The Stakeholder Engagement Manual Volume 2 - AccountAbility

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STAGE 1 • Identify Strategic Engagement Objectives, and capture them as brief declarations that link stakeholder engagement to strategic business objectives: – “To manage the risks associated with...” – “To develop a new approach to...” – “To learn more about...” – “To collaborate in addressing...” – “To improve our relationship with...” – “To fi nd an agreement on...” – “To develop our policy on...” – “To inform our decision on...” Examples are given in summary Template 2. THINGS TO CONSIDER Stakeholder engagement involves time, resources and commitment, to a degree that is easily under-estimated, as has already become clear in the research for Volume 1 of this manual. Although the resource implications will not be clear until you have developed a more detailed plan and a better understanding of your stakeholders expectations, it is important to start the process with the buy-in and participation of leadership. Top-level involvement in objective setting helps to secure alignment and buy-in. You may want to group the objectives, and/or formulate and categorise according to short, medium and long-term objectives for engagement. You will set more detailed objectives for engagement in Stage 2. THE PRACTITIONER'S HANDBOOK ON STAKEHOLDER ENGAGEMENT | 33
Analyse and Plan the Engagement P2: SETTING STRATEGIC OBJECTIVES FOR ENGAGEMENT SUMMARY TEMPLATE T2: SETTING STRATEGIC ENGAGEMENT OBJECTIVES* (This is partly fi lled in to match the example business objectives given above:) What are our external drivers for stakeholder engagement? Examples: Complex and dynamic development of markets in region x. Changing customer expectations regarding responsible products and services. Importance of maintaining ‘licence to operate’ Important opportunities in developing markets Increased regulation of products and services Decreased staff morale and negative media attention because of site closures. What are the risks of not engaging? What benefi ts can we gain from stakeholder engagement? Examples: Understand the market and fi nd partners important to be successful in region X Increased understanding of expectations and requirements Securing the licence to operate Identifi cation and realisation of opportunities Improved anticipation of and infl uence on regulatory developments Improved staff morale, more welcoming communities for new sites. Examples: Making the wrong development projections and failing to establish the relationships that are required for success in the market of region X. Failure to meet customers expectations regarding responsible products and services. Losing the licence to operate in host countries. Failure to make use of opportunities in and help in the development of developing countries. Failure of our products and services or research and development activities to correspond with regulatory developments. Less attractiveness as an employer and increasingly unwelcoming communities. Strategic objectives of engagement: *electronic version downloadable at www.accountability.org.uk Examples: Learn and understand long-term trends in the behaviour of stakeholders that shape the market in region X. Develop relationships that are key to success in region X. To understand customers’ expectations regarding the responsible production of goods. To inform our decision on the social and environmental management of our supply-chain. To manage the risks to our licence to operate in our host countries. To partner with those stakeholders for the development of and success in new markets in developing countries. To be informed of and involved in the shaping of current and potential regulatory developments regarding our products and services. To work with relevant stakeholders in understanding and mitigating socio-economic impacts of site closures. To enhance our reputation for responsible employment and site-management practices.
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 34 and 35: Awareness and Preparedness for Emer
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:
Strengthen Capacities for Engagemen
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
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How this Stage relates to the other
Page 103 and 104:
Level Remain Passive Monitor Inform
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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
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Name Common Facilitation Techniques
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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
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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:
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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
Page 154:
Annex STAKEHOLDER RESEARCH ASSOCIAT
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The Stakeholder Engagement Manual Volume 2 - AccountAbility

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