The board wanted evidence of contribution.
The Institutional and Government Affairs team at a global food company was treated as a cost centre. Its stakeholder history sat in spreadsheets and supporting evidence was scattered across folders. The team could not consistently show how engagement supported a policy, market or business initiative.
The same fragmentation made audits and annual reporting laborious. Policy monitoring sat apart from the stakeholder relationships needed to interpret and respond to it.
Engagement and policy signals entered one evidence base.
TSC configured Genie so the team could record an interaction, assign ownership, attach evidence and tag it to a strategic initiative. Dashboards showed engagement coverage, follow-ups and gaps from the same underlying record.
This created a longitudinal account of who the team engaged, why the interaction took place and which organisational priority it supported.
Targeted monitoring followed issues such as food regulation, tariffs and tax reform. Relevant signals were linked to lawmakers, regulators and civil-society actors. In one market, an early discussion about a new tax affecting a product line was surfaced for internal coordination and external engagement.
Event maps and briefings applied the same stakeholder context to major forums and trade missions. Teams could prepare from an existing relationship history rather than ad hoc research.
The record became a basis for value reporting.
The client sponsor used the operating data to create a repeatable method for reporting the function's contribution to the board. The method linked engagement and issue-management activity to the initiatives the team supported.
The operating data connected engagement, evidence, issues and strategic initiatives. The same record supported audit, performance review and the sponsor’s method for reporting the function’s contribution to the board.
