ABSTRACT
An engagement programme can have activities that are both reactive and proactive; the priority given to an activity will depend on its importance to meeting the organisation's objectives, and on the resources available. There are several ways of measuring the success or otherwise of a stakeholder engagement programme using both quantitative and qualitative metrics. A successful stakeholder engagement exercise was based on a strong 'story' supported by credible evidence, a concerted engagement programme in alliance with others in the sector, and a proactive approach. The organisation's stakeholder mapping exercises will have identified those public bodies that influence policy and regulation for its sector. Stakeholders from sectors across the economy engage with the UK Government, putting forward their needs for the future. The British Energy initiative confirmed the importance of challenging erroneous messages in the public domain, using credible analysis and active stakeholder engagement.
