Stakeholder Engagement Plan for Sydney Airport Runway Project

This article discusses the stakeholder engagement plan for the Sydney Airport Runway Project, including identifying key issues, regulations, and stakeholders involved. It also provides insights on how to engage stakeholders in communication and involve them in the project plan. The article cites various sources to support the discussion.

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Stakeholder engagement plan
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Stakeholder engagement plan for Sydney Airport Runway Project
Stakeholders refers to a group of people who have influence in the organization daily activities.
On the other hand, stakeholder engagement plan refers to a way that helps the company directors
and manager to involve the people who have impact on the company’s daily activities and how
all the activities can be put in place (Cukor et al.2016: pp. CJN-09780915). Sydney Airport
Runway Project is a serious issue that needs engagement of all the stakeholders in a serious
manner. When the project is implemented, the capacity of the airport will increase tremendously
like the other airports that have implemented the plan.
Mzembe (2016:p.8) says that, when developing a stakeholder plan for this project, it is
imperative to identify the main key issues. The first issue to note is that, the managers need to
ask themselves where the project will influence most. The areas of the airport should be grouped
so that assigning task to the stakeholders becomes easy. The second issue to address is the
requirements and the regulation of the project. When it comes to regulation, there are standards
that the airport should conform to while carrying out the plan. For instance, ways to manage risk,
corruption issues and privacy policies. However, there are external issues such as the
international standards.
The other issue is to identify the stakeholders who are going to involve in the project (Gesell et
al. 2017: p.125). Understand all the stakeholders need and how to address as illustrated in the
diagram below. During the plan, inform the stakeholders of the daily progress and incorporate
their ideas in developing the parallel runway.

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Figure 1. Stakeholder engagement plan (Haddaway et al.201: p.11).
Another thing is to give out the timetable for event for the stakeholders (Leyden et al.2017:
pp.267-277), this would assist in finishing the project at the correct deadline. Another important
thing is to give the stakeholders roles according to their capabilities. The diagram below assists
on how to engage stake holders in communication.

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Figure 2. Ways on involving stakeholders in a project plan (Cascetta et al. 2015: p.30).

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References
Cascetta, E., Carteni, A., Pagliara, F. and Montanino, M., 2015. A new look at planning and
designing transportation systems: A decision-making model based on cognitive rationality,
stakeholder engagement and quantitative methods. Transport policy, 38, pp.27-39.
Cukor, D., Cohen, L.M., Cope, E.L., Ghahramani, N., Hedayati, S.S., Hynes, D.M., Shah, V.O.,
Tentori, F., Unruh, M., Bobelu, J. and Cohen, S., 2016. Patient and other stakeholder
engagement in patient-centered outcomes research institute funded studies of patients with
kidney diseases. Clinical Journal of the American Society of Nephrology, pp.CJN-09780915.
Gesell, S.B., Klein, K.P., Halladay, J., Bettger, J.P., Freburger, J., Cummings, D.M., Lutz, B.J.,
Coleman, S., Bushnell, C., Rosamond, W. and Duncan, P.W., 2017. Methods guiding
stakeholder engagement in planning a pragmatic study on changing stroke systems of
care. Journal of clinical and translational science, 1(2), pp.121-128.
Haddaway, N.R., Kohl, C., da Silva, N.R., Schiemann, J., Spök, A., Stewart, R., Sweet, J.B. and
Wilhelm, R., 2017. A framework for stakeholder engagement during systematic reviews and
maps in environmental management. Environmental Evidence, 6(1), p.11.
Leyden, K.M., Slevin, A., Grey, T., Hynes, M., Frisbaek, F. and Silke, R., 2017. Public and
Stakeholder Engagement and the Built Environment: a Review. Current environmental health
reports, 4(3), pp.267-277.

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Mzembe, A.N., 2016. Doing stakeholder engagement their own way: Experience from the
Malawian mining industry. Corporate Social Responsibility and Environmental
Management, 23(1), pp.1-14.