Competency Directory
3.11 Technical competencies - Public affairs
311.1 - Public affairs: Applying audience research techniques (March 2001)
Applying audience research techniques - 311.1
Public affairs
This competency concerns the knowledge and skills to use audience research as a key tool for developing public affairs strategies, and for measuring the impact and effectiveness of public affairs activities.
Public affairs exists to influence the company's stakeholders through various communication activities, which include briefings, publications and advertising.
The effectiveness of public affairs through these activities is often not immediately self-evident and requires the deployment of stakeholder research to provide evidence against intent. Measures derived from research campaigns also help to compare the BNFL Public Affairs function against other industry benchmarks.
Repeated research can also help to identify future trends in audience opinions. / Levels
1. Understands when, where and why audience research is appropriate and produces a scoping document for a specific need.
2. Has a broad knowledge of relevant techniques in order to commission outside agencies or internal resources to conduct research. Interprets results of research campaigns in order to provide appropriate advice.
3. Applies his/her knowledge and experience of research techniques to advise management, influence future decisions and measure/benchmark the effectiveness of a range of public affairs activities.
4. Measures/benchmarks the public affairs function overall, and advises the Executive on future strategies to increase functional effectiveness. Interprets specific data/trends in order to influence long-term strategic thinking. Uses opinion research to drive entire strategies and develops and devises new sampling and interpretative techniques for specific business needs and applies these techniques to re-formulate strategy.
5. Recognises international authority on the application and interpretation of audience research campaigns, providing advice on corporate strategy across a range of industry sectors and countries, e.g. MORI. / Core question
Does the individual have the ability to apply appropriate audience research techniques, interpret the results and advise on subsequent action?
Competency Directory
3.11 Technical competencies - Public affairs
311.2 - Public affairs: Developing public affairs strategies and action plans (March 2001)
Developing public affairs strategies and action plans - 311.2
Public affairs
This competency concerns the knowledge, skills and experience proactively to identify the key issues that could affect the company's licence to operate and the achievement of its business objectives, developing effective internal and external strategies, and manage the associated action plans.
The ability to understand the threats and opportunities which could have impact on the company's activities, including its licence to operate, is a crucial competency for BNFL in its complex commercial, political and regulatory environment. Applying the skills and experience to develop and manage effective stakeholder communication strategies reduces threats and maximises opportunities for BNFL.
/ Levels
1. Monitors and gathers information from internal and external sources to clarify an issue/extent of a problem. Understands what the agreed strategy is aiming to achieve so that he/she can undertake individual elements within the action plan, initially under guidance.
2. Monitors the channels of intelligence inside and outside the company to ensure broad scanning. Interprets information, prepares reports and recommends action. Contributes to the development of a strategy. Responsible for delivery of less sensitive parts of the strategy. Monitors the situation and updates 'issues database' or equivalent.
3. Interprets information and intelligence over a broad range of issues. Uses his/her knowledge of stakeholders to evaluate the potential impact on the company and prioritises issues and resources. Presents options and recommends the required public affairs strategy. Develops and manages implementation of action plans for specific Business Groups, sites or company-wide issues.
4. Maintains a broad overview of current and potential issues likely to appear on the company's radar screen. Briefs Business Leaders, Executive or the Board on specific issues and gives advice on 'lines to take'. Approves strategies/'lines to take' developed by others and monitors follow through and the impact of deployed strategy. Ensures Executive/issue owners proactively manage their actions. Prioritises resources across the company. Acts as corporate conscience on issues.
5. Provides advice on public affairs strategies nationally and internationally to a range of industries. Has a track record as a regular contributor to publications and conferences and is recognised as a leading authority on high impact stakeholder communication strategies. / Core question
Does the individual possess the broad knowledge of the company's activities, and the potential threats and opportunities for the business with the skills and experience to deliver effective public affairs strategies?
Competency Directory
3.11 Technical competencies - Public affairs
311.3 - Public affairs: Internal communications (March 2001)
Internal communications - 311.3
Public affairs
This competency concerns the skills and knowledge to provide employees, at every level, with timely and relevant information, context and understanding to allow them to contribute fully to current and future business goals. It includes recognition of the importance of aligning internal and external messages.
The company's five strategic imperatives demand that we fundamentally change the way we go about our business. This includes improved behaviours, different cultural norms, and a step change in our flexibility to embrace change on a continuous basis. We require a world-class business with world-class performance. This cannot be achieved without employees who understand and are themselves driving for world-class performance. Each area of the business also has significant commercial and cost challenges to meet in order to sustain a full workload. Employees need fully to appreciate what is expected of them, where they can make a difference, and how they and the business is progressing. Effective internal communication is a key enabler in achieving these aims. / Levels
1. Understands the range of internal audiences and their needs. Gathers relevant information to support the development of communication plans and specific messages. Formats and disseminates information under guidance using a range of methods. Establishes a range of personal contacts.
2. Manages and measures established communication processes. Develops and implements communication plans in conjunction with stakeholders. Uses proven written skills through a variety of communication routes. Researches a wide range of issues, and prepares specific communications, gaining agreement where necessary with 'sponsors'. Proactively cultivates key relationships, across the business and company.
3. Develops and deploys best practice processes to provide relevant and accurate information to employees quickly. Maintains a broad network to identify and prioritise company, site and business issues. Develops and deploys innovative communications strategies to meet business needs. Benchmarks internal communication across the company and externally. Provides leadership on how to use communications to influence behaviour. Develops organisational targets for improving the effectiveness of internal communication.
4. Develops innovative strategies and practices which change the way the organisation thinks about and uses internal communication. Provides expertise/advice across the company to influence high impact, cost effective organisational structure and strategy in support of internal communication. Leads and co-ordinates internal communication of sensitive issues, contributing to an overall Public Affairs campaign.
5. Has a proven international track record in advising, auditing and developing effective internal communication strategies and resource structures in a wide range of major organisations. / Core question
Does the individual have the knowledge and skills to develop and implement effective internal communications?
Competency Directory
3.11 Technical competencies - Public affairs
311.4 - Public affairs: Leading communication (March 2001)
Leading communication - 311.4
Public affairs
This competency concerns the skills and experience to create the right messages for a particular target audience, and deliver those messages to have maximum impact, whether in writing, verbally in person to camera or to a live audience.
The success of the most researched strategies and detailed action plans hinge on the sharp end where the message is taken to the intended audience. Establishing rapport with the audience creates trust and ensures that communication achieves its aims.
The leadership of communication centres on an individual's ability to 'read' the audience and create the climate, and the audience and create the climate, and the rapport, which will lead to the messages really being listened to and understood.
/ Levels
1. Researches the information required from a range of disparate sources, and helps distil out the key points. Works up main messages for intended audience into a first draft, e.g. copy/script/speech/overhead presentation, etc.
2. Edits and approves drafts from a wide range of sources. Drafts and gets higher level approval for more sensitive communications. Addresses 'safe' external audiences. Produces a range of written communications relevant to role e.g. newsletters, articles, copy for external publications, press releases, etc.
3. Rapidly assimilates new information and crafts communications of high standards and accuracy, tailored to audience and company needs. Performs competently in radio and TV interviews, delivers conference speeches, and places articles in high impact publications. Advises on the most appropriate delivery media for the message.
4. Acts as company spokesperson on radio and TV where appropriate. May coach and develop BNFL managers in presentational style and techniques (either written, TV, radio, etc. Sets internal standards for quality of messages, and methods of delivery. Advises the 'line to take' in support of public affairs strategies.
5. Internationally respected writer, speaker and communication consultant. Track record of influencing audience thinking through the creation and delivery of powerful communication. / Core question
Does the individual have the knowledge and skills to represent the company credibly to external audiences?
Competency Directory
3.11 Technical competencies - Public affairs
311.5 - Public affairs: Local community liaison (March 2001)
Local community liaison - 311.5
Public affairs
This competency concerns the knowledge and skills to secure and maintain support from appropriate leaders and opinion formers in the local community for company/site operations within a broader company framework ensuring alignment with other public affairs strategies.
The continued support of local communities around BNFL sites is important for site operations if BNFL is to maintain its 'licence to operate'.
/ Levels
1. Understands who the local communities and key players are, their needs and key issues, and how they might impact on our business. Has a broad understanding of the most effective communication channels and understands how issues are managed. Undertakes specific tasks under guidance.
2. Has a network of personal contacts in the local community and understands how they influence each other. Manages specific issues under guidance. Gathers and disseminates intelligence. Co-ordinates established community processes, e.g. Local Liaison Committee, Community Support Fund.
3. Maintains an extensive and established network of local contacts and understands what influences local politics. Identifies issues of concern and executives timely strategies to manage them effectively, calling on and briefing appropriate resources. Ensures BNFL is informed of potential local issues so that appropriate timely action and responses can be generated.
4. Recognised by other companies as a leading exponent of managing local community relations successfully. Has a proven track record of resolving issues between industry and local communities across a broad range of sectors and cultures.
5. Has a proven international track record of resolving issues between industry and local communities across a broad range of sectors and cultures. / Core question
Does the individual have the experience, skills and knowledge to manage relationships with the local community effectively?
Competency Directory
3.11 Technical competencies - Public affairs
311.6 - Public affairs: Managing media relations (March 2001)
Managing media relations - 311.6
Public affairs
The competency concerns the knowledge, skills and experience to influence all forms of media in order to protect and enhance BNFL's reputation.
As a key player in a controversial industry, BNFL attracts constant, and often damaging, media attention. Emotive and incorrect media reporting negatively influences the perception of other key stakeholders, e.g. politicians, the public, the local communities, which can have significant and damaging effects on our business. Professional, proactive management of the media presents opportunities to mitigate negative reporting, to position company issues in a more positive, balanced way and to generate 'good news' stories about company achievements. Building relations with the network of media contacts establishes report, a degree of trust, professional respect, which supports the company's aim of moving BNFL media coverage away from the front page of the business page. / Levels
1. Understands the different media and individual journalists. Understands the main issues BNFL faces. Sources the 'BNFL line' effectively. Drafts press releases, responses and Q&A briefs. Handles uncontroversial press visits and interviews and provides assistance in emergency situations.
2. Represents BNFL on specific group or site issues. Produces releases, Q&A, responses etc. Manages all level of media visits and interviews. Has an in-depth knowledge of key individuals within specific media. Edits external and internal newsletters.
3. Defines the 'BNFL line' and co-ordinates BNFL's responses to different and seemingly contradictory media enquiries. Represents BNFL on specific issues in any situation/culture/country. Influences the media's relations with BNFL over the long term. Manages the production and editorial direction of gaps and opportunities in BNFL's Public Affairs strategies.
4. Handles the most controversial BNFL and industry issues in any part of the world largely unsupported. Provides Executive level advice on media strategies, trends and specific crisis situations based on experience and best practice. Identifies and directs media consultants as and when required.
5. Has a proven international track record in this field. Has an intimate knowledge of key media players worldwide, positively influences global media coverage about all aspects of the nuclear industry. Is regularly consulted by other international 'hazardous' industries on the development and implementation of media strategies. / Core question
Can the individual positively influence the media in its reporting of BNFL-related activities?
Competency Directory
3.11 Technical competencies - Public affairs
311.7 - Public affairs: Managing stakeholders (March 2001)
Managing stakeholders - 311.7
Public affairs
This competency concerns the skill and knowledge to identify the interests of a range of stakeholders and the impact of actions on these stakeholders. It involves both maximising the positive influence and minimising the negative impact of stakeholders across a range of issues.
In our industry there is a wide range of stakeholders from our employees and customers to regulators and the community at large. Each stakeholder can have an influence (and therefore an impact) on the business.
To continue to hold our 'licence to operate' stakeholders expectations must be managed whilst continuing to operate a successful business. In many instances this requires balancing the expectations of the stakeholder against business needs and formulating strategies to bridge any gaps. It is vital that each employee recognises how their actions can influence and affect the various stakeholders. / Levels
1. Demonstrates a knowledge of all the key stakeholders in his/her working area and their main requirements and interests. Recognises the impact of his/her actions on the various key stakeholder groups.
2. Understands how his/her personal relationship and interaction with stakeholders will cause them to react. Has developed a more detailed knowledge of stakeholder requirements and pressures. Has developed appropriate contracts with stakeholders and initiates action as necessary.
3. Has a detailed knowledge of all stakeholders, their requirements, inter-relationships, interactions and standards. Understands the broader impact of business and his/her personal actions on stakeholders and can trade-off appropriately. Liaises authoritatively with and develops stakeholder strategies at site level.
4. Develops and implements stakeholder management strategies at company level to optimise the influence of stakeholders on business performance. Anticipates their concerns and shaping, strategies and policies to suit.
5. Has a proven track record in developing and implementing stakeholder strategies for national and international issues. Is active in the development of legislation, policy and opinion. / Core question
Can the individual identify the impact his/her actions may have on his/her key stakeholders?
Competency Directory
3.11 Technical competencies - Public affairs
311.8 - Public affairs: Political and government relations (March 2001)
Political and government relations - 311.8
Public affairs
This competency concerns the liaison at a national and international level with government officials, politicians, their advisors, trade unions and political parties, on any matter relating to BNFL, and where relevant, the nuclear industry.
The company's relationships with governments and others involved in the political process, both nationally and internationally, are important in defining and influencing the regulatory and commercial environment in which the company operates.
/ Levels
1. Carries out specific tasks and monitors developments at national and international level. Drafts briefing notes and answers to parliamentary questions (PQs) for clearance by others.
2. Briefs government officials and national politicians on company or industry issues. Produces records of meetings and recommends actions and follow through. Has a network of contacts amongst politicians and officials. Develops 'lines to take' on specific issues.
3. Maintains an established network of contacts and demonstrates cross-company knowledge. Represents the company credibly and authoritatively to a broad cross section of opinion formers. Is sensitive and knowledgeable of government and related institutions. Approves PQs and 'lines to take'. Devises company strategies for managing specific issues.
4. Co-ordinates and directs contact plans across a broad range of governments and institutions, nationally and internationally. Devises cross-company and international strategies across a broad range off key issues and develops and retains accountability for a range of specific issues and instructions. Provides advice to the Business Groups, Executives, the Board and other external interested parties on political management issues. Manages key shareholder relations.
5. Maintains a network at top level of international government and international institution contacts. Has a proven international track record in using these contacts to develop and implement effective strategies for a range of industry sectors. / Core question
Does the individual have the experience, skills and knowledge to build credible relations with politicians and government representatives in order to secure and maintain their continued support for BNFL's operations and activities, both nationally and internationally?
Competency Directory
3.11 Technical competencies - Public affairs
311.9 - Public affairs: Preparation and display of marketing and publicity materials (March 2001)
Preparation and display of marketing and publicity materials - 311.9
Public affairs
This competency concerns the knowledge, skills and experience to brief and manage the production of material e.g. brochures, photographs, video, exhibition, advertising, web site, CDs etc. in order to promote BNFL and its messages effectively, and to develop, implement and monitor the corporate identity standard.