The Stakeholder Engagement Manual Volume 2 - AccountAbility

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Awareness and Preparedness for Emergencies at Local Level (APELL) Programme. STAGE 1 In late 1986, following various chemical accidents, UNEP suggested a series of measures to help governments, particularly in developing countries, to reduce the occurrence and harmful effects of technological accidents and emergencies. A key outcome of this has been the development of a programme in which stakeholder engagement takes centre Stage in the form of the local level company plant working with the local community. The APPEL Programme (Awareness and Preparedness for Emergencies at Local Level) has been started by UNEP with the International Council of Chemical Associations (ICCA) and other industry associations, governments and local communities. The aim has been to minimise the occurrence and harmful effects of technological accidents and emergencies by raising awareness within local communities and by improving communication between the parties. APELL provides a well-structured, detailed process for developing a co-ordinated, integrated and well-functioning emergency response plan for local communities. It is a tool for bringing people together to allow effective communication concerning risks and emergency responses. This process aims to: reduce risk; improve effectiveness of response to accidents; allow people to react appropriately during emergencies. The APPEL programme recognises that industries have a responsibility both to minimise risks and to ensure effective planning for response, even though it is normally government agencies that have the statutory responsibility to address emergencies outside industrial facilities. The APELL concept has been successfully introduced in more than 30 countries and in over 80 industrialised communities world wide. APELL was also featured at the World Conference on Disaster Reduction (WCDR), held in Kobe (Japan) in January 2005, where international priorities and mandates in disaster prevention for the following 10 years have been established. See further www.uneptie.org/pc/apell/home.html THE PRACTITIONER'S HANDBOOK ON STAKEHOLDER ENGAGEMENT | 31
Analyse and Plan the Engagement P2: SETTING STRATEGIC OBJECTIVES FOR ENGAGEMENT SUGGESTED METHODOLOGY M2: SETTING STRATEGIC OBJECTIVES FOR ENGAGEMENT Th e purpose of this activity is to clarify your overall reasons for stakeholder engagement and how they relate to broader strategic business objectives. Th e examples highlighted previously illustrate some of the business benefi ts that engaging with stakeholders can generate. However, it is important to identify the possible benefi ts that it can deliver for your specifi c company or project in your specifi c situation. Getting involved in wrong engagements can lead to a misuse of resources and distract you from more pressing priorities. To be eff ective, stakeholder engagement must be relevant to and aligned with your own business strategy. Setting strategic engagement objectives is a useful step towards developing robust approach to stakeholder engagement and to evaluating success. • Consider strategic business objectives, either for the company as a whole or for the department or project which is the focus of analysis. Where such objectives are not explicitly set, make sure you agree some key strategic objectives with the team responsible for the department or project. Strategic business objectives could for example be: – “To gain 10% annual sales increases in region X for the next fi ve years.” – “To meet our majority of customers’ expectations for responsibly produced goods.” – “To secure our long-term license to operate in countries that host our sites.” – “To identify and make use of new opportunities in less developed countries.” – “ Ensure that our products meet all current and future regulatory requirements in the European market.” – “To minimise negative social impacts resulting from the closure of production sites.” • Facilitate a discussion around these objectives, specifi cally focusing on the implications these have for your relationships with stakeholders. Consider the questions below, and capture the most important answers in Template 2. – How do these overall business objectives relate to our broader stakeholder groups? – What are the external drivers for stakeholder engagement for us? (and what are the risks of failing to engage?) – What are we trying to accomplish through stakeholder engagement? What would success look like? – Why is this important to us? How does it support our business objectives and strategies? Examples are given in summary Template T2.
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 30 and 31: Camelot's Eight Stakeholder Groups
Page 32 and 33: New obligations Public Scrutiny New
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
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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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