In large-scale development projects, social performance is typically a well-planned and researched process, driven by lender requirements and compliance with international standards. Consultants are often engaged to
conduct ex-ante social and human rights impact assessments and to develop stakeholder engagement, resettlement, and livelihood restoration plans before project implementation begins. Likewise, private-sector companies with public commitments to international good practices establish comprehensive policies for social performance, stakeholder engagement, and human rights at the corporate level, aimed at consistent application across their operations.
In practice, however, these assessments and plans often fail to be affected as intended since they are typically developed by consultants in collaboration with decision-makers at corporate level. Furthermore, the policies, assessments and plans are inadequately socialised and embedded at the various levels of the organisation where project implementers need to operationalise them. Resource constraints, capacity issues, legacy challenges, and stakeholder pressures further exacerbate the gap between social performance policies and standards and the implementation thereof. Collectively, these hinder the effective translation of well-intentioned policies into consistent, practical implementation on the ground.
Drawing on practical case studies, this paper critically examines the gap between policies and plans and their implementation. It offers recommendations for bridging this divide, ensuring more effective, inclusive stakeholder engagement throughout the project life cycle.
