Stakeholder Management : Wat is het en wat kun je ermee?

© Xavier Baeten, 18.03.03

Stakeholder Management : Wat is het en wat kun je ermee ? Parallelsessie Nat ionaal Sust ainability Congres Xavier Baeten (Bussum , 18.03.03)

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Prim e Foundat ion Partners Im pulse Cent re Business in Society

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“The term ‘stakeholder management’ refers to the development and implementation of organizational policies and practices that take into account the goals and concerns of all relevant stakeholders.” “The contemporary large corporation has become an “extended enterprise” (Post, Preston, Sachs)

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“ Every company has to ask itself what it is trying to accomplish before it is actually attempting to accomplish it.” (Jensen, 2000)

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Maar ... “Corporations are increasingly encouraged to play a social role. They would do better to concentrate on their core tasks” (Financial Times, 30.01.02) Even if company's directors took the long view that environmental sustainability is ultimately essential for economic sustainability, their share price would drop and they would probably be swallowed up by competitors. (www.corporatewatch.org) “Een op de honderd Nederlanders gelooft dat dergelijke (grote) bedrijven handelen in het beste belang van de samenleving.” (Spits, 27.08.02) “Ethics is for people we hate”

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Types ondernemingen Destroys Social and Environmental Value. In the end also Economic value!

Short-term Shareholder interests

Longer-term shareholder interests (taking stakeholders into account)

Creates Social and Environmental value at the cost of economic value

Multiple stakeholder obligations

Shaper of Society

Positive externalities

Negative externalities

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Types managers Style 1

Style 2

Style 3

Economic

Economic Legal

Broad Accountability

Stakeholder management capability

No

Rational Process

Transactional

Attitude towards shareholders

Minimal Golden parachutes

Attitude towards employees

Production factor Control

Responsiveness

Profit max. is enough. Other stakeholders are not important Max. of productivity Law Minimal level of respect

All stakeholders are involved and are being treated in an ethical way Respect Trust Participation

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Vraag van het Ministerie van de Vlaamse Gemeenschap (2000) “Zorg voor de im plem entat ie van AA1000 in België”

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The AA1000 Assurance Standard Many efforts in corporate social responsibility are currently focused on improving organisational transparency. AccountAbility has welcomed and supported this drive to bring more rigour to organisational reporting . The central question that arises from increased volumes in reporting however, is who assures that corporate reports are truly accurate and balanced representations of organisational performance, their underlying systems, processes and competencies? The AA1000S Assurance Standard is intended to fill this ’credibility gap’ and offer a practical, robust and transparent approach to assurance that provides credibility to public reporting and to corporate business processes. The Standard will address the need for a single approach that effectively deals with the qualitative as well as quantitative data that makes up sustainability performance plus the systems that underpin the data and performance. It will complement and strengthen the GRI Reporting Guidelines and other standardised or company-specific approaches to disclosure.

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Vlerick’s aanpak ☞ Geen “copy and paste” ☞ Doorvertalen naar onze Europese realiteit en ons Europees ondernem ingsm odel ☞ Kritische eigen analyse en synthese van het m odel ☞ Aangevuld m et eigen inzichten en literatuurresearch ☞ Vertrekken vanop strategisch niveau ✔ Duurzaam ondernem en is m eer dan enkel m ooie rapport en ! ✔ Hoe integreren binnen bestaande m anagem entconcepten ?

☞ Concreet : ✔ 6- daagse opleiding ✔ Vlerick working sheets

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“Does your company periodically map stakeholder interests ?” 29% Yes No

71% Source : Research by PWC & Nyenrode University - The Netherlands


Het model Exploration

•what - why ? •available resources •experience & document review •top management’s attitude

Analysis of objectives - mission statement - strategy - culture Monitoring Stakeholder mapping : power-interest-relations

Identification of business issues

Priorities and goals Stakeholder dialogue & engagement Integration in business processes

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Stakeholder mapping

Keep informed

Key players

Low

Minimal efforts

Keep satisfied

Low

High

INTEREST

Source : Johnson & Scholes

POWER/ IMPACT

Quality of the relationship

High

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Voorbeeld Een Belgisch Chemiebedrijf Management Employees

High

Investors Banks

Interest

Family employees Suppliers

Direct customers Environment Neighbours Government

Low

Chain of users Students

Media

Low

High

Power/impact

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Stakeholder mapping Resultaten van analyse door MBA-studenten met ervaring

rts ffo

fo rm ed

M in im al e

Ke e

p

in

d

Employees Shareholders

sa tis fie

p

Ke e

Ke y

pl

ay er

20 18 16 14 Number of 12 10 companies 8 6 4 2 0

Shareholders Employees


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Stakeholder Management Onze ervaringen (1) ☞ Eerst en vooral : het thema blijft in de belangstelling ☞ Belang van juiste omschrijving ✔ Stakeholder m anagem ent ✔ Managem ent by stakeholders ✔ Managing the stakeholders

☞ Duurzaamheid betekent niet ✔ ✔ ✔ ✔

Enkel reputat iem anagem ent, kopen van “aflaten” Bedrijfswereld die voor alles m oet opdraaien Van blauw naar rood of groen fundam entalism e De ultiem e t ool om het financiële rendem ent op t e drijven


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Stakeholder Management Onze ervaringen (2) ☞ Stakeholder managem ent moet strategisch ingekaderd zijn ✔ ✔ ✔ ✔

Geen “add on” : integratie binnen m anagem ent disciplines Structurele aanpak “Board issue” Onvoldoende strategisch geïspireerd beloningsbeleid

☞ Communicatie en betrokkenheid staan centraal ✔ Medewerkers : wat houdt dit in ? ✔ Top : top m anagem ent workshops ✔ Stakeholders : loskom en van com partim entering

☞ Moet m eer geïntegreerd worden in curriculum van business schools


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Stakeholder Management Onze ervaringen (3) ☞ Je kan geen 1.000 bloem en laten bloeien ✔ Duidelijke focus en prioriteiten leggen

☞ Dikwijls “back to basics” : ✔ “Ik wil dit wel doen, m aar hoe overtuig ik de top ?” ✔ Com m unicatie en transparantie voor de werknem ers

☞ Werkgroepjes creëeren ✔ Am bassadeurs

☞ Regelmatig vooruitgang en stand van zaken evalueren en communiceren - geen free lunch ☞ Is er iets verkeerd m et onze maatschappelijke waarden ?...


CSR

Preference to work in an organisation paying attention to CSR

Deposit pension scheme money in CSR-stock

Bron : Onderzoek RCSB (2002)

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Totally disagree

2

3

4

Neutral

5

6

7

Fully agree

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“ Strategic execution relies heavily on tight, innovative, lasting relationships.” (Epstein & Birchard)

“ We have a stakeholder strategy because we believe it is the most effective shareholder strategy.” (M. Barrett, CEO van de Bank of Montreal)

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Stakeholder Management : Wat is het en wat kun je ermee ? Stellingen Parallelsessie Nat ionaal Sust ainability Congres Xavier Baeten (Bussum , 18.03.03)

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Stelling 1 Stakeholder management houdt sterk verband met risk management

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Risk management St akeholder Risk

Thr eat

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Values St akeholder St rat egy

FIT ?

Oppor t unit y

Buf f er ing

“ Pain alleviation” Cost-benefit Learning & innovation

Competitive advantage License to operate

Br idging Integration into strategy


Stakeholder Potential to Harm Low High

Stakeholder Potential to cooperate Low High

SUPPORTIVE

Bron : Savage et al.

Should be involved in the decision process

MARGINAL

Should be monitored in order to spot changes in time

MIXED BLESSING

Working together is of vital importance

NON-SUPPORTIVE

Company should protect itself against these stakeholders

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Stelling 2 Stakeholder management komt er pas nadat men een negatieve ervaring heeft gehad met een van de stakeholders

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Stelling 3 Tot op vandaag heeft stakeholder management meer te maken met de overtuiging van personen, dan dat dit ingebakken is binnen bedrijfsculturen

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Stakeholder Management : Wat is het en wat kun je ermee?

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