Assessment guide AFAQ 26000

E N T E R P R I S E S / O R G A N I Z AT I O N S

Assessment Guide AFAQ 26000
Sustainable Development
Corporate Social Responsibility

Human Environmental
AFAQ Production
and consumer
Resources
results

26000
Regional
protection
roots
Social
CORPORATE SOCIAL Strategy and results
corporate
RESPONSIBILITY Approach social
responsibility
Economic
results

Human Environmental
AFAQ Production
and consumer
Resources
results

26000
Regional
protection
roots
Social
corporate
responsibility
Economic
results

2 Assessment Guide AFAQ 26000 - Enterprises / Organizations
© Any integral or partial reproduction, made apart from an authorization express of AFNOR Certification or of its having causes, is illicit.

Preface
W
hatever the sector, it has become almost indispensable for companies, and organisa-
tions in general, to position themselves in terms of sustainable development. What fac-
tors legitimise their activities, products or services? What is their ability to create value
sustainably while meeting their stakeholders’ expectations?

Organisations are thus increasingly required to account for their contribution to sustainable
development and their ability to attain an overall level of performance, balanced on three pillars
: economic, social and environmental.

2010 is a historic milestone, both for voluntary regulation tools on an international level, including
standardisation, and for Corporate Social Responsibility (CSR).
Indeed, the publication on 1st November of ISO 26000, the first international CSR Guidelines,
offers a common definition for the first time, enabling such responsibilities to be clearly deline-
ated and exercised.

‘Corporate Social Responsibility’ refers to the contribution made by organisations to sustain-
able development. ISO 26000 explores and develops these concepts and sets strong bench-
marks, both in terms of resources and underlying tenets, by means of 7 core CSR subjects and
7 CSR Principles. The standard implicates both the strategic thinking and the methods of an
organisation—as well as its means, goals and its operational deployment of Corporate Social
Responsibility.

ISO 26000 also takes account of the fact that each organisation’s CSR solutions are unique: they
depend on their sector, context and culture, in a changing world where knowledge, innovation
and stakeholder expectations continually influence the state of the art of CSR practices.

ISO 26000 also reiterates an element that was an integral part of the mandate granted to
the experts and stakeholders involved in its development: this standard is not intended for
certification.

It is in order therefore to help organisations assess the relevance and maturity level of their prac-
tices (in a spirit of assessment rather than certification), that over the last three years, AFNOR
Certification and the AFNOR Group have acquired unique insights into evaluating the extent to
which organisations practise sustainable development. Our methods and expertise have thus
proved their robustness and added value, irrespective of sector or size of organisations.

AFNOR Certification is thus more than ever ready to work alongside all organisations—from the
smallest to the largest—that wish to assess, demonstrate, seek recognition of and improve their
approach to Corporate Social Responsibility.

Florence Méaux, General Manager

Assessment Guide AFAQ 26000 - Enterprises / Organizations 3

Human Environmental
AFAQ Production
and consumer
Resources
results

26000
Regional
protection
roots
Social
corporate
responsibility
Economic
results

Preamble
I
n 1987 the United Nations World Commission on Environment and Development, known as
the Brundtland Commission, introduced and defined the concept of sustainable development
as «development that meets the needs of the present without compromising the ability of
future generations to meet their own needs».

The various stakeholders attending the UN Rio Summit in 1992 (NGOs, states, local govern-
ments, unions, companies) seized on the issue with enthusiasm.

Events in recent years have brought concerns and issues related to sustainable development to
the forefront, on a worldwide scale, with climate negotiations, mobilisation on biodiversity, the
Millennium Goals, the raising issues of the social conditions of workers globally, and so forth.

In this context, Corporate Social Responsibility, defined as «the voluntary contribution of organi-
sations to sustainable development», offers a framework and an opportunity for organisations—
and particularly for businesses—to demonstrate their uptake of social and environmental issues
in conjunction with their stakeholders.

The year 2010 marks a historic milestone, both for sustainable development, international nego-
tiations within the ISO (the International Organization for Standardization) and CSR. Indeed, with
the publication on 1st November, of ISO 26000: International Guidelines for Corporate Social
Responsibility, actors worldwide have, for the first time, a common frame of reference with which
to define and implement CSR.

ISO 26000 calls for the formulation of CSR strategy in tandem with the global challenges of sus-
tainable development and a given organisation’s characteristics, constraints and opportunities.
ISO 26000 provides the keys and makes linkages with the tools, including control mechanisms
(indicators...) with which to build, invigorate and improve this process.

The approach to social responsibility of each organisation and business is unique and requires
responses and practices based on its own issues, context and culture. ISO 26000 stresses this
point and makes no a priori requirements.

Organisations are invited to measure the soundness of their practices, and these, where appli-
cable, deserve to be acknowledged, valued and communicated. Responsible organisations also
deserve to be distinguished from the advertising practices and “greenwashing” carried out by
actors who occasionally knowingly misrepresent their contribution to sustainable development.

It is therefore natural to raise
the question of evaluating ISO
26000 compliance as a tool for
reflection, steering and external
dialogue. Based on the expertise and experience in
Sustainable Development issues of the AFNOR
Group, AFNOR Certification has developed
a methodology for evaluating the ISO
26000 compliance of organisations:
AFAQ 26000


Contents
Introduction............................................................................................... 6

Assess your Corporate Social Responsibility today. ........................ 7
.
and pave the way for tomorrow

The assessment process......................................................... 8

The AFAQ 26000 Model: General remarks......................... 11
1. Practices...................................................................................... 12
Criterion 1 Vision of CSR
& Governance................................................................................ 12
.
Criterion 2 Implementation: Integration
and communication of CSR......................................................... 14
Criterion 3 Human resources,
labour relations and practices...................................................... 16
Criterion 4 Modes of production, sustainable
consumption and consumer issues............................................. 18
Criterion 5 Local integration: communities
and local development.................................................................20
2. Results......................................................................................21
Pilier 6 : Environmental results........................................................21
Pilier 7 : Social results.......................................................................22
Pilier 8 : Economic results.................................................................. 24

The AFAQ 26000 Model: Assessment principles.................. 25

Recognition valid for up to 3 years. ........................................... 28
.

The expertise and skills of evaluators............................................... 30

Glossary...................................................................................................... 31


Human Environmental
AFAQ Production
and consumer
Resources
results

26000
Regional
protection
roots
Social
corporate
responsibility
Economic
results

Introduction
AFAQ 26000, building on AFAQ 1000NR
3 years of progress and lessons learned

I
n 2007, AFNOR Certification developed an assess- A mixture of businesses, non-profit organisations, trade
ment approach of the way organisations incorporate unions etc. of all sizes and in all sectors have worked
sustainable development into their strategies, man- with us as pioneers in the field. Over a hundred inno-
agement and results: AFAQ 1000NR. vative organisations committed to sustainable devel-
opment (whether as a recent initiative on their part or
It was an innovative strategic choice. By including actors a mature policy), have called upon our experts to take
who were themselves expert in sustainable development the temperature of their Corporate Social Responsibility
(having participated in the major summits as well as the policy, share our findings with their internal and exter-
most innovative methodological developments of recent nal stakeholders, and identify ways forward to further
years: SD 21000 etc...), AFNOR Certification made develop their strategies and practices with a view to bet-
a choice to invest in the processes and competences ter overall performance.
of corporate social responsibility, in anticipation of the
release of ISO 26000. Large companies, entities operating within such compa-
nies, medium, small and very small businesses (includ-
Since the beginning of international work on ISO 26000, ing some with fewer than 10 employees), in the sectors of
the mandate of the Standardisation Commission had energy, food, services, building and public works, land-
been clear: this would be a new type of standard (a scape, social housing, and many more, have contributed
«standard of conduct»), which would neither aim to out- over the past three years to making first AFAQ 1000NR
line requirements in terms of a management system, then AFAQ 26000 France’s leading provider of sustaina-
nor to become a certifiable framework (the preamble to ble development practice assessment1. Our clients both
ISO 26000 explicitly emphasises this stance). in France and abroad have shown confidence both in our
original methodology and in the men and women whose
Indeed, the relevant practices deployed by each organi- expertise undergirds our approach.
sation are different and organic and cannot be prede-
fined in advance. According to locations, activities, AFNOR Certification has acquired and consolidated the
cultures, practices and available technologies, and on expertise of a dedicated pool of evaluators pooling their
stakeholders’ changing circumstances, challenges and CSR assessment practices. These evaluators are quali-
expectations, Corporate Social Responsibility consists fied experts and their skills are continuously refreshed
precisely of identifying and deploying appropriate prac- and updated, adding even more value for our customers
tices and improving and revising these over time. in terms of their current questions about the future.

In this context, in order to ascertain uptake of ISO 26000 The enthusiasm of our customers and the course of
issues and principles by organisations, the AFNOR international events have more than justified our choices.
Group, in line with the recommendations of ISO, consid-
ers assessment to be the most relevant methodology, in Make your commitment count with us and join the family
both ethical and technical terms, for all matters relating of globally responsible organisations.
to corporate social responsibility.

AFNOR Certification now has 3 years’ experience of
evaluating the contribution of organisations to sustain-
able development, thanks to AFAQ 1000NR, which was
already in line with ISO 26000.

1. Not counting companies quoted on the stock exchange.


Assess your Corporate Social
Responsibility today and pave the way
for tomorrow
AFAQ 26000, assess your Corporate Social development: ISO 26000, the Rio Declaration, Global
Responsibility Reporting Initiative, Global Compact, SD21000...

n external assessment which defines and implements
A AFAQ 26000: Enrich your relationship with
ISO 26000 stakeholders

Abalanced measure of your organisation’s strategic,
managerial and operational behaviour, practices and
nalysis
A and integration of stakeholder expectations:
the assessment includes interviews with various stake-
outcomes
holders (employees, health and safety committees,
rating scale of 1000 points that represents four matu-
A customers, suppliers, partners etc.)
rity levels: Initial, Progression, Confirmed, Exemplary
upport
S for stakeholder dialogue through the
xpert
E CSR assessors, qualified and trained within Assessment Report
a dedicated pool, with several years of experience in
most sectors
pening
O up to new stakeholders and improving local
integration.
A summary Assessment Report—a real tool for strategic
and operational management, offering suggestions for
improvement.
AFAQ 26000: Develop and strengthen your
business
AFAQ 26000: Enhance your contribution to sus- truly international passport testifying to your organi-
A
tainable development sation’s CSR achievements
ommunicate your level of performance: a recognised
C evelopment of new markets or products
D
and communicable Assessment Certificate and Logo, reas for improvement: reduction of energy costs and
A
from Progress Level onwards raw materials, security of supply channels, choice of
nsure
E the loyalty of your customers and other alternative means of transport...
stakeholders through your commitment to social
responsibility. AFAQ 26000: an optimised service
everage
L your actions and your external stakehold- n
A assessment covering all sustainable development
ers (employees, shareholders, partners, customers, issues throughout the organisation (or within a coher-
suppliers...) ent area).
ain easier access to markets
G Strategic, managerial and operational practices
mprove your awareness and reputation
I (strategy, management, HR, production methods,
local integration)
AFAQ 26000, an approach adapted to your con- Competency in managing performance in terms
text and your strategy of Corporate Social Responsibility (environmental,
social, and economic outcomes)
uitable for all kind of organisations (large companies
S ptimised 3-phase process
O
and subsidiaries, SMEs, very small businesses, local
authorities and governments) and sectors
elivered by AFNOR Certification,
D the organisations
assessment specialists: our optimised value-for-
seful
U at all stages of the process: from simple money service delivers strong strategic and opera-
inventory to leveraging previous endeavours by your tional added value.
organisation
onsistent with the main reference texts on sustainable
C


Human Environmental
AFAQ Production
and consumer
Resources
results

26000
Regional
protection
roots
Social
corporate
responsibility
Economic
results

assessment process
AFAQ 26000
The assessment approach
The assessment follows a clear approach: to demonstrate the capacity of the entity being
assessed to appropriately identify its CSR issues, deploy relevant operational and managerial
practices and manage results so as to improve its overall performance (in line with stakeholder
expectations).

Objective:
To demonstrate that the organisation’s
strategy and practices facilitate the
attainment of positive results in various
aspects of sustainable development.

Focus of conclusions: On-site assessment
T
he maturity level of strategy of the extent to which the business
and practices has integrated CSR
T
he capacity to manage and achieve
key outcomes
C
ausal linkages between practices
and results.

Given the comprehensiveness of the AFAQ 26000 model and the diversity of CSR issues, assess-
ment is conducted by pairs of assessors, except for organisations of fewer than 50 employees
(in which a narrower pool of dedicated assessors is qualified to intervene).

Assessment phases
The assessment service is conducted in 3 main phases:
n and off-site preparation
O
n-site implementation
O
n and off-site analysis
O


The different phases of an AFAQ 26000 assessment
The main objectives of the three phrases are outlined in the diagram below:

1 2 3
Partial on-site On-site assessment Partial on-site
preparation analysis

D
ata gathering: D
ata gathering in terms of D
rafting of Assessment
Documentary review and approaches, practices and Report
identification of diverse results via interviews with A
warding of overall score,
indicators specified managers, staff identification of practices to
I
dentification of and stakeholders and related be continued and areas for
stakeholders to be met documentary analysis improvement (during final
(including 5 external M
ulti-site consolidation debriefing meeting)
stakeholders) where necessary, depending P
resentation of Assessment
D
rafting of assessment on context Certificate containing score
plan, including meetings with O
ptional facilitation of focus and relevant level, and
specified stakeholders groups: assessment and presentation of associated
I
nitial data analysis collective sharing of CSR logo
practices

On-site preparation con- mprove and manage communication with internal and/
I

1 tributes to a large extent
to the added value of an
AFAQ 26000 assessment.
or external stakeholders (based on the Assessment
Report...)
Partial on-site ..
.
preparation The assessment aims are
identified and clarified in
Preparation, in conjunction with the management of the
conjunction with manage-
entity being evaluated, can help define the terms most
ment.
relevant for evaluating its practices and management
tools, leading to an assessment plan incorporating the
These aims can be on different levels and are often com-
various stakeholders, both internal and external, to be
plementary:
contacted.
stablish a reliable barometer via a third party assess-
E
ment of the organisation’s integration of Corporate On-site preparation takes place ahead of the assess-
Social Responsibility ment proper. This advance data-gathering exercise
rovide an external perspective and expertise through-
P enables the entity being evaluated to outline the benefits
out the entity being evaluated, highlighting practices to it expects from the analysis of its practices, manage-
be continued and its areas for improvement. Identify ment and outcomes.
action plans based on priorities Such a clarification, a learning experience for the entity
acilitate awareness of required changes via an out-
F being evaluated, helps the evaluator to identify the enti-
side perspective; ty’s key characteristics and issues.
The data required for the preparation of the assessment
stablish a system of internal or external comparison
E
include:
(benchmarks) for practices and outcomes
he entity’s policy and strategy
T
repare for sustainable development awards
P
eneral information about the entity (relationship
G
emonstrate commitment to Sustainable Development
D with a group, organigram, presentation literature and
and Corporate Social Responsibility to clients, pros- description of activity, etc.)
pects, and other stakeholders


Human Environmental
AFAQ Production
and consumer
Resources
results

26000
Regional
protection
roots
Social
corporate
responsibility
Economic
results

he set of indicators to be monitored by the entity (the
T to the business and its location(s) be contacted (cli-
results must usually cover a sufficient period to indi- ents, suppliers, regional industry, research and envi-
cate a trend) ronment officials [DRIRE], occupational health officers,
arious documents relating to management (process
V local authority environment and energy management
mapping where applicable, records relating to internal authorities, residents’ associations, labour market
and external communication on the subject...) integration associations, training networks, fire-fight-

… ers, prefecture...). These stakeholders are contacted
either by phone or met during the on-site assessment
Identification of stakeholders to be contacted dur- (e.g. during a working lunch).
ing the assessment takes place directly with the entity’s
management and consists of two steps: The preparation also enables us, in conjunction with
. Identification of internal staff and stakeholders: all
1 the management team, to consider the details of the
managers (financial, human resources,...), employees debriefing, identifying the target audience for delivery
and their representatives (shop stewards, HSC mem- of the assessment conclusions. A further more com-
bers…), shareholders; face-to-face meetings take plete debriefing (including all the scores by practice and
place with these stakeholders during the assessment results), before a select audience (management commit-
as agreed in the assessment plan. tee, all staff, external stakeholders...) is also an option,
depending on the objectives pursued by the leaders of
. Identification of external stakeholders: it is recom-
2
entity being assessed.
mended that at least 5 external stakeholders relevant

2 3
On-site assessment Analysis: the
Assessment and
Debriefing Report
The evaluator factually analyses good practices to be
continued and areas for improvement, so as to be able The evaluator may make use of an off-site period for
to record a score for each sub-criterion in the practice writing the assessment report, consolidating the overall
assessment model. score and preparing the debriefing meeting.

During assessment, various employees of the entity During the debriefing meeting, the evaluator presents the
being evaluated may be interviewed, as well as various organisation’s strengths and areas for improvement for
external stakeholders identified during the preparation, the 5 practice criteria and 3 results criteria.
in order to gather factual examples which can feed into The overall score and the level attained are also com-
planning, implementation, deployment, measurement municated.
and improvement of practices covered by the AFAQ
26000 model. Then, against each criterion, s/he debriefs on the salient
The evaluator also assesses the relevance of given indi- facts characterising the company’s approach and matu-
cators in relation to the issues and the attainment lev- rity level in terms of Corporate Social Responsibility.
els of objectives, trends and comparisons with external
data, in order to determine the score assigned to out- The evaluator factors in the exchanges of views and
comes sub-criteria of the AFAQ 26000 model. comments made by the organisation during the debrief-
ing meeting in the final drafting of the assessment report.
As the assessment takes place over several days, the
assessor may call interim review meetings to present S/he completes the assessment report and sends it to
material collected in order to clarify any ambiguities and the chargé d’affaires. The assessment report is then for-
facilitate the debriefing meeting. warded by the chargé d’affaires to the assessed entity.


The AFAQ 26000 Model
AFAQ 26000 was developed in line
with key benchmarks for sustainable
development: SD21000, GRI, the Human Environmental
Resources
Global Compact, the UN Agenda 21,
Production
results
and of course the entire contents of
and consumer Regional
the ISO 26000. protection roots
Social
corporate
responsibilit
Economic
results

AFAQ 26000, a model for assessing the integration of Corporate Social Responsibility strategy and practices by
organisations, focuses on two types of assessment:

Assessment of strategic, managerial Assessment of results
and operational practices
relative to the 3 pillars of sustainable development:
This involves assessing the maturity of practices in terms This involves assessing the organisation’s ability to iden-
of Corporate Social Responsibility throughout the follow- tify and manage indicators relevant to its challenges,
ing criteria: against the following three criteria:
1 Vision in terms of CSR Governance 6
Environmental results
2
Implementation: the integration 7
Social results
and communication of CSR
8
Economic results
3
Human resources, labour relations and practices
4
Modes of production, consumption The assessors seek to establish causal links between
and consumer issues practices and results.
Moreover, each of these three criteria includes a sub-
5
Local integration: communities and local criterion of ability to monitor stakeholder satisfaction
development relative to (environmental, social and economic) expec-
tations and impact.
Each of these criteria consists of several sub-criteria to
be analysed and assessed. The sub-criteria incorporate
and implement the content of ISO 26000.


Human Environmental
AFAQ Production
and consumer
Resources
results

26000
Regional
protection
roots
Social
corporate
responsibility
Economic
results

1. Practices
The aim of this section is to review the criteria and sub-criteria for strategic, managerial and
operational practices under the AFAQ 26000 model.

Criterion 1 Vision of CSR Governance
This is the core criterion of the AFAQ 26000 assessment which addresses them in a comprehensive and contex-
model. The evaluator seeks to assess the vision, strategy tualised way.
and governance of the approach to corporate social
responsibility, consistent with the key concepts of ISO Indeed, the 7 Principles and 7 core subjects are integral to
26000 (including the 7 core questions and the 7 principles any CSR approach. Moreover, it is more educative, func-
of Corporate Social Responsibility). tional and pragmatic to have access to an analysis grid
whose input sections are based on elements that shape
The 7 Principles and 7 core subjects of CSR established the organisation’s operations, enabling us to see how it
by ISO 26000 are not sub-criteria of AFAQ 26000 as such. integrates the principles and core subjects (at both strate-
They are integrated throughout the assessment model, gic and daily operational levels).

Sub-criteria Examples of points to be addressed
1.1. Global CSR reflection as the organisation-reflected on the contribution of its business
H
The organisation reflects comprehensively on to sustainable development: intrinsically? Through identifying all
the contribution of its business to sustainable its externalities?
development. s there within the organisation a clear reflection on how
I
Corporate Social Responsibility relates to the heart of its
business, not only today but also tomorrow?
hat is the scope of these reflections (people, activities,
W
processes...)?

1.2 Dialogue with stakeholders as the organisation identified all its stakeholders: both near and
H
The organisation identifies its stakeholders far, institutional and private individuals?
and dialogues with them to identify their s it able to understand their expectations in terms of sustainable
I
interests with regard to sustainable development and all of its own activities?
development.
o what extent does the organisation work in partnership with
T
its stakeholders to identify their expectations over time, their
interests and win/win strategies that can be developed?
1.3 Identification of sphere of influence as the organisation identified those of its stakeholders who
H
The organisation identifies, among all its constitute its sphere of influence (i.e. those that it has the
stakeholders, those who constitute its sphere capacity to influence in order to promote corporate social
of influence. responsibility and sustainable development practices)?
as the organisation identified, within its sphere of influence,
H
organisations or particular leaders who can convey the values
and practices of social responsibility?
ow is it organised so as to use this influence in the service
H
of sustainable development?


1.4 Analysis of core subjects the challenges, risks and opportunities identified by the
Do
The organisation analyses the implications organisation comprehensively cover the 7 Core subjects of ISO
of the seven core subjects of ISO 26000 26000?
and related action areas for all its activities. analysing the implications of the core subjects for its activities
In
The 7 core subjects are: governance of the (and vice versa), does the organisation clearly identify all possible
organisation - human rights - labour relations
impacts (especially negative)?
and conditions - environment, - fair practices
- consumer issues - development and local the organisation able to specify, in relation to each core
Is
communities. subject, those CSR practices it is deploying and/or could or
should deploy?
1.5 Prioritisation of issues connection with sub-criterion 1.4 above, is the organisation
In
Has the organisation prioritised its issues able to prioritise, in order of importance, its different CSR issues
in terms of CSR, based on the seven core (constraints, opportunities, impacts, risks)?
subjects and dialogue with its stakeholders?
Are the issues identified as (significant) priorities not deadlocked
on issues related to one of the core subjects?
the issues identified as (significant) priorities cover the main
Do
environmental, social and economic aspects in an appropriate
and balanced way?
1.6 Governance and decision-making
Does the organisation follow transparent decision-making
The decision making processes of a business processes vis-à-vis internal stakeholders? External stakeholders?
include transparency, ethical behaviour,
Does the governance and decision-making of the organisation
respect for stakeholder interests and the take the interests of stakeholders into account?
principle of legality. They also include due
diligence concerning CSR actions.
Does the organisation, in its governance and decision-making
methods, incorporate monitoring for sustainable development,
stakeholder interests and points of vigilance concerning its CSR
activities?
1.7 Fair practices Has the organisation identified risks associated with its activities
The organisation conducts itself ethically in in terms of ethical conduct and fair practices (cartels, corruption,
its dealings with its stakeholders (business unfair non-competitive clauses, non-compliance with procurement
practices...). rules, misinformation on prices and or products, abuse of power
Fair practices include fair competition, vis-à-vis suppliers, partners, etc.)?
promotion of CSR, due diligence, prevention Does the organisation have prevention and/or monitoring
of complicity and the fight against corruption. practices and/or tools that ensure the fairness of its conduct in the
implementation of its activities?
Is the organisation proactive in the detection of risks and the
implementation of appropriate practices, internally and within its
sphere of influence?
1.8 Vision et Leadership With regard to the above questions, how do managers define
The leaders implement and share with the leadership and they share their vision, and what are the inputs?
entire organisation, and their sphere of How do leaders communicate their vision throughout the
influence, their vision of what CSR means organisation? Does this include a stance on the organisation’s
in terms of the core business missions. contribution to the global sustainable development issues? How
They demonstrate leadership based on the
are managers implementing their vision?
7 principles of ISO 26000. The 7 principles
are: -Accountability - Transparency - Ethical How do managers communicate their vision to their sphere of
Behaviour - Recognition of stakeholder influence? To what extent do they show leadership on the principles
interests, - Respect for the principle of of Corporate Social Responsibility?
legality - Incorporation of international
standards of behaviour - Respect for human
rights.


Human Environmental
AFAQ Production
and consumer
Resources
results

26000
Regional
protection
roots
Social
corporate
responsibility
Economic
results

Criterion 2 Implementation: Integration and communication of CSR
This section involves analysing how CSR strategy (and/ development principles into action in everyday business
or related policy/policies ) is supported by processes life.
(formal or otherwise) that enable its effective deployment The evaluator determines whether the integration of
within the company, in particular in order to achieve the sustainable development principles concerns all activi-
related objectives. ties/all business processes, with a view to continuous
This criterion involves assessing how the organisation’s improvement.
management can turn the integration of sustainable


2.1 Identification of strategies ow does the organisation’s strategy integrate its specific CSR issues?
H
Strategy, incorporating the main issues s this strategy expressed through the organisation’s activities,
I
of CSR, is translated into policies and including through policies that integrate its elements?
objectives. o the organisation’s strategy and policies incorporate objectives
D
relating to its Corporate Social Responsibility?
2.2 Identification of responsibilities s the organisation (identification of roles, missions, responsibilities) of
I
A clear organisation is defined and staff the entity clearly defined?
are enabled to deploy the CSR strategy oes such organisation provide for the deployment of CSR strategy
D
and policy. within the entity?
oes such organisation genuinely enable employees to effectively
D
deploy the strategy?
2.3 Integration of CSR ow does the organisation ensure the inclusion of Corporate Social
H
The organisation continuously improves Responsibility issues in all its practices, procedures, systems and
the integration of CSR in its practices, activities? To this end, how does it identify the various interfaces with
procedures, systems and activities. its stakeholders?
s the integration of CSR subject to continuous improvement, in terms
I
of improved practices and extension of scope?
oes the organisation assess the integration of CSR in its activities for
D
improvement purposes (through monitoring, indicators, information
systems...)?
2.4 Regulatory monitoring oes the organisation conduct regulatory monitoring?
D
The organisation conducts regulatory o what extent is this regulatory monitoring proactive (able to anticipate
T
monitoring and ensures its implementation. changes)?
ow does the organisation ensure the inclusion and sharing of data in
H
regulatory monitoring?
2.5 Monitoring of technological and oes the organisation monitor technological, competitive and best
D
competitive and best practices practices?
The organisation keeps track of the o what extent is this monitoring of market developments and practices
T
(technological and competitive) market and proactive (able to anticipate changes)?
monitors CSR practices carefully. ow does the organisation ensure the inclusion and sharing of data
H
from the monitoring of technological, competitive and best practices?


2.6 Data and information oes the organisation analyse information and data on products,
D
management activities and/or the system?
Information and data on products, hat are the areas and limits of information and data involved and their
W
activities and/or the system is analysed links with corporate social responsibility issues?
and exploited. hat governance is provided by the organisation to analyse such
W
information and data (possible openness to external stakeholders)?
2.7 Internal communication ow does the organisation define the content of internal
H
Internal communication (vertical, horizontal communication as well as its targets?
and cross-cutting) facilitates the sharing of oes internal communication appropriately integrate the organisation’s
D
information. CSR issues?
hat are the internal communication procedures and do they allow
W
for the sharing of information in vertical, horizontal and cross-cutting
ways?
2.8 External communication ow does the organisation define the content of external
H
External communication facilitats communication as well as its targets?
appropriately and timely responses to the oes the external communication appropriately include the
D
information needs of stakeholders. organisation’s CSR issues?
hat are the external communication procedures and do these
W
(materials, vehicles, media...) enable stakeholders to be appropriately
informed and given an opportunity for dialogue?


Human Environmental
AFAQ Production
and consumer
Resources
results

26000
Regional
protection
roots
Social
corporate
responsibility
Economic
results

Criterion 3 Human resources, labour relations and practices
Better human resource management in the service of management skills, commitment, acknowledgement and
corporate strategy and improved implementation of the well-being of staff, not to mention labour relations.
actions to motivate men and women are core aspects Assessment should help to highlight these from a CSR
of business success. Corporate Social Responsibility perspective. Aspects of (physical but also mental) health
places men and women at the centre of its concerns and and safety are of course core concerns.
also acknowledges that the deployment of responsible
practices is in turn dependent on their involvement.
Human resource management practices clearly include

Sub-criterion Examples of points to be addressed
3.1 Human Resources and CSR re the organisation’s HR forecasts and plans consistent with its CSR
A
strategy. strategy?
HR-based forecasts and plans ensure hat are the links between CSR and HR within the organisation? Are
W
a fit between the organisation’s human these links the subject of an internal dialogue with employees and other
resources and its strategy. relevant stakeholders?
re these HR forecasts and plans, in line with CSR strategy, proactive
A
where necessary in terms of identifying new skills (internal/external...)
for recruitment or redeployment?
3.2 Training and skills oes the organisation ensure the awareness-raising/training of
D
Training and skills development on the employees regarding sustainable development and general principles
general principles of CSR and its impact of CSR?
on the company are offered to employees. oes the organisation ensure the awareness-raising /training of
D
employees regarding specific CSR issues?
oes the organisation ensure, where necessary, the training and
D
skills development employees regarding responses to specific HR
challenges?
3.3 Involvement of staff vis-à-vis CSR oes the organisation ensure employees are made aware of their
D
strategy impact on CSR issues within the organisation?
Staff are involved, accountable, and oes the organisation ensure the involvement and commitment of
D
acknowledged vis-à-vis achieving VSR staff vis-à-vis the achievement of CSR objectives? Are the relevant
goals. mechanisms sustainable?
re the staff accountable and acknowledged vis-à-vis the goals of
A
CSR?
3.4 Management of HR in line with the oes the organisation ensure respect for human rights and equity in its
D
principles of CSR human resource management and take account of cultural and social
Human resources management takes diversities?
account of cultural and social diversity and oes the organisation apply the principles of Corporate Social
D
respects equity and human rights at all Responsibility to its human resource management?
levels. s the implementation of human resource management based on CSR
I
principles supported by internal participatory approaches involving
staff?
3.5 Motivation and HR development ow does the organisation ensure the motivation and acknowledgment
H
Human resources management enables of its employees?
the motivation and recognition of staff as hat mechanisms facilitate skills and career development?
W
well as skills and career development. oes the organisation ensure a fit between such mechanisms and
D
employees’ expectations and needs?


3.6 Labour dialogue hat are the labour dialogue procedures (consultation, cooperation,
W
Labour dialogue is based on discussions dialogue...) within the organisation?
with representative bodies and developed hat are the key issues in labour dialogue within the organisation?
W
through employer-employee consultation. o what extent do the organisation and its leaders promote labour
T
dialogue within the organisation?

3.7 Management of health and safety hat are the input data (diagnosis) of the organisation’s Health
W
at work Safety (HS) policy? What were the processes (contribution of
The organisation manages aspects of stakeholders...) followed in defining this policy?
health and safety, including risk prevention, hat fields are covered by the HS policy (physical safety, physical and
W
in partnership with all employees and mental stress, psychosocial problems...)?
those involved in its activities. hat is the scope of the organisation’s HS policy (sites, activities,
W
people, employees, external operators...)?
3.8 Labour conditions and relations hat are the input data (analysis, diagnosis, dialogue...) for the
W
The organisation ensures that all organisation’s reflection on working conditions in the broad sense?
employees, and persons involved in its hat topics are covered by the policies, practices and mechanisms
W
activities enjoy good working conditions, promoting good working conditions for employees? Are these subjects
particularly in terms of pay, hours and consistent with the challenges of the organisation’s role?
work/life balance and individuals’ hat are the policies, practices, devices, designed to create a healthy
W
relationship to their work. work/life balance?


Human Environmental
AFAQ Production
and consumer
Resources
results

26000
Regional
protection
roots
Social
corporate
responsibility
Economic
results

Criterion 4 Modes of production, consumption and consumer issues

This is one of the major aspects of sustainable devel- The organisation must analyse its use of such goods in
opment. Indeed, a company’s integration of sustainable particular, and possibly the competitive nature of this
principles is necessarily closely linked to two fundamen- deployment in terms of other users and interests.
tal factors: first, its area of activity (and its modes of pro- The perennial (sustainable) character or otherwise of
duction and consumption) and second, its geographical these goods must be the focus of this reflection, accom-
location(s), (considered below in terms of local integra- panied by an analysis of measures for conservation, sav-
tion and contribution to local development). ing, compensation, etc. that the organisation may wish
Sustainable development poses challenges for a number to consider.
of sectors making the transition from a «consumer econ- The evaluator analyses the consistency and depth of
omy» to a «service economy». the organisation’s CSR approach by evaluating the rel-
An ethical stance must be taken by the organisation on evance of its practices in terms of sustainable produc-
all issues, particularly in its relationship with and provi- tion and consumption.
sion of information to consumers and in protecting their
rights. Finally, the organisation’s contribution to sustain-
able development also involves identifying what is meant
by Public Goods (including «Global Public Goods»).

4.1 Innovation and design towards ow does the organisation incorporate sustainable development
H
sustainable production principles and issues into its innovation and design processes? Does
The organisation conducts an analysis of the organisation integrate these elements throughout the value chain
the life cycle of its products in its design and life cycle?
and innovation processes (eco-social oes the organisation integrate the relevant stakeholders in the stages
D
design). of innovation and design?
oes the organisation ensure the sharing of concerns and practices of
D
eco-social design among all staff involved in the stages of innovation
and design?
4.2 Purchase and selection of oes the organisation factor in the principles and issues of sustainable
D
products and services development in its choice of solutions and purchase of products and
The organisation manages its selection services?
of products and/or services and benefits, re the principles and issues of sustainable development incorporated
A
in connection with production and R into specifications for the purchase of products and services?
D, integrating social and environmental oes the organisation ensure the sharing of concerns and practices in
D
criteria in its specifications. terms of sustainable development among all employees involved in the
phases of selection and purchase of products and services?
4.3 Purchasing and supplier oes the organisation factor in the principles and issues of sustainable
D
relationships development into in its choice of suppliers and providers?
The organisation manages its choice re the principles and issues of sustainable development integrated
A
of suppliers and its relations with them into tools for analysis, assessment and/or recognition in the choice of
in promoting CSR throughout the value suppliers and providers?
chain. oes the organisation ensure the sharing of concerns and practices in
D
terms of sustainable development among all employees involved in the
selection of suppliers and service providers?


Assessment guide AFAQ 26000

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Assessment guide AFAQ 26000