TÜRKİYE SOCIALLY INCLUSIVE GREEN TRANSITION PROJECT (SOGREEN) STAKEHOLDER ENGAGEMENT PLAN JANUARY 2024 Table of Contents ABBREVIATIONS...................................................................................................................................................................... 4 GLOSSARY ................................................................................................................................................................................... 5 1. INTRODUCTION .................................................................................................................................................................. 6 1.1 About the Project ......................................................................................................................................................... 7 1.2 Environmental and Social Risks of the Project ............................................................................................. 10 1.3. SEP Objectives and Scope ..................................................................................................................................... 11 2. NATIONAL REGULATIONS AND INTERNATIONAL STANDARDS................................................................. 12 2.1 National Regulations ................................................................................................................................................ 12 2.2 World Bank Environmental and Social Standards on Stakeholder Engagement............................ 13 3. BRIEF SUMMARY OF PREVIOUS STAKEHOLDER ENGAGEMENT ACTIVITIES....................................... 14 3.1 Key Stakeholder Meetings and Consultations ............................................................................................... 14 3.2 Lessons Learned in Engaging Communities/Stakeholders from Previous Projects ..................... 15 4. STAKEHOLDER MAPPING AND ANALYSIS ............................................................................................................ 16 4.1 Stakeholder Mapping and Analysis.................................................................................................................... 17 4.2 Stakeholder Analysis................................................................................................................................................ 23 5. STAKEHOLDER ENGAGEMENT PROGRAM............................................................................................................ 30 5.1 Overview of Stakeholder Engagement Program .......................................................................................... 30 5.2 Overview of Stakeholder Engagement Methods .......................................................................................... 36 5.2.1 Consultation Meetings ........................................................................................................................................... 36 5.2.2 Participatory Engagement Methods ................................................................................................................ 36 5.2.3 Participatory Assessment ..................................................................................................................................... 36 5.2.5 Information Desks ................................................................................................................................................... 36 5.2.6 Grievance Redress Mechanism ........................................................................................................................... 36 5.2.7 Training workshops ............................................................................................................................................... 37 5.2.8 Communication Materials ................................................................................................................................... 37 5.2.9 Presentations ............................................................................................................................................................ 37 5.2.10 Project Brochure ................................................................................................................................................... 37 6. IMPLEMENTATION ARRANGEMENTS FOR STAKEHOLDER ENGAGEMENT .......................................... 38 6.1 Elaboration of Stakeholder Engagement Responsibilities ....................................................................... 38 6.2 Information Disclosure ........................................................................................................................................... 39 6.3 Estimated Budget ...................................................................................................................................................... 40 6.4 Monitoring and Reporting of the SEP .................................................................................................................... 40 7. GRIEVANCE REDRESS MECHANISM......................................................................................................................... 40 2 7.1 Purpose and Scope.................................................................................................................................................... 40 7.2 GRM Overview & Structure ................................................................................................................................... 41 7.3 GRM Communication & Process .......................................................................................................................... 43 7.4 Grievance Logs ........................................................................................................................................................... 44 7.5 Monitoring and Reporting on Grievances ....................................................................................................... 44 7.6 World Bank Grievance Redress System ........................................................................................................... 45 Annex 1. Sample Grievance Form and Grievance Closeout Form ..................................................................... 45 Annex 2. Stakeholder Meeting (30.01.2024) Paticipants’ Institutions and Positions .............................. 48 Annex 3: Stakeholder Meeting (30.01.2024) Photograps .................................................................................... 53 3 ABBREVIATIONS CSO Civil Society Organization TDA Turkish Development Agency ESMF Environmental and Social Management Framework GRM Grievance Redress Mechanism GT Government of Turkey EU European Union EUD European Union Delegation to Turkey ILO International Labour Organization M&E Monitoring and Evaluation MoIT Ministry of Industry and Technology NGO Non-Governmental Organization PIU Project Implementing Unit SoGREEN Socially Inclusive Green Transition Project SEP Stakeholder Engagement Plan SGM Sub-Grant Manual UN United Nations WB World Bank 4 GLOSSARY Consultation: The process of gathering information or advice from stakeholders and taking these views into account when making project decisions and/or setting targets and defining strategies. Dialogue: An exchange of views and opinions to explore different perspectives, needs and alternatives, with a view to fostering mutual understanding, trust and cooperation on a strategy or initiative. Local communities: Refers to groups of people living in close proximity to a project that could potentially be impacted by a project. (“Stakeholders,� in contrast, refers to the broader group of people and organizations with an interest in the project.) Partnerships: In the context of engagement, partnerships are defined as collaboration between people and organizations to achieve a common goal and often share resources and competencies, risks and benefits. Project: Refers to Socially Inclusive Green Transition Project, which is funded by WB Project Area: A geographical area within which direct and indirect impacts attributable to a project can be expected. Typically, a Project Area is (i) unique to a project (ii) larger than the actual footprint of a project; and encompasses socio-economic issues and impacts, as well as issues and impacts associated with other disciplines (e.g. environment, health and safety). Defining the Project Area is used to determine a project’s area of influence and responsibilities. It also provides guidance on the area within which impacts need to be monitored, and managed, and it also assists with defining project stakeholders that should be engaged during an environmental and social assessment process. Stakeholder: Refers to individuals, institutions or groups who: (a) are affected or likely to be affected by the project (project-affected parties); and (b) may have an interest in the project (other interested parties). Stakeholder engagement: It is a continuous process used by the project to engage relevant stakeholders for a clear purpose to achieve accepted outcomes. It includes a range of activities and interactions over the life of the project such as stakeholder identification and analysis, information disclosure, stakeholder consultation, negotiations and partnerships, grievance management, stakeholder involvement in project monitoring, reporting to stakeholders and management functions. It includes both state and non-state actors. 5 1. INTRODUCTION Türkiye’s geographic, climatic, and socioeconomic conditions make it highly vulnerable to the impacts of climate change and other environmental hazards, with uneven impacts across the country. Türkiye has a high vulnerability to climate change – it ranks 48th of 182 countries in the ND-GAIN country vulnerability index, below peer countries. The country is already experiencing impacts of climate change, including food security issues, increasing water stress, and an increase in frequency and intensity of extreme weather events (with 935 extreme events in 2018 alone, mainly from heavy rain and floods as well as wildfires). 1 Current projections suggest a temperature increase of 3–4°C on average across Türkiye (from 2041 to 2070)2 and uneven changes in the precipitation patterns, which are expected to impact water availability as well as to increase the incidence of flooding. While the Eastern Black Sea and northeastern parts of the country are expected to experience an increase in the average annual precipitation in the coming decades, southern regions will experience a decrease. Increased frequency and severity of droughts will impact much of central, southern, and south-eastern parts of the country, including Central Anatolia, Mediterranean, Southeast Anatolia, and the Aegean, where agriculture is the main economic sector.3 This ‘green transition’ will have uneven impacts on people and places and may aggravate existing inequalities. A recent World Bank analysis4 found that “brown� jobs5 most vulnerable to decline with the green transition are on average more likely to be held by prime-aged, male workers in leading, western areas of the country. However, it also found concentrations of brown jobs in lagging (Hatay, Mardin, Malatya) and transition (Gaziantep, Zonguldak, Manisa, Aydin, Konya, and Kayseri) regions. Moreover, the analysis found that emerging “green� jobs6 are also concentrated in western regions and are strongly biased toward higher-skilled workers, while women and youth in Türkiye faced particular gaps in the skills that would enable them to access these green jobs. There is also a geographical mismatch, as areas with the highest proportion of unemployed women and youth (Eastern Provinces) are not in the areas that are likely to see a strong rise of green jobs, in the absence of targeted interventions. In other words, because women and youth tend to already be excluded from economic opportunities, especially in lagging regions, 1 OECD Environmental Performance Reviews: Türkiye, 2019; (https://www.oecd-ilibrary.org/environment/oecd- environmental-performance-reviews-Türkiye-2019_9789264309753-en); Türkiye’s National Climate Change Adaptation Strategy and Action Plan, T.R. Ministry of Environment and Urbanization, November 2011, Ankara (1st edition) and T.R. Ministry of Environment and Urbanization, August 2012, Ankara (2nd edition) (http://www.dsi.gov.tr/docs/iklim-degisikligi/Türkiyes-national-climate-change-adaptation-strategy-and-action- plan.pdf?sfvrsn=2) 2 OECD Environmental Performance Reviews: Türkiye, 2019; (https://www.oecd-ilibrary.org/environment/oecd- environmental-performance-reviews-Türkiye-2019_9789264309753-en); Türkiye’s National Climate Change Adaptation Strategy and Action Plan, T.R. Ministry of Environment and Urbanization, November 2011, Ankara (1st edition) and T.R. Ministry of Environment and Urbanization, August 2012, Ankara (2nd edition) (http://www.dsi.gov.tr/docs/iklim-degisikligi/Türkiyes-national-climate-change-adaptation-strategy-and-action- plan.pdf?sfvrsn=2) 3 OECD Environmental Performance Reviews: Türkiye, 2019; (https://www.oecd-ilibrary.org/environment/oecd- environmental-performance-reviews-Türkiye-2019_9789264309753-en); Türkiye’s National Climate Change Adaptation Strategy and Action Plan, T.R. Ministry of Environment and Urbanization, November 2011, Ankara (1st edition) and T.R. Ministry of Environment and Urbanization, August 2012, Ankara (2nd edition) (http://www.dsi.gov.tr/docs/iklim-degisikligi/Türkiyes-national-climate-change-adaptation-strategy-and-action- plan.pdf?sfvrsn=2) 4 Daniel Garrote-Sanchez and Mattia Makovec, 2022, Jobs, Skills, and the Green Transition: Challenges and Opportunities for Türkiye 5 Brown jobs are defined as occupations in industries in the 95th percentile of GHG emissions intensity, based on O*NET occupational data from the US. 6 Green jobs are jobs that have a high share of tasks requiring green skills 6 they will face greater barriers to accessing new opportunities without targeted support. At the same time, new opportunities may emerge that, if effectively managed, could strengthen the inclusion of vulnerable populations. The emergence of new green sectors has opened opportunities for social entrepreneurship, and the decentralized nature of green infrastructure (e.g. renewable energy) is well-suited for the establishment of citizen and community-owned cooperatives. Investments in climate adaptation and rehabilitation of local ecosystems creates earning opportunities for households and populations who are otherwise vulnerable to climate change and environmental degradation. As new sectors, businesses, and occupations emerge, some countries are making active efforts to tackle traditional exclusion (e.g. gender segregation in occupations) and promote opportunities for vulnerable groups and in lagging regions. For example, the EU is planning targeted efforts to ensure inclusiveness of women and youth as part of its recently launched Green Industrial Plan7, and the €17.5 billion Just Transition Fund is run as part of Cohesion Policy, which targets lagging regions. For example, Greece has specialized programs promoting employment such as Local Actions of Social Inclusion for Vulnerable Groups. In Italy, the Piedmont Regional Government offers programs, services and resources aimed at guaranteeing social protection, equal opportunities, and inclusion, such as the We Care Regional Strategy – a social innovation program. In Spain, the national government has developed territorial ‘just transition agreements’ with regions at-risk from the transition, with specific objectives to improve outcomes for underrepresented groups, including women, long-term unemployed persons, people with disability and others at risk of exclusion.8 1.1 About the Project The SoGreen project will support public regional and local authorities as well as private stakeholders in Türkiye, to improve economic opportunities for vulnerable groups in Türkiye’s green transition. Component 1 of the project, directly supports private economic stakeholders, including cooperatives, associations, producer unions, and small and medium enterprises, while Component 2 is directed at public entities that will work in close collaboration with private sector stakeholders. Component 1 supports access to green economic opportunities for women and youth and in less developed districts and provinces through the provision of reimbursable financing and grants to support inclusive green activities. Sub-component 1(a) (Inclusive and green reimbursable financing) provides legally registered SMEs with reimbursable financing to support creating green(er), and (more) sustainable activities which contribute to lowering GHG emissions or have negligible impact on GHG emissions. This will help SMEs prepare for, cope with, adapt, and strengthen resilience to climate risks and to align with the national climate policy. The green reimbursable financing aims to strengthen SME’s relevance and sustainability in the context of the green transition, allowing them, in turn to sustain their workforce, and recruit additional workers, with a focus on women, youth, and less developed areas. Examples of subprojects to be funded through reimbursable financing include: the development of short food supply chains; enhancement of dissemination of solar power systems in electricity generation in order to reduce energy costs in agricultural irrigation (including installation of solar power units, installation of micro-hydro or micro wind, modernization and rehabilitation of existing irrigation 7 https://ec.europa.eu/commission/presscorner/detail/en/ip_23_510 8 World Bank, 2022, How to implement a just transition? Leading practices in policy and governance, draft Note from the SSI Global Practice 7 infrastructure systems); financing of drying and cooling systems with negligible lifecycle GHG emissions; investments in technology and equipment to support green construction, building retrofits, ecosystem restoration; adoption of climate smart/sustainable agriculture, forestry, and/or fishing technologies and approaches (that do not expand or promote expansion into areas of high carbon stocks or high biodiversity areas); rainwater collection systems, waste recycling systems, industrial symbiosis systems; etc. The sub-component 1 (b) (Inclusive and green grants) will support women and youth located in vulnerable areas, through small grants for investments that support creating green(er), and (more) sustainable activities. Under this component acceleration and incubation supports will be provided. Examples of subprojects to be funded through grants under the SoGreen project are as follows smart agriculture and food technologies; food processing; clean production and energy; environment (proposals to create economic opportunities while addressing environmental challenges such as pollution, waste, and natural resources degradation); green and digital transformation; recycling; mobile applications for sustainability and transition; new technology and creativity-based initiatives, etc. Component 2 will support local investments in facilities supporting the establishment of green and inclusive economic opportunities. Based on the positive list established by each DA, and approved by MoIT, this component will provide guided support financing grants to eligible public entities for local, inclusive, and green infrastructure investments to support inclusive access to green jobs. The subprojects will have a focus on promoting green transition and enhancing livelihood opportunities at the local level. Subprojects will meet the following pre-requisite criteria: (a) Investments need to be identified by DAs in collaboration with a public entity (provincial and district municipality, governorate, public university); and (b) Investments need to be aligned with the positive list established by each region, in their Green Economic Opportunities and Challenges Reports. Investments will be selected based on: (a) Alignment with priorities expressed by women and youth, as well as other identified vulnerable groups in the preparation for the Green Economic Opportunities and Challenges Reports; (b) The potential for creation of employment accessible to women and youth; and (c) Evidence of commitment to use the proposed facility by one or more private sector stakeholders. All new facility investments will be built on publicly owned land, and the facility will remain publicly owned. Subprojects will be identified by public sector entities, in close collaboration with private entities, that will, once completed, rent/use the facility/infrastructure established under the subproject. Public recipients and private users will work together to ensure the design of the facility is aligned with the needs of the future user(s). Design and implementation of such investments to transform infrastructure in target areas will be informed by consultations and feasibility studies, conducted in collaboration with local authorities, universities, and NGOs, and designed to ensure that investments are selected and designed based on a rigorous analysis, and to ensure economic returns on investments are optimized. They will also be informed by climate risk assessments and be designed to be low-carbon and resilient to current and future climate hazards, including with provisions for their regular maintenance. To enhance inclusion benefits, the process will include awareness raising and information sharing on the green and social inclusion objectives, and the green economic opportunities analysis that provides the basis for the identifying investments. Example of sub-projects. While a positive list of eligible types of sectors for investments will be established for each region, and indicative list was established based on consultations with DAs and private sector representatives: • Greenhouses for socio-economic inclusion (Construction of and equipment for a greenhouse, constructed following low-carbon and climate resilient building standards. The recipient public 8 entity would implement the subproject and avail the greenhouse to local cooperative(s) to create economic opportunities for vulnerable groups and promote their participation in social and economic life). • Green garment production facility (Construction of and equipment for green garment production facilities with zero carbon emissions. The recipient public entity would avail the facility to private sector stakeholders to promote the transformation of garment manufacturing sector in the region with green transition applications and generating new economic opportunities). • Fruit and vegetable drying facility (Construction and equipment of a facility for promoting fruit and vegetable drying sector using geothermal energy from existing facilities. The recipient public entity will avail the facilities to new and existing cooperatives and agriculture entrepreneurs to promote economic opportunities). • Compost plant (Construction and equipment of compost facility where the wastes of the hotels/enterprises to generate new economic opportunities for social enterprises and promote re-use of food waste Component 3 will cover regional green economic opportunities and challenges analyses, capacity strengthening activities, communications and awareness raising, and project management. Subcomponent 3(a) (Green Economic Opportunities and Challenges) will finance technical assistance to support each DA, with the preparation of inclusive regional green economic opportunities and challenges in the green transition. The analysis, which will be conducted in a participatory manner, will: (a) Refine the target vulnerable groups in each region – in addition to women and youth, known to be excluded from economic opportunities in Türkiye, DAs might identify additional specific groups that should be targeted in their region; (b) Identify less developed provinces/districts in each region, to prioritize support under components one and two; and (c) Identify priority sectors for investment under components one and two, based on opportunities in each region, and the potential of specific sectors to create and support economic opportunities for women, youth, and other vulnerable groups. The analyses will be led by DAs and conducted in a participatory manner. DAs are tasked with engaging with stakeholders and supporting participatory approaches. The methodology for participatory mechanisms in the analyses will include a menu of participatory tools for each DA to choose from, based on relevance and feasibility in each region. DAs will identify key relevant stakeholders and will identify relevant CSOs and NGOs to represent women, youth, and entrepreneurs’ voices. DAs will engage with stakeholders in the preparation of the analysis, using: (a) online surveys; (b) in person discussions with individuals; and/or (c) in person discussions with CSOs/NGOs. The participation methodology will be summarized in the introduction of the report, and the report will include an annex summarizing the feedback received and how it was integrated in the report. As part of capacity building activities participatory tools and their implementation will be provided to DA representatives. The methodology will be finalized and agreed upon before effectiveness and will draw from Izmir DA’s Green Transformation and Blue Opportunities Perspective and will be finalized and agreed upon based on a working group including DA representatives. It is expected that for regions with a prominent coal sector, a specific coal module will be included, with support to be provided by World Bank Energy experts. This analysis will be completed within the first year of project implementation and will be updated at mid-point. Subcomponent 3(b) (Capacity Strengthening) will finance capacity building at the national and local level to strengthen local capacity with regards to planning for an inclusive and sustainable green transition, 9 with a specific focus on mitigating the negative social impacts of the green transition and using the green transition to foster inclusion, support adaptive capacity among transition-affected communities, and generate positive social impacts. Capacity building activities will be informed by an inclusive green transition capacity strengthening needs assessment. In addition, activities under this subcomponent will include: (a) training for regional, provincial and district authorities and other public sector stakeholders; (b) field visits and inter-regional knowledge exchanges for public green development stakeholders; (c) technical assistance in the form of consulting support; and (d) social, environmental, and climate risk management capacity building in the form of training of key staff within MoIT, DAs, and local stakeholders on environmental and social risk management, including participatory approaches, in the context of the green transition, and supporting adaptation to current and future climate impacts. Information and awareness campaigns. SoGreen will rely on a large-scale information and communication campaign designed to address the information gap that women, youth, and populations in some areas face with regards to: (a) green transition economic opportunities; (b) access to financial literacy and financing, including green financing for entrepreneurs; and (c) access to skills relevant in the green economy, including digital skills. In addition, the large-scale information and communication campaign will disseminate information on SoGreen, its objectives, and available benefits. Subcomponent 3(c) (Project Management) will finance the costs of the Project Implementation Unit (PIU), administration, implementation and supervision including procurement and financial management (FM) activities and audits; preparation of subproject designs and construction supervision; implementation of environmental and social monitoring; quality assurance responsibilities; technical management and oversight; grievance mechanism; and monitoring and evaluation (M&E). Component 4. Contingency Emergency Response Component (CERC) to be implemented by MoIT, is included in accordance with World Bank Policy: Investment Project Financing, paragraphs 12 and 13, for contingent emergency response through the provision of immediate response to an Eligible Crisis or Emergency, as needed. The component will allow the Government to respond promptly and effectively to an eligible emergency or crisis, which is a natural or human-made disaster or crisis that has caused or is likely to imminently cause a major adverse economic and/or social impact by requesting a rapid reallocation of project funds. The MoIT will prepare a dedicated CERC Manual which will include provisions for activating and implementing the CERC. 1.2 Environmental and Social Risks of the Project The environmental and social risks for this project have been assessed as being Substantial (Risk categories are Low/Moderate/Substantial/High). The World Bank’s environmental and social standards that are relevant for this project include: ESS1 Assessment and Management of Environmental and Social Risks and Impacts; ESS2 Labor and Working Conditions; ESS3 Resource Efficiency and Pollution Prevention and Management; ESS4 Community Health and Safety; ESS5: Land Acquisition, Restrictions on Land Use and Involuntary Resettlement; and ESS10 Stakeholder Engagement and Information Disclosure. The project will exclude any subgrant that involves land acquisition, has impact on biodiversity and cultural heritage and takes place in any natural and critical habitats. Real estate purchase will also be excluded. Intrinsic social risks of the project are moderate. The project is expected to have positive impacts on vulnerable groups as its main target groups are mainly women and youth. It aims to strengthen private economic stakeholders’ ability to support green economic opportunities for women and youth. The project is not expected to cause direct irreversible or unmanageable impacts, as the project will exclude 10 from sub-grant and livelihood support financing any activities causing land acquisition, involuntary resettlement and impacts on cultural heritage. Impacts on community health and safety are expected to be low to moderate and will be managed by adhering to mitigation measures included in the ESMF, including a Code of Conduct for construction workers; occupational health and safety risks such as injuries and fatalities during small civil works are expected to be minor due to limited scale and short duration of construction works to be financed under the Project. Child and forced labor are reported to be observed in some industries in Turkey. The risk will be mitigated with procedures included in the ESMF and LMP, with more details to be provided in the Sub-Grant Manual which will explicitly exclude any activities which involve child and forced labor. While grants are used, DAs together with the project owners will have the supervisory role to ensure that the grant is utilized as per the Sub-Grant Manual and employees who are hired by beneficiaries are registered to the national social security system with appropriate work permits. The development of a project SEP that will be implemented from project start to completion will define various strategies to engage with separate stakeholders in addition to employing communications specialists to prevent any prejudices towards the project. In addition, participatory assessments will be also utilized in monitoring and evaluation activities to help tailor project support to the needs of potential beneficiaries, helping further avoid disruption in social cohesion. Due to cultural gender norms, women may lack interest and willingness to engage in the project. Risks related to gender based violence directly related to the Project is deemed to be low, although domestic/intimate partner violence is reported which may be unintentionally exacerbated as a result of changes in intra-household relationships as a result of the Project. Such risks will be mitigated through monitoring of the Code of Conduct, training sessions on sexual exploitation and abuse/sexual harassment (SEA/SH) and SEA/SH sensitive GRM, as provided under the ESMF and this SEP. MoIT has prepared a draft Environmental and Social Management Framework (ESMF) that describes mitigation measures to manage social and environmental risks. The main environmental risks and impacts are expected to be limited and manageable, including noise, dust and waste management that are confined to small works such as simple construction, refurbishment, and retrofitting. 1.3. SEP Objectives and Scope The objectives of this SEP are to: � Identify stakeholders who are indirectly or directly affected by and/or interested in the project � Outline modalities for information dissemination and stakeholder engagement activities, including their purpose, frequency and location during project preparation and implementation � Promote and provide means for effective and inclusive engagement with project-affected parties throughout the project life on issues that could potentially create an impact � Define the roles and responsibilities of different actors to implement and monitor these activities � Elaborate on the blueprint for a functional grievance redress/beneficiary feedback mechanism � Ensure that technically and culturally appropriate project information on environmental and social risks and impacts is disclosed in a timely, understandable, accessible format. � Ensure inclusive meaningful consultations with all groups of stakeholders particularly the vulnerable groups The SEP for SoGreen is structured as follows: Section 2 outlines the relevant national regulations and the World Bank’s Environmental and Social Standards. Section 3 summarizes previous stakeholder engagement activities. Section 4 covers the stakeholder mapping, segmentation and analysis, and is followed by section 5 which in turn elaborates on a detailed stakeholder engagement program and key methods of engagement. Section 6 focuses on SEP implementation arrangement and section 7 provides 11 a description of the project’s grievance redress mechanism. 2. NATIONAL REGULATIONS AND INTERNATIONAL STANDARDS 2.1 National Regulations Table 1 summarizes the national legal and regulatory requirements that are relevant for the SEP. Table 1. Relevant National Legal & Regulatory Requirements Right of petition, Right to Information and Appeal to the Ombudsperson (Constitution, Article 74) “Citizens and foreigners resident in Turkey, with the condition of observing the principle of reciprocity, have the right to apply in writing to the competent authorities and to the Grand National Assembly of Turkey with regard to the requests and complaints concerning themselves or the public. The result of the application concerning himself/herself shall be made known to the petitioner in writing without delay. Everyone has the right to obtain information and appeal to the Ombudsperson. The Institution of the Ombudsperson established under the Grand National Assembly of Turkey examines complaints on the functioning of the administration.� Right to Constitutional Complaint (Constitution, Article 148) “Everyone may apply to the Constitutional Court on the grounds that one of the fundamental rights and freedoms within the scope of the European Convention on Human Rights which are guaranteed by the Constitution has been violated by public authorities. In order to make an application, ordinary legal remedies must be exhausted.� “Article 24, Appeal process - The applicant whose request for information was rejected may appeal to the Board within fifteen days starting from the official notification before appealing for judicial review. Appeals should be written. The Board shall render a decision within 30 days.� 12 Law on the Right to Information (Articles 11 and 24) “Article 11 - The institutions and agencies shall provide the requested information within 15 working days. However, where the requested information or document is to be obtained from another unit within the applied institution and agency or it is necessary to receive the opinion of another institution or if the scope of the application pertains more than one institution; the access shall be provided in 30 working days. In this case, the applicant shall be notified in writing of the extension and its reasons within 15 working days.� The Environmental Impact Assessment Regulation No. 29186 (Article 1) 1) In order to inform the investing public, to get their opinions and suggestions regarding the project; Public Participation Meeting will be accomplished on the date given by Ministry and Ministry qualification given institution / organization and project owners as well as the participants of the project affected community will be expected to attend in a central location determined by the Governor. a) The competency issued institutions / organizations by the Ministry will publish the meeting date, time and place through widely published newspaper at least ten (10) calendar days before the determined date for the PPM. b) Public Participation meeting will be held under the Director of Environment or through Urbanization or authorized chairman. The meeting will inform the public regarding the project, receive views, questions and suggestions. The Director may seek written opinions from the participants. Minutes of meeting will be sent to Ministry, with one copy kept for the Governorship records. 2) Governorship will announce the schedule and contact information regarding for the public opinion and suggestions. Comments received from the public will be submitted to Commission as per the schedule. 3) Members of Commission may review the Project implementation area before the scoping process, also may attend to public participation meeting on the date announced. 4) The competency issued institutions / organizations by the Ministry could provide studies as brochures, surveys and seminars or through internet in order to inform the public before the Public Participation Meeting. The Law on Establishment and Duties of Development Agencies No. 5449 and the Presidency Decree No.4 regulate the stakeholders and relations of Development Agencies within the provinces they operate. Development Agencies are unique in the sense that they have governing boards comprised of multiple stakeholders and act as separate legal public entities. The Administrative Board of the DA is the decision- making body of the agency. In the regions composed of one province, the Administrative Board consists of the governor, Mayor of metropolitan municipality, Chairman of the Provincial Council, Chairman of the Chamber of Industry, Chairman of the Chamber of Commerce and three representatives from the private sector and/or NGOs. In practice, Development Agencies commonly conduct consultations with different stakeholders, depending on the area in which they launch technical and financial support programs. Before programs are designed and executed, conferences, outreach activities and consultations are conducted by technical staff of the DAs in order to solicit feedback and confirm demand from public for the technical and financial support programs that DAs will initiate. 2.2 World Bank Environmental and Social Standards on Stakeholder Engagement The World Bank’s Environmental and Social Framework (ESF)’s Environmental and Social Standard (ESS 10), “Stakeholder Engagement and Information Disclosure�, recognizes “the importance of open and transparent engagement between the Borrower and project stakeholders as an essential element of good international practice� (World Bank, 2017: 97). Specifically, the requirements of ESS10 are: 13 � “Borrowers will engage with stakeholders throughout the project life cycle, commencing such engagement as early as possible in the project development process and in a timeframe that enables meaningful consultations with stakeholders on project design. The nature, scope and frequency of stakeholder engagement will be proportionate to the nature and scale of the project and its potential risks and impacts. � Borrowers will engage in meaningful consultations with all stakeholders. Borrowers will provide stakeholders with timely, relevant, understandable and accessible information, and consult with them in a culturally appropriate manner, which is free of manipulation, interference, coercion, discrimination and intimidation. � The process of stakeholder engagement will involve the following, as set out in further detail in this ESS: (i) stakeholder identification and analysis; (ii) planning how the engagement with stakeholders will take place; (iii) disclosure of information; (iv) consultation with stakeholders; (v) addressing and responding to grievances; and (vi) reporting to stakeholders. � The Borrower will maintain and disclose as part of the environmental and social assessment, a documented record of stakeholder engagement, including a description of the stakeholders consulted, a summary of the feedback received and a brief explanation of how the feedback was taken into account, or the reasons why it was not.� (World Bank, 2017: 98). This standard requires that the Borrower prepares a Stakeholder Engagement Plan (SEP) that is proportionate to the nature and scale of the project and its potential risks and impacts, disclose it as early as possible before project appraisal, and seeks the views of stakeholders on the SEP, including on the identification of stakeholders and proposals for future engagement. An updated SEP needs to be disclosed by the Borrower subsequent to any significant changes to the original version (World Bank, 2017: 99). In addition, the Borrower should also develop and implement a grievance mechanism to receive and facilitate the resolution of concerns and grievances of project-affected parties related to the environmental and social performance of the project in a timely manner (World Bank, 2017: 100)9. 3. BRIEF SUMMARY OF PREVIOUS STAKEHOLDER ENGAGEMENT ACTIVITIES 3.1 Key Stakeholder Meetings and Consultations To date stakeholder engagement efforts have included meetings with key stakeholders, including government agencies, development agencies, private sector representatives, development partners, NGOs and potential beneficiaries in targeted locations through beneficiary assessments. Table 2 summarizes key aspects and inputs from these stakeholder engagement efforts. 9 Details for the WB Environmental and Social Standards are available at: www.worldbank.org/en/projects- operations/environmental-and-social-framework/brief/environmental-and-social-standards and http://projects- beta.vsemirnyjbank.org/ru/projects-operations/environmental-and-social-framework/brief/environmental-and-social-standards 14 Table 2. Summary of Meetings with Key Stakeholders Location Date Participants Key Points of Discussion Government Agencies Ankara 01 February, Ministry of � The consistence of project’s priorities with national 2023 Treasury and green transition agenda. Finance Development Agencies Ankara 17 January, 8 Development � Discussion on Project implementation 2023 Agency arrangements � Exploring possible roles and responsibilities of DAs � Collecting feedback on capacity building support needs of DAs Private Sector and NGOs Ankara 30 January, Representatives of � Overall project design is introduced and 2023 Private Sector and feedbacks of sector representatives collected. NGOs � Discussion of need of sector in green transition process of Turkey MoIT held stakeholder engagement meetings on January 17-30, 2023 at its premises with participation from relevant development agencies, central institutions, private sector participants, civil society organizations, international organizations and universities (for participant list see Annex 3). Meetings were held in different dates where the Ministry first gave a presentation about the key aspects of the project and a question and comments session were held afterwards. The Ministry answered questions of stakeholders and clarified the details, and comments were received from stakeholders. Also, participant stakeholders gave their comments and feedbacks regarding the design and implementation of the project. Key comments from stakeholders are summarized in Annex 2. Local/regional consultations will take place under the COVID 19 measures by the Development Agencies in their own provinces in order to inform about the project and solicit feedback from state and non-state entities on the project and its ESF documents. 3.2 Lessons Learned in Engaging Communities/Stakeholders from Previous Projects The project incorporates global lessons on climate change, green transition, green jobs practices, in parallel with implementation experience from World Bank-financed and other development partner projects in Turkey. The key lessons are as follows: Decoupling emissions from growth involves economic restructuring and changes in labor demand, which poses challenges to a just and inclusive transition. Although Türkiye’s green transition likely will create new jobs in environmentally friendly production, it will also place other jobs at risk, particularly in sectors with fewer options for transitioning to more sustainable ways of production . And this transition will affect a country with already significant social challenges, including those linked to the recent rise in poverty (with over 10 million people now below the poverty line), the world’s largest refugee population, and low female labor force participation (the lowest among OECD countries). Türkiye’s lower share of green jobs and its higher share of jobs that require upskilling compared with its peers also make it a challenge to 15 upgrade the skills of its workforce. Ensuring a just and inclusive transition will require careful management of economic and labor market adjustments, investments in human capital and education, strong and adaptive social protection systems, and targeted interventions for retraining and reskilling.10 Economy-wide adjustments towards a low-carbon, greener economy will have implications for employment and labor markets (Vona et al. 2015, 2018)1112. Türkiye’s green transition will likely create new jobs in environmentally friendly production processes and outputs, and place other jobs at risk, particularly in sectors with fewer options for transitioning towards more sustainable ways of production. An overarching policy question to be addressed is the extent to which Türkiye is equipped to facilitate green jobs and skills, in the context of significant poverty, large population of refugees, and low labor force participation rate, especially for women and youth. Promoting the green transition while ignoring women’s lower participation in the sectors that need transformation, including extractive industries, risks leaving women unable to participate in the green transition and will likely exacerbate the gender pay gap. Policies can be implemented to ensure that men and women are given equal opportunities to participate in the training, information, and access to finance that supports these investments. Upgrading the Turkish workforce’s skills seems to be the first major challenge to adapting to the green transition. Türkiye has a lower share of green jobs and a higher share of both brown jobs and jobs that require upskilling for the green transition than its peers in Europe and Central Asia. Between 13 and 18 percent of all Turkish workers can be exposed to dismissal risks through restructuring of brown jobs or to upskilling towards greener tasks and competences. The manufacturing sector in particular is characterized by many subsectors with a high share of brown jobs. The need to retrain seems more evident when considering that 62 percent of brown job workers and 55 percent of those in jobs that need upskilling have achieved lower secondary education at most (figure 4.7). Looking at the population subgroups that are more likely to be affected by the green transition, 48 percent of brown job workers are under 34 years old, and 42 percent are aged 35 to 50. This means that for brown jobs, early retirement policies alone might not be an option; safety net or skills retraining programs will need to be in place for young workers and those in their prime. In terms of gender differences, the incidence of both brown jobs and jobs requiring upskilling on total employment is greater for male (6 vs. 3 percent) than for female (16 vs. 6 percent) workers. Both brown jobs and jobs that require upskilling are geographically concentrated, raising the risk of community-level impacts that are more difficult to manage economically and politically. Brown jobs are more concentrated in Türkiye’s western provinces, reflecting the relative importance of jobs in energy, transport, and high-GHG-emitting manufacturing sectors in these areas. 4. STAKEHOLDER MAPPING AND ANALYSIS A key element of any SEP is effective identification of key stakeholders. Stakeholders are defined as individuals or groups who can affect, are affected by, or have a legitimate interest in the Project. 10 World Bank (2022) Country Climate and Development Report - Türkiye 11 Vona, F, Marin, G, Consoli, D and Popp, D. 2015. Green Skills. NBER Working Paper 21116. 12 Vona, F, Marin, G, Consoli, D and Popp, D. 2018. "Environmental regulation and green skills: an empirical exploration.� Journal of the Association of Environmental and Resource Economists 5(4). http://dx.doi.org/10.1086/698859. 16 For the purpose of the SEP, the term “Project-affected parties� (PAPs) includes “those likely to be affected by the project because of actual impacts or potential risks to their physical environment, health, security, cultural practices, well-being, or livelihoods. These stakeholders may include individuals or groups, including local communities� (World Bank, 2018b). They are the individuals or households most likely to observe changes from environmental and social impacts of the project. The term “Other interested parties� (OIPs) refers to “individuals, groups, or organizations with an interest in the project, which may be because of the project location, its characteristics, its impacts, or matters related to public interest. For example, these parties may include regulators, government officials, the private sector, the scientific community, academics, unions, women’s organizations, other civil society organizations, and cultural groups� (World Bank, 2018b). Vulnerable groups: It is particularly important to understand whether project impacts may disproportionately fall on disadvantaged or vulnerable individuals or groups, who often do not have a voice to express their concerns or understand the impacts of a project and to ensure that awareness raising and stakeholder engagement with disadvantaged or vulnerable individuals or groups to be adapted to take into account such groups or individuals particular sensitivities, concerns and cultural sensitivities and to ensure a full understanding of project activities and benefits. The vulnerability may stem from person’s origin, gender, age, health condition, economic problems, disadvantaged status in the community dependence on other individuals or natural resources, etc. Engagement with the vulnerable groups and individuals often requires the application of specific measures and assistance aimed at the facilitation of their participation in the project-related decision making so that their awareness of and input to the overall process are commensurate to those of the other stakeholders. 4.1 Stakeholder Mapping and Analysis This section identifies the comprehensive list of stakeholders that are relevant for the project. Stakeholders are divided into PAPs and OIPs in the following tables. Table. 3 Stakeholder Mapping Stakeholder Groups Details PAPs Women and youth from different regions and sectors, green Project affected enterprises, people employed by green enterprises, existing parties (PAP) community businesses, communities in the vicinity of enterprises and civil works sites, buyers of goods and users of services provided by the green enterprises Government Authorities , Ministry of Environment, Urbanization and Climate Change, Ministry of Family and Social Services, Strategy and Budget Office of Presidency Private Sector Private sector-existing green enterprises, other enterprises, contractors, chambers of commerce and industry Other Interested Project Implementing MoIT, DAs Parties (OIP) Partners International UNDP, ILO Development Partners NGOs International, national & provincial level NGOs working on green transition, renewable energy, social inclusion of youth and women Media International, national and local media 17 General Public The interest of general public on climate change and green products influence private sector’s perception on green transition in general Vulnerable Groups Women and youth with The project already focuses on the vulnerable populations’ access various types of for green opportunities, however, there may be groups with disabilities additional vulnerabilities, such as illiteracy and disability. Earthquake affected The great majority of the population in the cities affected by communities Kahramanmaras Earthquake are exposed to multiple vulnerabilities. The reconstruction process of urban and industrial infrastructure will particularly address the generation of green jobs as well as the green infrastructure. The direct beneficiaries of this Project are vulnerable groups (especially women and youth) who will be negatively affected by the green transition process employed in different sectors, private economic stakeholders that will support those vulnerable groups and public authorities interested in investing the acceleration of the green transition. Beneficiary dialogues/assessment were conducted on January and Fabruary 2023preparation stage in MoIT, with stakeholders working in green transition area includes NGOs, international organizations, relevant public authorities and private enterprises. The vulnerability of beneficiaries depends on several factors such as income and education level, exposure to green transition process, being under the risk of unemployment. Location of residence also affects the vulnerability of beneficiaries, also their socio-economic level and health status especially after the recent earthquake. The regions where most of the brown jobs are concentrated and share of the jobs that require upskilling are generally higher in developed regions. The key manufacturing sectors in these regions provide a high number of relatively well-paid jobs, which are important for regional economies and development. In these regions, workers are particularly vulnerable to risks of skills gaps, job and income loss. Furthermore, regions with less productive firms may also be more vulnerable. Less productive firms will find it harder to incorporate technological transformations and finance needed investment. The project will address the vulnerabilities of youth and women in brown sectors with a focus on those vulnerabilities that have been exacerbated by the green transition process. A recent World Bank analysis13found that “brown� jobs14 most vulnerable to decline with the green transition are on average more likely to be held by prime-aged, male workers in leading, western areas of the country. However, it also found concentrations of brown jobs in lagging (Hatay, Mardin, Malatya) and transition (Gazientep, Zoguldak, Manisa, Aydin, Konya, and Kayseri) regions. Moreover, the analysis found that emerging “green� jobs15 are also concentrated in western regions and are strongly biased toward higher-skilled workers, while women and youth in Türkiye faced particular gaps in the skills that would enable them to access these green jobs. There is also a geographical mismatch, as areas with the highest proportion of unemployed women and youth (Eastern Provinces) are not in the areas that are likely to see a strong rise of green jobs, in the absence of targeted interventions. In other words, because women and youth tend to already be excluded from economic opportunities, especially in lagging regions, they will face greater barriers to accessing new opportunities without targeted support. 13 Daniel Garrote-Sanchez and Mattia Makovec, 2022, Jobs, Skills, and the Green Transition: Challenges and Opportunities for Türkiye 14 Brown jobs are defined as occupations in industries in the 95th percentile of GHG emissions intensity, based on O*NET occupational data from the US 15 Green jobs are jobs that have a high share of tasks requiring green skills 18 Table 4 - Women Vulnerabilities and Project Responses Vulnerabilities Project Responses � Women may face barriers in accessing � Specific focus on re-skilling and up-skilling women, including by finance, such as credit, loans, and grants, directly targeting them for entrepreneurship incubation and which can limit their ability to start or grow acceleration. green businesses. � Awareness raising programs will be conducted to render green jobs � Women are often segregated into certain more attractive for women occupations and sectors that may not � Women’s digital skills and networking opportunities will be improved. benefit as much from the green transition, � Construction of livelihood facilities addressing constraints preventing such as care work, retail, and hospitality. women from participating to the labor force, such as informal care � Women may face a technological and burden ( child, elderly, and disabled care). digital divide, which can limit their ability to � Developing facilities for achieving the work life balance of women access information, training, and networking opportunities in the green sector. � In many societies, women are disproportionately responsible for unpaid care work, which can limit their ability to take advantage of new employment opportunities created by the green transition. The population of Turkey is young. Overall, 15.8 percent of Turkey’s population is between the ages of 15 and 24, and another 27% are between 0 and 14 years old.16Within the scope of the project beneficiaries between the ages 18-29 will be prioritized in order to increase the skills of young population to the green transition process. Table 5 - Youth Vulnerabilities and Project Responses Vulnerabilities Project Responses � High proportion of NEET among young � Promoting youth involvement in entrepreneurship as job creators people � Opening up opportunities for skilled and educated youth as � Unemployment among educated youth entrepreneurs � Low rates of youth entrepreneurship � Legal assistance on matters such as business registration and taxation, � Lack of social security benefits social security, etc. � Young people may face job losses or � Providing training and financing opportunities for young people displacement as traditional industries are interested in green sectors replaced with more environmentally- friendly alternatives � Increasing re-skilling and up-skilling opportunities and improving green livelihoods of youth � Youth may lack the necessary skills and experience to secure new positions in emerging green jobs and sectors Stakeholders Relevance/Area of Influence Significance 16 World Population Review. 2019. Available at: http://worldpopulationreview.com/countries/turkey-population/. 19 PROJECT AFFECTED PARTIES Women and youth Women and youth are disadvantaged with regard to access to green High from different livelihood and job opportunities. The low employment levels of women and regions and youth and the limitations in accessing education and training opportunities sectors make them more vulnerable in the green transition process. Furthermore, regional disparities at income level and socio-economic opportunities make Eastern cities more vulnerable to labor market transformations. They will be specifically prioritized as the project’s main beneficiaries. Services to help women and youth set up enterprises, re-skilling and up-skilling programs to guarantee their adaptation to green skills will be defined separately according to their needs. Vulnerable groups Vulnerable groups may be also from brown sectors in developed regions High where people risk to lose their jobs due to green transition process. Additionally, in Eastern cities affected by the recent earthquakes, the need for job creation for disabled people will be a major concern. The local communities will also be among the project beneficiaries. They maybe illiterate or have different vulnerabilities which would require differentiated measures for meaningful engagement to project activities and information disclosure. Micro, small, Enterprises will be able to apply for support under the project, and those medium scaled selected will benefit from grants and capacity-building. High enterprises Employees of Employees working for the beneficiary SMEs will also benefit from Medium enterprises employment/livelihoods opportunities generated via the project support Buyers of goods Depending on the goods and services provided by the green enterprises, and users of they will have an impact on their success Medium services provided by the green enterprises. OTHER INTERESTED PARTIES Government Authorities Presidency of Presidency of Strategy and Budget sets macro policies covering many High Strategy and sectoral and thematic areas including green transition. Furthermore, Project Budget needs to be included in Annual Investment Program in each year. Ministry of Recipient and implementing agency of the project High Industry and Technology Ministry of The Ministry borrow as a debtor or guarantor from foreign countries on Medium Treasury and behalf of the Republic of Turkey, while covering all kinds of contacts and Finance negotiations related to relevant transactions within and outside the country. Ministry of The Ministry set policies and legislative framework on environmental High Environment, standards, climate change issues, green transformation. Urbanization and Climate Change Ministry of Family The Ministry can influence the policies and legislative framework which High and Social Services regulates social policies and social facilities for disadvantaged people, which will facilitate the adaptation of disadvantaged groups to the negative impacts of green transition through the services provided for beneficiaries of the Project. . 20 Government Authorities (Provincial Level) Development DAs will be responsible for the implementation of all aspects of the project High Agencies at local level; provide technical and financial resources for enterprise development and the overall development of the entrepreneurship ecosystem in their regions and support vulnerable groups facing inequalities and job losses that the green transition process may cause. Government Authorities (Local Level) Municipal and Local authorities will support the local vulnerable groups in the green High other local transition process through accelerating participatory decision-making Authorities processes over local needs and priorities for green livelihoods-related (Councilors and facilities and have responsibility for sustaining green livelihoods investments administrators) over time. International Development Partners UNDP UNDP focuses on the social aspects of climate change; thus, deals with the Low alleviation of the exclusionary consequences of the green transition process. Its policy interventions are fundamentally planned based on the ‘just transition’ concept, emphasizing that the green transition process can generate new inequalities. The ILO office in Turkey strives to guarantee the core elements of social Low justice, which are respect for human rights, decent living standards, human working conditions, employment opportunity and economic security for ILO working people everywhere. In line with this objective, the ILO aims to combat child labour, to increase women and youth employment, to strengthen social dialogue and eliminate informal economy. ILO also promotes green jobs for sustainable development and emphasize the necessity for the acquisition of right skills in the green transition process. The SoGreen project will coordinate with ILO, where relevant, on SMEs green employment activities. Private Sector Private sector Private sector actors are directly related with the overall interest of the Medium organizations, Project. They could be beneficiary under Component-2 to integrate green chambers of businesses into their supply chain; will need to be engaged in considering commerce the sustainability of the project and green enterprise investments. Existing Depending on which part of the market value chain to which they provide Low community goods/services, existing community businesses may benefit from, or provide businesses support or investment in, enterprises under the project. Contractors Contractors will be required to implement civil works in compliance with Medium ESSs. Small and Medium SMEs Development Organization will have an interest in the success of Low Enterprises project-supported green enterprises as part of Turkey’s broader Development Entrepreneurship Strategy developed by KOSGEB. Organization of Turkey NGOs, Media and Public Non NGOs may have an interest in sharing their experiences and lessons learned Low Governmental in related activities to support green jobs sectors and exploring potential Organizations areas for collaboration Media (local, The media will have a key role in disseminating information on the efforts Medium national & and results of the project international) General Public The public will have a broad interest in the project’s results and Medium 21 beneficiaries. Public perception is also important in increasing awareness on green transition process and hence enhancing engagement of youth, women and enterprises with the green perspective while increasing their resilience. State Stakeholders Non-state stakeholders Ministry of Industry and Technology Civil society organizations Ministry of Environment, Urbanization and Climate Community based organizations Change Ministry of Family and Social Services Media Small and Medium Enterprises Development Organization of Turkey (KOSGEB) Development Agencies Provincial Directorates of Relevant Ministries Municipalities Semi-governmental organizations (such as Unions, Chambers of Commerce and Chambers of Industry) 22 4.2 Stakeholder Analysis This section provides an analysis of stakeholders that have medium or high significance. However, those with low significance stated in the above table will be also included in the stakeholder activities, as required. Table 6 - Stakeholder Analysis Stakeholder Concerns & Issues Expectations from Project Risks Mitigating Measures PROJECT-AFFECTED PARTIES Women and youth � They do not have sufficient � The project will provide � Women may face challenges � The project will carry out opportunities for livelihood them with funding for that might hinder the participatory assessments to generation and entrepreneurship green livelihood sustainability of the enterprises, identify, and find solutions to, � Inadequate access to education generation and such as child care, safe locally-relevant constraints of and networking opportunities entrepreneurship transportation, working outside women and youth. � Women and youth have lower opportunities. their neighborhoods, cultural � The project will include market rates of employment � The selection of norms and male resistance. analysis to identify the skills and beneficiaries will be � Beneficiaries may not have the talents of target beneficiaries to � The transformation and relocation based on transparent required skills and talents that ensure adaptation to green skills and of different sectors with the green criteria and will be are relevant to the incubation the labor needs of greening transition process may result in job unbiased and acceleration support enterprises. loss for women and youth. � They will be provided services � It will also enhance the support with technical assistance � External factors such as a limited system for green enterprises by and capacity building for business environment may be a establishing a business alliance on incubating/accelerating challenge for the sustainability responsible sourcing which their enterprises of the enterprises reinforces and creates a mutually � They will be provided re- dependent system skilling and up-skilling � The project will develop trainings to align their participatory mechanisms for adaptation with the engaging women and youth in green green sectors. livelihoods facilities Private Sector � The project will carry out Enterprises The cost of transitioning to more � They will be provided � Beneficiaries may not have the participatory assessments to sustainable practices may prevent with technical assistance required skills and talents that identify, and find solutions to, enterprises to engage with green on reducing the costs of are relevant to the incubation locally-relevant constraints of practices and it can be considered as their enterprises through and acceleration support enterprises. an obstacle for profitmaking by green practices. services � The project will include market private sectors. � Exogenous variables such as a analysis to identify the skills and � They will be provided limited business environment talents of target beneficiaries to with technical assistance may be a challenge for the ensure adaptation to green skills and 23 Companies may lack the necessary and capacity building for sustainability of the enterprises the labor needs of greening expertise and knowledge for the incubating/accelerating enterprises. green practices which may bring their enterprises. � It will also enhance the support about additional costs during the system for green enterprises by transition process. � They will be provided establishing a business alliance on with technical assistance responsible sourcing which Private sector may be hesitant to for the new legislative reinforces and creates a mutually invest in green technologies or environment on national dependent system initiatives within an obscure and global scale. � The project will develop legislative and regulatory participatory mechanisms for environment on green transition. � Their marketing enhancing social capacities will be The demand for green products and supported and awareness services may not yet be significant raising activities will be enough to justify the investment organized both for required for green transition. enterprises and the other beneficiaries. Vulnerable groups Vulnerable groups may also be from � The project will provide � Vulnerable people both within � Project information disclosure brown sectors in developed regions them with funding for brown sectors and earthquake activities, people who face where people risk to lose their jobs green livelihood cities may face challenges to difficulties accessing project benefits due to green transition process. generation and effectively attend the project or face significant negative impacts Additionally, in Eastern cities entrepreneurship activities. This could be due to in subproject implementation areas affected by the recent earthquakes, opportunities the limited safe transportation due to socioeconomic, ethnic or the need for job creation for � The selection of opportunities, informal care other drivers of vulnerability will be disabled people will be a major beneficiaries will be duties of women, or disabilities. identified and measures will be concern. based on transparent � They may have certain taken to address them. criteria and will be disabilities which may limit them � For those disabled persons who unbiased. However to benefit from the project want to engage in the project, the disabled men and women equally as other beneficiaries. project will include measures for will be prioritized in cities their accessibility (ie online channels, where the eartquake audio services etc will be provided took place. depending on the disability type). � They will be provided with technical assistance and capacity building for incubating/accelerating their enterprises. 24 � They will be provided re- skilling and up-skilling trainings to align their adaptation with the green jobs and sectors. Owners/leaders of � Perception that support for � The project’s activities will Limited or no buy-in from owners � Proactive efforts to disseminate existing green new/growing green enterprises lead to a better business of existing green enterprises information regarding the project enterprises led by women and youth is at the climate and opportunities � Outreach to existing green expense of their enterprises for green enterprises enterprises regarding the possibility � Concerns that new/burgeoning overall of training/coaching and accelerator enterprises will be a source of � Existing green enterprises grants under the project competition for them in an can access accelerator already limited market grants under the project Contracted workers/ Risks related to adherence to code Opportunities to provide There may be occupational health Labor Management Procedures have local providers of goods of conduct, labor standards, and support for civil works and and safety concerns during civil been prepared by MoIT and the Labor and services environmental and social safeguards provision of goods and works Management Plan that will apply to all services required for green project workers will include the Code of enterprise and livelihoods Conduct for project workers as well as facilities development principles and procedures for workers’ grivance mechanism Contractors Risks related to adherence to code Potential to engage workers There may be occupational health MoIT and DAs will ensure that small of conduct, labor standards and to carry out small scale civiland safety concerns during civil scale civil works contractors comply environmental and social safeguards works works as well as issue around with OHS policies and procedures in carrying out small scale civil works adherence to environmental and included in the LMP and ESMF social standards Buyers of goods and Potential to purchase a variety of Potential to purchase a There may be � The project will enhance the support users of services goods and services from green variety of goods and services dissatisfaction/mistrust on their system for green enterprises by provided by the green enterprises from green enterprises part if the green enterprises are establishing a business alliance on enterprises. unsustainable responsible sourcing which reinforces and creates a mutually dependent system � The project will provide support for assets/facilities that will be owned and operated by municipalities and thus be available when project funding stops as municipalities have the incentive to enhance economic development 25 Stakeholder Concerns & Issues Expectations from Project Risks Mitigating Measures OTHER INTERESTED PARTIES Government Authorities Presidency of Republic � Presidency has the role in That the project achieves its SBO gaining limited information � MoIT sharing six monthly project of Turkey, Strategy and approving and issuing the results, disburses smoothly on project progress and progress reports with SBO Budget Office effectiveness of the project and contributes Government disbursement figures � World Bank taking part in regular operations on behalf of the of Turkey’s green transition meetings and briefings with the SBO Government of Turkey as the agenda including Paris project will take place in the Climate Agreement. Annual Investment Program. � Presidency in close relation with World Bank and MoIT continue to support the Government of Turkey’s efforts in green transition process The Ministry would Priorities of Ministry may change, � Ministry’s collaboration with DAs, Ministry of � Ministry has a Directorate on local collaborate on the new regulations and local branches of MoFSS and other Environment, policies on climate change and it is preparation of the primary implementations on green local stakeholders will be enabled Urbanization and responsible for coordinating the analyses that DAs will transition may impact outcomes in � Directorate’s participation in the Climate Change/ preparation, monitoring, conduct on their regions both ways working group to contribute on the Directorate of Clime evaluation and reporting of with MoIT, and is looking for primary analyses of DAs on their Change regional and local climate change successful examples in the As a currently established region’s green transition dynamics action plans local dynamics of green institutions, the Directorate may � The Directorate is responsible for business sector to inform not have an adequate institutional the assessment of the risks and policy and legal framework capacity on local, regional and vulnerabilities caused by climate changes social development. change � The Ministry has the role to The Directorate of Climate inform and raise awareness about Change will contribute to the adaptation to climate change awareness raising process on green transition and alleviation of prejudices on green production process Ministry of Family and Ministry is especially responsible for Project outcomes support � Insufficient knowledge of green � An effective communication with the Social Services the provision of social services for green enterprises providing transition and the lacking central and provincial branches of the disadvantaged groups in Türkiye. social facilities to their association of social facilities MoFSS to integrate their local social MoFSS can establish the policies and workers. Project objectives and women labor force protection mechanisms in line with legislative framework regulating improve the access of participation the factors that prevent vulnerable social protection mechanisms in line vulnerable groups to the � DG of Women Status priorities groups to take an active role in the 26 Stakeholder Concerns & Issues Expectations from Project Risks Mitigating Measures with the exclusionary consequences green livelihoods in both and strategy on fostering green transition process will be of green transition process for Eastern and Western regions women livelihoods through enabled. youth and women. On the other of Türkiye, and, support the cooperatives will be critical � Regular reporting and outreach from hand, it can be cooperated for social Government’s policies and WB and MoIT teams to raise facilities enabling women to reach programs on preventing the awareness regarding the role of green especially childcare services and to negative consequences of enterprise development overcome other cultural obstacles green transition process for that prevent women from the vulnerable groups participating in green ecosystem and through construction of an the labor market. enabling environment especially for women and youth employment. International Development Partners UNDP Green transition and social inclusion It’s aimed that project willl Parties may not be sufficiently Parties will be invited to stakeholder topics are also in the agenda of contribute to the overall informed about the project work. participation meetings and will be UNDP. Therefore some overlapping cohesion among the regularly informed about the work activities may emerge during the operations of the carried out within the scope of the implementation timeframe of the organizations project. project Green transition and green job It’s aimed that project willl Parties may not be sufficiently Parties will be invited to stakeholder ILO creation topics are also in the contribute to the overall informed about the project work. participation meetings and will be agenda of UNDP. Therefore some cohesion among the regularly informed about the work overlapping activities may emerge operations of the carried out within the scope of the during the implementation organizations project. timeframe of the project Project Implementing Partners Ministry of Industry & � Adequate allocation of budgets & That the project achieves its � New to World Bank operations WB capacity building support for MoIT Technology, GD of delegation of responsibilities for results, and that it is � Need for coordination and to design, implement and monitor Development Agencies Components 1 and 2 to regional implemented effectively by oversight of DAs on project green enterprise incubation and Development Agencies (DAs) Development Agencies in activities acceleration activities, including hiring � Capacity building of key line with WB safeguards, FM additional staff (consultants) on stakeholders, including and procurement standards project’s financial management, Development Agencies, procurement, environmental and social, municipalities, local authorities communications and M&E and other national and local state and non-state stakeholders � Adequate visibility regarding the WB’s financial contribution to 27 Stakeholder Concerns & Issues Expectations from Project Risks Mitigating Measures support the green transition process in Turkey Development Agencies Adequate implementation of Achieve project targets DA � Not all DAs are experienced on � Capacity building of DAs under (provincial level) Component 1 and 2 activities in project area green transition and green jobs Component 3. collaboration with MoIT � Not all DAs previously � World Bank engagement and experienced working with the capacity building World Bank � Flexibility to adapt project activities � Very different operating to needs of communities in DAs and environments across DAs based on market assessment/initial analyses Other Local Public Authorities Creation of sustainable solutions for Establishing assets/facilities � Municipalities that are unable to � A precondition for funding will be that green enterprises by creating that are in line with commit budgets for O&M the municipality or relevant assets/facilities that will be owned municipal plans/priorities � Insufficient capacity of department commits budget for and operated by municipalities and municipal authorities to O&M, and each subproject financed thus be available when project Having successful green implement the project under Component 2 requires an O&M funding stops as municipalities have enterprises for youth and � Insufficient experience with plan the incentive to enhance economic women participatory decision making � Where possible, agreements will be development. and engaging youth and women made with municipalities to enable � Lack of interest in green the beneficiaries themselves to practices participate in their operation (reducing municipal costs and increasing community ownership) � Detailed procedures in Project Operations and SubGrant Manuals Non-Governmental NGOs may have the bias that green They are compensated for � There is lack of willingness to NGOs will efficiently be informed about Organizations transition process will displace their time/efforts to engage by CBOs/WLCs the components and all processes of communities or disrupt traditional undertake and promote the project. livelihoods. green activities They may have the bias that the Their potential bias on green project will rely too heavily on transition process is certain technologies, which could eliminated lead to unintended negative consequences. 28 Stakeholder Concerns & Issues Expectations from Project Risks Mitigating Measures � Document and disseminate The project will have positive � Any challenges related to the Preparation and implementation of successes (and challenges) with outcomes with regard to project’s implementation and Communications and Visibility Plan in regard to Paris Climate green enterprises and green results would be disseminated line with WB visibility guidelines, that Agreement transition by the media as well emphasizes project goals and activities Media � Highlight the importance of � Media messaging could be and mutual benefit to green enterprises green transition politically charged and vulnerable groups � Highlight successes and benefits of green enterprises especially those led by vulnerable women and youth General Public General public may not have Project will raise overall General public may be Preparation and implementation of adequate information regarding awareness of general public misinformed regarding the Communications and Visibility Plan in the impact of the climate regarding the climate change scope of the project. line with WB visibility guidelines, that change as well as requirements and green transition. emphasizes project goals and activities of green transition process and mutual benefit to green enterprises and vulnerable groups 29 5. STAKEHOLDER ENGAGEMENT PROGRAM 5.1 Overview of Stakeholder Engagement Program The table below presents roles and responsibilities of key actors in stakeholder engagement to be conducted under the project. Detailed methods of consultations to be conducted are provided in Section V below. However, due to Covid19 pandemic, consultations/SEP activities will be either virtual or conducted under the social distancing measures as relevant. The public health measures declared by Ministry of Health in the country will be strictly followed. Specific content to increase COVID 19 risk communication will also be developed under the Project and communicated with stakeholders widely during project implementation. Non-state (NS): Beneficiaries Other non-state stakeholders State (St): Implementing Partners Other state stakeholders Table 7. Roles and Responsibilities for the Stakeholder Engagement Program Communication Engagement Responsible Subgroup Project Phase Channels/Materials Purpose Venue Frequency Party Mechanism(s) NS Women and youth NS To apprise target Beneficiary Dialogues Localities in beneficiaries and Participatory needs target communities of Preparation and assessment/ municipalities Once prior to ESMF Non-technical project activities, Implementation planning/Participatory that are finalization Owners of existing green summary of project potential monitoring accessible to enterprises and its environmental and subgroups MoIT PIU environmental and social risks social impacts 30 Communication Engagement Responsible Subgroup Project Phase Channels/Materials Purpose Venue Frequency Party Mechanism(s) MoIT PIU NS To communicate MoIT PIU Implementation Non-technical project successful narratives summary; press of green enterprises, releases, audio-visual entrepreneurship and stories, project Sourcing platform, formal employment; Meetings held Private Sector (OIP) websites and project official meetings, to highlight on national and Ongoing social media channels emails opportunities for municipal levels private sector investment in green enterprises for sustainability Preparation, PPTs on WB implementation requirements, � Presentations Apprise contractors of Private sector including � Public meetings WB procuremet and MoIT PIU DA offices Contractors procurement and safeguards � Workshops safeguards requirements NS Press releases, To inform the general Implementation audiovisual stories, public about project’s Emails; press Media (OIP) project websites and contribution to the Ongoing MoIT PIU conferences project social media mitigation of climate channels; tv/radio tbd change, green 31 Communication Engagement Responsible Subgroup Project Phase Channels/Materials Purpose Venue Frequency Party Mechanism(s) transition, formal employment, and specific support to both women and youth NS Discuss, exchange ideas and provide a clear understanding Preparation, Leaflets, posters (in on the description of implementation green transition and print and online), and Target areas in Ongoing- prior to sub Local information green jobs and the videos online and municipalities grant cycles; Project’s socio- social media meetings, sectoral that are participatory needs Public in target areas economic benefits to dissemination, meetings, accessible by assessments and especially youth and outdoor ads with the general participatory women; outreach messages tailored to public planning cycles regarding green cities. TV/radio tbd livelihoods facilities to benefit broader communities and vulnerable groups NS Evaluate beneficiary perceptions of project outcomes and processes Non-technical summary of survey Beneficiary perception objectives, survey survey as part of mid- Implementation/post Twice – baseline & Women and youth questionnaire, report and end-line completion completion surveys MoIT/DAs and PPT on survey evaluatoins findings 32 Communication Engagement Responsible Subgroup Project Phase Channels/Materials Purpose Venue Frequency Party Mechanism(s) St Project appraisal MoIT PIU Preparation, package; draft ESMF, Consultations; To provide training implementation LMP Dissemination information meetings, and capacity building Ongoing trainings Development Agencies materials (leaflets, trainings/workshops; to promote effective DA offices and capacity building (Implementing Partners) posters, brochures, annual assessments of project under Component 3 FAQs); stakeholder DAs implementation engagement plan St Preparation, Non-technical project Capacity building; implementation, post summary; inputs for needs implementation implementation/plann assessments, market ing documents; assessments, training Offices of DAs/ Development Municipal Authorities Consultations, official capacity building needs assessments; municipal Ongoing Agencies (Implementing Partners) meetings, workshops materials enagement in authorities participatory selection of livelihoods facilities under Component 2 Share information MoIT - PIU E-mails; media reports Official meetings, site regarding progress (press releases, audio- visits/implementation and challenges of Quarterly reports, Planning, visual stories, project support and project MoIT office, WB biannual missions, World Bank implementation websites and project supervision missions implementation; office, VCs monitoring visits by social media to the target approvals for the the CMU as needed channels); municipalities project transactions and procurements Component 1 � Call for Applications Promote enrollment for green � Consultation/public and support private enterprises participation stakeholders Prior to each of the Women and youth � Printed materials in meetings (including producer approximately 60 languages � Focus group unions, cooperatives, Offices/ cycles of subgrants accessible to them discussions women locales in the across three years (posters and � Presentations and youth micro, target Implementation brochures) � Capacity building small and medium municipalities disseminated workshops entrepreneurs, and that are Vulnerable groups through existing � Grievance start-up owners) in accessible to Annual scorecard outreach initiatives redress/beneficiary accessing loans for subgroups event as part of (business chambers, feedback investments community check existing service mechanism that support creating meeting Existing Green points for � Information desks green(er), and (more) Enterprises employment) in project offices sustainable activities Development 33 Communication Engagement Responsible Subgroup Project Phase Channels/Materials Purpose Venue Frequency Party Mechanism(s) � Social media and (either physical or Agencies SMS messages digital) To support women disseminated and youth located in through already vulnerable areas, available jobseeker through small grants pools and channels for investments that of local support creating stakeholders. green(er), and (more) � Interactive sustainable activities scorecard event � For disabled persons who want To provide feedback, to engage in the through an annual project, the project event and interactive will include scorecard/community measures for their check meeting on the accessibility. quality of the training Depending on the and mentoring disability services circumstances, house visits may also be utilized as needed. � For illiterate, verbal and non-technical communication will be utilized in public participation meeting � Printed materials To develop additional � Consultation (posters and green transition meetings brochures) focused activities with � Focus group Localities in local communities to discussions target ensure local relevance � Grievance municipalities NGOs and address local Ongoing redress/beneficiary that are challenges. feedback accessible to mechanism CBOs and WLCs To alleviate their � Information desks potential bias on in project offices green transition (digital if possible) process 34 Communication Engagement Responsible Subgroup Project Phase Channels/Materials Purpose Venue Frequency Party Mechanism(s) Component 2 Women and youth To support women and youth located in Localities in � Participatory � PPTs vulnerable areas, target planning � Printed materials through small grants municipalities � Grievance (posters and for investments that that are redress/beneficiary brochures) support creating accessible to Development feedback green(er), and (more) target groups, Agencies mechanism sustainable activities provincial � Information desks Implementation directorates of (digital) in project central offices ministries Ongoing � PPTs To ensure local Municipal Municipal Authorities � Implementation/pla coordination of all offices, and provincial nning documents project activities and Consultations, official provincial directorates of central � Capacity building to implement meetings, workshops directorates of ministries (Implementing materials Component 2B; align central Partners) project support with ministries municipal planning municipalities 35 5.2 Overview of Stakeholder Engagement Methods 5.2.1 Consultation Meetings Consultation meetings will be convened with stakeholders including government authorities, municipal authorities, private sector businesses, chambers of commerce, civil society and existing green enterprises, women and youth representatives etc. 5.2.2 Participatory Engagement Methods Under Project components 1 and 2, participatory needs assessments will be conducted by trained facilitators. These will focus on compiling information from target beneficiaries through beneficiary dialogues, focus group discussions on the economic constraints and opportunities of individuals and groups engaging in green enterprises. The needs assessments will ensure the genuine engagement of target beneficiaries in the identification of their needs and to promote interaction and substantive discussion between green transition local and national stakeholders around green livelihoods development. The scope of these assessments will cover both incubation and acceleration beneficiaries. Participatory planning is a process whereby a community undertakes to reach a given socio-economic goal by consciously diagnosing its problems and charting a course of action to resolve those problems. Trained facilitators will conduct outreach and orientation meetings to ensure that target beneficiaries can engage meaningfully in the project. They will also organize participatory planning sessions in collaboration with the municipalities. 5.2.3 Participatory Assessment Participatory assessments and possible perception surveys will explore citizen’s experience and feedback about the project and will be carried out to inform the Project’s mid-line and end-line evaluations. The project will also utilize interactive community scorecards - a two-way and ongoing participatory tool for the monitoring of the incubation and acceleration support services. The community score card sessions will bring together Component 1 beneficiaries and providers of capacity building services and the project to jointly analyze issues, underlying capacity building constraints, and other project constraints and find a common and shared way of addressing those issues. The scorecard will result in a joint action plan. 5.2.5 Information Desks Information Desks in DA offices will provide local residents with information on stakeholder engagement and capacity building activities where they can share information about the project with PAPs and other stakeholders. Brochures and flyers on various project related social and environmental issues will be made available at these information desks. Digital information desks would be preferred especially for those who have difficulties in accessing these places physically. 5.2.6 Grievance Redress Mechanism In compliance with the World Bank’s ESS10 requirement, a specific grievance mechanism will be set-up for the project. Dedicated communication materials (GRM pamphlets, posters) will be created to help local 36 residents familiarize themselves with the grievance redress channels and procedures. In face-to-face meetings, the GRM and its details will also be verbally communicated for those who are illiterate. A GRM guidebook/manual will also be developed. In order to capture and track grievances received under the project, a dedicated GRM Management Information System/database is planned. Internal GRM training will also take place for the MoIT PIU and contractor staff. The MoIT PIU’s website will include clear information on how feedback, questions, comments, concerns and grievances can be submitted by any stakeholder and will include the possibility to submit grievances electronically. It will also provide information on the way the GRM committee works, both in terms of process and deadlines. 5.2.7 Training workshops Trainings on a variety of social and environmental issues will be provided to MoIT PIU, DAs, contractor staff and possibly relevant facilitators. Issues covered will include sensitization to gender-based violence risks. 5.2.8 Communication Materials Written information will be disclosed to the public via a variety of communication materials including brochures, flyers, posters, etc. A public relations kit will be designed specifically and distributed both in print and online form. The MoIT PIU will also update its website regularly (at least on a quarterly basis) with key project updates and reports on the project’s environmental and social performance both in Turkish and Arabic. The website will also provide information about the grievance mechanism for the project. The project DAs will also have relevant information on the project in their websites, and share communication materials with local stakeholders and beneficiaries. DAs will establish effective communication channels with local media institutions regarding the project activities. 5.2.9 Presentations Visual material will be used in public participation meetings and consultation meetings. Presentations will be made which will be summaries of written documents. 5.2.10 Project Brochure In the project introduction brochures that will be presented to the stakeholders in the initial stage, general information about the project, as well as information about grievance mechanism and liaison/feedback channels will be provided. Through Component 2, beneficiaries will engage in a process in which they jointly agree on the priorities for the support facilities that are needed in their communities and neighborhoods to enable them to work (this will be developed at the TDA level, linked to the participatory needs assessments at the outset of each cycle). The project will also include: (iv) a beneficiary perception survey that captures perceptions on both outcomes and processes; and (v) a multi-layered grievance redress mechanism that will enable vulnerable beneficiaries to find an easily-accessed channel to lodge complaints and ensure a timely and objective response. To support women to engage in feedback, the community-level ombudswomen will be appointed to support vulnerable women to report issues that arise. The results of the regular feedback 37 mechanisms (i.e. the complaint and the response) will be discussed by the multi-stakeholder committees, the project steering committee, and during Bank supervision. Through the development of the above tools in the POM, the project will ensure that citizen engagement tools seek depth in engagement, are designed to target the beneficiaries and the vulnerable, are structured for the intended purpose, and occur frequently throughout the entrepreneurship cycle. The project will measure beneficiaries’ feedback on whether the green transition support system met beneficiary needs, whether the project interventions improved social cohesion, and the effectiveness of the abovementioned citizen engagement activities. 6. IMPLEMENTATION ARRANGEMENTS FOR STAKEHOLDER ENGAGEMENT 6.1 Elaboration of Stakeholder Engagement Responsibilities This section outlines the key implementation arrangements for the project’s stakeholder engagement. The MoIT PIU will assume the main responsibility for the coordination, implementation and monitoring and reporting of the SEP’s implementation. Table 8 - Responsibilities of key actors/stakeholders in SEP Implementation Stakeholder Responsibilities � Planning and implementation of the SEP MoIT PIU- � Leading stakeholder engagement activities with development partners, the private Communications sector, multi-stakeholder advisory platforms, DAs and Stakeholder � Management and coordination on resolution of grievances Specialist � Monitoring of and reporting on environmental and social performance to GOT and the World Bank � Consolidated reporting on SEP activities for the project overall Planning and implementation of SEP activities vis-à-vis: � Municipal Authorities Development � Agencies � Regional and provincial level outreach � Reporting on implementation of DA led SEP activities to MoIT PIU � Outreach to PAPs/stakeholders in DA Project areas � Make available the disclosed ESMP documents � Participation in stakeholder engagement activities arranged by DAs especially pertaining Local public to inputs for needs assessments, market assessments, training needs assessments, and authorities component 2 activities around participatory planning for livelihoods investments � � Inform MoIT PIU of any issues related to their engagement with stakeholders � Transmit and resolve complaints caused by the construction activities in close collaboration with and as directed by MoIT PIU by participating in the local Grievance Contractors Resolution Committee � Prepare, disclose and implement various plans (e.g. ESMP, Labor Management Plan, etc.) � Inform local communities of any environmental monitoring e.g. noise, vibration, water quality monitoring � Announce important construction activities (such as road closures and available alternatives) 38 6.2 Information Disclosure All E&S documents which are prepared for Substantial and Moderate Risks subprojects, will be disclosed at the places/venues that are easily accessible to all stakeholders before construction/renovation works begin and public consultation meetings will be conducted upon the disclosure and consultation process of E&S documents of subprojects. A Stakeholder Engagement Plan (SEP) has been prepared by MoIT to be implemented throughout the project by all agencies involved in the project. To provide general information to stakeholders about the project and to share the possible environmental and social risks of the project, avirtual consultation meeting was held on January 30, 2024 with the participation of line ministries, public institutions and organizations operating at regional and local levels such as development agencies, regional development administrations, municipalities, governorships, chambers of industry and commerce, as well as NGOs and private sector representatives. All environmental and social documents prepared for the project (ESMF, IMP, SEP and LAF) were published in Turkish and English on the website of the Ministry of Industry and Technology for review by stakeholders before the virtual consultation meeting, and the link was sent to the participants (https://www.sanayi.gov.tr/bolgesel-kalkinma-faaliyetleri/uluslararasi-projeler). In the meeting 164 people attended and the institutional information and positions of the participants are in Annex 2, and meeting photos are in Annex 3. The meeting was chaired by the Head of Funds and Technical Cooperation Department of the General Directorate of Development Agencies, and a presentation was made by an expert from the same department. In this presentation; detailed information about the aims, objectives and components of the project is given, then the purpose of preparing the ESF documents is included and a summary of the relevant documents is presented. The questions and comments asked by the participants at the meeting are generally within the scope of the project's implementation process and support elements. A summary of the questions and the answers given are below. • Will the participatory method be used locally within the scope of the project, will NGOs and other stakeholders take part in the process? o SoGreen Project will be implemented under the coordination of the Ministry of Industry and Technology at the central level and at the regional level by development agencies. Development agencies operating in 26 level 2 regions aim to accelerate regional development by improving cooperation between the public sector, private sector and non-governmental organizations, ensuring appropriate and effective use of resources and activating local potential. In this context, agencies will continue this approach within the scope of the SoGreen project and include regional actors in the project process. Participation of all local stakeholders will be of great importance, especially in analysis studies to be prepared at the regional level. • Will compulsory co-financing be envisaged in subprojects? o Co-financing at different rates determined under each component for the subprojects to be supported is expected to be covered by the beneficiaries. • Will the implementation start simultaneously in all Agencies, will there be a pilot application in the first stage, and if so, how will the pilot application selection be made? o The project will be implemented in all 26 level 2 regions, but it is envisaged to start implementation with pilot regions for a limited period in the first stage in order to ensure more effective and efficient management of the process. Pilot regions will be determined based on a methodology determined in the light of indicators. 39 • Who will be the beneficiaries of the SoGreen Project? o Within the scope of Component 1, micro, small and medium-sized enterprises, cooperatives, entrepreneurs; Within the scope of Component 2, local public institutions and organizations can be beneficiaries. • Will the project process be carried out through KAYS? o All subproject supports to be implemented within the scope of the project will be provided through KAYS. 6.3 Estimated Budget The estimated budget allocated for implementing the stakeholder engagement plan seven years is approximately 2,000,000 Dolar. 6.4 Monitoring and Reporting of the SEP Component 3 of the Project will support monitoring and evaluation (M&E) activities to track, document, and communicate the progress and results of the project, including monitoring of the Stakeholder Engagement Plan. An M&E team within the MoIT PIU will be responsible for overall compilation of progress and results. The PIU will also monitor the quality of the community mobilization and other inclusion, voice and agency activities with communities as measured through community scorecards, which will be discussed and verified along with financial records and project implementation records. Feedback and grievances received through the grievance redress/beneficiary feedback mechanism will also be included in the semiannual reporting. Finally, the findings of the baseline and end line beneficiary perception surveys will also be included in M&E efforts. Stakeholder Engagement Plan activities will be monitored every six months and reported in project progress reports biannually. 7. GRIEVANCE REDRESS MECHANISM 7.1 Purpose and Scope The DAs and MoIT receive formal requests and grievances through the Presidential Communication Center (CIMER). Other than CIMER, DAs can receive formal grievances either in a writing or through their online web channels. Given that all kinds of complaints are received by CIMER from the public and tracing project-specific requests, concerns or complaints will be difficult through CIMER, also it is only available to Turkish citizens, a project specific grievance mechanism will be needed. In accordance with the requirements of the World Bank, a grievance mechanism open to the use of all stakeholders, directly or indirectly affected by the project will be established. The project-based GRM is intended to serve as a mechanism to: � Allow for the identification and impartial, timely and effective resolution of issues affecting the project; � Strengthen accountability to beneficiaries, including project affected people, and provide channels for project stakeholders and citizens at all levels to provide feedback and raise concerns. 40 Having an effective GRM in place will also serve the objectives of: reducing conflicts and risks such as external interference, corruption, social exclusion or mismanagement; improving the quality of project activities and results; and serving as an important feedback and learning mechanism for project management regarding the strengths and weaknesses of project procedures and implementation processes. The GRM will also allow submission of anonymous grievances. The attached grievance form in Annex 1 will be utilized in the project and allow submission of anonymous grievances. In addition, the project GRM will include a channel to receive and address confidential complaints related with Sexual Exploitation and Abuse/Sexual Harassment in workplace (green enterprises). In addition, as part of the Labor Management Procedures, drafted by MoIT, MoIT PIU will also set up a worker’s grievance mechanism for project workers, who are staff of MoIT, DAs and contracted workers. The project will adopt a citizen engagement framework that incorporates a set of structured tools that will be adapted and developed to be implemented under the restrictions of the COVID-19 pandemic. Under Component 1, during implementation, private sector actors and vulnerable groups will be involved, sequentially, in: (i) participatory needs assessments; (ii) participatory skills/training assessments linked to decision making over the form that capacity building will take (e.g. training, coaching, mentoring); and (iii) participatory monitoring and feedback, through an annual feedback event using an interactive community scorecard tool to review and course correct as need be to enhance the quality of the training and mentoring services. These processes will be implemented through a blended approach which incorporates digital (civic technology) solutions, draws on local actors and pays attention to effective facilitation in the COVID-19 context. These processes will build on the beneficiary dialogues undertaken during preparation. Through Component 2, beneficiaries will engage in a process in which they jointly agree on the priorities for the support facilities that are needed in their communities and sectors to enable them to work (this will be developed at the TDA level, linked to the participatory needs assessments at the outset of each cycle). The project will also include: (iv) a beneficiary perception survey that captures perceptions on both outcomes and processes; and (v) a multi-layered grievance redress mechanism that will enable vulnerable beneficiaries to find an easily-accessed channel to lodge complaints and ensure a timely and objective response. To support women to engage in feedback, the community-level ombudswomen will be appointed to support vulnerable women to report issues that arise. The results of the regular feedback mechanisms (i.e. the complaint and the response) will be discussed by the multi-stakeholder committees, the project steering committee, and during Bank supervision. Through the development of the above tools in the POM, the project will ensure that citizen engagement tools seek depth in engagement, are designed to target the beneficiaries and the vulnerable, are structured for the intended purpose, and occur frequently throughout the entrepreneurship cycle. The project will measure beneficiaries’ feedback on whether the green transition support system met beneficiary needs, whether the project interventions improved social inclusion of women and youth, and the effectiveness of the above mentioned citizen engagement activities. 7.2 GRM Overview & Structure Who can communicate grievances and provide feedback? The GRM will be accessible to a broad range of Project stakeholders who are likely to be affected directly or indirectly by the project. These will include beneficiaries, community members, project implementers/contractors, civil society, media—all of who will be encouraged to refer their grievances and feedback to the GRM. What types of grievance/feedback will this GRM address? The GRM can be used to submit complaints, feedback, queries, suggestions or compliments related to the overall management and implementation of the project, as well as issues pertaining to sub projects that are being financed and supported by the 41 project, including: � Mismanagement, misuse of Project Funds or corrupt practices. � Violation of Project policies, guidelines, or procedures, including those related to child labor, health and safety of community/contract workers and unacceptable behaviors, sexual exploitation and abuse/sexual harassment. � Disputes relating to resource use restrictions that may arise between or among affected communities. � Grievances that may arise from members of communities who are dissatisfied with the eligibility criteria, project activities, or actual implementation of the project by DAs � General feedback, questions, suggestions, compliments. Standards. The SoGREEN GRM will establish clearly defined timelines for acknowledgment, update and final feedback to the complainant. To enhance accountability, these timelines will be disseminated widely to Project stakeholders. The timeframe for acknowledging the receipt of the grievance is 5 days. Addressing and responding to feedback is 30 days from the time that it was originally received, and this period is subject to extension upon the written consent of the MoIT PIU head. Structure. The structure of the Feedback system/GRM for the project will be comprised of three levels, from the level of the community through the central PIU level. Community Level. To ensure that the GRM is accessible to people at the community level, they will have the option to report their complaint/feedback to designated grievance focal points (GFPs) Regional/DA Level. DAs will also appoint respective GRM focal points that can either receive feedback directly from stakeholders, or to whom the community level GRM focal points can escalate issues/complaints. Central/PMU Level. If there is a situation in which there is no response from the community/DA level grievance redress focal points, or if the response is not satisfactory then complainants and feedback providers have the option to contact the PIU directly to follow up on the issue. The PIU’s grievance redress focal point will be responsible for complaints and issues related to all districts and components. The PIU Director will make a final decision after a thorough review of the investigation and verification findings. Appeal Mechanism. If the complaint is still not resolved, the complainant may escalate/appeal to a higher level of GRM within the project at the central level. If s/he is not satisfied with the decision, then s/he can submit his/her complaint to the appropriate court of law. Handling Sexual Exploitation and Abuse/Sexual Harassment (SEA/SH) issues: First responders will be trained on how to handle disclosures of SEA/SH. The DAs focal points, and the community-level ombudswomen who are the first touch point for women will be trained with the basic skills to respond to disclosures of SEA/SH that could be associated with or exacerbated by the epidemic, in a compassionate and non-judgmental manner and know to whom they can make referrals for further care or bring in to treatment centers to provide care on the spot. Turkey has already a national referral system for GBV, not only domestic violence but also work-place related harassment, bullying, violence as well as SEA/SH at work-place. These are under the auspices of Ministry of Family, Labor and Social Services and already detailed in both the Turkish Labor code and Turkish Penal code, where unacceptable behaviors are explained, and relevant penalties are detailed. Psychosocial support is already provided and available for 42 women and girls who may be affected by the outbreak and are also GBV survivors. The GRM that will be in place for the project will also be used for addressing SEA/SH issues at work-place and will have in place mechanisms for confidential reporting with safe and ethical documenting of SEA/SH issues. Further, the GRM will also have in place processes to immediately notify both the MoIT and the World Bank of any SEA/SH complaints, with the consent of the survivor. Thus, the existing GRM will also be strengthened with procedures to handle allegations of GBV/SEA/SH violations. The grievances related to exploitation of female workers, including sexual harassment and abuse at the workplace and unfair treatment will be prioritized to take actions. The PIU Manager, DA project responsible, Social Safeguard Specialist, as appropriate, shall be responsible for taking appropriate action in cases in which there is reason to believe that any right has been violated. The appropriate designated authorities will be informed about investigations into cases of Gender-based Violence/SEA/SH, and of the action taken as a result of such investigations. • All grievances and feedbacks will be handled with a fair and objective approach. Transparency and accessibility are also two main concerns of this redress mechanism. • In addition, the number, frequency, topics of grievances and feedbacks will be analyzed and reported periodically to the related units and administrative level. • Based on these detailed reports, the most frequently addressed issues are identified, and improvement activities are initiated. 7.3 GRM Communication & Process Communication. Information about the project’s GRM will be publicized as part of the initial feedback consultations in the participating communities. Brochures will be distributed during consultations and public meetings, and posters will be displayed in public places such as in project offices, local and municipal notice boards, community centers, government offices, etc. Information about the GRM will also be posted online on the PIU website, available in both languages, Turkish and Arabic. Details will be updated in Project Operational Manual and in this SEP, not later than 30 days after the Effective Date of the Grant Agreement and will be implemented throughout Project duration. Process. The overall process for the GRM will be comprised of 6 steps: (1) uptake (2) sorting and processing (3) acknowledgment and follow up (4) verification, investigation and action (5) monitoring and evaluation and (6) feedback (see figure 3). Figure 1. Feedback and GRM Process 43 Step 1: Uptake. Project stakeholders will have the opportunity to provide feedback and report complaints through several channels (in-person, mail, telephone, project website) at different levels. Step 2: Sorting and Processing. To consolidate, monitor and report on information related to grievances, complaints and feedback related to the project will be documented upon receipt/communication at each level of the GRM, and will be classified in order to manage the grievance redress process more effectively. Feedback/complaints regarding environmental or social issues related to the project activities will be logged in the MIS and documented. Step 3: Acknowledgement and Follow-Up. Within 5 days of receiving complaint/feedback, the grievance redress focal point will inform the complainant about the timeframe and the likely course of action. At the 5-day mark, if a complaint/question is still pending, the GFP in charge of the complaint at that point should provide an update about the status of complaint/question to the person who submitted it and provide an estimate of how long it will take to resolve the grievance or respond to the query. Step 4: Verification, Investigation & Action. Verification and investigation involve gathering information about the grievance to determine its validity and to generate a clear picture of the circumstances surrounding the issue under consideration. This process normally includes site visits, document reviews, a meeting with the complainant (if known and willing to engage) and meetings with individuals and/or entities who can assist with resolving the issue. Potential actions include responding to a query or comment, providing users with a status update, imposing sanctions, or referring the grievance to another level of the system for further action. Depending on which channel the grievance is received, the verification and investigation can be conducted by the GFP, or by the M&E staff in the DA or by the communications specialist at the PIU of MoIT. Step 5: Monitoring & Evaluation. Monitoring refers to the process of tracking grievances and assessing the extent to which progress is being made to resolve them. Ultimately, the PIU will be responsible for consolidating, monitoring and reporting on the total number of complaints, enquiries and other feedback for the project that has been received, resolved and that is pending at the community and DA levels, as well as feedback pertaining to the PIU. Information collected by DAs will be compiled by the PIU for reporting at the end of every month. Step 6: Providing Feedback. This step entails informing GRM users and the public at large about the results of investigations and the actions taken. Grievance redress focal points will provide feedback by contacting the complainant directly within a 30-day period of receiving the feedback/complaint. The PIU will make quarterly reports available to the World Bank team on the implementation of the Project GRM. In addition, data on grievances and/or original grievance logs will be made available to World Bank project supervision missions. 7.4 Grievance Logs The Grievance Focal Points will maintain local grievance logs to ensure that each complaint has an individual reference number and is appropriately tracked and recorded actions are completed. A sample grievance form and a close-out form is attached in Annex-1. 7.5 Monitoring and Reporting on Grievances 44 The PIU’s GRM focal point who will be the Communications and Stakeholder Specialist will be responsible for: � Collecting and analyzing the qualitative data from grievance redress focal points on the number, substance and status of complaints and uploading them into the single project database; � Monitoring outstanding issues and proposing measures to resolve them; � Submitting quarterly reports on GRM mechanisms to the Project Coordinator at the PIU. Quarterly reports to be submitted by the PIU shall include a section related to GRM which provides updated information on the following: � Status of GRM implementation (procedures, training, public awareness campaigns, budgeting etc.); � Qualitative data on number of received grievances \ (applications, suggestions, complaints, requests, positive feedback), number of resolved grievances; � Quantitative data on the type of grievances and responses, issues provided and grievances that remain unresolved; � Level of satisfaction by the measures (response) taken; � Any correction measures taken. Results posted on the PIU and DA websites. 7.6 World Bank Grievance Redress System Communities and individuals who believe that they are adversely affected by a World Bank (WB) supported project may submit complaints to existing project-level grievance redress mechanisms or the WB’s Grievance Redress Service (GRS). The GRS ensures that complaints received are promptly reviewed in order to address project-related concerns. Project affected communities and individuals may submit their complaint to the WB’s independent Inspection Panel which determines whether harm occurred, or could occur, as a result of WB non-compliance with its policies and procedures. Complaints may be submitted at any time after concerns have been brought directly to the World Bank’s attention, and Bank Management has been given an opportunity to respond. For information on how to submit complaints to the World Bank’s corporate Grievance Redress Service (GRS), please visit http://www.worldbank.org/en/projects- operations/products-and-services/grievance-redress-service. For information on how to submit complaints to the World Bank Inspection Panel, please visit www.inspectionpanel.org Annex 1. Sample Grievance Form and Grievance Closeout Form GRIEVANCE FORM Name of person receiving grievance: Date: Title: INFORMATION ABOUT COMPLAINANT Ways of Receiving Grievance 45 (This section may not be filled if the complainant wishes to remain anonymous) Name – Surname Phone □ Phone number Information Meetings □ Address Application to Office □ District/Neighborhood Mail/e-mail □ Signature (if possible) Field visit □ Other: □ ……………………………….. DETAILS OF GRIEVANCE 46 GRIEVANCE CLOSEOUT FORM ASSESSMENT OF THE GRIEVANCE Corrective Action Required: □ YES □ NO Please describe the action if it is required to close-out the case RESULT CLOSEOUT This part will be filled in and signed by the complainant and the complaint evaluation committee when the corrective action or file is closed-out. (Instead of taking the signature of the complainant, receipt or other supplementary documents can be attached to the form in order to verify that the file has been closed-out.) Responsible Person Complainant Name-Surname Name-Surname Date and Signature Date and Signature (If possible) 47 Annex 2. Stakeholder Meeting (30.01.2024) Paticipants’ Institutions and Positions No Institution Mission . 1 Ahiler Development Agency Head of Unit 2 Ahiler Development Agency Expert 3 Ahiler Development Agency Expert 4 Ministry of Family and Social Services Assistant Expert 5 Ministry of Family and Social Services Family and Social Services Expert Ministry of Family and Social Services General Directorate on the Status 6 Assistant Expert of Women Ministry of Family and Social Services General Directorate on the Status 7 Assistant Expert of Women 8 Alethina Impact Initiatives Consulting Inc. Executive 9 Alethina Impact Initiatives Consulting Inc. Project manager 10 Ankara Development Agency Expert 11 Ankara Development Agency Expert 12 Ankara Development Agency Expert 13 Ankara Development Agency Expert 14 Ankara Chamber of Industry Coordinator 15 Ankara Chamber of Commerce Office Clerk 16 Antalya Metropolitan Municipality Project Development Expert 17 Antalya Metropolitan Municipality Engineer 18 Antalya Industry and Technology Directorate Branch manager 19 Antalya Industry and Technology Directorate Engineer 20 Antalya Industry and Technology Directorate Engineer 21 Balıkesir Metropolitan Municipality S. Chemist 22 Western Mediterranean Development Agency Expert 23 Western Black Sea Development Agency Expert 24 Western Black Sea Development Agency Expert 25 Bursa Eskişehir Bilecik Development Agency Expert 26 Bursa Eskişehir Bilecik Development Agency Expert 27 Ministry of Environment, Urbanization and Climate Change Civil Engineer Ministry of Environment, Urbanization and Climate Change, Climate 28 Architect Change Directorate 29 Çukurova Development Agency Head of Unit 30 DCube Circular Economy and Sustainability Inc. Founding Partner 31 DCube Circular Economy and Sustainability Inc. Founding Partner 32 DCube Circular Economy and Sustainability Inc. Sustainability Assistant Expert 33 Denizli Metropolitan Municipality Electrical electronics Engineer 34 Denizli Provincial Directorate of Industry and Technology Engineer 35 Denizli Provincial Directorate of Industry and Technology Technician 36 Dicle Development Agency Head of Unit 37 Dicle Development Agency Coordinator 38 Diyarbakır Metropolitan Municipality Projects Branch Manager 48 39 Diyarbakır Metropolitan Municipality Project Expert 40 Eastern Mediterranean Development Agency Head of Unit 41 Eastern Anatolia Development Agency Expert 42 Eastern Anatolia Project Regional Development Administration Coordinator 43 Eastern Anatolia Project Regional Development Administration Expert 44 Eastern Black Sea Development Agency Expert 45 Eastern Black Sea Development Agency Expert 46 Eastern Black Sea Project Regional Development Administration Expert 47 Eastern Black Sea Project Regional Development Administration Expert 48 Eastern Marmara Development Agency Expert 49 World Bank Environmental Expert 50 Aegean Region Chamber of Industry Business development Expert 51 Energy and Natural Resources Ministry Assistant Expert 52 Erzurum Metropolitan Municipality Public Administration Expert 53 Erzurum Provincial Directorate of Industry and Technology Data Preparation and Control Operator 54 Eskisehir Metropolitan Municipality Social Services Unit 55 Eskişehir Provincial Directorate of Industry and Technology Engineer 56 Fırat Development Agency Head of Unit 57 Fırat Development Agency Expert 58 Gaziantep Metropolitan Municipality Project Expert 59 Gaziantep Governorship Planning and Coordination Directorate Deputy Provincial Planning Expert 60 South Aegean Development Agency Expert 61 South Aegean Development Agency Expert 62 Southern Marmara Development Agency Expert 63 Southeastern Anatolia Project Regional Development Administration Social Worker 64 Ministry of Treasury and Finance Expert 65 Silk Road Development Agency Expert 66 Silk Road Development Agency Expert 67 The Istanbul Metropolitan Municipality Assistant Expert 68 Istanbul Metropolitan Municipality Maritime Services Directorate Chief of Naval Research 69 Istanbul Development Agency Expert 70 Istanbul Development Agency Head of Unit 71 Istanbul Development Agency Expert 72 Istanbul Chamber of Industry environmental engineer 73 Istanbul Chamber of Industry Engineer Project and Business Development Assistant 74 Istanbul Chamber of Commerce Expert 75 Izmir Metropolitan Municipality EU Grant Projects Branch Manager 76 Izmir Development Agency Head of Unit 77 Izmir Development Agency Expert 78 Izmir Development Agency Expert 79 Izmir Development Agency Head of Unit 80 Izmir Development Agency Expert 49 81 Izmir Development Agency Expert 82 Izmir Development Agency Expert 83 Izmir Development Agency Expert 84 Izmir Development Agency Head of Unit 85 Izmir Provincial Directorate of Industry and Technology industrial engineer 86 Izmir Chamber of Commerce Project Officer 87 Kahramanmaraş Metropolitan Municipality R&D and Energy Manager 88 Kahramanmaraş Metropolitan Municipality Head of Foreign Relations Department 89 Kahramanmaraş Provincial Directorate of Industry and Technology Engineer 90 Karacadağ Development Agency Expert 91 Kocaeli Metropolitan Municipality Sociologist 92 Kocaeli Provincial Directorate of Industry and Technology Engineer 93 Konya Metropolitan Municipality Social worker 94 Konya Plain Project Regional Development Administration Engineer 95 Konya Plain Project Regional Development Administration Engineer 96 Konya Plain Project Regional Development Administration Coordinator 97 Konya Provincial Directorate of Industry and Technology Branch manager 98 KOSGEB Expert 99 Northern Anatolia Development Agency Head of Unit 10 Malatya Metropolitan Municipality Project Expert 0 10 Malatya Metropolitan Municipality Project manager 1 10 Malatya Industry and Technology Directorate Branch manager 2 10 Malatya General Directorate of Water and Sewerage Branch manager 3 10 Zero Waste and Excavation Management Manisa Metropolitan Municipality 4 Branch Manager 10 Manisa Provincial Directorate of Industry and Technology Engineer 5 10 Manisa Governorship Coordinator 6 10 Mardin Metropolitan Municipality Translator 7 10 Mardin Metropolitan Municipality Social Worker 8 10 Mardin Metropolitan Municipality Project Coordinator 9 11 Mardin Provincial Directorate of Industry and Technology Chef 0 11 Mersin Provincial Directorate of Industry and Technology Engineer 1 11 Mevlana Development Agency Secretary General 2 11 Mevlana Development Agency Expert 3 11 Mevlana Development Agency Head of Unit 4 11 Mevlana Development Agency Expert 5 50 11 Muğla Metropolitan Municipality environmental engineer 6 11 Muğla Metropolitan Municipality environmental engineer 7 11 Muğla Metropolitan Municipality Social worker 8 11 MÜSİAD-Independent Industrialists and Businessmen Association assistant Secretary General 9 12 Nivogo-Nivo Technology Trade Inc. Founding Partner - General Manager 0 12 Central Anatolia Development Agency Head of Unit 1 12 Central Black Sea Development Agency Head of Unit 2 12 Central Black Sea Development Agency Coordinator 3 12 Central Black Sea Development Agency Head of Unit 4 12 Central Black Sea Development Agency Expert 5 12 Central Black Sea Development Agency Head of Unit 6 12 Central Black Sea Development Agency Expert 7 12 Sakarya Provincial Directorate of Industry and Technology Engineer 8 12 Samsun Metropolitan Municipality Project Expert 9 13 Samsun Provincial Directorate of Industry and Technology Engineer 0 13 Ministry of Industry and Technology Industry and Technology Expert 1 13 Ministry of Industry and Technology Industry and Technology Assistant Expert 2 13 Ministry of Industry and Technology EU Assistant Expert. 3 13 ministry of industry and technology Expert 4 13 Ministry of Industry and Technology Engineer 5 13 Ministry of Industry and Technology Industry and Technology Expert 6 13 Ministry of Industry and Technology EU Expert 7 13 Ministry of Industry and Technology Head of Department 8 13 Ministry of Industry and Technology Expert 9 14 Ministry of Industry and Technology Industry and Technology Expert 0 14 Ministry of Industry and Technology Branch manager 1 14 Ministry of Industry and Technology Expert 2 14 Ministry of Industry and Technology General Directorate of R&D Engineer 3 Incentives 14 Ministry of Industry and Technology General Directorate of Industrial Industry and Technology Assistant Expert 4 Zones 51 14 Provincial Directorate of Industry and Technology Engineer 5 14 Serhat Development Agency Expert 6 14 Serhat Development Agency Expert 7 14 Strategy and Budget Directorate Strategy and Budget Expert 8 14 Tekirdağ Provincial Directorate of Industry and Technology Branch manager 9 15 Ministry of Commerce Trading Expert 0 15 Ministry of Commerce Assistant Expert 1 15 TOBB Expert 2 15 TOBB Sector Assemblies Directorate 3 15 Head of Sectors and Entrepreneurship TOBB 4 Department 15 TOBB Environmental Manager 5 15 Thrace Development Agency Expert 6 15 TÜBİTAK Chief Expert 7 15 Union of Municipalities of Türkiye Expert 8 15 TUSIAD Director of Social Policies Department 9 16 Van Metropolitan Municipality Deputy Director of Foreign Relations Branch. 0 16 Van Governorship Agricultural Engineer 1 16 WWF Turkey Program Manager 2 16 Zafer Development Agency Expert 3 16 Zafer Development Agency Head of Unit 4 52 Annex 3: Stakeholder Meeting (30.01.2024) Photograps 53 54