Table 18 Key Stakeholders – Rank 3
|
ALL |
Pha-rma-ceu-
tical |
Power |
FMCG (non food sector) |
IT-
Hard-ware
Soft-ware, ITES |
Auto and- auto anci-llary |
Ban-king and Fin-ancial |
Gen-eral |
Base: All |
552 |
41 |
27 * |
50 |
50 |
43 |
71 |
270 |
Shareholder |
18 |
12 |
19 |
18 |
30 |
19 |
15 |
17 |
Employees |
15 |
5 |
37 |
12 |
8 |
7 |
13 |
18 |
Trade unions |
9 |
12 |
11 |
12 |
6 |
14 |
11 |
7 |
Management |
9 |
15 |
7 |
6 |
6 |
7 |
10 |
10 |
Government |
8 |
5 |
7 |
8 |
6 |
12 |
14 |
7 |
Consumer or customers |
6 |
5 |
0 |
10 |
4 |
5 |
7 |
7 |
Community |
5 |
7 |
0 |
4 |
4 |
7 |
3 |
6 |
Investors |
5 |
7 |
7 |
2 |
2 |
5 |
6 |
6 |
Family of employees |
4 |
0 |
4 |
4 |
2 |
5 |
0 |
6 |
Others |
8 |
6 |
0 |
12 |
10 |
14 |
3 |
4 |
* Low Base
The majority of respondents (39%) perceived the management as the most important stakeholder group assigning it the 1st rank. This was reflective of employee psychology that looks upon all business processes, core or ancillary, to be purely management-driven and, therefore, believes that the management, being the key decision-maker, primarily shapes and determines CR policies. Employees were regarded as the second most significant stakeholder segment with respect to sphere and extent of influence in CR policy formulation and steering of related initiatives. This emerged from the second order ranking assigned to this group by the majority (31%). Shareholders’, owing to their physical invisibility and distance, were allocated a 3 rd rank by 18 percent of all respondents. They remain crucial though, as a pressure group and determinant of CR policy and practice. Owing to their direct stake in the enterprise, they are deemed to be amongst the three most influential stakeholders. While comparing rankings cross-sector, IT and ITES emerged as the sector that regarded management as commanding the greatest influence in moulding and executing CR policy (48%). |
