3.1.4 - For the construction of the transition plan
What are the key steps to engage your stakeholders throughout the approach?
The method defines the expected outputs, that is the messages and content to be conveyed as part of the Stakeholder engagement.
Conversely, the method is intended to be flexible and does not impose specific means, tools or formats. Some resources are provided in the annex to give a few inspiring examples.
Here are the different recommendations that make it possible to meet the requirements in terms of Stakeholder engagement:
🗓️ For the construction of the transition plan
The method recommends facilitating this mobilisation phase during thestep 5 - transition plan.
Optional Stakeholder engagement action for a Beginner level: criteria H1, I1 and J1
To start reflections around the transition plan, a 💭 coconstruction of action choices is expected. The messages and content to communicate are:
For all targeted stakeholders: Provide a collective discussion space on the choice of actions to be undertaken and/or their content. Link the assessment to the need for a strategy and a transition plan. Present the available solutions. Put into perspective the notions of feasibility, acceptability, "implementation cost" and the "cost of inaction".
To consult with informed and constructive stakeholders, it is often necessary to remind the key points of🧠Awareness and popularisation covered at the start of the approach, and of the 📢results presentation of the organisation's GHG profile, of significant categories and of action priorities.
👥 The stakeholders targeted here are therefore, at a minimum:
Project team and internal project coordinators
Management
☑️ [Examples and recommendations]
The method does not require the use of specific awareness-raising tools or formats, provided the above messages are conveyed. Nevertheless several formats are proposed :
Prepare upstream of the coconstruction "recommended actions" on which the targets will be invited to work, debate and select according to several indicators (see section 5.2).
Intermediate level: criteria H2, I2 and J2
To start reflections around the transition plan, a 💭 coconstruction is expected regarding action choices and the content of action sheets. The messages and content to communicate are:
For all targeted stakeholders: Provide a collective discussion space on the choice of actions to be undertaken and/or their content. Link the assessment to the need for a strategy and a transition plan. Present the available solutions. Put into perspective the notions of feasibility, acceptability, "implementation cost" and the "cost of inaction". Make the connection between climate issues, the assessment and the reduction objectives
For internal staff: Present the impacts and actions that involve staff. Importance of everyone's engagement in implementing the action plan (shared project), and therefore in their selection / construction.
To consult with informed and constructive stakeholders, it is often necessary to remind the key points of🧠Awareness and popularisation covered at the start of the approach, and of the 📢results presentation of the organisation's GHG profile, of significant categories and of action priorities.
👥 The stakeholders targeted here are therefore, at a minimum:
Project team and internal project coordinators
Management
Internal staff: Representative panel of those who may be concerned by the implementation of actions such as operational functions (procurement, production, communication, finance and accounting).
It is optional but relevant to extend to other willing internal staff (employees, workers, volunteers)
☑️ [Examples and recommendations]
The method does not require the use of specific awareness-raising tools or formats, provided the above messages are conveyed. Nevertheless several formats are proposed :
Facilitating coconstruction workshops: these workshops may differ depending on the target (internal project team, employees, or management). They allow space for debates, controversies and negotiations.
Prepare upstream of the coconstruction a review of actions undertaken: what has been completed, is in progress or is forthcoming. What has been deprogrammed or postponed, with explanations and any corrective measures. What has met its objective or not.
Prepare upstream of the coconstruction "recommended actions" on which the targets will be invited to work, debate and select according to several indicators (see section 5.3).
For simple and consensual emission profiles, it may be relevant to conduct this phase as soon as the restitution phase of the organisation's emission profile has been completed, to benefit from good familiarisation with significant categories and action priorities. For complex emission profiles, dedicated workshops can take place separately.
Advanced level: criteria H3, I3 and J3
To start reflections around the transition plan, a 💭 coconstruction is expected regarding action choices and the content of action sheets. The messages and content to communicate are:
For all targeted stakeholders: Provide a collective discussion space on the choice of actions to be undertaken and/or their content. Link the assessment to the need for a strategy and a transition plan. Present the available solutions. Put into perspective the notions of feasibility, acceptability, "implementation cost" and the "cost of inaction". Make the connection between climate issues, the assessment and the reduction objectives. Deeply explore the priority themes for the transition plan (significant categories).
Specific to management: Specific focus on the sector and the organisation's profile, referring to paragraph📊 below.
For internal staff and external stakeholders: Present the impacts and actions that involve staff to make them accountable (example of home-to-work actions). Importance of everyone's engagement in implementing the action plan (shared project), and therefore in their selection / construction.
To consult with informed and constructive stakeholders, it is often necessary to remind the key points of🧠Awareness and popularisation covered at the start of the approach, and of the 📢results presentation of the organisation's GHG profile, of significant categories and of action priorities.
👥 The stakeholders targeted here are therefore, at a minimum:
Project team and internal project coordinators
Senior management, including managers or focal points of the organisation’s various departments
Internal staff: Representative panel of those who may be concerned by the implementation of actions such as operational functions (procurement, production, communication, finance and accounting). It is optional but relevant to extend to other willing internal staff (employees, workers, volunteers).
External stakeholders: certain upstream or downstream external stakeholders (having a key impact on the value chain).
📊 For this Advanced level, specific messages must be adapted to the context and the organisation's profile. The organisation shall become aware of what is being done in its sector of activity, notably the actions of similar or competing organisations. The organisation shall also become aware of its impact and role (depending on its size, activities). For this, it relies if necessary on the results of theidentification of risks or on assistance for the classification of “profiles”, which recommends the messages to adapt to the organisation's sectoral profile. In summary, in a "less emitting" sector, the organisation seeks to influence its value chain. In a "highly emitting" sector, the organisation seeks to maximise its carbon reduction. In an "at-risk" sector, the organisation addresses the sustainability of the model.
☑️ [Examples and recommendations]
The method does not require the use of specific awareness-raising tools or formats, provided the above messages are conveyed. Nevertheless several formats are proposed :
Hold a dedicated day bringing together all stakeholders and allowing several moments: appropriation workshops, deep dive on the results and GHG profiles, and work on the actions to be launched.
For simple and consensual emission profiles, it may be relevant to conduct this phase as soon as the restitution phase of the organisation's emission profile has been completed, to benefit from good familiarisation with significant categories and action priorities. For complex emission profiles, dedicated workshops can take place separately.
Prepare upstream of the coconstruction a review of actions undertaken: what has been completed, is in progress or is forthcoming. What has been deprogrammed or postponed, with explanations and any corrective measures. What has met its objective or not.
For this Advanced level, it is important at this stage of the approach that all mobilised stakeholders are familiarised: the information provided may be dense and complete.
For organisations following a analytical carbon accounting, coconstruction times can be carried out by analytical dimensions corresponding to internal stakeholders within the organisation (site, team, project, product, subsidiary, franchisee, activity). This makes it possible to identify potential actions at all scales of the organisation.
All information on the operational boundary is documented and Do you have a comprehension question?Consult the FAQ . The method is living and therefore likely to evolve (clarifications, additions): find the.
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