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SMB/6801B/INF For IEC use only 2020-01-24

INTERNATIONAL ELECTROTECHNICAL COMMISSION

STANDARDIZATION MANAGEMENT BOARD SUBJECT Final ahG 76 report on MPIP item 1.2.1 Outreach and Engagement

BACKGROUND Further to SMB members’ comments please find attached the final report from Russell Reefer on MPIP item 31.2.1 Outreach and Engagement. ACTION SMB is invited to note the report.

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IEC MPIP – 1.2.1

ahG 76

Jan 2020

IEC SMB ahG 76 Masterplan Implementation Plan 1.2.1 Outreach and Engagement Description: Identify capabilities needed and develop integrated outreach plans, based on the analysis made in 1.1, to engage relevant stakeholders for use by NCs

ACTION

• Members of ahG 76 are invited to provide comment and input on this document and recommendations. As discussed in the most recent ahG 76 meeting, this document would then be distributed to the SMB for consideration and input, and possible discussion at the October SMB or CAG meeting, depending on comments received.

• It is agreed that this first report/assessment represent a "start" the outreach activity including assessment of outreach activities that are already existing in IEC (including an indication of any major "gaps")

• Once MSB has identified more details in their roadmap, SMB will have further opportunity to revisit other outreach activities (including "gaps") under phase two. (See figure 2).

• Members are invited to discuss whether these are the right areas to focus our attention.

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IEC SMB ahG 76 Masterplan Implementation Plan .............................................................................................. 1

1.2.1 Outreach and Engagement ....................................................................................................... 1

BACKGROUND: ....................................................................................................................................................... 4

LANGUAGE FROM MASTERPLAN ....................................................................................................... 4

EXISTING IEC OUTREACH & ENGAGEMENT ACTIVITIES (INCL. ANALYSIS OF "GAPS" AND "OPPORTUNITIES") ............................................................................................................................. 4

Discussion in CAG 2018-10-20 ........................................................................................................ 4

Key thoughts ............................................................................................................................... 4

Initial Solutions ........................................................................................................................... 4

Input from Regulator Forum, February 2018 ................................................................................ 5

Key thoughts ............................................................................................................................... 5

Recommendations for Regulators ............................................................................................. 5

Recommendations for IEC .......................................................................................................... 5

Discussion in ahG 76, February 2019 ............................................................................................. 6

Key thoughts / Recommendations ............................................................................................ 6

IEC CO Marketing / Existing Outreach Plan Activities ................................................................... 6

Key thoughts / Recommendations ............................................................................................ 6

IEC: often invisible always essential ...................................................................................... 6

Everybody who needs to know knows! ................................................................................. 6

Many non-technical influencers ............................................................................................ 7

Highly technical, not easy to find .......................................................................................... 7

Make IEC technical output relevant output relevant in terms of how it impacts people’s lives ......................................................................................................................................... 7

Mapping IEC standards to given societal concerns, i.e. point to outcomes rather than individual technologies or standards. ................................................................................... 8

For example, SDGs .................................................................................................................. 8

For example, Energy Efficiency .............................................................................................. 8

For example, Risk Management ............................................................................................ 8

Identifiable capabilities #4: Greater external and internal collaboration .................... 9

For example, Standards for cities .......................................................................................... 9

IEC Communication Strategy ................................................................................................. 9

(i) Protect the base ............................................................................................................. 9

(ii) Expand the base ............................................................................................................ 9

Find the balance between standards and testing and certification ..................................... 9

Start using the IEC brand now. ............................................................................................ 10

IEC e-tech + other resources ................................................................................................ 10

Social media .......................................................................................................................... 10

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Basecamp resources for experts .......................................................................................... 10

Making the business case .................................................................................................... 11

Explaining how and what the IEC does ................................................................................ 11

CONCLUSION / PHASE 1 RECOMMENDATIONS .............................................................................. 11

Identified Capabilities .............................................................................................................. 11

Identifiable capabilities #1: Develop IEC deliverables that are accessible and usable earlier within the standards development process .................................................... 11

Identifiable capabilities #2: a simple IEC "mapping tool" for applications and products ........................................................................................................................ 11

Identifiable capabilities #3: Other mapping tools. ...................................................... 12

Identifiable capabilities #4: Greater external and internal collaboration .................. 12

Identifiable capabilities #5 Link to remote participation ............................................ 12

Identifiable capabilities #6: Link to IEC’s CA service ................................................... 12

Identifiable capabilities #7: Link to brand implementations work ............................ 12

Other Interim Recommendations ............................................................................................ 12

Recommendation 1: Better use of existing collateral ......................................................... 12

Recommendation 2: Utilize member network / SMB for stakeholder mapping, gap analysis. ................................................................................................................................ 12

Recommendation 3: IEC CO produces a refreshed IEC Marketing network. ..................... 13

Recommendation 4: IEC CO promotes the public review system to emerging economies/developing countries (whether affiliate members or not) ............................. 13

Recommendation 5: IEC CO establish communication channels for developing countries to make them more aware of standards work underway and encourage inputs ............. 13

FIGURE 1 PHASE 1 OUTREACH AND ENGAGEMENT SWOT ANALYSIS ............................................ 14

FIGURE 2: SMB IEC SMB AHG 76 MASTERPLAN IMPLEMENTATION PLAN / 1.2.1 OUTREACH AND ENGAGEMENT PLAN ......................................................................................................................... 15

NOTES: .............................................................................................................................................. 16

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BACKGROUND: LANGUAGE FROM MASTERPLAN "1.2 Bringing together all relevant stakeholders."

"The IEC will continue to proactively strengthen its relationship with industry (including manufacturers, SMEs, operators, installers, utilities, as well as IT and other service providers), as the main core contributor and user of its work. However, this should not result in other stakeholders being neglected and particular attention should therefore also be given to regulators and policy makers, to build trust and use of IEC work in regulatory and legislative activities. Furthermore, end users of conformity assessment services should be given a forum to provide direct input on related IEC activities. Stakeholder identification and engagement should be the responsibility of the entire IEC community, in particular, National Committees and Technical Committees, and sharing of best practices should be encouraged. "

"Masterplan Implementation deliverable."

Identify capabilities needed and develop integrated outreach plans, based on the analysis made in 1.1, to engage relevant stakeholders for use by NCs

EXISTING IEC OUTREACH & ENGAGEMENT ACTIVITIES (INCL. ANALYSIS OF "GAPS" AND "OPPORTUNITIES") Discussion in CAG 2018-10-20 This topic was first discussed by the IEC SMB CAG in October 2018, during which a brainstorming session was held to consider the need.

The objective of the session was to help: Identify relevant stakeholder groups to be considered, define targets

Gap analysis of existing outreach plans for respective stakeholder groups

Key thoughts There are new entrants to the market, changing industry requirements. IEC requires a better understanding of the new markets, new technologists, new innovators, disruptors, new c-suite. [1] These stakeholders often do not know (or possibly do not care) what standards can offer if they are not able to make the connection to their bottom line, i.e. what is the Return on Investment (RoI)? Is IEC moving quickly enough to address this?

Link to IEC brand. Are standards "sexy?". Need to strengthen the branding of IEC and develop sharper messages that will position IEC in a new light, i.e. why' IEC exists and why it should matter to you [different stakeholder]."

Need to change the perception of standards as a barrier and gear it as a tool for opening markets.

IEC – culture change needed with IEC, e.g. IEC can help by operating and encouraging a more collaborative culture around internal projects – e.g. MSB + CAB + SMB collaboration.

Initial Solutions "Refine the message to focus on conveying the added value of IEC to the people who will use them.

"Stakeholder mapping - Identification of relevant stakeholder / who are our clients? (Define your stakeholders and methods of engagement)."

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"We are selling a solution, IEC can move more quickly and maintain quality when required. Need to think beyond the pure international standard (IS) (possibly SRDs), [diversification of product offering'] what is the package? Remember we cannot [and should not] try to satisfy everyone."

"Develop a toolkit for stakeholder engagement and understanding the value similar to SG13 consortia guidance on providing things that NCs can utilise."

"3rd party objective assessment (a fresh pair of eyes) of where IEC needs to be in terms of stakeholder mapping and engagement what do they need, what do?"

Input from Regulator Forum, February 2018 Key thoughts IEC produced a short report following the Regulator Forum, which took place during the 2018 IEC GM. [2] This report included an overview of the 2-day meeting in Busan, alongside some helpful statement and a list of key recommendations from participants, for example:

"Standards, together with conformity assessment, are important tools for the regulators. They promote best regulatory practice by providing reference points that allow laws and regulations to stay up to date."

"It's important that the entire community are working together to address and break down silos...regulators [have] a critically important coordination role, but they needed help from the standardization bodies to inform their policy decisions."

"[There is] a clear need to strengthen the educational process between the IEC and regulators…too few policymakers understood the unique international system of standards and conformity assessment for advancing technology and improving safety and reliability."

Recommendations for Regulators The report listed four recommendations for regulators, as follows:

1. Regulators should prioritise international standards to remove technical barriers to trade. In areas such as cybersecurity adhering to international standards is crucial.

2. Regulators should regard IEC National Committees as their main interface for gathering information and conveying standardization needs.

3. Institutions should share their plans, projects and agendas with the IEC as part of a two-way flow of information.

4. Regulators should be inspired by the UNECE WP 6 initiative to develop harmonized programmes for international regulation supported by standards.

Recommendations for IEC There were also seven recommendation for IEC: improve engagement and outreach to regulators

1. Raise awareness about standards and conformity assessment, wherever possible by simplifying IEC messaging and avoiding the use of jargon and acronyms.

2. Help IEC National Committees to be the main conduits of information to regulators. 3. Provide regulators with training and briefing papers to help them understand how

standards can support their policy goals. 4. Collect a selection of case studies demonstrating how international standards and

conformity assessment services are used by regulators around the world.

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5. Develop "one-stop-shop" packages of standards and conformity assessment that cater to specific sectors, products and services. This would combine IEC standards with those of other standards bodies to help regulators save time and effort.

6. Tailor IEC brochures for regulators as executive briefing papers. Produce regular webinars.

7. Develop and implement a coordinated outreach programme to provide regulators with regular information and to collect feedback.

Discussion in ahG 76, February 2019 Key thoughts / Recommendations The topic was discussed again during the ahG 76 meeting held in Montreux in February 2019. At that time, the ahG prioritised the focus to value propositions based around success stories testimonials? –This exercise identified to two main use cases: (i) C: suite, i.e., "demonstrate Standards means business" and (ii) Attracting Regulators – develop good examples of narratives for Regulator involvement.

Members concluded that there is an ongoing challenge to articulate the benefits of electrotechnical standardization standards in business cases.

For example, it was noted that not all C-suite have exposure to or recognise the impact of electrotechnical standardization within their businesses and their supply chains and therefore "standards" as concept sits away from the centre.[3] This was in contrast to those C-Suite who have directly confronted a standard at some stage in their working or academic life and have a more developed understanding of the benefits.[4]

Identifiable capabilities #1: Develop IEC deliverables that are accessible and usable earlier within the standards development process: The challenge is how to bridge the gap between those who know and those who do not. For example, IEC could look at developing deliverables that are accessible and usable earlier within the standards development process? One way to do this could be to change our process to make CDVs integrate into the working practice of companies? Could such an "early benefits release “contribute to greater recognition of the value and benefit electrotechnical standardization? It is recognised that some form of piloting of this approach would be required to ensure this process is not set up at too early a stage.

IEC CO Marketing / Existing Outreach Plan Activities Information was also directly sourced from IEC CO Marketing colleagues, via several conversations, as well as material prepared for NC Secretaries webinar on communicating the value of IEC work.

Key thoughts / Recommendations

IEC: often invisible always essential The IEC is a venerable organization. It exists since 1906, and yet it remains largely unknown. Why is that?

Everybody who needs to know knows! Until the 1990s, the IEC didn't communicate about its work.

The mantra was: "Everybody who needs to know knows and is involved. The IEC is unique, and we don't have any competition."

We all know that both statements are incorrect.

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Many non-technical influencers There are now many non-technical audiences that engage in discussions around topics that were traditionally only discussed by experts; smart cities, smart grid, energy efficiency, energy access, sustainable transportation, to name but a few.

These people need to find our work more efficiently, to avoid duplication that would hinder global trade, and to ensure that we are sitting at the table where such topics are discussed.

The IEC community through the Masterplan has given us a clear mandate to increase the level of awareness of the IEC in the world, beyond traditional IEC stakeholders. Easier said than done.

Highly technical, not easy to find Lay people often have a hard time discovering and understanding what we do. IEC work is highly technical. Experts find it, but influencers and non-technical people in companies, international organizations or the media often don't.

Many IEC Standards have titles that mean a lot to experts but not so much to the educated layman, regulator or entrepreneur. With it, important IEC work remains behind the scene, and we miss out on getting credit for it.

Contrary to other SDOs, IEC generally doesn't have a single suite of standards that covers a given topic in its entirety, say a washing machine, elevator or even an object as small as a power bank, for which we provide all the standards.

We also often miss out on branding IEC contributions the whole world uses, such as the on-off button, IP ratings, or the efficiency classification of electric motors.

To illustrate the potential of this issue, we can look at projections relating to the rise of the new global middle class, (by 2030, this will number 4.9 billion people). [5] Yueh L. (2018) makes an interesting correlation that suggests that global measures of middle class equate to the capacity to purchase a refrigerator. i.e. Owning a fridge indicates the financial capability to buy white-goods, and to have access to a constant source of electricity and fresh food products. [6] Refrigerators are also a proxy for global trade, which is underpinned by international standards. Increased use of international standards is a lever to overcome market access barriers around the world, which can open up a wealth of opportunity for companies to export into new and emerging markets (Steedman, 2019) [7]

Identifiable capabilities #2 “A simple IEC "mapping tool" for applications and products”: There are clear links to electrotechnical standards, particularly the promotion of IEC's mission. [8] Again, what capabilities exist, to leverage these trends and ensure? For example, a simple IEC "mapping tool" for applications and products, that make it easier to identify the involved standards? The capability would be an "easy win" in demonstrating how IEC technical outputs are relevant and impact people's lives, and also ensure that IEC stays relevant as the go-to standardisation coordination platform. There is also opportunity to link to the Ahg76 mapping project based on Masterplan Implementation goal 1.3 Providing innovative solutions to collaborate with other organizations.

Make IEC technical output relevant in terms of how it impacts people’s lives We must make our work findable by adding keywords that help link to the bigger context.

We need better abstracts and standards titles that connect individual standards to overarching systems, using the NP strategy document as a basis.

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If a standard covers an aspect of lighting and lamps, then those words need to be part of the abstract at least once, even if the standard only includes a small component. If a standard is essential for the Smart Grid, then this needs to be mentioned.

Through detective work, we continuously identify topics and the standards that apply to them. With this approach, we are increasing the findability of our work during Internet searches by non-experts. For example, IEC work is essential for water management with close to one hundred relevant standards.

Mapping IEC standards to given societal concerns, i.e. point to outcomes rather than individual technologies or standards. IEC increasingly get requests to list all the IEC standards that apply to a given societal concern such as climate change, disaster recovery or sustainable development goals, for example.

Identifiable capabilities #3 “Other mapping tools”: The capability to conduct this rests in behind is initiatives such as XML Tagging, ICS coding of standards, "mapping tools", including terminology or the classification and reference of standards in the system of CDD (Common data dictionary). There are still several "capabilities" that can support this (including some SMB decisions and broader collaborative efforts).

For example, SDGs While IEC work directly impacts the majority of the 17 SDGs, each SDG is a system of systems. As mentioned earlier, we don't have a single suite of standards that covers each SDG, with the exception maybe of healthcare.

In some cases, a single technology and its standard impacts millions of applications in many SDGs. For example, IEC 60034-2-1 which concerns electric motors is relevant to everything from refrigerators to fans, energy generation, medical devices, pumps, automation, transportation, etc. etc.

It is noted that SMB set up ahG84 Sustainable Development Goals, with an explicit scope around informing and motivating the IEC community to include a reference to SDG's in their output. IEC contributes to 16 of the 17 UN Sustainable Development Goals. ahG84 will present its final report and recommendation to SMB in September 2019.

For example, Energy Efficiency At the other extreme, energy efficiency is achieved through the combination of many different technologies, often in a systems approach. Some of the hundreds of standards that help increase energy efficiency might not even include these words. Think LED lamps or displays, plasma torches or electric industrial ovens, for example.

For example, Risk Management Some IEC standards are integral to the standards attributed to other organisations. For example, ISO 31000: eight essential IEC standards underpin risk management. Nevertheless, IEC does not get recognition from the outside world for this.

To get heard, IEC must up with narratives that help many different audiences understand the impact and benefit of our work.

Because IEC standards are highly technical and always used by technical experts, we need to point to outcomes rather than individual technologies or standards.

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Identifiable capabilities #4: Greater external and internal collaboration Collaboration is another a critical capability, there is an opportunity through the collaboration agenda, to make the necessary connection with ISO on well-established management standards. This collaboration principle also holds true within IEC itself, as it is essential to drawing the necessary connections between IEC TCs. Only in combination, this will provide the full picture to stakeholders.

For example, Standards for cities IEC standards enhance interoperability between systems. Cities are giant systems with countless subsystems. To become smarter, they depend on electric power and hardware to move people and things, collect data and exchange information.

In the lead-up to the World Smart City Forum, the IEC identified over 1800 relevant standards for cities. However, listing them all would be confusing to a city stakeholder. It would be meaningless since they wouldn't adopt these standards without the involvement of technical experts.

IEC Communication Strategy (i) Protect the base Part one of the IEC communication strategy is inward-focused.

The aim is to protect the base of companies who currently participate in IEC work and reassure decision-makers that they are doing the right thing; that their peers do the same.

The temptation at boardroom level is always great to eliminate the cost, and nothing is easier than to slash the budget for active participation in the IEC. In many regions, CEOs likely never heard about the competitive advantages of active participation in standardization. It is our role to increase their awareness.

(ii) Expand the base Part two is outwards focused.

The objective is to expand the base of companies and educate leaders and experts who might get involved in IEC work in the future.

When a new leader joins a company that already participates in the IEC, we want them to be aware of the strategic benefits of the IEC. Here the aim is to maintain the status quo of participation.

Additionally, IEC needs to reach influencers, such as international organizations, industry associations, academia, or government representatives. All of them can be an important source of duplication, and we want them to understand that the IEC should be their preferred partner.

Identifiable capabilities #5 “Link to remote participation”: There are clear connections to be made to the Masterplan IP goal "4.1 Embracing new ways of working" and Masterplan IP goal, 4.2.4 "Remote Participation". This could be used to attract SMEs and developing countries.

Find the balance between standards and testing and certification The IEC has another unique advantage. In addition to state-of-the-art International Standards, the IEC also offers a globally standardized approach to testing and certification. While they don't always grasp the role of standards, business leaders are generally fully aware of the need to demonstrate product compliance with the buyer or regulatory requirements.

Identifiable capabilities #6 “Link to IEC’s CA service”: IEC's CA services are an essential handle to "pull" them in.

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Start using the IEC brand now. The IEC brand is an asset that has been around for over 110 years.

It benefits from a high level of trust and is synonymous of quality, safety, interoperability and many other positive values.

This reputation lends its authority and credibility. As an IEC member are the sole legitimate national representative of the IEC in your country. An active link between NCs and the IEC global brand will make it easier for the member to communicate IEC benefits to your national stakeholders.

In this context, we noted IEC are putting in place a new web presence that will allow it to better communicate IEC benefits and impact to audiences who currently know little about the IEC.

Identifiable capabilities #7 “Link to brand implementations work”: There is the opportunity to link to the brand implementations work being led by Ahg76, based Masterplan Implementation goal 2.1"Inspiring trust in and worldwide use of the IEC brand."

IEC e-tech + other resources Members are encouraged to reuse articles published in e-tech. IEC E-tech portal http://iecetech.org/

NCs republished more than 80 articles all around the world in 2018.

IEC e-tech is distributed to over 40 000 experts globally, via email and RSS feed. It is also available for off-line reading via an app.

Also, users can access the latest IEC Technical Committee (TC) News (http://www.iec.ch/tcnews) and IEC Standardization Management Board (SMB) newsletter (http://www.iec.ch/smbnewsletter) and IEC White Papers (https://www.iec.ch/whitepaper/).

IEC Young Professionals Programme (YPP) material to push the professional development opportunity through networks. https://www.iec.ch/youngprofessionals/.

Social media The IEC is present on all major social media platforms, including:

• Blog: http://blog.iec.ch/ • Facebook page: www.iec.ch/facebook • LinkedIn page: http://www.linkedin.com/company/793542 • LinkedIn group: www.iec.ch/linkedin • Twitter: www.iec.ch/twitter • YouTube: www.iec.ch/youtube • Instagram: https://www.instagram.com/iecstandard • Medium: https://medium.com/@iec_etech • Pinterest: www.iec.ch/pinterest • Sina: http://blog.sina.com.cn/u/3260630827 • Slideshare: http://www.slideshare.net/IECStandards

Basecamp resources for experts With Basecamp members have access to a full warehouse of materials. It is fully searchable, and new things are continually added.

In addition to brochures and other materials, members find Basecamp resources for experts to increase their success in the standardization process.

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Making the business case Making the business case allows experts to explain internally in their company why they need to attend standardization meetings; get more recognition for their work by reporting what they achieved in standards meetings, and formalise their job, getting more credit for their expertise.

It is noted, for example, IEC has conducted roundtables with CEOS, in conjunction with the NCs, and for several years now, the IEC has been interviewing leaders from industry and governments on the benefits of electrotechnical standardization. In the IEC Global Visions series of interviews, these high-level executives explain how they cope with the challenges that industry and governments are facing and how the IEC helps them to do so. [9]

Explaining how and what the IEC does Basecamp also contains numerous presentations, and the user can order visit cards, stationary, ties, scarfs, pins for the NC and experts.

CONCLUSION / PHASE 1 RECOMMENDATIONS Utilizing a SWOT approach (strengths, weaknesses, opportunities and threats) is a straightforward way of identifying the ‘issues; and moving towards the conclusion and recommendation required for 1.2.1 Outreach and Engagement. Based on this approach, we have synthesised the issues into a set of primary outcomes based around the following:

1. an improved strategic focus for the electrotechnical standardization activities; 2. a strengthened connection with industry and other stakeholders, and its input to

strategic standardization issues; and, 3. a stronger perception of IEC, and its activities.

Keeping this in mind, it is agreed that this first report/assessment represents a "start" to the outreach activity including assessment of outreach activities that are already existing in IEC (including an indication of significant "gaps"). We have identified where capabilities such as “New ways of working", "mapping tools", "branding" and "remote participation" to become more attractive. These are identified below.

Identified Capabilities Identifiable capabilities #1: Develop IEC deliverables that are accessible and usable earlier within the standards development process The challenge is how to bridge the gap between those who know and those who do not. For example, IEC could look at developing deliverables that are accessible and usable earlier within the standards development process? One way to do this could be to change our process to make CDVs integrate into the working practice of companies? Could such an "early benefits release “contribute to greater recognition of the value and benefit electrotechnical standardization? It is recognised that some form of piloting of this approach would be required to ensure this process is not set up at too early a stage.

Identifiable capabilities #2: a simple IEC "mapping tool" for applications and products There are clear links to electrotechnical standards, particularly the promotion of IEC's mission. [8] Again, what capabilities exist, to leverage these trends and ensure? For example, a simple IEC "mapping tool" for applications and products, that make it easier to identify the involved standards? The capability would be an "easy win" in demonstrating how IEC technical outputs are relevant and impact people's lives, and ensure that IEC stays relevant as the go-to standardisation coordination platform. There is also opportunity to link to the Ahg76 mapping project based on Masterplan Implementation goal 1.3 Providing innovative solutions to collaborate with other organizations.

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Identifiable capabilities #3: Other mapping tools. The capability to conduct this rests in behind is initiatives such as XML Tagging, ICS coding of standards, "mapping tools", including terminology or the classification and reference of standards in the system of CDD (Common data dictionary). There are still several "capabilities" that can support this (including some SMB decisions and broader collaborative efforts).

Identifiable capabilities #4: Greater external and internal collaboration Collaboration is another a critical capability, there is an opportunity through the collaboration agenda, to make the necessary connection with ISO on well-established management standards. This collaboration principle also holds true within IEC itself, as it is essential to drawing the necessary connections between IEC TCs. Only in combination, this will provide the full picture to stakeholders.

Identifiable capabilities #5 Link to remote participation There are clear connections to be made to the Masterplan IP goal "4.1 Embracing new ways of working" and Masterplan IP goal, 4.2.4 "Remote Participation". This could be used to attract SMEs and developing countries.

Identifiable capabilities #6: Link to IEC’s CA service IEC's CA services are an essential handle to "pull" stakeholder in.

Identifiable capabilities #7: Link to brand implementations work There is the opportunity to link to the brand implementations work being led by Ahg76, based Masterplan Implementation goal 2.1"Inspiring trust in and worldwide use of the IEC brand."

Once MSB has identified more details in their roadmap, SMB will have further opportunity to revisit other outreach activities (incl. "gaps") under phase two.

Other Interim Recommendations

Recommendation 1: Better use of existing collateral It is noted that there is extensive existing collateral available to members to support engagement relevant stakeholder outreach and engagement.

There is an opportunity to develop content for members which can be quickly utilised and disseminated to our stakeholders, minimizing the resource spent on re-interpreting the material and maximizing.

Recommendation 2: Utilize member network / SMB for stakeholder mapping, gap analysis. IEC community, together with IEC CO, can make the IEC better known among business audiences and influencers such as international organisations. There is a role for SMB to help coordinate some of this effort under phase 2. (See figure 2) It is well noted that the world around IEC is changing rapidly; there are new entrants to the market and changing requirements from the industry.

IEC CO requires a comprehensive understanding of the new markets, new technologists, new innovators and disruptors, i.e. Who these key stakeholders are, what they do, and what key questions they need answering to help them do their jobs better? If these critical stakeholders do not know what standards can offer or they cannot make the connection to their bottom line, i.e. what is the Return on Investment (RoI), then the value of reaching out to them is diminished.

This includes:

• Current and potential future users of electrotechnical standards (in the private and public sector) including:

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• Emerging economies / Developing Countries (whether affiliate members or not). It is well noted that in a multi-polar world, the influence and economic weight of emerging economies are shifting the balance of power [10].

• C-suite (Manufacturing/ Technological and service industries / Emerging industries). • Regulators. Cross refer with recommendations. • Members of trade associations or representative bodies • Consumers • Regulatory bodies (as per recommendations of the regulator forum) • Academia • Next-generation of standards makers, e.g. Young Professionals (YPs) are a recurrent

theme – succession planning, build-in quality participation (Education in best practice, developing the skills, industry mentors, incubation).

• Creative approaches to using existing platforms to reach policymakers, business and community leaders. For example, it may be effective to approach globally influential organisations or forums the World Economic Forum (WEF), and other global funding and UN agencies. A joint approach with ISO and ITU should be considered.

Recommendation 3: IEC CO produces a refreshed IEC Marketing network. There is an opportunity for IEC CO to run specific outreach and engagement activities for NC marketing and communication personnel.

The suggestion is for IEC CO to develop an up to date contact details for all IEC members NC Head of Marketing and communication or equivalent. This should be used to create an IEC marketing network, made up of appropriately regionally balanced members, that can act as a forum to establish relationships, address marketplace challenges, test and exchange ideas and advise on broader marketing strategy mainly where can IEC marketing can add value to the member activities.

Recommendation 4: IEC CO promotes the public review system to emerging economies/developing countries (whether affiliate members or not) Given the indication of emerging economies/developing countries as a gap, this value proposition will be to target increased all Member NC's involvement directly, help grow and mature markets to enable increase international standards uptake and development. Benefits will be:

• Encouraging greater awareness and use of IEC International Standards. • Helping those countries understand and become more familiar with the work of the IEC. • Facilitating the adoption of IEC International Standards as national standards. (as per IEC

mission).

Recommendation 5: IEC CO establish communication channels for developing countries to make them more aware of standards work underway and encourage inputs Continuing the theme of developing countries/emerging economies, the approach to marketing the products detailed in this business plan should be to use existing IEC communication channels with the IEC members. Opportunities include:

• Strengthens the market value of IEC Standards. • Develop IEC community. • Increases use of IEC standard content. • Drive subscriptions. • Provide leaders of tomorrow with Knowledge and confidence of IEC systems and practices

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FIGURE 1 PHASE 1 OUTREACH AND ENGAGEMENT SWOT ANALYSIS STRENGTHS WEAKNESS

• The IEC brand is an asset that has been around for over 110 years.

• High-level of trust and is synonymous of quality, safety, interoperability and many other positive values

• Substantial existing collateral - Basecamp resources for experts, IEC e-tech, Social media etc

• IEC: often invisible always essential • Everybody who needs to know knows! • IEC – culture change needed with IEC • Engagement through much of IEC lacks

diversity with regard to types of interest categories

• Perception that IEC is slow with respect to developing standards for emerging technologies.

OPPORTUNITIES THREAT

• Many non-technical influencers already engaged.

• Specific Engagement initiatives with emergent economies/ developing countries, whether affiliate or not.

• Make IEC technical work relevant in terms of how it impacts people's lives.

• Mapping IEC standards to given societal concerns, i.e. point to outcomes rather than individual technologies or standards.

• Generate greater embedded recognition of the value and benefit electrotechnical standardization? i.e. change our process to make CDVs integrate into the working practice of companies can help by operating and encouraging a more collaborative culture around internal projects – e.g. MSB + CAB + SMB collaboration and with sister SDOs ISO ITU etc. (for example make the necessary connection with ISO on well-established management standards). Only in combination, this will provide the full picture to stakeholders.

• IEC Communication Strategy, (a)Protect the base + (b) Expand the base

• Find the balance between standards and testing and certification

• All members start using the IEC brand now. • Making the business case • Explain how and what the IEC does • Raise awareness about standards and

conformity assessment, wherever possible by simplifying IEC messaging and avoiding the use of jargon and acronyms.

• Better utilize existing collateral • Develop better stakeholder mapping. • Develop IEC Marketing network. • Promote the public review system to

developing countries (whether affiliate members or not)

• Establish communication channels for developing countries to make them more aware of standards work underway and encourage inputs

• Highly technical, not easy to find. • IEC requires a better understanding of the

new markets, new technologists, new innovators, disruptors. Need to bridge the gap between those who know and those who do not.

• Need to change the perception of standards as a barrier and gear it as a tool for opening markets.

• There is a real danger that others will eat our lunch and organise the new electric digital world in their image.

• If that happens, then the value that the IEC brings through the engagement of national members will be lost, plus IEC may become confined to a narrow mission regarding the ‘safe use and control of electricity and electrical devices.

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FIGURE 2: SMB IEC SMB AHG 76 MASTERPLAN IMPLEMENTATION PLAN / 1.2.1 OUTREACH AND ENGAGEMENT PLAN

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NOTES: [1] C-suite, or C-level, is widely-used vernacular describing a cluster of a corporation's most important senior executives. C-suite gets its name from the titles of top senior staffers, which tend to start with the letter C, for "chief," as in chief executive officer (CEO), chief financial officer (CFO), chief operating officer (COO), and chief information officer (CIO)" BLOOMENTHAL, A Updated May 15, 2019 Source https://www.investopedia.com/terms/c/c-suite.asp

[2] The IEC Regulator Forum aims to bring together regulators, industry and standards developers to discuss how IEC can help regulators address the challenges and opportunities they face in renewable energy. Source: IEC Regulator Forum on Renewable energy, Busan, South Korea, 23 & 24 October 2018, https://www.iec.ch/renewables/iec-regulator-forum/

[3] As Cooper A and Kraan W, (2009), highlight "the business case for standards is often a mix of considerations that may be directly expressed in financial terms, and those that may be less tangible yet equally important enablers of future …. success". Cooper A and Kraan W, (2009), "Assessing the Business Case for Standards: An introduction for strategy planning and resourcing committees" -, JISC CETIS, Nov 2009 www.jisc.ac.uk/publications

[4] It is noted that a common classification of standards in the literature (Swann, 2000) relates to the economic issues they solve. This classification generally shows that standards play a direct or indirect role in the productivity and efficiency of companies – through reducing the cost of producing goods and services, increasing revenue by opening new markets or boosting the efficiency with which products and services are provided. Standards can serve many purposes and therefore solve multiple issues. Swann, P. (2000). The Economics of Standardization. Manchester: Manchester Business School. As King asserts in his essay on standards and innovation, "Most organizations get it wrong when it comes to thinking about standards and innovation. They think that standards are a necessary evil, important but dull, their significance limited to cost reduction and quality improvement. At the same time, they equate being innovative with being different. This is probably wrong on both counts." King, H. (2011)

[5] Presentation from Dr Linda Yueh, Fellow in Economics at Oxford University and Visiting Professor at the London School of Economics, at BSI's Spring Conference in London 2019.

[6] The Great Economists: How Their Ideas Can Help Us Today Hardcover –(2018) (Yueh, Linda 2018)

[7] May 2019 – Blog - BSI Standards Conference. https://www.bsigroup.com/en-GB/about-bsi/uk-national-standards-body/news/may-2019---bsi-standards-conference/

[8] "Our mission is to achieve worldwide use of IEC International Standards and Conformity Assessment Services that ensure the safety, efficiency, reliability and interoperability of electrical, electronic and information technologies, to enhance international trade, facilitate broad electricity access and enable a more ..." https://www.iec.ch/about/values/vision.htm

[9] IEC Global Visions, a series of mini-documentaries /Video interviews with global leaders of companies and regulators who participate actively in IEC work link. https://www.iec.ch/globalvisions/

[10] World Standards Day 14 October 2014 - Standards level the playing field https://www.iec.ch/newslog/2014/nr2014.htm