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Extra resources for Environment And the Oecd Guidelines for Multinational Enterprises: Corporate Tools And Approaches
Example text
Lack of consensus impairs product comparability and makes it more difficult for companies to identify what is “material” – that is, what stakeholders are interested to know, and even what companies need to know internally. On the other hand stakeholders (not least NGOs) may be subject to “consultation fatigue”, which can be exacerbated unless businesses are focused in their approach to external consultations. In 42 - ENVIRONMENT AND THE OECD GUIDELINES… – ISBN-92-64-00938-8 – © OECD 2005 developing countries there may moreover be a need for capacity-building efforts to create appropriate platforms for stakeholder engagement.
International Environmental Systems Update (2003), “Plan for Adding External Value to ISO 14001 Voluntary Standard”, Vol. 10, No. 4. org. ENVIRONMENT AND THE OECD GUIDELINES… – ISBN-92-64-00938-8 – © OECD 2005 - 39 ISO (2002), “ISO 14000/14001, Environmental Management Guide”. org. S. Registration Practices for ISO 14001”. OECD (Organisation for Economic Co-operation and Development) (2002), “The OECD Guidelines for Multinational Enterprises: Focus on Responsible Supply Chain Management”. org. OECD (2004), “Annual report of the OECD Guidelines for Multinational Enterprises: Encouraging the contribution of Business to Environment”.
Efforts at developing commonly agreed standards for stakeholder engagement are still in their infancy – even more so than is the case for information policies. The AA1000 Assurance Standard, discussed above, describes “good” stakeholder engagement by the same principle by which it describes good communication, namely “inclusivity” — that is, the reflection at all stages of the process over time of the views and needs of all stakeholder groups. Stakeholder views are obtained through an engagement process that allows them to be expressed without fear of restriction.
