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Managing Stakeholders Workshop

Gain buy-in and build stakeholder consensus

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Contents 1. Introduction And Pre-Work................................................................................................3

1.1. Who Is The Course For?................................................................................................31.2. Learning Outcomes And Pre-Work................................................................................31.3. Roles And Responsibilities For The Computer-Based Simulation.................................4

2. Session 1.............................................................................................................................52.1. What Are ‘Stakeholders’?...............................................................................................52.2. How Do We Behave?.....................................................................................................52.3. Simulation Warm-Up Exercise.......................................................................................62.4. Preparation For The Simulation - 4 Step Process For Stakeholder Management.........7Step 1: Identify Stakeholders................................................................................................7

3. Session 2...........................................................................................................................113.1. Step 2: Consult With Your Stakeholders......................................................................113.2. Stakeholder Management Profiling Tool......................................................................123.3. Step 3: Decide On Your Plan.......................................................................................143.4. Step 4: ‘Sell’ Your Proposed Solution..........................................................................15

4. Team’s Own Simulation Debrief......................................................................................165. Session 3...........................................................................................................................17

5.1. Transferring Skills Back Into The Workplace...............................................................176. Influencing Your Stakeholders........................................................................................22

6.1. Robert Cialdini’s ‘6 Principles of Persuasion’...............................................................227. Action Plan........................................................................................................................238. Recommended Reading...................................................................................................24Appendix............................................................................................................................... 25

Managing Stakeholders

1. Introduction And Pre-WorkPlease read this section and complete the pre-work actions prior to the training.It is essential that you read the Project Brief in the Appendix and spend time preparing for 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 And Pre-WorkFrom attending this course, delegates 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 prioritisation 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:

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1.3. Roles And Responsibilities For The Computer-Based SimulationIn 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 prioritise 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.

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2. Session 12.1. 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?)

Rational

Social

Emotional

Other Things That Can Affect Our Behaviour Our 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.

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2.3. Simulation Warm-Up ExerciseRead 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:

1. 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.

2. 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.

3. 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.

4. 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.

5. 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.

6. 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.

7. 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)

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2.4. Preparation For The Simulation - 4 Step Process For Stakeholder Management

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.

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Tools To Help You Analyse And Profile Your Stakeholders:The Power/Interest Matrix

Clearly, 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.

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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.

High

Power/Influence

Low

Keep Satisfied

Long-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 2

Manage Closely

As 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 1

Monitor

In 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

Keep Informed

Helen 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 3

Low Interest/Stake High

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Bruce Jackson

Fund Director

Lucia Martinez

Director

Helen Klein

Director


The 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.

Championing

Support

Approval

Co-operation

Compliance

Neutrality

Inertia

Obstruction

Antagonism

Opposition

Rejection: “No”

Mutiny

Sabotage

We have a tendency to spend a disproportionate amount of time on the negative stakeholders who are acting against us. In reality 5% will be with us, 5% against us and 90% will be ‘on the fence’ (Inertia). If we address most effort to those opposing us, we can, by accident, encourage others to join them. Try and appeal to the 5% on side and to a portion of the ‘fence-sitters’ – those showing ‘Inertia’. See a fuller description of this in Michael Nir’s book ‘Project Management: Influence and Leadership - Building Rapport in Teams’.

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LEVEL OF SUPPORT+2

+3

+1

0

-1

-2

-3


3. Session 23.1. Step 2: Consult With Your Stakeholders

Ask 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.

Overleaf 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.

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3.2. Stakeholder Management Profiling Tool

STAKEHOLDER DEVELOPMENT PLAN PREFERENCES

Settlement Rainforest Parrot River Pollution Lung Disease

Pierre BonnardCEO Garrard

Carla CrespoEcologist: Amazon Action

Parrot

Gan EsperanzaMayor of Baraka

Leon GonzalaIndigenous Council: ICV

Settlement

Bruce JacksonShareholder: Sunrise

Helen KleinCSR Activist: RBC

Zhao LiangContractor: XtractCo

Lucia MartinezInvestor: IDC

Manuel RamonMinister of Finance

Ricardo SilvaUnion Rep: VM Union

Lung Disease

Valerie VidalCustomer: Green Copper

Paloma WrightProfessor: UNY

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DEVELOPMENT PLAN PREFERENCES

COMMUNICATION PREFERENCES

School Donation Employment Taxes Profit OK With

Phone CallsOK with Emails

Likes Meetings

Likes Opinion

Requests

Likes Consultations

Meetings

Profit

Taxes

Employment Phone Calls Consultations

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3.3. Step 3: Decide On Your Plan

After 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.

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3.4. Step 4: ‘Sell’ Your Proposed Solution

Telling 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.

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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:

1. What do you think you did well?

2. What things would you do differently:

In the Simulation?

When you get back to work?

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5. Session 35.1. Transferring Skills Back Into The WorkplaceNow that you have tried and tested the tools in the Simulation, the next step is to apply them in your own working environment and with your own stakeholders. Complete the following exercise, first working on your own and then using the input from your team to help you get the most out of the exercise.

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’ overleaf allocate your stakeholders into the most appropriate quadrant, following the principles covered when creating the Power/Interest Matrix for the simulation.

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Power/Interest Grid For Piece Of Work/ProjectP

ower

/Influ

ence

High Keep Satisfied – Priority 2 Manage Closely – Priority 1

Low

Monitor – Priority 4 Keep Informed – Priority 3

Low High

Interest/Stake

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Step 2:Share what you have done with the other members of your team:

Give a brief synopsis/overview of the piece of work/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 Piece Of Work/Project

Decide where your chosen stakeholder is now and where you want to move them to.

PRESENT POSITION

DESIRED POSITION

Championing

Support

Approval

Co-operation

Compliance

Neutrality

Inertia

Obstruction

Antagonism

Opposition

Rejection: “No”

Mutiny

Sabotage

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LEVEL OF SUPPORT

+2

+3

+1

0

-1

-2

-3


Step 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:

Stakeholder Communication Strategy

Gan EsperanzaLocal Mayor

Gan 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 and 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.

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Additional Tool (You May Want To Consider, If Time Permits)

Below is an example of a ‘Hot Buttons Map’, which can help you to target your stakeholders with appropriate news that will influence them. You can tell them about the things they care about (their ‘Hot Buttons’).

Hot Buttons Map

Stakeholders

Hot Buttons

Pierre Bonnard(CEO)

Bruce Jackson(Shareholder)

Valerie Vidal (Customer)

Manuel Ramon (Minister of

Finance)

Ricardo Silva (Union of

Mineworkers)

Profit over 600M

High level of employment

High level of taxes

Displacing the indigenous

peopleMaking a school

donation

Saving the parrots

Likes Dislikes

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6. 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:-

1. Reciprocity: Recognises 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.

2. 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.

3. 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.

4. 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.

5. 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.

6. 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.

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7. Action Plan What 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?

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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 Nir

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Appendix

BARAKA COPPER MINEVENEZUELA

PROJECT BRIEF

Private & Confidential

This 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.

Chris 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

1 • INTERNAL MEMO

Settlement PlotMostly tropical vegetation, this plot includes a settlement of several hundred indigenous people who have been living on this site for over 100 years

Rainforest PlotThis plot is entirely covered by rainforest; the rate of deforestation in this region of Venezuela has slowed slightly in recent years

Parrot 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 area

OPENPIT or UNDERGROUND OPENPIT or UNDERGROUND OPENPIT or UNDERGROUND

Baraka Mine Project Brief

2 • SITE MAP, DESCRIPTION AND PLAN OPTIONS

ProcessorThis area of marshland is where the processing waste drains into the river; with options to reduce pollution

Loading AreaGarrard has an option to protect the workers from the dust that is created in the loading process

CommunityGarrard has an option to donate $50m towards the region’s schools over the life of the project

NO TREATMENT or FILTER or PLANT

NO AIRCON or AIRCON NO DONATION or DONATION

Venezuela

1 km

ore depositsroad

Baraka 8kmYatua River

Pierre BonnardChief Executive, Garrard CopperLondon, UK

Carla CrespoManager – Amazon Action, NGOCiudad Bolivar, Venezuela

Responsible 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.

Gan EsperanzaMayor of BarakaBaraka, Venezuela

Leon GonzalaIndigenous Council of VenezuelaBaraka, Venezuela

Gan 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.

Bruce JacksonFund Director – Sunrise LifeMiami, USA

Helen KleinManager – Responsible Business Council Berlin, Germany

Sunrise 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.

Zhao LiangOperations Director – XtractCoSao Paulo, Brazil

Lucia Martinez Director – IDC Latin AmericaLima, Peru

XtractCo 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.

Manuel RamonMinister of Finance – Government Caracas, Venezuela

Ricardo SilvaVenezuelan Mineworkers UnionCaracas, Venezuela

Ramon 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.

Valerie VidalCEO – Green CopperMexico City, Mexico

Paloma WrightProfessor – University of New YorkNew York City, USA

Green 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.

Baraka Mine Project Brief

3 • STAKEHOLDER PROFILES

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