To stakeholders

To disseminate results to stakeholders and to strongly interact with industrial organisations, research networks, authorities and NGOs. 

The economic values in the objective function are treated and structured from an operations research perspective as variables calculated bottom up considering underlying volume decision variables. These result variables are integrated in the model to make the objective function more readable and easier to communicate to stakeholders such as planners, top-management, marketing and/or controlling. 

The need for a policy of communication of the results achieved to stakeholders and to national and supranational regulators... 

Press for end-use and end-state criteria as vigorously as possible and communicate this information to stakeholders along with notices of important operational accomplishments. 

Some issues of concern to stakeholders may be addressed by reassuring them of the following ... 

Multiple scenarios may also be necessary to allow assessment of endpoints at different levels of temporal, spatial, and biological scale (US SAP 1999). This is because both the risks and their acceptability to stakeholders may differ markedly... 

There are many reasons why communicating risk and uncertainty to stakeholders and participants is critical to an informed assessment but 3 are, perhaps, most fundamental. First, participants (especially stakeholders with expertise in topics germane to probabilistic risk assessment or a particular assessment), if given opportunities to interact with practitioners, can contribute information and perspectives that could help focus and... 

Communication from risk assessor and decision makers to stakeholders... 

Clear assignment of responsibilities to stakeholders, in accordance with risk management, must be ensured. 

Risk communication involves the communication of appropriate information about the risk to stakeholders (e.g., others involved in or affected by the quality... 

Defining partial preference functions which require up to three different threshold parameters for each sub-objective makes using PROMETHEE a relatively complex task. Estimating these parameters might be diffi-cult/impossible in many decision environments. Even if the parameters can be specified it is often hard to provide a sound analytical foundation for doing so. Additionally, partial preference rankings are more difficult to understand than additive preference functions and hence the results obtained are more difficult to communicate to stakeholders. 

Hanford, WA Natural zeolite Cantrell (1995) Project discontinued due to stakeholder concerns... 

Although you will not be called to defend Commission policy, and should not even if you are invited to, you need to be aware that your names are in the public domain. You will be asked to give the Commission your advice on matters where there are often powerful commercial and social pressures and you may be the subject of direct or indirect lobbying. If you find yourself asked to comment on matters which arise because of your membership, it is important that you also take account of the need to protect the integrity of your scientific committee. I therefore stress the importance of rules of procedure which have been extensively revised to cover matters relating to independence, transparency and relations to stakeholders. (Byrne 2003)... 

The UK system of management appears to send mixed messages to stakeholders. The combination of lengthy stakeholder consultations, in-depth cost-benefit analyses, complex bureaucracy, and final decisions made at a political level appears to limit the incentive for companies taking beyond-compliance action or seeking innovative new solutions. A further result is that much of the responsibility becomes focussed on regulators and industry rather than a wider set of stakeholder associations (e.g., trade unions, occupational insurance companies). 

Shaping n idea helps you overcome constraintsthat make the idea implausible. Strengthening an idea leads you to make the idea more appealing to stakeholder groups. 

Now take the same idea and strengthen it by making it more appealing to stakeholders. Instead of listing individual stakeholders, identify a few groups segmented by organizational level, customer type, or whatever makes sense. 

For innovation, the key benefit of Design Scorecards is their ability to predict the final quality of a design and recognize gaps so it can be improved before it s implemented. Is there a risk that your design will go wrong How will you know if and when it does As well, you ll have to track your new innovation after it s implemented, making sure its performance record is visible to stakeholders so they can prevent malfunctions if possible, or at least react quickly to fix problems if they do occur. 

Prior to full scale production or delivery, a pilot demonstrates to stakeholders and customers how your innovation addresses both provider and customer expectations. In addition, feedback at this stage helps you hone your offering, increasing its value quotient (see Technique 3) and bringing you closer to achieving the ideal innovation. 

Triple bottom line (TBL) refers to expanding the traditional business-reporting framework to take into account environmental and social performance in addition to financial performance. The TBL concept postulates that a company s responsibility is to stakeholders rather than shareholders. In this case, stakeholders refers to anyone who is influenced, either directly or indirectly, by the actions of the firm. 

Employee 1 Response to pressures Res pond to stakeholder pressures related to employee External Stakeholder... 

Bottom right quadrant. When value is transferred from shareholders to stakeholders, the company incurs a fiduciary liability to its shareholders. Actions intended to create stakeholder value that destroys shareholder value put into question the company s ability to create societal value over time. Avoiding offshore sourcing to protect American jobs is an example of actions that could create value for some stakeholders while destroying value for shareholders. Bringing back offshore jobs and union strikes to Keep Jobs in America may create job security for American workers in the short term, but can hurt companies whose operating cost structures become uncompetitive. 

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