PRAKTIJKGIDS
Social responsibility is an indispensable part of the vision and strategy of successful organizations. How can SR be implemented in organizations? How do organizations determine priorities for SR? How can the organization establish a high level of acceptance for the SR policy? This is just a selection of the questions that will be dealt with in this guide. Based on nine best practice cases, the authors discuss all relevant aspects of the implementation of SR. They do this on the basis of ISO 26000, the international guidance on social responsibility of organizations. The cases describe various organizations and show how they apply ISO 26000. Before the cases are discussed, the authors describe the method and the tools they used. This guide also gives the results and lessons learned from all the cases. It concludes with the findings of the authors and shows the added value of ISO 26000 for the implementation of SR. The authors, Hans Kröder and Pierre Hupperts, are experts involved in SR, the sustainability issues related to SR and the implementation of ISO 26000. They have wide experience both nationally and internationally in this field.
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Best practices and tools for ISO 26000
The implementation of SR – Best practices and tools for ISO 26000
The implementation of SR
PRACTICE GUIDE
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PRACTICE GUIDE
The implementation of SR Best practices and tools for ISO 26000 Hans Kröder – Pierre Hupperts
www.nen.nl
NEN sets the standard
The implementation of SR
Best practices and tools for ISO 26000
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Netherlands Standardization Institute, Delft, The Netherlands, 2013
Editing, design and production Authors Hans Kröder Pierre Hupperts www.iso26000bestpractices.com With the collaboration of the following organizations: Aa en Maas, Ahrend, Alliander, CSU, Dijkhuis Aannemersbedrijf, Van Houtum, De Meerlanden,
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Nijhuis Pompen and PWN. BECO (as a supervisor of CSU) Carolien Gadella van Wersch
NEN Management Systems Ingeborg Boon Dick Hortensius Design Kade 05, Eindhoven First publication: 2011
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First translated publication: 2013 NUR 950
UIT 62-en
ICS 03.100.01
© Nederlands Normalisatie-instituut, Delft, the Netherlands, 2013
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Copyright reserved. Apart from exceptions provided by the law, nothing from this publication may be duplicated and/or published by means of photocopy, microfilm, storage in computer files or otherwise, which also applies to full or partial processing, without the written consent of the Netherlands Standardization Institute. The Netherlands Standardization Institute shall, with the exclusion of any other beneficiary, collect payments owed by third parties for duplication and/or act in and out of law, where this authority is not transferred or falls by right to the Reproduction Rights Foundation. Although the utmost care has been taken with this publication, errors and omissions cannot be entirely excluded. The Netherlands Standardization Institute and/or the members of the committees, therefore, accept no liability, not even for direct or indirect damage, occurring due to or in relation with the application of publications issued by the Netherlands Standardization Institute.
Vlinderweg 6, P.O. Box 5059, 2600 GB Delft, The Netherlands Telephone +31 15 2 690 390, Fax +31 15 2 690 190
www.nen.nl/iso26000
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Foreword
The idea for this manual originated even before ISO 26000, which provides international
guidance for social responsibility (SR1), was published in November 2010. As members of the
Dutch SR Standards Committee we quickly came to realize that that the biggest challenge lies in the application of the guideline. How would this guidance work in practice? What would be
the advantages of ISO 26000 to organizations? What obstacles would there be when following the offered guidance?
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The main outline and most of the details for the guidance were already known. We wanted to gain experience in the application thereof as quickly as possible. We decided to start looking for Dutch organizations that were prepared to apply ISO 26000 in a way that matched the
ideas and essence of the offered guidance. We started to apply ISO 26000 in this way at nine very different organizations. We set up a programme in accordance with a specific approach and based on a number of starting points. We called this programme the ISO 26000 Championship Programme.
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The efforts of many people ensured this manual could be compiled. The texts on the nine cases have been written in close cooperation with the organizations themselves. We thank all of them for their involvement, time and effort. The participants were the first in their sector in 2010 to start using ISO 26000. They can, therefore, definitely be called ‘champions’.
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Writing this manual was also quite a challenge. We did not know the results or learning points that the Championship Programme would yield and whether these would be interesting enough for a manual. We obviously hoped for a positive outcome, but even we were surprised by the final result; everyone’s efforts were not in vain. We were able to support the participating organizations in the practical application of ISO 26000 and can see what it means to them. As a result of this success it was decided to publish an English translation. The insights that the Dutch context has produced are also applicable in other countries. We want to offer you practical points of reference and tools to ensure the successful
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application of ISO 26000. We wish you every success! The Netherlands, Delft, April 2013
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Hans Kröder & Pierre Hupperts
1 This manual will use the abbreviation SR for ‘Social Responsibility’ because ISO 26000 is applicable to all types of organizations. CSR is a widely used abbreviation of the term ‘Corporate Social Responsibility’.
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Contents
Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
9
1
ISO 26000. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
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1.1 History. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 ISO 26000 objective and basic assumptions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
1.3
Target group. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
1.4
Stakeholder involvement. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
1.5
ISO 26000 added value . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
1.6 1.7 1.8 1.9
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1.2
Self declaration according to NPR 9026 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 ISO 26000 and OECD. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 ISO 26000 and GRI. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 ISO 26000 set-up and contents. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
Key approach and basic conditions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
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2.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 Basic conditions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
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2.2 2.3
Key approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
2.4
Additional approach. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39
2.5
Project approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
3 Tools. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
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3.1
Issue matrix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45
3.2
Stakeholder communication matrix. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51
3.3
Implementation matrix. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
3.4
Quick scan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56
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4
Best practice cases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
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Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59 1
Aa en Maas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61
2 Ahrend. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72 3 Alliander. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103 4 CSU . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 115 Dijkhuis Aannemersbedrijf . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 126
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Van Houtum. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 138
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De Meerlanden . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 148
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Nijhuis Pompen. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159
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9 PWN. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 176
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Results and learning points . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 193
5.1 Results. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 193 5.2
Learning points and tips. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 195
6 Conclusions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 201
Annexes
Overview of participating countries and liaison organizations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 206 UN Global Compact principles and ISO 26000. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 209
3 4 5
NEN self declaration step-by-step plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 213 Explanatory note related to the seven SR core subjects of ISO 26000. . . . . . . . . . . . . . . . . . . . 215 Overview of the seven core subjects and 37 SR issues. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 217
About the authors. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 219
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Introduction
This manual focuses on the application of ISO 26000, the international guidance for social responsibility (SR), in nine Dutch organizations.
Before these nine cases are discussed, the applied approach and tools are described.
Next, there will be a reflection where we indicate the results achieved by the participating
organizations and the various learning points. Finally, we list our conclusions as to whether ISO 26000 is of added value to organizations where SR is concerned.
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This combination of best practice cases and reflection is a conscious choice. We want to demonstrate the importance of ISO 26000 to an organization, how this offered guidance is practically applied and how other organizations can use ISO 26000 based on these experiences.
Organization selection
We opted for the name ‘Championship Programme’ because we wanted to select organizations with the ambition to play a stimulating role in the area of SR and ISO 26000 towards other
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organizations within their sector and beyond. We also wanted a good spread and diversity of organizations in relation to size and being profit or non-profit. In our search for participants it was quite hard to find NGOs (non-governmental organizations) that wanted to participate. Unfortunately we were unable to find any in time. All ‘champions’ have now been using ISO 26000 for three to four years.
Introduction
9
The nine participating organizations are: Sector
Type
Aa en Maas
Water treatment and management
Government
Ahrend
Office furniture and equipment
Industry
Alliander
Energy grid management
Semi-government
CSU
Cleaning and home care services
Industry
Dijkhuis Aannemersbedrijf
Building and contracting
Industry
Van Houtum De Meerlanden Nijhuis Pompen PWN
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Organization
Hygiene paper and washroom solutions
Industry
Waste management and public areas
Government dominated
Production of pumps
Industry
Drinking water supply and nature conservation
Government
We supported eight of these nine organizations in their application of ISO 26000. The BECO consultancy firm (member of NEN’s SR Standards Committee) supported CSU. Manual design
Clause 1 contains a concise description of the contents of ISO 26000, the international
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guidance for social responsibility.
Clause 2 deals with our implementation approach. This clause demonstrates that we gradually further refined and elaborated the application of ISO 26000. We also came up with new tools to facilitate application.
Clause 3 extensively discusses the tools that were used in the various organizations. These tools enabled the organizations to more easily implement important aspects of ISO 26000
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such as prioritization, the relation with stakeholders and communication. Clause 4 includes a description of the nine Dutch best practice cases based on a fixed format. The case is briefly described and basic data on the organization, its mission, vision and SR policy is provided. Next, we discuss ISO 26000. Why did the organization choose ISO 26000? How did the organization approach the application of ISO 26000? What are the results and learning points for the organization?
Clause 5 discusses the results and learning points of the nine cases. Clause 6 sets out our general conclusions regarding the question whether ISO 26000 adds value to organizations where SR is concerned.
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Introduction
The annexes with this practical guide contain additional information about core subjects and
1
issues from ISO 26000 and about the NEN Self declaration (NPR 9026) practical guideline. An overview of participating countries that assisted in realizing ISO 26000 and an overview of
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all participants in the Championship Programme have also been included in the annexes.
Introduction
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1.6
Self declaration ISO 26000, a new practical standard The guidance offered in the ISO 26000 practical guide is not appropriate and expressly not intended for certification purposes. Nevertheless, organizations have an increasing desire to demonstrate that they apply ISO 26000. This was indicated by 120 countries as top priority at the ISO 26000 Global Forum in Geneva at November 2012. That is why NEN's SR Standards Committee, in cooperation with MVO Nederland (CSR Netherlands), the national knowledge and network organization for social responsibility, developed the following Dutch code of
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practice: NPR 9026:2011 ‘Guidance on NEN-ISO 26000 self declaration’.
NPR 9026 enables organizations to draw up a self declaration, stating that the principles and
guidelines included in ISO 26000 are being applied. In this way an organization can voluntarily
account for the way in which it takes social responsibility, how ISO 26000 is applied within that context and what the results are. This improves the dialogue between an organization and its stakeholders concerning the application of ISO 26000.
The self declaration is based on self-assessment and -evaluation of the results thereof within
the framework of ISO 26000. An organization can draw up, sign and publish the self declara tion, with reference to supporting information (substantiation). An organization can publish
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the self declaration with supporting information at a central, digital site: The NEN publication platform.
The steps described in NPR 9026 for drawing up a self declaration are included in Annex 3.
ISO 26000 and OECD
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1.7
In practice appears that ISO 26000 is a good tool to enable compliance with the OECD Guidelines. The OECD Guidelines clarify the expectations that governments have with regard to internationally operating companies. They offer a point of reference for codes of conduct of companies, specifying how social issues should be addressed. These guidelines are supported by 34 OECD member states and 8 member countries in cooperation with businesses, unions and social organizations. This means that the same rules apply to all businesses: Unfair competition is precluded (level playing field).
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ISO 26000
1
Box VI: Update of the OECD Guidelines On 25 May 2011 all OECD member states signed a new version of the OECD Guidelines. The OECD Guidelines are now even more in keeping with ISO 26000. Major modifications in the OECD Guidelines within this context include: Addition of a clause on human rights;
■
Reference to SR ideas of the special representative of the United Nations,
■
Professor John Ruggie, on human rights, due diligence and chain responsibility; Due diligence recommendations;
■
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Subclause on employment consistent with the ILO;
■
Updated clause on the environment, focusing on climate change;
■
Addition of the importance of stakeholders' involvement;
■
Addition of chain responsibility.
■
As the modifications are in line with ISO 26000, multinational companies can profit from
the practical guidelines for implementation. ISO 26000 goes much further than the OECD Guidelines in this.
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www.oecd.org
ISO 26000 and GRI
The Global Reporting Initiative (GRI) produces a comprehensive Sustainability Reporting Framework that is widely used around the world to enable greater organizational transparency. By using the GRI framework in conjunction with the ISO 26000 guidance, reporters will have a practical set of tools to measure and report on their social responsibility issues and practices.
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1.8
ISO 26000 acknowledges that to be credible, a social responsibility report can cover the organization’s social responsibility performance against objectives, and says that one of the most common methods of measuring performance is with indicators. Indicators require specific qualitative or quantitative information about performance results or outcomes associated with the organization that are generally comparable and demonstrate change over time. ISO 26000 does not provide guidance on specific indicators, nor on any other framework for comparing performance either year-on-year or with other comparable organizations.
ISO 26000
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2 Key approach and basic conditions
1 2 3 4
2.1 Introduction
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5 6 7 8
This clause describes the key approach and basic conditions that were applied when creating
the practice cases (Clause 4). Figure 3 includes a schematic representation of the key approach. The key approach consists of the following elements: Policy review;
■
Prioritization of SR issues;
■
Implementation of SR into daily operations.
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■
A number of general questions arose on the application of ISO 26000 and SR in the cases. This has resulted in the extension and refinement of the selected key approach: During policy review: Realizing added SR value;
■
During prioritization: Front yard, backyard and SR icons;
■
During implementation: Linking ISO 26000 to QHSE2 management systems.
■
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Those additions to the approach are also described in this clause, as is the project approach, consisting of workshops and interviews. The project tools, which have been developed during the cases are discussed in Clause 3.
2 QHSE refers to Quality, Health, Safety and the Environment
Key approach and basic conditions
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Principles Content: ISO 26000
Project based:
Policy Capitalize on SR added value
Project approach: - interviews - workshops
Project tools
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Prioritization
Multilevel involvement SR management team Timeline: 6-12 months
Front yard/back yard SR icon
Implementation
- Issue matrix
- Stakeholder communication matrix
Integrate in QHSE
- Implementation matrix
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Figure 3 A schematic overview of the structure of Clauses 2 and 3 of this manual.
Basic conditions
The following basic conditions were applied in the key approach for the cases: Multilevel/multifunctional participation;
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SR management team;
■
Time schedule and planning of six to twelve months.
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In practice, it was demonstrated that these basic conditions are useful to any organization that is about to use the guidance of ISO 26000.
2.2.1
Multilevel/multifunctional participation
One basic condition for the cases is participation of all departments of the organization. For this purpose, a cross section is created of the organization by setting up a ‘multilevel and multifunctional’ group. This means a group consisting of participants from all levels and departments of the organization: Board, management and specific key positions. The size of the group depends
28
Key approach and basic conditions
on the size of the organization and varies between ten and twenty people. An exception to this is
1
the Dijkhuis Aannemersbedrijf case, where three people participate (of a total of 25).
2 Most groups include officials of HRM, Finance, Procurement, Marketing, Communication, Policy or New Business Development, SR, Sales, Services, Logistics, Production and Production
3
Development departments. This set-up enables a broad dialogue on SR within the organization, which is very useful. Consensus can be more easily reached despite the many different views on
4
SR and choices are more quickly made. In practice, this set-up results in a higher level of accep-
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tance within the organization.
6
2.2.2 SR management team
7
An SR management team was also set up within the organization. This management team
takes care of the internal coordination of the ISO 26000 application and can take a helicopter
8
view. Major tasks of the management team are: ■
Preparing workshops, interviews, presentations, etc.;
■
Engaging required people in the organization (for example, for data collection, analyses and elaboration of actions, such as completing an issue matrix and stakeholder communication matrix);
Submitting feedback on results to the top leadership for necessary decision-making;
■
Verifying assurance within the line organization of action programmes and decisions.
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■
The latter task is particularly important: After all, all parties within the organization are involved in the activities. SR is an organization-wide challenge.
The management team is required during the initial ISO 26000 application and, in particular, during the first year and often after that as well. Top management, QHSE management,
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core activities and the HRM, Procurement and Finance departments should preferably be represented when setting up the board.
2.2.3 Time schedule and planning of six to twelve months A time schedule of six to twelve months was agreed for ‘getting the application of ISO 26000 started’. This is the minimum period required to actually go through this SR process. Obviously there are differences in pace where the participants of the Championship Programme are concerned. Experience with SR plays a role in this: The more experienced with SR, the higher the pace. But there are also other factors that play a role:
Key approach and basic conditions
29
Ambitions in the area of SR;
■
Depth of SR policy formulation;
■
The organization's social sphere of influence;
■
The organization's culture.
■
In principle, workshops or interviews will take up a total period of four months for all phases. A month has been reserved between the various workshops/interviews for preparation and elaboration of actions. In practice this will be hard to realize and puts too much pressure on
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the organization. It would, therefore, be better if more time will be allocated for processing the results
(such as refining the SR policy and completing the issue matrix). Changes, however small, to the mission, vision or strategy may require harmonization up to the highest levels of the
organization. For example, the definition of SR priorities or KPIs (Key Performance Indicators)
may be at odds with the annual schedules that have (just) been approved. In specific situations this requires additional harmonization, despite the involvement of a multilevel/multifunctional group. More time between the sessions can also be used to ensure good preparation. In practice, two or three months between the sessions provides more room for good
2.3
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preparation and processing of the results.
Key approach
The three elements of the key approach cover de complete contents of the ISO 26000 practical guide. This approach has been opted for to enable organizations to more easily adapt ISO 26000 to practice. The three elements of the key approach are extensively addressed in
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this subclause.
The three elements of the key approach are as follows: 1 Policy review
SR review of mission, vision, policy, principles, organizational governance, stakeholders and sphere of influence (including value chain and responsibility)
2 Prioritization
Determining relevance, significance and priority of SR issues
3 Implementation Integration of SR throughout the organization
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Key approach and basic conditions
1
3 Tools
2 3 4
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5
For the practical application of ISO 26000 we have developed a number of free tools that are
6 7
both powerful and user-friendly: Issue matrix
■
8
Stakeholder communication matrix
■
Implementation matrix
■
A fourth tool, the quick scan, is briefly mentioned, but has not been further elaborated within the
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context of the Championship Programme.
Issue matrix
The issue matrix6 is actually an issue/stakeholder/process matrix, but is here simply referred to as issue matrix. In practice, this matrix appears to be the central tool for SR prioritization. The tool also helps gain insight into the connection between relevant SR issues, stakeholder interests and own processes.
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3.1
The matrix has a twofold objective:
1 Making the relations between the 37 SR issues and the stakeholders and processes of the organization transparent;
2 Mapping the relevance, significance and priority of each issue.
6 The basis for the issue matrix is a matrix created by the Swedish ISO 26000 Standards Committee (SIS), that suggested early in the development of ISO 26000 (the beginning of 2006) that this matrix be included in the practical guide as a tool. This suggestion did not make it, but was further elaborated by the authors of this manual.
Tools
45
3.1.1 The structure of the issue matrix The structure of the issue matrix is explained using an example from the Nijhuis Pompen case. Table 1 Nijhuis Pompen issue matrix example.
1
The issue matrix follows from this with examples for each ISO 26000 core subject. ISO 26000 core subject
Aspect
Relev. Explanation
Signif. Explanation 2
Prior.
Explanation 3
Possible actions
Relevant stakeholder
Business process
M
Refers to the entire organization.
M
Stakeholders are given insight in the procedures with regard to SR (transparency).
H
The 2010 report must be completed in the first 2011 quarter.
Analysing which indicators will be reported on. Drawing up an action plan. Collecting relevant data.
H
Waste production refers to the entire organization.
M
Waste has a significant impact on the environment and the health of society but because much of the waste is recycled, the impact can be classified as average.
H
The goals include a minimization f wasted waste. Employee awareness is increased by the efficient use of raw materials.
Studying whether waste can be reduced or finding alternatives that involve less waste for each waste stream
Unorganized workplaces increase the probability of accidents and reduce employee morale.
H
Order and neatness can be increased further to reduce the probability of accidents and to increase product quality and employee morale.
Implementation of the 5S Clean Desk Policy.
Employees
Production departments
H
The code of conduct describes how gifts should be handled so that everyone deals with offering and receiving gifts in the same manner.
Transparency: reporting to the immediate manager, management and procurement when receiving gifts from suppliers. Presenting the code of conduct to employees.
Employees
Sales, Procurement, PM, Engineering
The product applications are honest.
H
When there are well-founded reasons to have doubts, the issue must be discussed. This did not take place structurally.
Drawing up an unequivocal policy on how to handle dubious contacts.
Customers who do not receive honest information cannot make an honest choice.
H
Nijhuis Pompen sometimes thinks that it is more honest than the competition. This can be quested through asking customers questions.
Customers are asked what they think of Nijhuis Pompen. Whether they believe that we are sufficiently honest or should certain things be tackled differently.
Nijhuis Pompen is an important organization for the immediate area in which it operates (Achterhoek/ Twente). Leaving has great consequences for employment.
H
The land on which Nijhuis Pompen operates no longer belongs to Nijhuis Pompen. Nijhuis Pompen will eventually move. Where does Nijhuis Pompen want to go? Which options are open in Winterswijk?
3
ORGANIZATIONAL GOVERNANCE
To be transparent and accountable
Developing a GRI report
4 5
THE ENVIRONMENT Raw material waste
LABOUR PRACTICES 2 Working conditions
The production departments are essential parts of the key process.
Receiving and offering gifts must be limited (as described in the code of conduct).
M
M Sales and suppliers offer small and larger gifts (barbecues, football match tickets, etc.
Doing business with all parties (nuclear weapon producers and companies that make use of child labour)
M
Producing products for different applications that can also be used for hazardous industries.
H
The Dutch Advertising H Code of Practice, copyright, portrait right and voluntary codes. Image damage when dishonest information is discovered.
FAIR OPERATING PRACTICES 1 Anti-corruption
HUMAN RIGHTS 3 Avoidance of Complicity
CONSUMER ISSUES 1 Fair marketing
Honest representation of product performance
COMMUNITY INVOLVEMENT AND DEVELOPMENT Keeping production internal and within the region as much as possible
H
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All processes
6 7
Production is the key process.
L
H
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3 Employment creation
M
H
Risk of hazards because of messy production departments.
Planet
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1 Prevention of pollution
Best practice cases – Nijhuis Pompen
The meaning of the columns is as follows:
Customers
Sales
Local suppliers (in the Netherlands and other countries).
Procurement
Best practice cases – Nijhuis Pompen
2 SR aspect: This is a further indication of the issue, for example, the ‘emission to water’ aspect linked to the ‘preventing pollution’ issue.
3 Relevance: Indicates the relevance of the issue and the aspect (yes/no and possibly a level). First, the criteria should be agreed. These criteria are specified at the top of the matrix.
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4 Explanation: A concise explanation of the relevance.
5 Significance: Indicates the significance of the issue and aspect. First, the criteria should be agreed. These criteria are specified at the top of the matrix.
6 Explanation: A concise explanation of the significance. 7 Priority: Indicates the priority of the issue and aspect. First, the criteria should be agreed. These criteria are specified at the top of the matrix.
8 Explanation: A concise explanation of the priority. 9 Possible actions: Actions to be carried out to achieve the required result. 10 Stakeholder: The stakeholders of the SR issue and aspect. 11 Business process: The process(es) involved in the SR issue and aspect.
Tools
8
Procurement
1 ISO 26000 issue: This column contains a list of all 37 SR issues.
46
2
167
1
4 Best practice cases
2 3 4
Introduction
6 7 8
This clause includes a description of the nine Dutch best practice cases based on a fixed format. We focus on specific parts of the implementation for each case to achieve the broadest possible range of practical examples about the implementation options of ISO 26000.
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Each case starts with a brief description (core of the case), a description of the organization
and its mission, vision and SR ambition and an example of an SR icon. These texts have been drawn up by the participating organizations themselves.
Next, we discuss ISO 26000. Why did the organization choose ISO 26000? What is the starting point and how did the organization approach the application of ISO 26000? What are the results and learning points for the organization? In the examples of each detailed approach, we, next, focused on specific aspects of the application of ISO 26000.
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The authors supported eight of the nine participating organizations in their application of ISO 26000. The BECO consultancy firm (member of NEN’s SR Standards Committee) supported CSU.
The table on page 60 provides insight into the specific elements of the cases that we focused on in the application of ISO 26000.
Best practice cases
59
Cases
Special focus on
Annexes
Aa en Maas
a. Interviews as the starting point b. Selection of SR key areas and icons c. Prioritization d. Items to be addressed regarding the front yard and backyard
Ahrend
a. Describing the SR policy more explicitly and improving harmonization with departments b. Creating a link between ISO 14001 and ISO 26000 c. Formulating KPIs for the SR dashboard
Alliander
a. Introducing ISO 26000 b. Screening two business units c. Exploring SR implementation model for business processes
CSU
a. Identifying activities b. Mission and vision c. Stakeholder consultation d. Prioritization of SR issues
Examples of SR dilemmas
Dijkhuis Aannemersbedrijf
a. Assuring SR and ISO 26000 in a quality manual b. ISO 26000 and SCC**
SR manual, examples of process descriptions
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1. Linking ISO 14001 and ISO 26000, environmental report consequences 2. SR policy
a. Quickscan b. Prioritization of SR issues c. Stakeholder communication matrix d. Action plan and implementation
1. Example of an SR action plan 2. Example of a stakeholder communication matrix
De Meerlanden
a. ISO 26000 quick scan b. Proposal for KPIs for the SR dashboard
Example of the involvement and development core subject of the community as an SR icon
Nijhuis Pompen
a. Drawing up the SR policy b. Adapting the code of conduct (and standards and values) c. Determining the relevance, significance and priority of the 37 SR issues (issue matrix) d. Analysis of the value chain and sphere of influence
SR code of conduct
a. Prioritization of SR issues b. Setting up an step-by-step implemen tation plan
Implementation matrix example
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Van Houtum
PWN
60
Best practice cases
About the authors
Pierre Hupperts
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Pierre Hupperts is an expert in the field of social responsibility (SR).
He has been involved in SR and sustainability issues for twenty years. He started his career at Oxfam Novib and was a board member at
The Body Shop Benelux in the 1990s. Pierre has been an independent consultant since 1999 and in 2010 he became a partner of The
Terrace, a company that specializes in strategy and marketing of
sustainability and SR. He has written several books on SR and works as a key lecturer and coordinator of SR education at the Radboud
University Nijmegen. Pierre is an inspirational speaker and chairman during SR meetings.
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Hans Kröder
Hans Kröder is an international expert on ISO 26000 and has been a member of NEN’s SR Standards Committee since 2005. This committee is in charge of the Dutch contribution to the development of ISO 26000. He has been directly involved in writing the ISO 26000 practical guide. Hans has been representing one of the six stakeholder groups, that is, Service Support Research and Others (SSRO), since November 2007 on a global basis. He is a member of the ISO 26000
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Post Publication Organization (PPO) for international consultancy and promotion of ISO 26000. His background lies in business economics with ample experience in the implementation of processes and information systems. Hans has been a business person since 1998 and has been an independent consultant at Learn2improve your planet for the past nine years. He is an international ISO 26000 Instructor for ISO Geneva and also provides ISO 26000 courses for NEN. His second book focuses on the smaller SMEs: ‘Sustainable profit for small and medium enterprises’. It is based on ISO 26000 and contains a useful step-by-step plan with many practical examples and tips.
About the Authors
219
The authors were assisted by: Ingeborg Boon Ingeborg Boon works as a consultant for the NEN's Management Systems cluster. She is the coordinator for the ISO 26000 practical guide and related products and services in this area within NEN. In addition, she is the secretary for the SR Standards Committee. Ingeborg is also a member of the Post Publication Organization (PPO) and, in this capacity, she represents NEN and, therefore, the
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Netherlands on an international level at ISO Geneva. The SR issue is not new to her because, before she joined NEN, she worked at KPMG Sustainability and CREM. Ingeborg is a lecturer for the
two-day ISO 26000 course and is also a speaker about this issue. Dick Hortensius
Dick Hortensius works as a senior standardization consultant and
cluster manager at NEN Management Systems. He is closely involved in the development of the ISO 14000 standards for environmental
management and is responsible for the administrative office of the
international subcommittee ISO/TC 207/SC 2, Environmental auditing
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and related environmental investigations. Dick is often a speaker and lecturer in the area of environmental management, risk management and the integration of management systems. He is the author of
various practical guides and articles about these issues. He is the co-author of the NEN practical guide ‘SR in accordance with
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ISO 26000 – The 100 most frequently asked questions’.
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About the Authors
PRAKTIJKGIDS
PRACTICE GUIDE
Best practices and tools for ISO 26000 Social responsibility is an indispensable part of the vision and strategy of
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successful organizations. How can SR be implemented in organizations? How do organizations determine priorities for SR? How can the organization establish a high level of acceptance for the SR policy?
This is just a selection of the questions that will be dealt with in this guide.
Based on nine best practice cases, the authors discuss all relevant aspects of the implementation of SR. They do this on the basis of ISO 26000, the
international guidance on social responsibility of organizations. The cases describe various organizations and show how they apply ISO 26000.
Before the cases are discussed, the authors describe the method and the tools they used. This guide also gives the results and lessons learned from all the
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cases. It concludes with the findings of the authors and shows the added value of ISO 26000 for the implementation of SR.
The authors, Hans Kröder and Pierre Hupperts, are experts involved in SR, the sustainability issues related to SR and the implementation of ISO 26000.
The implementation of SR – Best practices and tools for ISO 26000
The implementation of SR
PRACTICE GUIDE
The implementation of SR Best practices and tools for ISO 26000
They have wide experience both nationally and internationally in this field.
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Hans Kröder – Pierre Hupperts
www.nen.nl
NEN sets the standard
