Stakeholder Engagement Plan for Sydney Airport's Third Runway Construction

This Stakeholder Engagement Plan (SEP) will help the Company to facilitate and manage engagement with stakeholders through various phases of the project’s life cycle, starting from conceptualization through to construction and operation. The SEP identifies stakeholders, analyzes their interests, and defines roles and responsibilities of all stakeholders. It also outlines the stakeholder engagement strategy, communication methods, grievance management, and implementation plan. The subject is stakeholder engagement, and the course code, course name, and college/university are not mentioned.

Stakeholder Engagement Plan 1
STAKEHOLDER ENGAGEMENT PLAN (SEP): MAIN REPORT
Name
Course
Professor
University
City/state
Date

Stakeholder Engagement Plan 2
Table of Contents
1. Introduction.......................................................................................................................................2
1.1. Project summary........................................................................................................................2
1.2. Objectives of SEP.......................................................................................................................4
2. Overview of stakeholder engagement...............................................................................................6
2.1. Meaning of stakeholder engagement........................................................................................6
2.2. Importance of SEP.....................................................................................................................6
2.3. Key principles of stakeholder engagement..............................................................................7
2.4. Factors to consider when preparing for stakeholder engagement.........................................9
3. Stakeholder identification and analysis.........................................................................................10
3.1. Stakeholder Identification.......................................................................................................10
3.1.1. Client.................................................................................................................................10
3.1.2. Project Board.....................................................................................................................11
3.1.3. Lead consultant..................................................................................................................11
3.1.4. Employees.........................................................................................................................11
3.1.5. Government officials.........................................................................................................11
3.1.6. Contractors and subcontractors..........................................................................................12
3.1.7. Suppliers............................................................................................................................12
3.1.8. Impacted communities.......................................................................................................13
3.1.9. Interest groups...................................................................................................................13
3.1.10. Vulnerable groups..............................................................................................................13
3.1.11. Media.................................................................................................................................14
3.1.12. Public.................................................................................................................................14
3.2. Stakeholder Analysis...............................................................................................................14
4. Stakeholder engagement strategy...................................................................................................15
4.1. Stakeholder engagement stages..............................................................................................15
4.1.1. Baseline engagement stage..............................................................................................16
4.1.2. Disclosure and consultation stage...................................................................................16
4.1.3. Continuous engagement stage.........................................................................................16
4.2. Sources of Information............................................................................................................16
4.3. Communication Methods........................................................................................................17
5. Grievance management...................................................................................................................17
6. Implementation of the SEP.............................................................................................................19

Stakeholder Engagement Plan 3
7. Monitoring, evaluation and reporting of SEP implementation....................................................20
7.1. Monitoring and Evaluation.....................................................................................................20
7.2. Reporting..................................................................................................................................21
7.2.1. Monthly Reports..............................................................................................................21
7.2.2. Annual Reports................................................................................................................21
8. Conclusion........................................................................................................................................22
References................................................................................................................................................23

Stakeholder Engagement Plan 4
1. Introduction
1.1. Project summary
Sydney (Kingsford Smith) Airport is the biggest airport in Australia, accounting for
nearly 40% of the country’s domestic and international air services. The number of airlines and
passengers using the airport has been increasing gradually over the years and the need to
construct a third runway is inevitable. Construction of a third (parallel) runway at the airport will
definitely create more employment opportunities and spur economic growth in the region. Upon
completion, the project will inject billions of dollars into the Australian economy annually and
create tens of thousands of jobs in the region. This project is an expansion of the existing airport
and therefore it will have numerous impacts on the operations of the airport, nearby businesses
and local communities. The airport already has two runways: the north-south runway (3,962 m
long) and the east-west runway (2,530 m long). According to the design of the project, about 170
hectares of Botany Bay will have to be reclaimed using an estimated 15 x 106 m3 of sand that will
be dredged from the bay. A 7km vertical wall will also be constructed using precast concrete
panels and reinforced earth to retain the sand filling. Therefore this project will have significant
environmental impacts and specific environmental impact assessment (EIA) processes should be
satisfactorily completed. The decision to construct the third runway on reclaimed land from
Botany Bay was made because of the airport’s proximity to Sydney city and also the degree of
existing development in the surrounding areas. The third (parallel) runway is 2,438 m long.
Figure 1 below shows the location of the proposed third runway at Sydney (Kingsford Smith)
Airport

Stakeholder Engagement Plan 5
Figure 1: Location of proposed third (parallel) runway at Sydney (Kingsford Smith) Airport
Since the announcement of this project, there have been mixed reactions about its
feasibility, social, economic and environmental impacts. The company that has been awarded the
contract to execute this project (referred in this report as “Company”) has given stakeholders
involved in the project an opportunity to raise their issues. This stakeholder engagement plan
(SEP) will help the Company to facilitate and manage engagement with stakeholders through
various phases of the project’s life cycle, starting from conceptualization through to construction
and operation.
1.2. Objectives of SEP
The main goal of this SEP is to facilitate and improve decision making processes and
create an understanding atmosphere where all stakeholders involved or affected by the project

Stakeholder Engagement Plan 6
can voice their concerns and opinions freely. The SEP is a very essential tool for facilitating and
managing communication between the Company and project stakeholders. The document will be
updated as the project progresses.
The main objectives of this SEP are:
 Provide stakeholder engagement guidance that meets the standards and requirements of
international best practice.
 Identify stakeholders that will influence or be affected by the project and its associated
activities.
 Identify the best structures and approaches of disseminating project information, and
facilitate accessible, transparent, regular and proper consultation with stakeholders.
 Develop an appropriate stakeholder engagement procedure that enables the stakeholders
to influence the project positively.
 Guide the Company to create strong, beneficial, respectful and long-lasting relationships
with all stakeholders.
 Define roles and responsibilities of all stakeholders.
 Develop proper grievance mechanisms.
 Define the resources, roles and responsibilities needed for effective implementation of the
SEP.
 Define monitoring and reporting measures for ensuring effective implementation of the
SEP.

Stakeholder Engagement Plan 7
2. Overview of stakeholder engagement
2.1. Meaning of stakeholder engagement
Stakeholders in this project will be engaged without interference, manipulation,
intimidation or coercion. Stakeholder engagement basically encompasses interactions between
individuals, organizations or groups of people. It also gives people involved in the project an
opportunity to voice their opinions and concerns, and ensure proper consideration of this
information when making critical project decisions.
2.2. Importance of SEP
SEP has numerous benefits regarding decision-making processes and the overall performance of
the Company. Some of these benefits are as follows:
Reduce costs: proper stakeholder engagement helps project supporters to avoid costs,
such as delays and lawsuits related costs.
Manage risk: effective stakeholder engagement helps in identifying, preventing and
mitigating risks that could affect the project negatively.
Improve reputation: involving all internal and external stakeholders in every decision that
is made by considering their opinions helps in boosting the credibility and acceptability of the
company.
Avoid conflict: engagement gives all persons involved or affected to raise their concerns
without fear or intimidation. This helps in preventing disputes and conflicts among stakeholders.
Improve corporate policy: collecting views from different people about a project can help
the company make changes and improvements in its corporate policies and practices.

Stakeholder Engagement Plan 8
Identify, monitor and report impacts: stakeholder engagement helps the company to have
a better understanding of the social, economic and environmental impacts that the project, and
identify the best strategies of addressing them.
Manage stakeholder expectations: regular consultation among stakeholders also helps the
company to understand and manage expectations and attitudes of stakeholders.
2.3. Key principles of stakeholder engagement
Stakeholder engagement is arguably one of the key requirements for successful project
delivery. A project can only be delivered successfully if stakeholders respond to its requirements.
The stakeholders can respond only if they are engaged appropriately. The engagement can be
through meetings, negotiations, interviews, workshops, emails, questionnaires, social contacts or
feedback sheets. The following are some of the most important principles of stakeholder
engagement:
Communication: before starting to engage with stakeholders, it is important to collect
information about them. This helps in understanding the stakeholders thus making it easy to
know the best way of engaging them. The reason is because it is easier to engage a known person
than a stranger.
Consultation: the best way that stakeholders can understand the details of all project
requirements is to consult. The consultation should start as early as possible and be done
regularly so that all stakeholders can agree to the requirements of the project and negotiate an
acceptable solution and approach of achieving it.
Respect and acknowledging differences: it is important to accept the fact that people will
not always act in a reasonable, rational, predictable or consistent way. Some also have personal

Stakeholder Engagement Plan 9
agendas, beliefs and feelings that influence their behaviours. Therefore it is important to
understand the differences among stakeholders and factors that influence their behaviours, and
be ready to develop and maintain productive relationship with them despite these differences
(Yang, et al., 2014).
Planning: a plan on how stakeholders will be engaged should be developed beforehand.
This basically means developing a stakeholder engagement plan that gives a framework on
various approaches that will be used to engage stakeholders.
Building relationships: people can only work together effectively and straightforwardly if
they develop strong relationships that lead to increased trust. Efforts should be made to build
stakeholder relationships that will reduce uncertainty, boost confidence, minimize conflicts and
speed up decision-making and problem solving processes.
Transparency: all issues raised about the project should be dealt with in an open, timely
and effective manner.
Integrity: engagement should be done in a manner that promotes mutual trust and respect.
Compromise: different stakeholders have varied priorities and expectations. It is
important to analyze stakeholders so as to establish their relative importance and create a
weighted hierarchy so as to know which stakeholders to focus on more than the others.
Understanding success: different people perceive success differently. It is therefore
important to establish what stakeholders perceive as success then agree on a common definition
of success and success factors in context with the project being delivered.

Stakeholder Engagement Plan 10
Taking responsibility: every stakeholder should understand their roles and
responsibilities, what is expected from them, approach of fulfilling their responsibilities and the
method to be followed when communicating and engaging other stakeholders (Royal Institute for
Chartered Surveyors, 2014).
The general stakeholder engagement process entails the following four steps: identifying
the purpose, goals and objectives of the project; mapping stakeholders that will be engaged in the
project; selecting an appropriate engagement method; and developing performance indicators or
measures.
2.4. Factors to consider when preparing for stakeholder engagement
When preparing for effective stakeholder engagement, the following factors must be put into
consideration:
Time and resources needed: it takes considerable time before stakeholders can build trust
and confidence with each other. There may be need to educate some stakeholders about
stakeholder engagement, which may raise running costs of the project.
Expectations of stakeholders: some stakeholders may have very high expectations and so
it is important to state clearly from the start on what expectations can be met and those that
cannot be met. Every stakeholder should also take responsibility of their roles.
Getting total participation from stakeholders: it is important to identify and address the
cultural values or beliefs that may hinder free participation by some stakeholders. This requires
involvement of local community liaison officers who understand the local dynamics.
Consultation fatigue: stakeholders can get tired easily especially if their voices are not
heard or expectations are not fulfilled.

Stakeholder Engagement Plan 11
3. Stakeholder identification and analysis
3.1. Stakeholder Identification
There are two main categories of stakeholders: internal stakeholders and external
stakeholders (Ballejos & Montagna, 2008). Internal stakeholders are those that are directly
involved in the implementation process of the project. On the other hand, external stakeholders
are those that are affected by the ongoing project activities (Atkin & Skitmore, 2008). Each of
these stakeholders influence the project differently and therefore appropriate techniques should
be used to engage them (Aaltonen & Kujala, 2010); (Ackermann & Eden, 2010). It is important
to note that the best engagement approaches for internal stakeholders may be different from
those for external stakeholders (Olander & Landin, 2008). Analyzing and understanding these
stakeholders help in identifying the following: interests of stakeholders, potential risks,
mechanisms of influencing other stakeholders, key stakeholders that should be given first
priority, and negative stakeholders and their potential adverse effects (Prabhu, 2016).
The various stakeholder groups to be involved in the construction project of a third runway at
Sydney (Kingsford Smith) Airport are as follows:
3.1.1. Client
The client of this project is Sydney Airport Holdings, a publicly-listed Australian holding
firm with 100% ownership of Sydney (Kingsford Smith) Airport. Being the sole owner of the
airport, the need for the Company to engage it fully from conceptual stage all through the
project’s lifecycle cannot be overstated. In this case, the client will be the financier or sponsor of
the project.

Stakeholder Engagement Plan 12
3.1.2. Project Board
This is a team comprising of client representatives (sponsors, independent advisors,
project manager, government representatives and local community representatives). The team is
not involved in the day-to-day activities of the project but they have a big influence on various
issues such as design changes, disbursement of funds, etc. because they are the ones that make
the final decisions. Therefore the Company will engage the project board in the best way
possible.
3.1.3. Lead consultant
This encompasses all professionals involved in consultancy of the project. They include
the architect, structural engineer, services engineer, civil engineer, mechanical engineers,
quantity surveyor, cost consultant and other specialist consultants. These stakeholders are mainly
responsible for the design and supervision of the project.
3.1.4. Employees
These are the workers that the Company will use or employ for the purposes of
implementing this project. They include both permanent, contract and casual employees. The
Company will engage these stakeholders because the project cannot be executed without them.
3.1.5. Government officials
National government: several national government ministries, cabinet committees and
authorities will be consulted in this project. Some of these include: Ministry of Trade, Tourism
and Investment, Ministry of Environment and Energy, Ministry of Infrastructure and Regional
Development, Territories and Local Government, National Infrastructure Committee, Indigenous
Policy Committee, Parliamentary Business Committee, Service Delivery and Coordination
Committee, Airservices Australia and Australia Transport Authority, among others.

Stakeholder Engagement Plan 13
State and local entities: some of the state and local government departments that will be
consulted include: Sydney Ports Corporation, Botany Bay National Park, National Parks and
Wildlife Service, Roads and Maritime Services, Department of Planning and Environment,
Office of Environment and Heritage, Office of Local Government, Transport for NSW, and
Infrastructure and Project Financing Agency.
3.1.6. Contractors and subcontractors
The Company will engage all contractors and subcontractors that will be involved in
construction phase of the project. The subcontractors include those undertaking the following
trades: excavation, spreading, compaction and fill earthworks; pavement roads and paving;
airfield ground lighting; concrete slipform paving; cable laying pipework; tunneling and
drainage; fencing; landscaping; testing; etc.
3.1.7. Suppliers
This project will definitely require a lot of materials and equipment. The Company will
source all materials (sand, coarse aggregates, cement, admixtures, paint, culverts, stones,
concrete blocks, cables, reinforcement bars, metals sheets, etc.) and equipment (concrete mixers
and pumps, trucks, tippers, dumpers, excavators, backhoes, backhoe loader, bulldozers, motor
graders, crawler loaders, tiltrotator, breaker, cranes, forklifts, road rollers, pavers, compactors,
tunnel boring machines, tankers, trailers, etc.) from reputable suppliers in the region. Priority will
be given to certified suppliers in Sydney. Therefore the Company will engage all suppliers of
materials and equipment as they will have significant influence on successful delivery of the
project.

Stakeholder Engagement Plan 14
3.1.8. Impacted communities
Businesses and residents within a radius of 2 km to the site are expected to be affected by
the project. Some of the effects include: traffic congestion due to heavy vehicles transporting
materials and equipment to the site, air and noise pollution, etc. The businesses include
educational institutions, religious institutions, hotels, restaurants and bars, industries, public
offices and other commercial premises. People living in residential properties will also be
affected. Therefore the Company will engage representatives of all local businesses and residents
as stakeholders.
3.1.9. Interest groups
These comprises of conservation and environmental organizations, trade unions, NGOs,
civil societies, environmentalists and volunteers that will be interested in the project. Some of the
identified interest groups include: NSW Environmental Protection Authority, Nature
Conservation Council of NSW, NSW Office of Environment and Heritage, National Parks
Association of NSW, Australian Council of Trade Unions, Labour Council of NSW,
Conservation Volunteers Australia, and The Environmental Defender’s Office, among others.
3.1.10. Vulnerable groups
Vulnerable groups that are within the project area have been classified into the following
categories: women, children, youths, elderly, people with disabilities, ethnic minorities, single-
headed families, unemployed people and low income families. These are stakeholders that will
be affected by the project either directly or indirectly by virtue of their religion, sex orientation,
gender, age, disability, ethnicity, etc. The Company will engage these groups by collecting their
views and also informing them how they can be involved in the project.

Stakeholder Engagement Plan 15
3.1.11. Media
This project has numerous potential social, economic and environmental impacts, and it
is expected to attract a lot of media attention. Therefore the Company will engage the media as a
key stakeholder to ensure that they get complete, timely and accurate information about the
project as it progresses. There will be media briefings after every two weeks to give updates on
project progress. The media will also be used for disseminating information about the project to
the local and international public.
3.1.12. Public
The general public is also another group of stakeholders in this project. The Company
will engage the general public through different approaches to share information about the
positive and negative impacts of the project, available opportunities during different phases of
the project, progress of the project, challenges faced, lessons learnt from the project, etc.
3.2. Stakeholder Analysis
The main purpose of stakeholder analysis is mapping and prioritization of stakeholders.
As stated before, different stakeholders have varied interests, impacts and influences on the
project hence it is important to analyze them so as to know how they should be ranked, engaged
or prioritized. Mapping helps in identifying the efforts that should be made when engaging each
stakeholder group. Figure 2 below is the stakeholder matrix for the third runway construction
project at Sydney (Kingsford Smith) Airport. On the matrix, the vertical axis represents influence
of stakeholders on the project while the horizontal axis represents interest (degree of
involvement) of stakeholders in the project. The matrix will be updated after every three months.

Stakeholder Engagement Plan 16
Figure 2: Stakeholder matrix
From the stakeholder matrix in Figure 2 above, more efforts should be made to address
the concerns of stakeholders with high influence and high interest (client, project board, lead
consultant, contractors and subcontractors). This is followed by those with high influence and
low interest (government officials, suppliers, interest groups and media), high interest and low
influence (employees and impacted communities), and lastly those with low interest and low
influence (vulnerable groups and public). However, it is important to note that even though
engagement efforts are different, all stakeholders are key and therefore should be engaged
adequately.
4. Stakeholder engagement strategy
4.1. Stakeholder engagement stages
Stakeholder engagement is very critical in preventing or solving management related
risks. The engagement is an on-going process that will take place during all phases of the project.
The three main stages of stakeholder engagement are as follows:
Government officials,
Suppliers, Interest Groups
and Media
Vulnerable Groups and
Public
Employees and Impacted
Communities
Client, Project Board, Lead
Consultant, Contractors
and Subcontractors
Low High
Low
High
Influence
Interest

Stakeholder Engagement Plan 17
4.1.1. Baseline engagement stage
The main focus of this stage is to collect information and views from stakeholders. These
activities will be performed using the following approaches: interviews, focus group meetings,
workshops, one-to-one meetings, etc. The key objectives of baseline engagement stage include
to: familiarize the project to key stakeholders; categorize potential issues and impacts that will
affect the project in subsequent stages; identify and access essential data for the project; collect
stakeholder views about the project and ensure that the views are considered in key decision
making processes; and collect stakeholder feedback.
4.1.2. Disclosure and consultation stage
This stage entails disclosing and consulting about completed activities of the project.
Some of the key objectives of this stage are: give feedback to stakeholders about potential
impacts of the project; and collect stakeholder input about assessed project impacts.
4.1.3. Continuous engagement stage
This entails sharing information and consulting stakeholders continuously as the project
progresses. The Company will engage representatives of each stakeholder group by informing
them about all ongoing project activities. The information will be unveiled through community
forums, notice boards, etc.
4.2. Sources of Information
Relevant information about the project will be provided through the following channels:
 Company website
 Company’s headquarters office and local premises
 Company’s social media pages (Facebook and Twitter)

Stakeholder Engagement Plan 18
 Company’s blog
 Company affiliates’ offices and websites
4.3. Communication Methods
The Company will use different methods of communication to engage stakeholders. Some of
these include the following:
 Company website
 Project offices
 Electronic media (television and radio)
 Press releases
 Press conferences
 Formal monthly reports
 Public and community meetings
 Workshops
 Newspaper announcements, advertisements and articles
 Public displays and info points
 Letters, newsletters, posters and brochures
 Social media (such as blogs, text messaging, Facebook, Twitter, etc.)
 Digital media (such as banners and e-newspaper)
 Small group and one-to-one meetings
5. Grievance management
In the context of this report, grievance is any compliant or concern raised by stakeholders
during various stages of the project. All grievances received will be responded to accordingly.

Stakeholder Engagement Plan 19
The company will create and distribute grievance communication materials to help stakeholders
understand how they can submit their grievances. Grievance forms will also be made available to
all stakeholders. When submitting grievances, stakeholders can remain anonymous or request
their personal information to be kept confidential. The Company will respond to all grievances
within the shortest time possible (usually within 14 working days) and through the preferred
method of communication that will have been specified by the complainant.
The main objectives of grievances management are to:
 Give stakeholders a clear procedure for raising grievances and providing comments.
 Give stakeholders the opportunity to raise their concerns or give comments anonymously
by using suggestion boxes.
 Create a structured way of managing and handling comments, grievances and responses,
and also monitor the created structure so as to establish its effectiveness
 Ensure that all grievances, comments and responses are handled in a transparent and fair
manner, and in accordance with the Company’s internal policies and to the best
international practice.
The general procedure that the Company will use to manage grievances is as follows:
i) Receive a grievance: stakeholders can submit grievances during regular meetings,
informal meetings, local consultative forums, through a telephone call, by sending
email, communicating with the Company management directly, putting comments in
suggestion boxes or via community liaison officer.
ii) Log the grievance: this entails entering full details of the grievance in the relevant
database register.

Stakeholder Engagement Plan 20
iii) Provide initial response: the Company will contact the complainant within 7 working
days to acknowledge receipt of the grievance. The complainant will be informed
about subsequent steps that the Company will take to investigate the issue.
iv) Investigate the grievance: the company will identify relevant persons to investigate
the issue and aim to complete the investigation within 10 working days. In some
cases, external experts may be involved in the investigation. As the investigation
continues, the complainant will be updated accordingly and may also be required to
help in the investigation by providing essential information about the issue raised.
v) Resolve or conclude the grievance: from the findings of the investigation, the
Company will resolve the grievance, establish strategies that will prevent
reoccurrence and consult aggrieved parties to ensure that they are satisfied with the
recommendations. If any of the aggrieved parties are not satisfied with the
Company’s recommendations or solution, a task force will be established to carry out
further investigation and propose final recommendations.
6. Implementation of the SEP
The Company has the overall responsibility of ensuring that all stakeholders are
adequately engaged throughout the project period. Each stakeholder group will be required to
select a representative through which the Company will disseminate information and collect
views. The Company will also organize weekly and monthly coordination meetings to keep
stakeholder group representatives updated of all ongoing project activities. The key Company
staffs that will be responsible for implementation of the SEP are executive director, general
manager, executive assistant, operations director, project manager, stakeholder engagement
officer, chief legal officer, chief environmental officer, safety and training officer, and

Stakeholder Engagement Plan 21
community liaison officer. There will be capacity building for the SEP implementation staffs to
train them on how to ensure that the plan is implemented successfully. All stakeholder
engagement activities will be coordinated and overseen by the stakeholder engagement officer.
7. Monitoring, evaluation and reporting of SEP implementation
7.1. Monitoring and Evaluation
The Company will maintain an activity file and database containing details of all
consultations, meetings held, grievances collected and information disclosed throughout the
project. These documents will be available for public review at any time, if requested.
Senior management of the Company will evaluate stakeholder engagement periodically, in
conjunction with stakeholder group representatives. The evaluation shall be done by considering
the following indicators:
 Project stakeholders’ level of understanding
 Number of grievances logged and how they were addressed
 Level of affected people’s involvement in the joint stakeholder engagement activities,
committees and overall project activities.
The abovementioned indicators will be measured using the following data: monthly reports,
concerns raised and management responses given, key stakeholder feedbacks and grievance
register.
The Company will also carry out a study to establish the satisfaction level of stakeholders in
the engagement process. This will help in determining whether the stakeholder engagement
strategies are effective or need to be improved.

Stakeholder Engagement Plan 22
7.2. Reporting
7.2.1. Monthly Reports
The stakeholder engagement officer will prepare monthly reports providing details of
stakeholder engagement activities, and submit the reports to the operations director. The monthly
reports will include: new stakeholder groups, activities performed during the month, number of
people who visited the Company’s information centres, public outreach activities, number of
complaints logged in the grievance register, progress on consultations, partnerships and
communications, and subsequent months’ plans.
7.2.2. Annual Reports
The annual reports will be prepared from the monthly reports. The annual report will be a
summary of stakeholder engagement activities undertaken throughout the year. This includes a
summary of public consultation, communication and partnership issues, number of grievances
registered and resolutions issued.
The Company will also report back to stakeholders on several issues, including: major
findings from stakeholder engagement activities, progress on resolution of key issues raised by
most stakeholder groups, progress of SEP implementation, and main challenges in stakeholder
engagement and recommendations on how they can be prevented or minimized.
The Company will use the following reporting methods: reporting to key stakeholders on
quarterly or yearly basis, reporting directly to impacted communities via the community liaison
officer, and publishing reports, sharing them with stakeholders and making them available in the
information centres, among others.

Stakeholder Engagement Plan 23
8. Conclusion
The actual construction of a third (parallel) runway at Sydney (Kingsford Smith) Airport
started in 1989 and was completed in 1994 (Sydney Airport, (n.d.)). Stakeholder engagement on
the actual project would be fairly different from what is being proposed now in a number of
ways. First is the level of engagement. Today’s stakeholder engagement is more extensive and
demanding than it was in the last century. Second is the number of stakeholder groups.
Undertaking this project today involves more stakeholder groups than it was in the last century.
The number of vulnerable groups, interested groups, impacted communities and the public is
more today than in the last century. Third is stakeholder engagement after completion of the
project. Today, there is more demand to continue engaging stakeholders after completing the
project than it was in the last century. Fourth is the stakeholder engagement approaches. Most of
the approaches used today are technology-based while majority of those used in the last century
were traditional methods. For instance, information today is largely shared with stakeholders
through methods such as social media platforms, email, etc.

Stakeholder Engagement Plan 24
References
Aaltonen, K. & Kujala, J., 2010. A project lifecycle perspective on stakeholder influence strategies in
global projects. Scandinavian Journal of Management , 26(4), pp. 381-397.
Aapaoja, A., 2014. Enhancing Value Creation of Construction Projects Through Early Stakeholder
Involvement and Integration, Oulu, Finland: University of Finland.
Achterkamp, M. & Vos, J., 2008. Investigating the use of the stakeholder notion in project management
literature, a meta-analysis. International Journal of Project Management, 26(7), pp. 749-757.
Ackermann, F. & Eden, C., 2010. Strategic Management of Stake-holders: Theory and Practice. Long
Range Planning, 44(3), pp. 179-196.
Amponsah, R., 2012. The Real Project Failure Factors and the Effect of Culture on Project Management n
Ghana, Accra: ICBE-RF.
Atkin, B. & Skitmore, M., 2008. Editorial: Stakeholder Management in Construction. Construction
Management and Economics, 26(6), pp. 549-552.
Ballejos, L. & Montagna, J., 2008. Method for Stakeholder Identification in Interorganizational
Environments. Requirements Engineering, Volume 13, pp. 281-297.
Bal, M., Bryde, D., Fearon, D. & Ochieng, E., 2013. Stakeholder Engagement: Achieving Sustainability in
the Constructon Sector. Sustainability, 6(2), pp. 695-710.
Bates, C., 2015. The Importance of Stakeholder Engagement. [Online]
Available at: https://www.entrepreneurmag.co.za/advice/business-leadership/leading/the-importance-
of-stakeholder-engagement/
[Accessed 1 August 2018].
Bloomberg News, 2017. Government to build $5bn Western Sydney Airport. [Online]
Available at: https://www.ausbt.com.au/federal-government-to-build-5bn-western-sydney-airport
[Accessed 31 July 2018].
Buertey, J., Amofa, D. & Atsrim, F., 2016. Stakeholder Management on Construction Projects: A Key
Indicator for Project Success. American Journal of Civil Engineering, 4(4), pp. 117-126.
Caron, F., 2014. Project planning and control: early engagement of project stakeholders. The Journal of
Modern Project Management, 2(1).
Chinyio, E. & Akintoye, A., 2008. Practical approaches for engaging stakeholders: findings from the UK.
Construction Management and Economics, Volume 26, pp. 591-599.
Chinyio, E. & Olomolaiye, P., 2010. Construction Stakeholder Management. 1st ed. London, UK: Wiley-
Blackwell.
Collinge, B., 2016. Stakeholder Management Strategies During Construction Project Work. Journal of
Healthcare Management, 22(8).

Stakeholder Engagement Plan 25
Cuppen, E., Bosch-Rekveldt, M., Pikaar, E. & Mehos, D., 2016. Stakeholder engagement in large-scale
energy infrastructure projects: Revealing perspectives using Q methodology. International Journal of
Project Management, 1(1).
De Bony, J., 2010. Project Management and National Culture: A Dutch-French Case Study. International
Journal of Project Management, Volume 28, pp. 173-182.
El-Sawalhi, N. & Hammad, S., 2015. Factors affecting stakeholder management in construction projects
in the Gaza Strip. International Journal of Construction Management, 15(2), pp. 157-169.
Erkul, M., Yitmen, I. & Celik, T., 2016. Stakeholder Engagement in Mega Transport Infrastructure
Projects. Procedia Engineering, Volume 161, pp. 704-710.
Khan, A., 2014. Effects of cultural assimilation on the performance of a construction project – evidence
from UAE. Benchmarking: An International Journal, 21(3), pp. 430-449.
Kivits, R., 2011. Three component stakeholder analysis. International Journal of Multiple Research
Approaches, 5(3), pp. 318-333.
Li, T., Ng, S. & Skitmore, M., 2012. Conflict of Consensus: An Investigation of Stakeholder Concerning
During the Participation Process of Major Infrastructure and Construction Projects in Hong Kong.
Habitat International, 36(2), pp. 333-342.
Louma-aho, V. & Vos, M., 2010. Towards a more dynamic stakeholder model: acknowledging multiple
issue arena. Corporate Communication: An International Journal, 15(3), pp. 315-331.
Luckmann, P. & Farber, K., 2016. The Impact of Cultural Differences on Project Stakeholder Engagement:
A Review of Case Study Research in International Project Management. Procedia Computer Science,
Volume 100, pp. 85-94.
Luoma-aho, V., 2015. Understanding Stakeholder Engagement: Faith-holders, Hateholders &
Fakeholders. Research Journal of the Institute for Public Relations, 2(1), pp. 1-28.
Mathur, V., Price, A. & Austin, S., 2008. Conceptualizing stakeholder engagement in the context of
sustainability and its assessment. Construction Management and Economics, 26(6), pp. 601-609.
Morrissey, B., 2015. The importance of stakeholder and community engagement in engineering projects.
[Online]
Available at: http://www.engineersjournal.ie/2015/04/21/importance-stakeholder-community-
engagement-engineering-projects/
[Accessed 31 July July].
Nguyen, T., Chileshe, N. & Rameezdeen, R., 2017. External stakeholder strategic actions in construction
projects: a Vietnamese study. Construction Management and Economics, pp. 1-10.
Oates, J. & Dodds, L., 2017. An approach for effective stakeholder engagement as an essential
component of the ecosystem approach. ICES Journal of Marine Science, 74(1), pp. 391-397.
Ochieng, J. & Chileshe, N., 2016. Engagement strategies and challenges for adoption of stakeholder
management approaches (SMA) in South Australian construction industry: Preliminary observations.
Manchester, UK, Association of Researchers in Construction Management (ARCOM).

Stakeholder Engagement Plan 26
Oke, A. & Aigbavboa, C., 2017. Construction Projects and Stakeholders. In: Sustainable Value
Management for Construction Projects. New York City: Springer Publishing, pp. 49-73.
Olander, S. & Landin, A., 2008. A comparative study of factors af-fecting the external stakeholder
management process. Construction Management and Economics, Volume 26, pp. 553-561.
Prabhu, G., 2016. Study on the Influence of Stakeholders in Construction Industry. International Journal
of Engineering Technology, Management and Applied Sciences, 4(6), pp. 31-45.
Project Management Institute, 2013. A Guide to the Project Management Body of Knowledge. 5th ed.
Newtown Square, Pennsylvania: PMI Publishing Division.
Royal Institute for Chartered Surveyors, 2014. Guidance Note: Stakeholder Engagement. 1st ed. London:
RICS.
Saghatforoush, E., Trigunarsyah, B., Too, E. & Heriva-Torbati, A., 2010. Effectiveness of constructability
concept in the provision of infrastructure assets. Brisbane, Queensland University of Technology.
Sydney Airport, (n.d.). Facts and Figures. [Online]
Available at: https://www.sydneyairport.com.au/corporate/about/reports-and-publications/fact-sheets
[Accessed 6 August 2018].
Tengan, C. & Aigbavboa, C., 2017. Level of Stakeholder Engagement and Participation in Monitoring and
Evaluation of Construction Projects in Ghana. Procedia Engineering, Volume 196, pp. 630-637.
Van Zyl, A., 2013. The Importance of Stakeholder Engagement in Managing Corporate Reputations.
International Journal of Innovation and Sustainable Development, 7(1), pp. 46-60.
Yang, J. et al., 2011. A Typology of Operational Approaches for Stakeholder Analysis and Engagement.
Construction Management and Economics, 29(2), pp. 145-162.
Yang, R., Wang, Y. & Jin, X., 2014. Stakeholders’ Attributes Behaviors, and Decision-Making Strategies in
Construction Projects: Importance and Correlations in Practice. Project Management Journal, 45(3), pp.
74-90.
Zegarac, V. & Spencer-Oatey, H., 2013. Achieving mutual understanding in intercultural project
partnerships: Cooperation, self-orientation, and fragility. Intercultural Pragmatics, 10(3), pp. 433-458.
Zuber, L., 2013. What in the world were we thinking, Managing stakeholder expectations and
engagement through transparent and col-laborative project estimation. Project Management World
Journal, 2(10).