BS 8900-1-2013 Managing sustainable development of organizations Guide《组织机构可持续发展管理 指南》.pdf

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1、BSI Standards PublicationBS 8900-1:2013Managing sustainabledevelopment oforganizations Part 1: Guideincorporating Corrigendum 1Publishing and copyright informationThe BSI copyright notice displayed in this document indicates when the documentwas last issued. The British Standards Institution 2015Pub

2、lished by BSI Standards Limited 2015ISBN 978 0 580 89396 4ICS 03.100.99; 13.020.20The following BSI references relate to the work on this standard:Committee reference SDS/1Draft for comment 13/30251393 DCPublication historyFirst published as BS 8900 May 2006First published as BS 8900-1 July 2013Amen

3、dments issued since publicationDate Text affectedFebruary 2015 See ForewordBS 8900-1:2013 BRITISH STANDARDContentsForeword ii0 Introduction 11 Scope 22 Terms and definitions 23 Principles of sustainable development 24 Putting sustainable development into practice 55 Sustainable development maturity

4、matrix 12AnnexesAnnex A (normative) Case studies of the maturity matrix in use 16Bibliography 22List of figuresFigure 1 Example of a sustainable development maturity matrix 13Figure 2 Example of a sustainable development maturity matrix in a largeorganization 14Figure A.1 Section of the maturity mat

5、rix from an organization in theenvironmental health sector 17Figure A.2 Section of the maturity matrix from organizations in the builtenvironment sector 20List of tablesTable 1 Questions to help management consider the minimum principles 4Table 2 Examples of stakeholders and categories within which

6、they might begrouped 6Table 3 Pointers for building confidence 11Summary of pagesThis document comprises a front cover, an inside front cover, pages i to iv,pages 1 to 22, an inside back cover and a back cover.BRITISH STANDARD BS 8900-1:2013 The British Standards Institution 2015 iForewordPublishing

7、 informationThis part of BS 8900 is published by BSI Standards Limited, under licence fromThe British Standards Institution, and came into effect on 31 July 2013. It wasprepared by Technical Committee SDS/1, Sustainable development. A list oforganizations represented on this committee can be obtaine

8、d on request to itssecretary.SupersessionTogether with BS 8900-2:2013, it supersedes BS 8900:2006 which is withdrawn.Relationship with other publicationsBS 8900 is published in two parts: Part 1: Guide; Part 2: Framework for assessment against BS 8900-1 Specification.Information about this documentT

9、here have been growing calls from organizations in the UK and elsewhere forclear, practical guidance to support the cost-efficient and effective integration ofsustainable development principles into business as usual, both for commercialand non-commercial private and public organizations. BSIs decis

10、ion to developand launch BS 8900 in 2006 marked both a recognition of, and response to, thisdemand.It is a considerable challenge to embed a systematic approach to sustainabledevelopment into an organizations practices, given the breadth and complexityof the vision it represents, and the evolving un

11、derstanding of what it reallymeans and implies for planning and daily behaviour. Standardizing an approachis doubly challenging given the diversity of contexts and possible applications.This British Standard starts by identifying the possible benefits and desirableoutcomes of managing sustainable de

12、velopment. The approach throughout is toprovide a framework for embedding sustainable development management ineveryday decision making and is necessarily challenging, provoking andcontinually evolving.Effective and continuing stakeholder engagement is essential in pin-pointingreal issues and broade

13、ning buy-in. It is recognized that building confidence inprocesses and sustainable outcomes is an important part of this and that someorganizations might wish to use some forms of verification, although this BritishStandard does not point users in any particular direction.A maturity matrix is provid

14、ed as a way of assessing progress, clarifying nextsteps and combining the principles underpinning the management ofsustainable development with practical implementation.The standard should not be viewed in isolation as there are many helpful andrelevant texts, conventions, codes and case studies ava

15、ilable; it acts as a guide tomake sense of these many and varied sources and offers an approach tosustainable development that readily fits an organizations situation andcircumstances.This is a full revision of the standard, and introduces the following principalchanges: the standard has been split

16、into two parts, Part 2 being a framework forassessment against the guidance in Part 1; the four principles of sustainable development (inclusivity, integrity,BRITISH STANDARDBS 8900-1:2013ii The British Standards Institution 2015stewardship and transparency) are now minimum principles rather thanexa

17、mples and further information is given on each one in Clause 3; and a blank, framework matrix and example matrices for different sizes oforganization replace the original generic example matrix in the previousedition (see Clause 5 and Annex A).The start and finish of text altered by Corrigendum No.

18、1 is indicated in the textby tagsand.Use of this documentAs a guide, this part of BS 8900 takes the form of guidance andrecommendations. It should not be quoted as if it were a specification or a codeof practice and claims of compliance cannot be made to it.Presentational conventionsThe guidance in

19、this standard is presented in roman (i.e. upright) type. Anyrecommendations are expressed in sentences in which the principal auxiliaryverb is “should”.Commentary, explanation and general informative material is presented insmaller italic type, and does not constitute a normative element.Contractual

20、 and legal considerationsThis publication does not purport to include all the necessary provisions of acontract. Users are responsible for its correct application.Compliance with a British Standard cannot confer immunity from legalobligations.BRITISH STANDARD BS 8900-1:2013 The British Standards Ins

21、titution 2015 iiiBRITISH STANDARDBS 8900-1:2013This page deliberately left blankiv The British Standards Institution 20150 Introduction0.1 GeneralStakeholders expectations of both public and private sector organizationscontinue to expand and deepen. The concept of sustainable developmentprovides a f

22、ramework for responding to a significant number of theseexpectations. For the purpose of this British Standard sustainable development istaken to mean an enduring, balanced approach to social progress, economicactivity and environmental responsibility (see 2.3).A successful approach to managing sust

23、ainable development also helps ensurethat an organization makes high quality decisions that promote continuing andlasting success. The long-term success of any organization increasingly dependson the integration of economic, environmental and social performance into allaspects of operation. A cohere

24、nt and comprehensive approach is needed toweigh and address the opportunities, pressures and constraints of operating inthe globalized economic system.The guidance in this British Standard is designed to help organizations developan approach to sustainable development that will continue to evolve an

25、d adaptto meet new and continuing challenges and demands.0.2 OutcomesThe application of the guidance in this British Standard could be expected tocontinually improve performance along a path towards sustainabledevelopment. This is illustrated in Clause 5.Progress can be achieved through: strengtheni

26、ng relationships: by demonstrating to stakeholders that theorganization is operating in an economically, environmentally and sociallyresponsible way that benefits them in the short and long term; enhancing internal cohesion: by deepening the level of understandingamong employees of how the organizat

27、ion is performing and using thatinformation to improve the organizations operations and decision-makingprocesses; developing trust and confidence: through transparency and accountability; stimulating learning and innovation: by consideration of emergingopportunities through engagement of stakeholder

28、s; and understanding and managing the risks and opportunities: by systematicallyidentifying, prioritizing and addressing relevant issues;thereby enabling the organization to progress along a sustainable developmentpath (example illustrated in Clause 5).BRITISH STANDARD BS 8900-1:2013 The British Sta

29、ndards Institution 2015 11 ScopeThis British Standard provides guidance on managing sustainable developmentand a framework that assists organizations to enhance performance andeffectiveness. It offers a coherent approach to managing social, economic andenvironmental aspects of an organizations activ

30、ities.This guidance is intended to be applied by organizations of any size, sector andtype. In addition, it is relevant to organizations stakeholders.NOTE The application of this British Standard varies with an organizations progressalong the sustainable development path (illustrated in Clause 5).Th

31、e guidance does not specify performance criteria or explain the specificelements of social, economic and environmental impacts.2 Terms and definitionsFor the purposes of this British Standard, the following terms and definitionsapply.2.1 principlefundamental basis for decision making or behaviourSOU

32、RCE: BS ISO 26000:2010, 2.142.2 stakeholderindividual or group that has an interest in any decision or activity of anorganizationSOURCE: BS ISO 26000:2010, 2.20NOTE Throughout this British Standard “activity” is used to collectively refer toactivities, products and services.2.3 sustainable developme

33、ntdevelopment that meets the needs of the present without compromising theability of future generations to meet their own needsNOTE Sustainable development is about integrating the goals of a high quality oflife, health and prosperity with social justice and maintaining the earths capacity tosupport

34、 life in all its diversity. These social, economic and environmental goals areinterdependent and mutually reinforcing. Sustainable development can be treated asa way of expressing the broader expectations of society as a whole.SOURCE: BS ISO 26000:2010, 2.233 Principles of sustainable development3.1

35、 GeneralAn organizations management of sustainable development should be based ona set of principles informed by its values. A principle is a fundamental basis withwhich the organizations decision making and behaviour need to be consistent.Principles guide the social, economic and environmental aspe

36、cts of sustainabledevelopment management. The organization should adhere to, as a minimum,the following principles: inclusivity, integrity, stewardship and transparency,described in 3.2 to 3.5. Organizations should consider if further principles tothese four are applicable to them.An organization ca

37、n choose to identify additional principles informed by itsvalues, commonly held ethical norms and its management of sustainabledevelopment.BRITISH STANDARDBS 8900-1:20132 The British Standards Institution 2015Table 1 contains some useful questions for management to reflect on the extentto which thei

38、r organization is realizing the principles.3.2 InclusivityInclusivity within the context of this standard (and bearing in mind the conceptof stakeholder engagement as a core requirement within any truly sustainableorganization), means a clearly expressed intention or policy of including keystakehold

39、ers in the development of organizational strategy, corporate planningand direction. In particular, that should mean engagement with people whomight otherwise be excluded or marginalized.Management should not exclude key stakeholders either on bias (e.g. sexual orracial grounds) or because the indivi

40、dual or sector is perceived as difficult orpotentially obstructive. Examples might include staff, board members,governance representatives and customers. See 4.2 for further guidance onstakeholder engagement.This principle, whether applied to social, economic or environmental aspects ofsustainabilit

41、y within an organization, revolves primarily around people, inparticular key stakeholders. In practice, that means:a) the identification of the key stakeholders for the organization or enterprise;andb) engagement and dialogue with those stakeholders, or if appropriate, theirrepresentatives.Some exam

42、ples of issues that the principle should typically be applied to by anyorganization (under the three core aspects of sustainability) are:1) social: HR policy and practice; development of appraisal systems; setting oftargets for teams and/or individuals within the organization; communityengagement;2)

43、 economic: setting of economic targets and KPIs; development of financialreporting systems; socially responsible investment;3) environmental: defining the environmental policy; development ofenvironmental procedures; setting of environmental objectives and keyperformance indicators (KPIs); environme

44、ntal reporting; procurementpolicies and procedures.3.3 IntegrityIntegrity is the adherence to a set of commonly held ethical norms and lawabiding behaviour. These values should underlie everything that an organizationdoes. Values should therefore be disclosed so that there is no doubt about whatunde

45、rpins present and future actions of the organization and what effect thesemight have on its society, economy and environment.3.4 StewardshipStewardship is a position of accountability that might be shared or whollyowned by an individual, community or organization. The organization isresponsible for

46、the management of all facets of its activities throughout all thestages of its life span, from inception through to fulfilment and final disposal.These facets could include components, packaging, marketing documentation,etc., and should take into account issues related to society, the economy and th

47、eenvironment.BRITISH STANDARD BS 8900-1:2013 The British Standards Institution 2015 3For example, in product development, stewardship involves the incorporation(where possible) of environmentally friendly/sustainable materials that wouldnot negatively impact the environment, and final disposal in a

48、planned,preferably recycled manner. Continuing this example, purchasing from identifiedsustainable sources would have an impact on the economy of that community.3.5 TransparencyTransparency is an openness about decisions and activities that affect society, theeconomy and the environment, and a willi

49、ngness to communicate these in aclear, accurate, timely, honest and complete manner. In general, a presumptionshould be made in favour of transparency, so that information is accessible onrequest unless there are reasons to withhold it. For example, where appropriate,an organization should be prepared to disclose information relevant to itsmanagement of sustainable development. These might include the use ofenergy and water, treatment of suppliers, distribution of funds, contribution tocommunity initiatives, etc.Table 1 Que