The diversity of the stakeholders has led to various classification structures. In this article, the starting point is the model developed by Fottler et al. Their classification included three layers: internal stakeholders, interface stakeholders and external stakeholders [ 19 ]. It is generally understood, that in healthcare organizations the primary stakeholders are the patients [ 37 ]. Innovative pharmaceutical companies, such as Novo Nordisk in their diabetes drug development, have also placed the user in the middle of their stakeholder chart [ 10 ] see Figure 1.
Key stakeholders of occupational healthcare modified with permission from [14]. Another key internal stakeholder group is the management of an organization.
The management includes senior management, line management and human resources management HRM. All these groups and their collaboration are essential for successful occupational health care [ 34 , 38 , 39 ]. The interface stakeholders are the occupational health-service providers, who provide their services to organizations and also take part in the development of occupational health care [ 40 ].
In addition, the public healthcare providers can also be seen as interface stakeholders see e. Furthermore, other external stakeholders also, such as customers and suppliers of an organization as well as shareholders and competitors can be regarded as external stakeholders of occupational health care. The key rationale of occupational health care is to provide a safe working environment for the individuals and also to promote their health and well-being see e.
In this article the key stakeholder is an individual employee working in an organization, and thus they are in the centre of the stakeholder chart. Various studies on occupational health care show that strong participation of the employees and utilization of participatory principles in the occupational health care interventions are critical success factors see e.
The wide variation in the health conditions of the individuals poses challenges to occupational health care activities in the workplace. For instance, disparities in living habits including nutritional habits, exercising habits etc.
It is also notable that these disparities are also partially linked to the socio-economic status of the individual, and thus are also out of the reach of the mandate of occupational health care.
Within the work environment, the occupational health care actions can also be supported by peer groups — in particular, in workplace health promotion see e.
The managers of an organization play an important role in occupational health care. Their decisions of policy guidelines, resource allocations as well as daily management define the destiny of occupational health care activities.
Thus various managers must be regarded as major internal stakeholders see e. For instance, a Canadian study showed that general managers and human resource managers differed in their attitudes and ambitions regarding workplace health promotion [ 43 ].
It is important to regard several managers, who have different roles in an organization, of different management levels as important internal stakeholders of occupational health care. Senior management support for occupational health care has been seen in many studies as a critical success factor see e.
Recent comparative study showed, that there is considerable evidence of the negative impact of senior management support to occupational health care interventions, but less evidence about the positive impact of the management support component of intervention processes [ 34 ].
The middle managers are the actual key drivers of occupational health care work and thus their role is imperative within an organization see e. The middle managers are the drivers of change also in this area, but they can also block important processes within a workplace [ 34 ]. Human Resources Management HRM is supporting both senior management and middle managers, and their support for the occupational health care activities for managers in formulating goals and implementing action plans are considerable [ 38 , 45 ].
The essential intermediate stakeholders for occupational health care can be defined to be occupational health services OHS providers and generic public healthcare providers. The contemporary requirements for OHS providers are multifaceted ranging from health promotion of individuals to the development of the working environment see e. It is also obvious that many employers do not have sufficient knowledge of occupational health care [ 40 ], and thus the OHS service providers can be strategically also an important partner in developing the working environment of an organization.
The benefits of such a strategic partnership also require a lengthy and open process of collaboration between an employer and an OHS provider.
It is also critical to regard public health care service providers as important stakeholders of occupational health care, as there exist important differences in scope and options for various interventions between public health and workplace health contexts [ 46 ]. Although a country might have a well-working public health system, the organizations are willing to develop and widen their occupational health care activities see e. Understanding the potential and services of public health care can also focus on the occupational health services more effectively.
Unfortunately, according to some studies, the cooperation between general practitioners and occupational health physicians is often lacking or sub-optimal [ 41 ]. The legislative framework of the occupational health care has been developing during the last decades in most industrialized countries. The legal requirements create the necessary framework for occupational health care, and they are elementary in encouraging the employer engagement to the provision and development of occupational health care [ 47 ].
The development of the legislative framework, laws and regulations can also be initiated by international global organizations such as the WHO or ILO, see e. For member states of the European Union, the policy and regulation development within the EU can be an important accelerator for occupational health care see e. Trade unions are important stakeholders, as they represent the interests of employees in an organization see e.
Furthermore, the interests of trade unions with regard to occupational health care can have a different emphasis from those of employers. Trade unions have an important role in improving workplace conditions. In a recent Finnish study on stakeholder positions of occupational health care, trade unions seem to fear that health promotion programs distract attention from workplace health hazards [ 14 ].
The organizations and conglomerates of employers have clearly understood the challenges in occupational health care, and they also understand the value of joint development actions to tackle common problems, such as increasing absenteeism and rising trend of problems linked to mental health challenges for employees see e.
Pension funds are also important stakeholders in occupational health care. They do have an incentive to prevent disability and early retirement, since they have to pay a large part of the eventual pension expenses [ 49 ]. Social insurance agencies and other public authorities can benefit from well-organized and systematic cooperation between organizations, OHS providers and social insurance offices. A Swedish study showed the clear financial and operational benefits of systematic and solution-oriented co-operation for all parties involved [ 50 ].
Developers of new technological solutions for occupational health care can be interesting stakeholders, as they can provide novel solutions e. However, the challenges in such new technologies and services can often be, that the buyers, users and payers might be separate entities with disparate interests [ 51 ].
The role of researchers and developers of occupational health care can also be important for organizations. In some countries, like Finland, there are specialized research institutes for occupational health care [ 14 ]. The close collaboration between research institutions, universities and companies can be essential in developing novel solutions and methods for occupational health care see e. A wide range of various external stakeholders are pushing organizations to improve their work and respond in more responsible ways to contemporary challenges see e.
Thus important occupational health care stakeholders are also the suppliers, customers and competitors of an organization. Well-organized occupational health care can be an important element of the image of an organization, as it competes of its customers as well as of highly-skilled professional workforce [ 12 , 23 ]. After the thorough identification on key stakeholders, it is essential to understand their key positions, arguments and interests in occupational health care work.
It is necessary to recall that the function of time is also an important issue to consider in stakeholder analysis, as stakeholder interests may converge over time. Stakeholder positions are not, however, static. Rather it is clear that stakeholder positions change and evolve over time [ 10 ]. A variety of methods can be used to map the opinions and positions of various stakeholders. Recommendable methods include face-to-face interviews using checklists, semi-structured interviews and structured questionnaires, which all can be used to collect data from primary sources [ 26 ].
Secondary methods could include analysis of published and unpublished documents, policy statements and various regulations [ 26 ]. An effective method can also be the utilization of focus groups, which might also be venues for development of novel ideas and tackling complex issues see e.
During the planning phase of stakeholder analysis, the strengths and weaknesses as well as the resource requirements of various methods should be clarified [ 54 ]. During a Finnish case study of stakeholder positions in workplace health promotion, 45—min long semi-structured, thematic interviews undertaken by two researchers was the main method used. The interviews were chosen as a key information collection method, as they also enabled the capturing of detailed knowledge, potential clarifications and the amplification of earlier questions [ 14 ].
The wide literature of stakeholder analysis provides many different examples of matrices, charts, position maps, network maps and other figures to present the data analysed and collected [ 26 ]. For the purposes of this article, two tools are used to illustrate the stakeholder positions. These tools should be seen as complementary to each other.
In the context of occupational health care, the classification into primary and secondary stakeholders shows the fundamental understanding of an organization of the key target groups of its occupational health care work, and which stakeholders it needs to take into consideration in fulfilling the objectives of its occupational health care work.
Thus the primary stakeholders are the elementary groups to work with and the secondary stakeholders are necessary and required supporting groups. A simplified visualization is to present the primary and secondary stakeholders of occupational health care in a two-column table which also includes short commentaries of their importance see Table 1.
However, the classification to primary and secondary stakeholders does not yet indicate the relative power, influence or interest of the stakeholders — this can be achieved by undertaking an evaluation of the power and interest of the various stakeholders.
The implementation and development of effective occupational health care within an organization requires support from several key stakeholders.
Thus it is also important to assess their relative power and influence. The power dimension indicates the level of influence a stakeholder has in either supporting or resisting a strategic initiative.
Stakeholders may exercise their power in many ways, for example through a legal position, possession of knowledge and key resources or even informal networking with other decision makers. Now popular movements sparked by social inequality and the climate crisis such as Black Lives Matter and Extinction Rebellion are exposing the actions of corporations.
Covid is also playing its part, reforming the business and social landscape. The new normal also features a degree of interconnectivity that allows everyone to be a citizen journalist or whistleblower. And as the pandemic has played out, the requirement to understand and respond to the needs of all stakeholders has become paramount to the long-term success of a business. A business cannot function without its stakeholders.
Each stakeholder group has a role to play, and different levels of influence on business operations. But not all stakeholders are created equal. These major players make a direct contribution to the success of the business. They can be both internal — shareholders, employees, the chief executive and board of directors — and external — customers. Secondary stakeholders have an indirect influence — government agencies, suppliers, local communities. From publicly traded corporations to small businesses, every organisation has a complex ecosystem of stakeholders, and all of them can have a tangible impact.
In order to understand the impacts that different types of stakeholders have on its business, an organisation requires access to leading indicators of any potential change in the attitudes those stakeholders have towards the organisation. This information needs to be delivered in a timely manner, before any shift in sentiment has an effect on sales, share value, employee satisfaction and so on. Reports need to be comprehensive, broad reaching, and encompass all shareholder groups.
Sufficient information exists in the public domain to understand the attitudes of stakeholders towards an organisation.
In our hyper-transparent reality, in which social platforms give everyone a voice, and the hour media cycle continually updates content, stakeholders willingly share their views. The challenge, when everyone is an author, is to be able to collect the relevant content, analyse it, and extract useable intelligence.
Watch this video to learn more about life in Fort Saskatchewan. As such, our engagement is focused on our partners and the central government. For community investment initiatives, we work closely with provincial and municipal governments and with donors and non-governmental organizations that have a presence on the island. We see opportunities to build on our good relations with the government to ensure our evolving approach to engagement aligns with the Cuban operating environment, which itself is becoming more accessible to foreign investors.
Our most robust stakeholder engagement program takes place at Ambatovy, given its size and location in the biodiverse and impoverished country of Madagascar. Ongoing dialogue through several channels with local residents, the host government and a variety of civil society organizations has been, and continues to be, important in building mutual understanding, managing expectations, and earning and maintaining our social license.
We continue to engage regularly with the communities near our operating sites in all of our jurisdictions. We took part in community meetings in , and are pleased to report that there were no significant community incidents or disruptions during the year. As mentioned under Health and Safety , there were two community fatalities in , but they were managed responsibly and have not resulted in any community ill will. Ambatovy held a total of community meetings during the year.
Fort Saskatchewan participated in a total of 39 community meetings in This participation included direct engagements with municipal authorities, educational institutions, charitable organizations and industry, open houses, and multi-stakeholder meetings such as those led by the Northeast Capital Industrial Association. These interactions provide us with insights into the cultural, social, political and industrial fabric of the community, as its aspirations and concerns evolve. In , engagements were also framed around the Operating Approval renewal process which was initiated during the year.
The permit renewal is not due to the provincial regulators until early ; however, the Fort Saskatchewan site has been engaging early and often on this topic. We also make special efforts to stay connected with former employees.
As a token of appreciation, Sherritt supports an annual Club dinner, where senior management gets the opportunity to interact informally with this important stakeholder group, and provides an update on the company. Meetings primarily related to the planning, execution and review of community development projects. Much like Fort Saskatchewan, Moa is an industrial town. Most of the local population works in the mining industry in some way. Throughout the year, the Moa Joint Venture supports — and participates in — cultural, sporting and other community events in Moa.
There is also a weekly newsletter produced by workers at the Moa site that has been in circulation since and is very well read by the local community. In , Ambatovy received community grievances. Of the grievances received, related to impacts on society, predominantly rice fields impacted by construction activities, and a few were linked to other livelihood impacts, land acquisition and other issues.
In response to the key issue of impacted rice fields, Ambatovy worked to restore rice paddies, where possible, and compensate farmers for their losses. Sixteen grievances were environmental in nature, relating to water contamination by elevated levels of manganese described under Water Quality , and odour resulting from gas released at the plant.
We attribute this decrease to the success of face-to-face consultations, significant progress on the completion of rice field restoration which was a considerable issue during construction , as well as the increasing maturity and stability of our operations. In , Sherritt developed a Grievance Mechanism Standard , which is being implemented across the company.
In , government relations activities focused on building key relationships and addressing regulatory and political risks and opportunities in the jurisdictions where we operate.
Throughout the year, we met regularly with high-ranking representatives of national, provincial, regional and local governments, state-owned enterprises, diplomatic missions and multilateral organizations. Priorities included:. In January , we signed an important agreement with the Government of Madagascar to secure payments worth several millions of dollars in value-added tax owed to Ambatovy.
The terms of the agreement were fairly well respected all year. We were encouraged by this state visit and other exchanges between the Canadian and Cuban governments, as a means of strengthening bilateral relations.
Additional information on our political and regulatory risks can be found in our Annual Information Form , including an overview of how we are affected by the U. Partnerships with non-governmental organizations NGOs and other civil society organizations continue to play a key role in our approach to addressing stakeholder issues and opportunities.
In , we had more than 40 active partnerships with local, national and international NGOs and civil society organizations. The vast majority of these partnerships involved our work at Ambatovy in Madagascar, in particular to support environmental conservation and management. In , Ambatovy partnered with the United Nations in Madagascar, signing a joint declaration to co-operate in areas of common interest, including social and economic development priorities of the Alaotra-Mangoro and Atsinanana regions and improving the standard of living of local populations.
In , Ambatovy also made progress on the three significant NGO partnerships that it entered into in Two involved Conservation International and Asity Madagascar which is associated with BirdLife International in conservation work in biodiversity offset areas that Ambatovy is responsible for refer to Biodiversity and Land Management for more information.
The original partnership agreement is centered on accomplishing two primary objectives:.
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