The project is to be constructed in modified habitat where there are no Indigenous Peoples. There is no known cultural heritage in the area, therefore PS 6, 7, and 8 are not applicable.                                                 

   This proposed investment is an Environmental and Social (E&S) Category B project according to IFC’s Policy on Environmental and Social Sustainability, because potential adverse environmental or social risks and/or impacts are limited, few in numbers, site-specific, largely reversible and readily addressed through mitigation measures. During construction, key environmental and social risks and impacts include air emissions and noise, occupational health and safety (OHS), transportation risks and community safety, vegetation removal, and economic displacement. During operations, risks and impacts include water consumption, erosion and dust generation resulting from controlling for vegetation removal, and risks of electrocution of people.                                                

   Environmental and Social Assessment and Management System

The sponsor has developed a corporate Integrated Management System (“IMS”) that has been certified ISO 9001:2015 (Quality), ISO 14001:2015 (Environment) and ISO 45001:2018 (OHS) in April 2021.  It has further developed a set of corporate policies applying to social sustainability, anticorruption, anti-money laundering, a corporate quality health safety and environmental manual that apply to all AMEA projects, including Zina Solaire. The social sustainability policy expresses the company’s commitment to building up a responsible and sustainable business and to aligning with Good International Industry Practice (GIIP). The policies are further articulated in the project QHSE manual, ‘the Quality Health Safety and Environmental (QHSE) Employers Requirements’, which forms the basis for its ESMS. The manual details processes and standards to be implemented during construction and operation to provide adequate management and supervision of all E&S issues. 

The project has established a ‘services contract’ with the EPC and O&M Contractor which requires them to abide by its corporate and project specific requirements including Zina Solaire’s ESMS. The QHSE Employer Requirements has subsequently been developed into E&S processes, requirements, and commitments. This manual is an integral part of the services and supply agreement with the Contractor and shall in turn be cascaded down to Subcontractors. It provides that the Contractor is to develop and maintain its own project-specific quality, health, safety, environmental, social and security (QHSE) management system at all times. The document further provides that the Contractor’s ESMS will be composed at a minimum of an ESMS manual, QHSE policies, a legal register, records of permits, licenses and assurances. As per ESAP #1a, specific plans are to be developed by the Contractor and subcontractors for proper planning, implementing, monitoring and improving their quality, health and safety, social and environmental management.

Identification of Risks and Impacts

An Environmental and Social Impact Assessment (ESIA) was prepared for the project by a local consultant in 2011. As IFC got involved in 2015, an international firm updated the documents to meet its Environmental and Social Performance Standards requirements and GIIP (for the transmission line and for the plant respectively). During construction, environmental and social risks and impacts will include air emissions and noise; OHS; community safety; vegetation removal (approximately 1,200 trees and shrubs will be removed for the plant and transmission line); economic displacement of about 80 people who will lose farmland (59 PAPs for the transmission line and 21 PAPs for the plant); and loss of access to pastureland, to medicinal plants, and hunting grounds. During operations, risks and impacts are expected to include increased water consumption; erosion and dust generation resulting from vegetation removal; hazardous waste management (e.g. used oils); vegetation clearing operations that may disturb local communities; and OHS risk of electrocution.

To ensure risk is assessed for individual activities carried out by Contractors, the Sponsor has included a provision in the ‘QHSE Employer requirements’ document for Zina Solaire, to develop and maintain a written Risk Assessments & Method Statements to identify, evaluate and decide on precautions required for the mitigation of hazards and risks in the workplace during the construction phase. These assessments are reviewed by the Company EHS Director or his delegate for compliance with all legal requirements.

Management Programs

The Sponsor has documented policies on Sustainability, Health, Safety and Corporate Social Responsibility which will be extended to the Zina Solaire project. The ESIA presents in further details the E&S management framework, monitoring requirements and mitigation measures applicable to the construction (which starts by a site preparation phase) and operations phases of the project for both the plant and transmission line.

During the site preparation phase, the Environmental and Social Management Plan (ESMP) aims to minimize negative impacts related to land expropriation, cover degradation and air pollution. This period is characterized by the preparation of the site and compensation for agricultural land losses and will end after the clearing and opening of the main access road and the site installation. The Company has finalized the resettlement action plan and paid out compensations to the persons affected by the project (PAPs) for total or partial loss of property, assets and income in a fair way and prior to expropriation or damage caused by construction activities. The Stakeholder Engagement Plan supported by the livelihood restoration plan are designed to facilitate the involvement of local populations and organizations in the implementation of compensation and give special attention to the needs of the most vulnerable among the displaced. The project will develop a waste management system for its different waste streams (ESAP #1a). During the 12 to 16 months of the power plant construction phase, the ESMP which is constantly being updated, will aim to enforce environmental protection measures, to reduce air pollution and the risk of occupational accidents, particularly eye and lung diseases, to reduce the risk of water pollution from accidental hydrocarbon spills; to fight erosion, degradation and possible soil pollution; to minimize the impact of the project on terrestrial fauna, avifauna and vegetation and again, to facilitate the involvement of local people and organizations in the implementation of the project. During the operations phase, the specific objective of the ESMP will be to further strengthen these environmental protection measures to enhance the positive impacts of the plant's operations as mentioned under ESAP #1a. In the closure and decommissioning phase, the ESMP will focus on enhancing the positive impacts of plant decommissioning and ensuring proper disposal of waste and materials resulting from site closure.

The health & safety system will include a site mobilization plan, an occupational health & safety management plan, an emergency preparedness and response plan, a hazardous material management plan, community H&S and worker influx plan, a traffic management plan and a training management plan. The environmental management system shall include at a minimum a noise management plan, an air quality and dust management plan, a soil and groundwater management plan, a water management plan, a waste and wastewater management plan, a biodiversity management plan. The social management component will include a human resources management plan and a code of conduct, a gender equality/Gender Based Violence (GBV) plan, a worker grievance mechanism, a stakeholder engagement plan including a community grievance mechanism, employment and procurement management plans and an accommodation plan. The employee and community GMs shall be sensitive to issues around GBV and will include clearly articulated disciplinary measures (related to the Code of Conduct) and a training for community and Human Resources staff on handling GBV.

Throughout the different phases of the project, the sponsor requires the Contractor to develop and maintain a project specific QHSE management system in place. Minimum plans required as part of this system include an ESMS manual, QHSE policies, a legal and a permit register. These main documents will be supported by environmental management plans (water, air quality, noise, waste, biodiversity and soil management), social management plans (Contractor’s human resources management plan, gender equality plan, workers’ grievance system, community grievance and accommodation plan); Health and safety management plans (site mobilization plan, occupational health & safety management plan, emergency preparedness and response plan, hazardous material management plan, community health and safety and workers influx plan, traffic management plan and training management plan). For this purpose, the Contractor has appointed a specialized E&S consultancy firm for the preparation of the management plans as per agreement. In relation to the Limited Notice to Proceed (LNTP), the consultant helped develop the HSE Management Plan for the LNTP works in compliance with the services contract. The plan sets out all environmental and safety precautions to be taken by the Contractor’s crews involved in the site preparation works. Key management measures outlined in this plan include general environmental and safety induction for the workers during earthworks or trees grubbing and felling, good practices during chain sawing, waste management, incidents reporting and emergency preparedness. 

All management plans shall be project-specific and in full compliance with the requirement of IFC PSs and as included in the legal register. They shall be reviewed at regular intervals as agreed between the Company and each of the Contractors throughout the contract to ensure that it remains current and relevant to the works. The Contractors’ management plans shall also form the basis by which its management systems may be audited by the Company and by the lenders. The Company shall review and approve the management plans prior to the commencement of the works.

Organizational Capacity and Competency

At the sponsor’s level, the E&S structure is overseen by the corporate Head of QHSE, reporting to the Board. He has overall responsibility for the project Environmental, Social, Health and Safety risk and management programs. He is assisted by a corporate Social Specialist who is responsible for the social aspects of the project. This senior team has good capabilities to manage project sustainability issues and experience working with IFC and international best practices provisions and standards based on their experience working on other IFC projects.

At the project level, the Company E&S team is composed of the Health, Safety and Environmental (HSE) Manager, and the Social Specialist supervising a team of two Community Liaison Officers (CLOs). The HSE Manager oversees the implementation of environmental management plans as well as occupational and security management plans. He is also responsible for Contractors’ compliance audits. The Social Specialist with the two CLOs are responsible for the implementation of social programs including the Resettlement Action Plan, the Stakeholders Engagement Plan, the Livelihood Restoration Plan and the external grievance mechanism. The project E&S team has adequate qualifications, is familiar with local regulations and has experience working with international requirements and good practices. It is further supported at the corporate level by the group Head of QHSE and the group Social Specialist.

The EPC Contractor on its part will hire a qualified Environmental, Health & Safety (EHS) Officer before commencement of construction as per ESAP #1a, who will be responsible for the implementation of the ESMPs for the different phases of the project, in accordance with requirements of national laws and regulations and IFC E&S Performance Standards. This provision is underpinned in the QHSE Employer Requirements that during all project phases the EPC Contractor will have an EHS Officer on site. This Officer will serve as the primary contact for Contractor’s E&S matters, he/she will supervise and coordinate all EHS activities of the Contractor and ensure that subcontractors adhere to the same level of requirements.

Emergency Preparedness and Response

As set forth in the ESAP action # 1b, to be in line with requirements of IFC’s PS 1, Zina Solaire will prepare an Emergency Preparedness and Response Plan. The plan will include the following elements: procedures for shutting down equipment; and production and evacuations procedures, including a designated meeting place outside the plant. It will also include specific training and practice (simulations and drills with periodicity), schedules and equipment requirements for employees who are responsible for rescue operations, medical duties, threats and incident responses. As part of the plant’s EHS inspection, the fire-fighting system will be inspected on a regular basis. In coordination with local fire brigades, neighboring farmers and surrounding companies, the assigned Company’s security team will undertake periodic fire drills.

Monitoring and Review

The purpose of the environmental and social monitoring plan as outlined in the ESIA is twofold: monitor the project activities to ensure that all recommended mitigation and enhancement measures are implemented by the Company as well as its contractors and subcontractors; and follow-up on impacts caused to the most sensitive environmental and social components in order to evaluate the effectiveness of the measures. As part of its ESMS, the Company will adopt a structured EHS monitoring and reporting system on environmental, OHS and social impacts of its operations. The Company, through its E&S structure, will be responsible for monitoring the overall project E&S compliance. The Company is in the process of establishing specific procedures and will allocate resources based on corporate E&S policies and framework and project ESMS (ESAP#1a). Monitoring frequencies and methodology will be reflective of the risks and impacts identified by the ESIA and incorporated into the ESMS; monitoring data will be stored in a centralized database for monthly and annual reports.

The Contractor is responsible for monitoring compliance for their own activities and that of their subcontractors. Specific procedures with roles and responsibilities will be defined in the associated management plans (ESAP #1a) and approved at the sponsor’s level by the Head of QHSE prior to implementation. The project HSE Manager and the social team will be closely monitoring compliance of project activities and approved standards during construction and during future phases.

As stipulated in the Services contract and guided by the ESIA and ESMPs, the Contractor has the responsibility to collect environmental quality, health, safety, social and human resources statistics (including all types of training delivered to communities and incident records) on a monthly basis and report to the Company. Key Performance Indicators (“KPIs”) will be developed in view of the reporting and will include at a minimum a) Safety – Lost Time Injury Frequency Rate, Accident-Free Days; b) Resource Efficiency – Water Usage, Energy Usage; c) Staff - Retention and training days. The Company will report annually to IFC and will provide feedback to affected communities on at least an annual basis in relation to any impacts affecting them and associated mitigation measures.                                                

  Human Resources Policy and Procedures

Construction works for the plant will entail the creation of 100 temporary jobs in the region for about one year. Operations will involve 15 workers, whilst a further 17 workers will be hired to build the transmission line. The EPC Contractor will hire most of the workers whereas Zina Solaire will likely hire around 10 people. In Burkina Faso, the legal age for work is 16 years and the labor law mentions that children under 18 should not be involved in harmful work. Zina Solaire and Powerchina will ensure that no person under the age of 18 years is employed to work on the construction or operations of this project. In line with the Burkina Faso labor law (Law no028-2008), Zina Solaire will develop Internal Regulations and each worker will be entitled to worker insurance through the National Security Bureau (“Caisse nationale de sécurité sociale”).

The sponsor has an approved corporate HR policy and a Code of Conduct that outlines principles related to core Company values and ethics, for its own employees.  As part of the Integrated Management System, the Company Labor and Working Conditions Management and Labor Recruitment Procedures are being developed to articulate its commitments to labor and working conditions and set out minimum requirements on labor management in line with IFC PS2 requirements.  As underpinned in the Services Contract and the QHSE Employer’s requirements, the Company HR Policies and procedures for all project phases are applicable to all type of workers, including direct and contracted workers hired by the EPC and O&M Contractor or by subcontractors (ESAP 1.2). The policies will include provisions for working relationship; working conditions; terms of employment; workers’ organizations; non-discrimination and equal opportunity; gender-based violence (GBV); employee grievance mechanism; prohibition of child and forced labor in its direct operations; and occupational health and safety. They will be communicated to all new employees during the induction process and make provision for each employee to have a written contract in line with IFC’s requirements.

Workers Grievance Mechanism

As established by the corporate policy, Zina has an open-door policy to addressing both workers grievances as well as community grievances. The workers grievance mechanism is included in the Labour and Working Conditions Management Plan. It is designed to assist and resolve concerns promptly, using an understandable and transparent consultative process that is culturally appropriate and readily accessible at no cost and without retribution to the party that originated the issue or concern. The mechanism will not prevent access to judicial or administrative remedies. The grievance mechanism will be explained during the workers induction meeting and will continue to be publicized during the project’s lifecycle.

The contextual risk for Gender Based Violence (‘GBV’) Burkina Faso is high. An influx of project workers and jobseekers into the area with access to disposable income may increase GBV risks particularly during construction. A Code of Conduct should be developed, as well as workers’ sensitization, community awareness and dedicated grievance channel for GBV related grievances. The training will aim both local and international hires. A zero-tolerance approach to sexual harassment and under-age prostitution will be enforced, including strict monitoring and disciplinary measures.

Occupational Health and Safety

The ESIA includes a detailed description of OHS risks and impacts during construction, operations, and decommissioning, with a series of preventive measures. The main risks and impacts will include heat exposure, traffic safety, exposure to welding light and fumes, working at heights, and potential for fires and/or explosions resulting from ignition of flammable materials or gases.

As referenced earlier under PS 1, the EPC Contractor will develop and implement the ESMPs for the different phases of the project and shall submit for approval the OHS Management Plan to the Employer prior to commencing any work on site (including pre-mobilization). As explicated in the QHSE Employer’s Requirements, the OHS Management Plan shall cover the implementation of a behavioral based safety culture program at the Site. The Contractor shall have procedures and shall ensure that all Health and Safety hazards and effects relating to the work or services are identified, the risk assessed, and controls and recovery measures put in place. Job hazard analysis and health risk assessments shall be conducted as necessary to ensure protection of the safety and health of personnel and assets. The OHS Management Plan shall be specific to the contract and Works and shall be reviewed at regular intervals as agreed between the Employer and the Contractor throughout the Contract to ensure that it remains current and relevant to the Works. The Health and Safety Management Plan will be regularly updated based on management reviews, incident investigations, regulatory changes, or other Project-related changes. Once the OHS Management Plan is approved, the Contractor shall submit it to each Subcontractor and keep notice of its delivery record. Subcontractors are requested to adhere in written form to the OHS Management Plan prepared by the Contractor and ensure full implementation on site.

As noted in the project description above, Zina Solaire intends to provide worker accommodations at a nearby mine which is less than eight kilometers from the project site and Powerchina will build additional temporary accommodations for about 100 workers. the Company will ensure that standards for workers’ accommodations will be compliant with the IFC and the European Bank for Reconstruction and Development Guidance Note on Worker Accommodation Process and Standards (2009) as per ESAP action #2b.

Supply Chain

The project sponsor has a Supply Chain Procedure specifying selection, contractual agreements, auditing, monitoring and supervision requirements for contractors and suppliers and a sourcing policy that addresses forced labor. At project level, Zina Solaire will implement the principles outlined in these procedures; in particular, for those provisions covering child and forced labor requirements. As required under ESAP #2a, the project will use its best efforts to conduct due diligence on its suppliers and will allow a review of its records by auditors, report relevant incidents, and if requested, provide a supply chain map and comply with any internationally recognized traceability protocol as feasible. The company will equally endeavor to obtain similar representations and covenants from its suppliers.                                                 

    GHG Emissions

The project is expected to have a positive environmental impact in terms of GHG emissions as it will provide a renewable source of electric power and reduce the potential growth in fossil-based electric power generation and related local air pollutants and greenhouse gases. The project is expected to avoid 13,236 t/a CO2 equivalent annually.

Water Consumption

As indicated in the ESIA, Zina Solaire will arrange necessary authorizations from the ministry of water and sanitation to drill a borehole on site (3 m3/h) to cover construction water needs. The water will be stored in a 6 m3 tank. The same borehole will be used for water supply during operation mainly for sanitary purposes with a small fraction devoted to solar panel cleaning. Most villagers in the area drink water from wells or boreholes and the yields observed are relatively high, exceeding 20 m3/h in some places. However as per the ESIA, the impact of water abstraction by the company will be minor considering that besides sanitations needs, water requirements for the plant will be relatively low and sporadic. As stipulated under ESAP #1a, the Contractor shall submit for approval a Water Management Plan prior to commencement of the Works. The plan shall be project-specific and aligned with committed mitigations measures included in the ESIA and in the ESAP.

Pollution Prevention

During the construction phase, which will last approximately 12 to 16 months including site preparation works, activities with the highest potential impacts on the physical and biophysical environment include the development of access roads, the circulation of machinery, excavations, leveling of the site and earthworks, installation of the construction site and clearing of the project main access way, transportation and circulation of machinery and equipment, storage of materials and equipment, construction of the living quarters. Expected impacts are increased likelihood of accidents, excessive dust, noise pollution, soil erosion, accidental spills of polluting products, pollution of surface waters following accidental hydrocarbon spills. The ESIA notes also that an approximate total of 850 trees will probably be felled. Mitigations measures planned in the ESMP include regular watering of roads, use of PPE, minimizing areas to be cleared; a traffic plan will have to be developed by the Company to limit unnecessary travel, liquid and solid waste generated during the work will be managed appropriately as well as implementation of appropriate drainage. A further measure will be the progressive felling of trees and shrubs according to the needs of necessary occupation and the marking of trees which should not be felled to avoid accidental chopping. Sensitization of the workforce on the conservation of sensitive species and prohibition of wood cutting activities and prohibition of hunting on the entire site will help the project minimize those negative impacts.

During operations, the solar plant will not generate any noise, air emissions, or GHG emissions. Most of the impacts will be generated during construction and decommissioning. Impacts will be addressed through the measures proposed in the ESMP included in the ESIA. Main potential impacts to note will include erosion, accidental spills, loss of plant cover, increase of runoff water due to the great number of solar panels, increase of electronic waste due to spent components and used solar panels, and excessive dust in the neighborhood. These negative impacts will come with a reduced energy costs for beneficiaries in the long term and a natural restauration of the surrounding vegetation. Mitigants for this phase include construction and maintenance of proper drainage of water, preservation of some native plants not harmful to the operation that can protect the soil. The project will further need to develop procedures to ensure the environment recovers with spontaneous vegetation and to develop a plan to dispose of electronic waste with authorized entities.

Wastes

As indicated in the ESIA, the overall volumes of both solid and hazardous waste generated by the project during both phases are expected to be low.  Nonetheless, the company is yet to develop a comprehensive estimation of anticipated streams and volumes for the project and ensure the EPC and O&M Contractors likewise develop their own respectively before construction and before operations (ESAP #3a). A preliminary evaluation of waste streams and disposal options have been conducted as part of the ESIA.

Solid waste expected during construction include mostly concrete, wood residues and packaging material. During operations, waste will be mostly generated at the office and worker accommodations. During decommissioning, these will consist of used panels, metals, wood residues, used oil, and concrete. It is estimated that 1 kg will be produced daily for each worker during operations. As set forth in ESAP action # 3a, a waste management system will be developed and implemented by Zina Solaire before exploitation phase. As part of the ESMS, the system will include a review of waste sources during project planning, design activities to identify expected waste generation, pollution prevention opportunities, and necessary treatment, storage, and disposal infrastructure; characterization of waste by type, quantities, and potential use/disposition establishment of priorities based on a risk analysis that takes into account the potential EHS risks during the waste cycle and the availability of infrastructure to manage the waste in an environmentally sound manner; opportunities for source reduction, as well as reuse and recycling; procedures and operational controls for onsite storage; options / procedures / operational controls for treatment, reuse or final disposal at specialized facilities as approved by the local Environmental Control Authority and in compliance with WBG EHS Guidelines and Good International Industrial Practices GIIP. Emphasis will be placed on the reuse and recycling of waste.  As there is no sewage collection network, a septic system will be designed, installed and used in accordance with local regulations to prevent any hazard to public health or contamination of land, surface or groundwater.

The EPC and O&M Contractors, likewise, as outlined in the Services Contract and the QHSE Employers requirements, shall prepare a waste and Wastewater Management Plan (WWMP) associated with their activities and submit for approval to the Zina Management prior to the commencement of works. The plan shall be project-specific and aligned with committed mitigations measures included in the ESIA and in the ESAP (ESAP #3a). The plan will aim to manage wastewater impact on ambient water arising from project construction activities including the appropriate control of emissions and residues, in order to minimize impacts to human health and to the environment. The Contractor shall be responsible for the whole waste cycle form generation until disposal at approved facilities at the project site or at public waste facilities; or recycling/recovery entities and then shall ensure contracts are in place with legally certified companies for waste management. The Contractor shall in addition conduct site inspections and audits and provide for corrective actions, if necessary, in order to reach the plan objectives then report on performance of the waste management system on a periodic basis.

Hazardous Materials Management

Petroleum products will be the main source of hazardous material. Mineral insulating oils will be used to cool transformers. These oils will be handled by trained personnel to ensure that manufacturers’ recommendations are strictly followed. Provision of secondary containment, drip trays or other overflow and spill containment measures will be implemented in designated areas. Vegetation control will be carried out manually without any pesticide use. The waste management system described above will include used hazardous materials and will address issues linked to waste minimization, generation, transport, disposal, and monitoring.                                               

     Community Health and Safety

The plant will be located in a rural area next to a secondary road. As described in the project ESIA, considerable amounts of material and people will need to be transported to the site and to the power lines, increasing light traffic (small individual vehicles) and heavy vehicle traffic (trucks, machinery, etc.), including on secondary roads used to complete the work. As a result, a significant increase in traffic in certain areas could create additional accident risk for people living near the roads. On site, the presence of several vehicles could lead to increased risk of collisions. Hazards most directly related to power transmission lines and facilities occur as a result of electrocution from direct contact with high-voltage electricity or from contact with tools, vehicles, ladders, or other devices that are in contact with high-voltage electricity. In rural areas, it is frequent to see children playing around or trying to climb on poles; and shepherd climbing to look for their sheep and cattle. As set forth (in ESAP action # 4b) and further stipulated in the QHSE Employer Requirements, the Contractor shall prepare and submit for approval a detailed Traffic Management Plan (TMP) of the Project to the Employer prior to commencing any work on site. This plan will describe the requirements for the management of traffic during the construction phase and basic traffic safety measures for the residents. The Contractor shall ensure sufficient and qualified resources are allocated on an ongoing basis to achieve effective implementation of the TMP which shall include a description of allocated resources, responsibilities and communication procedures to relevant personnel. The plan should further describe transportation routes for the goods and material to and from Project area; consideration of transport of hazardous materials and/or wastes through populated areas, where unavoidable, and coordination with community leaders and local authorities, access roads, speed limits, training program for drivers, transportation of workforce, assessment of existing and new access roads before use, vehicle maintenance and inspection requirements and training programs for the community. The Site design and arrangements shall include suitable provisions for segregation of pedestrians and mobile plant and vehicles, procedures for reversing activities and similar aspects to prevent accidents. This shall be reinforced by the use of suitable barriers, signage, speed limits and briefings and participation in campaigns. The Contractor shall comply and take steps in order to ensure fully compliance from Subcontractors. Whereas the Company will verify the correct implementation of the TMP through HSE audits.

Security Personnel

Security arrangements had not been finalized but client has confirmed that security will be provided by a private firm through unarmed security guards and CCTV system. Before hiring security personnel, Zina Solaire will make reasonable inquiries to investigate their employment history and other available information, including any criminal record, of individuals or firms and will not employ or use any individuals or companies that have abused or violated human rights in the past. PS 4 requirements will be strictly enforced and the project will ensure that community has clear access to the Community grievance Mechanism to complain around security as needed.                                              

   Stakeholder Identification and Analysis

Stakeholders who are affected or may be interested in the project, including vulnerable groups through the following activities, have been identified and categorized. During the screening phase of the project in January 2011, first consultation meetings were conducted in Zina, Kona, and Dangouna. A committee was also created during that period to discuss technical, environmental, and social aspects of the project to get more information on issues, including potentially affected communities. This committee was composed of representatives from Windiga, Sonabel (the Electricy Company), the Finance Ministry and the Energy Ministry; meetings were originally held quarterly from 2016 to 2017 to ensure that project design and planning were aligned with national requirements. Further stakeholder meetings were held with PAPs in 2021 as part of the LRP update in the same villages.

Stakeholder Engagement Plan

A Stakeholder Engagement Plan in line with IFC’s requirements was prepared for the project as part of the Environmental and Social assessment. It includes the following sections: objectives; regulatory framework; description of stakeholders; engagement principles and approach (ESMP and Livelihood Restoration Plan Committee, community meetings, suggestion boxes, engagement with vulnerable groups, meetings with local authorities, engagement with other stakeholders); summary of previous engagement activities; grievance mechanism; resources and responsibilities; and reporting. The LRP updated in September 2021 also outlines key stakeholder engagement activities and specifies clear roles and responsibilities to carry out this plan. As indicated under ESAP #1.a and as part of IFC’s investment, the project will develop a stakeholder engagement for the operational phase. Stakeholder management will be the responsibility of the project Social Specialist with the two CLOs during the pre-construction, construction, and operations phases. PAP engagement will be continuous until successful completion of the LRP and the various programs through the ESMP-LRP Implementation and Monitoring Committee, which will continue to monitor the activities of the solar power plant and the effectiveness of the environmental and social mitigation measures foreseen in the ESIA and the EMRP. The monitoring committee will have clear terms of reference and resources to function effectively (ESAP #5d).

Information Disclosure

As mentioned earlier, first consultations were conducted in January 2011 in Zina, Kona, and Dangouna. During these meetings information related to the project site, potential impacts and mitigation measures, and opportunities were presented. Issues identified by the communities were also listed. In March 2014, formal announcements for public consultations to be held in April 2014 were made through the following channels; radio, newspapers, and posters. Public consultations were organized in Zina, Toton, Kona, and Dangouna by the National Office of Environmental Assessments in line with Decree 2001-342. During the ESIA process in July 2015, focus groups were held in four communities with village chiefs, fishermen, farmers, traditional healers, women’s groups, and midwives to discuss ecosystem services and impacts of the project on land use and mitigation measures. Further stakeholder meetings were held in 2021 as part of the LRP update in the same villages. The same topics are repeatedly raised by the communities: job opportunities; hiring processes; electricity costs; air emissions and illnesses; mitigation measures; and impacts on land and compensation.  In the LRP consultations, PAPs and other community members raised other needs to be addressed in the LRP.  These shall be incorporated into the LRP September 2021 version (ESAP # 5b)

Grievance Mechanism

The company has established a project level Community Grievance Mechanism (GM) in line with PS1 requirements to receive and facilitate resolution of issues raised by affected communities or by any community members considering themselves affected by the project. The GM includes transparency and accountability precautions provisions such as a clear non-retaliation policy, confidentiality and safeguarding measures for personal data collected in relation to a complaint as well as an option to submit anonymous grievances with the associated reporting, and feedback loops. The grievances closure target timeline is 30 working days. Potential claims include but are not limited to public or private assets damage, degradation of local infrastructures (e.g roads), waste practices; noise and dust nuisances, traffic accidents, wildlife disturbance, recruitment, behavior of construction workforce towards local communities, gender-based violence and harassment, conduct of security providers etc. The GM was explained during ESIA consultation meetings and will continue to be publicized during the project’s lifecycle to allow filing (whether verbally or in writing) by phone, by email and/or through an online form, at the project gate, at the mailboxes (project gate, Chief’s Offices) or during meetings with the Community Liaison Officers. During the LRP elaboration process, the grievance mechanism was again communicated during consultation meetings.

The GM is not intended to replace existing administrative or judicial redress mechanisms. The Community Liaison Officers will serve as grievance officers and will act as the interface between EPC and O&M contractor and local stakeholders on community matters including the recruitment of local workers and management of grievances as a result of the EPC actions and activities.                                                

Contact Person: Assane YAMEOGO

Company Name: ZINA SOLAIRE

Address: Secteur 13, Av Babanguida, Rue Benda, porte 211, 01 BP 390 Ouagadougou 01, Burkina Faso

Email: assane.yameogo@zinasolaire.com

Phone: 0022670454985