The Stakeholder Engagement Manual Volume 2 - AccountAbility

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Camelot's Performance Reporting STAGE 5 The acid test of reporting back to stakeholders and to wider society is whether the organisation refl ects an adequate response to material issues surfaced by the engagement processes. However, the principle of responsiveness does not require that the reporting organisation agrees or complies with all stakeholder concerns and interests, but that it has responded coherently and consistently to them. Thus an adequate response should include acknowledgement of the key concerns, a prioritisation of issues (including how this was determined), what has taken place since the dialogue, benchmarks, and next steps within a fi xed timeframe. The “Our Performance ” Section of Camelot’s Social Report 2004 focuses on the extent to which the company is delivering on the expectations of the eight stakeholder groups that Camelot has identifi ed, and on what Camelot has committed to doing in the future. Against each stakeholder group, it reports on: - Camelot’s vision for the relationship with these stakeholders; - the progress made on the commitments from the previous year; - the performance against relevant key indicators and targets. Indicators are consistent year on year to show trends over time; - details of any consultation undertaken in 2003/2004, the issues stakeholders have raised, and Camelot’s responses; - commitments for the next year. There are various guidelines on reporting. The most recognised internationally are the Global Reporting Initiative Sustainability Reporting Guidelines (www.globalreporting.org), which – together with various guidance documents and technical protocols – provide extensive guidance to reporting processes, including on principles and indicators for reporting. Th e GRI itself involves an extensive, global multi-stakeholder process contributes to the ongoing revision of the GRI Guidelines. A primary goal of reporting is to contribute to an ongoing stakeholder dialogue. Reports alone provide little value if they fail to inform stakeholders or support a dialogue that infl uences the decisions and behaviour of both the reporting organisation and its stakeholders. However, GRI clearly recognises that the engagement process neither begins nor ends with the publication of a sustainability report. Taken from the “GRI Sustainability Reporting Guidelines” 2002 THE PRACTITIONER'S HANDBOOK ON STAKEHOLDER ENGAGEMENT | 125
Take action and review the engagement P17: REPORTING BACK AND GIVING ASSURANCE TO YOUR STAKEHOLDERS By clarifying the organisation’s impacts and highlighting the learning that it takes from its engagements with stakeholders, public reporting can have signifi cant eff ects on the business, on internal and external stakeholders. In fact, the process of reporting itself often acts as a stimulus for internal discussion that results in a change in organisational culture and outcomes. IMPACT Impacts of Reporting Framework Performance Actions Public Reporting Decisions Perceptions Source: Impacts of Reporting, CSR Europe & AccountAbility, 2003.
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VOLUME 2
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Forewords Foreword by AccountAbilit
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Contents WELCOME STAGE 1 STAGE 2 ST
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Introduction OPENING NOTE Backgroun
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Introduction WHY ENGAGE? Th e past
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Introduction WHAT IS IN THIS HANDBO
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Forwards Introduction HOW TO USE TH
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Introduction PRINCIPLES AND STANDAR
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Introduction PRINCIPLES AND STANDAR
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Introduction PROCESS SUMMARY STAGE
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Introduction BEFORE YOU START Befor
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Think Strategically STAGE 1 PURPOSE
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STAGE 1 Th e process outlined in th
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STAGE 1 SUGGESTED METHODOLOGY M1: M
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Camelot's Eight Stakeholder Groups
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New obligations Public Scrutiny New
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Awareness and Preparedness for Emer
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STAGE 1 • Identify Strategic Enga
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P3: IDENTIFYING ISSUES A B C D E ST
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‘What we know’ ‘What they tel
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STAGE 1 THINGS TO CONSIDER This is
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Latent Emerging The Four Stages of
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Stakeholder dependence on the organ
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High impact stakeholder groups are
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KEY PRIORITIES Sales, players and w
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STAGE 2 Take time to analyse and pl
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Analyse and Plan PRINCIPLES Th e ke
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Analyse and Plan P5: REVIEWING YOUR
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Analyse and Plan P5: REVIEWING YOUR
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Analyse and Plan P6: LEARNING FROM
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Analyse and Plan P6: LEARNING FROM
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Analyse and Plan P7: ASSESSING YOUR
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Analyse and Plan P8: UNDERSTANDING
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Analyse and Plan P9: CHECKING FOR R
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Analyse and Plan P9: CHECKING FOR R
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Analyse and Plan P10: CREATING AN I
Page 83 and 84: STAGE 3 Maintain and strengthen the
Page 85 and 86: Strengthen Capacities for Engagemen
Page 99 and 100: Engage with your stakeholders in wa
Page 101 and 102: How this Stage relates to the other
Page 103 and 104: Level Remain Passive Monitor Inform
Page 105 and 106: STAGE 4 • Use the table, as well
Page 107 and 108: Telephone Hotlines (continued) One-
Page 109 and 110: STAGE 4 Involving Stakeholders in I
Page 111 and 112: Stakeholder Advisory or Assurance P
Page 113 and 114: 12 Offi ce of Consumer Affairs “V
Page 115 and 116: Name Common Facilitation Techniques
Page 117 and 118: STAGE 4 Outcomes and process planni
Page 119 and 120: British American Tobacco Uses Indep
Page 121 and 122: STAGE 4 Article 13's Method of Asse
Page 123: STAGE 4 REVIEW STAGE 4 By the end o
Page 126 and 127: Take action and review the engageme
Page 128 and 129: P16: CREATING A PLAN FOR ACTION STA
Page 130 and 131: Strategic Objective STAGE 5 THINGS
Page 134 and 135: BAT's Reporting on Stakeholder Dial
Page 136 and 137: STAGE 5 SUGGESTED METHODOLOGY M17:
Page 138 and 139: Thinking about Assurance (continued
Page 140 and 141: Engagement Process SUMMARY TEMPLATE
Page 142 and 143: ANNEX
Page 144 and 145: Annex JARGON BUSTER JARGON BUSTER 1
Page 146 and 147: Annex FURTHER RESOURCES & BIBLIOGRA
Page 148 and 149: Annex Interact Network: Framework f
Page 150 and 151: Annex FURTHER ACKNOWLEDGEMENTS In a
Page 152 and 153: Annex ACCOUNTABILITY AccountAbility
Page 154: Annex STAKEHOLDER RESEARCH ASSOCIAT
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The Stakeholder Engagement Manual Volume 2 - AccountAbility

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