The Stakeholder Engagement Manual Volume 2 - AccountAbility

More documents

Recommendations

Info

Stakeholder dependence on the organisation STAGE 1 Further to my points above, it's important to note that dialogue doesn't necessarily stop or 'just' become formaised once an issue becomes inststutionalised. Between defensive and opportunity focused companies, there is a spectrum of approaches where companies take an increasingly proactive and embedded approach to addressing issues raised by stakeholders. Prioritising according to the infl uence and dependence of stakeholders Another way to approach the question of strategic alignment is identifying those stakeholders that are likely to have the greatest impact on the achievement of your strategic objectives, and those stakeholders that will be most positively or negatively impacted by the company’s operations. Th is will enable you to prioritise your attention and action to ensure that you can achieve your strategic objectives, while respecting the rights of signifi cantly impacted stakeholders. In order to ensure this, a company might prioritise stakeholder groups in this way: Stakeholder Infl uence and Dependancy Matrix High Low Low Treat fairly – honour commitments to these stakeholders in line with company policy, regulations and industry norms, otherwise endeavour to keep stakeholders satisfi ed insofar as balance of costs and benefi ts allow. Low priority - provide access to general channels of information and feedback. Stakeholder infl uence on organisation Strategic threat or opportunity - invest in engagement processes to understand concerns and develop solutions. High Keep involved and informed, but ensure balance between the concerns of high infl uence stakeholders and those of people actually impacted by decisions. However, for any particular company or issue, such a matrix may need to be adjusted to refl ect the most relevant prioritisation criteria in each case. For example, instead of company dependence, one could consider the dependence of specifi c strategic business objectives, or of specifi c business divisions on the stakeholders, which would allow for a more specifi c prioritisation of stakeholders. Also, it is important to be aware of the interactions between the diff erent stakeholder groups, for example through lobbying or advocacy activities. One key driver for corporate responsibility in recent years has been the development of coalitions of diverse stakeholders around key issues. In particular, high infl uence /low dependency stakeholders such as investors and consumers have ‘lent their infl uence to low infl uence high dependency stakeholders such as supply chain workers in developing countries, future generations and animals, in order to focus corporate attention on issues such as supply chain labour conditions, environmental care and animal welfare. THE PRACTITIONER'S HANDBOOK ON STAKEHOLDER ENGAGEMENT | 43
Think Strategically P4: PRIORITISING STAKEHOLDERS AND ISSUES Maturity of issue Latent Emerging Issue maturity rating Consolidating Institutionalised SUGGESTED METHODOLOGIES M4: PRIORITISING STAKEHOLDERS AND ISSUES Th e purpose of this activity is to identify which issues and/or stakeholders represent key priorities for engagement by your organisation. Decide whether to focus initially on prioritising by issues or stakeholders – this will depend on the context as outlined on p36 – If you have already determined which stakeholders you need to engage with, prioritise issues. If the engagement is issue driven, prioritise stakeholders. Otherwise be guided by whether you know more about the stakeholders or the issues. In both cases convene a workshop of managers from across the departments and functions that are likely to be knowledgeable about the stakeholders and issues, be concerned about the outcomes of engagement or be responsible for implementing follow up action. You may also consider inviting outsiders with expertise relating to the issues or stakeholder groups involved. Select a person either from inside or outside the company to facilitate. you can use the objective, issue and stakeholder matrix (T1) a basis for discussion. Prioritising issues Categorise the issues identifi ed in the issue/stakeholder matrix as latent, emerging, consolidating or institutionalised according to the following criteria: Evidence Weak scientifi c or other hard evidence. Emerging body of research, vbut no clear agreement on conclusions Strong evidence Less focus on evidence: the case has been made and accepted. Awareness Some activist communities, academics and NGOs are aware of the issue.Little business community awareness. Focus of NGO campaigning, political and media awareness. Leading businesses are experimenting with approaches to dealing with the issue. High level of general awareness of issue amongst relevant business, civil society and public bodies. Addressing this issue is a normal part of a business-excellence model. Expectations No regulation or recognised standards for business. Boundaries of business responsibility subject of public debate. Best practice approaches increasingly promoted and recognised. Voluntary standards are established and legislation may be proposed. Legislation or strong business norms are established.
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 42 and 43: STAGE 1 THINGS TO CONSIDER This is
Page 44 and 45: Latent Emerging The Four Stages of
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 97 and 98:
Strengthen Capacities for Engagemen
Page 99 and 100:
Engage with your stakeholders in wa
Page 101 and 102:
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
Page 115 and 116:
Name Common Facilitation Techniques
Page 117 and 118:
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
Page 123:
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
Page 142 and 143:
ANNEX
Page 144 and 145:
Annex JARGON BUSTER JARGON BUSTER 1
Page 146 and 147:
Annex FURTHER RESOURCES & BIBLIOGRA
Page 148 and 149:
Annex Interact Network: Framework f
Page 150 and 151:
Annex FURTHER ACKNOWLEDGEMENTS In a
Page 152 and 153:
Annex ACCOUNTABILITY AccountAbility
Page 154:
Annex STAKEHOLDER RESEARCH ASSOCIAT
show all

The Stakeholder Engagement Manual Volume 2 - AccountAbility

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?