© ISO 2007 - all rights reserved
71
7.5.3 Establishing structure and reviewing operations against strategy
2963 To effectively integrate social responsibility into daily practice, an organization should review existing
2964 structures at the operational level and modify these structures, where necessary, with regard to their
2965 relevance, support and applicability to integrating social responsibility into the organization.
2966 This could be achieved through the following activities:
2967
Identifying procedures to engage with internal and external stakeholders and reflect their feedback; 2968
Determining rewards and recognition for successful implementation and innovative or valuable ideas
2969 and integrating rewards into existing human resources systems;
2970
Identifying individuals and responsibilities at all levels within the organization to integrate social 2971
responsibility into existing decision-making procedures; 2972
Reviewing the organization’s operations and behaviour against strategies see Clause 7.4 and modify
2973 where necessary;
2974
Choosing either a centralized or decentralized approach, or a combination, for the implementation; and 2975
Reviewing the results of the context evaluation see Clause 7.2.
2976
7.5.4 Setting targets for social responsibility
2977 The establishment of concrete targets for social responsibility can be supported by the following actions:
2978
Translating the long and mid-term objectives into short-term targets at the operational level for 2979
activities, goods and services, including their life cycles, as well as departments and people; 2980
Prioritizing the targets for social responsibility and the development of concrete measures to put them
2981 into daily practice, while considering regional, national and local differences [respect for culture and
2982 customs, awareness of the differences in economic development];
2983
Defining opportunities and activities to maximize these at the operational level; 2984
Defining risks and ways to minimize those risks at the operational level, including crisis management ;
2985 and
2986
Defining timelines and budget. 2987
Working with indicators of social responsibility is another option for monitoring an organization’s efforts see 2988
Box 23. 2989
2990
Box 23 Working with indicators of social responsibility
2991 Once an organization sets its longer-term strategic objectives for social responsibility, for example, to
2992 reduce water consumption or increase the use of suppliers owned by women, it should establish specific
2993 short-term targets. Such targets could be, for example, reduce annual water consumption by 10 from the
2994 previous year or add 3 more suppliers owned by women to the list of approved suppliers by a certain date.
2995 One option for monitoring the performance for social responsibility is to identify appropriate indicators that
2996 support the targets, for example, gallons or cubic meters of water consumed per unit of production or
2997 percent of expenditures for supplies paid to suppliers owned by women.
2998
Considerations for selecting or defining indicators
2999 The indicator should:
3000
Measure something an organization can control or use in decision-making to help achieve a strategic 3001
objective and specific targets; 3002
72
© ISO 2007 - all rights reserved
Box 23, continued
3003
Be appropriate for the purpose of the measurement and consistent with the kind of information 3004
stakeholders would want to see; 3005
Be appropriate for the scope and location of operations the organization covers;
3006
Be easy for intended audiences to understand; 3007
Be suitable for benchmarking; and
3008
Measure data or other information that can be provided reliably and within the time required. 3009
Ideas for indicators can also be obtained from guidelines, as well as from peer social responsibility reports 3010
and other sources. 3011
NOTE An organization need not select or define indicators that call for information that is private, 3012
proprietary or otherwise legally protected from disclosure, or that is impractical to obtain or disclose. In 3013
addition, indicators are not intended to pose an excessive burden in measuring and reporting results. 3014
Types of indicators 3015
There are several types of indicators: 3016
Metric indicators express a qualitative measure or rating;
3017
Initiative indicators are a statement of status about a discrete project or task; 3018
Descriptive indicators express a qualitative description of conditions;
3019
Leading indicators measure attitudes, behaviours, efforts or conditions that may eventually affect the 3020
outcome; and 3021
Lagging indicators measure the outcome of an organization’s activities.
3022
Indicator development principles 3023
An organization should take into account principles for indicator development, such as stakeholder 3024
inclusiveness, comparability, significance [materiality], accuracy, reliability, timeliness and clarity. 3025
Approach
3026 A common approach is to have indicators that measure:
3027
Process inputs, for example number of trainers and training budget; 3028
Process outputs, for example number of people trained;
3029
Process performance, for example number of training sessions given; and 3030
Process outcomes, for example reduced violations of wastewater standards, reduction in fines and
3031 reduction in incidents of adverse publicity from the previous year.
3032 Another approach organizations may find useful is to establish a set of indicators that are complementary.
3033 Such indicators may be established to address various levels of an organization, such as headquarters,
3034 country or regional level, facility level, or various stages of a process, or various organizations in a supply
3035 chain, or cause-and-effect.
3036 3037
© ISO 2007 - all rights reserved
73 For any social responsibility objective, a mix of indicator types can be most effective in driving the desired
3038 action.
3039
7.5.5 Action plans, instruments and implementation 3040
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