The Stakeholder Engagement Manual Volume 2 - AccountAbility

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Camelot's Eight Stakeholder Groups STAGE 1 THINGS TO CONSIDER At this point, only consider general groups of stakeholders (e.g. environmental NGOs, not “Greenpeace” for example). Guidance on how to identify specifi c stakeholder group representatives will be provided in Stage 2. Many stakeholder groups will be included in more than one of these dimensions; you can situate them into the ‘overlaps’ between the circles. A stakeholder map is not analytically comprehensive. It is a tool that illustrates the range of stakeholders and helps you develop your engagement plan. Do not exclude any stakeholder groups at this Stage, even if you do not have good relations with them or you do not think they are willing to engage. Th e stakeholder map will evolve as the engagement process goes on and you learn more about your stakeholders. As you engage with stakeholders you should also ask them who else they think you should engage with. Camelot, the operator of the UK national lottery, manages its social responsibilities and social impact in consultation with eight stakeholder groups: Players and Winners: The UK residents who regularly play National Lottery games, and winners of both large and small amounts. Employees: Around 900 full time equivalent staff. Local community: Communities represented by local charities, voluntary and community groups. Governmental bodies: The Department for Culture, Media and Sport, other government departments, the National Lottery Commission, the National Lottery Distribution Bodies and the National Lottery Promotions Unit. Retailers: Their network of around 28,000 retailers, ranging from the large supermarket chains to the corner shop. Suppliers and partners: Around 600 large and small suppliers of goods and services, and strategic partners. Public interest groups: Academic institutions, charities, religious groups, campaigning organisations and welfare groups representing amongst others those who may be at risk from gambling products, including young people, those on low incomes and those who may play excessively, or who work around environmental issues. Shareholders: Their fi ve corporate shareholders. THE PRACTITIONER'S HANDBOOK ON STAKEHOLDER ENGAGEMENT | 27
Analyse and Plan the Engagement P2: SETTING STRATEGIC OBJECTIVES FOR ENGAGEMENT Norsk Hydro in the Barents Sea Region BACKGROUND Why should you engage? Th e fact is you already do. Stakeholder engagement is not a new fad – it’s as old as business itself. Th e process by which you already communicate with your shareholders, customers, staff , business partners and suppliers is stakeholder engagement. In these cases, the strategic importance of engagement is immediately obvious. However, as we have seen, there are many good strategic and operational reasons to engage with less-traditional groups and on less-traditional issues. Th e table below highlights how the nature of stakeholder engagement is changing: The Norwegian oil and aluminium company Norsk Hydro started working with local communities to facilitate and support the development of a competitive local supplier industry in the Barents Sea region even before they had made a fi nal decision to build a production facility there. Developing a supply base alone would have been unfeasible for Norsk Hydro, due to a lack of local knowledge and insights into local development requirements. Working with local communities and the regional administration allowed them to learn from each other, develop a trust-based relationship, and to identify the best opportunities for developing the region to mutual advantage. Who are your stakeholders? From traditional business interactions: What issues do you need to address with them? From legal and contractual issues: How do you do it? From one-way communication THE CHANGING NATURE OF RELATIONSHIPS WITH STAKEHOLDERS Employees, customers, suppliers, investors, and regulators. Marketing, industrial relations, site selection, business planning, and procurement. Market research, corporate communications, advertising and media publicity. To broader groups: To emerging issues and new responsibilities: To dialogue and partnership: Local communities, supply chain workers, employees' families, civil society organisations, … Corruption, social exclusion, human rights, health risks, economic development, supply chain labour conditions, environmental impacts… Consultation, stakeholder advisory panels, online feedback, multi-stakeholder forums and partnerships, convening networks of stakeholders. These changes in the nature of relationship with stakeholders are driven by a broad but interlinked variety of changes in the business environment. Th ese include the eff ects of technological innovations, political and regulatory developments, societal trends as well as market developments. Th e table on the next page provides a brief overview:
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 26 and 27: STAGE 1 Th e process outlined in th
Page 28 and 29: STAGE 1 SUGGESTED METHODOLOGY M1: M
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
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Analyse and Plan P10: CREATING AN I
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STAGE 3 Maintain and strengthen the
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Strengthen Capacities for Engagemen
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Engage with your stakeholders in wa
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How this Stage relates to the other
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Level Remain Passive Monitor Inform
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STAGE 4 • Use the table, as well
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Telephone Hotlines (continued) One-
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STAGE 4 Involving Stakeholders in I
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Stakeholder Advisory or Assurance P
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12 Offi ce of Consumer Affairs “V
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Name Common Facilitation Techniques
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STAGE 4 Outcomes and process planni
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British American Tobacco Uses Indep
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STAGE 4 Article 13's Method of Asse
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STAGE 4 REVIEW STAGE 4 By the end o
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Take action and review the engageme
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P16: CREATING A PLAN FOR ACTION STA
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Strategic Objective STAGE 5 THINGS
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Camelot's Performance Reporting STA
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BAT's Reporting on Stakeholder Dial
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STAGE 5 SUGGESTED METHODOLOGY M17:
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Thinking about Assurance (continued
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Engagement Process SUMMARY TEMPLATE
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ANNEX
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Annex JARGON BUSTER JARGON BUSTER 1
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Annex FURTHER RESOURCES & BIBLIOGRA
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Annex Interact Network: Framework f
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Annex FURTHER ACKNOWLEDGEMENTS In a
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Annex ACCOUNTABILITY AccountAbility
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Annex STAKEHOLDER RESEARCH ASSOCIAT
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The Stakeholder Engagement Manual Volume 2 - AccountAbility

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