The range of secondary stakeholders of an EMB is likely to be diverse, and includes the following:
- EMB suppliers;
- the public at large; and
- regional and international networks.
EMB Suppliers
An EMB relies on many suppliers for products such as technology, equipment, vehicles and election materials as well as services such as consulting, cleaning, security and transport. Unless an EMB maintains good working relations with these suppliers, its performance may be adversely affected by, for example, suppliers not keeping deadlines or supplying substandard products and services.
To maintain good relations with its suppliers, an EMB should ensure transparency, professionalism and efficiency in the invitations for expressions of interest to supply goods and services; share information with suppliers and prospective suppliers on the EMB’s values, such as strict adherence to integrity, dignity, professionalism and efficiency; pay suppliers within the deadlines agreed; and arrange suppliers’ information forums to discuss their concerns and formulate agreed solutions.
The Public at Large
The general public is also an EMB stakeholder. As an organization promoting democratic values and improved governance, an EMB has the responsibility to be a good corporate citizen. In its activities it needs to consider the community’s health and safety, and be environmentally safe. In its external and internal working relationships, an EMB has the responsibility to be a good practice model of the values it represents, such as democratic decision-making processes; respect for the rule of law; non-intimidatory practices; honesty and incorruptibility; transparency; accessibility for all societal groups, including those marginalized through disability, illiteracy or remoteness; and promotion of gender balance. An EMB can seek to develop programmes of social responsibility by ploughing back into the community the skills, knowledge and other resources at its disposal.
Regional and International Networks
An EMB has stakeholders that do not form part of its immediate environment but have a bearing on its policies and programmes. The connections between EMBs and the international community have become stronger as a result of intensified international cooperation in democracy promotion and electoral assistance. The creation of regional and international electoral networks has opened up opportunities for EMBs to meet regularly at conferences and workshops and to undertake study visits and other joint projects (see Chapter 11). Regional networks present opportunities for partnerships in sharing knowledge and materials and in the processes of peer review and evaluation.
International and regional instruments are a basic yardstick for assessing the quality of elections and have been widely used by election observers. The Global Declaration of Principles and Code of Conduct for International Electoral Observation adopted by the UN and by global and regional organizations in October 2005 is an example. An EMB that seeks to maintain a good reputation needs to align its practices and policies with internationally and regionally recognized principles, and be aware of global trends in electoral management.
