The Stakeholder Engagement Manual Volume 2 - AccountAbility

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STAGE 1 THINGS TO CONSIDER This is only a preliminary identifi cation and assessment of which stakeholders are likely to be most concerned about which issues. Further steps for prioritisation will follow. Check your ‘results’. Show the matrix to relevant decision makers within your organisation, to some stakeholders you already have a good relationship with, or have experts of specifi c fi elds review it. Th is will enhance the reliability of the pre-assessment. Not all material issues can be allocated to strategic objectives. Th is does not mean you can ignore them. It is important for the compilation of the list to remain open-minded and fl exible to issues that may be important to stakeholders, but are not immediately seen as relevant to the organisation. Only then can the list be comprehensive. Th e issue/stakeholder matrix is not set in stone, but is likely to evolve and develop as you gain more understanding of stakeholders and issues. Review this table as you learn more about your stakeholders. Th e issue/stakeholder matrix also highlights where diff erent groups of stakeholders are concerned about the same issue and might be better approached through a multi-stakeholder process rather than on a one-to-one basis (see Stage 2 for more on multi-stakeholder engagement). THE PRACTITIONER'S HANDBOOK ON STAKEHOLDER ENGAGEMENT | 39
Think Strategically P4: PRIORITISING STAKEHOLDERS AND ISSUES BACKGROUND Engaging with all stakeholders or on all issues is neither possible nor desirable. Th is would go beyond any available resources, and at the same time make it very diffi cult to adequately respond to stakeholders, leading to frustration. Th erefore, you should try and prioritise your stakeholders and issues to ensure that time, resources and expectations are well managed. Th e previous processes have enabled an initial overview of the materiality of issues and the related concerns and expectations of stakeholders, as well as over their relationship to the organisation's strategic objectives. However, further factors need to be considered before deciding on priorities for engagement. Prioritisation is diffi cult because it is often not possible to quantify the various ‘stakes’ and make objective comparisons. Nevertheless by setting clear criteria for prioritisation linked to the company processes and business strategy you are better able to steer the engagement away from being driven by un-strategic considerations such as the ‘noisiest’ stakeholders, the short-term focus of the media, or the comfort-zone of managers. Below are two ways of prioritising stakeholders: Prioritisation according to the social maturity of issues One useful way to understand the wide range of issues raised by the diversity of stakeholders is to consider the maturity of the issues. Pharmaceutical company Novo Nordisk created a scale to classify issues according to their maturity (see box). SIG's Initial Prioritisation and Categorisation of Stakeholders The Swiss utilities company SIG started the process of prioritisation with a discussion amongst the executive management team. The sustainable development team facilitated the discussion. It identifi ed an ‘a-priori’ set of stakeholder categories: shareholders, clients, business partners, employees, public contractors and civil society interest groups. The expectations of these groups, and their degree of satisfaction with SIG’s performance, were subsequently evaluated in various dialogues with stakeholders. Existing customer surveys also served to shed further light on these subjects. In the prioritisation of their stakeholders, SIG considered their importance to SIG’s strategic business objectives, and their current degree of satisfaction.
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 40 and 41: ‘What we know’ ‘What they tel
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 93 and 94:
Strengthen Capacities for Engagemen
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
Page 105 and 106:
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
Page 117 and 118:
STAGE 4 Outcomes and process planni
Page 119 and 120:
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
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:
Page 138 and 139:
Thinking about Assurance (continued
Page 140 and 141:
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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