The Stakeholder Engagement Manual Volume 2 - AccountAbility

‘What we know’
‘What they tell us’
‘ What they say
about us’
Sources of information for stakeholder concerns and expectations
STAGE 1
Individuals within the organisation will already have some knowledge of stakeholder
concerns from their current contacts with stakeholders and understanding of the issues
affecting their part of the organisation. Stakeholders will already be raising issues through
existing feedback mechanisms from customer hotlines to investor relations meetings. This
existing knowledge could be brought together through a process of systematic review,
interviews or workshops with key managers and stakeholders close to the organisation.
In some cases it may be best to leave the identifi cation of issues open and set the agenda
with the stakeholders during the engagement process itself. However, while this does allow
for maximum stakeholder involvement in identifying issues, it may lead to unmanageable
dialogue which is diffi cult to feed into decision making processes, and leaves stakeholders
frustrated that the engagement is all talk and no action.
More passive monitoring of stakeholder viewpoints about the company and industry
impacts and performance can also be used to identify issues without raising stakeholders’
expectations at this Stage. This might include monitoring information sources such
as national, local, and relevant specialist and academic press, government and
intergovernmental organisations’ communications or reports, NGO campaigns, infl uential
public and opinion research and relevant internet discussion forums.
Compare your strategic engagement objectives with the issues you have
highlighted through the materiality test. Each of your strategic engagement
objectives is likely to relate to a number of issues. E.g. satisfying your customers
demand for responsibly produced goods may require you to consider various
human rights, environmental and health and safety issues. If you feel that any
issue is missing, make sure you include it into your list of issues, and assess it
according to the fi ve-part test, too.
Using the above-mentioned sources of information, as appropriate, list
the issues in the matrix (T3). Th en insert the stakeholder groups or sub-groups
already identifi ed.
Apply the materiality test by considering each of the issues in relation to each
of the fi ve dimensions. Insert a colour-code as suggested in the matrix, and/or
provide descriptive assessments of the materiality of the issue to the individual
dimensions of the materiality test.
Consider the degree of concern amongst stakeholders regarding the issue
and again capture your results in the table, by using the scoring suggested in the
table, and/or by providing descriptive assessments of the stakeholders’ concerns.
Ensure a validation of the matrix. The issue/stakeholder matrix provides a
record of the identifi cation and analysis of stakeholders and issues at this Stage
and should be validated by relevant managers and departments, as well as any
other stakeholder groups or experts you are already working with.
The matrix provides a preliminary prioritisation of stakeholders, telling
you which ones are most concerned about which issues. Further steps for
prioritisation will follow. See also the ‘How to Use’ guide at the bottom of the
methodology.
THE PRACTITIONER'S HANDBOOK ON STAKEHOLDER ENGAGEMENT | 37