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A Guide to Designing and Implementing Grievance Mechanisms for ...

A Guide to Designing and Implementing Grievance Mechanisms for ...

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36<br />

Eligible complaints may include those where:<br />

• The complaint pertains <strong>to</strong> the project<br />

• The issues raised in the complaint fall within the scope of issues the grievance mechanism<br />

is authorized <strong>to</strong> address<br />

• The complainant has st<strong>and</strong>ing <strong>to</strong> file.<br />

Ineligible complaints may include those where:<br />

• The complaint is clearly not project-related<br />

• The nature of the issue is outside the m<strong>and</strong>ate of the grievance mechanism<br />

• The complainant has no st<strong>and</strong>ing <strong>to</strong> file<br />

• Other company or community procedures are more appropriate <strong>to</strong> address the issue.<br />

If the complaint is rejected, the complainant is in<strong>for</strong>med of the decision <strong>and</strong> the reasons <strong>for</strong><br />

the rejection.<br />

It is advisable <strong>to</strong> give complainants the benefit of the doubt <strong>and</strong> engage in a conversation be<strong>for</strong>e<br />

deciding <strong>to</strong> reject a complaint. Complainants often provide incomplete in<strong>for</strong>mation. The company<br />

needs <strong>to</strong> make an ef<strong>for</strong>t <strong>to</strong> truly underst<strong>and</strong> the grievance be<strong>for</strong>e responding. In addition,<br />

some companies have found that even where cases appear frivolous or seem <strong>to</strong> be unlinked <strong>to</strong><br />

project operations, the potential issues underlying these complaints may still need <strong>to</strong> be explored,<br />

as they could indicate some underlying concern with the project, such as lack of trust. In such cases,<br />

it may be advisable <strong>to</strong> proceed with an assessment be<strong>for</strong>e determining whether the complaint is<br />

inadmissible. Some practitioners observe that making a commitment <strong>to</strong> investigate all complaints<br />

submitted, <strong>and</strong> <strong>to</strong> be seen as taking responsibility even when there is not a clear link between the<br />

complaint <strong>and</strong> the operation, can increase trust in the project. If eligible, the complainant should be<br />

notified, <strong>and</strong> the grievance should be processed <strong>and</strong> proceed <strong>to</strong> an assessment. Box 5.3 presents a<br />

checklist <strong>to</strong> keep in mind <strong>for</strong> h<strong>and</strong>ling procedures at this stage.<br />

Box 5.3. A Checklist <strong>for</strong> <strong>Grievance</strong> H<strong>and</strong>ling Procedures<br />

�<br />

�<br />

�<br />

Assessment procedures (who conducts the assessment <strong>and</strong> how is the assessment<br />

conducted)<br />

Procedures <strong>to</strong> identify appropriate people in the company <strong>to</strong> whom a specific concern<br />

should be <strong>for</strong>warded<br />

Procedures <strong>to</strong> determine the appropriate resolution process (in consultation with<br />

complainant)<br />

� Procedures <strong>for</strong> making decisions on proposed settlements<br />

�<br />

�<br />

Appropriate time frames <strong>for</strong> each step in the grievance resolution process<br />

(including screening, assessment, <strong>and</strong> resolution)<br />

Notification procedures <strong>to</strong> the complainant about eligibility, assessment results,<br />

proposed settlement, <strong>and</strong> the like.

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