What is a context analysis and stakeholder analysis?

A context analysis is an important part of various ISO standards, such as ISO 22000. Are you certified for ISO 22000 or for the GFSI-recognised FSSC 22000 standard? Then you must comply with the requirements for context analysis and stakeholder analysis. But what does this mean in practice?

Involved in the food chain

The ISO 22000 standard focuses on companies that are directly or indirectly involved in the food chain. The standard specifies the requirements for a management system in combination with food safety. Implementing ISO 22000 ensures that the food safety management system can be planned, implemented, maintained and updated to deliver products and services that are safe for their intended use. It also ensures that the products or services comply with applicable laws and regulations and meet agreed customer requirements.

The basis of ISO standards is the same and focuses on the organisation of the company. This includes clearly mapping out your organisation through an organisational chart and job descriptions, policy and management and responsibility. In addition to the internal organisation, it is also important that management knows how the organisation fits into the environment in which it operates. You can map this out through a context analysis and stakeholder analysis. Chapter 4 of the ISO 22000 standard contains the requirements for these topics.

Context analysis

Context refers to: ‘The total environment in which the organisation derives its meaning. This can refer to literal ’text" as well as a situation or the people involved. The context is the background or reference of an expression, idea or event from which it derives its meaning.

Section 4.1 of the ISO 22000 standard states that the organisation must identify external and internal issues that are relevant to its objectives and that affect its ability to achieve the intended results of its food safety management system. The organisation must identify, assess and update information relating to these external and internal issues. This can be determined and recorded by means of a context analysis, so that the organisation gains insight into its context.

Components of a context analysis

A context analysis usually consists of three components:

1. An internal analysis of the organisation: what is the internal vision/strategy and what are its strengths and weaknesses? Are there any internal problems or challenges?

2. An analysis of the external environment: what are the important developments that affect the organisation? What opportunities and threats are there?

3. A stakeholder analysis: which parties have an influence on and/or an interest in the organisation's performance?

Strengths and weaknesses, opportunities and threats

Points 1 and 2 are referred to as a SWOT analysis. This analysis allows you to identify important points that may influence the intended results of the food safety management system. An example of a strength is that an organisation has well-trained employees who can carry out their work independently. A weakness here could be that a lot of knowledge is lost when these employees leave.

Opportunities and threats to the organisation can be found in various external areas, such as social and economic conditions, competition or market forces. Pay attention to how the products are marketed and what the sales channel is. Are your products sold locally or internationally? This can make a difference. An example of an opportunity is that the competition has insufficient capacity. A threat could be that the product is considered controversial by activist groups.

Stakeholder analysis

A stakeholder analysis begins with identifying all of the organisation's stakeholders. The ISO definition is: ‘A stakeholder is a person or organisation that can influence a decision or activity, be affected by a decision or activity, or consider itself affected by a decision or activity.’

Every department within the organisation has to deal with internal and external stakeholders. For each stakeholder, you must identify their interest in the organisation's actions and their influence on these actions. The focus is on designing and managing your processes in such a way that you can meet the requirements, wishes and expectations of your stakeholders. In simple terms, you look at the wishes and interests of your stakeholders and then determine how you will manage them. Make sure you update both parts when changes occur.

More information?

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Author: Angelique van Oostveen Senior QA Advisor