Myanmar eiti annual activity report july 2015 ‐june 2016 meiti ( myanmar extractive industries transparency intiative)

1

Myanmar EITI Annual Activity Report
July 2015 ‐– June 2016

2

Message of the Chairman of the MEITI-MSG
First of all, I would like to express my sincere appreciation to the MSG members for their
active participation throughout the process to delivering the functions of EITI
implementation in Myanmar in order to improve fiscal transparency and accountability, and
the revenue management system.
As an EITI candidate country, Myanmar has published its first Myanmar EITI report which
revealed findings related to the extractive sectors, especially revenue from the mining, oil
and gas sector. Even though the first report could not cover the whole sector’s revenue, it
was the first and significant achievement in such atmosphere where aforementioned
information had been never shared to the public. In fact, it was the step to move forward to
having transparency and accountability in the extractive sectors.
Implementation of EITI is a continuous process. As the standards require, we remain
committed to perform the tasks as planned in our country’s EITI work plan. This report
highlights the efforts of our MSG and coordination team in achieving important priorities
under the work plan. Currently, we have started drafting the 2nd
MEITI report with the
selection of Independent Administrators to reconcile the Government’s revenue and the
extractive industries’ payment. No matter what challenges and difficulties prevailing, we
sincerely believe that Myanmar EITI-MSG will be able to submit the report to international
EITI within the stipulated time.
U Maung Maung Win
Interim-Chairman

3

1. General Assessment of Annual Performance
After Myanmar’s application was approved and accepted as an EITI candidate country, it has
prepared and submitted the First Country EITI report on the reconciliation of the Government’s
revenue and the extractive industries’ payments. The table below illustrates the process which
MEITI undertook to deliver the first Myanmar EITI report.
Implementation Process
Steps Implemented Status
Select Independent Administrator and
decide the scope of the report
The technical sub-committee, with the support of
International EITI, selected Moore Steven Team
as the independent administrator.
Develop reporting template and collect
data
Developed and explained the template to relevant
stakeholders through a workshop
Finalize draft report and receive
feedback and recommendations from
MSG and each constituency group
Data collection process was completed on time
with the support of various government
departments’ representatives and selected private
companies. The drafted report was finalized after
incorporating feedback from all stakeholders and
MSG in December 2015.
Finalize and submit First Myanmar EITI
report to International EITI
First Myanmar EITI report was submitted to
International EITI in January 2016.
Launch of the Inaugural MEITI Report and Preparation for Broader Dissemination
The implementation of EITI and fulfilling the EITI requirements is a continuous proess. The
MEITI team launched the report with other stakeholder representatives in Yangon during mid-
March 2016. The MSG representatives participated actively in the launch of the report, as well as
panel sessions wehre they responded to questions from the audience, leading to greater clarity and
understanding of the report. However, the implementation process faces uncertainty and
challenges given the political transition, and that slowed down the implementation process
stipulated by the work plan. Other challenges include the shortage of budget, and the team is stil
awaiting the approval of the grant contract. The MSG sub-committee members are trying to
maintain and define various possible ways to disseminate the report to the public through the
media. At the same time, the coordination team is engaging with two regions where subnational
coordination units are actively involved, to advocate and share information with new
administrators and relevant key personnel to enhance the understanding of implementing EITI.
Subnational units will also be assuming responsibilities such as disseminating information and
recommendations from the report and initiating public discourse on the report.
Preparation for 2nd
MEITI Report
It is the candidate country’s obligation to meet the EITI standards and Myanmar has to submit its
2nd
EITI report by January 2017. The preparation for the 2nd
report is one of the key activities
under this year’s work plan. While waiting to sign the agreement for grant during the political

4

transition in April 2016, the MEITI coordination team moved forward through facilitating and
coordinating with MSG representatives, especially subcommittee members, World Bank, and
International EITI Secretariat office in preparing and developing the Terms of Reference (TOR)
for IA and budget forecasting for procurement. It is still an ongoing process while MEITI is
awaiting the Government’s commitment to fill the structural gaps of Leading authority- champion
and MSG and sign the agreement as early in third quarter of 2016.
MEITI National Secretariat
The MEITI Coordination Team of CESD is currently the Secretariat, coordinating the
implementation and information sharing amongst the MSG and constituency groups. Currently, it
is handing over the function to the EITI unit under the Budget Department of Ministry of Finance
(MOF). Both teams worked together in managing activities under the work plan during the period
covered by this report. While the MOF team managed the MDTF fund of $290,000/-, it also
worked on procurement and logistic for various events under the work plan in collaboration with
MEITI Coordination team of CESD. Due to the difficulties in recruiting staff for the Secretariat
team and the time needed to build required competency for key staff members of the MOF
secretariat team, the handing over process has been longer than expected. Thus, it was extended
to June 2016. Under such a situation, the combined team could manage and deliver the actions
planned under the work plan up to December 2015 timely and tried to share human resource for
managing those activities and preparation of first EITI report to be finished by timely by the end
of December 2016. on the teams also organized regular team meetings among the MOF EITI Unit
team, MEITI Coordination Team of CESD and World Bank up till February 2016. However, after
facing uncertainties due to the political change and its impact on various Ministries’ functions,
the meetings could not be conducted as usual. Therefore, both teams tried to maintain the
momentum by organizing low cost subcommittee meetings. The Coordination Team also
organized workshops on beneficial ownership, EITI implementation, and contract negotiation and
transparency, with the respective support of partners – NRGI, Mongolia EITI, and GIZ. The
Coordination team of CESD and the MOF secretariat discussed and prepared for the handover of
administrative documents by the end of June 2016. As the coordination team of CESD depleted
their own funds for managing day-to-day EITI coordination function, the CESD Team has
committed to contribute their time on a voluntary basis as the MOF secretariat team still needs
support for coordination and delivering the actions under the work plan
Regular MSG Meetings
There were a total of four MSG meetings during the reporting period. Through these MSG
meetings, participants discussed on scoping study recommendation to be used for making
decision for not only scope for first EITI report but also for the process implementation of
preparation for first EITI report in working with Independent Administrator to deliver the actions
and develop the report in timely. Even though the final product may not be as comprehensive as it
is ideally expected, the commitment and support from the MSG and the Chairperson has enabled
both members of the private and public sector to contribute the best possible information and data
on revenue administration in the data template stipulated by the MSG. During the meetings,
decisions were also made such that the budget and funds were use and managed effectively,
particularly in the field of capacity building for various constituency groups. CSO representatives
also actively participated and gave their feedback and inputs throughout the process of
preparation for the first Myanmar EITI report. With the commitment and overwhelming support
stemming from each constituency group, Myanmar achieved its milestone of implementing EITI
by submitting its first EITI report timely. The MSG also discussed and delivered the subsequent
steps of releasing the EITI report to the wider public, and tried conducting outreach and
communication activities to initate public dialogue under the work plan of 2016 when they faced
challenges stemming from the handover process and the committee change due to the outcomes
of the 2015 election..

5

Regular MSG Sub-Committee Meetings
From July 2015 to June 2016, there were more than 25 sub-committee meetings. The sub-
committees are namely, Outreach and Communication sub-committee, Work plan and
Governance sub-committee, and Technical sub-committee. Individual sub-committees effectively
and actively discussed the relevant issues carried out their respective roles and responsibilities
such that decisions can be made efficiently at MSG meetings and activities can be prioritized and
implemented according to the work plan. . Working alongside one another has helped to build
rapport and relationships that are extremely useful in facilitating cooperation between the
constituency groups and consensus decision making. As there are numerous challenges for
Myanmar to overcome in order to improve transparency and accountability, the MSG tries to
manage the time constraint and existing limitations revolving the legal framework and , and
promote and build better coordination and relationships among the three stakeholder groups. Such
efforts were only possible given the open and flexible environment facilitated by the sub-
committee meetings.
Outreach, Communications and Capacity-Development
Under this reporting period, the Sub-National Coordination Units (SNCU) was also initiated and
started to implement as pilot project in Mandalay region where many gold mining projects are
located, and Magway region where many small, medium and some major oil production projects
are located. During the initial stage, the SNCU seems to be functioning well, but due to the
representatives’ lack of understanding at the regional level, the functions were not carried out as
quickly as expected. After key decision makers are changed after the November election in 2015,
the CSO representatives who are selected as representatives for their respective regional sub-
national coordination unit team tried to continue organizing meetings among SNCU members till
today. For example, Magway SNCU group invited the National Coordination team
representatives to present to the new Chief Minister of the region to help him understand the
objectives of the SNCU and how it is related with the National MSG TOR, the work plan, and
the existing problems and conflicts in their respective region’s extractive sector. And they also
continuous in action of review and replace the three constituency groups representative with more
committed and giving time for SNCU too. Mandalay SNCU is also trying to do the same and help
the new Chief Minister of the region to better understand the role of SNCU through sharing the
first EITI report and other relevant EITI documents and information with the new administrators.
Individual constituency group’s capacity building was conducted through organizing specific
trainings for Government, Private and CSOs using the findings from the training need assessment
which was conducted by International EITI consultant during mid-2015. The topics covered
under the capacity building trainings are: (1) Understanding EITI in broader context and the
Importance of Reporting, (2) Facilitating and Communicating with Different Stakeholders, and
(3) Basic Natural Resource Governance from the perspective of EITI.
The SNCU also disseminated the first Myanmar EITI report broadly to other stakeholders from
the three constituency groups and media to enhance their understanding on the report’s findings
and recommendations that are to be implemented in the future as a continuous reform process. It
also had the chance to share the EITI report with all Members of Parliament from Yangon
Division and seek their actions to take on the recommended reform actions. The coordination
team also followed up with the decision of the sub-committee to engage with the media. As it was
discussed in May 2016, the coordination team hopes to share the first EITI report’s
recommendations and finding with the public through platforms such as radio or TV programs,
news outlet such as MRTV in August 2016.
In order to continuously engage the International EITI, the MSG representatives and coordination
team members, including the National Coordinator, participated in several International events
organized by International EITI in collaboration with Philippines EITI, NRGI, and GIZ
Mongolia, to enhance relationships and networks with regional countries that have implemented
the EITI and possess relevant experiences to be applied in the context of Myanmar. Myanmar
consequently also enjoys opportunities to learn from other countries’ experiences and thus, be

6

able to be better unleash the potential and manage existing risks through dialogue in these
platforms. Participants in these events also had the chance to gain a deeper understanding of the
EITI report, the reforms required, and the updated standards, which then can be communicated to
respective constituency group members through the MSG meetings.
Long-Term Funding for EITI
The implementation of EITI is a continuous action for the country and it needs to have enough
budget to implement activities under its work plan for the next three years for Myanmar to reach
the level of a compliant country. It has discussed with development partners like DFID, DFAD,
EU, and the World Bank, and it has also prepared the budget forecast by reflecting its work plan
for the subsequent three years which was agreed by Development Partners, supported through the
World Bank. Although MEITI prepared and did up the budget plan by the end of November
2015, the political change affected the plan as political appointments and leadership structure
were affected by the transition, causing delay in the signing of the agreement between MOF and
WB. This is still awaiting the Cabinet’s decision. As such, the implementation process of EITI in
Myanmar to deliver the prioritised activities under the work plan since March 2016 was also
delayed. Under such circumstances, the coordination team has being trying to maintain some
functions such as organize workshops on beneficial ownership and contract negotiation and
transparency with the budgetary support from NRGI and GIZ Mongolia for Myanmar MSG
representatives and Mongolia EITI representatives. Thus, the coordination team and the MSG are
trying to maintain the momentum by incurring minimal cost while it waits for the signing of
agreement between the government and the World Bank.
MEITI MSG and Civil Society’s Concerns
Additional Inputs from CSOs:
Successes:
1. Sub-committee meetings are conducted regularly and effectively even when the national
level MSG meeting has stopped.
2. Similarly, Sub-National Coordination Units meetings in MDY and Magway are conducted
regularly while the government members have not been officially appointed.
3. Civil society has built good relationship with the Ministry of Natural Resources and
Environmental Conservation. They have organized and participated in mining monitoring
trip together with CSO, regional and local governments, Department of Mines, and the
private sector in January 2016. They are also planning to conduct a similar trip again in
June-July 2016 in the Sagaing region.
4. CSO representatives - MSG-MEITI has organized a press conference regarding its
position and stance on the first Myanmar EITI report in January 2016.
5. Due to the formation of Sub National Coordination Units in the Mandalay region, the
situation of illegal mining has slightly improved as there is a better monitoring process
and local responsive mechanism by three constituencies, and the SNCU members.
6. CSO has facilitated community research in Lapadaung copper mine and advocated
Members of Parliament, regional government and the media to respond to the findings in
June 2016.
7. CSO conducted an advocacy meeting with Members of Parliament in Natural Resources
Committees in Ahmyothar and Phythu Hluttaw, Ministry of Natural Resources and
Environmental Conservation, and regional governments in May 2016, highlighting the
importance of implementing EITI recommendations to enhance transparency and
accountability in natural resources governance in Myanmar.

7

Challenges:
1. There were no capacity development activities for MEITI-MSG apart from the workshop
on beneficial ownership which was held in May 2016.
2. Although regular SNCU meetings were held at the regional level, there is a need for the
SNCU to be more functional so that they can effectively respond to local issues and
improve resources management in the regions.
3. CSO has submitted its recommendations (13 in total) upon the final draft version of
Myanmar EITI report in the 12th MSG meeting which was held in Dec 2015; however,
the first Myanmar EITI report has not covered and reflected them in their entirety.
4. MEITI-MSG has yet to conduct public debates in the regions regarding the first Myanmar
EITI report, and has only launched the report in March 2016.
5. MDTF fund has been delayed because it has yet to receive the government’s official
approval to implement MEITI activities according to the work plan. This is because there
exists much bureaucratic red tapes between MEITI Secretariat team from CESD (Former
MDRI) and the MOPF.
6. CSO has changed its representatives in November and December internally. Myanmar
Alliance ob Transparency and Accountability (MATA) and CSO representatives have
informed MEITI Secretariat with an official change of appointment letter; however,
MEITI-Secretariat has yet to recognize the changes and they are still using the old CSO
representatives’ names meetings, workshops or training invitations. Thus, the CSO-MSG
representative feels that they have been discriminated against amongst other
constituencies within the MEITI-MSG.
7. The official announcement to continue implementing the Myanmar EITI process has not been
released yet. Therefore, there exists uncertainty in the continuation of MEITI implementation
process.
Recommendations to Improve Engagement and the Implementation of EITI in Myanmar from
the Perspective of Relevant Constituencies
First Myanmar EITI report is highly incomplete. However, the recommendations are strong.
Nevertheless, there is little discussion on how to implement these recommendations amongst the
MEITI-MSG members. CSO is also mainly concerned that the MEITI-MSG will produce the
second Myanmar EITI report based on the weak points of the first report as mentioned below,
 Approximately 50 percent of public money from oil, gas and mining are kept by state-
owned economic enterprises (SEEs) in off-budget’s “Other Accounts.”
 It is necessary to disseminate the information regarding the list of active oil, gas,
gemstones and mineral licenses updated as of March 2014 so that these information
can be publicly available.
 The value of jade production and revenue generation should be disclosed as only 54
percent of the gemstone companies in the emporium,— a small fraction of the total
industry -- was covered in the first Myanmar EITI report.
 The revenues from the extractive industry should be reported on a project-by-project
basis so that public can understand the sources of resource revenues and their
respective owners, to monitor their performance in managing the projects in
accordance with the standards.
 Licensing procedures and allocation criteria has to be disclosed according to the EITI
requirements to improve transparency and accountability.
 Data on beneficial ownership has to be disclosed according to revised EITI standard in
2016.

8

 Contracts and licenses’ terms should be disclosed despite the EITI guidelines
‘encourage’ disclosure. The lack of transparency and disclosure reduces stakeholders’
ability to monitor and enforce companies’ financial, operational and social obligation.
Thus, CSO urged all MEITI-MSG to place emphasis on implementing the above-mentioned
points to improve the transparency mechanism for better natural resources governance in
Myanmar.
As a first step to implement Myanmar first EITI report’s recommendations, the CSO would like
the MEITI-Secretariat to follow up the decision stemming from the Outreach and
Communication, Governance and Work plan sub-committee meeting, which was held on 3rd
June:
1. As an advocacy group of the MEITI-MSG, one representative from MEITI-MSG will
meet with EITI-related ministries in July 2016 to discuss what the ministries are doing
regarding the recommendations. This is to better understand the challenges, strengths, and
opportunities to move forward with the recommendations on revenue management to
enhance resource governance in Myanmar.
2. In order to meaningfully implement the EITI process in Myanmar, CSO would like to
recommend that more capacity building opportunities be offered on top of workshops and
trainings. This entails offering all MEITI-MSG members (3 constituencies) opportunities
to act as the facilitator in the meetings, discussions, workshops, etc. According to the
consensus decision making practices within MSG members of EITI process, it is required
that 3 constituencies have a sense of equal participation and non-discrimination without
any impeding information sharing.
3. Although MEITI communication strategy has been drafted since late 2015, there is no
major attempt to implement this strategy. The strategy entails outreach activities to raise
public awareness on Myanmar’s EITI implementation process. Moreover, the
communication mechanism is not properly worked out when the information is shared
internally or externally.
4. Myanmar EITI-MSG is required to agree and develop the strategy vs work plan in
accordance with Myanmar’s context to implement the MEITI process effectively and
efficiently.
5. Finally, CSO would like to recommend developing an action plan to carry out the
implementation of the first Myanmar EITI report’s recommendations by MEITI-MSG.
Additional Input from Governments:
(Still waiting while they are confusing and not clear their role)
Additional Input from Privates:
(Still waiting while they are preparing )

9

2. Assessment of performance against targets and activities set out in the workplan
The MSG discussed and reviewed the Work plan’s objectives and activities after the MSG workshop for 2014-2015 Annual Activity Progress
Report. It was revised with more clarification on the activities but it did not change the context of the work plan with the inputs of MSG member
by the end of February 2016.
The following is an assessment of progress against the activities in the Work plan, from July 2015 (when the Work plan was agreed by the MSG)
until June 2016.
Objective 1: Contribute to broader reform for resource governance
Number Activity Status Time
in WP
Remark/ Summary of Progress from July 2014-July 2015
1.2.1 Carry out legal study to build on
recommendations of legal review and the
scope of the study
Not
achieved
Mid
2017
This was discussed by the MSG at the time when the Work plan
was finalized in April 2014, and was briefly discussed again at
the MSG workshop in July 2015. It will be carried forward in the
revised Work plan as an activity for the subsequent year.
1.2.2 Prepare for drafting of the EITI bill
including consultation with legislators
and other key stakeholders
Not
achieved
Early
2017
This was discussed by the MSG at the time the Work plan was
agreed to in April 2014 and was briefly discussed again by the
MSG at the MSG workshop in July 2015. It will be included as
an activity in the revised Work plan, based on the findings of the
legal study.
1.2.3 Government EITI Coordination
1. Establish inter-departmental EITI
working group under each key EITI-
related ministry (EITI Special Units)
2. Review and strengthen existing
governmental EITI coordination
mechanism
Partially
achieved
/
Ongoing
Mid
2014
and
onward
s
Some ministries, e.g. Ministry of Mines, established an inter-
departmental EITI working group. However, the Ministry of
Energy, MOECAF and GAD have indicated that they may set up
a working group. Ministry of Finance have not yet done so, but
have established the EITI National Secretariat unit.
However, the process is awaiting with the guidance and
commitment of the new Government. The renewal of

10

commitment by the new Government can reduce the delay and
confusion within the MSG structure, as it is currently fraught
with uncertainty due to the change in government
representatives.
1.2.4 MEITI Coordination Office/ Secretariat
transition to Ministry of Finance (MDRI-
MEITI team to work with Leading
Authority to agree and implement step-
by-step plan)
Partially
achieved
/
Ongoing
Mid
2016
A plan was agreed with the Government EITI Leading Authority
that the MDRI-CESD MEITI Coordination Office would slowly
hand over responsibility of the National Secretariat function to a
designated team in the Ministry of Finance. This could not
implemented as planned in the late 2015. Due to not having
enough staff members and the turnover of the department head,
the plan of the handover process was pushed back to early 2016,
and then the end of June 2016.
The CESD MEITI Coordination Office continues to work as
closely as possible with this team, although the handover process
is completed in June 2016. It is therefore expected that the
CESD team will need to continue to work with the team in the
Ministry of Finance for the foreseeable future.
1.2.5 Identify and plan the support required for
the government (central and regional
offices) to understand and calculate: 1.
regional/local extractive industries’
contribution to national economy and 2.
production and export volumes and
pricing
Not
achieved
Mid
2014-
2015
The Independent Administrator’s Terms of Reference included
an assessment of these requirements. It is anticipated that the
Independent Administrator will make recommendations for
improving and strengthening the government’s management and
collation of such data moving forward.
This activity is therefore carried over into next year’s Work plan.
1.2.6 Establish a centralised government
register of licenses which covers both the
national and sub-national levels
Not
achieved
Mid
2016-
2019
This activity has been included in the Work plan by the MSG
with the caveat that it is not strictly or normally an EITI issue,
but that it was included to ensure alignment with EITI
Requirement 3.9.

11

Discussions about establishing a minerals cadastre are now in
place with MOM. This activity will therefore remain in the Work
plan for 2016-2017, and there will also be a workshop at the end
of 2015/early 2016 to identify and decide on the best options for
Myanmar.
1.2.7 Carry out review of the illegal and
artisanal and small scale mining (ASM)
sector to understand potential
contribution to national economy and
estimation of production data
Not
achieved
Late
2014
This activity was included in Moore Stephens TOR, and will
therefore be carried forwards into next year based on the
Independent Administrator’s recommendations.
1.2.8 Carry out review of the jade and
gemstone sectors for other potential
inclusion in scope of second MEITI
report (If not effectively covered and/or
included in scoping study and first EITI
report)
Achieve
d
Early
2016
In December 2014, the MSG agreed that the scope of the study
would only include formal government data on jade and
gemstones from the Gems Emporium. As such, the entire jade
and gemstone sectors will not be wholly covered in the study or
in the first MEITI report.
There have been some discussion in the MSG regarding the
options for producing this report and some preliminary data has
been gathered. The MSG decided in June 2015 that the review
should be carried out after the scoping study has been completed.
1.2.9 Government (including SOE) needs to
identify its level of ownership in the
sector
In
progress
Mid
2014-
2017
There has been initial discussion during the government’s
working committee meetings, especially on the available data for
the scoping study’s preparation. There exists a need for
continuous discussion amongst key stakeholders.
This was also included in the Independent Administrator’s TORs
and will be carried forward based on their recommendations

12

accordingly.
1.2.10 Government to review availability of
EITI-related data among SOEs for
disclosure in EITI report
In
progress
Mid
2014-
2016
There has been initial discussion during the government working
committee meetings, especially on the available data for the
scoping study’s preparation. There exists a need for continuous
discussion amongst key stakeholders.
This was also included in the Independent Administrator’s TORs
and will be carried forward based on their recommendations
accordingly.
1.2.11 Government to review extractive
industry-related sub-national practices,
payments and revenues
Partially
achieved
/ on
going
Mid
2014-
2015
This was discussed in the MSG sub-committee and a
representative of the Internal Revenue Department offered to
organise a workshop to review extractive industry-related
practices at the subnational level. It was organized in late 2015.
This was included in the Independent Administrator’s TORs and
will be carried forward based on their recommendations
accordingly.
1.2.12 Carry out a study to map and identify
levels of beneficial ownership in the
extractive sectors in Myanmar (If not
effectively covered and/or included in
scoping study)
Under
discussio
n
End
2016
The MSG discussed this when agreeing to include it in the Work
plan in April 2014.
In March, a government representative from the Myanmar
Investment Commission participated in a beneficial ownership
workshop organised by the EITI International Secretariat in the
UK.
The issue of beneficial ownership was discussed briefly at the
MSG workshop in July 2015. The oil and gas companies present
indicated that they would not have a problem making their
beneficial owners public and for this to be included on a public

13

register in Myanmar. It was noted that the mining company
representatives were less comfortable with this suggestion.
The Independent Administrator’s TOR for the scoping study
requires them to propose a definition of beneficial ownership
consistent with EITI requirement 3.11.d, and a mechanism for
reporting and disclosure in accordance with EITI Requirements
3.11.a-b.
1.2.13 1. Government to agree procedure for
disclosure of information related to the
allocation of licenses
2. Disclose information about bidding
process including list of applicants and
the bid criteria (2013-2014) in line with
EITI 2013 Standard Requirement 3.10
In
Progress
Late
2014-
2015
This activity, which focuses on MOGE and the disclosure of
some data about the 2013-2014 bidding process, was briefly
discussed in one or two MSG meetings and in some sub-
committee meetings.
The information was provided to the Independent Administrator
for inclusion in their report.
1.2.14 MSG members will explore the
methodology and the extent of contract
disclosure and social expenditures
In
Progress
2014-
2015
Contract disclosure and social expenditures have been briefly
discussed a few times, although not formally at a regular MSG
meeting.
At the MSG workshop in July 2015, there was some discussion
about contract disclosure.
The Independent Administrator’s TOR covers both of these
issues in line with EITI Requirements 3.12 (b) and 4.1 (b). It is
therefore expected that the MSG will address these issues more
substantially once the Independent Administrator has completed
their work.
Objective 2: Create enabling environment for EITI
Activity Activity Status Time in Remarks/Summary of Progress during 2014-2015

14

Number WP
2.1.1 1. Carry out Training Needs Assessment for
MSG and key stakeholders
2. Design training plan, training manual
materials etc. to include training of trainers
(TOT)
Achieve
d
Mid
2015
The draft training plan has been produced and the
accompanying report was finalised and approved in early
September.
2.2.1 Two or 3 training activities per year
depending on training needs
identified/training plan - for MSG members
Achieve
d/
ongoing
End
2015-
2019
Several training activities were offered/delivered to MSG
members throughout the year (although these took place
before the training needs assessment had been carried out).
2.2.2 MSG Study Tour & Exchange visit to
Mongolia
Achieve
d
Late
2014
A group of MSG representatives was invited to Mongolia in
November 2014 by GIZ to participate in a conference and
meet Mongolian EITI representatives to share, learn and
discuss EITI implementation.
2.2.3 MSG Study Tour & Exchange visit to the
Philippines
Achieve
d
Mid-late
2014
This took place later than originally anticipated, but was a
very valuable experience for the MSG participants.
2.2.4 Government training and capacity
development (as requested by government)
1. Basic natural resource governance
training to EITI related (Union) ministries
2. Basic natural resource governance and
EITI training to regional governments
(especially from resource rich states and
regions)
3. Advance Natural Resource Governance
and Reporting Practice Training to MEITI
Government, Working Group and Working
Group/Focal Group from Each EITI Related
Achieve
d/Ongoin
g
Mid
2014-
Onwards
A range of EITI related training has been offered to key
government ministries, including:
- Introduction to EITI
oMinistry of Mines
oVarious other ministries including GAD and some
parliamentarians
- Natural Resource Governance
o Ministry of Mines
- Preparation for EITI Reporting
oMinistry of Finance
oVarious government departments

15

Government Agencies
4. Fiscal regime in EI related training
5. International accounting standard and
project financing and evaluation training
2.2.5 Civil Society Organisation (CSOs) training
and capacity development
Training activities to be developed as per
Training Needs Assessment
Achieve
d /
Ongoing
Mid
2014-
2016
A number of CSO training activities took place during the
year are including –
 Introduction to EITI
 TOT for EITI Awareness
 Natural Resource Governance
 Contract Transparency
In particular, NRGI is working closely with Myanmar
CSOs to support them and build capacity to participate
effectively in the EITI process.
2.2.6 Private Sector training and capacity
development
Training activities to be developed as per
Training Needs Assessment
Achieve
d/Ongoin
g
Mid
2014-
2016
Prioritised training for the private sector will focus on
supporting the reporting companies with the reporting
process. However, some local level companies have
participated in events related to outreach and raising
awareness, especially in Mandalay and Magway where the
two subnational coordination units have been established.
There are plans to to organize two trainings for Private
Sector with MFMA in Yangon and Mandalay by December
2015.
2.3.1 Legal Review Achieve
d
Late
2013-
2014
A legal consultant (Baker & McKenzie) was contracted by
the World Bank in 2013 to carry out the legal review. The
final report was produced in 2014.
2.3.2 Political Economy Study (Pre-scoping
Study)
Achieve
d
By mid
2014
Adam Smith International: ‘Institutional and Regulatory
Assessment of the Extractive Industries in Myanmar’ was

16

finalised and published in 2015.
Objective 3: Prepare and facilitate the process for implementing EITI
Number Activity Status Time in
WP
Remarks/ Summary of Progress during 2014-2015
3.1.1 Prepare and secure World Bank Multi
Donor Trust Fund (MDTF) funding until
end 2015
Achieved A USD 290,000 grant to the Ministry of Finance from the
World Bank-managed EITI MDTF provides funding until
the end of 2015. This is complemented by Bank-executed
activities, including financing of a technical adviser, a
communications consultant, and a public financial
management consultant, and the financing of the Scoping
Study. The Bank-executed activities are also financed by
the EITI MDTF.
3.1.2 Prepare and Secure DFID and/or
alternative development partner for short-
medium-long term funding
In
progress
In principle agreement has been reached with the World
Bank to provide a grant from Myanmar Partnership
MDTF, with funding from DFID and perhaps DFAT.
Grant development is underway.
3.1.3 Prepare and secure government
contribution to EITI
Under
discussio
n
Onward Some preliminary discussion has been held with the
government on the potential financial contribution to
EITI.
3.1.4 Prepare and secure core funding for MEITI
Coordination Office
Achieved Given the need for ongoing MDRI MEITI team support
to the EITI process and the Ministry of Finance, funding
is being factored in to the revised 2016 – 2019 Work
plan.
3.2.1 Hold MSG Meeting every two months Achieved
/ Ongoing
Candidate
Onward
MSG meetings have been held regularly approximately
every 2 months.

17

3.2.2 Establish MSG Sub-Committees,
Taskforces, Supporting Committees or
Monitoring Committees as necessary and
hold Meetings accordingly
Achieved
/ Ongoing
Candidate
Onward
In July 2014 the MSG agreed to establish 3 sub-
committees to support its work and with the mandate to
work in more detail on key areas, on behalf of the MSG.
The 3 sub-committees are:
 Work plan and Governance
 Technical and Reporting
 Communications and Outreach
The 3 sub-committees have met regularly during the year.
3.2.3 Procure reconciler firm to carry out
detailed scoping study and prepare first
MEITI report
Achieved
/ Ongoing
After
MEITI
Candidacy
Applicatio
n
Approved
The Independent Administrator was procured in June
2015. The MSG established a ‘Selection Committee’ to
oversee and lead the selection process.
3.2.4 Scoping Study Achieved Early 2015 This activity was delayed to mid-late 2015.
3.2.5
1. MSG to agree scope and definition of
materiality threshold for the first report
based on the results of the scoping study
2. Reconciler to develop reporting
templates with MSG in line with agreed
scope
3. MSG to approve the reporting templates
Achieved Based on
scoping
study,
early 2015
This activity was delayed slightly. It is anticipated that
the scoping study will be finalised in October 2015. The
MSG has agreed on the scope and reporting templates
accordingly.
3.2.6
Training on EITI reporting and templates
for all Reporting Entities
Achieved After
scope
agreed
(2015)
This was carried out by Moore Stephens, the Independent
Administrator after the scope of the first report has been
agreed.
3.2.7
Preparation and Production of MEITI
report
Achieved Jan 2016 Moore Stephens produced the first MEITI report. This
began in October 2015.
3.2.8 Approve and Launch Of MEITI Report by Achieved After Once the draft report was finalised, and the MSG and key

18

MSG -Ongoing completio
n of
MEITI
Report
stakeholders have had the opportunity to give any
feedback, the MSG formally approved the report. Once
the final version had been approved it was officially
launched.
3.3.1
Prepare for the 2nd Report including
procurement of Reconciler and possible
second scoping study
Under
process
Early
2016-End
2016
The MSG will make a decision on this during 2016.
3.3.2
Production of 2nd MEITI Report
Under
discussio
n
2016-2017 This will take place during 2016 (possibly 2017).
3.4.1
Engage in validation, review and approval
of validation report
Under
discussio
n
By
January
2017
Validation must take place by January 2017 (2.5 years
after candidate status granted).
Objective 4: Increase the accessibility of data (Communication and Information Sharing)
Number Activity Status Time in
WP
Remarks/ Summary of Progress during 2014-2015
4.1 Widespread communication and
dissemination of MEITI report, ensuring
contribution to public debate including e.g.:
- Press Release
- (Media) Including TV, Radio, Print, events
and activities
Ongoing Early
2016-late
2106
It has been taking place once the EITI report is published
and in line with the Communications Strategy.
4.2.1
MEITI Website (regular updating and
maintenance)
Ongoing 2014 and
Ongoing
A new Communications Officer was appointed in June
2015. The website is also now being revised and
improved.
It has been handed over to the MOF team by April 2015
and one staff who is assigned to undertake the role of

19

communications.
4.2.2
MEITI Secretariat to establish online and
physical 'library' of EITI related information
for EITI stakeholders (where the information
is not publicly available, it should be
approved by MSG)
Ongoing Late
2014 -
Onwards
The MEITI office are collating numerous relevant and
insightful documents/reports etc. which will be available
for downloading from the MEITI website (in both
Myanmar and English languages).
This will also be covered in the Communications
Strategy.
4.2.3
Develop MEITI communications
plan/strategy
Achieve
d
Late
2015
This activity was slightly delayed but was produced by
the end of 2015.
4.2.4
Implement communications plan/strategy
including e.g. information, education and
communication materials, outreach events,
workshops, seminars etc.
Ongoing Late
2014 -
Onwards
In line with the MEITI Communications Strategy, a range
of communications and outreach events and activities will
held each year, including e.g.:
- National EITI conference
- Annual MSG workshop
- Subnational coordination unit events
- Outreach events and workshops
4.2.5
Possible Outreach Events to include:
1. Seminars and workshops (approx. 15)
2. National EITI Conference
Ongoing 2014-
2016
Various outreach events were held during the year as
follow
 7 seminars with EITI introduction of regional level
 8 trainings and workshops with Media and
Government
4.2.6
Outreach events for each constituency group
Partially
Achieve
d
/Ongoing
Mid
2014-
2016
Outreach events were held primarily for CSOs and
government stakeholders during the year.
4.2.7
MSG to discuss and agree options for
establishing regional CSO-government EITI
Partially
Achieve
Late
2014
This activity became the MSG agreement, in December
2014, to establish the ‘pilot’ 4 subnational coordination

20

support groups
- options for establishing groups followed up
d Onward units. The agreed 4 states and regions were: Mandalay,
Magway, Shan and Rakhine.
By July 2015, two of these-- Mandalay and Magway --
had been successfully established. It is intended that the
remaining 2 will be established as per the MSG decision
later this year.
4.3.1
MSG to establish internal monitoring and
evaluation mechanism e.g. MSG Monitoring
and Evaluation Sub-Committee
Not
achieved
Late
2016
Onwards
The following activities all contribute to ongoing
monitoring and evaluation of the EITI process:
- CSOs as non-reporting entities, play monitoring and
oversight role
- The Annual Activity Report process
- Regular Workplan and Governance Sub-Committee
meetings i.e. the governance, institutions etc. of the
EITI process.
- The Validation process (for Myanmar this will begin
by January 2017).
Whether additional monitoring is still needed can be
discussed by the MSG.
4.3.2
Post MEITI First Report Activities -
- Evaluate and review first report process
- Follow up MEITI Report recommendations
- Carry out any research/ studies as necessary
including CSO study using participatory
action research methodology and PAME
2016 2016
Onwards
Not applicable during this year
4.3.3
1. Carry out review of government financial
data management system needs for effective
EITI implementation (Consultant)
2. Consultant to develop the system based on
the needs identified, and provide training
Under
process
2015-
2016
This activity will be carried based on the IA’s
recommendations in the first MEITI report.

21

accordingly
4.3.4
MSG to review and revise the Workplan
Achieve
d
March
2015
This was one of the key objectives of the MSG workshop
in Pyin Oo Lwin in July 2015.
The MSG Workplan and Governance Sub-Committee has
met a few times to discuss the Workplan and budget. In
particular, after the MSG workshop in July, there have
been several meetings to review and revise the Workplan
in time for the MSG’s approval in September.
4.3.5
MSG to review annual progress (Workplan),
produce annual activity/progress report and
send to International Secretariat
Partially
Achieve
d
February
2016-
July
2016
The main objective of the MSG Workshop in Pyin Oo
Lwin in July 2015 was to review annual progress against
the Work plan and prepare for the Annual Activity
Report. However, as this was not possible, the process of
preparing the Annual Activity Report was slightly
delayed.

22

3. Assessment of performance against EITI requirements
During the course of the year (from July 2015 to June 2016), the MSG had 4 meetings, and there
were meetings of each sub-committee at least once in between MSG meetings.
In preparation for the Independent Administrator’s TORs for 2nd
EITI report, which was
substantially discussed by the MSG Technical and Reporting Sub-Committee, the committee
ensured that each of the EITI Requirements would be covered in the scope of the IA’s work. Even
though this is the second year of EITI implementation for Myanmar, progress in meeting specific
requirements in the Standard has been limited given the time constraint and the changing
Government structure. Thus, the second report would have its scope extended and additional
sections. However, while the first report is completed timely and contains useful
recommendations, it is difficult to hold regular meetings to enforce the implementation of reform
measures due to the impact of political change and its consequent structural change in the
Government’s Ministries.
Even though the EITI Requirements per se were not formally discussed in MSG meetings in
2016, they are all included in the Work plan and also in the Independent Administrator’s TOR.
The MSG will be able to discuss them more systematically during and after the Independent
Administrator has designated their tasks for the second report.
Beneficial ownership (3.11)
Even the workshop on Understanding Beneficial Ownership was organized in early June, there is
still the need for continuous discussion on of the definition of BO by Myanmar EITI. This
component in the work plan is delayed and will be postponed to late 2016.
Contracts (3.12)
Due to the uncertainties within the MSG caused by the changes in political appointments within
the Ministries, the component of contract transparency could not move forward as planned. It
was also difficult to build a broader understanding on existing practices and cover topics under
the contractdespite the drafts by both parties in the public and private sectors. are following the
same legal framework.

23

4. Overview of the Multi-Stakeholder Group’s Responses to the
Recommendations from Reconciliation and Validation, if applicable
Under the process of preparation by MSG sub-committee, it has been decided that
separate meetings with respective Government departments’ key staff members will
be conducted to allow them to have an understanding on the report’s
recommendations and how they can be integrated in their existing development and
reform plans. Due to the political change, Myanmar administrative structure are also
relatively fluid given that some ministries are merging and Ministerial appointments
are filled with new members. Advocacy on the report’s recommendation and the
implementation will be prioritized in the next six months of 2016.
5. Any specific strengths or weaknesses identified in the EITI process
Strengths
Coordination
Under the reporting period, coordination among three constituency groups is continuously
improved and having dialogue for better improvement of policy reform and issue management
between Government and CSOs representatives like having meeting with Mining for some issues
related mining in region. Participation of sub committee members is functioning well even there
was some changes in focal for sub com member from the side of Government and CSOs, was not
impact in the coordination for moving forward the action. It was also organized regular internal
team meeting among CESD coordination team, MOF secretariat Team and WB focal persons
monthly until early 2016. It’s also build the effective dialogue and making decision for delivering
the activities under work plan and prioritise activity in line with requirements and time frame.
Debate and Adaptation to Context
As a continuous action of developing the TOR for IA and the preparation plan for the first EITI
report, debates on the scope, reporting template, including the number of companies based on
their revenue payment to Government took place and the follow sectors are decided by scoping
study:
 Oil and Gas
 Mining (including jade and gemstones but only formal government’s Gem Emporium
data)
Even though the MSG agreed that a separate feasibility study to determine the inclusion of the
hydropower sector into the EITI process should also be carried out in time for the second MEITI
report in its first annual progress report, the dialogue at sub-committee meetings also pushed for
the inclusion of the fishery sector.
While the MSG mechanism is slowed down, it is still maintaining dialogue and discussion
through sub-committee meetings to discuss the preparation of the IA’s TOR.
Increased Dialogue
In terms of increasing engagement with stakeholders, the MEITI process led to civil society
representatives entering into a regular, open dialogue and relationship with key ministries. For
example, as a result of discussions in the MSG, CSOs and Ministry of Mines representatives are
now meeting on a regular basis.
It is also set up mechanism of having regular dialogue and meeting among three stakeholders
representatives at two pilot regions where SNCU set up as pilot.

24

Outreach, Inclusion and Capacity Development
There were considerable efforts to build awareness and capacity of MEITI stakeholders
throughout the year. This includes numerous training sessions for all key stakeholder groups,
including some not directly involved in the MEITI process such as the media and
parliamentarians.
There were also numerous outreach events at the subnational level in several states and regions.
Most of them were organised collaboratively by MATA and CESD MEITI Coordination Office
to raise awareness in communities. At times, MATA CSO coalition and some government
support are involved.
It was also organized trainings related technical knowledge building for three stakeholders and
some skill required for constituency groups to do better coordination and delivering the action
effectively in facilitative approach by the late 2015 in collaborate with NRGI and with some
external International experts for facilitation and communication sill. By the end of 2015, some
trainings were organized for the three types of stakeholders in terms of technical knowledge build
up, and constituency groups were also offered opportunities to develop coordination,
communication, and facilitation skills. These were conducted in collaboration with NRG and
various external international experts.
Positive Reflections
The first Multi Donor Trust Fund for implementing EITI in Myanmar was depleted by the end of
2015 and due to the delay of signing the grant agreement caused by the political change, MSG
members have been trying to maintain the momentum and contribute their time on low-cost
deliverables while attempting to find the collective solution to meet the EITI requirements and
standards. to support better reform of the accountability and transparency practice and mechanism
in Myanmar under the critical change of political situation when Government representatives are
unclear for their role and participation in EITI.
Weaknesses
Myanmar tried to implement EITI and overcome some challenges to improve coordination among
the three groups who lack trust in one another. After the first EITI report has been developed,
Myanmar is preparing for the second report to be submitted timely in early 2017 while ensuring
to carry out the recommendations from the first report.
Limitation
. Build a balanced tripartite understanding and confidence towards the building of a
developed nation while ensuring good governance and transparency;
· Regular verbal communication between different interest groups is necessary to
improve more strategic communication through the MEITI communication channel.
· Have expectation of being a member of MSG, become a member after overcoming
obstacles, need to gain benefits for the general public;
· Mixed results: While there is some improvement, there were unpleasant occurrences at
the ground level., Some examples are the Lapadaung case in Sagaing Region ,Pin Pat Mining
in Shan State, Ta Gaung Taung Nikle Mining in Sagaing Region, etc.
· Establish good relations with the government, companies, and CSO. However, CSO still

25

feels that there is a difference between champion and MSG member in reality.
· There are many challenges ahead in the action plan and the work plan for the next year to
agree upon consensus practices.
- After political change takes place, new leaders are trying to manage and improve various
sectors. As they place more focus on building peac , EITI was less prioritized.
- The change in leadership and ministerial appointments made existing MSG structure
uncertain as Government representatives are unclear of their participation and state of
involvement.
Poor Data Quality
It was covered under the recommendation from the first EITI report. Ideal data collection could
not be implemented as the key practitioners involved with the data management do not have a
clear understanding on the importance ensuring good data quality. It could not link and
collaborate between development of quality data in Ministry with the support of other
development agency, have being implementing process and EITI data quality requirement.
Institutional Culture and Paradigm Shift
After the 2015 November election, the change in the country’s authority and resulting bureaucrati
change often hamper progress in EITI implementation. This ranges from simple meeting requests
(which often require various levels of authorisation, approval and procedure), to disclosing agreed
data/information for the purpose of EITI reporting (which, in this first year of reporting, has
presented a significant challenge).
As the government reforms slowly continue, and people become increasingly familiar with the
EITI process over time, we hope that these constraints will be reduced and the systems involved
will improve. Therefore, the transition to greater transparency and open operating environment–
in line with the spirit of EITI – is likely to necessitate a major paradigm shift that will probably
need more time.
Institutionalisation
The National Secretariat in the Ministry of Finance was supposed to be firmly established during
the course of the year, with the aim of being fully functional by the end of 2015. However, due to
various challenges during the year, the MDRI-CESD MEITI Coordination Office team continues
to play the lead role of the National Secretariat function, with some part-time participation from
the MOF EITI team. The MDRI-CESD MEITI Coordination Office team has made clear the
importance of assigning full time MOF staff to EITI activities. The aim is to have a fully
functioning MEITI National Secretariat team based in the Ministry of Finance who effectively
supports the MSG as required.
In practice, it was difficult to collaborate between two teams as the CESD MEITI is based in
Yangon while the MOF EITI is based in Nay Pyi Taw., The difference in locations also delayed
the hand over process and thus, it was extended to the end of June 2016.
Expectations
Human rights-related concerns and grievances have been brought into EITI MSG discussions
repeatedly during the year, even though EITI as a process is not equipped or intended to capture
these issues. It is therefore very clear that there is a strong need in Myanmar for other fora in
which human rights-related issues and concerns can be properly addressed. This could include,
for example, corporate grievance mechanisms, a credible and responsive human rights
commission, and the general strengthening and implementation of the Rule of Law.

26

5. Total Costs of Implementation
Costs for implementation were divided during 2014-2015 as follows:
Executing Agency Beneficiary Budget
DFID Accountable
Grant ‘for Strategic
Coordination of EITI
in Myanmar’
CESD Effective EITI implementation
for the benefit of the people
and government of Myanmar
July 2014 - February 2016: USD 331,318
Extension up to June 2016- USD
DFID Externally
Funded Output (EFO)
World Bank Overall support for effective
EITI implementation
May 2013 – May 2015: USD 599,600
World Bank Global
EITI Multi Donor
Trust Fund (Global
EITI MDTF)
Ministry of Finance
MEITI Secretariat /
World Bank
MEITI Work plan
implementation
2014- December 2015: USD 290,000 plus Bank-
executed technical assistance
World Bank Myanmar
Partnership Multi
Donor Trust Fund
(MP-MDTF)
Ministry of Finance
MEITI Secretariat /
World Bank
MEITI Work plan
implementation
From January 2016 until 2019 (4 years? subject to
MSG decision)
‐ USD 3.5 million (approx. to fund entire
Workplan)
(under the process of signing agreement)

27

5. Any Additional Comments
6. Has this Activity Report been Discussed Beyond the MSG?
Due to the limitation of a lack of budget, the coordination team has provided a
general timeframe for individual constituency group representative to collect various
information in order to prepare the annual report. At the same time, the coordination
team prepared the draft annual report which is shared with MSG representatives for
their inputs and recommendation, hoping to receive the inputs and concerns by 24th
June. However, there was not enough time for each constituency group
representatives to respond and Government representatives are not sure of their own
involvement in the MSG. The representatives from the private sector is also
concerned about the MSG structure and has been relatively slow in responding to the
coordination team. Therefore, the coordination team is trying to submit this draft
report to the International EITI and trying to get each constituency group’s
recommendation and contribution in the meantime.
After drafted the report to be shared to International EITI on 3rd
July 2016, MEITI
secretariat team continue to contribute this draft report among MSG and request their
feedback and comments on it by giving time until by the 2nd
week of August 2016.
And then accepted no reply and comments from MSG, mean they all are agreed on it
and then finalized this report to be shared to International EITI and share to wider
public through MEITI Web site.
7. Details of Membership of the MSG During the Period
(including details of the number of meetings held and attendance record)
Please see table in Annex 1
Approved by MSG:
-------------------------------------------------------------------------------------------------------
-
Date:
-------------------------------------------------------------------------------------------------------
-

28

Annex 1: List of MSG members, and attendance at MSG meetings
No Name Organization
MSG Meetings in 2015/2016 Remark
Tenth Eleventh Twelfth Thirteen
1 Chair MoF √ √
2 Vice-Chair MoE √
Government Representatives
1 U Tin Myint GAD/MoHA √ Become MSG Representative
on 12th
MSG Meeting
2 Dr Nyi Nyi Kyaw MoECAF √ √ √
3 U Myo Mynt Oo MOGE
4 U Win Htein MoM √ √ √
5 U Min Htut MoF
6 Daw Khin Aye Swe AGO √ √ √
Government Alternates
7 U Ye Naing GAD/MoHA √ √ √
8 Thura U Htin Kyaw
Moe
MoF √ √ √ √
9 U Kyaw Thet MoM √ √
10 U Than Htay Aung MOGE √ √ √ √
11 U Nanda Win Aung MoECAF √ √ √ √
Private Sector Representatives
1 Mr Xiaver Preel Total E & P Myanmar
2 Mr Terence J. Howe MPRL E & P Myanmar
3 Mr Li Hongyuan CNMC Nickel Co. Ltd. √ √ √
4 Mr Chen Kah Seong PC Hong Kong √ √
5 Mr Song Huai Yin Goldpetrol Joint
Operation Company Inc.
√
6 U Aye Lwin MFMA √ √
Private Sector Alternates
7 Mr Bertrand Brun Total E & P Myanmar √ √ √ √
8 U Andy Tin Win PC Hong Kong √ √ √ √
9 U Aye Thwin Goldpetrol Joint √ √ √ √

29

No Name Organization
MSG Meetings in 2015/2016 Remark
Tenth Eleventh Twelfth Thirteen
Operation Company Inc.
10 Daw Kyisin H Aung MPRL E & P Myanmar √ √
11 U Khin Maung Han MFMA √ √ √ √
Civil Society Representatives
1 U ALex KESAN
2 U Win Myo Thu Eco/Dev √
3 Dr Kyaw Thu Paung Ku √ √ √ √
4 U Ye Thein Oo √ √ √ √ Become MSG Representative
on 12th
MSG Meeting
5 Daw Su Hlaign
Myint
GBP (Sagaing) √ √ √ Become MSG Representative
on 12th
MSG Meeting
6 U Khaing Kaung San Wun Lat Development
Foundation
√ √ √ √
7 U Mung Dan TANK (Kachin) √ Become MSG Representative
on 13th
MSG Meeting
8 U Thant Zin DDA √ √
9 Moe Moe Tun Green Trust (Pyin Oo
Lwin)
√ √ √ √
Civil Society Alternates
10 U Moe Myo Sat Thit (Shan) √
11 U Naing Lin Htun Pyoe Khin Thit
(Ayeyarwaddy)
√ √
12 U Andrew CNRWG (Chin)
13 U Saw Me Bway
Doh Htun
Hoo Phoo Kapaw
(Kayin)
√ √
14 U Myo Myint Oo Green Network
(Magway)
√ √ √
15 U Zaw Lwin Public Network (Bago) √ √ √

30

Annex 2: MATA
Background Information of MATA
Myanmar Alliance for Transparency and Accountability (MATA) is a nation-wide network, consisting of
over 400 local civil society groups, think tank groups and interested individuals. Since its inception in 2012,
it has worked on advocating improved management of natural resource sectors, including greater public
involvement in natural resource management. MATA is the representative coalition from which the nine
civil society members on the MEITI MSG are derived. MATA was established in early 2013, growing out
of the civil society organizations engaged on EITI and broader resource governance related issues. Prior to
the current reform process, initiated in 2011, Myanmar had very strict limitations on the freedom of speech
and freedom of assembly, offering very little space for discussion or public debate on natural resource
issues. In this context MATA has come together timely fashion in order to coordinate and provide a
representative structure for CSO engagement in EITI, and engage on other resource related issues, including
the FLEGT initiative. However, MATA and its CSO members are all engaged in a steep learning curve,
given the very recent nature of their ability to legal organize, conduct debate, engage with media, and hold
discussions with Government. Most of the new initiatives and new comers are started engaging with MATA
as a member.
MATA’s structure includes 14 regional working groups, which are spreading across the country. There is a
National Coordination Office in Yangon, plus a regional office in Mandalay. MATA has plans as well to
open offices in each of the 14 states and regions. The MATA National Coordination Office serves as the
secretariat for CSO participation in the Myanmar EITI MSG. This includes convening CSO meetings,
generating meeting minutes, distribution of EITI related information, including minutes and results of MSG
and sub-committee meetings, and coordinating technical inputs to EITI related matters.
MATA’s Mission
 To advocate for transparency and accountability by government, elected representatives, companies,
donors and civil society.
 To promote the freedom of public participation in, and scrutiny of, Myanmar’s legal frameworks and
guidelines relating to resources.
MATA’s Objectives
 Advocate for transparency and accountability in the management of natural resources by Government,
private sector and civil society organizations.
 Raise awareness of the importance of transparency through education and training sessions
 Build partnerships with INGO, NGO, Government, CSOs and other stakeholders.
 Strengthen the capacity of CSO and communities to improve Natural Resources Governance.
 Increase freedom of information, monitoring mechanisms and the accessibility of data.
 Promote the freedom of CSO participation in Myanmar.

EITIသည္သဘာ၀သယံဇာတတူးေဖာ္ေရးလုပ္ငန္းမ်ားမွရရွိေသာ၀င္ေငြမ်ားႏွင့္
ပြင့္လင္းျမင္သာမႈကိုအားေပးေသာကမၻာလံုးဆိုင္ရာစံႏႈန္းတစ္ရပ္ျဖစ္ပါသည္။
တိုက္ဆိုင္စစ္ေဆး

ပိုင္ဆိုင္မႈ
ပိုက္လိုင္းျဖတ္သန္းခ
ေပးေခ်မႈမ်ား**
အစီရင္ခံစာတြင္ကုမၸဏ ီမ်ားမွေပးေဆာင္ထားေသာ
အခြန္အခမ်ားႏွင့္အစိုးရမွေကာက္ခံရရွိေသာအခြန္အခမ်ားကို
ထုတ္ျပန္ၿပီးလြတ္လပ္ေသာတိုက္ဆိုက္စစ္ေဆးသူ၏
ရလဒ္စစ္ေဆးမႈကုိေဖာ္ျပေပးရသည္။
(**)EITIစံႏႈန္းအရမျဖစ္မေနထုတ္ေဖာ္ျပသရမည့္သတ္မွတ္ခ်က္မဟုတ္ေသာ္လည္းဤ အခ်က္အလက္မ်ားကိုEITIအစီရင္ခံစာတြင္ထည့္သြင္းေဖာ္ျပႏိုင္ပါက
EITIလုပ္ငန္းစဥ္မ်ားအားပိုမိုေကာင္းမြန္ေသာအက်ဳိးရလဒ္မ်ားျဖစ္ေပၚေစသည့္အတြြက္ထည့္သြင္းရန္တိုက္တြန္းသည္။
စီးပြားေရးလုပ္ငန္းမ်ား

EITIအဖြဲ႕၀င္ေလာင္းျဖစ္လိုလွ်င္ႏိုင္ငံတစ္ႏိုင္ငံသည္သတ္မွတ္ထားေသာလိုအပ္ခ်က္ေလးခ်က္ကိုျပည့္မီရမည္ျဖစ္သည္။ထို႔ေနာက္တစ္ႏွစ္ခြဲခန္႔အခ်ိန္ယူၿပီးEITIအစီရင္ခံစာတစ္ေစာင္ထုတ္ျပန္ရမည္။ထိုအစီရင္ခံစာတြင္
သဘာ၀သယံဇာတတူးေဖာ္ထုတ္လုပ္မႈအတြက္ေပးရေသာအခြန္၊ခိုင္ေၾကး၊စာခ်ဳပ္ဆုေၾကးအစရွိေသာအခြန္အခမ်ားႏွင့္ပတ္သက္၍ကုမၸဏ ီမ်ား၏ ေျပာဆိုခ်က္ႏွင့္ထိုအခြန္အခမ်ားကိုလက္ခံရရွိသည္မ်ားႏွင့္ပတ္သက္၍အစိုးရ
၏ေျပာဆိုခ်က္တို႔ကိုတိုက္ဆိုင္စစ္ေဆးျပရသည္။အဖြဲ႕၀င္ေလာင္းႏိုင္ငံျဖစ္လာေသာႏိုင္ငံတစ္ႏိုင္ငံသည္စံခ်ိန္မီတင္းျပည့္အဖြဲ႕၀င္(CompliantCountry)ျဖစ္ရန္အဖြဲ႕၀င္ေလာင္း(CandidateCountry)ျဖစ္ၿပီးႏွစ္ႏွစ္ခြဲအတြင္း
လိုအပ္ခ်က္ခုနစ္ခ်က္ကိုလိုအပ္ခ်က္ခုနစ္ခ်က္ကိုျပည့္မီေအာင္ျဖည့္ဆည္းထားရသည္။ထို႔ေနာက္ယင္းတိုင္းျပည္သည္ႏိုင္ငံတကာEITIဘုတ္အဖြဲ႕က အသိတ္အမွတ္ျပဳသည့္လြတ္လပ္ေသာစစ္ေဆးသူ(Validator)၏ တိုးတက္မႈအကဲျဖတ္ခ်က္ႏွင့္
EITIလုပ္ငန္းတိုးတက္ေရးအတြက္လိုအပ္ေသာအစီအမံမ်ားေဆာင္ရြက္ထားေၾကာင္းဆန္းစစ္မႈကိုခံရမည္ျဖစ္သည္။

အရပ္ဘက္အဖြဲ႕အစည္းမ်ားက EITIတြင္တိုက္ရိုက္အားျဖင့္
လည္းေကာင္း၊ ကမာၻတစ္၀န္းလံုးရွိ အစိုးရမဟုတ္ေသာ
(NGO)အဖြဲ႕အစည္းေပါင္း၄၀၀ ေက်ာ္၏ ေထာက္ခံအား
ေပးမႈ ရရွိေသာ “သင့္ေပးေဆာင္ရေငြကိုထုတ္ေဖာ္ျပပါ”
(PublishWhatYouPay)လႈပ္ရွားမႈျဖင့္လည္းေကာင္းEITI
တြင္ပါ၀င္ေဆာင္ရြက္ၾကသည္။ EITIကိုေထာက္ခံအား
ေပးေသာ ႏိုင္ငံတကာအဖြဲ႕အစည္းမ်ားတြင္ကမာၻ႔ဘဏ ္၊
ႏိုင္ငံတကာရန္ပံုေငြအဖြဲ႕ႏွင့္ႏိုင္ငံတကာရန္ပံုေငြအဖြဲ႕ႏွင့္ ေဒသတြင္းဘဏ ္မ်ား ပါ၀င္
သည္။ ဤ အဖြဲ႕အစည္းမ်ားသည္ အေကာင္အထည္
ေဖာ္ေနေသာ ႏိုင္ငံမ်ားကိုသာမက EITI ျပန္႔ပြားေရး
လုပ္ငန္းမ်ားကိုကူညီေထာက္ပံ့ေပးၾကသည္။ အစိုးရအမ်ား
အျပား(ၾသစေၾတးလ်၊ဘယ္လ္ဂ်ီယံ၊ကေနဒါ၊ဒိန္းမတ္၊
ဖင္လန္၊ဂ်ာမဏ ီ၊အီတလီ၊ဂ်ပန္၊နယ္သာလန္၊ေနာ္ေ၀၊
စပိန္၊ဆြီဒင္၊ၿဗိတိန္၊အေမရိကန္ျပည္ေထာင္စုစသည္တို႔
ကလည္းEITIကိုေထာက္ခံအားေပးၾကသည္။ကလည္းEITIကိုေထာက္ခံအားေပးၾကသည္။ ဤ အစိုးရ
မ်ားသည္ႏိုင္ငံေရးဆိုင္ရာ၊နည္းပညာဆိုင္ရာႏွင့္ဘ႑ ာေရး
ဆိုင္ရာအေထာက္အပံ့မ်ားကို ႏိုင္ငံတကာအဆင့္အရ
သာမကတိုင္းျပည္အဆင့္အရပါေပးသည္။ အေကာင္
အထည္ေဖာ္ေဆာင္ေနေသာႏိုင္ငံမ်ားအတြက္ဘ႑ ာေရး
အေထာက္အပံ့မ်ားကို(ႏွစ္ဦးႏွစ္ဖက္သေဘာတူညီခ်က္
ျဖင့္ေသာ္လည္္းေကာင္း၊ ကမာၻ႕ဘဏ ္မွစီမံအုပ္ခ်ဳပ္သည့္
အလွဴရွင္ေပါင္းစံုထည့္၀င္ေသာအလွဴရွင္ေပါင္းစံုထည့္၀င္ေသာ ရန္ပံုေငြျဖင့္လည္းေကာင္း)
ေပးသည္။
ယခုအခါ၌ ကမာၻ႕ႏိုင္ငံေပါင္း ၃၁ႏိုင္ငံသည္ EITI တင္းျပည့္အဖြဲ႕၀င္ႏိုင္ငံ
ျဖစ္ေနသည္။ ၄င္းတို႔မွာ အယ္(လ္)ေဘးနီးယား၊ ဘာကီနာဖာဆို၊ ကင္မရြန္း၊
အလယ္ပိုင္းအာဖရိကသမၼတႏိုင္ငံ၊ ခ်က္ဒ္ႏိုင္ငံ၊ ကုတ္ဒီဗြား (အိုင္ဗရီကို႔စ္)၊
ကြန္ဂိုသမၼတႏိုင္ငံ၊ဂါနာ၊ဂြာတီမာလာ၊ဂီနီ၊အင္ဒိုနီးရွား(ဆိုင္းငံ့)၊အီရတ္၊
ကာဇက္စတန္၊ကာဂ်စ္စတန္(ကာဂ်စ္သမၼတႏိုင္ငံ)၊လိုက္ေဘးရီးယား၊မာလီ၊
ေမာရစ္ေတးနီးယား၊မြန္ဂိုလီးယား၊မိုဇမ္ဘစ္၊ႏိုင္ဂ်ာ၊ႏိုင္ဂ်ီးရီးယား၊ေနာ္ေ၀၊
ပီရူး၊ကြန္ဂိုသမၼတႏိုင္ငံ၊ဆီရာလီယြန္၊တန္ဇန္္းနီးယား၊တီေမာလက္စတစ္(စ္)
(အေရွ႕တီေမာ)၊(အေရွ႕တီေမာ)၊ တိုဂို၊ထရီနီဒက္ႏွင့္တိုဘာဂို၊ယီမင္ (ဆိုင္းငံ့)ႏွင့္ဇမ္ဘီးယားတို႔
ျဖစ္ၾကသည္။
အျခာေသာ ၁၈ ႏိုင္ငံသည္EITI အဖြဲ႕၀င္ေလာင္းအဆင့္အတန္းရရွိထားၿပီး
၄င္းတို႔မွာ အာဖဂန္နစၥတန္၊ အဇာဘိုင္ဂ်န္၊ ကိုလံဘီယာ၊ အီသီယိုးပီးယား၊
ဟြန္ဒူးရပ္စ္၊ မာဒါဂတ္စကာ၊ မာလာ၀ီ၊ ျမန္မာ၊ ပါပူ၀ါနယူးဂီနီ၊ ဖိလစ္ပိုင္၊
ေဆာင္းတေမးႏွင့္ပရင္စီေပး၊ဆီနီေဂါ၊ေဆးရွဲ၊ေဆာ္လမြန္၊တာဂ်စၥတန္(ဆိုင္းငံ့)၊
ယူကရိန္း၊ၿဗိတိန္ႏွင့္အေမရိကန္ျပည္ေထာင္စုတို႔ျဖစ္ၾကသည္။
ဤ ႏိုင္ငံမ်ားအနက္၃၉ႏိုင္ငံသည္EITIအစီရင္ခံစာတြင္ေပးေဆာင္ရေငြမ်ားႏွင့္
၀င္ေငြမ်ားကိုထုတ္ေဖာ္ခဲ့ၿပီးျဖစ္သည္။
ၾသစေၾတးလ်၊ျပင္သစ္၊ဂ်ာမနီ၊ဂိုင္ရာနာႏွင့္အီတလီအပါအ၀င္ႏိုင္ငံအမ်ားအျပား
ကEITIကိုအေကာင္အထည္ေဖာ္ရန္ ရည္ရြယ္ခ်က္ရွိေၾကာင္းေဖာ္ျပခဲ့ၾကၿပီး
သတ္မွတ္ထားေသာ လိုအပ္ခ်က္မ်ား ျပည့္မီေရးအတြက္ ေရွ႕ရူေဆာင္ရြက္
လ်က္ရွိၾကသည္။
.................................................................................................................................................................................
(ႏိုင္ငံအလိုက္ လုပ္ေဆာင္ခ်က္မ်ားျဖင့္လည္းေကာင္း၊ ႏိုင္ငံတကာအဆင့္ လုပ္ေဆာင္ခ်က္
မ်ားျဖင့္လည္းေကာင္း၊လုပ္ငန္းရွင္အဖြဲ႕အစည္းမ်ားျဖင့္လည္းေကာင္းပါ၀င္ေဆာင္ရြက္ေနၾကျခင္း
ျဖစ္သည္။ ထို႔ျပင္ရင္းႏွီးျမွပ္ႏွံမႈပမာဏ ေဒၚလာ ၁၉ ထရီလ်ံေက်ာ္ကိုစီမံခန္႔ခြဲလ်က္ရွိေသာ
ႏိုင္ငံတကာရင္းႏွီးျမွပ္ႏွံမႈအဖြဲ႕အစည္းမ်ား၏ ေထာက္ခံမႈကိုလည္းရရွိခဲ့သည္။)
ကမာၻ႕အႀကီးဆံုးေရနံ၊ဓာတ္ေငြ႕ႏွင့္သတၱဳတူးေဖာ္ေရးကုမၸဏ ီ၉၀ေက်ာ္
တို႔က EITIကိုအားေပးေထာက္ခံၾကကာEITIလုပ္ငန္းတြင္တက္ၾကြစြာ
ပါ၀င္ေဆာင္ရြက္္ေနၾကသည္။
အစိုးရမ်ား၊အရပ္ဖက္အဖြဲ႕အစည္းမ်ား၊
ႏိုင္ငံတကာအဖြဲ႕အစည္းမ်ားက
EITIကိုအားေပးေထာက္ခံၾကသည္။
ကမာၻ႕ႏိုင္ငံေပါင္း၄၉ႏိုင္ငံသည္EITIကို
အေကာင္အထည္ေဖာ္လ်က္ရွိေနၾကၿပီ
ျဖစ္သည္။
www.myanmareiti.orgႏွင့္www.eiti.org ေတာင္းယူၾကည့္ရႈႏိုင္ပါသည္။

႕ 3
႕
႕ ႕
Adam Smith International
Adam Smith International ႕ ႕
႕ ႕
႕ ႕
႕
႕
႕
-
›
› ႕
› ႕
› ႕ ႕
›
›
›
http://www.adamsmithinternational.com/our-services/extractive-industries-governance/
႕ extractives@adamsmithinternational.com ႕

႕ 4
႕ ႕
႕ ႕ ႕ ႕
႕ ႕
႕
႕ ႕

႕ 5
ASM: Artisanal and Small-scale mining
AWC: Asia World Co. Ltd
BGF: Border Guard Force
BOT: Build Operate Transfer
CBO: Community Based Organisation
CDA: Community Development Agreement
CDOI: China Datang Overseas Investment Co Ltd.
CEP: Core Environment Programme
CPI: China Power Investment
CNMC: Chinese Nickle Mining Company
CNPC: China National Petroleum Corporation
CSO: Civil Society Organisation and Central Statistical
Office
CSR: Corporate Social Responsibility
CTGC: China Three Gorges Corp.
DGSME: Department of Geological Service and Mineral
Exploration
DHPP: Department of Hydropower Planning
DHPI: Department of Hydropower Implementation
DICA: Directorate of Investment and Company
Administration
DUHD: Datang (Yunnan) United Hydropower Developing
Co.
DKBA: Democratic Karen Buddhist Army
DRC: Democratic Republic of Congo
DSI: Defence Services Institute
EAG: Ethnic Armed Group
ECD: Environmental Conservation Department
EDC: Energy Development Committee
EGAT: EGAT International Ltd
EGTA: Export Gas Transport Agreement
EIA: Environmental Impact Assessment
EITI: Extractive Industries Transparency Initiative
ESIA: Environmental and Social Impact Assessment
ESMP: Environmental and Social Management Plan
FDI: Foreign Direct Investment
FESR: Framework for Economic and Social Reforms
FIL: Foreign Investment Law
FLEGT: Forest Law Enforcement, Governance and Trade
FPIR: Free, Prior and Informed Consent
GAAP: Generally Accepted Accounting Principles
GAD: General Administration Department
GAIL: Gas Authority of India Ltd
GIS: Geographical Information System
GMS: Greater Mekong Sub-Region
GOUM: Government of the Union of Myanmar
GPOA: Gas Pipeline Operations Agreement
GSA: Gas Supply Agreement
GWh: Gigawatt hour
HLRHC: Huaneng Lancang River Hydropower Co.
HPGE: Hydropower Generation Enterprise
HTMC: Htun Thwin Mining Co.
IATA: International Aid Transparency Initiative

႕ 6
IBA: Impacts and Benefits Agreement
ICG: International Crisis Group
IDP: Internally Displaced Persons
IFRS: International Financial Reporting Standards
IOC: International Oil Company
IOGEC: International Group of Entrepreneurs Co
INTOSAI: International Organisation of Supreme Audit
Institutions
IPRC: Improved Petroleum Recovery Contracts
IRD: Internal Revenue Department
ITD: Italian-Thai Development Co. Ltd Thailand
JICA: The Japan International Cooperation Agency
JV: Joint Venture
JVA: Joint Venture Agreement
KOGAS: Korea Gas Corporation
KIO: Kachin Independence Organization
KSDC: Kayin State Development Company
KSDP: Kachin State Democracy Party
KNU: Karen National Union
LTO: Large Taxpayers Office
MoA: Memorandum of Agreement
MAC: Myanmar Accountancy Council
MATA: The Myanmar Alliance for Transparency and
Accountability
MDCF: Myanmar Development Cooperation Forum
MDI: Myanmar Defence Industries
MDCF: Myanmar Development Cooperation Forum
MDRI: Myanmar Development Resource Institute
ME: Mining Enterprise
MEC: Myanmar Economic Corporation
MEITI: Myanmar EITI
MEPE: Myanmar Electric Power Enterprise
MFTB: Myanmar Foreign Trade Bank
MFMA: Myanmar Federation of Mining Association
MGTC: Moattama Gas Transportation Company
MIC: Myanmar Investment Commission
MNPED: Ministry of National Planning and Economic
Development
MNRMC: Minerals and Natural Resources Management
Committee
MoA: Memorandum of Agreement
MOD: Ministry of Defence
MOE: Ministry of Energy
MOECAF: Ministry of Environmental Conservation and
Forestry
MOECO: Mitsui Oil Exploration Company
MOEP: Ministry of Electric Power
MOF: Ministry of Finance
MOGE: Myanma Oil & Gas Enterprise
MOHA: Ministry of Home Affairs
MOU: Memorandum of Understanding
MPC: Myanmar Peace Centre
MPE: Myanmar Petrochemical Enterprise
MPPE: Myanmar Petroleum Products Enterprise
MSG: Multi-Stakeholder Group
MSMCE: Myanmar Salt and Marine Chemical Enterprise
MGE: Myanmar Gems Enterprise
MICPA: Myanmar Institute of Certified Accountants
MSEZL: Myanmar Special Economic Zone Law
NCDP: National Comprehensive Development Plan

႕ 7
NEMC: National Energy Management Committee
NESAC: National Economic and Social Advisory Council
NLD: National League for Democracy
NPV: Net Present Value
NRGI: Natural Resource Governance Institute (formerly
known as Revenue Watch Institute)
OAG: Office of the Auditor General
OECD: Organisation for Economic Cooperation and
Development
PAPD: Project Appraisal and Progress Department
PCC: Performance Compensation Contract
PEFA: Public Expenditure and Financial Accountability
PFM: Public Financial Management
PPA: Power Purchase Agreement
PSC: Production Sharing Contract
RCDP: Regional Comprehensive Development Plans
RCSS: Restoration Council of Shan State
SDN: Specially Designated Nationals List
SEE: State Economic Enterprise
SESA: Strategic Environmental and Social Assessment
SEZ: Special Economic Zone
SIA: Social Impact Assessment
SIC: Standing Interpretations Commitee
SLORC: State Law and Order Restoration Council
SME: Small and Medium Enterprise
SNDP: Shan Nationalities Development Party
SOE: State-Owned Enterprise
SLORC: State Law and Order Restoration Council
SLP: Social and Labour Plan
SLRDP: Settlement and Land Records Department
SNDP: Shan Nationalities Development Party
SOEEL: State Owned Economic Enterprises Law
SPDC: State Peace and Development Council
STH: Shwe Taung Hydropower Co
TAC: Terms and Conditions
tcf: Trillion Cubic Feet
TNLA: Ta-ang National Liberation Army
TOR: Terms of Reference
TRG: Transcontinental Group
UMEHL: Union of Myanmar Economic Holdings Ltd.
UNDP: United Nations Development Programme
UNFC: United Nationalities Federation Council
USDP: Union Solidarity and Development Party
UWSA: United Wa State Army
YPIC: Yunnan Power International Energy Co. Ltd

႕ 8
5
8
11
( ) 20
(၂) ႕ 23
(၃) 53
( 65
(၅) 85
(၆ 103
(၇ ႑ 126
(၈) 141
(၉) EITI 153
( ) 160
(၂) 168
(၃) 174
( (၂ ၈) 183
(၅ 184
(၆ 186
(၇) 188
(၈ ႕ 195
(၉ ႑ ႕ 202
(1) 21
(2 ႕ 24
(3) ႕ 26
(4) 33
(5) 34

႕ 9
(6) ႕ 38
(7 ႕ 40
(8 ႕ 45
(9 ႕ 47
(10) ႑ 55
(11) ၉၈၉ 57
(12) ႑ 57
(13) ႔ 62
(14 / 65
(15 68
(16 / ႕ 70
(17) MATA ႕ ( ) 75
(18) MATA ႕ ႕ 76
(19) SEP (၃၃) 79
(20) 83
(21) ႕ 92
(22 104
(23) 107
(24 ႕ ႑ 112
(25) ႑ - 118
(26) ( ) 119
(27 - 120
(28 ႕ - 121
(29) ၂ ၃- 132
(30 ႑ ( ) 138
(31 143
(32) လက ႕ 147
(33) 150
(34) MEITI 158
(35 203

႕ 10
(1) 35
(2) ႕ 39
(3) ႕ 39
( ႕ 54
(5) ႕ 56
(6) 61
(7) 86
(8) 87
(9) ႕ 93
(10) 101
(11) UMEHL ( ) 102
(12) MEC ( ) 102
(13) 109
(14) 109
(15) PSC 113
(16) ၂ ၂ 127
(17) 133
(18) BOT 133
(19) 134
(20) 142
(21) - 144
(22) 148
႕ ႑ ႕ 151
႑ 202

႕ 11
႕
႕ ႕
1
(EITI)
႑
႕
႕
႕ ႕ ႕
၅
၂ ၌
႕
႕
႕
1
႑
MEITI
MSG EITI
႕
႕ ႕
၂၅
႕
႕ ႕
၂ ႕
၂ EITI
႕
႕
႕
႕
႑ ၃

႕ 12
႑
› ၆
၂
› ၂ ၃-၂ ႕
၅ ၂ 2
›
႕
›
› ၂ ၈
႕
႕
›
၂ ၃-၂ ၆
႕ ၇ ၂၈၆ ၆
3
› ၂
၃
› ၃၉
၃ ၅
႕ ႕
2
Data for July 2013- June 2014 taken from the GOUM Central Statistics
Office, Selected Monthly Economic Indicators (June 2014).
https://www.csostat.gov.mm/sdetails01.asp.
3
https://www.csostat.gov.mm/s14MA02.htm
› ႕
၂
›
႕
႕
႕
›
(ESIAs)
ES
›
› ၂
႕
႕
႕
› ႕
၅ ႕
›
› ႕

႕ 13
႕ ႑
›
၃
႕ (MOGE)
(MPPE) ႕
႕
› ၂ ၃ ၂
၆ ၂ ႕
၅ ၉ 4
.
› ၉၃
› ၆
၉ ႕
႕
႕
၂ ၃
၉၉၈ ၂ ႕
› ၂ ၃-
၃၆
Shell, Eni,
Statoil, BG ႕
›
› ႕ ၂ ၂ ႕
၂ ၃ ႕
႕ ၇၉ ၆ ႕ ႕
4
https://www.csostat.gov.mm/S11MA0206.htm
› ႑
႕
MOGE
›
႕
႑
›
႕
႕ ႕
› ႕ ႕
႕
›
႕ ႕
› ၃
၆
၂ ၉၉ ႕
› ၂ ၃ ၂ ၇၈
၃၅
›
႕ ႑
႕ ႕
႕
› ၈
႕ ႕
႕
› ၂ ၃

႕ 14
›
၇ ႕
႕
႕ ႕
› ႕ ႕
႕ ၂
၂ ႕
› ႑
၅
႕
›
Expor
›
႕
› ၂
›
႕ ႕ (the Multi-
Stakeholder Group)
›
႕ (NEMC)
႕
› ႕
႕
›
International Aid Transparency
Initiative (IATI)
› ႕ ႕
႕ Public Financial Management (PFM)
႕
› PFM
› ႕ ႕
႑
› ႕
႕ ၂
႕
႕
၂
႕
› ႕ ႕ (MSG) ႕
႕
႑

႕ 15
›
›
႑ ႕
႕ ႕
›
Corporate Social Responsibility (CSR)
႕
›
႕
႕
႕
႕
› EITI ႕
႕ Myanmar Alliance for Transparency and
Accountability (MATA) ၂
႕ ႕ ႕
႕
႕ ႕
›
႕
႕
႕ ႕
႕
›
႕
႕ “ ”
႕ ႕
› ၂ ၈ ႕
၆ ႕
႕ ၈ ႕
႕ ႕
႕
၂
႕ ႕
› ၂ ၃
႕ ႕
›

႕ 16
› ႕ ႕
႕ ႕
Specially Designated Nationals (SDN)
႕
႕ ႕
႕
› ႕
› ႕
›
႕
႕
› ႕
›
႑ ႕
› ႑ ႕
႕
႑
႕
႑
(IRD) ႕
›
› Generally
Accepted Accounting Principles (GAAP) ႕
› International Financial
Reporting Standards (IFRS)
၅
›
“ ”
႑
႕ ႕
›
၃ MOGE
႕ ႕
႕
›
၂ - ၂ ႑
၂ ၅
႕
›
႕
႕
႑
› ႕

႕ 17
႕
႕
႕
႕
›
႕ ႕ ႕ ႕
႕
႕ ႕
႕
႕ ႕
႕ ႕
›
႕ ႕
႕
›
›
႕
႕
႕
႕
႕ ႕
›
႕
ESIA
› ႕
ES
EITI
›
›
›
(MIC)
႕
›
႕
႕

႕ 18
›
၂
႑
› IFRS ၉-
၃
› ႕
႕
႕
႑
႕
႕
›
›
႑
႕ ႑
႕
႑
› ႕
၃
႑
›
႕
›
႕
႕ ႑
႑
႕
› EITI
› MEITI
႕
›
႑
› EITI
႑
› ႕ ႕ ႕

႕ 19
႑
› ႑
႕
႕
႕
႕
႑
႑
႕
႕ ႑
႕
႕
႕
၂ ႕ ၃
႑
႕
MSG ႑
႕
႕ ႑
႑ -
႑ ႕
EITI
႑
-
› ၃
› ႑
› ႑
›
›
› ႑
›
›
›
› ႕
႕
၅
› CSR
› ႕
› ႕
›

႕ 20
၂ ၃ ႑ ႕
႕
၆ ၃
၂ BG,
Chevron, Woodside Energy, Shell Eni ႕ ၃ ၂
႕
၂ ၂ ႕
႕ ႕ Multi-Stakeholder Group (MSG)
၂
႕ ႕ ႕ ၂ ၇
႕ ၂ ၂ ႕ ႕
႕
႕ ႕
႕ ႕
၂ ၃- ႕
Global Witness report Global Witness 2014
Financial Times ႕
5
႕
MEITI
၂ ၆
႕ ႑
႑ M
႕
႕ ႕ ႕
5
http://www.ft.com/cms/s/0/bb0e732c-fc6e-11e3-86dc-00144feab7de.html?siteedition=uk#axzz35lJ5CuX5

႕ 21
- ႕ ႕
႕ ႕ ႕
၂
႕ ႕
႕ ႑
၂
1
႕ ႕
႕ ႕ MEITI ႕ ႕
၂ ႕ ႕
၆ ႕ ႑
႑
႕
႕ ႕ ႕
႕ ႕
႕
႑ ၆ ႕ ၉

႕ 22
႕ ႕
႕ ႕
႕
႕
႕
႕
႕
႕
႑
႕ ႕ Myanmar Development Resource Institute (MDRI) the Asia
Foundation ႕ ႕

႕ 23
၂ ႕
၂
႕ ႕
႕ ႑ ႕ ႕
႑ ႕
၇ ႑
႑ ႕
႕ ၃
႕ ႑
႕ ႕
႕
႕
႑
႑ ႕ ၆
၂
႕ ႕
႕
၂ ၂ ႑ ႕
႕
႕
၉၉ ႕
႑

႕ 24
2 ႕
ျပည္ေထာင္စု
စာရင္းစစ္ခ်ဳပ္ရံုး
စြမ္းအင္၀န္ၾကီးဌာန သတၱဳတြင္း၀န္ၾကီးဌာန လွ်ပ္စစ္စြမ္းအား၀န္ၾကီးဌာန
အခြန္ / ၀င္ေငြ
ဆက္စပ္
၀န္ၾကီးဌာနမ်ား
/ ထိန္းခ်ဳပ္
ကြပ္ကဲမႈ
ျပည္ေထာင္စု
ေရွ႕ေနခ်ဳပ္ရံုး
အမ်ိဳးသားစီမံကိန္းႏွင့္
စီးပြားေရးဖံြ႕ျဖိဳးတိုးတက္မႈ ၀န္ၾကီးဌာန
မူ၀ါ၊ စာရင္းစစ္
ႏွင့္ ဥပေဒ
ရင္းႏွီးျမႇဳပ္ႏွံမႈႏွင့္
ကုမၸဏီမ်ား
ညႊန္ၾကားမႈဦးစီးဌာန
ျမန္မာ ရင္းႏွီးျမႇဳပ္ႏွံမႈ
ေကာ္မရွင္
ဗဟိုစာရင္းအင္းအဖဲြ႕
ဗဟိုဘဏ္
ဘ႑ာေရး၀န္ၾကီးဌာန
(MEITI Secretariat)
ပတ္၀န္းက်င္ ထိန္းသိမ္းေရး
ႏွင့္ သစ္ေတာ၀န္ၾကီးဌာန
ပတ္၀န္းက်င္
ထိန္းသိမ္းေရး
ဦးစီးဌာန
MOGE
သတၱဳတြင္းလုပ္ငန္းမ်ာ
း
လွ်ပ္စစ္လုပ္ငန္းမ်ား

႕ 25
၆ ၂ ႕
(DGSME)
႕
၉၉
႕
၉၉
› (ME1)
႕
› ၂ (ME2) molybdenum, niobium, columbium,
heavy mineral ႕
› ၃ (ME3) ,
႕
›
႕
› (MPE) ႕
› ၰ (MSMCE) ၰ
႕
႕
႕

႕ 27
၆
၉၈
႕
၉၈၉ ႑
၉၈၉
႑
႕
႕
႕
႕
႕
႕
၂ ၂
႑ ႕
႕
႑ -


၃

 ႕
 ႕ ႕
႕
႕
႕

႕ 28
႕
႑ ႕ ႕
(DICA)
၉၉၃ ႕
႑ ႕
႕
႕
DICA ၂
DICA
႕
႕ ႕
၉၈၈ ၂ ၂
႕
႕ ႕
႕
႕
႕ ႕
႕ ႕ ႕
႕
႕ ႕ - ႕ ႕
႕ ႕
- ( ၂ ၃
MIC ၂ ၃- ႕
႕
႕
႕

႕ 29
႑
႑ -
-
႕ ႕
“ ” ႑
႕
 6

႔ ႕
 ႑
 ႔



၉၉ -
႕
၂ ၂
၉၉၆ -
႕ ၉၉၆
၂ ၂ -
၅
႕ ႕
႕ ႑
6
Ministry of Mines Presentation: Current Mining Activities in Myanmar, 2013

႕ 30
႕ ႕
၉၉၅ - ႕
၉၉
၂ ၃
႕
႕
၉၉၅ -
႕
၉၉၂ -
႕ ႕
၉
၃
႕
၂ ၃၉
၂
႑
႕ ႕
႕ ႕ ႕
႕
႕
၆
႕ ႕
႕ ၂ ၃
-

႕ 31
› ႕
›
႕
၅ ၆ ႕
႕
႕ ႕ ႕
႕ ႕ ႕
႕
႕
၂ ႕
(DGSE) ႕ ႕
-




 ႕


၃

႕ 32
DGSE
႕ ႕
႕ DGSE ႕
DGSE ႕ ႕
႕

 ႕
 ႕
 ႕
႕
7
႕ -
›
›
›
› ႕
›
› ESIA ESMP
7
၅ ၆ ၃
႕ ႕ ၂ ၃
႕

႕ 33
4
႑
႑
› ႕
႕ ႕
႕
႕ ၈
၁။ ေလွ်ာက္ထားသူမွ DGSE ထံ
စိတ္၀င္စားသည့္ ေဒသအား GPS
ညႊန္းကိန္းမ်ားႏွင့္ တင္ျပျခင္း
၂။ DGSE မွ သတၱဳၽတြင္း၀န္ၾကီးဌာနရွိ
လုပ္ငန္းမ်ား အားလံုးထံ ေဒသအား
လုပ္ကိုင္ခြင့္ ရွိ-မရွိ စိစစ္ရန္ ေပးပို႕ျခင္း
(တစ္လ)
၃။ DGSE ထံ အေၾကာင္းျပန္ၾကားျခင္း
ႏွင့္ သတၱဳတြင္းဦးစီးဌာနသို႕
၀န္ၾကီးရံုးမွတဆင့္
အေၾကာင္းၾကားျခင္း
၄။ ၀န္ၾကီးမွ ျပည္နယ္/တိုင္းေဒသၾကီး
အစိုးရမ်ားထံ နယ္ေျမေဒသ
လြတ္လပ္မႈ ရွိ-မရွိ ေမးျမန္းျခင္း
၅။ ျပည္နယ္/တိုင္းေဒသၾကီးအစိုးရမွ
သက္ဆိုင္ရာ သစ္ေတာ၊ သတၱဳ ႏွင့္
လယ္ဆည္ ဌာနမ်ားႏွင့္ ညႇိႏိႈင္းျခင္း
၆။ တိုင္းေဒသၾကီး ခရိုင္၊ ျမိဳ႕နယ္အထိ
စိစစ္မႈမ်ားျပဳလုပ္ျခင္း
(ေထာက္ခံစာမ်ား ပူးတဲြရန္)
(သံုးလ)
၇။
ေၾကးတိုင္ႏွင့္ေျမစာရင္းဦးစီးဌာနထံ
ေျမေနရာႏွင့္ပတ္သက္၍ စိစစ္ႏိုင္ရန္
ေပးပို႕ျခင္း
၈။ DGSE ထံ ေျမပံု ႏွင့္
အၾကံျပဳခ်က္မ်ား ျပန္လည္ေပးပို႕ျခင္း
၉။ စူးစမ္းရွာေဖြမႈ လုပ္ကိုင္ခြင့္
ေပးအပ္ျခင္း

႕ 34
5
›
႕ ႕ ႕
႕
႕ ႕ ႕
႕
› ၉၉၆
-
“
႕ ၂
”
› ႕
႕ ႕
႕
႕ ႕ ႕
၁။ ေလွ်ာက္ထားသူမွ
သတၱဳတြင္း၀န္ၾကီးဌာနထံ
စိတ္၀င္စားေၾကာင္း အေၾကာင္းၾကားျခင္း
(ကုမၸဏီရာဇ၀င္၊ ဘဏ္မွတ္တမ္း ႏွင့္
စိတ္၀င္စားသည့္ ေဒသ)
၂။ မူ၀ါဒပိုင္း ေဆြးေႏြးျခင္း (အေျခခံ
အခ်က္မ်ား၊ ကန္႕သတ္ခ်က္မ်ား၊
စည္းမ်ဥ္းမ်ား)
၃။ နည္းပညာပိုင္းဆိုင္ရာ ေဆြးေႏြးမႈမ်ား
(အခ်က္အလက္၊ ကြင္းဆင္းေလ့လာျခင္း၊
အဆိုျပဳခ်က္မ်ား ျပဳစုျခင္း)
၆။ အျခား၀န္ၾကီးဌာန၏
ေထာက္ခံခ်က္မ်ား ရယူျခင္း (ဘ႑ာေရး၊
သစ္ေတာ၊ လယ္ဆည္စသည္)
၅။ စာခ်ဳပ္မူၾကမ္းကို ျပည္ေထာင္စု
ေရွ႕ေနခ်ဳပ္ရံုးထံ ေပးပို႕ျခင္း
၄။ စာခ်ဳပ္မူၾကမ္းညႇိႏႈင္းျခင္း (ESIA ႏွင့္
စည္းကမ္းသတ္မွတ္ခ်က္မ်ား)
၇။ သတၱဳတြင္း၀န္ၾကီးဌာန၏
လုပ္ငန္းမ်ားႏွင့္ ေနာက္ဆံုးပိတ္
ေဆြးေႏြးမႈမ်ား (စီးပြားေရး၊ လူမႈေရး ႏွင့္
အျခားစည္းကမ္းခ်က္မ်ား)
၈။ ျမန္မာ ရင္းႏွီးျမႇဳပ္ႏွံမႈေကာ္မရွင္
ထံတင္ျပ လမ္းညႊန္မႈခံယူျခင္း
၉။ MIC ႏွင့္ သတၱဳတြင္း၀န္ၾကီးဌာနတို႕မွ
ခြင့္ျပဳမိန္႕ ႏွင့္ လုပ္ကိုင္ခြင့္မ်ား
အသီးသီးထုတ္ေပးျခင္း

႕ 35
1
Regulatory Instrument Recent Changes Regulatory Comments
Foreign Investment Law, 2012 Provides clarify around investment terms
and conditions; includes an attractive
fiscal regime; defines clear restrictions on
types of foreign investment into the
mining sector.
The law appears generally sound. However, the
mandate and capacity of MIC charged with
enforcing the FIL is not clear.
Mineral Resources Policy None The lack of a formal mineral policy that has been
developed through broad stakeholder engagement
has meant that the mining legislation cannot fully
reflect the aspirations of the people as affected
stakeholders of the mining sector.
Roles and Responsibilities of
Mining Administration Regimes
The GOUM maintains its 2008
Constitutional right to own and manage
all mineral resources in Myanmar. This
principle has come into question in the
last several years, however, especially in
light of the decentralisation policy of the
new government.
The presence of a formal Mines Ministers in
States/Regions means that there is a lack of clarity
over the responsibilities of the Regions/States in
mining regulatory affairs.
Inter-Ministerial Coordination
Regarding Permitting
The new National Environmental
Conservation Committee is charged with
approval of ESIAs; it is chaired by
MOECAF and includes 25 Ministers; there
are working committees that undertake
the ESIA review (according to a number
of issues related to water, transportation,
competing land use, agriculture).
Although the establishment of an inter-ministerial
body to approve ESIAs is positive, the Committee
lacks influence and efficiency as it only meets
several times per year and is not chaired at a
sufficiently senior or neutral level. Further, there is
limited technical capacity to provide sound advice
v ’
The MOECAF has complained that the MOM issues
permits for mining without consulting MOECAF
regarding the national land cadastre. There are
conflicts regarding the awarding of permits
particularly in areas designated for forests.
›
႕
Geographical Information System (GIS)

႕ 36
႕
႕
႕
› ႑
- ႕
၂ ၃ ႕ ႕
႕ ႑
႕ ႕ ၈၅ ၈၈၆ ၉၆၃ ႑
၈၈၇ ၉ ၂ ႕ ႕ Burmah Oil Company
၂ ၉၆၂ ႕
႑ ႕
၇ ၂
႕ ႕ ၂ ၃
(TOTAL, Chevron PTTEP) (Petronas, PTTEP) ႕ ၉၉၈ ၂ ႕
PTT ႕ ႕ Daewoo ၃ ႕
႕ ၂ ၃ China National Petroleum Corporation ႕
(PTTEP) ၂ ႕
၃ ၂၇ ၃
႕
႕ ၂ US Energy Information
Administration ၂ ၂ ႕ ၆
Irrawaddy–Andaman Indo-Burman ႕ ႕
- U v y’ Gas Assessment ႕

႕ 37
၂ ၃ ႕
၇၉ ၆ ႕ ၂ ႕ ၂ ၂
၂ ၃
၂ ႕ Mitsui Oil
Exploration Company (MOECO) ၃
BG/Woodside, Eni, Statoil/Conoco Philips, Ophir Energy Total
႕ Reliance and the Oil India consortium, BG/Woodside, Chevron, ROC
Oil/Tap Oil, Transcontinental Group (TRG) Berlanga ႕ (VDB-Loi, ၂ ).
၂ ၃ ၇
႕ ႑ ႕
႕ ႑ ႕
၃ -
› ႕ (MOGE): ၉၆၃ ႕ ႕
၂ ၈၈
႕ ႕
႕
› (MPE): ၃ ၅
႕
› (MPPE): ႕ ႕

႕ 38
6 ႕
The MOE was reformed during 1985 and
is composed of the Minister’s Office, one
Department and three Enterprises

Myanmar eiti annual activity report july 2015 ‐june 2016 meiti ( myanmar extractive industries transparency intiative)

Myanmar eiti annual activity report july 2015 ‐june 2016 meiti ( myanmar extractive industries transparency intiative)

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Andere mochten auch

Andere mochten auch (17)

Ähnlich wie Myanmar eiti annual activity report july 2015 ‐june 2016 meiti ( myanmar extractive industries transparency intiative)

Ähnlich wie Myanmar eiti annual activity report july 2015 ‐june 2016 meiti ( myanmar extractive industries transparency intiative) (20)

Mehr von MYO AUNG Myanmar

Mehr von MYO AUNG Myanmar (20)

Kürzlich hochgeladen

Kürzlich hochgeladen (20)

Myanmar eiti annual activity report july 2015 ‐june 2016 meiti ( myanmar extractive industries transparency intiative)