Requirements of stakeholders of the Republic of Kazakhstan QMS example. Stakeholder analysis. Stakeholders and stakeholder needs and expectations

ISO 9001:2015 (GOST R ISO 9001-2015). Clause 4.2 Understanding the needs and expectations of stakeholders. The essence of requirements and their implementation in the QMS

The organization needs to determine the factors, as well as the requirements of interested parties, that may influence the planning, operation and improvement of the quality management system (hereinafter referred to as the QMS).

The standard clearly requires that the organization identify each and every interested party relevant to the QMS, regardless of whether the interested parties have a significant or non-material influence on the QMS.

Note that in accordance with ISO 9000:2015 (GOST R ISO 9000-2015), stakeholders include: consumers, owners (founders) of the organization, employees in the organization, suppliers, banks, control and regulatory bodies, unions, partners or the community, which may include competitors.

Examples of ways to identify interested parties and their requirements related to a QMS:

• conducting situational analysis (SWOT analysis) as part of strategic management. This was described in the previous article devoted to paragraph 4.1 of the standard.
• studying legislative and regulatory documentation related to the activities of the organization;
• marketing research;
• exchange of information with stakeholders (questionnaires, surveys, meetings, working meetings, correspondence, etc.);
• feedback from the organization’s personnel (questionnaires, collection of proposals, etc.).

Note that ISO 9001:2015 (GOST R ISO 9001-2015) does not require documented information on this item. However, to ensure the effectiveness of the QMS and demonstrate compliance with the requirements of this clause of the standard, it is recommended, for example, to have the following documents and records:

• market analysis reports, lead reports, product and manufacturer reports, etc., i.e. recording the results of marketing work;
• extracts or references from legislative and regulatory documents of external origin;
• consumer survey questionnaires;
• questionnaires for surveying the organization's personnel;
• list of consumer requirements;
• Regulations on the QMS, clause 4.2.

The organization should monitor information on interested parties and their requirements at a specified frequency by performing planned actions to identify interested parties and their requirements. For example, an annual situational analysis of external factors of the organization’s activities, quarterly marketing research with the preparation of relevant reports, annual surveys of consumers and employees of the organization, constant monitoring of changes in the legislative and regulatory database, etc.

The results of monitoring information about stakeholders and their requirements are analyzed by relevant officials at meetings. Documented evidence (records) of such an analysis can be: minutes of meetings, findings and conclusions in reports, orders, instructions, etc.

The specialized consulting center "Sistus Consult" (SCC "Sistus Consult") when implementing projects: " " and implements in quality management systems the requirements of paragraph 4.2 "Understanding the needs and expectations of stakeholders" of the GOST R ISO 9001-2015 standard ( ISO 9001:2015) in relation to the specifics of the activities and management system of a particular organization.

SCC "Sistus Consult" provides services to organizations with any profile of activity in the development and implementation of a QMS in accordance with the requirements of ISO 9001:2015 (GOST R ISO 9001-2015). Contact our Center and you will receive highly qualified consulting assistance in creating a “working” QMS, which will allow your Company to improve the quality of products (services), increase customer satisfaction and business efficiency.

Methodological Department of SCC "Sistus Consult"

The principle of meeting the needs of stakeholders

The essence of the principle of meeting the needs of stakeholders is essentially that when determining the effectiveness of enterprises, one should proceed from the requirements placed on them by stakeholders (ZS i}.

Stakeholders may include:

1. the enterprise and its management;

2. administrative bodies at different levels of government;

3. domestic and foreign investors;

4. financial structures;

5. business partners of the enterprise;

6. the workforce of the enterprise;

7. shareholders;

8. consumers;

9. the general public;

10. enterprise contact audiences;

11. various kinds of intermediaries, etc.

Each interested party with a number i characterized by a set of goals (Ts ik), where C ik - k-th target i th consumer.

Let us present the possible goals of each interested party, taking into account the economic component.

The goals of regional government bodies include: replenishing the local budget; relieving social tension in society by reducing unemployment due to the emergence of new jobs; improving the well-being of the population; eliminating the deficit in the sphere of wholesale and retail trade due to an increase in the volume of production of goods; reduction and subsequent complete elimination of unprofitable production; creation of environmentally friendly production, etc.

An investor's goals may include: making a profit on invested funds; penetration into new markets for products; gaining advantages over competitors; relocating existing or creating new production facilities in areas with high unemployment; relocation of existing or creation of new production facilities in areas with a favorable business climate; bringing production facilities closer to the raw material base, etc.

The goals of the enterprise may be: increasing profits and profitability; reducing costs for production and sales of products; increasing production and sales volumes; strengthening positions in the chosen market niche; increasing the technological level of production; improving the quality of products, etc.

The goals of the workforce may include: improving well-being; wage growth; job preservation; improvement of working conditions, etc.

The shareholder's goals are: increasing profits; stability of the enterprise; attracting investors; expansion of production, etc.

Some of the goals are contradictory. For example, rising wages make it difficult to reduce production and sales costs. The reduction and subsequent complete elimination of unprofitable industries hinders the desire of the workforce to preserve jobs. At the same time, an increase in production volumes and sales of products contributes to an increase in profits. Growing profits lead to improved well-being of workers. Increasing the technological level of production helps improve working conditions for workers. From the above it follows that the criteria for assessing the effectiveness of different participants in the economic process are different.

When implementing this principle, it is extremely important:

1. identifying a group of participants interested in solving the problems being analyzed;

2. determining the interests and goals of participants in operations;

3. formation of criteria for choosing effective solutions by each of the participants;

4. coordination of solutions used by various participants in the process.

The requirements of a participant in the economic process for the criteria for achieving his goals in accordance with these goals are of two types: the interested party needs to maximize or minimize the value of this criterion in accordance with his goals; For the interested party, a certain (target) value of the criterion is extremely important. Based on these requirements, you can choose the approach that should be used to reduce the alternatives to a comparable form. There are two possible approaches: to bring all options to satisfy the same needs of the same participants in the economic process to the same extent, or to compare options according to the degree of satisfaction of needs, bringing them into a comparable form in all other indicators.

The principle of meeting the needs of stakeholders - concept and types. Classification and features of the category “Principle of meeting the needs of stakeholders” 2017, 2018.

The “elevations” of project structures are interspersed into the organizational architecture of the company. These “islands of business development” stand out on the “surface” of operational activities. The top projects are headed by their leaders - project managers. Connections with people who are directly or indirectly related to the project extend from them in concentric rays. This is the virtual image of modern enterprises in which the culture of project management is developed. Stakeholder analysis is important for PMs due to its relevance to the outcome of the task being reported.

Concept of stakeholders in a project

It is useful to recall the concept of stakeholders in an enterprise management system. These are employees or third parties (individuals and legal entities) who have a certain interest in the company as a system, its elements or their properties. Such interest, associated with the expectations and needs of people, comes down to a positive or negative impact on performance results.

Project management takes into account stakeholders who have interests and sometimes responsibilities, and who exercise their own roles in relation to projects. Stakeholders, also known as project stakeholders (PS), as an object of management, acquire particular importance due to their high dynamism, limited time and resources. The shortest list of interest holders in projects is as follows:

• The project team;
• investors;
• public organizations;
• authorities;
• business partners;
• consumers;
• competitors;
• customer.

Stakeholder analysis must take into account important methodological implications. It consists in the fact that the actions of stakeholders are based not so much on the economic interest of a group or company, but on a subjective position in relation to the PM, the project, the top person of the company or the business as a whole.

There are several classifications of project stakeholders. The most working classification is based on the factor of individuals entering the project and the company. Based on this, management and interaction with stakeholders is built. It is necessary to distinguish between internal, intra-corporate and external groups of interests and influences. I bring to your attention a model of project participation of external and internal stakeholders.

Composition of project stakeholders and relationships with external and internal aspects

Intra-project stakeholders (for example, the supervisor and project manager) act individually and in groups. Let us remind you that a working group, a project management team and a project team are created sequentially. The manager is responsible for analyzing the project as an object of management, must understand its features and, most importantly, imagine the opportunities and threats emanating from the environment.

PMs are also concerned with external stakeholders and their sources of influence. Let us remind you that these are entities that are not directly involved in the project, but can influence the implementation of the project. Their interests and leverage need to be analyzed. The stakeholder map, like other analysis tools, is based on the concept of stakeholders.

Promotion of the interests of the corporation (enterprise) in the form of social development of the team and increased participation in the life of civil society is embodied in the doctrine of CSR (corporate social responsibility). In modern society, corporate social responsibility is gradually becoming increasingly important. It is growing due to the emergence of diverse challenges in the global and local human environment (ecology, geopolitics, socio-economic problems, etc.).

CSR involves a multifactorial systematic approach to the issues of personnel development, their health and safety in the workplace, the environment, and social responsibility in the regions of operation. Social responsibility involves close cooperation with authorities, government agencies and public organizations in matters of social security.

The CSR paradigm takes a completely new look at business development, its restructuring and organizational transformation. Their context increasingly includes approval procedures with partners, suppliers, customers and workforces. In other words, a generation is growing up among the top management of global and Russian business that seriously takes into account the responsibility of business to society and personnel. Gradually this becomes the norm for business style.

How are the project stakeholders involved? The fact is that the concept of stakeholders was a logical addition and development of CSR. Stakeholders are the subjects invited to the CSR system to take into account their interests on a ranked basis. Whether we take on a mega project or a small scale project task, CSR as a new ideological model is gradually permeating their organizational fabric.

Stakeholder theory has a large number of developers, but R. E. Freeman (University of Michigan, 1984) is considered the founder. The concept considers the relationship of the project as an object of management with people, groups of people and organizations whose interests are determined by the project event itself, its realities as such. The project itself and its management turns into a special abstract phenomenon, a certain set of interactions between its stakeholders.

Strategic management as the supreme methodology is one of the key areas of application of the AP concept. And one of the tools of the concept is the Mitchell model. The developer of the methodology proposes to establish the importance of stakeholders through several attributes: legitimacy, urgency and power. These attributes of belonging to stakeholders are in dynamic equilibrium. A visual interpretation of the model is presented to your attention below.

Stakeholder Importance Identification Model

Procedures for primary analysis of AP

By analyzing the actual state of affairs using the Mitchell model, analysts are able to identify the most significant stakeholders and groups. Naturally, these include the parties with the greatest legal power, whose demands are fulfilled in the shortest possible time. The analysis is guided by peer review and brainstorming techniques. The combination of concentric circles with stakeholder groups included in them provides the first message for developing a strategy for interacting with them and achieving the best result for the project’s goals. In order to better establish the belonging of stakeholders to a specific group, it is advisable to use the following classification table.

Key stakeholders of the project and their interests

A good method for primary analysis of stakeholders is G. Savage’s method. It involves not only an in-depth classification of stakeholders, but also strategic models of working with stakeholders based on a matrix approach. The method is based on assessing APs from the point of view of their ability to pose certain threats to project events or interact in the interests of a common cause. As a result, G. Savage suggests, depending on the assessment, choosing one of the standard strategies: “Involvement”, “Interaction”, “Observation” and “Protection”.

Thanks to this logic, a stakeholder analysis matrix is ​​built. This matrix is ​​a table graph with the four sectors mentioned above. If the diagnostics shows an AP with a low level of readiness for cooperation and a low degree of threat, a strategy of monitoring the party and tracking its dynamics is chosen. When a party strives for interaction, but at the same time poses great threats to the project, it is advisable to choose active interaction with it. Here is an example of the Savage matrix.

Analysis of the ES according to G. Savage’s model

The AP analysis matrix also includes a diagram of connections between the parties and an image of the level of their influence on the project. The radius of the circles corresponding to each ES indicates the magnitude of its influence. Influence is formed as a result of multifactor integration in terms of the legality of the requirements of the AP, their significance and urgency.

Analysis of the project environment based on the AP map

In order to correctly identify project stakeholders, a stakeholder map (SSM) is used. It depicts certain subjective images of the project manager and stakeholders, groups as the environment of the project task. Typically, work on a map is carried out as part of a working group, the first task of which is to fully identify people who can influence the project. It is necessary to find out to whom control should be applied or attention should be given. At this stage, it does not really matter what kind of influence is likely: positive or negative.

Then the “interest holders” in the project begin to be divided into three levels of gradation. The first level includes APs that are directly subordinate to the RM. Naturally, team members have a special relationship with the project manager, who is responsible and exercises assigned powers in relation to them. This connection is marked on the map with a triple line.

Map of stakeholders and groups. First stage

A double line on the map marks connections with persons available to the project manager in the area of ​​direct influence. These individuals are not directly subordinate to the PM; the manager is forced to apply persuasive influence to them to achieve assistance or negotiate the exchange of resources. Finally, a single line marks connections with stakeholders who fall within the area of ​​indirect influence of the project task manager. Here, management as such is impossible, and the Republic of Moldova is forced to seek support from persons in areas of responsibility and direct influence.

To summarize, it is worth noting that the primary diagnosis of stakeholders, marked on the map, allows us to establish the degree of influence of PM on stakeholders. The level of influence is expressed by the number of communication lines. At the same time, in addition to the influence of the project leader on the stakeholders, there is a counter-influence of stakeholders on the results of the project. And they should also be analyzed and evaluated.

Two more types of expert assessment, implemented at the second stage of working with the map, deserve special attention. Responsibility for results also lies with the project manager. In the first case, the strength of stakeholders' support or opposition to the project (parameter X) is assessed in the range from -5 to +5. In the second – the level of influence of the stakeholder (parameter Y). Understanding that the project manager himself is a key stakeholder, he is also given a similar assessment. How will the AP map change at the second stage?

Map of stakeholders and groups. Second phase

Thus, the AP map allows the RM to present in a schematic visual form the threats that come from certain individuals and groups. Managing the situation and reducing the risks of such threats is one of the key functions of a leader. This map itself is fraught with some danger.

Although the expert work is carried out in a working group, the project manager must make efforts to ensure that the resulting information does not become disseminated. The fact is that the APs in power, who received a lower rating than their peers at the same level, will not hesitate to demonstrate the power of their influence, which can have undesirable consequences for the project.

In this article, we focused on the phenomenon of the project environment and the importance of stakeholders in achieving the results of the project task. The classification of project stakeholders allowed us to outline the halo of presence and their main interests. The genesis of the stakeholder concept as a logical development of the CSR theory is traced. Particular attention is paid to the analytical models of Mitchell and Savage. Stakeholder analysis methods enable the PM, as the main stakeholder, to build effective management and interaction with stakeholders.

For explanations, see A.4.2. ISO 14001:2015 standard

CLASSIFICATION OF STAKEHOLDERS AND THEIR RELATIONSHIPS

To meet the requirements of the standard, i.e. Understanding the needs and expectations of relevant stakeholders is not enough to simply list: suppliers, customers, community, etc. Information needs to be made meaningful by connecting stakeholders based on their relationship with the organization, e.g.

• Responsibility- investors, etc.
• Influence- pressure groups, etc.
• Proximity- neighbors, etc.
• Addiction- employees, etc.
• Representation- trade unions, etc.
• Authorities- regulators, etc.

Perhaps the Organization is aware of stakeholder requirements. However, it is worth formalizing this knowledge and, if necessary, confirming assumptions through research. The scope of the research again depends on the size and complexity of your organization. For example:

• A two-person car wash business might complete the research with a survey of its customers and a few phone calls to local regulatory agencies, etc.
• A multinational pharmaceutical company may require a range of studies.

Stakeholder matching process.
Identify relevant stakeholders. Classify stakeholders.
Determine their needs and expectations. Use a variety of research methods as necessary to support your knowledge of each group or significant stakeholder.
Rate them in terms of influence and level of interest: Construct a Strength/Interest Matrix to determine their rank.
Define goals and priorities. To reduce the risk that needs and expectations will not be met, determine what outcomes are desired by stakeholders

For example:

Example of stakeholders and potential needs/expectations (- for reality check):

Example: A company that manufactures wooden outdoor structures for residential and commercial purposes for supply to individuals and organizations.

External Stakeholders, potential needs/expectations

Internal stakeholders, potential needs/expectations

Example implementation:

4. Stakeholders and the needs and expectations of stakeholders.

Needs and expectations of External Stakeholders

Needs and Expectations of Internal Stakeholders

ISO 14001:2015: see link
A series of 25 articles that examine the requirements of each section of the new version of the ISO 14001:2015 standard and provide examples of what can be considered when implementing a particular clause of the standard. Will be of interest to those who are independently developing an environmental management system (EMS) or an environmental management system (EMS) for the first time.

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