Three standards in Denmark

a) ISO 26000 Guidance on Social Responsibility International Standard b) Danish SR requirement standard DS 49001 Management system for social responsibility - Specification c) Danish guidance DS 49004 Guidance on social responsibility

Why an ISO standard?

ISO develops International Standards for a sustainable world Global cooperation All stakeholders All subjects and issues Liaison with other international organizations National members give access to local stakeholders Corporate Social Responsibility -> Organization Social Responsibility -> Social Responsibility

International Organization for Standardization

Private, not-for-profit organization established in 1947 (Genve, 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.

MoU
ILO 2005-03-04 UNGC 2006-11-09 OECD 2008-05-21

Not for certification...but

IAF Resolution 201010 (Agenda Item 7) IAF/ISO Joint Communiqu on Certification to ISO 26000 The 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)SR

Mexico (2004)
NMX-SAST-004-IMNC-2004 Guidelines for the implementation of a Social Responsibility Management System ISO 14001 look-alike Annex with aspects of human rights, environment, suppliers, clients, competitors, investors/stockholders, impact on society, authorities, personnel 35+ certified (end of 2008)

Brazil (2004)
ABNT NBR 16001 Responsabilidade social Sistema da gesto Requisitos ISO 14001 look-alike 20+ certifications (typically organisations with multiple sites)

Existing certifiable standards on (C)SR

Portugal (2008)
NP 4469-1:2008 Social responsibility management system Part I: Requirements and guidelines for its usage Market demand but not consensual Mainly large and medium sized with MSS (qual., env., OHS) 1 certified (Servilusa) National funding includes SA 8000 ISO 9001/14001 based
Values and principles Top management commitment Policy Planning incl. stakeholder involvement Implementation Checking Review and improvement Annexes with correspondence, guidance on stakeholders, guidance SR issues , and guidance on values and ethics

Existing certifiable standards on (C)SR

Spain (2009)
Especificacion Tecnica de la Responsabilidad Social de AENOR Guidance document revised ISO 9001/14001 based
Principles System Top management responsibilities Resource management Actions on different issues Control

1 certified (Electricity company)

Upcoming certifiable standards on (C)SR?

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

Israel
10000 Guidance on social responsibility and community involvement 2001 Used for attestations Certifiable standard to be developed 2010-

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

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

France
SD 21000:2003 Sustainable development Corporate social responsibility

Indonesia 2011-

Swiss Technical Services

UK BS 8900 and family

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

Market demand from some stakeholders Specification and guidance on SR for all kind of organisations Based 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 explain Expectations and actions in annex Stakeholder involvement and document Management system including reporting

DS 49001 List of content

Foreword Introduction
Benefits of systematic SR management Good management Structure of the management system External auditing and certification

1. Scope 2. Terms and definitions 3. Management system for social responsibility 4. Management responsibilities 5. Management of resources 6. Implementation and operation 7. Continual improvement Annex A Examples of actions Annex B Cross reference table 49001, 26000, 9001, 14001 and 18001 Annex C Issues in DS 49001 and ISO 26000

What is new in DS 49001?

3 extra principles (10 in total)
Significance Holistic approach Continual improvements

3 extra issues (40 in total)

OG re-structured to be similar to the other core subjects with related actions and expectations
Stakeholder dialogue Top management organization Risk 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 CONS

Animal welfare

Cooperation board/Work committee SPF and Check list Gross list relevance
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; and identify all issues of social responsibility that relate to day-to-day activities as well as those that arise only occasionally under very specific circumstances.

S-397 Net list significance

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; and identification of the societal expectations of responsible behaviour concerning these impacts.

Target and Target action and Target plan action and Target plan action and plan action plan

Employees

Employees and management

Management

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!