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Assessment Guide AFAQ 26000Sustainable Development

Corporate Social Responsibility

Social results

Environmentalresults

Economic results

Strategy and corporate

social responsibility

Human Resources

Productionand consumer

protection Regional roots

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CORPORATE SOCIAL RESPONSIBILITY

AFAQ26000

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.

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CORPORATE SOCIALRESPONSIBILITY

AFAQ26000

Preface

Whatever 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

3Assessment 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.

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


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Contents


Introduction .............................................................................................. 6

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

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

The AFAQ 26000 Model: General remarks ........................ 111. Practices ..................................................................................... 12Criterion 1 Vision of CSR & Governance ................................................................................ 12Criterion 2 Implementation: Integration and communication of CSR ........................................................ 14Criterion 3 Human resources,labour relations and practices .....................................................16Criterion 4 Modes of production, sustainable consumption and consumer issues ............................................18Criterion 5 Local integration: communitiesand local development ................................................................202. Results .....................................................................................21Pilier 6 : Environmental results .......................................................21Pilier 7 : Social results ......................................................................22Pilier 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

In 2007, AFNOR Certification developed an assess-ment approach of the way organisations incorporate sustainable development into their strategies, man-

agement and results: AFAQ 1000NR.

It was an innovative strategic choice. By including actors who were themselves expert in sustainable development (having participated in the major summits as well as the most innovative methodological developments of recent years: SD 21000 etc...), AFNOR Certification made a choice to invest in the processes and competences of corporate social responsibility, in anticipation of the release of ISO 26000.

Since the beginning of international work on ISO 26000, the mandate of the Standardisation Commission had been clear: this would be a new type of standard (a «standard of conduct»), which would neither aim to out-line requirements in terms of a management system, nor to become a certifiable framework (the preamble to ISO 26000 explicitly emphasises this stance).

Indeed, the relevant practices deployed by each organi-sation are different and organic and cannot be prede-fined in advance. According to locations, activities, cultures, practices and available technologies, and on stakeholders’ changing circumstances, challenges and expectations, Corporate Social Responsibility consists precisely of identifying and deploying appropriate prac-tices and improving and revising these over time.

In this context, in order to ascertain uptake of ISO 26000 issues and principles by organisations, the AFNOR Group, in line with the recommendations of ISO, consid-ers assessment to be the most relevant methodology, in both ethical and technical terms, for all matters relating 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.

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

A mixture of businesses, non-profit organisations, trade unions etc. of all sizes and in all sectors have worked with us as pioneers in the field. Over a hundred inno-vative organisations committed to sustainable devel-opment (whether as a recent initiative on their part or a mature policy), have called upon our experts to take the temperature of their Corporate Social Responsibility policy, share our findings with their internal and exter-nal stakeholders, and identify ways forward to further develop their strategies and practices with a view to bet-ter overall performance.

Large companies, entities operating within such compa-nies, medium, small and very small businesses (includ-ing some with fewer than 10 employees), in the sectors of energy, food, services, building and public works, land-scape, social housing, and many more, have contributed over the past three years to making first AFAQ 1000NR then AFAQ 26000 France’s leading provider of sustaina-ble development practice assessment1. Our clients both in France and abroad have shown confidence both in our original methodology and in the men and women whose expertise undergirds our approach.

AFNOR Certification has acquired and consolidated the expertise of a dedicated pool of evaluators pooling their CSR assessment practices. These evaluators are quali-fied experts and their skills are continuously refreshed and updated, adding even more value for our customers in terms of their current questions about the future.

The enthusiasm of our customers and the course of international events have more than justified our choices.

Make your commitment count with us and join the family of globally responsible organisations.

1. Not counting companies quoted on the stock exchange.


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AFAQ26000

AFAQ 26000, assess your Corporate Social Responsibility

An external assessment which defines and implements ISO 26000

A balanced measure of your organisation’s strategic, managerial and operational behaviour, practices and outcomes

A rating scale of 1000 points that represents four matu-rity levels: Initial, Progression, Confirmed, Exemplary

Expert CSR assessors, qualified and trained within a dedicated pool, with several years of experience in most sectors

A summary Assessment Report—a real tool for strategic and operational management, offering suggestions for improvement.

AFAQ 26000: Enhance your contribution to sus-tainable development

Communicate your level of performance: a recognised and communicable Assessment Certificate and Logo, from Progress Level onwards

Ensure the loyalty of your customers and other stakeholders through your commitment to social responsibility.

Leverage your actions and your external stakehold-ers (employees, shareholders, partners, customers, suppliers...)

Gain easier access to markets

Improve your awareness and reputation

AFAQ 26000, an approach adapted to your con-text and your strategy

Suitable for all kind of organisations (large companies and subsidiaries, SMEs, very small businesses, local authorities and governments) and sectors

Useful at all stages of the process: from simple inventory to leveraging previous endeavours by your organisation

Consistent with the main reference texts on sustainable

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

development: ISO 26000, the Rio Declaration, Global Reporting Initiative, Global Compact, SD21000...

AFAQ 26000: Enrich your relationship with stakeholders

Analysis and integration of stakeholder expectations: the assessment includes interviews with various stake-holders (employees, health and safety committees, customers, suppliers, partners etc.)

Support for stakeholder dialogue through the Assessment Report

Opening up to new stakeholders and improving local integration.

AFAQ 26000: Develop and strengthen your business

A truly international passport testifying to your organi-sation’s CSR achievements

Development of new markets or products

Areas for improvement: reduction of energy costs and raw materials, security of supply channels, choice of alternative means of transport...

AFAQ 26000: an optimised service

An assessment covering all sustainable development issues throughout the organisation (or within a coher-ent area).

> Strategic, managerial and operational practices (strategy, management, HR, production methods, local integration) > Competency in managing performance in terms of Corporate Social Responsibility (environmental, social, and economic outcomes)

Optimised 3-phase process

Delivered by AFNOR Certification, the organisations assessment specialists: our optimised value-for-money service delivers strong strategic and opera-tional added value.


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).

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: On and off-site preparation On-site implementation On and off-site analysis

assessment process AFAQ 26000

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: The maturity level of strategy and practices The capacity to manage and achieve key outcomes Causal linkages between practices and results.

On-site assessmentof the extent to which the business

has integrated CSR


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Data gathering: Documentary review and identification of diverse indicators Identification of stakeholders to be met (including 5 external stakeholders) Drafting of assessment plan, including meetings with specified stakeholders Initial data analysis

Data gathering in terms of approaches, practices and results via interviews with specified managers, staff and stakeholders and related documentary analysis

Multi-site consolidation where necessary, depending on context

Optional facilitation of focus groups: assessment and collective sharing of CSR practices

Drafting of Assessment Report Awarding of overall score, identification of practices to be continued and areas for improvement (during final debriefing meeting) Presentation of Assessment Certificate containing score and relevant level, and presentation of associated logo

The main objectives of the three phrases are outlined in the diagram below:

1Partial on-site

preparation

2On-site assessment

3Partial on-site

analysis

On-site preparation con-tributes to a large extent to the added value of an AFAQ 26000 assessment. The assessment aims are identified and clarified in conjunction with manage-ment.

These aims can be on different levels and are often com-plementary:

Establish a reliable barometer via a third party assess-ment of the organisation’s integration of Corporate Social Responsibility

Provide an external perspective and expertise through-out the entity being evaluated, highlighting practices to be continued and its areas for improvement. Identify action plans based on priorities

Facilitate awareness of required changes via an out-side perspective;

Establish a system of internal or external comparison (benchmarks) for practices and outcomes

Prepare for sustainable development awards

Demonstrate commitment to Sustainable Development and Corporate Social Responsibility to clients, pros-pects, and other stakeholders

The different phases of an AFAQ 26000 assessment

1Partial on-site

preparation

Improve and manage communication with internal and/or external stakeholders (based on the Assessment Report...)

...

Preparation, in conjunction with the management of the entity being evaluated, can help define the terms most relevant for evaluating its practices and management tools, leading to an assessment plan incorporating the various stakeholders, both internal and external, to be contacted.

On-site preparation takes place ahead of the assess-ment proper. This advance data-gathering exercise enables the entity being evaluated to outline the benefits it expects from the analysis of its practices, manage-ment and outcomes. Such a clarification, a learning experience for the entity being evaluated, helps the evaluator to identify the enti-ty’s key characteristics and issues.The data required for the preparation of the assessment include:

The entity’s policy and strategy

General information about the entity (relationship with a group, organigram, presentation literature and description of activity, etc.)


The set of indicators to be monitored by the entity (the results must usually cover a sufficient period to indi-cate a trend)

Various documents relating to management (process mapping where applicable, records relating to internal and external communication on the subject...)

…

Identification of stakeholders to be contacted dur-ing the assessment takes place directly with the entity’s management and consists of two steps:

1. Identification of internal staff and stakeholders: all managers (financial, human resources,...), employees and their representatives (shop stewards, HSC mem-bers…), shareholders; face-to-face meetings take place with these stakeholders during the assessment as agreed in the assessment plan.

2. Identification of external stakeholders: it is recom-mended that at least 5 external stakeholders relevant

to the business and its location(s) be contacted (cli-ents, suppliers, regional industry, research and envi-ronment officials [DRIRE], occupational health officers, local authority environment and energy management authorities, residents’ associations, labour market integration associations, training networks, fire-fight-ers, prefecture...). These stakeholders are contacted either by phone or met during the on-site assessment (e.g. during a working lunch).

The preparation also enables us, in conjunction with the management team, to consider the details of the debriefing, identifying the target audience for delivery of the assessment conclusions. A further more com-plete debriefing (including all the scores by practice and results), before a select audience (management commit-tee, all staff, external stakeholders...) is also an option, depending on the objectives pursued by the leaders of entity being assessed.

The evaluator factually analyses good practices to be continued and areas for improvement, so as to be able to record a score for each sub-criterion in the practice assessment model.

During assessment, various employees of the entity being evaluated may be interviewed, as well as various external stakeholders identified during the preparation, in order to gather factual examples which can feed into planning, implementation, deployment, measurement and improvement of practices covered by the AFAQ 26000 model. The evaluator also assesses the relevance of given indi-cators in relation to the issues and the attainment lev-els of objectives, trends and comparisons with external data, in order to determine the score assigned to out-comes sub-criteria of the AFAQ 26000 model.

As the assessment takes place over several days, the assessor may call interim review meetings to present material collected in order to clarify any ambiguities and facilitate the debriefing meeting.

2On-site assessment

The evaluator may make use of an off-site period for writing the assessment report, consolidating the overall score and preparing the debriefing meeting.

During the debriefing meeting, the evaluator presents the organisation’s strengths and areas for improvement for the 5 practice criteria and 3 results criteria. The overall score and the level attained are also com-municated.

Then, against each criterion, s/he debriefs on the salient facts characterising the company’s approach and matu-rity level in terms of Corporate Social Responsibility.

The evaluator factors in the exchanges of views and comments made by the organisation during the debrief-ing meeting in the final drafting of the assessment report.

S/he completes the assessment report and sends it to the chargé d’affaires. The assessment report is then for-warded by the chargé d’affaires to the assessed entity.

3Analysis: the

Assessment and Debriefing Report


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AFAQ26000

AFAQ 26000 was developed in line with key benchmarks for sustainable development: SD21000, GRI, the Global Compact, the UN Agenda 21, and of course the entire contents of the ISO 26000.

The AFAQ 26000 Model

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 and operational practices

This involves assessing the maturity of practices in terms of Corporate Social Responsibility throughout the follow-ing criteria:

1 Vision in terms of CSR & Governance

2 Implementation: the integration and communication of CSR

3 Human resources, labour relations and practices

4 Modes of production, consumption and consumer issues

5 Local integration: communities and local development

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.

Assessment of results

relative to the 3 pillars of sustainable development:

This involves assessing the organisation’s ability to iden-tify and manage indicators relevant to its challenges, against the following three criteria:

6 Environmental results

7 Social results

8 Economic results

The assessors seek to establish causal links between practices and results.Moreover, each of these three criteria includes a sub-criterion of ability to monitor stakeholder satisfaction relative to (environmental, social and economic) expec-tations and impact.


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AFAQ26000

This is the core criterion of the AFAQ 26000 assessment model. The evaluator seeks to assess the vision, strategy and governance of the approach to corporate social responsibility, consistent with the key concepts of ISO 26000 (including the 7 core questions and the 7 principles of Corporate Social Responsibility).

The 7 Principles and 7 core subjects of CSR established by ISO 26000 are not sub-criteria of AFAQ 26000 as such. They are integrated throughout the assessment model,

which addresses them in a comprehensive and contex-tualised way.

Indeed, the 7 Principles and 7 core subjects are integral to any CSR approach. Moreover, it is more educative, func-tional and pragmatic to have access to an analysis grid whose input sections are based on elements that shape the organisation’s operations, enabling us to see how it integrates the principles and core subjects (at both strate-gic and daily operational levels).

Sub-criteria Examples of points to be addressed1.1. Global CSR reflectionThe organisation reflects comprehensively on the contribution of its business to sustainable development.

Has the organisation-reflected on the contribution of its business to sustainable development: intrinsically? Through identifying all its externalities?

Is there within the organisation a clear reflection on how Corporate Social Responsibility relates to the heart of its business, not only today but also tomorrow?

What is the scope of these reflections (people, activities, processes...)?

1.2 Dialogue with stakeholdersThe organisation identifies its stakeholders and dialogues with them to identify their interests with regard to sustainable development.

Has the organisation identified all its stakeholders: both near and far, institutional and private individuals?

Is it able to understand their expectations in terms of sustainable development and all of its own activities?

To what extent does the organisation work in partnership with its stakeholders to identify their expectations over time, their interests and win/win strategies that can be developed?

1.3 Identification of sphere of influenceThe organisation identifies, among all its stakeholders, those who constitute its sphere of influence.

Has the organisation identified those of its stakeholders who constitute its sphere of influence (i.e. those that it has the capacity to influence in order to promote corporate social responsibility and sustainable development practices)?

Has the organisation identified, within its sphere of influence, organisations or particular leaders who can convey the values and practices of social responsibility?

How is it organised so as to use this influence in the service of sustainable development?

Criterion 1 Vision of CSR & Governance

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.


1.4 Analysis of core subjectsThe organisation analyses the implications of the seven core subjects of ISO 26000 and related action areas for all its activities. The 7 core subjects are: governance of the organisation - human rights - labour relations and conditions - environment, - fair practices - consumer issues - development and local communities.

Do the challenges, risks and opportunities identified by the organisation comprehensively cover the 7 Core subjects of ISO 26000?

In analysing the implications of the core subjects for its activities (and vice versa), does the organisation clearly identify all possible impacts (especially negative)?

Is the organisation able to specify, in relation to each core subject, those CSR practices it is deploying and/or could or should deploy?

1.5 Prioritisation of issuesHas the organisation prioritised its issues in terms of CSR, based on the seven core subjects and dialogue with its stakeholders?

In connection with sub-criterion 1.4 above, is the organisation able to prioritise, in order of importance, its different CSR issues (constraints, opportunities, impacts, risks)?

Are the issues identified as (significant) priorities not deadlocked on issues related to one of the core subjects?

Do the issues identified as (significant) priorities cover the main environmental, social and economic aspects in an appropriate and balanced way?

1.6 Governance and decision-makingThe decision making processes of a business include transparency, ethical behaviour, respect for stakeholder interests and the principle of legality. They also include due diligence concerning CSR actions.

Does the organisation follow transparent decision-making processes vis-à-vis internal stakeholders? External stakeholders?

Does the governance and decision-making of the organisation take the interests of stakeholders into account?

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 practicesThe organisation conducts itself ethically in its dealings with its stakeholders (business practices...).

Fair practices include fair competition, promotion of CSR, due diligence, prevention of complicity and the fight against corruption.

Has the organisation identified risks associated with its activities in terms of ethical conduct and fair practices (cartels, corruption, unfair non-competitive clauses, non-compliance with procurement rules, misinformation on prices and or products, abuse of power vis-à-vis suppliers, partners, etc.)?

Does the organisation have prevention and/or monitoring 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 LeadershipThe leaders implement and share with the entire organisation, and their sphere of influence, their vision of what CSR means in terms of the core business missions. They demonstrate leadership based on the 7 principles of ISO 26000. The 7 principles are: -Accountability - Transparency - Ethical Behaviour - Recognition of stakeholder interests, - Respect for the principle of legality - Incorporation of international standards of behaviour - Respect for human rights.

With regard to the above questions, how do managers define leadership and they share their vision, and what are the inputs?

How do leaders communicate their vision throughout the organisation? Does this include a stance on the organisation’s contribution to the global sustainable development issues? How are managers implementing their vision?

How do managers communicate their vision to their sphere of influence? To what extent do they show leadership on the principles of Corporate Social Responsibility?


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AFAQ26000

This section involves analysing how CSR strategy (and/or related policy/policies ) is supported by processes (formal or otherwise) that enable its effective deployment within the company, in particular in order to achieve the related objectives. This criterion involves assessing how the organisation’s management can turn the integration of sustainable

development principles into action in everyday business life.The evaluator determines whether the integration of sustainable development principles concerns all activi-ties/all business processes, with a view to continuous improvement.

Sub-criteria Examples of points to be addressed

2.1 Identification of strategiesStrategy, incorporating the main issues of CSR, is translated into policies and objectives.

How does the organisation’s strategy integrate its specific CSR issues?

Is this strategy expressed through the organisation’s activities, including through policies that integrate its elements?

Do the organisation’s strategy and policies incorporate objectives relating to its Corporate Social Responsibility?

2.2 Identification of responsibilities A clear organisation is defined and staff are enabled to deploy the CSR strategy and policy.

Is the organisation (identification of roles, missions, responsibilities) of the entity clearly defined?

Does such organisation provide for the deployment of CSR strategy within the entity?

Does such organisation genuinely enable employees to effectively deploy the strategy?

2.3 Integration of CSRThe organisation continuously improves the integration of CSR in its practices, procedures, systems and activities.

How does the organisation ensure the inclusion of Corporate Social Responsibility issues in all its practices, procedures, systems and activities? To this end, how does it identify the various interfaces with its stakeholders?

Is the integration of CSR subject to continuous improvement, in terms of improved practices and extension of scope?

Does the organisation assess the integration of CSR in its activities for improvement purposes (through monitoring, indicators, information systems...)?

2.4 Regulatory monitoringThe organisation conducts regulatory monitoring and ensures its implementation.

Does the organisation conduct regulatory monitoring?

To what extent is this regulatory monitoring proactive (able to anticipate changes)?

How does the organisation ensure the inclusion and sharing of data in regulatory monitoring?

2.5 Monitoring of technological and competitive and best practicesThe organisation keeps track of the (technological and competitive) market and monitors CSR practices carefully.

Does the organisation monitor technological, competitive and best practices?

To what extent is this monitoring of market developments and practices proactive (able to anticipate changes)?

How does the organisation ensure the inclusion and sharing of data from the monitoring of technological, competitive and best practices?

Criterion 2 Implementation: Integration and communication of CSR


2.6 Data and information managementInformation and data on products, activities and/or the system is analysed and exploited.

Does the organisation analyse information and data on products, activities and/or the system?

What are the areas and limits of information and data involved and their links with corporate social responsibility issues?

What governance is provided by the organisation to analyse such information and data (possible openness to external stakeholders)?

2.7 Internal communicationInternal communication (vertical, horizontal and cross-cutting) facilitates the sharing of information.

How does the organisation define the content of internal communication as well as its targets?

Does internal communication appropriately integrate the organisation’s CSR issues?

What are the internal communication procedures and do they allow for the sharing of information in vertical, horizontal and cross-cutting ways?

2.8 External communicationExternal communication facilitats appropriately and timely responses to the information needs of stakeholders.

How does the organisation define the content of external communication as well as its targets?

Does the external communication appropriately include the organisation’s CSR issues?

What are the external communication procedures and do these (materials, vehicles, media...) enable stakeholders to be appropriately informed and given an opportunity for dialogue?


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Better human resource management in the service of corporate strategy and improved implementation of actions to motivate men and women are core aspects of business success. Corporate Social Responsibility places men and women at the centre of its concerns and also acknowledges that the deployment of responsible practices is in turn dependent on their involvement.Human resource management practices clearly include

management skills, commitment, acknowledgement and the well-being of staff, not to mention labour relations. Assessment should help to highlight these from a CSR perspective. Aspects of (physical but also mental) health and safety are of course core concerns.

Sub-criterion Examples of points to be addressed3.1 Human Resources and CSR strategy.HR-based forecasts and plans ensure a fit between the organisation’s human resources and its strategy.

Are the organisation’s HR forecasts and plans consistent with its CSR strategy?

What are the links between CSR and HR within the organisation? Are these links the subject of an internal dialogue with employees and other relevant stakeholders?

Are these HR forecasts and plans, in line with CSR strategy, proactive where necessary in terms of identifying new skills (internal/external...) for recruitment or redeployment?

3.2 Training and skillsTraining and skills development on the general principles of CSR and its impact on the company are offered to employees.

Does the organisation ensure the awareness-raising/training of employees regarding sustainable development and general principles of CSR?

Does the organisation ensure the awareness-raising /training of employees regarding specific CSR issues?

Does the organisation ensure, where necessary, the training and skills development employees regarding responses to specific HR challenges?

3.3 Involvement of staff vis-à-vis CSR strategy Staff are involved, accountable, and acknowledged vis-à-vis achieving VSR goals.

Does the organisation ensure employees are made aware of their impact on CSR issues within the organisation?

Does the organisation ensure the involvement and commitment of staff vis-à-vis the achievement of CSR objectives? Are the relevant mechanisms sustainable?

Are the staff accountable and acknowledged vis-à-vis the goals of CSR?

3.4 Management of HR in line with the principles of CSRHuman resources management takes account of cultural and social diversity and respects equity and human rights at all levels.

Does the organisation ensure respect for human rights and equity in its human resource management and take account of cultural and social diversities?

Does the organisation apply the principles of Corporate Social Responsibility to its human resource management?

Is the implementation of human resource management based on CSR principles supported by internal participatory approaches involving staff?

3.5 Motivation and HR developmentHuman resources management enables the motivation and recognition of staff as well as skills and career development.

How does the organisation ensure the motivation and acknowledgment of its employees?

What mechanisms facilitate skills and career development?

Does the organisation ensure a fit between such mechanisms and employees’ expectations and needs?

Criterion 3 Human resources, labour relations and practices


3.6 Labour dialogueLabour dialogue is based on discussions with representative bodies and developed through employer-employee consultation.

What are the labour dialogue procedures (consultation, cooperation, dialogue...) within the organisation?

What are the key issues in labour dialogue within the organisation?

To what extent do the organisation and its leaders promote labour dialogue within the organisation?

3.7 Management of health and safety at workThe organisation manages aspects of health and safety, including risk prevention, in partnership with all employees and those involved in its activities.

What are the input data (diagnosis) of the organisation’s Health & Safety (HS) policy? What were the processes (contribution of stakeholders...) followed in defining this policy?

What fields are covered by the HS policy (physical safety, physical and mental stress, psychosocial problems...)?

What is the scope of the organisation’s HS policy (sites, activities, people, employees, external operators...)?

3.8 Labour conditions and relationsThe organisation ensures that all employees, and persons involved in its activities enjoy good working conditions, particularly in terms of pay, hours and work/life balance and individuals’ relationship to their work.

What are the input data (analysis, diagnosis, dialogue...) for the organisation’s reflection on working conditions in the broad sense?

What topics are covered by the policies, practices and mechanisms promoting good working conditions for employees? Are these subjects consistent with the challenges of the organisation’s role?

What are the policies, practices, devices, designed to create a healthy work/life balance?


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This is one of the major aspects of sustainable devel-opment. Indeed, a company’s integration of sustainable principles is necessarily closely linked to two fundamen-tal factors: first, its area of activity (and its modes of pro-duction and consumption) and second, its geographical location(s), (considered below in terms of local integra-tion and contribution to local development). Sustainable development poses challenges for a number of sectors making the transition from a «consumer econ-omy» to a «service economy». An ethical stance must be taken by the organisation on all issues, particularly in its relationship with and provi-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»).

The organisation must analyse its use of such goods in particular, and possibly the competitive nature of this deployment in terms of other users and interests. The perennial (sustainable) character or otherwise of these goods must be the focus of this reflection, accom-panied by an analysis of measures for conservation, sav-ing, compensation, etc. that the organisation may wish to consider.The evaluator analyses the consistency and depth of the organisation’s CSR approach by evaluating the rel-evance of its practices in terms of sustainable produc-tion and consumption.

Sub-criteria Examples of points to be addressed4.1 Innovation and design towards sustainable productionThe organisation conducts an analysis of the life cycle of its products in its design and innovation processes (eco-social design).

How does the organisation incorporate sustainable development principles and issues into its innovation and design processes? Does the organisation integrate these elements throughout the value chain and life cycle?

Does the organisation integrate the relevant stakeholders in the stages of innovation and design?

Does the organisation ensure the sharing of concerns and practices of eco-social design among all staff involved in the stages of innovation and design?

4.2 Purchase and selection of products and servicesThe organisation manages its selection of products and/or services and benefits, in connection with production and R & D, integrating social and environmental criteria in its specifications.

Does the organisation factor in the principles and issues of sustainable development in its choice of solutions and purchase of products and services?

Are the principles and issues of sustainable development incorporated into specifications for the purchase of products and services?

Does the organisation ensure the sharing of concerns and practices in terms of sustainable development among all employees involved in the phases of selection and purchase of products and services?

4.3 Purchasing and supplier relationshipsThe organisation manages its choice of suppliers and its relations with them in promoting CSR throughout the value chain.

Does the organisation factor in the principles and issues of sustainable development into in its choice of suppliers and providers?

Are the principles and issues of sustainable development integrated into tools for analysis, assessment and/or recognition in the choice of suppliers and providers?

Does the organisation ensure the sharing of concerns and practices in terms of sustainable development among all employees involved in the selection of suppliers and service providers?

Criterion 4 Modes of production, consumption and consumer issues


4.4 Production (goods and services) and social aspectsThe organisation incorporates social aspects in its production processes, including storage and transport (ergonomics, working conditions, respect for human rights...).

Does the organisation analyse and factor in social aspects (working conditions, direct and indirect social impact of activities) in its production, storage and transportation processes?

How does the organisation evaluate or ensure the inclusion of social factors in its production process, including storage and transportation?

To what the extent does the organisation factor in these aspects (extraction of raw materials, transportation during intermediate steps, etc.)?

4.5 Production (goods and services) and the environmentThe organisation incorporates environmental aspects in its production process, including storage and transportation. This includes better use of energies and resources and reduced waste.

Does the organisation analyse and factor in environmental aspects (direct and indirect impacts, resource scarcity and renewability, potential conflicts of use...) in its production, storage and transport processes?

Does the organisation evaluate and ensure environmental aspects are factored into its production, storage and transport processes?

To what extent does the organisation factor in these aspects (extraction of raw materials, transport, energy consumed at different stages, etc..)?

4.6 Relationship with users, customers, consumersThe organisation enjoys a responsible relationship with its users, customers and consumers, in particular through good display, labelling and marketing practices. This includes aspects of data protection.

Has the organisation defined its responsibilities in terms of its relationship with users, customers and consumers? What is the scope and what are the issues of this responsibility?

Has the organisation defined good practice in its relationship (display, labelling, marketing, information, listening, data protection) to its users, customers and consumers?

Are the organisation’s practices based on dialogue with stakeholders, regulatory monitoring, external benchmarks?

4.7 Liability for products and services towards consumers and other stakeholdersThe organisation ensures the protection of health and safety of consumers and stakeholders involved in the use and/or end of life of its products/services. This includes respect for access to basic services, respect for human rights and for the environment.

Has the organisation defined its responsibilities resulting from the nature and characteristics of its products and services, vis-à-vis consumers and other stakeholders? What are these areas and issues of responsibility (including respect of access to basic services, respect for human rights and the environment.)?

Has the organisation defined good practice in terms of responsibility resulting from the nature and characteristics of its products and services?

Are the organisation’s practices based on dialogue with stakeholders, regulatory monitoring, external benchmarks?

4.8 Taking account of consumer expectations of quality products and servicesThe organisation ensures consumer expectations regarding the quality of its products and services are taken into account. This includes aspects of service, support and resolution of claims and disputes.

Does the organisation meet consumer expectations regarding quality products and services?

Does the organisation meet consumer expectations in terms of after-sales service, support and resolution of claims and disputes?

How does the organisation reconcile product and service quality with sustainable development considerations?


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This is a major factor in terms of sustainable develop-ment. Indeed, beyond an organisation’s area of activity and its means of production and consumption, sustain-able development issues are related to the geographi-cal location in terms of local integration The sustainable development evaluator will seek to assess the consist-

ency and depth of the company’s approach to sustain-able development by evaluating the relevance of the link between strategic decisions on local integration and their results.

Sub-criteria Examples of points to be addressed5.1 Link between CSR strategy and the local contextIn its CSR strategy, the organisation incorporates the characteristics and risks/opportunities associated with the location in which it operates and/or is present at various levels.

Has the organisation defined the economic, social, cultural, geographical and environmental aspects of its location and any others in which it operates?

How does the organisation integrate these features into its strategy, particularly in terms of Corporate Social Responsibility?

What is the scope of its activities (production, distribution...)? How does the organisation ensure the inclusion of these aspects over time?

5.2 Contribution to local environmental developmentThe organisation participates in the environmental development of its location(s) in a spirit of win/win: industrial ecology, environmental protection and rehabilitation of natural habitats...

Has the organisation defined the environmental aspects of its location and any others in which it operates?

To what extent is the choice of location(s) and operations (or methods) related to these environmental features if applicable?

Does the organisation implement «win/win» strategies and actions with its location(s) to contribute to their environmental development?

5.3 Contribution to local social developmentThe organisation participates in the social development of its location(s) (including social investment, education, health, culture) in a spirit of win/win.

Has the organisation defined the economic, social, cultural, geographical and environmental aspects of its location and any others in which it operates?

To what extent is the choice of location(s) and operations (or methods) related to their social features, if applicable?

Does the organisation implement «win/win» strategies and activities with its location(s) to contribute to their social development?

5.4 Contribution to local economic developmentThe organisation participates in the economic development of its location(s) in a spirit of win/win: wealth creation, technology and services development, jobs,...

Has the organisation defined the economic characteristics and issues of its location and those in which it operates?

To what extent is the choice of location(s) and operations (or methods) related to their economic features if applicable?

Does the organisation implement «win/win» strategies and activities with its location(s) to contribute to their economic development?

5.5 Transport of goods and people and logistics The organisation develops a policy of transporting goods and people, as well as logistics, which incorporates the principles of sustainable development.

How does the organisation define the economic, social and environmental aspects and issues related to transporting goods and people and to logistics as part of its activities?

What links has it forged with the economic, social, cultural, geographical and environmental features of its location and any others in which it operates?

What choices and practices has the organisation put in place to minimise negative impact and maximise positive impact in terms of transporting goods and people and logistics?

Criterion 5 Local integration: communities and local development

The aim of this section is to review the criteria and sub-criteria for «Results» under the AFAQ 26000 assessment model.

The three criteria of Results correspond to the three pillars of sustainable development:


7 Social results

8 Economic results

Each of these contains several sub-criteria based on accepted reference documents such as the GRI.

This section presents each of the sub-criteria and illustrates them with examples of indicators. The list of indicators is not exhaustive and should above all be adapted to the issues of the business.

Indeed, the purpose of the assessment model is not simply to «say whether the results are good»—it is rather to judge the organisation’s ability to develop appropriate indicators for each sub-criterion so as to manage its performance and impacts in relation to its own issues. The identification of relevant indicators is then the first key to assessment, ahead of issues such as performance, trends and comparison, which follow later on in the assessment.

Note : the symbols in brackets correspond to the GRI-G3 typology of the indicator given in the example.

2. Results



Sub-criteria Examples of indicators6.1 Raw materials Segmentation by type and material consumption by weight or volume (EN1)

Percentage of materials used from recycled materials (EN2)

Percentage of raw materials used which are evaluated/certified in terms of environmental and/or social impact

Proportion of commodities not used following actions to change production processes

...

6.2 Use of water Total water withdrawal by source (EN8)

Sources of water supply significantly affected by withdrawal (EN9)

Percentage and total volume of water recycled and reused (EN10)

Amount of water not used following actions to change production processes

...

6.3 Biodiversity Location and size of land owned, leased or managed, in or adjacent to protected areas and areas of high biodiversity value outside protected areas (EN11)

Description of significant impact of activities, products and services on biodiversity (...) (EN12)

Extent and characteristics of protected or restored habitats (EN13)

Strategies, current actions and future plans for managing impact on biodiversity (EN14)

Number of threatened species featured in the IUCN Red List and its national equivalent whose habitats are in areas affected by operations, by level of threat of extinction (EN15)

...

In the environment section, composite indicators, such as a company’s ecological footprint may also contribute to performance management...


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7 Social results

Sub-criteria Examples of points to be addressed7.1 Employment Total workforce by employment type, employment contract and region (LA1)

Employee turnover number and percentage of employees by age, sex and geographic area (LA2)

7.2 Health and safety Methods of auditing and reporting occupational accidents and diseases

Rate of occupational accidents, occupational diseases, absenteeism, number of working days lost and total number of fatalities, by region (LA7)

Description of policies and programmes on HIV/AIDS; evidence of substantial compliance with the guidelines of the ILO...

7.3 Training and education

Average hours of training per year per employee per job category (LA10);

Skills development and lifelong learning programmes for long-term employability of staff and assistance in managing their end of career (LA11)

Percentage of employees receiving regular performance and development reviews (LA12)

Specific skills management policies and programmes…

6.4 Energy and Greenhouse Gas

Direct energy consumption by primary energy source (EN3)

Quantities of greenhouse gases associated

Indirect energy consumption by primary energy source (EN4)

quantities of greenhouse gases associated

Energy saved due to energy efficiency (EN5) initiatives to provide products and services based on renewable energy sources and improved efficiency, reduced energy requirements obtained following these initiatives (EN6)...

Quantities of non-emitted GHG associated

Total direct and indirect greenhouse gas emissions by weight (teq CO2) (EN16) and other relevant indirect greenhouse gas emissions by weight (teq CO2) (EN17) …

6.5 Emissions, effluents and waste

Gases depleting the ozone layer, by weight (EN19)

Emissions of NOX, SOX and other significant air emissions by type and weight (EN20)

Total water discharge by quality and destination (EN21)

Total volume of waste by type and processing mode (EN22)

Volume of waste transported, imported, exported or processed, and deemed hazardous under the Basel Convention (...) (EN24)…

6.6 Satisfaction of (internal and external) stakeholders Environmental expectations

Measurement of employee satisfaction with image and actions of the business in terms of environmental protection

Measurement of environmental associations’ satisfaction with the dialogue and practices implemented by the business to manage its impact and/or add environmental value

Measurement of satisfaction of supervisory authorities with the quality of relationships, regulatory reporting, reporting of accidents...


7.4 Diversity, Equity and Equal Opportunity

Description of equal opportunities policies or programmes, monitoring systems for verifying compliance and monitoring results

Composition of governance bodies and breakdown of employees by gender, age, minority status and other indicators of diversity (LA13)

Total number of incidents of discrimination and action taken (HR4)

Correlation of the basic salary of men to that of women by occupational category (LA14)…

7.5 Human rights and civil society

Percentage and total number of significant investment agreements including clauses on human rights or having been subject to a control on this point (HR1)

Percentage of suppliers and sub-contractors whose respect for human rights has been monitored; measures taken (HR2)

Total hours of employee training on policies and procedures relating to human rights relevant to operations; percentage of employees trained (HR3)

Operations identified as involving significant risk of child labour, and measures taken to help abolish this work (HR6)

Total number of incidents of violations involving rights of indigenous people and actions taken (HR9)

Share of operating revenues in the area of activity redistributed to local communities; nature, scope and effectiveness of any programmes and practices to assess and manage the impact of operations on communities (SO1)

Percentage and total number of strategic business areas analysed for risks related to corruption (SO2)

Percentage of employees trained in anti-corruption policies and procedures in organisations (SO3)

Measures taken in response to incidents of corruption (SO4)…

7.6 Satisfaction of Stakeholders (internal and external) Social expectations

Measurement of employee satisfaction with the image and actions of the company in terms of respect for people and working conditions (company internal environment and near environment, work/life balance): internal social barometer

Measurement of satisfaction of associations in the social field (integration) with the dialogue and practices implemented by the company to manage its impact and/or social value

Measurement of satisfaction of supervisory administrations (DRT, CRAM, CPAM...) with the quality of exchanges and regulatory reporting (AT, social audits, etc.)…


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8 Economic results

Sub-criteria Examples of indicators8.1 Economic performance and market presence

Turnover

Margin and changes/margin distribution;

Segmentation of markets, customers, products;

Liquid assets

Investment capacity…

8.2 Redistribution of value added

Profit-sharing

Socio-economic consequences of fair trade initiatives…

8.3 Wage policy Wages

Differences between the highest and lowest wages

Raises, bonuses

Pay scales…

8.4 CSR Investments CSR-related investment projects for sustainable development

Development and impact of investment in infrastructure and services…

8.5 Quality and consumer satisfaction

Quality indicators and social responsibility of products (according to GRI 3)

Monitoring of disputes etc. (Product liability according to GRI3)…

8.6 (Internal and external) stakeholder satisfaction Economic expectations

Any type of economic expectations on the part of all concerned, except in connection with consumer product quality (see 8.5)

Measurement of satisfaction of owners, partners, shareholders, employees, one-off or external employees;

Measurement of community satisfaction, partners, suppliers (procurement policy and terms of payment...)…

The AFAQ 26000 model analyses a company’s incorpo-ration of CSR, i.e. its capacity to include a contribution to sustainable development in all its activities, practices, processes...

To do this it examines two issues:

The relevance and deployment of practices, on the one hand

The relevance of indicators used and the level of results achieved, on the other

Beyond the score obtained, assessment can qualita-tively assess (discussion of strengths and areas for improvement) each criterion and sub-criterion analysed. Systemic linkages between the model’s sub-criteria con-tribute in many ways to the formulation of a comprehen-sive analysis and measure progress to achieve «holistic» integration (as recommended by ISO 26000) of CSR.

An assessment method based on continuous

The AFAQ 26000 Model: Assessment principles

Act

Check

Plan

Do

The identification and planning of practices and actions should be based on sound and integrated analysis (Plan), and precedes deployment, which should be as comprehensive and systematic as necessary (Do). The analysis and measurement of implementation and results (Check), in conjunction with consideration of the benchmark, facilitates the identification of areas for improvement (Act). The cycle thus completed enables the planning of more relevant practices over time, which are then in turn subjected to the PDCA approach.

The educational value of the PDCA cycle is that it applies to any level and to the activities of any organisation. Thus, the PDCA cycle can be applied to strategy and its management, processes, products, innovation, risk management, etc. This demonstrates the power of the

principle of continuous improvement in fostering the overall performance of an organisation.

The AFAQ 26000 assessment method is based on this flexible, rigorous and contextualised approach. It has proven itself in terms of its application to issues of incor-poration of sustainable development by organisations. It allows for an assessment of the maturity of organisa-tional practices and the results achieved in terms of CSR.

improvement

Continuous improvement is now widely recognised as a management principle used by leaders and managers of organisations to contribute, over time, to improved per-formance and stakeholder satisfaction.The application of this universal principle to improve organisational performance is based on the practice of the «Deming Cycle» known as PDCA: literally, Plan/Do/Check/Act.


Continuous improvement and formalisation

The application of AFAQ 1000NR to organisations of all types and sizes in a wide variety of sectors has demonstrated the robustness of PDCA in various contexts.

Indeed, the very words ‘continuous improvement’ suggest the formalisation of a (thematic or integrated) management system in order to secure and possibly certify the application of this principle. But the implementation of PDCA can be an effective way of conducting business even in the absence of systematic formalisation. PDCA becomes an analytical framework applied to the approach behind an action without necessarily requiring notes, procedures, etc. (Just as the process approach may lead to mapping a process, but also facilitates its assessment without such prior mapping...).

The flexible application of PDCA, without a priori formalisation requirements, facilitates the analysis and leveraging of practices, as well as the highlighting of their limitations, in a wide variety of contexts. The assessment of Corporate Social Responsibility Practices by AFAQ 26000 is thus also applicable to medium and small businesses. The nature of these companies does not require the systematic formalisation of all elements of their Corporate Social Responsibility practices.

Assessment of practices

The assessment of criteria related to practices facilitates the identification of practices to be continued and areas for improvement through an analysis of different categories, structured according to a continuous improvement approach. The evaluator ensures that each criterion is investigated in an appropriate and planned way, then deployed and assessed for final review for purposes of improvement. For each sub-criterion, a score is calculated based on the assessment of company practices, according to the following table:


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Scoring or practices

0% Not implemented, or informally implemented and/or not relevant to the CSR issues and context of the organisation

25% Clearly implemented, but occasionally or haphazardly rather than systematically; and/or overly empirical practice with insufficient evidence of sustainability in relation to CSR and organisational context

50% Implemented methodically and systematically in all areas and for everyone involved, beginning with a follow-up assessment of relevance and effectiveness

75% Appropriate and methodically and systematically implemented, regularly evaluated and improved and empirically based on measures taken and/or feedback

100% Implemented, evaluated and improved, methodically and systematically, based on results obtained and compared with external best practices (benchmarking)

Assessment of results

The assessment of outcomes is based on a more joint approach. The evaluator assesses the ability of the indica-tors available to cover meaningfully the various areas identified in the model, depending on the organisation’s CSR issues. The level of results is also assessed, particularly in terms of objectives, trends, and comparison with competi-tors or the best in a particular field. S/he also seeks causality between practices and results.The main principles of assessment are identical to those defined for strategic, managerial and operational practices.

Appropriate analysis conditions for the performance criteria are linked to the four steps of PDCA.

Weighting and final score

The different scores are then weighted to obtain the final AFAQ 26000 assessment score.

The assessment results in a score out of 1000 points which ranks the organisation on one of four levels:

From 0 to 300 points: Initial

From 301 to 500 points: Progression

From 501 to 700 points: Confirmed

Over 701 points: Exemplary

For the various levels, except Commitment Level, the organisation may use the logo AFAQ 26000 corre-sponding to the level achieved over 36 months, provided they take the monitoring or renewal option within 18 months (see below).


Scoring or performance

0% No result, anecdotal information or indicators covering areas/scope not relevant to the issues

25% Results are partially collected and reported based on relevant indicators

50% Trends are favourable and targets are met. The indicators are relevant and the results are segmented appropriately.

75% Elements of comparison exist and cause and effect relationships are correctly identified

100% All comparisons are favourable compared to top performing organisations in various fields

Making your Corporate Social Responsibility valua-tion sustainable over time: a long-term issue for your organisation.

Implementation of Corporate Social Responsibility prac-tices and associated outcomes is both an everyday and a long-term endeavour.

Pathways to progress always exist: whether in terms of relevance and integration of CSR practices, or consoli-dation and alignment of the management with organisa-tional strategy.

Meanwhile, the context and environment in which organ-isations grow and the CSR issues and expectations of stakeholders are themselves constantly evolving.

It is therefore necessary to leverage the CSR process through AFAQ SR 26000, to remain credible in the long term, adopt methods tailored to these constraints and exploit short and long term opportunities.

AFAQ 26000 Recognition valid for up to 3 years.

A flexible monitoring mechanism at 18 months

In addition, AFAQ 26000 recognition is valid for 3 years (36 months) from the initial assessment. The 3-year recognition cycle of AFAQ 26000 is flexible and includes an optional monitoring mechanism at the 18-month stage or a renewed assessment.

The AFAQ 26000 recognition cycle includes a mandatory monitoring after 18 months, which means the recognition remains valid for 18 months. A renewal assessment must then be carried out after 36 months to initiate a new 3-year cycle. The renewal assessment may of course be conducted before this deadline, should this meet the aims of the organisational plans.

The choice of a follow-up assessment or renewal is made by the organisation as part of the criteria below depending on its aims.

18 month 3 years

Initial assessment

Follow-up assessment

Renewal assessment


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18 months are not always sufficient for significant improvements to be demonstrated in terms of Corporate Social Responsibility, even where the organisation has maintained its initial performance levels.

Furthermore, the context and internal and external con-straints may not, after 18 months, be conducive to the execution of a new comprehensive assessment.

The assessment is a high strategic point in the organisa-tion’s life and must come at the right time to serve its project.

In such cases, continued AFAQ 26000 recognition cor-responding to the level obtained during the initial assess-ment is dependent on the AFAQ 26000 monitoring mechanism which focuses on two areas:

The organisation sends AFNOR Certification the doc-umentary evidence attesting to the maintenance of practices identified in the initial assessment report. If these practices have been changed to meet new con-straints or opportunities, empirical demonstration of relevance is requested by AFNOR Certification.

The Assessment Manager interviews 5 stakeholders from the organisation who are affected by its key CRS issues and/or its overall performance. This sample of stakeholders facilitates, where applicable, the confir-mation and illustration of aspects of the performance of the organisation’s key CSR practices. The Assessment Manager reserves the right to nominate the 3 stake-holders to be called forward.

The organisation’s ability to document and illustrate the monitoring of these practices at the end of 18 months, is judged to be competent and it is thus enjoined to main-tain the pressure. These factual aspects, combined with the expertise of the Assessment Manager, guarantee an appropriate analysis that incorporates the risks associ-ated with the organisation and/or its activity.

Feedback from stakeholders, in qualitative terms, illus-trates the organisation’s ability to meet expectations related to key CSR issues. The discernment of the Assessment Manager facilitates a contrasting and com-plementary analysis of this previous point.

If the output data of the AFAQ 26000 monitoring mechanism are positive, the certificate of assessment and the validity of the associated logo is extended by 18 months.

Otherwise, AFNOR Certification does not renew AFAQ 26000 recognition and an initial assessment must take place when the risks or bad practices identified have been managed or modified by the organisation. A report is prepared by the Assessment Manager, without devel-oping a new assessment report.

Option 1 AFAQ 26000 monitoring mechanism can be implemented once only. This means that after 36 months of recognition following the initial assessment, the use of option 2 «Renewal assessment» is required:

... and possibly attain a higher maturity level if prac-tices have progressed

18 months may be sufficient to implement new practices, in conjunction with a possibly revised or amended strat-egy, depending on the analysis of CSR issues conducted during the initial assessment, and/or changes in the organisation’s context and activity. The organisation may also wish the assessment to focus on a broader remit.

This constitutes a new situation, which is then analysed and which lends itself to a comprehensive assessment, or ‘renewal’. The issue may also be, as so often in this type of approach, to remotivate employees and build new consensus within the company about the maturity level and the progress options that characterise the process. The phrasing and output data are then similar to those of the initial assessment, according to arrangements made between the organisation and AFNOR Certification.

Option 1 : My organisation wishes to implement the 18-month monitoring mechanism

Option 2 : My organisation wishes to implement an assessment renewal

New Assessment Report

New Global Score,

New Maturity Level and relevant logo, if applicable.

New identification of practices and options for progress

The AFAQ 26000 assessment model, both in terms of Corporate Social Responsibility and sus-tainable development and in terms of assessment practice, requires fully competent evaluators.

The non-prescriptive nature of the model requires evaluators to apply skills and expertise which facilitate understanding of the extent to which practices are relevant, their level of deployment and the extent to which results are achieved.

The qualities required are possessed by the auditors of the AFNOR Certification Group: listening, empathy, discipline, impartiality, ability to synthesise etc. The model also calls on diplomatic and pedagogic skills. AFNOR Certification calls for auditors with robust and proven expertise and experience in the field of sustainable development. ISO non-auditor experts with appropriate and complementary profiles supplement the pool of evaluators dedicated to AFAQ 26000.

The assessment team is complementary: The Assessment Manager conducts an open dialogue, making sure to include all of the mod-el’s criteria. His/her questioning incorporates the PDCA approach for practices and outcomes alike. The evaluator plays a real «cover» role to ensure that all criteria are examined. S/he identifies practices to be continued and areas for improvement, and his/her objectivity allows him/her to supplement the questions and insights of the Assessment Manager. The assessment plan takes advantage of the complementarity of the two parties (for structures with over 50 employees) and optimises timelines in the areas covered by each of them.

Skills training for assessors is organised by AFNOR Compétences. It helps develop mastery of the AFAQ 26000 model and the methodological tools of analysis and assessment. The objec-tive is a repeatable and reproducible assessment, thus facilitating the attainment of the benchmark much coveted by enterprises and desirable from the perspective of sustainable development.

The expertise and skills of assessors


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