The Stakeholder Engagement Manual Volume 2 - AccountAbility

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‘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
Think Strategically P3: IDENTIFYING ISSUES SUMMARY TEMPLATE T3: OBJECTIVE, ISSUE AND STAKEHOLDER MATRIX* For the fi rst strategic objective, the tenplate has been fi lled in by the UK's Co-Operative Group, who used it to consider the impact of genetically modifi ed organisms (GM) on their business Objective, Issue and Stakeholder Matrix Strategic Engagement Objective (if applicable) 1. To address signifi cant stakeholders concerns when dealing with genetically modifi ed organisms 2. (insert next strategic objective, if applicable...) Issue i. Safety of GM in food ii. Impact of GM on biodiversity iii. Impact of the removal of GM within non-food iv. Impact of the removal of GM within packaging v. Intra-Group risk assosciated with implementing the policy vi. (..further issues..) How to Use: 1. Enter strategic engagement objectives and allocate issues where possible (issues may be relevant to several objectives – others may also not be directly related to a strategic objective!) 2. Enter Materiality Score (see above) 3. Assess the Stakeholders perception of issues either descriptively and/or using a rating, such as: 0 not relevant 1 awareness amongst a few, but no real concern 2 broader awareness, but little concern 3 considerable concern amongst a minority 4 considerable concern amongst many 5 high level of widespread concern Materiality test Stakeholder Group 1 A B C D E Consumers Stakeholder Group 2 Co-operative group members Stakeholder Group 3 Farmcare (Coop's Farming Business) Green: not relevant Yellow: low relevance Orange: medium Red: high relevance The table provides you with a summary of key issues, why they are material and which stakeholder groups they are related to. You could also decide on threshold scores (or colours). *electronic version downloadable at www.accountability.org.uk Stakeholder Group 4 NGOs 4 4 5 5 1 3 4 5 5 1 1 3 0 4 1 1 3 1 4 3 0 4 4 0 1 Stakeholder Group 5 Non-Food Suppliers
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 36 and 37: STAGE 1 • Identify Strategic Enga
Page 38 and 39: P3: IDENTIFYING ISSUES A B C D E ST
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 91 and 92:
Strengthen Capacities for Engagemen
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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-
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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
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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
Page 130 and 131:
Strategic Objective STAGE 5 THINGS
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Camelot's Performance Reporting STA
Page 134 and 135:
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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