Novartis
Forum
ISSUES:
Acceptance
of GMOs (genetically modified plants for food production) in Germany (1997-1999;
in 2000 focus shifted to healthcare issues around aging)
GOALS:
Create
platform for informed debate, demonstrate company’s willingness to listen to
stakeholders
PARTICIPATING
STAKEHOLDERS: environmental
NGOs, consumer groups, ethical and religious institutions, politicians,
administrators, scientists, communication consultants, trade unions,
representatives from different industries (all relevant to the issue), media
TIME
FRAME: annual
event since 1997, 1 ½ days duration
MSP
CONTACT DETAILS; PUBLICATIONS; URL: publication
available from Novartis Germany, www.de.novartis.com
(contact Martina Bauer), or Novartis International, www.novartis.com
(contact Andreas Seiter)
Classification:
Type:
Informing
Level
of MSP: National
Procedural
Aspects:
Designing
the MSP
Process
was designed by the company Novartis Germany (communications department)
together with consultants.
Identifying
the issues to be addressed in an MSP
Issues
defined by the company (related to Novartis’ technology and products).
Identifying
relevant stakeholders
Novartis,
in consultation with important stakeholder groups.
Identifying
MSP participants
Novartis
either knew the relevant people (e.g. GMO expert in trade union) or asked
stakeholder group for advice (“who in your institution is the expert on GMOs?”).
Setting
the goals of an MSP
No
specific goals of the event which would need to be agreed upon. Important is
mutual listening and learning. Mix of presentations and discussion (panel, panel
and full audience, group discussions). No company presentations, Novartis in
listening role.
Setting
the agenda
Agenda
is being set by Novartis, consultants and speakers / chairpersons of panel
discussions.
Setting
the time-table
Same
as agenda.
Preparatory
process
Thorough
pre-discussions between consultants, designated speakers and Novartis.
Communication
process
See
“goals”. Start with presentations (different viewpoints on the issue),
discussion, breakout groups. Evening off to allow for informal discussions (very
important aspect). No formal meta-communication, but a lot informal; chance to
talk to people who are usually not easily accessible.
Decision-making
process: procedures of agreement
In
discussions, one goal is to identify agreements and disagreements (where do we
need more debate?), but no formal agreement sought on anything.
Implementation
process
No
formal implementation; experience is that participants tend to return the
invitation if they organize dialogue events – the debate goes on, proceeds
faster and smoother as before.
Closing
the MSP
Open
process, ongoing but adapting to the current issues (stress lines between
company and society).
Structural
Aspects:
Structures
/ institutions of the MSP
Secretariat
provided by the company; consultants help to approach speakers or identify
important stakeholder representatives, assist in briefing speakers.
Facilitation
Logistics
provided by the company, moderation of event shared between senior company
executive and outside chairperson. Journalists typically act as facilitators of
workshops.
Documentation
Company
puts together a written report and sends it to the participants and to all
others who want to be informed.
Relating
to not-participating stakeholders
Only
by word of mouth, event is not widely announced. Experience is that several
people register spontaneously – without being invited.
Relating
to the general public
No
direct link into the meeting, but there are always journalists present who are
encouraged to write about it.
Linkage
into official decision-making process
No
formal link into decision making process.
Funding
Entirely
funded by Novartis.
[ information gathered as of 16 February 2001 ]
