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REV. NO. DESCRIPTION OF REVISION DATE APPROVED

A Initial Revision
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1. PURPOSE
Engaging with stakeholders in an industrial facility is essential for promoting a
cooperative and transparent environment. Stakeholders, including employees,
regulatory bodies, local communities, suppliers and customers, play pivotal roles in
ensuring the facility operates safely and efficiently. By involving them, the facility can
gain valuable insights and feedback to improve operational procedures and address
potential concerns proactively. Effective engagement also helps in building trust and
maintaining a positive reputation, which can be essential during incidents or
regulatory audits. Stakeholder collaboration enhances the facility’s ability to innovate
and adapt to changing industry standards and market demands. Ultimately, strong
stakeholder relationships contribute to the long-term success and sustainability of
the facility.
This document outlines the steps for developing plans and the actions needed to
engage with stakeholders, e.g., Stakeholder Engagement Plan. It describes the
importance, benefits and strategies for engaging stakeholders to create alignment of
goals, improve risk identification and mitigation, establish communication and
partnerships, and strengthen compliance and the COMPANY reputation.
Stakeholder objectives are achieved to improve responsible risk control programs
through the development of relationships which:
1.1. Foster trust and collaboration.
1.2. Align stakeholder expectations with COMPANY AND LOCATION organizational
goals.
1.3. Drive sustainable practices through shared decision making and responsibilities.
1.4. Promote effective communication channels and stakeholder feedback.
2. SCOPE
Stakeholders are the people, groups, and organizations that are impacted by, able
to influence, or have an interest in the work, projects, organization, or performance
of COMPANY AND LOCATION.
Stakeholders include customers, employees, labor unions, community members,
community-based organizations, disadvantaged communities, politicians, media,
shareholders, suppliers, investors, local government agencies, law enforcement,
regulators, and neighboring facilities/residents. Stakeholders may also include the
extended families, friends and colleagues of previously identified stakeholders.
Stakeholders all have the following in common:
2.1. They have their own goals and objectives.
2.2. They make important decisions that may affect the COMPANY AND LOCATION
site.
2.3. They have lives that may be affected by COMPANY AND LOCATION decisions.
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2.4. They are financially or physically better or worse off when things change at
COMPANY AND LOCATION.
2.5. They are connected to a wider network of people who are, in turn, affected by
any changes and decisions made by COMPANY AND LOCATION.
3. DEFINITIONS

TERM DEFINITION

Diversity

Engagement

Endangered Species

Social Characterization

Stakeholder Any party actively or passively involved in a company’s activities.

Stakeholder Engagement Stakeholder engagement or outreach is a process for:

(1) Seeking out individuals or organizations that can be or believe
they can be affected by company operations and engaging them
in a dialogue about process safety, technological and other
environmental, health or safety risks.
(2) Establishing a relationship with community organizations, other
companies and professional groups, and local, state, and federal
authorities.
(3) Providing accurate information about the company and facility’s
products, processes, plans, hazards, and risks.

Stakeholder Influence Each stakeholder has a different level of influence on a

project or business, depending on their ability to impact the
process and outcomes

Stakeholder Interest: The concept of interest is more than an idea of how

interesting your business is to the stakeholder, or how
interested they are in being involved. Think of “interest” in
more of a legal sense of a right to be involved or consulted.

Stakeholder Impact Each stakeholder may be impacted by the project or

business in different ways – positively, negatively, or a
mixture of both. It’s important to consider all impacts a
project or work can have on stakeholders, including
physical, economic, social, and cultural.

Stakeholder Mapping A systematic way to analyze stakeholders by charting their

attributes to visualize the data, compare the position of different
stakeholders, and analyze them based on the attributes selected.
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4. ROLES AND RESPONSIBILITIES

4.1. COMPANY AND LOCATION Managers and Supervisors
4.1.1. Participating in brainstorming sessions to identify and categorize
stakeholders, as requested.
4.1.2. Reviewing and providing feedback on Key Stakeholder Engagement and
Strategy Plans.
4.1.3. Explaining requirements and expectations to stakeholders.
4.1.4. Understanding stakeholder needs and concerns.
4.1.5. Guiding stakeholders through decision-making.
4.1.6. Managing expectations and building trust.
4.1.7. Seeking feedback from stakeholders about COMPANY AND LOCATION
employer brand, to identify areas for improvement and make necessary
changes.
4.1.8. Offering training and development opportunities, such as critical thinking,
problem-solving, negotiation, and conflict resolution to help employees
improve their decision-making skills.
4.1.9. Providing regular feedback to employees regarding their performance and
offering coaching to employees.
4.2. General Manager
4.2.1. Reviewing and approving Key Stakeholder Engagement and Strategy
Plans.
4.2.2. Establishing and maintaining relationships with key stakeholders.
4.2.3. Recognizing and rewarding employees for hard work and contributions.
4.2.4. Identifying market trends and opportunities for innovation and expansion.
4.2.5. Fostering a positive work environment that promotes teamwork, creativity,
inclusion and employee engagement.
4.2.6. Ensuring compliance with laws and regulations.
4.2.7. Providing support and resources for Stakeholder Engagement.
4.2.8. Offering leadership development opportunities to employees.
4.2.9. Promoting mentorship and rotational programs for employee development.
4.3. Industrial Risk Manager
4.3.1. Scheduling and facilitating brainstorming sessions with members of
leadership to identify and categorize stakeholders.
4.3.2. Establishing and maintaining relationships with key stakeholders.
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4.3.3. Developing, reviewing and updating the Stakeholder Engagement

Program, to include Key Stakeholder Engagement and Strategy Plans.
4.3.4. Establishing, monitoring and reporting on key performance indicators
identified to meet the objectives of the Key Stakeholder Engagement and
Strategy Plans.
4.3.5. Performing and documenting a Social Characterization Analysis.
4.4. Stakeholders
4.4.1. Actively engage, provide feedback, and align efforts with the organization.
4.4.2. Identifying potential risks and uncertainties that may impact the business.
Taking an active role in risk management and mitigation strategies,
making informed decisions to minimize adverse impacts.
4.4.3. Actively participating in the allocation of resources. This includes financial,
human, or technological resources that are crucial for the efficient
operations of COMPANY AND LOCATION.
4.4.4. Maintaining effective collaboration through open and honest
communication.
4.4.5. Adhering to industry regulations, ethical standards, and legal
requirements.
4.4.6. Providing constructive feedback and participating in the evaluation of
performance, identifying areas for improvement, adopting continuous
growth and development.
4.4.7. Addressing conflicts and disputes that may arise among stakeholders,
working diligently towards amicable resolutions, promoting a harmonious
and productive environment.
5. STAKEHOLDER IDENTIFICATION AND PRIORITIZATION
The first step in stakeholder engagement is to identify the who (stakeholder) and
the why of engagement (i.e., trying to learn different perspectives, make decisions,
build buy-in, etc.).
Consider brainstorming sessions to identify and categorize stakeholders and start
by asking, “What individuals or groups of people are likely to be affected by the
COMPANY AND LOCATION facility?” and “Who might influence the organization,
or the people involved in it?” and then write down anyone who comes to mind. Be
sure to include diverse perspectives, underrepresented populations, decision
makers, and those most affected by the issues being discussed.
Once initial stakeholder identification and purpose are complete, the next step is to
prioritize them to a more manageable list of “key stakeholders”. It is important to
understand stakeholder identification is not a one-time process. As the
organization evolves and time passes, new stakeholders may emerge, and existing
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ones may change their level of interest or influence. Regular review of the
stakeholder list and adjusting engagement strategies accordingly is critical to the
success of any stakeholder engagement plan.
5.1. Identify Key Stakeholders and Level of Engagement
The importance of the stakeholder groups and the approach necessary to
engage different groups of stakeholders depends upon the desired outcomes
and the resources available to achieve them.
NOTE: Prioritization of stakeholders is necessary due to limited time and
resources available for engagement; however, it is important to note
stakeholders are interconnected in such a manner that even a single
stakeholder or small group could have significant and broad impacts.
5.1.1. Purpose of Engagement
A clear purpose of engagement with each stakeholder is needed to
determine the level of engagement needed to achieve that purpose. Some
examples are as follows:
 Develop impactful partnerships with value chain partners and other
stakeholders
 Improve sustainability practices
 Gain a better understanding of stakeholder needs and priorities
 Create value through improved financial performance, reduced risk,
and increased brand reputation
 Build stronger relationships with shareholders, investors,
customers, suppliers, local communities, industry, government,
academia, and employees
5.1.2. Stakeholder Mapping
Stakeholder mapping in conjunction with stakeholder analysis is often
used to help prioritize stakeholders. Two methods for mapping of
stakeholders are provided for use. Specific details of each method are
provided in Appendix A – Stakeholder Mapping.
1. Multidimensional Stakeholder Mapping - assesses
influence, impact interest, criticality, effort and position
2. Relationship Mapping – visualizes how stakeholders are
connected to one another
5.1.3. Stakeholder Grouping
Stakeholder mapping will likely reveal that some of the stakeholders have
very similar attributes. These stakeholders can be grouped together to
reduce the complexity of the stakeholder list and tailor the approach to
meet the stakeholder needs.
There are many types of stakeholders, both internal and external, who
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could be impacted by, have influence on, or an interest in the facility.

Identifying the three to five stakeholder groups that are most critical to the
success of the organization to focus efforts is the best place to start the
plan for engagement.
Examples of stakeholder groups include investors, regulators, suppliers
and vendors, customers, employees, and the surrounding community.
Refer to Appendix A, Stakeholder Mapping, for additional information on
stakeholder grouping.
5.1.4. Define Objectives
Once the key stakeholders are identified, a Key Stakeholder Engagement
and Strategy Plan is developed. Objectives are identified to support and
achieve the purpose of engagement. Goals are defined, and the
organization's plans to develop impactful partnerships or build stronger
relationships are established and documented (see Appendix B for an
example Stakeholder Engagement and Strategy Plan). Additionally,
methods to monitor, review, and improve the Stakeholder Engagement
and Strategy Plan are determined.
Some examples of stakeholder engagement objectives include the
following:
 Identity and Engage Stakeholders
 Improve Sustainability
 Improve Community Wellbeing
 Increase Accountability
 Support Human Rights
 Increase Support
 Identify and Reduce Risk
 Improve Efficiency
 Improve Accessibility
 Make Better-Informed Decisions
5.1.5. Determine Goals and Key Results
Goals and measurable results are established to monitor progress
necessary to achieve the Stakeholder Objectives. Goals need to be
SMART – specific, measurable, achievable, relevant and time-bound and
at least one SMART goal provided for each objective.
Examples of SMART goals for objectives are provided below:
“Reach and engage stakeholders”
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 5 stakeholders will be contacted each month and details of the

communication are documented.
 The number of social media followers and/or engagement of
stakeholders on social media is tracked monthly.
 COMPANY AND LOCATION will conduct community outreach
activities once per quarter with attendance tracking and feedback.
“Improve the sustainability of COMPANY AND LOCATION”
 The diversity of stakeholders is determined and documented to
establish a baseline. (This can include gender representation
among employees and suppliers, gender representation at different
levels of employment, or number of highly impacted stakeholders
identified).
 The number and types of locally endangered species of both flora
and fauna are identified and tracked annually.
 COMPANY AND LOCATION facility commits to a 10 percent
reduction of hazardous waste generated.
6. STAKEHOLDER ENGAGEMENT STRATEGIES
6.1. Understanding the Community
Understanding the community is key for effective stakeholder engagement
because it allows the organization to tailor communication and initiatives to
meet the specific needs and preferences of the community. Being aware of the
community’s values, concerns, and priorities, COMPANY AND LOCATION can
build trust and advance positive relationships. This understanding helps in
designing projects and programs that are relevant and beneficial, ensuring that
the community feels heard and valued. It also enables the identification of key
influencers and decision-makers within the community, facilitating more
strategic and impactful interactions. Ultimately, a deep understanding of the
community ensures that stakeholder engagement efforts are meaningful,
respectful, and effective.
Social characterization is the process of understanding the social dynamics,
structures, and behaviors of a community or group. It involves gathering and
analyzing information about the community’s demographics, values, beliefs,
and social networks. A social characterization analysis (SCA) attempts to map
influential and conflicting interests and establish proactive engagement.
Understanding cultural norms and values fosters respectful and effective
communication and engagement. Social characterization also aids in identifying
key influencers and decision-makers within the community, enabling more
strategic and impactful partnerships. Think of an SCA as a first step of “getting
to know the area” before making a more structured stakeholder identification.
The SCA uses a variety of methods (e.g., computer research, stakeholder
interviews, media analyses, and representative surveys) to provide social
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context for the project/business’s affected area. The SCA will also identify the
influence of private interests (property owners, industry, etc.), history of
trust/distrust between community, government, industry, and other sectors,
experience with disasters, how the area is planning for climate change, and
strength of the local media.
This step is started by mapping out (geographically and conceptually) the
business/project-affected area(s). This could include, but is not limited to:
 The physical footprint of the facility
 Additional land required for facility operation (required buffers and
energy sources)
 Resources and input necessary for operation (e.g., water, energy, etc.)
 Infrastructure used (e.g., transportation routes)
 Local and regional workforces and the areas they come from, and
 Range of air, noise, and light pollution.
Refer to Appendix D, Resources for Conducting a Social Characterization Analysis
(SCA) for a non-exhaustive list of resources and activities to help carry out an SCA.
6.2. Understanding Stakeholders
Take the time to understand each stakeholder or stakeholder group. This can
involve researching their goals, needs, values and concerns, in addition to their
expectations and perceptions of the COMPANY AND LOCATION facility.
This step allows the organization to tailor the outreach approach and
communication strategy to each stakeholder group, as different stakeholders
may prefer different methods of communication. Identifying the best ways to
reach each stakeholder can improve the engagement efforts.
6.2.1. Stakeholder Analysis:
Determine key stakeholders’ needs, wants, expectations, and concerns
regarding COMPANY AND LOCATION. This information can be collected
through surveys, interviews, focus groups, or informal conversations. This
helps understand the motivations of each stakeholder and how they
might respond to different situations or decisions.
6.2.2. Identify Common and Divergent Interests
Stakeholder interests may align with the organization’s goals, while others
may not. Identifying where stakeholder interests overlap can help find
common ground and cultivate cooperation.
6.2.3. Understand Stakeholder Influence and Power
Identifying stakeholders who hold power and/or influence over the
organization or decision-making processes is vital. These stakeholders
can significantly impact the outcome and progress of initiatives and
ongoing operations. Understanding power dynamics among stakeholders
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helps structure the approach to engagement.

6.2.4. Recognize Stakeholder Values and Beliefs
Stakeholders come from diverse backgrounds and hold different values
and beliefs. Recognizing and appreciating these differences can help
communicate more effectively and respectfully, promoting open dialogue
and building trust.
6.2.5. Develop Stakeholder Profiles
Create detailed stakeholder profiles based on the gathered information.
Include stakeholder interests, concerns, influence level, communication
preferences and any other relevant information. These profiles are used to
guide engagement activities, helping to modify engagement plans to suit
stakeholder preferences.
6.2.6. Regular Review and Update of Stakeholder Profiles
Stakeholders’ interests and concerns may change over time due to
various factors, such as changes in the business environment, personnel,
or internal policies. Regular check-ins, ongoing dialogue, and updated
analyses ensure the understanding of stakeholders stays current.
6.3. Stakeholder Communication Plan
Clear and transparent communication is an integral part of stakeholder
engagement. It helps build trust, manages expectations, and ensures that
stakeholders are informed and can contribute effectively.
6.3.1. Develop a communication plan for each stakeholder utilizing the
information obtained during the engagement strategy and add it to the Key
Stakeholder Engagement and Strategy Plan. The communication plan
includes who needs to be communicated with, when and how often
communication is required, and through which channels communication
should be sent. The use of a communication plan ensures consistency
and regularity of communication, reducing the risk of misinformation or
misunderstanding.
6.3.2. Different stakeholders may prefer different methods of communication.
Some may prefer direct, one-on-one conversations, others may appreciate
more formal communication methods such as written reports or emails.
Similarly, using electronic platforms, including social media, can be
effective with certain stakeholder groups. The key is to match the
communication method to stakeholder preference and circumstance.
6.3.3. Avoid the use of jargon, acronyms, and technical language that
stakeholders may not understand. Be straightforward about the
challenges, risks, and uncertainties involved in COMPANY AND
LOCATION operations and decisions. Stakeholders appreciate honesty
and are more likely to be supportive.
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6.3.4. Encourage stakeholders to ask questions, give feedback, and express

concerns. This approach can facilitate positive feelings of being heard,
valued and provide the organization with valuable insights. Two-way
communication can be accomplished through town hall meetings, online
forums, surveys or suggestion boxes.
6.3.5. Conduct regular updates to stakeholders, even if there isn’t much new to
report. This helps to prevent rumors or misunderstandings and reassures
stakeholders that things are heading in the right direction.
6.3.6. Be transparent regarding decisions. Be open about the process used,
including who was involved, what factors were considered, and why the
decision was made. This can help stakeholders understand, even if they
don’t agree with the decision.
6.3.7. If stakeholders have concerns or issues, acknowledge them promptly and
work to address them. Ignoring or dismissing stakeholder concerns will
lead to mistrust and disengagement.
Honest and effective communication helps build trust and understanding between
COMPANY AND LOCATION and our stakeholders, contributing to more effective
stakeholder engagement. When stakeholders feel informed and valued, their
support for the organization’s activities increases.
6.4. Stakeholder Inclusion in Decision Making
The inclusion of stakeholders in decision-making is crucial to a successful
stakeholder engagement strategy. This is actively involving stakeholders in
decision-making, valuing their inputs, and incorporating their views and
feedback. This approach leads to better decisions considering a broader set of
perspectives, enhances trust and buy-in from stakeholders, and improves the
overall success and acceptance of the organization’s projects and initiatives.
6.4.1. Incorporate stakeholders at the earliest stages of decision-making. Early
involvement allows stakeholders to voice their concerns, provide input,
and influence the direction of the project or initiative from the start.
6.4.2. Provide a variety of channels for stakeholders to express their thoughts
and opinions. These channels may include meetings, focus groups,
surveys, online platforms and others.
6.4.3. Involve stakeholders in the process of making decisions collaboratively.
This might include brainstorming sessions, workshops, or roundtable
discussions. Collaboration can lead to more accepted decisions and
decisions which are less likely to be met with resistance.
6.4.4. Make the decision-making process transparent. Clearly explain how
decisions are made, who is involved, and how stakeholder input is used.
Transparency can enhance trust and reinforce the validity of the decision-
making process.
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6.4.5. After making decisions, communicate the results to the stakeholders,

explaining how their input was used and its impact on the final decision.
This reinforces the value of their contribution and encourages future
participation.
6.4.6. Empower stakeholders to have real influence over decisions. This could
involve allowing stakeholders to take the lead in certain situations or giving
stakeholders voting rights on certain decisions.
6.4.7. Strive for diverse and representative participation, encouraging all relevant
stakeholder groups to get involved and confirming all relevant stakeholder
groups are provided with the opportunity to be involved.
6.4.8. Some stakeholders may lack the skills or the knowledge to effectively
participate in decision-making. In these cases, training or resources can
be utilized to help these stakeholders engage more effectively.
Embracing an inclusive approach to decision-making, COMPANY AND
LOCATION can improve the quality of decisions, build stronger relationships
with our stakeholders, and increase the likelihood of successful outcomes.
NOTE: Stakeholder inclusion isn’t about pleasing everyone or even reaching
a unanimous consensus but about acknowledging different
perspectives, fostering dialogue, and finding balanced and mutually
acceptable solutions.

7. MONITORING AND MEASURING

Monitoring stakeholder engagement is an important part of the engagement
process and can quantify the impact of communication. Analyzing stakeholder
sentiment and feedback can help identify what is working well and what strategies
need to be implemented to improve the stakeholder processes.
Stakeholder engagement effectiveness can be measured through various
methods, such as surveys or interviews to gauge level of satisfaction. Digital
engagement is another key metric to consider, engagement on a company hub or
site or social media engagement. To understand stakeholder engagement data is
needed and is obtained through establishing and tracking key performance
indicators (KPIs).
7.1. Determine Key Performance Indicators (KPIs):
Key performance indicators are measurable values established to determine
how effective the stakeholder engagement plan is working. These KPIs are
carefully selected to provide meaningful insight into the performance of
stakeholder engagement.
7.1.1. KPI’s are determined by first identifying the business goals and objectives,
the SMART goals discussed above in Section 4.1.5 Determine Goals and
Key Results.
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7.1.2. Determine metrics that align with each objective. These metrics must be
directly related to the objective, measure the right thing, and be relevant to
the engagement strategy.
7.1.3. Narrow down the list of metrics to a manageable number that the site can
realistically track and analyze.
7.1.4. Define KPI’s for each metric by setting targets, benchmarks, and
thresholds.

NOTE: Chose KPIs that are measurable, relevant and timely.

7.2. Track and Analyze KPIs

Tracking and analyzing KPI’s involves collecting data on the KPI’s, analyzing the
data to identify trends, and using the insights gained to make data-driven
decisions.
It is important to look for trends and patterns over time. This is accomplished by
comparing current data to historical data or by analyzing data across different
time periods. This option is especially useful when historical data is not readily
available.
KPI data can be used to identify trends, strengths, weaknesses, and
opportunities for improvement.
7.3. Best Practices for Using KPI’s
KPIs are a powerful tool for measuring performance when used effectively to
achieve meaningful results. The following are some best practices when using
KPI’s.
7.3.1. Set realistic targets and goals. Realistic goals keep employees
motivated and focused on achieving them, while also ensuring the
business is moving in the right direction.
7.3.2. Review and adjust KPIs regularly. KPIs should be reviewed and adjusted
regularly to confirm they remain relevant and effective. This could mean
changing the KPI’s themselves or updating the targets and goals
associated with them.
7.3.3. Verify KPI’s are aligned with business objectives. KPIs should be aligned
with the business’s objectives and strategy. This is to help assist the
business to remain focused on achieving the right outcomes and that the
KPI’s are contributing to the overall success.
7.3.4. KPIs are measurable. KPI’s must be measurable to provide meaningful
data.
7.3.5. Involve stakeholders in KPI development. Involving stakeholders in KPI
development helps with aligning KPIs with business objectives and that
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they are relevant and meaningful to the people who will be responsible
for achieving them.
7.3.6. Avoid common mistakes. Common mistakes, such as focusing on too
many KPI’s at once, setting targets that are too aggressive or unrealistic,
failing to align KPI’s with business objectives, and not regularly reviewing
and adjusting KPI’s.
7.4. Stakeholder Engagement KPI’s – Examples
Stakeholder engagement KPI’s hold significant importance in business by
providing organizations with a structured and measurable framework to access
interactions and relationships with stakeholders.
By implementing KPI’s COMPANY AND LOCATION can actively involve
stakeholders, understand their expectations, and align strategies to meet
stakeholder needs. By prioritizing stakeholder engagement through the
application of KPI’s, COMPANY AND LOCATION can achieve sustainable
growth, create shared value, and strengthen our position in the market.
7.4.1. KPI #1 – Stakeholder Satisfaction
Measuring stakeholder satisfaction is crucial as it provides valuable
insights into the effectiveness of an organization’s strategies,
operations, and interactions with stakeholders.
Satisfied stakeholders are more likely to remain loyal, provide positive
feedback, and support the organization’s goals, while dissatisfied
stakeholders may withdraw their support, negatively impact the
organization’s reputation, or even seek alternatives.
Measuring Stakeholder Satisfaction
There are several methods available to measure stakeholder
satisfaction. These methods include:
 Surveys: Surveys are a commonly used tool to gather feedback
from stakeholders. They can be conducted through online
questionnaires, phone interviews, or in-person interactions.
Rating scales, open-ended questions, and Net Promoter Score
(NPS) are some techniques that can be used to assess
stakeholder satisfaction through surveys.
 Interviews: Conducting one-on-one interviews or focus groups
with key stakeholders can provide in-depth and personalized
feedback. Interviews and focus groups offer the opportunity to
delve deeper into specific areas of interest or concern and allow
for a more comprehensive understanding of stakeholder
satisfaction.
 Feedback Channels: Providing feedback channels, such as
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suggestion boxes, customer service hotlines, or online platforms,

can encourage stakeholders to provide ongoing feedback. These
channels need to be easily assessable and actively monitored to
capture timely feedback and address concerns promptly.
Key Metrics for Stakeholder Satisfaction
There are several metrics and indicators to consider for measuring
stakeholder satisfaction. These metrics include:
 Customer Satisfaction Score - Quantifies the satisfaction levels
of customers based on their experiences with a product, service,
or interaction with the organization. It typically involves asking
customers to rate their satisfaction on a scale or provide
feedback on specific aspects of their experience. Example: Track
the percentage of stakeholders who rate their satisfaction as
“satisfied” or “very satisfied”.
 Net Promoter Score (NPS) - NPS measures the likelihood of
stakeholders recommending an organization’s product, service,
or brand to others. It helps gauge stakeholder loyalty and
provides insights into overall satisfaction levels.
 Employee Retention – Retention of employees is a good
indicator of satisfaction; where the converse, a high turnover rate
is indicative of dissatisfaction.
7.4.2. KPI #2 – Stakeholder Involvement
Stakeholders often possess valuable insights, expertise, and
perspectives that when involved in decision-making processes can
contribute to making informed and well-rounded decisions. It can also
lead to more innovative and effective solutions.
Including stakeholders in decision making promotes a sense of
ownership and empowerment, demonstrating that their opinions and
interests are valid. Stakeholder involvement promotes transparency and
accountability, enhances engagement, collaboration and commitment to
the outcomes of the decisions.
Measuring Stakeholder Involvement
Measuring stakeholder involvement requires assessing the extent to
which stakeholders are actively engaged and have meaningful
participation in decision-making processes. The following provides
some ways to measure stakeholder involvement:
 Participation Levels - Measure the frequency and extent of
stakeholder participation in decision-making activities, such as
meetings, workshops, or focus groups. This can be quantified by
tracking attendance rates or the number of opportunities
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provided for stakeholder input.

 Representation - Evaluate the diversity and inclusiveness of
stakeholder representation in decision-making forums. Assess
whether different stakeholder groups are adequately represented
and have an equal opportunity to contribute their perspectives.
 Feedback and Contributions – Measure the quality and quantity
of stakeholder feedback, ideas, and suggestions provided during
decision-making processes. This can be assessed by reviewing
the nature and relevance of stakeholder contributions and the
incorporation of their input into decision outcomes.
 Collaboration and Partnerships – Assess the level of
collaboration and partnerships established with stakeholders.
This can include tracking the number of joint initiatives, co-
creation projects, or strategic alliances formed with stakeholders
to address shared challenges or achieve common goals.
Key Metrics for Stakeholder Involvement
To measure stakeholder involvement successfully, the following metrics
and indicators can be considered:
 Number of Stakeholder Meetings – Track the number of
meetings held with stakeholders to discuss decisions, seek input,
or gather feedback. This provides a quantitative measure of
stakeholder engagement.
 Stakeholder Feedback Surveys – Conduct surveys to collect
stakeholder feedback on their perception of their involvement in
decision-making processes. This can include questions about the
level of information provided, opportunities for input, and the
impact of stakeholder involvement on desired outcomes.
 Decision Co-Ownership – Measure the extent to which
stakeholders feel a sense of ownership and responsibility for
decisions by assessing their willingness to support and
implement them.
 Stakeholder Perception of Influence – Assess stakeholders’
perception of the extent to which their input is considered and
acted upon in decision-making processes. This can be measured
through surveys or interviews, where stakeholders express their
perceived level of influence.
 Collaboration Index – Develop an index that measures the level
of collaboration and partnership established with stakeholders.
This can include factors such as the number shared initiatives,
common resources, or collaborative projects
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7.4.3. KPI #3 - Stakeholder Communication

Successful communication with stakeholders is fundamental for building
strong relationships, affirming alignment, and achieving organizational
goals.
Clear and transparent communication helps convey purpose, values,
and objectives to stakeholders, encouraging trust and understanding. It
allows stakeholders to stay informed about key developments, changes,
and opportunities within COMPANY AND LOCATION.
Successful communication also provides a platform for stakeholders to
voice their concerns, provide feedback, and contribute their
perspectives, advancing a sense of inclusion and empowerment.
Furthermore, robust communication practices minimize
misunderstandings, resolve conflicts, and address issues promptly,
reducing the risk of reputational damage and enhancing stakeholder
satisfaction.
Measuring Stakeholder Communication
Assessing stakeholder communication involves evaluating the equality,
frequency, and effectiveness of communication channels and practices.
The following are some strategies to measure stakeholder
communication:
 Stakeholder Feedback Surveys – Conduct surveys to assess
stakeholders’ perception of communication quality, clarity, and
relevance. These surveys can include questions about the
accessibility of information, the usefulness of communication
channels, and stakeholders’ overall satisfaction with the
communication process.
 Communication Channel Analytics: Utilize analytics tools to track
engagement metrics associated with different communication
channels. This includes monitoring open rates, click-through
rates, and response rates for emails, newsletters, social media
posts and other communication platforms.
 Communication Audit: Conduct an audit of internal and external
communication practices to evaluate their effectiveness. This
involves reviewing communication materials, messages, and
channels to ensure consistency, relevance, and alignment with
stakeholder needs and expectations.
 Focus Groups or Interviews: Engage in direct conversations with
stakeholders through focus groups or interviews to gather
qualitative insights into their communication experiences.
 Town Hall Meetings: A platform for direct communication,
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transparency, and collaboration, these are open forums where

stakeholders can voice their concerns, share feedback, and ask
questions, advancing a sense of inclusion and involvement.
Leaders present updates, discuss initiatives, and align everyone
on the COMPANY AND LOCATION goals and challenges.
Facilitating face-to-face interactions, town halls build trust and
strengthen relationships, allowing stakeholders to feel heard and
valued. This participatory approach not only enhances
transparency and accountability but also encourages a sense of
community and collective problem-solving, ultimately driving
better decision-making and organizational success
Key Metrics for Stakeholder Communication
To measure stakeholder involvement successfully, consider the
following metrics and indicators:
 Response Time – Measure the time taken to respond to
stakeholder inquiries, concerns, or requests for information. This
metric reflects COMPANY AND LOCATION’s responsiveness
and commitment to open communication.
 Communication Reach – Assess the extent of communication
reach by measuring the number of stakeholders who receive and
engage with communication materials or participate in
communication events.
 Stakeholder Satisfaction with Communication – Evaluate
stakeholder satisfaction with communication efforts by
conducting surveys or using rating scales to assess their
perception of communication quality, clarity, and relevance.
 Engagement Metrics: Track engagement metrics such as likes,
shares, comments, or retweets on social media posts, indicating
stakeholder interest and engagement with COMPANY AND
LOCATION’s communication.
 Feedback Incorporation: Assess the extent to which stakeholder
feedback is incorporated into decision-making processes or
action plans. This metric indicates COMPANY AND LOCATION’s
commitment to actively listening and responding to stakeholder
input.
7.4.4. KPI #4 - Stakeholder Influence
Stakeholder influence refers to the ability of stakeholders to influence
the decisions, actions, and outcomes of an organization. Understanding
stakeholder influence is crucial because stakeholders often have the
power to affect an organization’s reputation, financial performance,
market position, and social license to operate. Stakeholder influence
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can originate from various factors, such as their level of engagement,

expertise, resources, social standing, or legal authority.
By exploring stakeholder influence, COMPANY AND LOCATION can
identify key stakeholders who hold significant influence and develop
strategies to engage and manage their impact.
Measuring Stakeholder Influence
Measuring stakeholder influence requires assessing the extent to which
stakeholders can shape or impact business outcomes. The following
are some approaches to measure stakeholder influence:
 Power/Interest Grid – Use a power-interest grid to categorize
stakeholders based on their level of power (influence) and their
level of interest in the activities of COMPANY AND LOCATION.
This analysis helps identify stakeholders with the highest
potential for influence and informs engagement strategies
accordingly.
 Stakeholder Mapping: Perform stakeholder mapping exercises to
identify and assess the influence of stakeholders based on their
proximity to decision-making processes, their access to key
resources, and their ability to mobilize support or exert pressure
on COMPANY AND LOCATION.
 Stakeholder Perception Surveys: Measure stakeholder
perceptions of their own influence and their perception of the
influence of other stakeholders. Surveys or interviews can be
used to capture stakeholders' perspectives on the extent to
which their input is considered, valued, and acted upon in
decision-making practices.
 Key Decision-Maker Identification: Identify the key decision-
makers within stakeholder groups who have the authority to
shape outcomes and assess their level of influence. This can
involve analyzing organizational structures, governance
frameworks, or industry dynamics to pinpoint those individuals or
entities who hold significant decision-making power.
Key Metrics for Stakeholder Influence
To measure stakeholder influence effectively, consider the following
metrics and indicators:
 Influence Index – Develop an influence index that assesses the
level of influence stakeholders have based on factors such as
decision-making power, assess to resources, level of support, or
legal authority.
 Stakeholder Alliances: – Measure the number and strength of
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agreements formed with stakeholders to address shared goals or

challenges. This metric reflects stakeholders’ willingness to
collaborate and their potential influence when working together.
 Media Mentions: Track the frequency and tone of media
mentions related to stakeholders. Positive or negative media
coverage can indicate the level of influence stakeholders hold
and the impact they have on the reputation of COMPANY AND
LOCATION.
 Stakeholder Engagement Levels: Measure the level of
engagement and active participation of stakeholders in
organizational activities. This can include metrics such as the
number of stakeholder meetings attended, the level of
contribution to initiatives, or the support received from
stakeholders for organizational goals.
 Policy or Regulatory Impact: Assess the influence of
stakeholders on the development or modification of policies,
regulations, or industry standards. This metric demonstrates
stakeholders’ ability to shape the external environment and
impact the operating conditions of COMPANY AND LOCATION.

7.5. Analyze, Evaluate and Report

7.5.1. Monitoring and evaluating the on-going stakeholder engagement efforts is
necessary to confirm that desired outcomes (goals) are being achieved.
Review KPI’s to evaluate progress towards the established goals. These
can help identify areas for improvement.
7.5.2. Perform annual reviews of Key Stakeholder Engagement and Strategy
Plans as a minimum frequency, to assess their effectiveness, determine if
changes are needed. Evaluate stakeholder groups to determine if their
roles, relationships, power, and/or interests have changed; consider
stakeholder feedback and input when making updates and changes. More
frequent reviews may be necessary for effective stakeholder engagement.
7.5.3. Reviewing stakeholder engagement plans regularly helps to identify any
gaps, issues or opportunities for improvement.
7.5.4. Involving stakeholders in the update process helps gain their input,
feedback, and buy-in, as well as increase their engagement and
satisfaction with COMPANY AND LOCATION.
7.5.5. Document and communicate plan updates clearly and transparently,
keeping stakeholders informed and avoiding confusion and
misunderstanding.
8. STAKEHOLDER ENGAGEMENT RISK MANAGEMENT
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Stakeholder risk management is the process of managing the risk that a

stakeholder could negatively impact COMPANY AND LOCATION, a COMPANY
AND LOCATION project or business decision or that stakeholder could be
negatively impacted by COMPANY AND LOCATION, a project or decision.
Managing stakeholder risk is crucial for maintaining trust, ensuring successful
project outcomes, and achieving organizational objectives.
Stakeholder risks should be prioritized by probability and potential impact. Risks
posing the greatest threats warrant the most attention.
Stakeholder risk management allows stakeholder management teams to answer
five vital questions:
1) Who cares about the business or project?
2) What exactly do they care about?
3) What are they likely to do about it?
4) How could this impact the business or project progress?
5) What are we going to do about it?
8.1. Types of Risk Associated with Stakeholders
8.1.1. Lack of Support or Commitment
 Inadequate sponsorship. If the project lacks a strong sponsor, it
may not receive the necessary resources, attention, or priority
within the organization.
 Low engagement. Stakeholders who are not adequately engaged
may not provide timely or accurate information, leading to delays
or missteps.
8.1.2. Resistance to Change
 Opposition. Some stakeholders may be resistant to the changes
the project is implementing, potentially slowing progress or actively
undermining the project.
 Conflict. Different stakeholders may have conflicting interests or
goals, leading to disputes that can derail the project.
8.1.3. Communication Challenges
 Miscommunication. Poor communication can lead to
misunderstandings, misaligned expectations, and a lack of clarity
about project goals and responsibilities.
 Information Overload. Too much information, or information that is
not well-targeted, can overwhelm stakeholders and reduce their
ability to effectively contribute to the project.
8.1.4. Scope Creep
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 Changing requirements. Stakeholders might request additional

features or changes after the project has started, leading to scope
creep and potential delays.
 Unclear objectives. If stakeholders have not clearly defined what
they want from the project, it can lead to scope ambiguity and
challenges in meeting expectations.
8.1.5. Competing Priorities
 Resource allocation. Stakeholders may have competing priorities
for limited resources, leading to conflicts and potential project
delays.
 Time constraints. Stakeholders’ availability might be limited due to
other commitments, reducing their ability to contribute to the
project.
8.1.6. Legal and Compliance Risks
 Non-compliance. Stakeholders may not be aware of or may
neglect legal and regulatory requirements, putting the project at
risk of non-compliance.
 Contractual Issues. Conflicts can arise if there are
misunderstandings or disagreements regarding contractual
obligations among stakeholders.
8.1.7. Financial Risks
 Budget overruns. Stakeholders might have unrealistic expectations
regarding the budget, leading to overspending.
 Funding instability. The project’s funding could be at risk if
stakeholders withdraw their support or if there are changes in
financial backing.
8.1.8. Lack of expertise.
 Inadequate skills. If stakeholders do not have the necessary skills
or knowledge, it can hinder the project’s progress.
 Dependence on key individuals. The project might be overly reliant
on a few key stakeholders, posing a risk if they are unavailable.
8.1.9. Ethical concerns.
 Conflicts of interest. Stakeholders might have personal or
professional interests that conflict with the project’s objectives.
 Lack of transparency. If stakeholders are not transparent about
their intentions or interests, it can lead to mistrust and project
instability.
8.1.10. External Factors
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 Market changes. Changes in the market or industry can impact

stakeholders’ support or involvement in the project.
 Political and social factors. Political and social issues can influence
stakeholders’ perceptions and commitment to the project.
Reference Appendix C, Dakota Access Pipeline, for an example of how
stakeholder risk played out in the energy sector.
See Appendix D, Mitigation of Stakeholder Risks for additional information.
8.2. Importance of Stakeholder Risk Management
Good stakeholder risk management can increase the likelihood of securing
social acceptance for a project and minimizing negative impacts on
stakeholders. Poor stakeholder risk management will have the opposite effect.
Simply identifying a project’s risks is not enough to mitigate their impact. Risks
are linked to one or more stakeholder groups – who may be directly or indirectly
influencing or influenced by these risks, the bigger a risk to a project’s outcome,
the more closely the associated stakeholder groups must be managed.
9. ENGAGEMENT PLAN DEVELOPMENT
This section lists steps for the stakeholder engagement process as previously
described throughout this document and provides the required elements of the Key
Stakeholder Engagement and Strategy Plan.
9.1. Process Steps
9.1.1. Perform a Social Characterization Analysis (SCA)
9.1.2. Identify stakeholders (brainstorm)
9.1.3. Identify key stakeholders (manageable number)
9.1.4. Establish goals for community and stakeholder engagement; align with
COMPANY AND LOCATION goals.
9.1.5. Choose methods of stakeholder engagement suited for those goals.
Remember to consider stakeholder preferences for types of
communication utilized. Prepare a timeline for implementing the methods
that will track the identified company activities.
9.1.6. Specify roles for who will be responsible for conducting engagement
activities and continuing relationship-building.
9.1.7. Identify feedback strategies that demonstrate if the engagements are
successful in the eyes of the organization as well as the community
members and stakeholders with whom you are working with.
9.2. Engagement Plan Deliverables
Every project, stakeholder, and therefore, stakeholder engagement plan will be
different. However, for consistency, each plan should follow a similar overall
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structure and steps and the same universal stakeholder engagement principles.
Additional information regarding universal stakeholder engagement principles is
provided in Appendix E, Principles of Good Stakeholder Engagement.
There are eight (8) required elements to the Key Stakeholder Engagement and
Strategy Plan. Other elements may be included as desired and references
supporting the work.
The content of the engagement plan is summarized on the table below. Further
details and advice on each of the elements of the Engagement Plan are
provided in Appendix A, Key Stakeholder Engagement and Strategy Plan.
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Element Description Suggested

Length

1. Background Description of prior engagement efforts by Half a page –

the project team. 1 page

2. Social Characterization A brief writeup of outputs from conducting a Half a page –

Summary social characterization assessment. 1 page

3. Initial Stakeholder Brief writeup of outputs from doing a Half a page –

Analysis Summary stakeholder analysis that describes how 1 page
stakeholders were identified and who they
are.

4. Key Stakeholder Due to limited time and resources, Quarter a

Identification stakeholders are prioritized to a more page– half a
manageable list of key stakeholders. page

5. Engagement Methods This is the core of the Engagement Plan. It 2- 5 pages

and Timeline includes
a. A description of specific methods that
will be used to engage stakeholders.
b. An explanation of how these methods
are matched to engagement goals, and
c. A timeline that matches the methods to
specific project phases or business
needs. It should include at least one
SMART (Specific, Measurable,
Achievable, Relevant, and Time-bound)
goal.

6. Two-way Engagement A statement that discusses specific 2-3 pages

Statement elements of two-way engagement, including
how engagement activities can shape the
project or business, and how feedback from
the stakeholders will be addressed.

7. Engagement Evaluation Description of how feedback on community Half a page –

Strategy and stakeholder perceptions of the 1 page
engagement process will be elicited and
addressed.

8. Resource Summary Summary of project/business resources Half a page –

dedicated to implementing the plan, 1 page
including staff, facilities, capabilities, and
budget.

10. CONCLUSION
Managing stakeholders productively requires careful and meaningful engagement
with them. Teams must demonstrate a willingness to build long-term relationships
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based on mutual understanding, trust and compromise achieved through two-way

dialogue and consultation.
When implemented and managed effectively, engagement tells the stakeholder that
COMPANY AND LOCATION is willing to take the time to:
 Understand how you are affected by the project/business/HSE performance.
 Find out what you care most about.
 Work with you to ensure acceptable outcomes.
Stakeholders are much more likely to support a project if they feel like the people
behind it have taken the time to listen, understand and address their questions and
concerns. Winning stakeholder support is the ultimate goal of stakeholder
management.
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Appendix A – Stakeholder Mapping

Multidimensional Stakeholder Mapping

Multidimensional stakeholder mapping is a comprehensive approach to identifying,
analyzing and prioritizing stakeholders based on various dimensions or criteria. This method
goes beyond the traditional single-dimension mapping (such as power-interest grids) to
provide a more nuanced understanding of stakeholder influences and relationships. Key
dimensions can include power, interest, influence, attitude, impact, and communication
needs.
1. How to Perform Multidimensional Stakeholder Mapping
1.1. Identify Stakeholders
 List all stakeholders: Identify everyone affected by or interested in the
business/project, including internal (employees, management) and external
stakeholders (customers, suppliers, regulators, community).
1.2. Determine Dimensions
 Choose dimensions: Select relevant criteria for analysis, such as power, interest,
influence, attitude, impact, and communication needs.
 Define scales: Establish scales for each dimension (e.g., very high, high, medium,
low, very low).
1.3. Gather Data
 Collect information: Use surveys, interviews, and research to gather data on each
stakeholder’s position and attributes relative to the chosen dimensions.
1.4. Analyze and Plot
 Create a matrix: Develop a matrix or chart for each dimension to plot stakeholders
based on their attributes.
 Combine dimensions: Overlay or combine the individual matrices to create a
comprehensive map, highlighting stakeholders’ overall influence and priorities.
1.5. Prioritize Stakeholders
 Identify key stakeholders: Focus on those with high power, interest, influence, or
impact.
 Develop engagement strategies: Tailor approaches based on stakeholder priorities
and needs.
1.6. Review and Update
 Continuous Monitoring: Regularly review and update the stakeholder map to reflect
changes in stakeholder positions or business/project dynamics.
 Engagement Feedback: Incorporate stakeholder feedback to refine strategies and
improve relationships.
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Example Multidimensional Stakeholder Matrix

Stakeholder Power Interest Influence Attitude Impact Communication

Needs

Employee A High High Medium Supportive High Regular updates

Supplier B Medium Low High Neutral Medium Contractual details

Regulator C High High High Cautious High Compliance reports

Community D Low High Medium Concerned High Public meetings

Relationship Stakeholder Mapping

Relationship stakeholder mapping is a technique used to visually represent and analyze the
relationships between different stakeholders in a project or organization. This method
focuses on understanding the nature, strength, and dynamics of these relationships, which
can help in identifying potential areas of collaboration or conflict. By mapping relationships,
organizations can better strategize their engagement efforts and foster more effective and
cooperative interactions.
1. How to Perform Relationship Stakeholder Mapping
1.1. Identify Stakeholders
 List all stakeholders: Compile a comprehensive list of all relevant stakeholders,
including internal (employees, management) and external stakeholders (customers,
suppliers, regulators, community).
1.2. Determine Relationship Types
 Categorize relationships: Define the types of relationships that exist between
stakeholders (e.g., collaborative, adversarial, supportive, neutral).
 Assess relationships strength: Evaluate the strength and influence of each
relationship (e.g., strong, moderate, weak).
1.3. Gather Data
 Collect information: Use surveys, interviews, and research to gather data on each
stakeholder’s position and attributes relative to the chosen dimensions.
 Seek stakeholder input: Involve stakeholder in the process to gain their perspectives
on the relationships.
1.4. Create a Relationship Map
 Visual representation: Use a diagram or chart to visually represent stakeholders and
their relationships. Place stakeholders in nodes and connect them with lines
indicating the type and strength of their relationships.
 Use symbols and colors: Differentiate relationship types and strengths using
symbols, line styles, and colors for clarity.
1.5. Analyze the Map
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 Identify key relationships: Highlight crucial relationships that significantly impact the
project or organization.
 Spot potential conflicts: Identify areas where relationships may lead to conflicts or
misunderstandings.
 Recognize collaboration opportunities: Find opportunities for strengthening
relationships and fostering collaboration.
1.6. Develop Engagement Strategies
 Tailor engagement plans: Based on the relationship map, create targeted
engagement strategies for different stakeholders.
 Address conflicts: Develop plans to manage and resolve conflicts identified in the
mapping process.
 Leverage strong relationships: Utilize existing strong relationships to support project
goals and initiatives.
1.7. Review and Update
 Continuous Monitoring: Regularly review and update the relationship map to reflect
changes in stakeholder positions or business/project dynamics.
 Engagement Feedback: Include feedback from stakeholders to refine strategies and
improve relationships.
Example Relationship Diagram

[Stakeholder A] ----
strong support---->
[Stakeholder B]
|
|
neutral
adversarial
|
|
[Stakeholder C] <---
moderate support---
[Stakeholder D]
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Appendix B –Stakeholder Engagement and Strategy Plan

1. Background
The background section describes prior efforts by COMPANY AND LOCATION team
members to engage stakeholders relevant to the business or project. It could include
some of the following:
 Which individuals, organizations, and communities have been engaged? What is its
history of engagement, if any, with other organizations and groups? Were these
local, state, or national groups? On what scales has engagement happened? What
methods have been used in engagement?
 What’s been the timeline of this engagement?
 Would these engagements be characterized as one-way (e.g., communication of
materials or information) or two-way (listening to ideas, creating a dialogue)?
 What are some key lessons learned that will shape your approach to engagement
now?
If there has not been any engagement to date, this would be noted in this section with a brief
explanation.
Output: A narrative description; recommended length from half a page to a page.
2. Social Characterization
See Appendix D, Resources for Conducting a Social Characterization Analysis (SCA) for a
non-exhaustive list of resources and activities to help carry out an SCA
Below is a non-exhaustive list of ways to present information that could also be included in
this summary:
 Maps and other geospatial analyses showing the distribution of various social,
economic, and environmental variables across space and time.
 Tables that illustrate the social characterization of the affected area, possibly
comparing disadvantaged communities, industry, and decision-maker positions on
various project-related issues.
 Conceptual map of the linkages between various stakeholder groups, highlighting
points of agreement and contention.
 The timeline of key social, economic, and environmental developments that have
impacted the affected area. This allows the applicant to speak to cumulative effects.
Output: You are asked to include a summary of the process and key takeaways;
recommended length is half a page – 1 page plus tables, maps, etc.
3. Initial Stakeholder Identification and Analysis
Team members involved in the initial identification of stakeholders are expected to cast a
wide net in identifying stakeholders for engagement efforts. Stakeholders include industry
and technical experts, federal, tribal, state, and local decision-making bodies, and
representatives of local communities, including disadvantaged and tribal communities.
Stakeholders and communities should represent various sectors: government, industry,
business, advocacy, disadvantaged communities, tribal communities, environmental non-
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governmental organizations, education, public health and safety, community planning, and
concerned members of the public.
In addition, the identification of key stakeholders must consider business or project inputs,
outputs, and the stakeholders directly and indirectly impacted by the business or project. By
recognizing a broader geographical and conceptual project-affected area during the social
characterization analysis (SCA), applicants can more readily identify all potential
stakeholders. In addition, a more comprehensive SCA helps identify stakeholders and
communities who are often overlooked or ignored because they are not included in
traditional project supply chains or decision-making processes. Not only will the SCA lead to
more inclusive engagement, it will also allow applicants to consider the various levels of
influence and power that stakeholders and communities wield and the historical context of
major development transactions and decision-making processes.
Below is a non-exhaustive list of ways to identify potential stakeholders and communities (in
addition to the initial stakeholder identification that occurred during the SCA):
 Undertake a spatial overlay analysis that overlays the business/project-affected area
with geospatial datasets representing various indicators and communities. For
example, this could include overlaying the project-affected area with the DOE’s
Disadvantaged Communities dataset, EPA’s Brownfield Properties dataset, and
BIA’s Indian Lands dataset.
 Identify “fence line” communities (those communities adjacent to industrial sites)
using spatial overlay analysis. Once identified, team members should engage
directly with members of that community or search for organizations that represent
various interests of that community.
 Map, both geographically and conceptually business/project inputs (like water). Then
identify the people and communities that rely on those inputs.
 Use county assessor records to identify some of the area’s largest property owners.
 Use state and local government websites to identify offices and officials in the
affected area (e.g., municipal planning and development representatives, county
public health workers, etc.).
 Use city and county meeting minutes to identify organizations that routinely attend
meetings and discuss related issues.
 Make Website and media outlet searches for individuals and groups that work in or
around the affected area or work on the topic of interest (broadly defined).
Output: Brief description of how stakeholder analysis was done and description of
stakeholders (can be a list or table).
4. Key Stakeholder Identification
In the complex landscape of stakeholder engagement, managing a vast array of
stakeholders can be challenging due to limited time and resources. Therefore, it becomes
essential to reduce the number of stakeholders to a manageable level, focusing on key
stakeholders who have the most significant impact on the project's success. This approach
allows for more effective allocation of resources and ensures that the engagement efforts
are meaningful and impactful.
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The first step in this process is to identify and prioritize stakeholders based on their influence
and interest in the business or project. By assessing factors such as their power, impact,
and level of interest, organizations can determine which stakeholders are crucial to engage
closely. High-power and high-interest stakeholders, such as regulatory bodies, major
customers, and key suppliers, should be prioritized as their support and cooperation are vital
for the business's success. This prioritization allows for a more focused and strategic
engagement plan, maximizing the effectiveness of the resources available.
Additionally, understanding the specific needs and concerns of key stakeholders enables
organizations to tailor their communication and engagement strategies effectively. By
focusing on a smaller group of influential stakeholders, organizations can foster deeper
relationships, address issues more comprehensively, and achieve better alignment with
project goals. This targeted approach not only enhances stakeholder satisfaction but also
mitigates potential conflicts and misunderstandings, ultimately leading to a more streamlined
and successful project execution.
Reducing the number of stakeholders to a manageable level does not mean neglecting less
influential stakeholders altogether. It involves a balanced approach where key stakeholders
receive more focused attention, while mechanisms are put in place to keep other
stakeholders informed and engaged as needed. This ensures that the overall engagement
strategy remains inclusive and responsive to the broader community, while still prioritizing
the most critical stakeholders for effective project management.
Output: Brief description of how key stakeholders were selected and who the key
stakeholders are (can be a list or table).
5. Engagement Methods and Timeline
Team members should develop an engagement project schedule that includes when and
how they will engage stakeholders, as well as the objectives for the engagement. This
should include a description of specific methods that will be used to engage stakeholders,
as well as informal engagement and formal consultation with regulators. Engagement
methods should be matched to both the business needs or project phase and goals. For
example, goals may include learning about community concerns and understanding
community interests, seeking input, addressing input and concerns, and providing
information, depending on the project’s stage.
Team members should describe how these methods will be extended to include traditionally
excluded stakeholders. Participants should also describe how they will ensure that demands
for engagement will not unduly burden shareholders. Part of this involves simply talking to
people about how they would like to be engaged (mediums, locations, timing, etc.) to design
less burdensome engagement. A resource that discusses participant fatigue in community-
based research, with applicable lessons for engagement more broadly is provided for
reference: Unit 5: How to Limit Research Fatigue - Energy Communities | Montana State
University.

5.1. Setting Engagement Goals

Internal goals for stakeholder engagement are important, as well as discussing what
goals stakeholders have for the engagement process.
Key background questions for an engagement goals discussion are:
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 What parts of this project or aspects of our business (location, technical

characteristics, implementation, etc.) can be changed according to stakeholder
input?
 Where are the opportunities for stakeholder input to shape what happens in the
business or project?
Goals will vary based on technological readiness but might include:
 Seeking input on alternative project characteristics.
 Listening to concerns, including comments regarding cumulative impact and
siting, to do research / provide information on them and collaborate on how to
address those concerns.
 Learn what communities identify as the potential social and environmental
impacts of COMPANY AND LOCATION technology.
 Discussing how communities want to access or participate in creating data about
the business or project and its impacts.
 Understanding what communities identify as potential benefits and determine
strategies to achieve those benefits.
While stakeholder engagement may be a way to mitigate financing, construction, or
reputational risks, if the community is not the business owner or project developer,
these are probably not the goals the community has. And while business owners and
project developers often desire the complete social acceptance of a project, this is
rarely the best goal for stakeholder engagement for many reasons. First, there is not
usually one entity that can grant acceptance; some stakeholders within a geographic
area might support it, while others do not. Second, social acceptance is not something
that is achieved and then fixed; rather, it can fluctuate and even be lost. That said,
business owners and project developers should seek and obtain acceptance for the
project from most stakeholders engaged as a measure of effective community and
stakeholder engagement.
An engagement plan may want to specify a time for internal discussion of goals
(including who needs to participate from the organization in these discussions), as well
as external discussion of goals with the identified stakeholders. The latter can be done
as “pre-engagement” conversations or folded into the agendas of initial engagement
activities.
5.2. Choosing Methods of Engagement and Building a Timeline
At this point, the team should have an analysis of stakeholders that considers historical
context and power issues, traditionally excluded stakeholders and communities, and
other problems or concerns within the community that might intersect with the business
or project. This analysis, along with the planned project schedule or business needs,
will enable you to build an engagement timeline that matches particular methods to (1)
project phases (understanding the potential for these to change, including based on
engagement activities) and (2) engagement goals.
Establishing a match between the project phase and engagement method is important
for budgeting time and funds and ensuring engagement covers the full project life cycle
(pre-project, during project, and post-project periods). Building relationships with
stakeholders takes time and transparency. Thus, an engagement plan must make time
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for relationship building, incorporating or responding to stakeholder input, and sharing

the results of engagement with the stakeholders.
Different methods of engagement correspond to different project or business goals.
Each method will require additional investments of time and funding. Teams should
identify when engagement is expected to occur in the project timeline and what type of
engagement is planned. For example, teams might focus on community outreach,
education, and information gathering in the pre-project phase. The method of
engagement could involve information sharing on a project website or social media
account or participation by the project team at community events (e.g., setting up a
booth at a community health fair or farmer’s market).
As the project develops and stakeholder identification matures, the team can carry out
more targeted engagement activities like focus groups with specific sectors or
participatory mapping exercises with disadvantaged communities. As engagement
activities become more involved, teams must have a plan to receive, analyze, and
incorporate or respond to stakeholder input.
It is increasingly standard to offer a mix of virtual and in-person engagements; bear in
mind that each may be more or less accessible to different groups. Some methods of
engagement can be adapted from WRI’s Guidelines for Community Engagement in
Carbon Dioxide Capture, Transport, and Storage Projects, including:
Public hearings: Formal public hearings are often required by regulation. They can
involve logging questions from public members or a designated time allotment for
people to comment.
Town hall meetings: More of an open forum than a formal public hearing; they can be
convened by COMPANY AND LOCATION, the local government, or regulator.
Open house: Often includes information or education about a project or business; may
be done before town hall meetings and public hearings.
Informal, targeted chats: These involve short presentations to targeted audiences
(e.g., local businesses, environmental NGOs, etc.), followed by open discussion.
Focus groups: A way to learn more initial reactions and ideas from a select group. On
the one hand, these can be very valuable in the early stages when developing more
concrete engagement plans; on the other hand, if only selected people are invited
(which may be inevitable because of the small size), they can be viewed as
exclusionary.
One-on-one meetings: These can be valuable for developing relationships, but the
best practice is to conduct them transparently because perceptions of a business
owner/operator secretly meeting with people can undermine trust.
Mediated discussions: These involve third-party facilitation, usually by someone
trained in dialogue.
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Virtual workshops: These can combine aspects of the above formats (open houses,
informal chats, town hall meetings).
Additional Advice on Methods and Execution
 Don’t have a formal meeting (e.g., as required by the National Environmental Policy
Act) as the first engagement. Establish a different sort of engagement earlier in the
process.
 Use a combination of methods, but do so with complete transparency (e.g., one-on-
one meetings without disclosure or equal chances to participate in such a method
can be perceived as going behind the backs of some groups).
 When you receive questions, have a person whose job it is to follow up with those
questions if they cannot be answered on the spot.
 Consider involving third parties who can weigh in on the robustness and validity of
the information you provide during engagements.
5.3. Establishing Roles and Responsibilities
Defining roles in the engagement plan will be highly specific to the organization and
project timeline. Designated personnel to serve as representative(s) to liaise with the
community are needed; a third-party company may be hired to conduct relationship-
building. Things to consider when defining roles include preserving institutional
knowledge (i.e., it is hard to maintain a relationship if the person responsible keeps
changing), training, and interpersonal skills. If contracting with external parties for
stakeholder engagement support, consider the different strengths of different types of
stakeholders.
Make sure to list any planned partnerships with community organizations, institutions,
nonprofits, and local businesses, including a description of what the partnerships entail.
5.4. Crafting SMART Milestones
The plan should nominally include at least one Specific, Measurable, Achievable,
Relevant, and Time-bound (SMART) milestone per year.
Some tips for SMART milestones:
 For “specific,” make your goals narrow and concrete—this will enable the
measurability of the goal.
 For “measurable,” identify what data or evidence you can use to assess whether you
are progressing towards or achieving your goal.
 For “achievable,” knowing your benchmarks and where other companies or
organizations are at can help you calibrate what is achievable. This should also
consider the time and resources you have available to implement this goal.
 For “relevance,” consider the goals you have identified for engagement.
 For “time-bound,” consider setting interim milestones on the way to a larger goal.
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An example of a series of SMART milestones that could be a part of an Engagement

Plan are:
 By month three of the project, host a listening session, invite at least four community-
based organizations concerned with environmental justice, and host a second
listening session if less than five of these organizations do not participate.
 By month five of the project, publish a presentation and written fact sheet in at least
two languages that address questions heard in the above-mentioned listening
session.
 By month seven of the project, present these materials at least twice (at least one in-
person and one virtual) and receive feedback using transcribed and digitally posted
comments to record feedback. The total audience for these presentations should be
at least fifty people not affiliated with the project and should reflect at least five
different community-based organizations.
 By month nine of the project, receive written and oral comments from the community
on how the project could change to respond to community concerns that surfaced in
the listening sessions and host an internal meeting to evaluate the engagement
findings.
Include your SMART milestone(s) in this section of your Engagement Plan.
Outputs: Method and timeline of engagement can be illustrated in various ways, including
engagement Gant charts, tables, or more descriptive matrices.
6. Two-way Engagement Statement
This is a written discussion of how the engagement process can shape business or project
outcomes. Previous engagement and research, including a request for information (RFI),
have shown that environmental justice groups and community-based organizations have
monitoring and consent-based siting as priorities and that two-way engagement and
opportunities to influence the project are strongly desired.
The two-way engagement statement should include a discussion of the four points below.
1) A description of how the business or project incorporates principles for an effective
consent-based project siting process and the extent to which the host community or
communities have already given consent for the siting of the business. Principles for
Effective Consent-Based Project Siting Process are provided in Table 2 below.
2) List the points in the project or aspects of the business where engagement can
impact project decisions, project characteristics or business decisions. Are stage-
gate milestones incorporated into the objectives that influence project direction or
business decisions based on community engagement results?
3) Is there a pathway for the project to propose multiple sites or consider changing the
target site based on project learnings or societal considerations? If so, please
describe.
4) A discussion of community participation and access to monitoring. What plans exist
to support platforms allowing community members to access or share data on project
or business impacts, e.g., plans for participatory and third-party monitoring, including
monitoring post-closure if relevant? What plans are there to add technical or
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monitoring capabilities that the community requests to increase community benefits

or reduce the risk of impacts? This discussion could include things like:
 What sort of equipment and resources are required for monitoring
 Prospective organizations with which to partner
 Platforms on which data can be accessed and analyzed
 Process for collaborating on monitoring scope and activities
 And more
Output: A written discussion with subheaders for each of the four points, with a recommended
length of 2-3 pages.
What is consent-based siting?
An Engagement Plan should describe how the business or project incorporates principles of
consent-based siting. This does not mean that it is expected that there will be a unitary actor
that gives “consent” to everything about the project. Instead, it means there are examples of
things the project can do to incorporate these principles to help foster community acceptance
and support.
There are multiple reasons for aligning with these principles, including research, experience,
and RFIs where communities say they want more say in project decisions, including siting. Right
now, over 100 local jurisdictions in nearly every state of the country have passed ordinances
restricting the deployment of renewable energy, according to research by the law school at
Columbia University. This illustrates the risks to the energy transition if communities feel that
new infrastructure is being imposed upon them without actual benefits. Using the principles of
consent-based siting makes it more likely that there will be social support for new projects. The
items particularly relevant to the Engagement Plan include numbers six (6) through twelve (12)
in Table 2 below.
TABLE 2

DOE Principles for an Effective Consent-Based Project Siting Process

1. Prioritization of Safety – The highest priority will be to site, design, construct, and
operate the proposed facilities in a safe and secure manner that is protective of human
health and the environment.
2. Environmental Responsibility – The siting process will support the development,
construction, and operation of facilities that successfully transport and store CO 2 and use
best practices with respect to rigorous planning, implementation, and monitoring.
3. Regulatory Requirements – The siting process will support the development of
facilities that meet or exceed applicable regulatory requirements. Regulatory
requirements will be applied rigorously and transparently.
4. Trust Relationship with Indian Tribes – The siting process will respect tribal
sovereignty and self-determination, lands, assets, resources, treaty and other federally
recognized and reserved rights. The process will take into account siting impacts on
sacred tribal lands and other areas and resources of religious or cultural significance.
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5. Environmental Justice – The process will pursue fair treatment and meaningful
involvement of all people regardless of race, color, national origin, or income. The
process will also embrace environmental justice principles and comply with federal
requirements and guidance on these issues.
6. Informed Participation – Consent is not meaningful unless it is informed. This means
that the implementing organization will share information and provide financial and
technical resources to communities as needed to enable effective participation and
provide for informed decision-making.
7. Equal Treatment and Full Consideration of Impacts – The siting process will be
conducted in a manner that is considerate of parties who are or may reasonably be
affected, identifies and shares information about potential impacts, and makes explicit
the role of fairness and equity considerations in its decision-making.
8. Community Well-being – Communities will want to weigh the potential opportunities
and risks of hosting a facility, including the social, economic, environmental, and cultural
both positive and negative effects it may have on the community. To ensure that the
siting process is fair and durable, consideration of all these impacts and benefits will be
integral to the siting process.
9. Voluntariness/Right to Withdraw – Participation in the consent-based siting process
will be voluntary. Further, a community that volunteers to be considered for hosting a
pipeline or storage facility reserves the option to reconsider and withdraw itself from
further participation up to the point that a binding agreement has been signed.
Provisions specifying when and on what grounds agreements could be terminated or
amended beyond that point could be negotiated as part of the agreement.
10. Transparency – The siting process will be open to input throughout and transparent
with respect to how decisions are made. Every effort will be made to share information
with all participants and explain how this information and input is being considered.
11. Stepwise and Collaborative Decision-Making that is Objective and Science-Based
– The process will be implemented in discrete, transparent, and easily observed and
evaluated steps in consultation with the public, interested stakeholders, and affected
parties. Decisions will be based on sound science and siting considerations and
regulatory requirements will be applied rigorously and transparently. The siting process
will recognize the value of supporting robust participation, encouraging multiple
applications, and keeping options open, especially in the early phases of the siting
process.
12. A flexible and adaptive process - Experience in the United States and elsewhere
suggests that siting processes, especially for complex and controversial facilities, are
inherently unique. That means the steps taken may not occur exactly in the sequence
described and may need to be modified—in duration or scope—based on the particular
needs of potentially interested communities and on the nature of the facility itself.
7. Engagement Evaluation Strategy
The evaluation strategy should include plans for activities to evaluate the success of
stakeholder engagement, including assessing stakeholder perceptions of the progress.
Incorporating feedback on each event and throughout the engagement process is vital in
improving the plan over time.
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Ways of collecting insight include:

 Post-event questionnaires and surveys, though these may have a low response rate.
 Targeted one-on-one follow-ups – it is important to include both stakeholders who
seemed very engaged and stakeholders who seemed less engaged.
 Feedback from an advisory board of stakeholders.
Questions for these feedback sessions could include:
 Do stakeholders feel their views are being heard and incorporated?
 Do the engagement mechanisms work for all parties?
 Would particular logistical matters (related to technology, event planning, venue and
access, timing) make engagement smoother and more accessible?
 Are there stakeholders missing from the engagements?
Make sure to develop a system for tracking feedback so that changes can be detected over
time.
IMPORTANT: There are times when some of these activities might not be appropriate.
Understanding that systematic ways of collecting data from people also have ethical dimensions
is essential. For example, people may be concerned about how their data is used or shared.
There is also the dimension of participant fatigue (i.e., do not increase the engagement burden
on community members to satisfy reporting requirements generated by COMPANY AND
LOCATION). At the same time, failing to evaluate or check in about how the engagement
process is going could mean missed opportunities for improving it. Carefully selecting evaluation
methods and getting input from an advisory council about the best mechanisms for a “do no
harm” approach is recommended. It is also critical to be clear about how feedback/data from
any structured approach will be shared, whether it’s anonymized, etc., so participants can
decide whether they want to provide this feedback. Anytime something is gathered that could be
interpreted as data from someone – even if you don’t think of it as data or research – it is better
to be familiar with and follow the principles of informed consent.
More on the treatment of human subjects in research can be read here:
US Department of Energy - Informed Consent and here: US Department of Health and Human
Services - The Belmont Report.
Output: Written discussion of mechanisms for eliciting, addressing, and tracking
feedback; recommended length half a page to a page.
8. Resource Summary
This is a summary of business or project resources dedicated to implementing the plan. The
business or project should include information about staff (number, time on project, and
experience), facilities, capabilities, and budget that will support implementing the plan.
Output: This can be presented in any format, if it includes the required items.
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Appendix C – Dakota Access Pipeline, Stakeholder Risk example

The Dakota Access Pipeline is a 1,172-mile-long underground oil pipeline
transporting crude oil from the Bakken shale oil fields in North Dakota to a terminal
in Illinois.

During its construction, the project faced significant opposition from Native American
tribes, particularly the Standing Rock Sioux Tribe, as well as environmental activists
and other supporters. The primary concerns were potential harm to water supplies,
as the pipeline crosses the Missouri River, and the destruction of sacred tribal lands
and cultural sites.

This opposition to the project had serious consequences for the project and the
companies behind it. Among them:

Delays and increased costs

Stakeholder protests and legal challenges led to significant delays in the project’s
completion, as well as increased legal and security costs. Addressing the issues
raised by the opponents also added to the project’s overall cost.

Reputational damage

Stakeholder opposition to the pipeline garnered significant media attention, both

nationally and internationally. This resulted in reputational damage to the companies
involved in the project, including Energy Transfer Partners, the main company
behind the pipeline. The project was widely criticized for its handling of the situation,
including allegations of human rights abuses against protesters.

Regulatory and legal challenges

The project faced a series of legal challenges from the Standing Rock Sioux Tribe
and other opponents, who argued that the proper environmental and cultural
assessments were not conducted. These legal challenges resulted in temporary
halts to construction and added to the project’s overall timeline.

Impact on future projects

The controversy surrounding the Dakota Access Pipeline has had implications for
other similar projects, as it has increased awareness and activism around
environmental and indigenous rights issues. Companies are now more likely to face
opposition and scrutiny for projects that could have negative impacts on the
environment or indigenous communities.
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Appendix D - Resources for Conducting a Social Characterization Analysis

Below is a non-exhaustive list of resources and activities to help teams carry out an SCA.
 Use the EPA's Environmental Justice Screening and Mapping Tool and DOE's
Energy Justice Dashboard to identify disadvantaged communities in your project’s
affected area.
 Use to U.S. census data to examine the demographic and socioeconomic
characteristics of the affected area (e.g., race and ethnicity composition, median
income, poverty rate, educational attainment, unemployment rate, employment by
industry, etc.).
 Conduct a literature review of similar projects, outcomes, challenges, and
opportunities using academic, grey, and popular sources.
 Review local and regional media outlets (newspapers, radio, television, etc.),
municipal and county archives (websites, meeting notes, etc.), and industry and
advocacy sources (websites, blogs, press releases, recorded presentations, etc.) for
information related to energy, environmental, justice, and climate change topics
(broadly defined).
 Conduct preliminary interviews with existing contacts and identified stakeholders to
discuss the social aspects of the project landscape.
 Conduct public opinion surveys representative of the community as a whole and
oversample historically underrepresented populations.
 Contact stakeholders of similarly situated projects to discuss their engagement
strategies and challenges they faced in the planning process.
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Appendix E - Principles of Good Stakeholder Engagement

1. International Finance Corporation (IFC) Stakeholder Consultation Principles

IFC published a stakeholder consultation guide with 11 principles of good practice. They
suggest that a consultation should be:

1. Targeted – Reach those stakeholders most likely to be impacted by the project

2. Early – Start consultation as soon as possible so that you can scope out the major
issues and allow stakeholders to influence the decisions that impact them
3. Informed – Ensure stakeholders get relevant information in advance
4. Meaningful – Present content in an easy-to-understand format and use culturally
appropriate techniques
5. Two-way – Make sure both sides can share their views and information, are listened to,
and have their issues addressed
6. Inclusive – Be aware that men and women often have different perspectives and needs
7. Localized – Your engagement activities should reflect local languages, context, and
timeframes
8. Unbiased – Steer clear of manipulation and coercion throughout the engagement
process
9. Documented – Keep track of who you’ve engaged with and the key issues raised (it’s
easier to do this if you have a tool like Simply Stakeholders!)
10. Reported – Provide timely reports to stakeholders, sharing outcomes and next steps for
the engagement
11. Ongoing – Continue to engage throughout the life of the project or organization

2. International Association for Public Participation (IAP2) Core Values

Another popular approach is IAP2’s core values for public participation. They are based on
the following ideas:
 Those who are impacted by a decision have a right to participate in the decision-making
process
 The public’s contribution should influence the decision
 Participation should lead to more sustainable decisions by taking into consideration the
needs of all parties, including the decision-makers
 It’s important to seek and support the involvement of your stakeholders (those who are
potentially impacted by or interested in a decision)
 Designing how your stakeholders participate is an important part of seeking input from
them
 It’s important to provide stakeholders with the information they need for meaningful
participation
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 Participants should be informed on how their input impacted the decision

3. Association of Project Management (APM) Principles

APM has published 10 key principles of stakeholder engagement to help project managers
improve their response rate and (therefore) increase the likelihood of successful project
delivery. These principles include:
 Understand stakeholders first – Communicating with stakeholders is important, but
you should first gather information on your stakeholders
 Consult early and often – Early and regular consultation (especially if the project is
likely to evolve) will help you negotiate and reach an agreement with most of your
stakeholders
 Stay people-focused – Remember that all your stakeholders are humans first, and
come with feelings and personal agendas that may impact their behavior
 Plan ahead – Take the time to carefully plan your engagement upfront
 Build relationships – Make an effort to develop stakeholder relationships, as this will
increase trust and confidence, while speeding up problem-solving and decision-making
processes
 Anticipate hazards and risks – Try to stay a step ahead by anticipating problems and
taking simple, timely actions that will keep your project on track and minimize risk
 Find a compromise – Establish a weighted hierarchy based on relative importance to
determine the outcome, where stakeholders have differing expectations and priorities
 Define success – Talk to your stakeholders to understand what a successful project
delivery looks like to them
 Accept responsibility – Get clear on who is responsible for what throughout the
engagement
4. Organization-Specific

Many larger organizations also develop their own stakeholder engagement principles and
policies. For example:

 Meta – The principles that guide Meta’s stakeholder engagement

 Queensland Health – Stakeholder engagement framework
 BP – How we engage with our stakeholders
 Goldfields – Stakeholder engagement
 ICMM – Our principles: Stakeholder engagement
Consider drafting a list of stakeholder engagement principles. The main benefit of this is that
the principles can be developed based on COMPANY AND LOCATION values, industry,
and stakeholders — and embed them in your culture.