Three ”standards” in Denmarka) ISO 26000 Guidance on Social Responsibility – International

Standard b) Danish SR requirement standard – DS 49001 Management

system for social responsibility - Specificationc) Danish guidance – DS 49004 Guidance on social responsibility

Why an ISO standard?ISO develops International Standards for a sustainable worldGlobal cooperationAll stakeholdersAll subjects and issuesLiaison with other international organizationsNational members give access to local stakeholdersCorporate Social Responsibility -> Organization Social Responsibility -> Social Responsibility

International Organization for Standardization

Private, not-for-profit organization established in 1947 (Genève, Schweiz)

World's leading developer of International Standards

Voluntary standards which add value to all types of business operations and contribute to sustainable development

163 members; 98% of world economy and 97% of world population

Global cooperation with WTO, UN, ILO, WHO a.o.

MoUILO 2005-03-04

UNGC 2006-11-09

OECD 2008-05-21

Not for certification...but…

IAF Resolution 2010–10 – (Agenda Item 7) IAF/ISO Joint Communiqué on Certification to ISO 26000The General Assembly, acting on the recommendation of the Technical Committee, resolved that there will not be any accredited certification to ISO 26000 (publication date 1 November 2010).ISO 26000 explicitly states that it is not intended or appropriate for certification, and any certification would be a misuse of the standard. Therefore, Certification Bodies are strongly urged not to promote or provide certification to ISO 26000 and Accreditation Bodies and Certification Bodies are requested to report any misuse or need for certification, to the ISO Secretariat.“This International Standard is not intended to prevent the development of national standards that are more specific, more demanding, or of a different type.” (ISO 26000, Scope)

Existing certifiable standards on (C)SRMexico (2004)

NMX-SAST-004-IMNC-2004 Guidelines for the implementation of a Social Responsibility Management SystemISO 14001 look-alikeAnnex with aspects of human rights, environment, suppliers, clients, competitors, investors/stockholders, impact on society, authorities, personnel35+ certified (end of 2008)

Brazil (2004)ABNT NBR 16001 Responsabilidade social – Sistema da gestão –RequisitosISO 14001 look-alike20+ certifications (typically organisations with multiple sites)

Existing certifiable standards on (C)SRPortugal (2008)

NP 4469-1:2008 Social responsibility management system Part I: Requirements and guidelines for its usageMarket demand but not consensualMainly large and medium sized with MSS (qual., env., OHS)1 certified (Servilusa)National funding – includes SA 8000ISO 9001/14001 based

Values and principlesTop management commitmentPolicyPlanning incl. stakeholder involvementImplementationCheckingReview and improvementAnnexes with correspondence, guidance on stakeholders, guidance SR issues , and guidance on values and ethics

Existing certifiable standards on (C)SRSpain (2009)

Especificacion Tecnica de la Responsabilidad Social de AENORGuidance document revised – ISO 9001/14001 based

PrinciplesSystemTop management responsibilitiesResource managementActions on different issuesControl

1 certified (Electricity company)

Upcoming certifiable standards on (C)SR?Australia

Guidance on Corporate Social Responsibility 2003 – incl. option for 3. party

AustriaGuidance from 2002 based on ISO 14001Certifiable standard based on ISO 26000 (2011)

FranceSD 21000:2003 Sustainable development – Corporate social responsibility

Indonesia 2011-

Israel10000 Guidance on social responsibility and community involvement 2001Used for attestations…Certifiable standard to be developed 2010-

The Netherlands IMS guidance 2006Cooperation of certifying bodies (2010)NPR 9026 Guidance on self-declaration 2011

Swiss Technical ServicesUK – BS 8900 and family

DS 26001 and DS 26004 (2010) =DS 49001 and DS 49004 (2011)

Market demand from some stakeholdersSpecification and guidance on SR for all kind of organisationsBased on input from ISO 9001 (structure), ISO 14001 (elements), NP 4469 (structure, elements and content) and ISO/DIS 26000 (content)Core subjects and issues kept as check list for identification of relevant SR issues and determination of the significant SR issues - - set priorities and comply or explainExpectations and actions in annexStakeholder involvement – and documentManagement system – including reporting

DS 49001 List of contentForewordIntroduction

Benefits of systematic SR managementGood managementStructure of the management systemExternal auditing and certification

1. Scope2. Terms and definitions3. Management system for social responsibility4. Management responsibilities5. Management of resources6. Implementation and operation7. Continual improvementAnnex A Examples of actionsAnnex B Cross reference table 49001, 26000, 9001, 14001 and 18001Annex C Issues in DS 49001 and ISO 26000

What is new in DS 49001?

3 extra principles (10 in total)SignificanceHolistic approachContinual improvements

3 extra issues (40 in total)OG re-structured to be similar to the other core subjects with related

actions and expectationsStakeholder dialogueTop management organizationRisk management and due diligence (based on 6.3.3 and 7.3.1 in ISO 26000)Decision making processes and structures (existing “issue” in ISO 26000)

ENV expanded with 1 issue taken from ENV and CONSAnimal welfare

Check list

All the core subjects, but not all issues, have relevance for every organization. An organization should review all core subjects to identify which issues are relevant.To start the identification process, an organization should, where appropriate:list the full range of its activities;identify stakeholders (see 5.3);identify the activities of the organization itself and of the organizations within its sphere of influence. The decisions and activities of suppliers and contractors can have an impact on the social responsibility of the organization;determine which core subjects and issues might arise when the organization and others within the sphere of influence and/or the value chain carry out these activities, taking into account all applicable legislation;examine the range of ways in which the organization's decisions and activities can cause impacts on stakeholders and on sustainable development;examine the ways in which stakeholders and social responsibility issues can impact the decisions, activities and plans of the organization; andidentify all issues of social responsibility that relate to day-to-day activities as well as those that arise only occasionally under very specific circumstances.

Gross list -relevance

Once an organization has identified the broad range of issues relevant to its decisions and activities, it should look carefully at the issues identified and develop a set of criteria for deciding which issues have the greatest significance and are most important to the organization. Possible criteria include the:extent of the impact of the issue on stakeholders and sustainable development;potential effect of taking action or failing to take action on the issue;level of stakeholder concern about the issue; andidentification of the societal expectations of responsible behaviour concerning these impacts.

Net list -significance

EmployeesManagement

SPF and

S-397

Target and action plan

Target and action plan

Target and action plan

Target and action plan

Employees and management

Cooperation board/Work committee

Why SR?Many related actions and expectations will be legal requirements in 10-15 years!Systematic checking of daily operations as well as strategies – reduce the risk of ending at the front page of a tabloid!Do something good – do no harm!