Standards on Social responsibility or accountability - ISO 26000:2010, SA8000®:2014 and IS 26001:2024

Standards on Social responsibility or accountability - ISO 26000:2010, SA8000®:2014 and IS 26001:2024

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Introduction 

In today’s globalized and interconnected world, the concepts of social responsibility (SR), social accountability (SA), and corporate social responsibility (CSR) have gained paramount significance in shaping ethical business practices. Social responsibility (SR) emphasizes an organization’s duty to act in ways that benefit society at large, beyond mere profit-making objectives. Social accountability (SA) holds organizations accountable for their impact on society, ensuring transparency and ethical conduct. Meanwhile, corporate social responsibility (CSR) encompasses the voluntary initiatives undertaken by businesses to integrate social and environmental concerns into their operations, thereby contributing to sustainable development. These principles not only enhance an organization’s reputation and stakeholder trust but also foster long-term viability by addressing societal challenges and promoting positive change.

 

ISO 26000:2010 – Guidance on Social Responsibility

 

ISO 26000:2010 is ab international standard that provides guidance on social responsibility. This standard was developed and published by International Organization for Standardization (ISO), last reviewed and confirmed in 2021. This standard is not intended for certification or regulatory use.

 

ISO 26000:2010 provides guidance, not requirements, for organizations regarding social responsibility. This standard encourages organizations to go beyond legal (statutory and regulatory) compliance and contribute to sustainable development. ISO 26000:2010 provides guidance on:

 

- Concepts, terms and definitions related to social responsibility;

- Background, trends and characteristics of social responsibility;

- Principles and practices relating to social responsibility;

- Core subjects and issues of social responsibility, such as human rights, labour practices, environmental responsibility, and community involvement;

- Integrating, implementing and promoting socially responsible behaviour throughout the organization and, through its policies and practices, within its sphere of influence;

- Identifying and engaging with stakeholders; and

- Communicating commitments, performance and other information related to social responsibility.

 

This standard helps organizations in contributing to sustainable development. It is intended to encourage organizations to go beyond legal compliance, recognizing that compliance with law is a fundamental duty of any organization and an essential part of their social responsibility. It is intended to promote common understanding in the field of social responsibility, and to complement other instruments and initiatives for social responsibility, not to replace them.

 

ISO 26000:2010 encourages organizations to consider various factors like societal, environmental, legal, and cultural diversity while implementing social responsibility practices.

 

In applying ISO 26000:2010, it is advisable that an organization take into consideration societal, environmental, legal, cultural, political and organizational diversity, as well as differences in economic conditions, while being consistent with international norms of behaviour.

 

ISO 26000:2010 is not a management system standard. It is not intended or appropriate for certification purposes or regulatory or contractual use. Any offer to certify, or claims to be certified, to ISO 26000:2010 would be a misrepresentation of the intent and purpose and a misuse of ISO 26000:2010. As ISO 26000:2010 does not contain requirements, any such certification would not be a demonstration of conformity with ISO 26000:2010.

 

ISO 26000:2010 is intended to provide organizations with guidance concerning social responsibility and can be used as part of public policy activities. However, for the purposes of the Marrakech Agreement establishing the World Trade Organization (WTO), it is not intended to be interpreted as an “international standard”, “guideline” or “recommendation”, nor is it intended to provide a basis for any presumption or finding that a measure is consistent with WTO obligations. Further, it is not intended to provide a basis for legal actions, complaints, defences or other claims in any international, domestic or other proceeding, nor is it intended to be cited as evidence of the evolution of customary international law.

 

ISO 26000:2010 is not intended to prevent the development of national standards that are more specific, more demanding, or of a different type.

 

SA8000®:2014 – Social Accountability International Standard

 

The SA8000®:2014 Standard is the leading social certification standard for factories and organizations across the globe. This standard was developed and published by Social Accountability International (SAI) in 1997. This standard is a multi-stakeholder initiative. Over the years, the Standard has evolved into an overall framework that helps certified organizations demonstrate their dedication to the fair treatment of workers across industries and in any country. SA8000® is also a registered trademark of Social Accountability International (SAI).

 

The SA8000®:2014 Standard measures social performance in eight areas important to social accountability in workplaces, anchored by a management system element that drives continual improvement in all areas of the Standard. It is appreciated by brands and industry leaders for its rigorous approach to ensuring the highest quality of social compliance in their supply chains without sacrificing business interests.

 

The Standard reflects labour provisions contained within the Universal Declaration of Human Rights and International Labour Organization (ILO) conventions. It also respects, complements, and supports national labour laws around the world, and currently helps secure ethical working conditions for over two million workers.

 

Regular revisions ensure the Standard’s continuing applicability in the face of new and emergent social and human rights issues. Organizational buyers, independent codes of conduct, and private sector initiatives have all recognized multi-sector applicability of the SA8000®:2014 Standard and responded to growing public interest by integrating the SA8000®:2014 Standard criteria into their compliance processes.  

 

In addition to publishing the SA8000®:2014 Standard and its supporting documents, SAI offers a wide selection of resources to help organizations maintain and continually improve their social performance, including capacity building, stakeholder engagement, collaboration between buyers and suppliers, and tools to ensure continued improvement. SAI views independent accredited certification to the SA8000®:2014 Standard as a critical element contributing to the company’s broader objectives of improving global labour conditions.

 

The current version of the SA8000® Standard is SA8000®:2014. It is under process of revision.

 

IS 26001:2024 – Indian Standard on Corporate Social Responsibility - Requirements

 

IS 26001:2024 is an Indian standard on corporate social responsibility. This standard was first published in 2020 and first revision is carried out in 2024 by Bureau of Indian Standards (BIS). The scope of this standard includes (i) effectively establish and implement a corporate social responsibility framework supported by appropriate processes, and (ii) star rating requirements. This standard is applicable to all types of companies regardless of type and size. This standard is intended for certification and aims to enhance a company’s brand value through CSR performance.

 

IS 26001:2024 CSR standard provides an opportunity to companies that are interested to seek CSR star rating based on their CSR performance, The company’s CSR performance would greatly facilitate the enhancement of the company’s brand value. The Foreword of the standard states that this standard should be read in conjunction with the amended Companies Act and CSR Rules therein.

 

Summary  

 

In conclusion, the standards ISO 26000:2010, SA8000®:2014, and IS 26001:2024 play crucial roles in guiding organizations towards social responsibility and accountability. ISO 26000:2010 provides guidance on social responsibility without certification, emphasizing sustainability and stakeholder engagement. SA8000®:2014 is a certification standard focusing on fair treatment of workers, aligning with international labour standards and supporting continual improvement. IS 26001:2024, an Indian standard, offers a framework for corporate social responsibility with focus on certification and CSR performance enhancement, particularly in line with the Companies Act and CSR rules. These standards collectively contribute to fostering ethical business practices and promoting social welfare on a global scale.

 

How you like the write-up? Please comment or react.

 

Regards,

Keshav Ram Singhal

 

Courtesy Sources: ISO website, SAI website, BIS website    

Transforming Traditional Quality Management System (Traditional QMS) To Digital Quality Management System (Digital QMS)

Transforming Traditional Quality Management System (Traditional QMS) To Digital Quality Management System (Digital QMS)

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Please read the earlier blog article on "Quality Management System (QMS) and Digital Quality Management System (Digital QMS) by clicking THIS LINK. 

Certainly, transforming a traditional quality management system (traditional QMS) to a digital quality management system (digital QMS) can streamline processes, enhance efficiency, and improve overall quality management system of an organization. Here are a few steps an organization can take to transition to a digital quality management system (digital QMS):

 

(1)  Forming a Task Force: Begin by forming a task force that will supervise and guide the transition from traditional quality management system (traditional QMS) to digital quality management system (digital QMS). Forming a task force to supervise and guide the transition to a digital quality management system (digital QMS) is indeed a wise approach. The task force can play a crucial role in ensuring the success of the transformation initiative. Individuals with strong understanding of digital technology and the organization’s processes should be included in the task force for effective planning, implementation, and monitoring. A few personnel that could be included in the task force may be a project manager (responsible for overall coordination, planning and execution of the transition project), a quality management expert, an IT specialist, process owners (representatives from various departments or functional areas), training and change management specialist (responsible to develop training programmes, communication plans, and strategies to address resistance and promote adoption of the digital quality management system), compliance officer (having knowledge on regulatory requirements, industry norms and standards to ensure that the digital quality management system of the organization remains compliant with relevant regulatory and standard’s requirements), employees’ representatives (who can provide end-users inputs and feedback), and a senior executive (who can provide strategic guidance and support to the transition initiative). By forming a task force comprising individuals with diverse expertise and perspectives, the organization can leverage their collective knowledge and skills to navigate the complexities of transitioning to a digital quality management system (digital QMS) successfully. Regular meeting of the task force members, clear communication channels, and defined roles and responsibilities will be better for the task force to function effectively.

 

(2)  Assessment and Planning: The task force should evaluate the current traditional quality management system (traditional QMS) to identify its strengths, weaknesses, and areas for improvement. The task force should develop a clear understanding of the organization's goals and objectives for implementing a digital quality management system (digital QMS). The task force should create a detailed plan outlining the transition process, including timelines, resources, and key stakeholders involved.

 

(3)  Selecting the Right Digital QMS Platform: The task force should research and evaluate different digital quality management system (digital QMS) platforms available in the market. The task force should look for features that align with the organization's specific needs, such as documented information management, compliance tracking, audit management, and reporting capabilities. The task force should consider factors like scalability, ease of use, integration with existing systems, and cost-effectiveness.

 

(4)  Training and Change Management: The task force should provide comprehensive training to employees on how to use the new digital quality management system (digital QMS) effectively. The task force can organize workshops, seminars, and online tutorials to ensure that everyone in the organization understands the features and benefits of the new system. The task force should implement change management strategies to address any resistance or challenges during the transition period. The task force should take steps to provide appropriate training to internal auditors of the organization to audit the digital quality management system (digital QMS).

 

(5)  Data Migration and Integration: The task force should take steps to transfer existing data and documentation from the traditional quality management system (traditional QMS) to the digital platform. The task force should ensure seamless integration with other relevant systems, such as Enterprise Resource Planning (ERP) software, Customer Relationship Management (CRM) systems, and supply chain management tools. The task force should validate data accuracy and consistency throughout the transition process.

 

(6)  Customization and Configuration: The task force should take steps to customize the digital quality management system (digital QMS) platform to align with the organization's unique requirements and workflows. The task force should take steps to configure settings, permissions, and access controls based on roles and responsibilities within the organization. The task force should take steps to tailor forms, templates, and workflows to reflect the organization's quality processes and standards.

 

(7)  Continual Improvement and Optimization: The task force should take steps to establish mechanisms for ongoing monitoring, evaluation, and optimization of the digital quality management system (digital QMS). The task force should take steps to collect feedback from users and stakeholders to identify areas for improvement and enhancement. The task force should take steps to implement regular updates, patches, and upgrades to keep the system current and secure. The task force should also take steps to leverage analytics and reporting tools to track key performance indicators (KPIs) and drive continual improvement initiatives.

 

(8)  Compliance and Certification: The task force should take steps to ensure that the digital quality management system (digital QMS) complies with relevant industry standards, applicable regulations, and certifications, such as ISO 9001:2015 QMS standards, etc. The task force should take steps to conduct regular internal and external audits and assessments to verify compliance and maintain certification status. The task force should take steps to keep abreast of changes in regulatory requirements and update the quality management system (QMS) accordingly.

 

By following above steps, the organization can successfully transition from a traditional quality management system (traditional QMS) to a digital quality management system (digital QMS), thereby enhancing quality management practices and driving operational excellence.

 

Regards,

Keshav Ram Singhal 

Quality Management System (QMS) and Digital Quality Management System (Digital QMS)

Quality Management System (QMS) and Digital Quality Management System (Digital QMS) 

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Quality Management System (QMS)

 

In ISO 9000:2015 standard, the definition of a "quality management system (QMS)" is described as a set of interrelated or interacting elements of an organization to establish policies and objectives, and processes to achieve those objectives.

 

This definition emphasizes the structured approach organizations should take to ensure quality in their processes, products, and services. It involves establishing clear policies and objectives related to quality management and implementing processes to achieve those objectives effectively.

 

In simple words, we can say that a quality management system (QMS) is a clearly defined set of processes and responsibilities that makes business of an organization run how it’s supposed to. Each organization tailors its own quality management system, comprising a formal set of policies, processes and procedures established to elevate consumer satisfaction. A quality management system (QMS) guides organizations as they standardize and enhance quality controls across manufacturing, service delivery and other key business processes.

 

A quality management system, often called a QMS, is a set of internal rules that are defined by a collection of policies, processes, documented procedures, and records. This system defines how an organization will achieve the creation and delivery of the products and services they provide to their customers.

 

What is a digital quality management system (Digital QMS)?

 

A quality management system (QMS) can be delivered digitally rather than using paper checklists and forms. This saves organizations time, mitigates risk and minimizes the chance of human error. Implementing a digital quality management system (Digital QMS) requires meticulous planning and execution, and needs to be designed to comply with relevant regulations and industry standards, incorporating robust digital security measures to protect data.

 

A digital quality management system (Digital QMS) is a software-based solution designed to help organizations manage and improve their quality processes, procedures, and documentation in a digital environment. It leverages technology to streamline quality-related tasks, data management, and compliance efforts. A digital quality management system (Digital QMS) is a modernized version of the traditional or normal quality management system (QMS) that leverages digital technologies for enhanced efficiency and effectiveness. 

 

How a digital quality management system (Digital QMS) differs from a traditional or normal quality management system (QMS)?

 

Accessibility and Centralization: Digital quality management system (Digital QMS) platforms provide centralized access to quality-related documented information and processes. Unlike traditional paper-based or manual systems, digital quality management system (Digital QMS) solutions allow stakeholders (including QMS auditors) to access relevant data and documentation from anywhere with an internet connection.

 

Automation: Digital quality management system (Digital QMS) platforms often incorporate automation features to streamline repetitive tasks such as documentation control, risk-based approach, corrective and preventive actions (CAPA), audit management, and training management. Automation helps reduce manual effort, minimize errors, and enhance efficiency.

 

Data Analytics and Reporting: Digital quality management system (Digital QMS) systems typically offer robust analytics and reporting capabilities. These analytics and reporting capabilities enable organizations to gather, analyze, and visualize quality-related data to identify trends, areas for improvement, and compliance gaps more effectively. These insights can inform strategic decision-making and continual improvement efforts.

 

Integration with Other Systems: Digital quality management system (Digital QMS) solutions can integrate with other business systems such as Enterprise Resource Planning (ERP) software, Customer Relationship Management (CRM) systems, and supply chain management platforms. This integration enhances data exchange and interoperability, facilitating smoother business operations and quality management processes.

 

Collaboration and Communication: Digital quality management system (Digital QMS) platforms often include collaboration tools and features to facilitate communication and collaboration among team members, departments, and stakeholders. This fosters transparency, accountability, and teamwork in quality management initiatives.

 

Scalability and Flexibility: Digital quality management system (Digital QMS) solutions are typically scalable and adaptable to accommodate the evolving needs and growth of an organization. They can support small businesses as well as large enterprises operating in various industries.

 

Overall, while traditional quality management system (QMS) approaches rely on manual processes and paper-based documentation, digital quality management system (Digital QMS) solutions leverage technology to enhance efficiency, effectiveness, and compliance in quality management practices. The coming time will be of digital quality management system (Digital QMS) and organizations will adopt digital quality management system (Digital QMS).

 

Kind regards,

Keshav Ram Singhal

Newly ISO President’s Vision

Newly ISO President’s Vision: Enhancing Global Impact Through Innovation and Collaboration

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Dr. Sung Hwan Cho, who hails from Korea, assumed the role of ISO President in January 2024 for a two-year tenure. In his inaugural address, he outlines his vision for ISO’s pivotal role in addressing global challenges and fostering collaboration.

 

Five Key Pillars

 

Dr. Cho wishes to focus on many issues including five key pillars, namely (1) ISO Governance, (2) Commitment to climate-aligned international standards, (3) Addressing the dangers of misuse of artificial intelligence (AI) to bring positive societal change, (4) More participation and empowering of developing countries through ISO’s action plan, and (5) Building stronger bridges among ISO, business and consumers.

 

Building Trust and Collaboration Through Standards

 

Dr. Cho emphasizes, “Standards have a pivotal role to play in steering the world towards a better future. The power of standards is clear and far-reaching. And yet, for many businesses and organizations, standards are invisible; they exist much like the air around us – unseen but essential.”

 

Empowering Response to Global Challenges

 

Dr. Cho identifies key global challenges, including climate change and emerging technologies like Artificial intelligence (AI), and highlights ISO's commitment to addressing these challenges through robust governance and climate-aligned standards development.

 

ISO is committed to addressing climate change and emerging technologies like artificial intelligence (AI) through robust governance and standards development.

 

Ensuring Equitable Participation

 

Recognizing the importance of inclusivity, Dr Cho champions ISO's Action Plan for developing countries, aiming to empower their effective participation in standardization processes through capacity building and collaboration.

 

Strengthening Connections with Stakeholders

 

Dr. Cho underscores the importance of building stronger bridges between ISO, businesses, consumers, and other stakeholders worldwide. He outlines plans to enhance communication efforts and expand ISO's global presence.

 

Fostering Strategic Partnerships

 

Dr. Cho emphasizes the significance of strategic partnerships with international organizations, policymakers, and standards bodies to foster harmonization and alignment across the standards ecosystem.

 

Promoting Standards Education

 

Dr. Cho advocates for the establishment of a comprehensive standards education system to raise awareness and understanding of ISO standards among people of all ages and backgrounds.

 

Digital Transformation for Greater Agility

 

Highlighting the importance of digital transformation for greater agility, Dr. Cho discusses initiatives like SMART (Specific, Measurable, Achievable, Relevant and Time-bound) projects. These projects, such as the collaboration with the International Electrotechnical Commission (IEC), are aimed at revolutionizing standards interaction for greater adaptability and inclusivity. The SMART approach ensures that initiatives are well-defined, achievable, and aligned with organizational goals, fostering innovation and efficiency within ISO’s operations.

 

Conclusion

 

Dr. Sung Hwan Cho concludes his message with a commitment to partnering, protecting, and innovating to further the progress of ISO. He reaffirms ISO's dedication to positive change, contributing to a better, more equitable, and sustainable world. I wish him a successful tenure as ISO President.

ISO President's message can be read at ISO website. 

Best wishes,

Keshav Ram Singhal

Understanding the Urgency of Climate Change

Understanding the Urgency of Climate Change

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Climate change is no longer a distant threat relegated to the future; it's a reality that affects both the affluent and the impoverished, transcending national boundaries and socioeconomic divides. As industrial systems continue to churn out waste, depleting natural resources, the toll on our planet becomes increasingly evident. The wake-up call has been sounded by a confluence of crises – from the global pandemic to erratic weather patterns, devastating forest fires, failed crops, and extreme weather events.

What's alarming is that these occurrences, once projected for the distant future, are now our present-day reality. Climate change operates on many fronts. The staggering impact climate change has on ecosystems and economies alike, along with the stark scientific data, underscores the urgency of our predicament. It's as if the clock of climate change is ticking faster than anticipated, signaling the imminent end of the Industrial Age.

 

Now, more than ever, we must heed this call to action. Leaders across all sectors – from industry to government, academia to activism – bear a collective responsibility to awaken society, industry and government to the gravity of the climate crisis. It's imperative that we not only listen to what the science tells us but also act decisively to mitigate its effects and transition to a sustainable future.

 

In this pivotal moment, let us harness our collective efforts resolve and innovation to confront the challenges posed by climate change. The time for complacency is over; the time for concerted action is now. Together, let us forge a path toward a greener, more resilient world for generations to come.

Regards,

Keshav Ram Singhal 

Management System Standards and Climate Change

Management System Standards and Climate Change

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Gist of the article written by Nigel H Croft, JTCG Chair, and published at the ISO website on 16 February 2023

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The ISO Joint Technical Coordination Group for Management System Standards (JTCG) has been actively discussing the implications of ISO’s “London Declaration on Climate Action” since early 2022. Instead of forming a Task Force, JTCG held a series of meetings to decide how ISO’s suite of Management System Standards (MSS) can contribute to climate action.

 

Nigel H Croft, JTCG Chair, outlines three categories of changes being introduced to emphasize climate change in MSS:

 

(1) Changes to Guidance for MSS Writers:

 

-     Recommendations to consult guidelines on sustainability and climate change.

-     Addition of "future generations" and climate-related considerations to interested parties' list.

 

(2) Changes to Harmonized Structure:

 

-     Introduction of text in Clause 4.1 emphasizing the organization's need to determine climate change relevance.

-     Emphasis on climate change-related requirements for interested parties in Clause 4.2.

 

(3) Inclusion of Climate Change in Justification Study:

 

-     Discussion on incorporating climate change-related questions in the justification study for new MSS proposals.

 

The focus of these changes is not to impose new climate change requirements on organizations but to highlight its potential impact on organizational context and management system effectiveness. The changes aim to address the growing importance of climate change in organizational operations and stakeholder expectations.

 

The deployment schedule for these changes into all ISO Management System Standards is yet to be defined, but there's an agreement that waiting for the next revision cycle might be impractical. ISO is also considering specific standards like ISO 14001, ISO 50001, and ISO 55001 for revision to reinforce climate change aspects.

 

Committees like TC176/SC2 are providing inputs on proposed changes relevant to ISO 9001, with decisions on ISO 9001 changes to be made by TC176/SC2 separately. It should be noted that ISO TC176 is the technical committee formed by ISO on Quality Systems. ISO TC176/SC2 is the ISO Subcommittee for TC176 Quality Systems, responsible for the development of "ISO 9001 Quality management systems – Requirements" standard, the most widely used International Standard in the world.

 

Regards,

Keshav Ram Singhal

Courtesy source of information – ISO Website

ISO's Pioneering Climate Change Agenda: A Commitment to a Sustainable Future

ISO's Pioneering Climate Change Agenda: A Commitment to a Sustainable Future

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ISO General Assembly approved and signed the London Declaration in September 2021, marking a monumental step towards combatting climate change and solidifying ISO's unwavering commitment to addressing climate change through the requirements of international standards, setting a clear pathway towards a sustainable future by 2050. ISO's pioneering climate change agenda is a commitment to a sustainable future.

 

The significance of International Standards cannot be understated, particularly in the context of climate action. ISO's Standards play a pivotal role in underpinning the global economy, creating trust on all aspects of international trade. ISO has a number of standards that are essential in supporting the climate agenda. These standards help adapt to climate change, quantify greenhouse gas emissions and promote the dissemination of good practices in environmental management. 

 

The urgency of the climate crisis is unequivocal, demanding immediate and concerted efforts to mitigate emissions and bolster resilience against its impacts. ISO has recognized this imperative and pledges to collaborate closely with its members, stakeholders, and partners to accelerate progress towards key global frameworks, including the Paris Agreement, the United Nations Sustainable Development Goals (SDGs), and the United Nations Call for Action on Adaptation and Resilience.

 

At the heart of ISO's climate change agenda lies a commitment to integrating climate science and associated transitions into the development of all new and revised ISO Standards and publications.  Central to ISO's climate change agenda is the integration of climate science into the development of new and revised standards.

 

Moreover, ISO is dedicated to fostering inclusivity by actively engaging civil society and marginalized communities, who are disproportionately affected by climate change, in the standard-setting process. This inclusive approach ensures that the voices of those most vulnerable to climate impacts are heard, and their unique perspectives are reflected in the standards that shape our collective response to the crisis.

 

Central to the implementation of ISO's climate change agenda is the development and publication of an Action Plan and Measurement Framework. This comprehensive roadmap will outline concrete actions and initiatives to be undertaken by ISO and its partners (national standardization bodies), along with a robust reporting mechanism to track progress towards ISO's shared climate goals.

 

The signing of the London Declaration at the ISO General Assembly 2021 marks a pivotal moment in the global fight against climate change. It signals ISO's unwavering commitment to harnessing the power of international standards to drive meaningful and lasting change. As ISO forge ahead on this transformative journey, ISO will remain steadfast in its dedication to building a more sustainable and resilient world for generations to come.

 

In conclusion, the London Declaration 2021 mentions ISO's pivotal role in advancing the global climate agenda and reaffirms its commitment to leveraging international standards as a catalyst for positive change. Through collaboration, inclusivity, and decisive action, ISO is leading the charge towards a more sustainable future, where humanity and the planet thrive in harmony.

 

Best wishes,

Keshav Ram Singhal