Six steps to engage NGO's when they target company operations:

There is a growing worldwide movement afoot with no name, leader or headquarters. Found in every city, town and culture, it organizes from the bottom up, is extraordinarily creative, flies under the radar and includes NGOs, village-based organizations, foundations, churches, institutes, citizen-based groups and more. This movement directly addresses social justice and environmental issues and is estimated to comprise more than 1 million organizations, populated by more than 100 million people. Collectively it constitutes the single biggest citizens' movement.

Activist NGOs are the "trained militia" serving this global civil society, yet businesses often resist their advocacy, learning the hard way that external engagement—particularly with opinion-forming NGOs—can either enhance and protect, or devastate, their corporate reputation.

The digital age has made it exceedingly easy for activists to generate blogs, e-mails, and video that get messages out and around the world in mere seconds. The result? Consumer boycotts of the company's products, damaging public media campaigns and sometimes protests of its facilities.

However this happens, corporate executives must face the issue head-on and accept that a campaigning NGO with public credibility has the means to bring much harm to the company's brand and reputation.

So how can business work more effectively with NGOs and how can NGOs recognize the ways that business can help them accomplish their goals?

Open up dialogue early. Face-to-face interaction and the ability to develop individual relationships with NGOs is the most effective approach to rebuilding the trust and credibility of the company.
This important first step will get this dispute out of the public domain, out of earshot of customers, employees and policy makers who will be paying attention and could misinterpret the situation.
Don't be blinded by the company's closely held ideas. Invite and involve those with differing perspectives. Don't underestimate the information and expertise an NGO has about the company's business and product sector.
Accept that NGOs are savvy, have done their homework about the company, know the industry and are prepared to go the distance. It doesn't take much if you're in a listening mode, intent to fully hear the concerns of all stakeholders.
Consider and integrate crucial national differences such as how the roles of business, government, religion, culture and other important institutions are viewed in different countries.
Include all issues in the dialogue. Nothing is off the table. Affirm and acknowledge stakeholders' legitimate and heart-felt demands, even if later they are limited by what the company can and cannot undertake.
Get help from experts or organizations. Once a company makes the commitment to engage, it can be difficult operationally to find the resources to follow through. It's wise to seek out experts or organizations experienced in facilitating such dialogue.
Finally, a word of caution: Before engaging with an activist group, a company must do its homework. Find out more about the organization, its programs, its mandates and what it regards as its "bottom line." This will help determine whether potential exists for a long-term, mutually beneficial relationship. Likewise NGOs should learn the company's business, where it operates, what risks and opportunities there are in the supply chain and how, by working together, they can create great change. The key is, start talking, learn about each other, and build trust. With any luck, groundbreaking strategic partnerships will follow.

Leadership companies no longer see stakeholder engagement as an option, but as a critical part of their business strategy. In many cases, companies are using the opportunity to enter challenging markets, resolve or head off confrontations with activists, and understand where business and CSR strategies ought to be headed. This interaction often requires significant amounts of time, money, and other resources, and may require a level of openness, disclosure, and collaboration, which some companies may be unaccustomed to or find uncomfortable. However, companies operating in the global economy find that whether they like it or not they will have to engage with activists, be it in conflict or consensus.