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1、BS 8900:2006 Guidance for managing sustainable development ICS 03.100.99; 13.020.20 NO COPYING WITHOUT BSI PERMISSION EXCEPT AS PERMITTED BY COPYRIGHT LAW BRITISH STANDARD Licensed Copy: London South Bank University, London South Bank University, Fri Dec 08 00:48:29 GMT+00:00 2006, Uncontrolled Copy
2、, (c) BSI Publishing and copyright information The BSI copyright notice displayed in this document indicates when the document was last issued. BSI 2006 ISBN 0 580 48143 3 The following BSI references relate to the work on this standard: Committee reference SDS/1 Draft for comment 05/30118955 DC Pub
3、lication history First edition, May 2006 Amendments issued since publication Amd. no.DateText affected BS 8900:2006 Licensed Copy: London South Bank University, London South Bank University, Fri Dec 08 00:48:29 GMT+00:00 2006, Uncontrolled Copy, (c) BSI BSI 2006i BS 8900:2006 Contents Foreword iii 0
4、Introduction 1 1Scope 2 2Terms and definitions 2 3Principles of sustainable development 2 4Putting sustainable development into practice 3 5Sustainable development maturity matrix 11 List of figures Figure 1 Example of a sustainable development maturity matrix 12 List of tables Table 1 Sample princi
5、ples 3 Table 2 Pointers for building confidence 10 Summary of pages This document comprises a front cover, an inside front cover, pages i to iv, pages 1 to 12, an inside back cover and a back cover. Licensed Copy: London South Bank University, London South Bank University, Fri Dec 08 00:48:29 GMT+00
6、:00 2006, Uncontrolled Copy, (c) BSI ii BSI 2006This page deliberately left blank BS 8900:2006 Licensed Copy: London South Bank University, London South Bank University, Fri Dec 08 00:48:29 GMT+00:00 2006, Uncontrolled Copy, (c) BSI BSI 2006iii BS 8900:2006 Foreword Publishing information This Briti
7、sh Standard is published by BSI. It was prepared by Technical Committee SDS/1, Sustainable development, who will be responsible for future revisions made both as a result of developments in the field and experience in the use of the standard. A list of organizations represented on this committee can
8、 be obtained on request to its secretary. This British Standard takes the form of guidance and recommendations. Therefore, it should not be quoted as if it were a specification to which compliance could be claimed. Information about this document There have been growing calls from organizations in t
9、he UK and elsewhere for clear, practical guidance to support the cost-efficient and effective integration of sustainable development principles into business as usual, both for commercial and non-commercial private and public organizations. BSIs decision to develop and launch BS 8900 marks both a re
10、cognition of, and response to, this demand. It is a considerable challenge to embed a systematic approach to sustainable development into an organizations practices, given the breadth and complexity of the vision it represents, and the evolving understanding of what it really means and implies for p
11、lanning and daily behaviour. Standardizing an approach is doubly challenging given the diversity of contexts and possible applications. This standard starts by identifying the possible benefits and desirable outcomes of managing sustainable development. The approach throughout is to provide a framew
12、ork for embedding sustainable development management in everyday decision-making and is necessarily challenging, provoking and continually evolving. A key element in this standard is effective and continuing stakeholder engagement, essential in pin-pointing real issues and broadening buy-in. It is r
13、ecognized that building confidence in processes and sustainable outcomes is an important part of this and that some organizations may wish to use some forms of verification, although this standard does not point users in any particular direction. A development or maturity matrix is provided as a way
14、 of assessing progress, clarifying next steps and combining the principles underpinning sustainability with practical implementation. The standard should not be viewed in isolation as there are many helpful and relevant texts, conventions, codes and case studies available; it acts as a guide to make
15、 sense of these many and varied sources and offers an approach to sustainable development that readily fits an organizations situation and circumstances. Licensed Copy: London South Bank University, London South Bank University, Fri Dec 08 00:48:29 GMT+00:00 2006, Uncontrolled Copy, (c) BSI BS 8900:
16、2006 iv BSI 2006 Presentational conventions The provisions in this standard are presented in roman (i.e. upright) type. Its recommendations are expressed in sentences in which the principal auxiliary verb is “should”. Commentary, explanation and general informative material is presented in smaller i
17、talic type, and does not constitute a normative element. Contractual and legal considerations This publication does not purport to include all the necessary provisions of a contract. Users are responsible for its correct application. Compliance with a British Standard cannot confer immunity from leg
18、al obligations. Licensed Copy: London South Bank University, London South Bank University, Fri Dec 08 00:48:29 GMT+00:00 2006, Uncontrolled Copy, (c) BSI BSI 20061 BS 8900:2006 0 Introduction 0.1General Societys expectations of both public and private sector organizations continues to expand and dee
19、pen. The concept of sustainable development provides a framework for responding to a significant number of these expectations. For the purpose of this standard sustainable development is taken to mean: an enduring, balanced approach to economic activity, environmental responsibility and social progr
20、ess. A successful approach to managing sustainable development also helps ensure that an organization makes high quality decisions that promote continuing and lasting success. The long-term success of any organization will increasingly depend on the integration of economic, environmental and social
21、performance into all aspects of operation. A coherent and comprehensive approach is needed to weigh and address the opportunities, pressures and constraints of operating in the modern world. The guidance in this British Standard is designed to help organizations develop an approach to sustainable de
22、velopment that will continue to evolve and adapt to meet new and continuing challenges and demands. 0.2Outcomes Organizations create value and are effective in diverse ways. A broad set of sustainable development drivers may impact performance across all organizations. The application of the guidanc
23、e in this British Standard could be expected to continually improve performance along a path towards sustainable development. This is illustrated in Clause 5. Progress can be achieved through: strengthening relationships by demonstrating to stakeholders that the organization is operating in an econo
24、mically, environmentally and socially responsible way that will benefit them in the short and long term; enhancing internal cohesion by deepening the level of understanding of how the organization is performing among employees and using that information to improve the organizations operations and de
25、cision-making processes; developing trust and confidence through transparency and accountability; stimulating learning and innovation by consideration of emerging opportunities through engagement of stakeholders; understanding and managing the risks and opportunities by systematically identifying, p
26、rioritizing and addressing relevant issues, thereby enabling the organization to progress along the sustainable development path illustrated in Clause 5. Licensed Copy: London South Bank University, London South Bank University, Fri Dec 08 00:48:29 GMT+00:00 2006, Uncontrolled Copy, (c) BSI BS 8900:
27、2006 2 BSI 2006 1 Scope This British Standard provides guidance on managing sustainable development and a framework that assists organizations to enhance performance and effectiveness. It offers a coherent approach to managing economic, environmental and social aspects of an organizations activities
28、. This guidance is intended to be applied by organizations of any size, sector and type. In addition it is relevant to organizations stakeholders. NOTEThe application of this standard will vary with an organizations progress along the sustainable development path (illustrated in Clause 5). The guida
29、nce does not specify performance criteria or explain the specific elements of economic, environmental and social impacts. 2 Terms and definitions All terms are explained within the text or carry their normal dictionary meaning. 3 Principles of sustainable development An organizations management of s
30、ustainable development should be based on a set of principles and values (see 4.1) with which decision-making and behaviour need to be consistent. Principles should be informed by an organizations values and should also relate to commonly held ethical norms that are increasingly reflected in UN and
31、other international agreements covering topics such as human and labour rights, environment and governance. The principles that an organization identifies for itself would normally include inclusivity, integrity, stewardship and transparency. Table 1 contains some useful questions for establishing t
32、hese principles. Licensed Copy: London South Bank University, London South Bank University, Fri Dec 08 00:48:29 GMT+00:00 2006, Uncontrolled Copy, (c) BSI BSI 20063 BS 8900:2006 Table 1Sample principles When identifying relevant principles, organizations should consider if further principles to thos
33、e proposed in Table 1 are applicable. 4 Putting sustainable development into practice 4.1The organization The primary purpose of the organization and the key factors that will significantly contribute to its long-term success should be described in a statement that can be used in any communications
34、referring to sustainable development. Preparation and maintenance of the statement should be the sole responsibility of the organization, drawn up within the appropriate rules of governance and approved by the organizations governing body. The statement forms the foundation for the organizations sus
35、tainable development activities and helps align primary purpose with related sustainable development activities, thereby increasing transparency of governance. PrinciplesQuestions InclusivityHow do you identify those who could affect or be affected (stakeholders, see 4.2.1) by your decisions and act
36、ions? How do stakeholders contribute their views, and on a continuing basis? How do you help stakeholders understand the reasons for the organizations decisions and the implications of its actions? How can you be sure that no groups or individuals are disadvantaged or are “kept in the dark”? Are the
37、re interests beyond your immediate stakeholders which should be considered? IntegrityHow do you try to deal with others with integrity? How is diversity encouraged and developed? How do you ensure bribery, abuse, oppression, and corruption are avoided? How do you demonstrate that your decisions and
38、actions are unbiased, and comply with relevant rights, legal obligations and regulations? StewardshipHow does this action affect quality of life? Will organizational decisions lead to irreversible environmental (including biodiversity) or societal change or loss? If so, have alternatives been evalua
39、ted? In any activity will the use of resources and its consequent impact be considered and monitored? How are sustainable development management skills developed, shared, applied and recognized? TransparencyHow do you make certain that relevant and reliable information is available in an accessible,
40、 low-cost and comparable way? How are reasonable views or requests for further information considered and responded to? How are significant interests, influences or beneficiaries recorded, communicated and managed? How are decision makers identified and the reasons for decisions recorded and communi
41、cated, and to whom? Licensed Copy: London South Bank University, London South Bank University, Fri Dec 08 00:48:29 GMT+00:00 2006, Uncontrolled Copy, (c) BSI BS 8900:2006 4 BSI 2006 Managements commitment is integral to the success of any sustainable development programme. The leadership of the orga
42、nization should define and communicate the strategic vision for sustainable development. In both these processes of definition and communication, the organization should engage with relevant internal and external stakeholders, understand their issues, identify the specific drivers and predicted bene
43、fits, and develop an appreciation of the dynamics of the various issues. The vision should express the organizations desired position on sustainable development; it should be challenging yet achievable and reviewed on an appropriate basis as issues change. The leadership of the organization should p
44、romote those values that express the types of behaviour an organization has or wants to become known for. Such values could derive from the organizations policies on ethics, governance, workplace opportunities, conflicts of interest, safety, health and environment, political activities, etc. Commonl
45、y held and well-communicated values help to bring an organization together and align everyone in working towards a common aim. The purpose, vision and values of the organization with respect to sustainable development should be reflected in its operations at all levels. It is important to develop a
46、culture in which sustainable development issues are fully incorporated in the organizations activities. The organization should embed sustainable development into its existing planning and management processes (e.g. for risk assessment, planning, performance management, information systems, training
47、 and development and reporting), rather than establish separate processes. 4.2Identification of issues 4.2.1General The organization should identify and manage its sustainable development issues. The main mechanism should be through stakeholder engagement. A stakeholder is any individual or group wh
48、ich affects, or is affected by, the organization. All organizations undertake some form of stakeholder engagement, even if at a basic level, e.g. member, customer and employee dialogue, in order to improve effectiveness, manage risk, identify and realize new opportunities. NOTESome stakeholders may
49、not be able to represent themselves but their interests should be considered. Ongoing, systematic stakeholder engagement is intrinsic to sustainable development and means for example: stakeholders having opportunities to express views about relevant issues and about their relationship with the organization; organizations accounting for their decisions and whether the stakeholder contributions were incorporated; commitment from all involved to learn and develop within the process. Some stakeholders may hav
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