Definition

In an APC context, stakeholders are all individuals or organisations who have an interest in, or are affected by, the outcome of a surveying instruction or project. They include the direct client but extend to anyone whose decisions or responses could influence the work — neighbouring owners, statutory bodies, funders, end users and the wider community. The RICS Rules of Conduct (effective 2 February 2022) require members to consider not only their duties to clients but also their wider responsibilities to society, which means understanding the full stakeholder landscape.

Why this matters for Client Care

  • Failing to identify a key stakeholder early can result in opposition or delay that damages the client's interests.
  • Stakeholder mapping enables the surveyor to prioritise communication and tailor engagement strategies to each party's influence and interest.
  • Assessors expect Level 2 candidates to identify the specific stakeholders on their own instructions and explain how they engaged with each.
  • Effective stakeholder management reduces the risk of third-party objections and disputes that consume time and cost.
  • Recognising the difference between a client and a stakeholder is also a conflict of interest consideration under RICS standards.

Key principles

Stakeholder identification and mapping

Stakeholder identification should be undertaken at the inception of every significant instruction. A stakeholder map categorises parties by their level of interest and degree of influence. High-interest, high-influence stakeholders (a planning authority or major funder) require the most active management. High-interest, low-influence stakeholders (local residents) may require good information and consultation. The map should be reviewed as the instruction progresses, since stakeholder positions can change.

Internal and external stakeholders

Internal stakeholders are those within the client's organisation: the commissioning contact, finance director, legal advisers and the board who make the ultimate decision. Understanding the internal decision-making structure is essential — advice that reaches the right technical contact but not the decision-maker may not produce the outcome the client needs. External stakeholders include statutory authorities, funders, occupiers, neighbouring landowners and community groups.

Stakeholder engagement strategy

Once stakeholders are identified, agree an engagement strategy with the client specifying how each group will be communicated with, by whom, at what frequency and through what channel. Some stakeholders require formal written updates on a defined schedule; others require informal liaison at key project stages. The strategy should be proportionate to the instruction's complexity and the influence of each group.

Relevant RICS guidance and legislation

  • RICS Rules of Conduct (effective 2 February 2022) — Rule 5 (responsibility to society)
  • Town and Country Planning Act 1990 — statutory consultation requirements mean planning-related instructions involve defined third-party stakeholders
  • Equality Act 2010 — relevant where engagement must consider the interests of protected-characteristic groups
  • Construction (Design and Management) Regulations 2015 — identifies dutyholders who are stakeholders with defined statutory responsibilities

Ethics and Rules of Conduct angle

Stakeholder management is where client care and broader professional responsibility intersect. Rule 4 (Service) requires the surveyor to serve the client's interests; Rule 5 (Responsibility to Society) requires consideration of the impact on third parties. Where these obligations pull in different directions, the surveyor must navigate this transparently — advising the client of the potential impacts and ensuring legitimate third-party concerns are not suppressed. Acting purely in the client's interests to the point of ignoring material impacts on others is not consistent with RICS membership.

APC-style Q&As

Q (Level 1)What is the difference between a client and a stakeholder?

A client is the party who instructs the surveyor and to whom the primary professional duty of care is owed. A stakeholder is any individual or organisation with an interest in or affected by the outcome — including the client but extending to third parties such as statutory authorities, neighbours, funders and end users who are not party to the appointment.

Q (Level 1)What is a stakeholder map and why is it useful?

A stakeholder map categorises parties by their level of interest and degree of influence over the outcome. It enables the surveyor to prioritise engagement — focusing active management on high-interest, high-influence parties — and to design a proportionate communication strategy for each group.

Q (Level 2)Describe the stakeholders you identified on a recent instruction and how you engaged with each.

(example) On a commercial refurbishment project, the key stakeholders were: the client (a property company), the funding bank (requiring monthly cost reports), the local planning authority (approving the change of use), the building contractor (whose programme affected our delivery), and the neighbouring tenant (concerned about noise and access). I prepared a brief stakeholder map at the outset, agreed a communication strategy with the client, and set up a regular call with the bank. The planning authority was engaged through the planning consultant; the neighbouring tenant was given a single point of contact for any concerns.

Q (Level 2)A funder who is not your client begins making direct requests for project information. How do you handle this?

My contractual obligation is to my client. Before providing information to the funder directly, I would check the funding agreement and my client's instructions — many funders have reporting rights built into the funding documents that the client may have already authorised. If no such authority exists, I would direct the funder's request to my client and ask what may be shared and through what channel.

Q (Level 3)You are advising a developer on a major mixed-use scheme. Community opposition is mounting and the client wants to proceed without engaging local residents. How do you advise?

I would advise the client that ignoring a well-organised objection group is unlikely to serve their interests. The planning authority will consider local representations, and an unaddressed objection campaign may influence the committee's decision or generate costly conditions. I would recommend a structured community engagement programme — consistent with Rule 5 of the RICS Rules of Conduct — to understand specific concerns and address those that are legitimate through design or mitigation. Documented engagement also demonstrates to the planning authority that the developer has acted responsibly. If the client remained unwilling to engage and the scheme appeared likely to cause material, avoidable harm to the community, I would consider whether I could continue to advise on those aspects without compromising my professional obligations.