Example key performance indicators
Indicator 5.1: number/percentage of stakeholders who access documentation/ information provided for a project/activity during each stage of the project/activity life cycle
Ensuring that stakeholders can access the documentation or information provided in relation to a project/activity is important to facilitate involvement in the process and associated decision-making. Understanding the extent to which stakeholders can access the documentation provided, will allow companies to adjust techniques/tools or communication methods to reach stakeholders. This lagging indicator could source data from electronic media if used (e.g. website ‘hits’, document downloads) as well as from ongoing engagement activities conducted (e.g. CPS, pulse surveys).
Indicator 5.2: percentage of stakeholders who believe that the documentation/information provided for a project/activity is sufficient for their purposes
Whilst a company can consider the accessibility of documentation/information provided, the sufficiency (or perceived sufficiency) of the documentation or information provided can only be understood by the stakeholders involved. This leading indicator should be tailored to the period desired (e.g. monthly/ quarterly) and will require input from ongoing engagement activities (e.g. CPS, pulse surveys).
Indicator 5.3: number/percentage of documents disclosed in accordance with a stakeholder engagement strategy/plan
This lagging indicator provides an understanding as to whether the documentation disclosed to stakeholders is in accordance with the stakeholder engagement strategy/plan. Where there is a discrepancy in the number of documents disclosed, a company can look to delve deeper into the reasoning (e.g. resourcing constraints, limited stakeholder accessibility).
Indicator 5.4: number/percentage of stakeholders who believe that the channels available to raise issues/concerns/grievances are appropriate, accessible and effective
While other KPIs relevant to complaints/grievances received are considered in Principle 6, the perceptions of stakeholders in relation to the appropriateness, accessibility and effectiveness of the channels available to them to raise issues/concerns or submit grievances provides an important indicator relating to the transparency of the process itself. Whilst concerns and outcomes of stakeholders may vary, if there is a system in place which stakeholders find acceptable, attitudes and trust in the company may be positively impacted (refer to Principle 1). This leading indicator should be tailored to the period desired (e.g. monthly/quarterly) and will require input from ongoing engagement activities (e.g. CPS, pulse surveys).
Indicator 5.5: number/percentage of stakeholders who feel that the process conducted for stakeholder engagement was fairly conducted during each stage of the project/activity life cycle
This KPI is a lagging indicator and seeks to understand the perceptions of stakeholders as they relate to decision-making for a project/activity. While stakeholders may not be agreeable to final decisions made in relation to a project/activity, there is the possibility that they were agreeable with the decision- making process that was carried out. By obtaining this information a company can apply to new stages of the project/activity lifecycle. The KPI will require input from ongoing engagement activities (e.g. CPS, pulse surveys).
Indicator 5.6: number/percentage of stakeholders who believe that decisions made by the company during each stage of the project/activity life cycle appropriately consider stakeholder feedback
This KPI seeks to understand the perceptions of stakeholders as they relate to the decisions made by a company in relation to a project/activity. While stakeholders may not be agreeable to final decisions made in relation to a project/activity, the intent of the KPI is to understand whether stakeholders believed that their feedback was incorporated. This lagging indicator will require input from ongoing engagement activities (e.g. CPS, pulse surveys).
Indicator 5.7: number/percentage of company decisions that are being challenged by stakeholders (relevant to the project/activity) over a designated period
The KPI builds on Indicator 5.6 as it not only provides an understanding as to how stakeholders perceive company decisions made but extends this understanding further as to whether stakeholders disagree to the extent that they will challenge the decisions made by the company (but not formally commence litigation – refer to Indicator 6.10). This lagging indicator will require data input from direct sources (e.g. feedback forms, grievances filed) as well as input from ongoing engagement activities (e.g. CPS, pulse surveys).