PAGEREF _Toc36124472 \h 42.1. What Are ‘Stakeholders’? PAGEREF _Toc36124473 \h 42.2. How Do We Behave? PAGEREF _Toc36124474 \h 42.3. Roles & Responsibilities for the Simulation – Breakout 1 PAGEREF _Toc36124475 \h 52.5. Preparation for the Simulation - Stakeholder Management 4 Step Process PAGEREF _Toc36124476 \h 7Step 1: Identify Stakeholders PAGEREF _Toc36124477 \h 72.6 Complete the Power/Interest Matrix Interactive: PAGEREF _Toc36124478 \h 103. Developing Your Team Approach PAGEREF _Toc36124479 \h 113.1. Step 2: Consult with your Stakeholders PAGEREF _Toc36124480 \h 113.2 Develop Your Team Approach to Part 1 of the Simulation PAGEREF _Toc36124481 \h 123.3 Complete Part 1 of the Simulation PAGEREF _Toc36124482 \h 123.4 Stakeholder Management Profiling Tool PAGEREF _Toc36124483 \h 133.5 Start Part 2 of the Simulation PAGEREF _Toc36124484 \h 153.6. Step 3: Decide on your Plan PAGEREF _Toc36124485 \h 153.7. Step 4: ‘Sell’ Your Proposed Solution PAGEREF _Toc36124486 \h 163.8 Finish Part 2 of the Simulation PAGEREF _Toc36124487 \h 174. Team’s Own Simulation Debrief PAGEREF _Toc36124488 \h 175. Further Exercises PAGEREF _Toc36124489 \h 185.1. Transferring Skills Back into the Workplace PAGEREF _Toc36124490 \h 186. Influencing Your Stakeholders PAGEREF _Toc36124491 \h 236.1. Robert Cialdini’s ‘6 Principles of Persuasion’ PAGEREF _Toc36124492 \h 237. Action Plan PAGEREF _Toc36124493 \h 248. Recommended Reading PAGEREF _Toc36124494 \h 25Appendix261. Introduction and Pre-WorkIt is essential that you thoroughly read this section 1 and the Project Brief in the Appendix before the workshop.1.1. Who is the Course For?Managers of all levels, who need to build a consensus between internal and external stakeholders, to achieve their objective.Project Managers, Project Sponsors and project team members.Sales Consultants and Executives.1.2. Learning Outcomes From attending this course, participants will understand and be able to transfer learning back into the workplace in the following key areas:Skills and practice in dealing with complexity and ambiguity in fast-changing and cross-functional work.More efficiency and effectiveness by engaging and influencing the right stakeholders and streamlining communications.Improved prioritization of conflicting needs and greater confidence to push back where needed.The workshop incorporates a computer-based Simulation that you will complete in two parts, working as a team of three people, with help and guidance from your Facilitator. The roles and responsibilities of the team members are described on the next page.Think about what desired learning outcomes you’d like to achieve from the course, make notes below and prepare to share these with the group at the start of the course.My Desired Learning Outcomes and Key Stakeholder Challenges:2. Preparation2.1. What Are ‘Stakeholders’?Anyone that can affect what you are trying to achieve.Includes: colleagues, customers, employees, shareholders, suppliers, alliances, joint ventures, the media, competitors, regulators, politicians, special interest groups, your manager and family.2.2. How Do We Behave?The Iceberg ModelAlthough we mostly behave in a rational manner, our behaviours are also influenced by social and emotional factors. For example, a decision to buy a particular model of new car can be influenced by rational factors like its fuel consumption or emissions. The decision may also be influenced by what our friends and family think when they see you driving this particular model; and also by how we feel when driving the car (is it exhilarating or fun?)RationalSocialEmotionalOther Things That Can Affect Our BehaviourOur history.Our culture.Any personal prejudice.Our personality.Our view on risk-taking/avoidance.Our love of status.How much we trust those around us.Your team will now do a warm-up exercise on the Simulation, intended to familiarise you with the technology and does not affect your final results. Your Facilitator will provide a warm-up password for your team. It is very important that you follow the instructions, as they are designed to demonstrate the key features of the Simulation. Reflect on what was demonstrated in the warm-up, to help you to prepare for the full Simulation. 2.3. Roles & Responsibilities for the Simulation – Breakout 1In preparation for working in a team of three people in the Simulation, it is recommended that, having read the ‘Project Brief’ in Appendix 1, and looked at the tools in the workbook, you spend time individually reviewing each of the following, with a view to agreeing with your team who will adopt each of the following roles and responsibilities:Simulation interface lead - Responsible for operating the mouse and navigating around the Simulation. They will ensure the pace is suitable for the team and that they are allowing sufficient time for other team members to read and react to information displayed in the Simulation. They must proactively request input from the other team members to ensure that decisions are collectively agreed.Power/Interest Matrix lead - Responsible for creating and updating the Power/Interest Matrix as a reflection of the team’s agreed decisions on the relative position of each stakeholder. As the Simulation progresses, this person will proactively prompt the team to spend the most time on the High Power/High Interest stakeholders and prioritize communications appropriately. They are responsible for updating the Power/Interest Matrix to reflect known relationships and agreed changes. You will be shown how to prepare and use the Power/Interest Matrix during the workshop.Stakeholder Management Profiling lead - Responsible for recording the information gathered from the stakeholders as the Simulation progresses, using the Stakeholder Management Profiling Tool in the workbook. They should proactively prompt the team to communicate with stakeholders where they have gaps in the information. You will be shown how to use the Stakeholder Profiling Tool during the workshop.If there are only two team members, one will need to take the Simulation Interface Lead role - the other two roles can be combined, as their main activities take place at different times. Ask you facilitator if you need further guidance.2.4. Simulation Warm-Up Exercise – Breakout 2 Follow the instructions on the next page, steps 1-7 Do not try to record responses in the warm-upDo not panic. You can have a second password to try again, if it doesn’t go to plan.The warm-up does not affect your final resultsThe purpose of this is to help you become familiar with the software prior to the “real” simulation later.Read through the following BEFORE entering the simulation, as the time will begin to tick down, as soon as you enter. Use single clicks.to give you a quick overview of the main functions, please do the following:MONDAY - Using the smartphone, call your assistant (Sam Fischer) to fix a meeting with Carla Crespo and Gan Esperanza: say CONFIRM and then GOODBYE. Open the calendar and notice the date of the meeting; it should be FRI 5 Sep. Observe how many seconds remain in this timeslot, and wait until the move to TUE.TUESDAY - Open the Development Plan and change the decisions for the SETTLEMENT and PARROT PLOTs, the PROCESSOR and the LOADING AREA, observing the changes in the outcomes. Close the computer (by clicking outside it), and wait until the move to WED.WEDNESDAY - Using the smartphone, call Valerie Vidal; from the GENERAL QUESTIONS message folder:Ask her to tell you about the other stakeholders.Ask her which aspects of the plan are most important for her.Say Goodbye, and wait until the move to THU.THURSDAY - Open the email application, read the email from your assistant. Compose a new email to Zhao Liang, Lucia Martinez and Ricardo Silva: attach the Development Plan and, from the GENERAL QUESTIONS folder, ask for their advice. Send email. Close the computer, and wait until the move to FRI.FRIDAY - Attend the meeting with Carla Crespo and Gan Esperanza (that you arranged above):Talk to them about any one aspect of the Draft Development Plan.Ask for their advice two times (they give different responses).Ask how they feel about the project overall.Say Goodbye, and wait until the move to MON.MONDAY - Watch the News video. Open the Stakeholders app and observe what you now know about the stakeholders’ opinions, including the date they were updated. Compose and send an email to Pierre Bonnard telling him Valerie Vidal’s opinion. Close the computer, and wait until the move to TUE.TUESDAY - Phone your assistant (Sam Fisher) to issue a Press Release about any aspect of the plan. Say Goodbye. Observe the date and also the number of weeks remaining via the “weeks completed” indicator at the bottom of the screen. Read any unread emails you have received. QUIT the simulation using the “X”: (this WARM-UP session will not work beyond FRI 12 Sep)2.5. Preparation for the Simulation - Stakeholder Management 4 Step Process Step 1: Identify StakeholdersIn the Simulation your stakeholders are already identified, but back in the workplace here are some questions to help you:Who has interest in the success or failure of your project?Whose support do you require to maximise project success?Who has low or high influence over your project outcome?Who are the threats to your project?These same questions will also help you to Analyse and profile your stakeholders, in the Simulation and in the workplace. Now we will look at some tools to help you Analyse and profile your stakeholders more efficiently and effectively.Tools to Help You Analyse and Profile Your Stakeholders:The Power/Interest MatrixClearly, very senior people are powerful. You also need to consider those who are very well thought of, well connected, or have disruptive power.This tool is helpful in prioritising your stakeholders. It makes sense to first prioritise ‘Manage Closely’, followed by ‘Keep Satisfied’, then ‘Keep Informed’ and finally ‘Monitor’.‘Manage closely’ doesn’t necessarily mean these people get all of your time, or more communication. They should have greater influence on the shape of the outcome, so you listen closely to what these people want. Here are some examples of how to use The Power/Interest Matrix. It’s based on the profiles in the case study, using your experience and judgement.HighPower/InfluenceLow127030400Keep SatisfiedLong-term, major shareholder in Garrard with 30% stock. Probably makes him high power, as long as the project makes a decent profit and does not harm Garrard’s reputation.Sunrise has no green funds so the environmental options are not of high interest to him.PRIORITY 24381530300Manage CloselyAs a Director of the Global Bank, with a regulatory role and 10% share in this project, Lucia is probably both high power and high interest.PRIORITY 1MonitorIn this case study we have picked the 12 key stakeholders for you, so none of them appear in this area of the matrix. In the real world everyone else who is not a key stakeholder, as defined in step 1, will be in this box.PRIORITY 4-38102540000Keep InformedHelen is highly interested in the social and environmental impacts of the project and wants to ‘partner’ with Garrard. But, she is one of many ‘media’ voices and there’s no inference that she’s particularly powerful.PRIORITY 3Low Interest/Stake HighThe Stakeholder ‘Barometer’It’s not usually possible to get all the stakeholders championing your project, nor is it necessary. Sometimes compliance or neutrality is good enough. Think about which key stakeholder you should really move into +1, +2 or +3 to get the best outcome. Most initial opinions will be negative or neutral, as stakeholders who don’t know you, don’t normally like you. -12705080+3+3ChampioningLEVEL OF SUPPORTLEVEL OF SUPPORTSupport-12703175+2+2ApprovalCo-operation-12708890+1+1ComplianceNeutrality-1270698500InertiaObstruction -12704445-1-1Antagonism Opposition-12702540-2-2Rejection: “No”Mutiny-12708255-3-3SabotageWe have a tendency to spend a disproportionate amount of time on negative stakeholders who are acting against us. In reality 5% will be with us, 5% against us and 90% will be ‘on the fence’. If we address most effort to those opposing us, we can, by accident, encourage others to join them. Try to appeal to the 5% on your side and to a portion of the ‘fence-sitters. A full description of this is in Michael Nir’s book ‘Project Management: Influence and Leadership - Building Rapport in Teams’.3. Developing Your Team Approach 3.1. Step 2: Consult with your StakeholdersAsk open questions first, to get them to talk to you about what and whom they are interested in. “Can you give me some advice?” for example. Some people will respond to an advice request, even if you don’t take the advice offered.Analyse and profile, using the Power/Interest Matrix and Stakeholder Management Profiling Tool.Listen to their motives, interests and concerns.Find out who they are listening to (their social network). If they say ‘no-one’ it may mean ‘others’ are listening to them. Consulting with someone means you promise to listen, not agree to do what they say. It also makes them feel valued and heard.On the next page you will find the ‘Stakeholder Management Profiling Tool’, for use during the Simulation. Use the Stakeholder ‘Barometer’ to help you decide who you need to ‘Champion/Support/Approve’ and this will help you decide on which stakeholders to listen to most closely, when there are conflicting opinions.3.2 Breakout 3 – Develop Your Team Approach to Part 1 of the SimulationMake sure you are happy with how you will use the Power/Interest Interactive Tool and the Stakeholder Profiling Tool, for collaborating on decisions.Agree your opening ‘Development Plan’, if unsure, leave the default plan in place until you have consulted all the stakeholders.3.3 Breakout 4 – Complete Part 1 of the SimulationEnsure you use the Stakeholder Management Profiling Tool and Power/Interest Interactive, to inform your decisions on who to talk to first.At the end of this breakout ensure you QUIT the Simulation using the ‘x’ in the bottom right-hand of the screen3.4 Stakeholder Management Profiling ToolSTAKEHOLDERDEVELOPMENT PLAN PREFERENCESSettlementRainforestParrotRiver PollutionLung DiseasePierre BonnardCEO GarrardCarla CrespoEcologist: Amazon ActionParrotGan EsperanzaMayor of BarakaLeon GonzalaIndigenous Council: ICVSettlementBruce JacksonShareholder: SunriseHelen KleinCSR Activist: RBCZhao LiangContractor: XtractCoLucia MartinezInvestor: IDCManuel RamonMinister of FinanceRicardo SilvaUnion Rep: VM UnionLung DiseaseValerie VidalCustomer: Green CopperPaloma WrightProfessor: UNYDEVELOPMENT PLAN PREFERENCESCOMMUNICATION PREFERENCESSchool DonationEmploymentTaxesProfitOK With Phone CallsOK with EmailsLikes MeetingsLikes Opinion RequestsLikes ConsultationsMeetingsProfitTaxesEmploymentPhone CallsConsultations3.5 Breakout 5 – Start Part 2 of the SimulationUsing the feedback from Part 1, refine your team's approach and review how well you are using the tools.At the end of the breakout ensure you QUIT the Simulation using the ‘x’ in the bottom right hand of the screen3.6. Step 3: Decide on your PlanAfter your analysis, take time to reflect and to synthesise all the information you have gathered. In the Simulation, you may ‘Quit’ at any time (see the bottom right-hand corner of the screen). This will take you back to the password screen and freeze time in the Simulation, until you are ready to take action. In real life, we can give ourselves time for reflection and synthesis by taking time away from obvious distractions (phones, emails, noisy colleagues).Once you have decided on your final plan of action, don’t forget to tell people about the changes.The only way to check if a person has received information, is to phone/meet them and ask.3.7. Step 4: ‘Sell’ Your Proposed SolutionTelling people who approve of/like your proposal will help, especially if they are powerful. (In the simulation you can only do this by phone or email). Not everyone responds in the same way to the format of communication you use. Some prefer email, others prefer face-to-face contact. The telephone is a good medium for getting most of the quality of a meeting, without the long set up time of meetings. In the real world just think how many of your friends and family communicate with you in a different way – social media, letters, email, phone calls, coffee meetings etc.Don’t forget to tell your manager who is happy with your proposal. If you don’t tell them good news, they often think the news must be bad.Once you have decided where you want the stakeholder to be, you must decide on the course of action you think will move them and implement it.It’s important to keep track of who you have met, emailed, telephoned, or you can quickly become confused about who has been asked/told what. People often need to hear the same message many times before it ‘lands’, as there are many messages bombarding them at once. In the simulation, Press Releases are a good way to ‘amplify’ the message.3.8 Breakout 6 – Finish Part 2 of the SimulationComplete Part 2 of the Simulation to the end of week 15 (12th of December)Look for gaps in your Stakeholder Management Profiling Tool and try to fill themListen to your ‘Manage Closely’ stakeholders for deciding your final planDo a team debrief at the end of the Simulation, using the next section of the workbook.If your team finishes early, you can use the time to start the ‘Transferring Skills Back into the Workplace’ steps on pages 18-20.4. Team’s Own Simulation DebriefAt the end of the simulation and whilst the learning is still fresh in your mind, hold a debrief of your team’s performance. Allow each team member to speak about their experience and learning. Please ensure one team member makes a note of the output on a flipchart, to share with the rest of the group. SOME QUESTIONS TO HELP YOU: What do you think you did well? What things would you do differently? In the Simulation? When you get back to work?5. Further Exercises5.1. Breakout 7 - Transferring Skills Back into the WorkplaceOn pages 18-21 of the workbook, complete the steps:The idea is for you to practice using the tools and techniques we have introduced in the Simulation, on some of your real-world stakeholders.Take turns in your team, to talk about a piece of work/project and an example stakeholder, describing your analysis and desired outcomes.Using the combined ideas and experience of your team develop a Communications Strategy.If time permits, move on to a second stakeholder.Step 1:Think of a recent, or current piece of work, or project you are working on that involves real world stakeholders.Use the questions from Step 1 of the ‘4 Step Process for Stakeholder Management’ to identify one, two or three key stakeholders. Using the ‘Power/Interest Matrix’ on the next page allocate your stakeholders into the most appropriate quadrant, following the principles covered when creating the Power/Interest Matrix for the simulation. Power/Interest Grid for ProjectPower/InfluenceHighKeep Satisfied – Priority 2Manage Closely – Priority 1LowMonitor – Priority 4Keep Informed – Priority 3LowHighInterest/StakeStep 2:Share what you have done with the other members of your team:Give a brief synopsis/overview of the project you have chosen.Explain your reasons for allocating that stakeholder to that quadrant.Having already placed each of your stakeholders on the ‘Power/Interest Matrix’, use the Stakeholder ‘Barometer’, to decide where they are now [Present Position] and where you would like them to be [Desired Position]. Be clear about why you want to move each of your chosen stakeholders to the ‘Desired Position’.Your Stakeholder Barometer for Your ProjectDecide where your chosen stakeholder is now and where you want to move them to.PRESENT POSITIONDESIRED POSITION-12705080+3+3ChampioningLEVEL OF SUPPORTLEVEL OF SUPPORTSupport-12703175+2+2ApprovalCo-operation-12708890+1+1ComplianceNeutrality-1270698500InertiaObstruction -12704445-1-1Antagonism Opposition-12702540-2-2Rejection: “No”Mutiny-12708255-3-3SabotageStep 3:Complete your ‘Communication Strategy’ below using your own conclusions and input from the team, sharing ideas and relevant business experience.There’s an example to get you started, using Gan Esperanza, from the Simulation:StakeholderCommunication StrategyGan EsperanzaLocal MayorGan is Medium Power/High Interest and the aim is to move him from ‘Opposition’ to ‘Approval’. We should meet him at the outset, to build trust and rapport. Find out what and who he is interested in. Ask his advice and opinion to make him feel valued.To ensure you are confident using the tools back in the workplace, everyone in your team should have the chance to discuss at least one of their stakeholders. Additional Tool (You May Review, If Time Permits)Below is an example of a ‘Hot Buttons Map’, which can help you to track the things your stakeholders care about and then target your stakeholders with appropriate communication that will influence them. You can discuss with them the things they care about (their ‘Hot Buttons’).You can create your own ‘Hot Buttons Map’ easily by drawing such a chart, or building one in an Excel or Word doc. Then fill in your stakeholder names across the top and their ‘hot buttons’ down the left side.Hot Buttons MapStakeholdersHot ButtonsPierre Bonnard(CEO)Bruce Jackson(Shareholder)Valerie Vidal (Customer)Manuel Ramon (Minister of Finance)Ricardo Silva (Union of Mineworkers)Profit over 600MHigh level of employmentHigh level of taxesDisplacing the indigenous peopleMaking a school donationSaving the parrotsLikesDislikes6. Influencing Your Stakeholders6.1. Robert Cialdini’s ‘6 Principles of Persuasion’Sometimes it’s extremely difficult to work with those stakeholders who are out to spoil your day. That said there are ways that you can address the problem of difficult stakeholders by applying at least one of Cialdini’s 6 Principles:Reciprocity: Recognizes that stakeholders feel indebted to those who do something for them or give them a gift. The implication is you have to go first. Give something; give information; give free samples; give a positive experience to people and they will want to give you something in return.Scarcity: In fundamental economic theory, scarcity relates to supply and demand. Basically, the less there is of something, the more valuable it is. The more rare and uncommon a thing, the more people want it. Familiar examples are frenzies over the latest holiday toy or urban campers waiting overnight to pounce on the latest iPhone. Authority: They want to follow the lead of real experts. Business titles, impressive clothing, and even driving an expensive, high-performing car are proven factors in lending credibility to any individual. Giving the appearance of authority, actually increases the likelihood that others will comply with requests - even if their authority is illegitimate. When stakeholders are uncertain, they look outside themselves for information to guide their decisions. Given the incredible influence of authority figures, it would be wise to incorporate testimonials from legitimate, recognised authorities to help persuade prospects to respond or make decisions. Consistency: Stakeholders do not like to back out of deals. We’re more likely to do something after we’ve agreed to it verbally or in writing. People strive for consistency in their commitments. They also prefer to follow pre-existing attitudes, values and actions. Stakeholders want to be both consistent and true to their word. Getting them to publicly commit to something makes them more likely to follow through with an action. Ask your stakeholder if they’ll support your next initiative and say why. The older we get, the more we value consistency. Liking: Stakeholders prefer to say ‘yes’ to those they know and like. People are also more likely to favour those who are physically attractive, similar to themselves, or who give them compliments. Even something as ‘random’ as having the same name as your prospect can increase your chances of creating rapport. Consensus: When stakeholders are uncertain about a course of action, they tend to look to those around them to guide their decisions and actions. They especially want to know what everyone else is doing - especially their peers. For example: testimonials from satisfied customers, show your target audience that people who are similar to them have enjoyed your product or service. They’ll be more likely to become customers themselves.7. Action PlanWhat will I start doing?What will I stop doing?What will I keep doing?What support do I need from my line manager/colleagues to help me change/maintain this?8. Recommended ReadingInfluence By Robert B Cialdini The Art of People By Dave Kerpen Managing Sensitive Projects: A Lateral Approach By Olivier D’Herbemont, Bruno Cesar Edited by Pascal Etchebi and Tom Curtin Communicating Across Cultures At Work By Maureen Guirdham Getting It Done: How To Lead When You’re Not In Charge By Roger Fisher, Alan Sharp and John Richardson All Change! The Project Leader’s Secret Handbook By Eddie Obeng Getting to Yes: Negotiating An Agreement Without Giving In By Roger Fisher, William Ury and Bruce Patton Project Management: Influence and Leadership - Building Rapport In TeamsBy Michael NirAppendix296291092202000BARAKA COPPER MINEVENEZUELA16700501206500271780067310000Project BriefPrivate & ConfidentialThis document is an entirely fictional work, intended solely for use in an educational context. While some of its content is based on real-life data, such as names of countries and currencies, the authors do not guarantee the accuracy of any of this content and do not intend to convey any opinion whatsoever about the information that may or may not appear to be based on fact. Any similarity between the names of individuals and organisations featuring in the work and those of real-life individuals and organisations is entirely coincidental.-124977-7672861 ? INTERNAL MEMO001 ? INTERNAL MEMOChris PorrinBaraka Mine ManagerBaraka 1658, VENEZUELA Dear Chris,I wanted to thank you for taking on this position at short notice, but also to express my confidence in your ability to lead the Baraka mine project.Last year the Garrard Mining prospecting unit found a large copper ore deposit near the town of Baraka, in Venezuela’s Amazonas state. We moved quickly to acquire a concession to mine the deposit, via three licence plots, as well as two adjacent plots. The Venezuelan government awarded us the concession and as part of the deal they will hold a 10% equity stake in the venture. The International Development Corporation, part of the Global Bank, is also planning to take a 10% stake in return for their equity financing, so Garrard will have an 80% shareholding of Baraka Mine Inc., the special purpose entity.The ore body lies at a consistent and medium depth, meaning we have the option to use openpit or underground mining techniques at each of the three plots and it is essential that Garrard’s ‘shared value’ policy is put into practice; that is to say, our projects not only benefit the investors, but also the environment and local communities as well. With the exploration and environmental impact phases complete, we now need to?finalise the planning and consensus-building for the development phase which is due to start in January. By mid-December, I therefore have to give the Garrard Board a detailed outline of how the mine will be developed, as well as confirmation that the key stakeholders are in support of it. I have great pleasure in giving you full responsibility for this mission between now and 12 December. I am sure you will be able to judge how to gain the stakeholders’ support; in my view, a mixture of consultation, communication and appropriate modifications to the development plan will be key. The remainder of this document contains details on the site, the development plan options, and the stakeholders.Best of luck, and don’t hesitate to call if you need any advice.Pierre BonnardChief Executive Copper DivisionGarrard Mining-139079-4523122 ? SITE MAP, DESCRIPTION AND PLAN OPTIONS002 ? SITE MAP, DESCRIPTION AND PLAN OPTIONS132080196042001793240825500127005016500-58420-10033000Settlement PlotMostly tropical vegetation, this plot includes a settlement of several hundred indigenous people who have been living on this site for over 100?years7080252984500Rainforest PlotThis plot is entirely covered by rainforest; the rate of deforestation in this region of Venezuela has slowed slightly in recent yearsParrot PlotThis plot is mostly low-level forest, and grassland. It is inhabited by a rare blue parrot whose feeding and reproductive habits are suited?to the areaOPENPIT or UNDERGROUNDOPENPIT or UNDERGROUNDOPENPIT or UNDERGROUND51530253275330Venezuela00Venezuela4419600176530ore depositsroad1 km00ore depositsroad1 km177165073660Yatua River00Yatua River13208056515004079875121920Baraka 8km00Baraka 8km11760206858000ProcessorThis area of marshland is where the processing waste drains into the river; with options to reduce pollutionLoading AreaGarrard has an option to protect the workers from the dust that is created in the loading processCommunityGarrard has an option to donate $50m towards the region’s schools over the life of the projectNO TREATMENT or FILTER or?PLANTNO AIRCON or AIRCONNO DONATION or DONATION-130559-7672863 ? STAKEHOLDER PROFILES003 ? STAKEHOLDER PROFILES-685801778000Pierre BonnardChief Executive, Garrard CopperLondon, UK-68580000Carla CrespoManager – Amazon Action, NGOCiudad Bolivar, VenezuelaResponsible for Garrard’s worldwide copper business, I have been with Garrard for over 25 years, after graduating with a BSc in Geology from Toronto University.Carla and her colleagues at Amazon Action are committed to the cause of protecting the ecosystems of Venezuela’s Amazon region. Carla recently organised some demonstrations against a junior gold mining company prospecting in an area close to Baraka. -68580000Gan EsperanzaMayor of BarakaBaraka, Venezuela-40005000Leon GonzalaIndigenous Council of VenezuelaBaraka, VenezuelaGan has been mayor for nearly 10 years. He has built a powerful web of political support, particularly from local industrialists. Gan was questioned as part of an anti-corruption investigation, but no charges were brought. He has spent his life in local and regional politics.Leon trained as an anthropologist in Caracas. He set up the ICV several years ago to protect the interests of Venezuelan “Indigenas”, including the Yanomamis who live in this region near the border with Brazil. Leon does not speak very good English, but he usually understands it quite well.-68580000Bruce JacksonFund Director – Sunrise LifeMiami, USA-40005254000Helen KleinManager – Responsible Business Council Berlin, GermanySunrise is a long-term, major shareholder in?Garrard, with around 30% of the stock. Bruce?seems to be aware of the danger that maximising the profits of a project may compromise long-term shareholder value, but Sunrise does not have any green funds. Bruce has one main concern: share price.The RBC organises regular conferences on corporate responsibility. Klein has established a rating system for the environmental management of extraction projects. The RBC wants to ‘partner’ with Garrard. Klein is a blogger and regular contributor to journals. -68580127000Zhao LiangOperations Director – XtractCoSao Paulo, Brazil-40005000Lucia Martinez Director – IDC Latin AmericaLima, PeruXtractCo does a lot of the construction for Garrard’s mines and infrastructure in Africa. We have negotiated fixed rates for the construction elements at Baraka. Liang is aware of the complications associated with working in remote locations.Lucia's role at the International Development Corporation (part of the Global Bank) is to oversee investments and ensure projects meet the IDC’s strict standards. The IDC financing will mean they take a 10% shareholding in the project. Lucia knows Minister Ramon.-68580000Manuel RamonMinister of Finance – Government Caracas, Venezuela-40005000Ricardo SilvaVenezuelan Mineworkers UnionCaracas, VenezuelaRamon has held the post since the last general election, 3 years ago. Reform-minded, but battling against a conservative cabinet. Ramon is encouraging multi-nationals to invest in Venezuela. The Government will have a 10% equity stake in the Baraka venture.The majority of the mining employees will be members of the VMU. Ricardo was in the military, and cares for his members in the same way he used to care for his men. He is probably not going to worry about any impacts on wildlife.-68580000Valerie VidalCEO – Green CopperMexico City, Mexico-40005127000Paloma WrightProfessor – University of New YorkNew York City, USAGreen Copper has a contract to purchase over 35% of Baraka's output. Valerie has used the name of the company to her advantage by promoting its green credentials. Valerie will be sensitive to any decisions that could affect the mining industry’s reputation.Paloma is Professor of Ethics at UNY, specialising in environmental issues. She was involved in the Kyoto Protocol on Climate Change. She has written a number of books on business ethics and the environment. Paloma's opinion is respected by politicians and business people. ................
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