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Collahuasi and ISO 26000: Towards
excellence in sustainabilityRegina Massai C.
Bernardita Fernandez B.October, 2011
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Authors
Regina Massai (Ingeder Consultores, Chile) Bernardita Fernndez (Compaa Minera Doa
Ins de Collahuasi, Chile) Alberto Guajardo (Excelencia y Gestin, Chile) Hernn Blanco (Consultant, Chile)
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General Objetive
To examine Collahuasi
s policies and practices in the light of ISO26000 and put forward recommendations for improving thecompany s performance in the field of Social Responsibility
The aim of this work is to collaborate in improving practices,strengthening those already in place and raising the general levelof sustainability performance.
Note: this process using ISO 26000 started in 2009prior to the Standard s final approval,FDIS (final draft international standard version)
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Why ISO 26000? There has been a number of high-level declarations of principle related to
SR and, there are many individual SR programmes and initiatives. Thechallenge is how to put the principles into practice and how to implementSR effectively and efficiently when even the understanding of what socialresponsibility means may vary from one programme to another
ISO s expertise is in developing harmonized international agreements ISO standards are worldwide well recognized The membership of the ISO/WG SR was the largest and the most broadly
based in terms of stakeholder representation of any single group formed todevelop an ISO standard.
ISO 26000 will distil a globally relevant understanding of what socialresponsibility is and what organizations need to do to operate in a sociallyresponsible way.
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WHAT IS ISO 26000? Is an ISO International Standard giving guidance on
Social Responsibility (2010). It is intended for use by organizations of all types It will assist them in their efforts to operate in the
socially responsible manner that society increasinglydemands to contribute to sustainable development.
It is consistent with and complements relevantdeclarations and conventions by the UN and itsconstituents. ISO 26000 has established Memorandumof Understanding with ILO to ensure consistency withILO labour standards, with the United Nations GlobalCompact Office (UNGCO) and with OECD to enhancetheir cooperation on the development of ISO 26000.
contains voluntary guidance, not requirements, andtherefore is not for use as a certification standard likeISO 9001:2008 and ISO 14001:2004.
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Definition of Social Responsibility
responsibility of an organization for the impacts of itsdecisions and activities on society and the environment,through transparent and ethical behaviour that
contributes to sustainable development , including health and thewelfare of society;takes into account the expectations of stakeholders ;is in compliance with applicable law and consistent with internationalnorms of behaviour ; andis integrated throughout the organization and practised in itsrelationships
Note: Relationships refer to an organization's activities within itssphere of influence
Source: ISO 26000:2010
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Integrating socialresponsibilitythroughout anorganization
Clause 7
Two fundamental
practicesof socialresponsibility
Clause 1Scope
Guidance to all types of organizations, regardlessof their size or location
Clause 2Terms anddefinitions
Definition of key terms
Clause 3Understandingsocial responsibility
History and characteristics;relationship between socialresponsibility andsustainable development
Clause 4Principles of social responsibility
Accountability
Transparency
Ethical behaviour
Respect for stakeholderinterests
Respect for the rule of law
Respect for internationalnorms of behaviour
Respect for human rights
Humanrights
Labourpractices
Theenvironment
Fairoperatingpractices
Consumerissues
Communityinvolvement
anddevelopment
Socialresponsibilitycore subjects
Organizational governance
Related actions and expectation
Clause 6
Clause 5
Recognizing socialresponsibility
Stakeholder identificationand engagement
The relationship of an organization scharacteristics to social responsibility
Practices forintegrating social
responsibilitythroughout
an organization
Communication onsocial responsibility
Reviewing and improvingan organization s actions and practices
related to social responsibility
Voluntary initiativesfor social responsibility
Understanding the social responsibilityof the organization
Enhancing credibilityregarding social responsibility
Bibliography : Authoritative sources andadditional guidance
Annex : Examples of voluntary initiativesand tools for social responsibility
M axi mi zi n
g an
or g ani z
a t i on
s c on
t r i b u t i on t o
S u s t ai n
a b l e d e v e l o pm
en t
Schematic Overview of ISO 26000
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Interdependence
Holistic approach
6.4.Labourpractices
6.7.Consumerissues
6.2 Organizational
ORGANIZATION
governance
6.8.Communityinvolvement
and development
6.6.
Fair operatingpractices
6.5.The
Environment
6.3.Human rights
ISO 26000 include:
7 Principles and 39expectations
7 SR Core Subjectswith 36 Issues toidentify the mainimpacts on societyand the environment
288 Expectations orrelated actions
SR Core Subjects
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Key steps on an SR process within ISO26000 framework
Recognising Social Responsibility : an organisation shouldunderstand and recognise how its decisions and activitiesimpact society and the environment and how stakeholders
interests are affected by the organisation. Identifying and engaging with stakeholders Identifying an organisation s sphere of influence in the value
chain: when assessing its sphere of influence and determiningits responsibilities, an organisation should exercise duediligence to avoid contributing to negative impacts through itsrelationships.
Gap Analysis and Action Plan Integrating social responsibility throughout an organization
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METHODOLOGY
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RESULTS AND DISCUSSION
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Overview of ISO 26000 SR principles andCollahuasi s related policies (examples )
ISO 26000 principles of SR Summary of Collahuasi s policies related to ISO 26000 principles of SR
Accountability Sustainable Development Policies (SDP): EnergyTransparency SDP: Community Relations and Corporate Affairs, Environment, Water Resources
and Energy Efficiency/Climate ChangeEthical behaviour People Policies (PP): Ethics and conflicts of interest
SDP: Community Relations and Corporate AffairsRespect for stakeholder interests PP: Human Resources, ethics and conflicts of interest
SDP: Community relations and corporate affairs(Business Policies (BP): Contractual issues
Respect for rule of law SDP: Workplace safety and health, environment, water resources and energyefficiency/climate changePP: Ethics and conflicts of interestBP: Quality and contractual issues
Respect for international norms ofbehaviour
No explicit policies. However, the measures taken as regards ILO Convention 169,taking into account the interests of indigenous peoples in the company s area ofinfluence, and its progress in practices related to the mitigation of climate change
would be good examples of practice of this principle. Signing of the UN GlobalCompact and Transparency International organisation s Code of Conduct; adherenceto ICMM s principles, related to sustainability, and UN Human Rights Convention
Respect for human rights PP: Human resourcesAs in the previous point, the company s measures in the framework of Convention169 point in the direction of this principle. Adherence to UN Human RightsConvention.
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Collahuasi s policies on people and SD and theirrelation with ISO 26000 core subjects and issues
(examples)Collahuasi s policies ISO 26000 core subjects and related
issues of SRExamples of recommendations
SDP: Environment Environment: prevention ofpollution; sustainable resource use;protection of the environment, biodiversity and restoration ofnatural habitats
Deepen the precautionary approach
principle, ensure monitoring that providestransparent information in case of communitycomplaints about water resources, strengthen second-generation monitoring (whichidentifies cause-effect relations).Establish targets/undertakings for reduction ofGHG emissions and involve suppliers andcontractors in measures.
SDP: Water resourcesEnvironment: sustainable resourceuse
SDP: Energy Environment: sustainable resourceuse; climate change mitigation andadaptation
SDP: Community relationsand Corporate affairs
CI&D: community involvement;social investmentFair practices: responsible politicalinvolvementGovernance: decision-makingprocess and structure
Verify emphasis of community initiatives onvulnerable groups and indigenouscommunities; verify method for determiningrelevance, scope and effectiveness of socialinvestment programmes and their real impacton the communities; check current lines ofsocial investment against the expectations andneeds most felt by the community.
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Collahuasi s policies on business and theirrelation with ISO 26000 core subjects and issues
of social responsibility (examples)Collahuasi s policies ISO 26000 core subjects and related
issues of SRExamples of recommendations
QualityContractual issuesRisk administration
Governance: decision-making processand structureConsumer issuesLabour practices: conditions of work
and social protectionFair practices: promoting SR in valuechainCI&D: wealth and income creation
Review conflict resolution mechanisms.Identify and train key employees in negotiationprocesses to face potential areas of disagreement between the parties (as facilitatorsand agents of change).Review risk administration policy and relatedprocesses under the due diligence approach soas to progressively integrate risks related todifferent SR subjects, in particular in humanrights and the environment.
Evaluate the organisation
s sphere of influence inorder to avoid contributing to the negativeimpacts of organisations with which it relatesand exercise a significant influence.
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ISO 26000 as a way of pursuingsustainability at the company level
For companies today, translating the concept of sustainable developmentinto their daily activities is an important challenge.
However, what this preliminary gap analysis exercise with ISO 26000 hasshown in the case of Collahuasi is that ISO 26000 makes a significantcontribution as a conceptual framework that is broad and comprehensiveenough to highlight the issues to which a company needs to pay attentionon its road to sustainability.
In other words, sustainable development should be embedded in the DNAof an organisation and of the people that operate its different areas.
The first phase of this study focused on systematising the results of thepreliminary gap analysis comparing ISO 26000 with the company sperformance in areas related to the SR core subjects andrecommendations.
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ISO 26000 as a tool for facilitating designand implementation of a managementsystem that safeguards sustainability
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Collahuasi s integrated managementsystem and SR
The company has an Sustainable Management and Risks System (SGSR)committee that has foreseen the opportunity to integrate ISO 26000 withthe certifiable ISO 14001, ISO 9001 and OHSAS 18001 standards alreadyused by the system.
According to ISO 26000, credibility with regard to certain issues cansometimes be enhanced through participation in specific certificationschemes.
To date, there is an initial proposal for the development of a fullyintegrated management system, studied from the perspective of managing stakeholder needs, with ISO 26000 as its inspiration but alsotaking into account the traditional systems (Abrahamsson et al., 2009)
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For integrated SR management, it is imperative to improve internalcommunication and coordination between the different company divisionsrelated to SR core subjects, given their interdependence.
The organisational governance core subject is, in fact, the thread that runsthrough and connects the integrated management system, bringingtogether the different inter-related SR core subjects.
At the operational level, SR core subjects and divisions can, for example, beassociated according to:
Labour practices (Human Resources Division), Environment (Environmental, Energy and Strategic Supplies Divisions), Community involvement & Development (Corporate Affairs and
Community Relations Divisions) and Fair Operating Practices (Procurement and Contracts Division).
SGSR
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Comparison of the requirements of quality, environmental and safety &occupational health systems shows their compatibility and equivalences
with ISO 26000.
ISO 26000 also emphasises stakeholder identification and engagement as akey SR practice where this is understood as a process of two-way dialoguethat provides the organisation with feedback for identifying issues such as
its significant risks and impacts. Standards associated with traditionalmanagement systems do not necessarily draw attention to this aspect.
According to ISO 26000 Stakeholder engagement can be a basis for involvingstakeholders in the verification of an organization's claims concerning its
performance. This should include community stakeholders but also suppliersand contractors.
SGSR
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ISO 26000 as support for designing and implementingrisk analysis processes incorporating key sustainability
variablesThe most important opportunities that arise when a business activelyattempts to apply criteria for its greater sustainability include the reduction of risk through the involvement of its stakeholders. (Crear Valor, 2006).
Risk management is an important process for an organisation
s progresstowards sustainability. Industry has vast experience in due diligenceprocesses for environmental, safety and financial risks and this approach canalso be used in the case of SR.
ISO 26000 recommends the due diligence approach in general for integratingSR into an organisation but gives it special importance in organisationalgovernance and, particularly, human rights. It also emphazises theimportance of involving stakeholders in these processes.
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CONCLUSIONS
This preliminary gap analysis indicates that ISO 26000 provides guidelines
on SR which can help to structure and give consistency to an integratedcompany management system Sustainable Management and RisksSystem (SGSR)
Part of the company s policies and practices are already aligned with ISO
26000 but this exercise also identified significant improvementopportunities
One important identified opportunity relates to the strengthening of itsmanagement system and its broadening into an integrated frameworkconsistent with SR. Systems that integrate SR are currently an importantsubject of debate.
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Risk management at Collahuasi will also be strengthenedthrough the integration of SR into the company s strategy andregular practices using an ISO 26000-based approach,particularly as regards to key stakeholders such as thecommunity in the area around its operations.
The process of implementing SR is dynamic and continuous.
CONCLUSIONS
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Gracias