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Achieving sustainable outcomes requires the committee to focus on building strong relationships rather than seeking short term gains. Trust grows when stakeholders see consistent actions, transparency, and follow through on commitments. To achieve win/win outcomes, the committee should identify shared objectives, listen to stakeholder concerns, and work collaboratively to develop solutions that balance environmental, social, and business needs.

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The committee should recognise when powerful stakeholders could dominate discussions and take steps to ensure all voices are heard. It can then use power to encourage collaboration by involving stakeholders in decisions, seeking their ideas, and creating shared solutions. This approach builds trust, inclusion, and stronger support for the CSR initiative.

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The committee can build trust by showing benevolence through listening to stakeholder concerns, integrity through honest and transparent actions, and ability by delivering on commitments and achieving sustainability goals. Consistent, ethical behaviour and reliable results will encourage stakeholder confidence and support

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A significant challenge for the committee will be balancing the different priorities, cultures, and expectations of stakeholders. Suppliers may be concerned about costs, environmental organisations may push for stronger sustainability commitments, while regulators focus on compliance. Differences in influence and decision making power can also create tension.

To promote inclusion, the committee should use stakeholder mapping, surveys, focus groups, workshops, and community consultation sessions. These tools help capture a broad range of perspectives, identify underrepresented groups, and encourage meaningful participation. Providing accessible information, multiple communication channels, and culturally appropriate engagement methods will further ensure that all stakeholders have an opportunity to contribute and be heard.

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To effectively prioritise stakeholders, the committee should begin with a stakeholder register to identify all relevant groups. A Power Interest Matrix can then be used to assess each stakeholder's level of influence and interest, while a Stakeholder Salience Model helps prioritise stakeholders based on their power, legitimacy, and urgency. Together, these tools provide a structured approach to stakeholder engagement and resource allocation.

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How can the committee be aware of 'power over' and leverage 'power to', to ensure successful stakeholder engagement in the CSR initiative?

Power Over: Understanding the power imbalances between the company and stakeholders will help understand where GlobalTech has the power in the relationship. In negotiations and engagements where GlobalTech is in the 'power over' position this could be tempered by using independent facilitators for engagements. The company could also be transparent about those things that might be non-negotiable in the negotiations, such as legal or financial limits) and where flexibility is possible.

Power To: A way to demonstrate 'power to' stakeholders with lesser power could be to include them in designing the initiative, demonstrating that their feedback is important and is being take on in real time. GlobalTech could also provide training to stakeholders on how to show up and get their message heard in the types of negotiations and engagements that are necessary. This would demonstrate that GlobalTech is participating in good faith, and is trying to deliver 'power to'/empower those with less power.

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How can the committee demonstrate benevolence, integrity, and ability to foster a trustworthy environment?

Benevolence: Showing up to the meetings and engagements demonstrating that those with less power have an equivalent seat at the table, and that their concerns will be listened to and taken into account. This helps to show that GlobalTech is genuine in their approach and has an interest in outcomes that are beneficial to all.

Integrity: Demonstrating integrity will come through delivering on commitments, to ensure there is a win-win for all involved. GlobalTech could design engagements that deliver mutually beneficial exchanges and show they are listening.
Ability: Showing ability will come through senior people delivering on their promises. Where the equivalent seat at the table, and the integrity in engagements are demonstrated this will also show the ability of the organisation in their stakeholder management. GlobalTech could also deliver continued engagement through regular stakeholder updates in a manner that is demonstrates ongoing commitment to the previous discussions.

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The committee can demonstrate benevolence by listening to stakeholders and considering how decisions affect their wellbeing. It can show integrity by being honest, keeping its commitments and clearly explaining its decisions. It can demonstrate ability by using qualified people, setting realistic goals and reporting progress. Regular communication, transparent reporting and responding to feedback would help build trust with stakeholders.

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Conflict may arise from cultural, language, economic and professional differences. For example, suppliers may focus on costs, while environmental organisations may prioritise reducing emissions. Different countries may also have different labour standards and expectations.

The committee could use surveys, focus groups, community meetings, interviews and translated materials to support inclusive engagement. It should provide accessible information and offer different ways for people to participate. This would help ensure that less powerful stakeholders can also express their views.

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Stakeholder identification and analysis tools

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Stakeholder identification and analysis tools

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I would recommend using stakeholder mapping and a power–interest grid. Stakeholder mapping would help the committee identify all relevant groups, including suppliers, employees, communities, environmental organisations and government agencies. The power–interest grid would then help prioritise them based on their level of influence and interest in the CSR initiative. This would ensure that important stakeholders are not overlooked and that each group receives an appropriate level of engagement.

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Game theory highlights that the narrow focus on win-lose exchanges and short‑term value claiming leads to defection, distrust and suboptimal outcomes for all parties. Long-term relationships—with repeated interactions—reward cooperation (“tit‑for‑tat” and win‑win strategies).

For GlobalTech, the building and maintaining of long‑term trust ensures suppliers invest in sustainable practices, employees remain highly engaged and communities support operations, leading to the achievement of CSR outcomes, with value created for all parties, not just GlobalTech.

To ensure win‑win outcomes:

Design incentive structures (e.g., joint training, shared cost savings from emissions reductions),

Create transparent reporting mechanisms,

Share risks and rewards across the supply chain (similar to IPD principles).

The win-win approach fosters resilient cooperation and sustainable impact.

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The committee needs to take a risk-based view of the use of power by GlobalTech and ensure that there are appropriate mitigations in place to promote trust-based relationships and inclusive approaches to planning, implementing and reviewing the CSR initiative.  There is a risk that “power over” (control, coercion) and short-term win-lose approaches will overshadow the use of “power to” (empowerment, enabling action) and win/win approaches that will deliver long-term value for all parties.  The committee must avoid the domination of suppliers through compliance-heavy mandates (“power over”), which can create resistance rather than collaboration and erode trust. Instead, it should leverage “power to” by:

·       Genuinely co-designing sustainability solutions with suppliers through open and transparent discussions (rather than applying predetermined solutions),

Sharing training, resources and incentives for the adoption of greener practices, and

Supporting communities or NGOs to participate meaningfully.

This approach reduces adversarial dynamics and encourages collaborative behaviour.

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Benevolence: Actively listening to vulnerable stakeholders with lower power—e.g., garment workers, affected communities—and embedding their concerns into CSR decisions, demonstrating genuine care for their needs and interests, beyond the corporate self‑interest of GlobalTech.

Integrity: Consistently following through on commitments, publishing progress updates that are readily available and ensuring decisions remain consistent with GlobalTech’s stated values, ethical governance standards and the agreed CSR goals.

Ability: Transparently communicating its expertise in sustainability, sharing data-driven plans and employing credible external experts to validate key data, such as emissions or labour‑audit findings. Publishing relevant Continuous Improvement initiatives for GlobalTech and progress made against these.

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GlobalTech’s CSR initiative encompasses a wide range of multiple cultures, industries and regulatory contexts. Likely sources of diversity‑driven conflict include:

Occupational diversity (e.g. engineers vs ESG teams vs community advocates) with different values and decision-making styles.

Cultural, communication and hierarchical differences across global suppliers, especially contrasting direct vs indirect communication and egalitarian vs hierarchical power structures.

Economic and power asymmetries between GlobalTech and small local communities or suppliers.

To support inclusiveness, the committee should draw on:

Being aware, as a Committee and individually, of their own heuristics and biases and addressing these - particularly mitigating confirmation bias, affinity bias, awareness bias, existing knowledge bias and representativeness bias in stakeholder engagement activities and decision making.

Allport’s Contact Hypothesis – reducing prejudice and fostering inclusivity, actively seeking to understand and include diverse viewpoints, ensuring equal status interactions and shared goals during workshops. The Committee needs to model and monitor the inclusion of diverse perspectives.

WCAG Web Content Accessibility Guidelines as the practical standard for inclusive stakeholder engagement in the CSR initiative. This ensures that no stakeholder is excluded due to disability or digital barriers, allowing all stakeholders to participate meaningfully through implementation of the POUR principles. This will include digital surveys, consultations or reports being accessible to all stakeholders, online engagement platforms that don’t exclude people living with disabilities, culturally diverse communities able to access content (e.g. translated and plain English summaries for LOTE Languages Other Than English speakers) and inclusivity of virtual meetings or materials.

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To ensure a comprehensive approach in stakeholder identification, the committee should use document analysis, brainstorming, expert judgement and referrals. Document analysis will help uncover stakeholders mentioned in contracts, supply‑chain agreements and sustainability policies, while brainstorming and expert judgement will draw out less obvious groups such as inanimate stakeholders like the environment and future generations.

For stakeholder analysis and prioritisation, the committee needs to utilise the Power-Interest Grid, the Stakeholder Circle and Social Network Analysis (SNA). The Power-Interest Gird will segment stakeholders by their level of influence over sustainability outcomes (e.g. regulators: high interest/high power, local communities: high interest/low power). The Stakeholder Circle visualises proximity and influence, assisting the committee in identifying top priorities for stakeholder engagement. Given the complexity of GlobalTech’s global supply chains SNA offers the benefit of mapping relationships - helping to identify central nodes within networks of NGOs, suppliers and regulators, coalitions and other key relationships of influence.