Case survey analysis:
Suitable instances for our research would be companies that were engaged in big undertakings which affect external stakeholders and who, most significantly, work actively with stakeholder analysis. Large undertakings were chosen since they were more likely to hold many external stakeholders. Cases that fulfill these criterias were suited for our research. We started to seek for appropriate instances in the energy sector since it is an industry that consists of large companies that are involved in undertakings with many external stakeholders such as the edifice of power workss. After researching the different histrions in the industry we found that Vattenfall, one of Sweden’s largest energy suppliers was suited as a instance company. Vattenfall has many external stakeholders, they invest a batch in new undertakings around the universe ; everything from constructing air current power farms to puting in atomic power, and they work actively with stakeholder analysis harmonizing to their sustainability study and web page.
- Vattenfall Hydropower:
- Approach to external stakeholder analysis in undertakings by Vattenfall:
Stakeholder analysis in hydropower undertakings is of great importance and its significance has increased in recent old ages. During the constitution of hydropower in Sweden non much attending was given to external stakeholders’ and this gave Vattenfall a instead bad repute in the undertaking countries affected. Consequently Vattenfall Hydropower now has extended external stakeholder interactions prior to and during Hydropower undertakings. The duty for stakeholder analysis is chiefly the undertaking manager’s. However when it comes to large-scale undertakings the communicating officer assumes the biggest duty. In order to hold a slightly standardised method of communicating with stakeholders, a enchiridion was developed in cooperation with an external duologue expert. The enchiridion is designed to function as guidelines for undertaking directors instead than as rigorous regulations. Vattenfall Hydropower works proactively with their external stakeholders and stresses the importance of holding a strong duologue with entities affected by a undertaking. Stakeholder analysis is described as a extremely complicated procedure where the size and range of a undertaking will hold considerable impact on how external stakeholders are identified and prioritized.
Most frequently interaction with external stakeholders includes information meetings with cardinal stakeholders every bit good as directing out information. Neighbors and different associations are invited to information meetings, to make a duologue, see how these stakeholders are affected, and heighten decision-making. One illustration of Vattenfall’s wide stakeholder attack is exemplified by a undertaking in Vilhelmina where Vattenfall wanted to reconstruct and spread out the Hydropower works. Prior to project start, Vattenfall created mention groups dwelling of participants from the municipality, political parties, touristry, environmental groups, fishermen etc. All interested stakeholders were invited to take part in treatments with experts from Vattenfall. Whether to carry on the undertaking or non was to be decided by a ballot, which finally turned out non to back up enlargement. Hence, even though Vattenfall conducted wide proactive stakeholder interactions, they were non able to travel through with the undertaking.
- Designation procedure:
The procedure for placing external undertaking stakeholders can be described by inquiring the inquiry: Who is affected by the undertaking? Everyone that is affected is a stakeholder and should be regarded as such. In some undertakings new stakeholders can besides be identified during the on-going undertaking. The primary external stakeholders that are normally identified during new hydro undertakings are: politicians, governments, belongings proprietors, media, general populace, involvement groups, energy companies, and other channels, for illustration, information officers at governments. An illustration mentioned where Vattenfall Hydropower responded to the demands of a stakeholder group dwelling of the general populace was when the edifice of a new hydroplant weakened the ice at a lake which was often trafficked by snowmobiles. Since these stakeholders were extremely affected by the hydropower undertaking, Vattenfall chose to construct new waies for snowmobiles in other countries. Driver of snowmobiles was non a stakeholder group that was considered in the first designation stage.
- Prioritization:
Vattenfall Hydropower ever has duologue with governments such as county administrative boards ( lansstyrelsen ) , the environmental tribunal ( miljodomstolen ) , and the legal, fiscal, and administrative service bureau ( kammarkollegiet ) in order to derive blessing for their undertakings. Because of this, governments ever have the highest precedence and Vattenfall Hydropower is dependent on having a license before it can travel frontward with a undertaking.
Furthermore, duologue is ever conducted with other identified stakeholders, and support from cardinal stakeholders is most frequently necessary in order for a undertaking to be successful. Because of scarce resources it is impossible to run into the demands of all stakeholders. However, Vattenfall Hydropower aims at holding at least a duologue with all stakeholder groups even though they may non give in to demands. External stakeholders are chiefly prioritized by inquiring the inquiry: How much are they affected by the undertaking? The groups most affected by a peculiar undertaking are given higher precedence. Besides, depending on how much the stakeholder is affected, Vattenfall will lend with a relative sum. For illustration, Vattenfall Hydropower helped the municipality with assorted recreational undertakings as compensation for heavy traffic during the undertaking.
- Vattenfall Windpower
- Approach to external stakeholder analysis in undertakings:
Vattenfall Windpower works actively with external stakeholders, both before and during different undertakings and external stakeholders play a major function in undertaking success. This can be explained by the fact that Vattenfall Windpower frequently needs external stakeholders’ blessing in order to get permission to construct air current farms. The proactive stakeholder attack is therefore a must in undertakings that Vattenfall air current power is engaged in. At Vattenfall Windpower the undertaking communicator has the initial duty for placing and prioritising stakeholders. Subsequently in the undertaking phase the undertaking communicator’s work with stakeholders is transferred to the undertaking leader, who finally has the duty for which external stakeholders are identified and accorded precedence. Before each undertaking Vattenfall Windpower uses a undertaking theoretical account which every undertaking leader follows during the whole undertaking. The theoretical account is a process-based undertaking model and is designed to efficiently control and manage development undertakings. One measure in the theoretical account clearly states when it is clip to transport out a comprehensive external stakeholder analysis. This means that in all undertakings conducted at Vattenfall Windpower external stakeholder analysis is carried out.
- Designation procedure:
Before a undertaking, an environmental analysis is made in which the people in charge identify such things as ; have there been earlier undertakings here? What is the municipality’s attitude toward undertakings like this? Who are the aˆ•neighbors and what is their attitude? In this manner Vattenfall identifies which of the external stakeholders that will experience affected if the undertaking returns. However, if the undertaking continues to germinate, an even deeper analysis is carried out ; all stakeholders are so identified and divided into groups and subgroups, for case, the general populace,media,county councils,governments,Nongovernmental organization,and internal stakeholders. Much of the information about different stakeholders is collected from the municipality as the municipality frequently has a instead comprehensive position of which local stakeholders may necessitate particular attending. In add-on to this, Vattenfall Windpower besides has a pre-prepared list of stakeholders, which is used to guarantee that no of import stakeholder is forgotten. Vattenfall Windpower has approximately 130 active undertakings around the universe and these undertakings are really similar to each other. Consequently, the designation of external stakeholders becomes easier because the same sort of stakeholders are frequently involved in these undertakings.
- Prioritization:
Prioritization among the external stakeholders identified is based on past experiences and common sense. This is because the same stakeholders are frequently identified in Vattenfall Windpower undertakings, therefore past experience and common sense turned out to be a instead fast and simple manner to prioritise these stakeholders. Two stakeholders that about ever have high precedence are the municipality and county council, since licenses are frequently required from these stakeholders before a undertaking can continue. The three most of import properties identified were power, propinquity and part.
