The Stakeholder Engagement Manual Volume 2 - AccountAbility

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Novozymes’ Social Responsibility Policy STAGE 3 “The Danish biotech company Novozymes will work to continuously improve our social performance. We will set ambitious objectives and integrate social and human rights considerations into our daily business. We will identify and focus our efforts on issues most relevant to us at an individual, national, regional and global level in order to make a positive difference. We are all responsible for identifying and assessing areas and issues where our social performance can be improved - and act upon it. In our daily work we must all be aware of our social responsibilities, follow best practices and respect each other. We must always listen to the social responsibility concerns of our stakeholders and respond openly. We will have close relations to the communities where we operate and act as a good corporate citizen. We will constantly challenge ourselves to improve our social performance and meet the local and global objectives. We must ensure that we all have equal opportunities to grow and fully unlock our potential in a non-discriminatory environment. We will respect basic human rights and labour standards by monitoring our own performance and collaborate with our suppliers and subcontractors to promote a socially responsible behaviour. We will do our utmost to ensure that our business practices are open and honest. We will seek partners with core values matching ours. When we develop new products we will consider the social impact. Product safety is a major priority - from development to customer application. We will not sell products that to our knowledge will be used in a way that violate safety and regulatory requirements. We will report openly and honestly on our social performance on a regular basis.” Newmont Mining Corporation’s 5 Star Rating System to Assess Community and External Relations The US gold mining company has a ‘5 Star’ rating system for assessing community and external relations, from the top management down to site level. The 31 management system elements and aspects assessed with this rating system include: Leadership & Commitment; Objectives, targets, KPIs and Improvement Programmes; Internal Communication and Consultation; Stakeholder Engagement & Communication; Risk management; Training, competency & awareness; Performance monitoring, measurement & reporting; and Human Rights awareness Each of the elements is illustrated with a defi nition of fi ve different levels of achievement – detailing what is required from management and staff in order to perform well regarding the element/aspect. This serves to provide effective guidance, and – in combination with internal and external assurance procedures – also enables continuous performance monitoring and improvement. THE PRACTITIONER'S HANDBOOK ON STAKEHOLDER ENGAGEMENT | 83
Strengthen Capacities for Engagement P11: STRENGTHENING YOUR COMPANY’S ABILITY TO RESPOND SUGGESTED METHODOLOGY M11: FOR STRENGTHENING STAKEHOLDER ENGAGEMENT CAPACITY Th e purpose of this activity is to initiate an ongoing process of strengthening your company’s ability to address its specifi c priority issues more eff ectively, especially in its engagement activities, but also to strengthen the management of corporate responsibility issues more generally. • Use the assessment that you have undertaken in Stage 2, and captured in Template 4, as a starting point for identifying the areas where your policies, management systems and governance structures should be improved. Also, consider which potential outcomes you need to prepare for, as captured in Template 11. • Consider also what you have learned about the way other people manage these issues in the table on p57 (Where to look for learning from others), Stage 2. For example, you may want to use corporate responsibility standards listed there when developing policies on specifi c issues, or simply look at how other businesses have developed their systems to work with a range of issues. • Consider the advice given in the “Strengthening enablers for success” table, and agree on ways to strengthen your ability to respond to specifi c issues and to engage on them. Capture your plans in summary Template 10, below. • Determine priorities for improvements. • Identify learning resources. THINGS TO CONSIDER • Be aware that engagement itself is a key step in strengthening some of the enablers. For example, if you want to develop a policy, you may want to use one of the engagement methods in Stage 4 to do this, e.g. establish a board sub-committee that investigates and reports to the board on priority issues to strengthen top-level commitment.
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
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Forwards Introduction HOW TO USE TH
Page 16 and 17:
Introduction PRINCIPLES AND STANDAR
Page 18 and 19:
Introduction PRINCIPLES AND STANDAR
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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 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 87: 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
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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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