The Stakeholder Engagement Manual Volume 2 - AccountAbility

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KEY PRIORITIES Sales, players and winners: Our sales performance, the introduction of new games and the playing and winning experience are critical to building a growing National Lottery, and are of direct interest to many of our stakeholders - the public and players, retailers, employees, pressure groups, suppliers and shareholders. Good causes: Ensuring maximum returns to Good Causes and showing people the breadth of projects that The National Lottery has funded is critical to building a respected National Lottery, and is relevant to the public, retailers, community and shareholders. Our future: The discussions focused on distribution of lottery funds, how the third licence to operate the lottery will be awarded and the changes in gambling regulation are critical to the future of The National Lottery. The outcome of these discussions will have a huge impact on all of our stakeholders - the public and players, employees, retailers, community, pressure groups, suppliers and shareholders. STAGE 1 THINGS TO CONSIDER You might decide to prioritise issues and then go on to prioritise stakeholders relevant to the high priority issues where stakeholder engagement is identifi ed as necessary. Issues may not be clearly within one of the four stages of maturity, but might have characteristics of diff erent stages. Often for example, public knowledge and concern is not in step with the state of evidence and scientifi c consensus. Additional stakeholders and issues may emerge at any time, so the matrix and prioritisations should be continually updated to serve as a useful source of reference. Camelot's Integrated Prioritisation of Stakeholders and Issues Based on their strategic objectives and organisational mission, Camelot the operator of the UK national lottery, has constructed a two-level prioritisation of stakeholders (see p27 for Camelot’s stakeholder groups), where specifi c issues of importance are related to specifi c stakeholder groups. Below is an extract from their social report: Our people: The skills, motivation and commitment of our people are critical to our ability to deliver our strategic goal of building growth and respect. In addition, our people, and their behaviour and choices will directly infl uence our impact on the communities and environment in which we operate. This issue has particular bearing on our employees and shareholders. Responsible play: Ensuring the protection of vulnerable groups, such as young people, those on low incomes or those susceptible to gaming addiction is key to ensuring that The National Lottery is a respected institution, and is of importance to the public, retailers and pressure groups. SECONDARY PRIORITIES Investment in retail: Giving our retail partners the support they need is important to building a growing National Lottery and is relevant to the public, retailers, community, pressure groups, our suppliers and shareholders. Our supply chain: We operate one of the most effi cient lotteries in the world. Value for money and shared integrity are important to enable us to operate effi ciently and to ensure The National Lottery is respected. We are also mindful of the impact our suppliers have on the environment. These issues are particularly relevant to our suppliers and shareholders. Environment: Camelot’s environmental performance and that of our suppliers is part of being a respected operator of The National Lottery. This area is relevant to our employees and environment stakeholders. Community involvement: Camelot’s own contribution to the community is an integral part of being a respected operator, and is of key relevance to employees, pressure groups and community stakeholders. THE PRACTITIONER'S HANDBOOK ON STAKEHOLDER ENGAGEMENT | 47
Think Strategically ROUND UP STAGE 1 REVIEW By the end of this Stage you should have an overall understanding of the relationship between your overall business strategy and stakeholders, and defi ned related strategic objectives for engagement. However, be aware that your understanding will have to be verifi ed by your stakeholders. You will also have mapped the key groups of people who are aff ected by and can aff ect the way your organisation meets its goals, as well as the potential issues relevant to each stakeholder group. You will also have established priorities regarding the stakeholders and issues that you will intend to address. Outputs Strategic Engagement Objectives Objectives, Issues & Stakeholder matrix Initial prioritisation of stakeholders and/or issues
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 46 and 47: Stakeholder dependence on the organ
Page 48 and 49: High impact stakeholder groups are
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 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
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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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