The Stakeholder Engagement Manual Volume 2 - AccountAbility

More documents

Recommendations

Info

STAGE 1 Th e process outlined in this Stage is for developing a comprehensive overview of material issues and relevant stakeholder groups. Th is does not necessarily need to be undertaken at the start of every individual engagement process. Often you need to react fl exibly and swiftly to a specifi c stakeholder group or issue, which arises unexpectedly. However, an understanding of the materiality of the issue is always important in guiding your responses. A strategic approach to stakeholder engagement ensures that your organisation is able to understand and respond to the full range of material issues and challenges facing it, not just lurch from crisis to crisis. Th e full process outlined here aims to provide a comprehensive and forward looking pre-assessment that helps companies to gain an overview and an understanding of the relative importance of the key issues and stakeholder groups that it should endeavour to address. A company does not necessarily have to go through the whole process, but it should ensure that it has answers for the most important questions: – Who are it's stakeholders? – Which are the most important objectives that stakeholder engagement should help us and others to achieve? – What is the societal Stage of maturity of the key issues that the company needs to address? [see p40 for further discussion on issue maturity]. Telefónica Partners with Main Representative Association of Disabled People As part of it’s wider Telefónica Accessible initiative, the telecommunications company has formed a partnership with CERMI, Spain’s largest organisation of disabled people, representing 3.5 million disabled people and their families. This collaboration enables it to fully understand their needs and expectancies, while helping Telefónica to learn from and innovate for the benefi t of disabled people, and ensuring the suitability of developed products and helping in the anticipation of future regulatory developments regarding accessibility. THE PRACTITIONER'S HANDBOOK ON STAKEHOLDER ENGAGEMENT | 23
Analyse and Plan the Engagement P1: MAPPING YOUR STAKEHOLDERS 3 Freeman, R.Edward. Strategic Management: A Stakeholder Approach. Boston 1984. BACKGROUND Stakeholders are individuals or groups who aff ect, or are aff ected by an organisation and its activities. 3 Th ere is no generic list of stakeholders for all companies, or even for a single company (these will change over time) – those who aff ect and are aff ected depends on the industry, company, geography and the issue in question. New business strategies and changes in the business environment will often mean a new set of stakeholders. Th e box below highlights some of the broad groupings typically considered. Th ere are a number of diff erent dimensions that you can consider when identifying stakeholders; 1. By responsibility: people to whom you have, or in the future may have, legal, fi nancial and operational responsibilities enshrined in regulations, contracts, policies or codes of practice. 2. By infl uence: people who are, or in future may be, able to infl uence the ability of your organisation to meet its goals – whether their actions are likely to drive or impede your performance. Th ese can include those with informal infl uence and those with formal decision making power. 3. By proximity: the people that your organisation interacts with most, including internal stakeholders, those with longstanding relationships, those you depend on in your day-to-day operations, and those living next to your production sites. 4. By dependency: the people that are most dependent on your organisation, for example employees and their families, customers who are dependent on your products for their safety, livelihood, health or welfare or suppliers for whom you are a dominant customer. 5. By representation: the people that are through regulatory structures or culture/ tradition entrusted to represent other individuals; e.g. heads of a local community, trade union representatives, councillors, representatives of membership based organisations, etc.. Stakeholders might include, but are not limited to: > Investors/shareholders/ members > Customers and potential customers > Suppliers/business partners > Employees > Government and regulators > The media > Trade Unions > NGOs and pressure groups > Host communities > Competitors/peers > Opinion leaders > Academia and the scientifi c community > Supranational institutions
Page 1: VOLUME 2
Page 4 and 5: Forewords Foreword by AccountAbilit
Page 6 and 7: Contents WELCOME STAGE 1 STAGE 2 ST
Page 8 and 9: Introduction OPENING NOTE Backgroun
Page 10 and 11: Introduction WHY ENGAGE? Th e past
Page 12 and 13: Introduction WHAT IS IN THIS HANDBO
Page 14 and 15: Forwards Introduction HOW TO USE TH
Page 16 and 17: Introduction PRINCIPLES AND STANDAR
Page 18 and 19: Introduction PRINCIPLES AND STANDAR
Page 20 and 21: Introduction PROCESS SUMMARY STAGE
Page 22 and 23: Introduction BEFORE YOU START Befor
Page 24 and 25: Think Strategically STAGE 1 PURPOSE
Page 28 and 29: STAGE 1 SUGGESTED METHODOLOGY M1: M
Page 30 and 31: Camelot's Eight Stakeholder Groups
Page 32 and 33: New obligations Public Scrutiny New
Page 34 and 35: Awareness and Preparedness for Emer
Page 36 and 37: STAGE 1 • Identify Strategic Enga
Page 38 and 39: P3: IDENTIFYING ISSUES A B C D E ST
Page 40 and 41: ‘What we know’ ‘What they tel
Page 42 and 43: STAGE 1 THINGS TO CONSIDER This is
Page 44 and 45: Latent Emerging The Four Stages of
Page 46 and 47: Stakeholder dependence on the organ
Page 48 and 49: High impact stakeholder groups are
Page 50 and 51: KEY PRIORITIES Sales, players and w
Page 52 and 53: STAGE 2 Take time to analyse and pl
Page 54 and 55: Analyse and Plan PRINCIPLES Th e ke
Page 56 and 57: Analyse and Plan P5: REVIEWING YOUR
Page 58 and 59: Analyse and Plan P5: REVIEWING YOUR
Page 60 and 61: Analyse and Plan P6: LEARNING FROM
Page 62 and 63: Analyse and Plan P6: LEARNING FROM
Page 64 and 65: Analyse and Plan P7: ASSESSING YOUR
Page 70 and 71: Analyse and Plan P8: UNDERSTANDING
Page 76 and 77:
Analyse and Plan P9: CHECKING FOR R
Page 78 and 79:
Analyse and Plan P9: CHECKING FOR R
Page 80 and 81:
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 87 and 88:
Page 89 and 90:
Page 91 and 92:
Page 93 and 94:
Page 95 and 96:
Page 97 and 98:
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 132 and 133:
Camelot's Performance Reporting STA
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
show all

The Stakeholder Engagement Manual Volume 2 - AccountAbility

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?