ECONOMY

BUSINESS: 416 PRACTICES


TOPIC:

Initiative

Stakeholders Dialogue

Stakeholders Dialogue
SUBMITTED FROM:

Hellas Gold

Hellas Gold S.A. is a gold, silver, lead and zinc mining company headquartered in Athens, Greece.  Since 2004, Hellas Gold operates the “Kassandra Mines” assets at N.E. Halkidiki, under the strictest EU safety and environmental standards and regulations. The Kassandra Mines consist of the mining facilities of Olympias, Skouries project and the mining and port facilities of Mavres Petres-Stratoni.

Evolving a mining history of 25 centuries, Hellas Gold invests in the development of sustainable mining in the region, contributing to the local economic growth and prosperity with investments of more than $3 billion, the employment of more than 2,500 people, the active support to the local suppliers, and important investments to local community initiatives and projects

Since 2012, Hellas Gold operates as a subsidiary of the Canadian-based Eldorado Gold Corporation, a mining company which has more than 30 years of experience in exploration, construction, and operation of mines around the world.

www.hellas-gold.com 



Objective Action

Objective:
To ensure a meaningful, two-way, inclusive, and accessible approach for the engagement of all stakeholders within the framework of the project.

In detail:

  • Provides proactive identification, analysis, and inclusion of stakeholders who are (directly or indirectly) affected by, or have an interest in, the Kassandra Mines.
  • Ensures meaningful and appropriate information sharing with stakeholders throughout the life cycle of current and future projects.
  • Establishes mechanisms so that stakeholders’ views, concerns, and expectations are taken into account in project development.
  • Supports participation methods that are accessible and inclusive, particularly for disadvantaged or vulnerable groups.

Its main goals are to:

  • Define participation controls and connections with other relevant management plans.
  • Establish roles and responsibilities.
  • Set applicable standards (Greek, European, international).
  • Integrate monitoring, evaluation, and KPI processes.
  • Identify training requirements.

Conclusion:
The central objective is to strengthen transparency, trust, and responsible management through the active participation of stakeholders.

 

Target Audience

Audience:
The plan addresses all stakeholders of the Kassandra Mines Project, which are divided into key categories:

1. Affected parties

  • Individuals, groups, or communities directly or indirectly impacted by the project, e.g.:
  • Local communities within the Social Impact Zone (e.g. Stratoni, Olympiada, Megali Panagia, Palaiochori, Ierissos).
  • Vulnerable groups (socially/economically disadvantaged, women, persons with disabilities).
  • Employees and contractors of Hellenic Gold.

2. Interested parties

  • Those who have an interest in, or are concerned with, the project, e.g.:
  • Local and national NGOs (e.g. WWF Greece, Greenpeace, Callisto).
  • Professional associations (beekeepers, tourism stakeholders, farmers, fishers).
  • Citizens’ organizations, trade unions.

3. Influencing parties

  • Entities that can affect the outcome of the project, e.g.:
  • Public authorities (Ministry of Environment & Energy, Region of Central Macedonia, Municipality of Aristotelis, Decentralized Administration).
  • Regulatory bodies (Environmental Inspectorate, Mining Inspectorate).
  • Archaeological services.
  • International financial institutions (EBRD, IFC).

Therefore, the plan is primarily directed at the local communities of Halkidiki that are affected by the project, but also at a broader network of social, environmental, labor, and institutional stakeholders at the local, regional, national, and international level.

 

Duration

For a duration of 25 years, pursuant to the provisions of the Investment Agreement between the Hellenic Republic and Hellenic Gold.


Description

The initiative was designed with a focus on:

  • Strengthening transparency & trust between the company (Hellenic Gold) and society.
  • Systematic, two-way communication with all stakeholders (local communities, institutional bodies, NGOs, employees, international organizations).
  • Integration of social & environmental considerations into business decision-making.
  • Alignment with international standards (IFC, EBRD, Responsible Gold Mining Principles).

Implementation is based on:

  • Stakeholder mapping (affected, interested, influential).
  • Structured consultation mechanisms (e.g. Community Interest Committee – CIC).
  • Continuous information-sharing & feedback (project information center, public events, online platforms).
  • A grievance submission and management mechanism, ensuring anonymity and universal accessibility.
  • Ongoing monitoring and evaluation with KPIs and reporting.

Innovative / Distinctive features include:

  • Community Interest Committee (CIC): an institutionalized dialogue body between the company and local communities.
  • Online environmental data platform (https://environmental.hellas-gold.com/) providing open, real-time access.
  • Adaptation for vulnerable groups: tailored methodologies for the participation of disadvantaged stakeholders to prevent social exclusion.
  • Zero-tolerance mechanism against retaliation: safeguarding employees, communities, and third parties who raise concerns.
  • Connection with international financial institutions (EBRD, IFC) and strict compliance with their standards.
  • Regular plan updates (every 2 years during construction, every 3 years during operation), based on stakeholder feedback.

In summary:
The Stakeholder Engagement Plan (SEP) is a dynamic corporate social responsibility tool that goes beyond standard consultation, introducing innovative practices of transparency, participation, and accountability at local, national, and international levels.


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Impact on Society

For the local public (communities of Halkidiki)

  • Building trust & transparency through systematic updates and public access to environmental data (online portal).
  • Communication & dialogue channels (CIC, Project Information Center) that allow residents to express opinions, questions, concerns, or grievances.
  • Integration of feedback into decision-making, ensuring that local needs are taken into account.
  • Empowerment of vulnerable groups through specially designed participation tools (to avoid exclusion).

For employees & contractors

  • Strengthening corporate culture of dialogue, accountability, and compliance with international standards.
  • Participation in committees & safety mechanisms, ensuring they have a voice in processes.
  • Protection through a zero-tolerance mechanism against retaliation for those who raise concerns.

For civil society & NGOs

  • Integration of environmental/social issues into dialogue with full transparency.
  • Cooperation with organizations for monitoring and surfacing proposals/concerns.

For public authorities & international organizations (EBRD, IFC)

  • Compliance with regulatory and international requirements, enhancing the project’s credibility.
  • Provision of documented data for environmental and social monitoring.

Overall Impact

The plan seeks to transform the company–society relationship from confrontation to collaboration, delivering:

  • Social acceptance (social license to operate).
  • Reduction of conflicts and tensions.
  • Improved quality of consultation and decision-making.
  • More responsible, participatory, and sustainable development.

For 2024

  • 4 quarterly Community Interest Committee meetings.
  • 368 stakeholder engagements/meetings.
  • 22 grievances submitted.
  • Career Days were held in 7 Municipal Communities of the Municipality of Aristotelis, 1 in Polygyros, and 2 in Stavros of the Municipality of Volvi. More than 1,500 CVs were submitted.
  • Professional Days were held in 5 Municipal Communities of the Municipality of Aristotelis, 1 in Polygyros, and 1 in Stavros of the Municipality of Volvi. A total of 88 local businesses were recorded.


Initiative Location

It focuses on three municipalities that are primarily affected – the Municipality of Aristotelis and the Municipality of Polygyros in the Halkidiki region, and the Municipality of Volvi in the Thessaloniki region – as well as on associations (parents’ associations, cultural, sports, women’s, vulnerable groups, etc.) active in these areas. The total population of the referenced communities amounts to approximately 26,000 people (2021).


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Working with Organization

The Stakeholder Engagement Plan (SEP) is not limited to Helles Gold, but provides for collaboration with a wide range of actors at different levels.

Planned collaborations include:

Public authorities & regulatory bodies

  • Ministry of Environment & Energy, Region of Central Macedonia, Municipality of Aristotelis.
  • Environmental Inspectorate, Mining Inspectorate, Ephorate of Antiquities.

Local government & communities

  • Cooperation with municipal/local communities within the Social Impact Zone (Stratoni, Olympiada, Ierissos, Megali Panagia, etc.).
  • Establishment of the Community Interest Committee (CIC) as an institutionalized dialogue platform.
  • Civil society & NGOs
  • Environmental and social organizations (WWF, Greenpeace, Callisto, Arcturos, Hellenic Ornithological Society, local associations).

Socio-economic stakeholders

  • Professional associations (beekeepers, farmers, tourism stakeholders, fishers).
  • Labor unions.

International financial institutions

  • European Bank for Reconstruction and Development (EBRD).
  • International Finance Corporation (IFC).

Contractors & suppliers

  • Integration of stakeholder engagement, communication, and grievance management policies and practices into their obligations.

Conclusion:
The SEP is built on collaboration with institutional, social, local, and international stakeholders to ensure two-way communication, social acceptance, and compliance with high sustainability standards.


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Workers Participation

The Stakeholder Engagement Plan (SEP) provides for the participation of employees, while no separate institutional provision exists for volunteers.

Employee Participation

  • All employees and contractors are required to comply with Hellenic Gold policies and procedures, as well as with SEP requirements.
  • Emphasis is placed on training for participation in community engagement activities, respect for social practices, and implementation of grievance submission procedures.
  • Employees also participate in workplace health & safety committees, ensuring an institutional voice for concerns and suggestions.
  • They are encouraged to act as communication channels with local communities (through CLOs – Community Liaison Officers).

Volunteer Participation

  • The document does not mention a dedicated mechanism for “volunteers.”
  • However, through the Community Interest Committee (CIC) and local partnerships, there is room for participation of individual citizens or representatives of associations in dialogue and support activities.
  • In other words, while there is no formal volunteering program, the plan leaves space for active involvement of civil society members in consultation structures.

Conclusion

  • Employees have an active and institutionalized role in participation and information-sharing, with specific responsibilities and training.
  • For volunteers, no dedicated mechanism is foreseen, but citizen/association participation is primarily realized through local committees and consultations.

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Benefits for Οrganization

Strategic / Operational

  • Social License to Operate: reducing the risk of social conflicts that could delay or halt projects.
  • Risk reduction at regulatory, operational, and investment levels.
  • Alignment with international standards (IFC, EBRD, World Gold Council) → improving access to financing and international markets.

Internal Operations

  • Stronger corporate governance through structured consultation and feedback mechanisms.
  • Strengthening a culture of transparency among employees and contractors.
  • Systematic monitoring and improvement through KPIs and regular reporting.

Corporate Image & Reputation

  • Increased credibility and trust with communities, institutions, and investors.
  • Positioning as a responsible company adopting innovative tools for participation and transparency.
  • Differentiation from competitors in the mining sector through adherence to high sustainability standards.

Economic / Developmental

  • Operational stability → avoiding project delays caused by social opposition.
  • Crisis cost reduction (legal, communication, operational).
  • Long-term value creation through investment in community relations and improved local acceptance.

Conclusion

The organization gains significant benefits in terms of legitimacy, sustainability, reputation, and business continuity, while achieving a competitive advantage in the mining sector through its responsible approach.




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