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La responsabilidad social empresarial y el modelo de excelencia EFQM como marco de integracion de los sistemas de gestion en las organizaciones.

Corporate social responsibility and the EFQM excellence model as a frame work for integration of management systems in organizations

1. Introduction

Corporate Social Responsibility, from now on CSR, was seen a few years ago as the "economic contribution" that an organization gave to stakeholders, as retribution for any damage caused to the environment or to be seen as a generous organization that shares benefits with others.

Some organizations, on the other hand, saw it as an obligation beyond the economic factor, so they were afraid to commit to any initiative, because it did not belong to the core purpose of their organizations (the distribution of earnings among the shareholders or the owners of the company), so the was no interest in participating in any CSR initiative.

As time passed by, companies started to notice that CSR did show gains to those that started to involve it as part of their day to day operations. Processes and their execution began to be revised, not only for their generation of financial gains but also for their impact on the well being of employees, society at large and their impact on the environment (Cortina, 2005; Garcia-Marza, 2006).

With this research we want to show companies not only the importance of the concept of CSR, but how such a concept can be tied with the excellence models and the integration that can be done with the quality, environmental, and occupational health and safety management systems. Also, to provide them with continuous improvement tools that will help them to increase their productivity, integrating CSR to the basic strategy and in the global management system. Approaching CSR as a differential competitive advantage, can contribute to a real Comprehensive Sustainable Management.

This CSR concept is not new, the innovation was how it was used in this research; that is, presenting the relationship it poses with the comprehensive management system, that encompasses the quality, environmental, security and occupational health systems in the organization. In this way, the intention is to generate a change of attitudes in the organization and in the community, related to the concept of CSR and the impact its involvement on the global management of companies has on society.

To justify this proposal, the methods employed, and the results obtained will be presented, as well as some of the key concepts included in this subject.

2. Methodology

To generate the methodological model of the Comprehensive Sustainable Management, we analyzed the integration between management systems, the EFQM model and the principles of CSR.

This analysis started with the study of the individual relationship between the principles of each management system and the foundations of the EFQM excellence model. Next, we established the relationship between the individual criteria of each management norm and the EFQM model criteria. (See example for EMS in Table 1, Table 2 and Table 3). Finally, we showed the relationship between the Integrated Management System (IMS) and the principles of Corporate Responsibility consigned in the ISO 26000:2010 and the GTC 180 in RS (GTC 180, 2008). These relationships constitute the foundation for the generation of the COMPREHENSIVE SUSTAINABLE MANAGEMENT SYSTEM (Quintero, 2012).

We demonstrated that the quality, environmental, security and occupational health management systems have a close relationship with the EFQM excellence model. If the management systems are already implemented, the requirements for the EFQM model can be satisfied in a much simpler way.

We also showed that the guidelines related to social responsibility presented in the Colombian norm GTC 180:2008 may be integrated to these systems, enabling organizations to have a an internal socially responsible approach. Complying with these guidelines would make it easier for organizations to abide by the principles presented in the international norm ISO 26000:2010, related to social responsibility.

With these relationships we demonstrated that COMPREHENSIVE SUSTAINABLE MANAGEMENT is directed towards a definite group of stakeholders, such as shareholders and investors, customers, suppliers, employees, the community, and even the government when it relates to legal requirements. Also, more management systems could be added to this model if the organization so requires it.

2.1 Methodological approach of the research project

We designed the methodology of this research project as a process based on management systems under the ISO 9001:2008 norm (for quality management systems), the ISO 14001:2004 norm (for environmental management systems), the OHSAS 18001:2007 norm (for occupational health and safety systems), the model of excellence EFQM 2010 and the parameters of CSR.

Considering the described method, Figure 1 presents the methodology proposed to fulfill the objectives of the research project. The general methodological approach presents the relationships that should provide a good integration, therefore guiding an organization towards excellence.

In this manner we find the relationships between the management systems and the parameters of the CSR, in such a way that we can determine if an organization is socially responsible based on the correct implementation, execution and integration of its management systems.

This proposal includes a theory section, founded in a comprehensive literature search conducted on the subjects related to the project. Our approach also proposes fieldwork that we undertook as a case study (Yin, 1989; Bonache, 1999; Vasquez & Angulo, 2003; Martinez, 2006).

We found that some of the main works for the fundamental theoretical basis were ATEHORTUA (2008), CCE (2001), FORO DE EXPERTOS (2005), GRI--G4 (2013), ISO 9000:2005, MELLADO (2006), RUSSEL (2000), OIT (2003), RODRIGUEZ and RICART (2004), and UNGLOBAL COMPACT (2001).

We organized the theoretical proposal in two phases. The first phase included the integration of the models for quality, environmental, occupational health and safety management and their relationship to the model of excellence EFQM (Russel, 2000; Quintero, 2012). After this, we reviewed the parameters of CSR and their relationship with the Comprehensive Management System and the model of excellence EFQM, as presented in Figure 2.

We proposed these integrations considering the shared and non-shared characteristics of these management systems and their relationship with the parameters of CSR.

Then, we applied what we proposed in the theoretical section through a case study, with the intent of verifying or refuting if these organizations are socially responsible, given that they have implemented the aforementioned management systems. To that end, we worked with two organizations in our region. One of them had certifications for the management systems of interest; the other one had implemented these management systems, but did not have certifications for them yet. It is worth noting that in this project we worked with two organizations, but the procedure could be applied to any organization.

2.2. Case study

For the case study and to check the theoretical approach used, two local organizations participated in this study. Fist, a survey was designed and applied to obtain the necessary information that showed the level of maturity (comprehension) that employees had about the management system in all levels. Then, a sample of the total number of workers was drawn from the process map of the organization and taking into account the number of workers involved in each process. It was a simple probabilistic draw with a proportional distribution, considering the weight of each process in the participating organizations. Table 4 presents an example of the procedure to obtain the sample in one of the organizations. We defined a measurement scale based on criteria from the experts in the organization and the researchers to analyze the results.

3. Results and discussion

3.1 Structure of the generated model

The methodological structure that is presented as the result of this research, demonstrated, how, using the integration and implementation of management systems, the EFQM excellence model and the principles of CSR, an organization could demonstrate that it is indeed a Socially Responsible Organization (Quintero, 2012). In Figure 3 the steps used to generate the Model of Comprehensive Sustainable Management are shown. In the conceptual Model of Figure 4 the systemic vision of the different levels of relationships and integration between the different management systems can be seen; also it shows how the principles of Corporate Responsibility can constitute a framework where all of them support the Comprehensive Sustainable Management. CSR is the action framework for the EFQM excellence model, which in turn is the action framework for the quality managements systems (QMS), the environmental management system (EMS), the occupational health management system and the Corporate Responsibility management system.

The model presents a modular structure (see Table 5), where the variables or characteristics that were determined as common to justify the integration between each system considered, are shown. Also, the principles of Corporate Responsibility common to all the management systems are included.

Table 6 presents the Comprehensive Sustainable Management Model, which has incorporated the principles of the comprehensive management system such as: 1--Compromise and integrated policy, 2-Planning and assignment of responsibilities, 3--Process management, 4Legal and other requirements, 5--Continuous Improvement, 6--Staff, training and communication, 7-Documentation and control, 8--Measurements, evaluation and audits, where different relationships are evaluated according to the strong, weak or marginal presence.

Also, the model has a structure according to the phase of the PDCA management cycle with a socially responsible focus.

The case studies were developed with two organizations that represent local and national industry in Colombia, and they willingly participated in this step of this research project.

As a part of the practical application y according to the proposed methodology, a survey was done, so the answers gave the information input needed to finish our work.

3.2 CSR indicators

As a complement to the Comprehensive Sustainable management model, we present the suggested indicators, previously determined and justified, based on the Guide for the elaboration of Sustainability Memoirs--GRI (GRI, 2002;GRI-G4, 2013; Quintero, 2012).

The indicators were generated taking into account the stakeholders affected according to the requirements of each management system and the guidelines presented in SR ISO 26000.2010 and the GTC 180. Table 7 shows these indicators for each stakeholder.

4. Conclusions

The current context of high competitiveness, due to the presence of open markets and globalization, enhances the importance that quality, environmental and occupational health management systems have acquired at a global level.

The aforementioned systems do have a close relationship with the EFQM excellence model, as it was proven. Thus, if the systems are implemented, los requirements of the EFQM model can be fulfilled in a much simpler way.

The synergy between the different management systems and the guiding principles and foundations of corporate responsibility, based on the ISO 26000:2010 international guidelines and the Colombian norm GTC 180 on Corporate Responsibility was proven. An important issue that has to be mentioned is the decision to include the PCDA cycle with a socially responsible approach, after reviewing what was said in the

GTC 180 about Social Responsibility.

A management cycle with this approach is applicable to systems that can integrate a single management system, using common elements of every part of the cycle, involving the principles of corporate responsibility, for each action, that is what constitutes COMPREHENSIVE SUSTAINABLE MANAGEMENT.

Thus, the principles of social responsibility come into the spotlight; the ethical alignment is a focal point for the execution of the continuous improvement cycle and the social responsibility principles mentioned in the international norm ISO 26000:2010 have to be taken into consideration.

The proposed model can be a interesting contribution for any improvement or implementation initiative of a Corporate Social Responsibility program. However, the model presents general guidelines that have to be adjusted to each particular case.

It is important to remark that the results we obtained come from a novel research approach, and that we have not found similar values and indicators in the academic literature.

Another noteworthy aspect is that this is an individual measurement and that it comes from an organization-specific analysis. Thanks to the percent-based scale, which we used to measure the data we gathered, the values we obtain correspond to a specific degree of development of the variable we measured.

We can conclude, based on the results obtained in this research project, that an organization can use the percentage obtained in the degree of maturity of its management systems as a proxy for its performance in regards to the development of its CSR. This is due to the fact that the more the organization complies with the requirements of the management systems, the more it will be in compliance with the principles of the CSR, based on the relationships that were demonstrated in this research.

Therefore, we contend that we propose a novel model to determine the degree of development of Corporate Social Responsibility in an organization with an approach that comes from the quality, environment and occupational health management systems.

5. References

Atehortua, H. (2008). Responsabilidad social empresarial: entre la etica discursiva y la Racionalidad tecnica. Revista Escuela de Administracion de Negocios, (62), 125-139.

Bonache, J. (1999). El estudio de casos como estrategia de construccion teorica: caracteristicas, criticas y defensas. Cuadernos de Economia y Direccion de la Empresa, (3),123-140.

CCE (Comision de las Comunidades Europeas) (2001). Libro Verde: Fomentar un marco europeo para la Responsabilidad Social de las empresas. Documento preparado para la Union Europea. Brussels.

Cortina, A. (2003). Construir Confianza. Etica de la Empresa en la sociedad de la informacion y las comunicaciones. Madrid, Spain: Editorial Trotta S.A.

Cortina, A. (2005). Etica de la Empresa. Claves para una nueva cultura empresarial. Seventh Edition. Madrid, Spain: Editorial Trotta S.A.

EFQM. (2010). Introducing the EFQM Excellence Model 2010. Extracted in 2010 from: http://www.efqm.org/en/PdfResources/EFQMModel_Presentation.pdf

FORO DE EXPERTOS. Ministry of Work and Immigration (2005). I, II y III Sesion de trabajo de foro de expertos en RSE. Definicion y Ambito de la RSE. Spain. Extracted in 2008 from: http://gencat.es/treball/doc/doc_56906710_1.pdf.

Galeano, M. (2004). Estudio cualitativo de caso: el interes por la singularidad. In: Estrategias de investigacion social cualitativa. El giro de la mirada. Medellin, Colombia: La Carretera Editores, (Capitulo 2).

Garcia-Marza, D. (2006). Eticaempresarial: Unmarco para la definicion y gestion de la Responsabilidad Social Corporativa. In: Mitos y Realidades de la Responsabilidad Social Corporativa en Espana. Un enfoque multidisciplinar. Navarra, Spain: Editorial Aranzadi S.A., (Capitulo 3).

GRI--G4 (Global Reporting Initiative) (2013). SUSTAINABILITY REPORTING GUIDELINES. Extracted from: https://www.globalreporting.org/reporting/g4/Pages/default.aspx

GRI (Global Reporting Initiative) (2002). Guia para la Elaboracion de Memorias de Sostenibilidad sobre el desempeno economico, ambiental y social de la empresa. Extracted from: www.globalreporting.org

GTC 180. (2008). Guia Tecnica Colombiana en responsabilidad social. Bogota, D.C., Colombia: Edited by Instituto Colombiano de Normas Tecnicas y Certificacion (ICONTEC).

ISO. (2005). ISO 9000. Norma internacional. Certified Translation. Sistemas de gestion de la calidad--Fundamentos y vocabulario. Switzerland. ISO Copyright office.

ISO (2010). ISO 26000. Norma Internacional. Official Translation. Guia de responsabilidad social. Spanish version. Switzerland. ISO Copyright office.

Martinez, P. (2006). El metodo de estudio de caso. Estrategia metodologica de la Investigacion cientifica. Revista Pensamiento y Gestion. (20), 165-193.

Mellado, Ma. D. (2006) La gestion integrada de la calidad, el medio ambiente y la prevencion de riesgos laborales en las organizaciones. Madrid: Editorial Universitaria Ramon Areces.

NTC-ISO 14001:2004 (2004). Norma Tecnica Colombiana. Sistemas de gestion ambiental. Requisitos con orientacion para su uso. Bogota, D.C. Colombia: Edited by Instituto Colombiano de Normas Tecnicas y Certificacion (ICONTEC).

NTC-ISO 9001:2008 (2008). Norma Tecnica Colombiana. Sistemas de gestion de la calidad requisitos. Bogota, D.C., Colombia: Editada por el Instituto Colombiano de Normas Tecnicas y Certificacion (ICONTEC).

NTC-OHSAS 18001:2007 (2007). Norma Tecnica Colombiana. Sistemas de gestion en seguridad y salud ocupacional--requisitos. Bogota, D.C., Colombia: Edited by Instituto Colombiano de Normas Tecnicas y Certificacion (ICONTEC).

OIT (2003). Nota Informativa sobre RSE y normas internacionales de trabajo. Extracted in 2008 from: http://www.ilo.org/public/spanish/standards/relm/gb/docs/gb288/pdf/sdf3.pdf

Pineros, E. R. (2007). Medicion diagnostica de la Etica y de la Responsabilidad Social Empresarial como factores de perdurabilidad. Universidad Empresa 6 (12), 225-260.

Quintero, M. (2012). Gestion Sostenible Integral: La Responsabilidad Social Empresarial en la Integracion de los Sistemas de Gestion. Doctoral Dissertation Universidad Politecnica de Valencia. Doctoral Program in Management. Valencia, Spain.

Rodriguez, M. & Ricart, J. (2000). Coordinacion de los sistemas de gestion de calidad, medio ambiente y salud laboral (Parte I). Harvard Deusto business review. (97), 54-60.

Russell, S. (2000). ISO 9000:2000 and the EFQM Excellence model: competition or co-operation? Total Quality Management. 11(4/5), 657--665.

Schuschny, A., Soto, H. (2009). Guia metodologica. Diseno de indicadores compuestos de desarrollo sostenible. Naciones Unidas. Comision Economica para AmericaLatinay el Caribe (CEPAL). Bundesministerium fur Wirtschaffliche Zusammenarbeit und Entwicklung. Coleccion documentos de proyectos. United Nations Publication. May. Santiago de Chile, Chile.

Scribano, A.; Gandia, C. & Magallanes, G. (2006). La ensenanza de la "metodologia de la investigacion" en ciencias sociales. Ciencias Sociales Online, 3(1), 91-102.

Tamayo, M. (1999). La Investigacion. Serie aprender a investigar. Modulo 2. Instituto colombiano para el fomento de la educacion superior, ICFES. Bogota DC., Colombia.

UNGLOBAL COMPACT. (2001). El Pacto Mundial. Naciones Unidas. Extracted in 2008 from: http://www.unglobalcompact.org

Vasquez, R., Angulo, F. (2003). Los estudios de caso en educacion. Una aproximacion teorica. Introduccion a los estudios de casos. Los primeros contactos con la investigacion etnografica. Ediciones Aljibe, Malaga: Spain.

Yin, Robert K. (2003). Case study research. Design and methods. Applied social research methods series. California. Sage Publications, Inc.

Martha L. Quintero-Garzon * ([section]), Andres Carrion-Garcia **, Ma. Aurora JordaRodriguez ***, Ma. del Pilar Rodriguez-Cordoba ****

* Escuela de Ingenieria Industrial. Universidad del Valle. Cali, Colombia.

** Departamento de Estadistica e Investigacion Operativas Aplicadas y Calidad. Universidad Politecnica de Valencia. Valencia, Espana.

*** Departamento de Organizacion de Empresas. Universidad Politecnica de Valencia. Valencia, Espana.

**** Facultad de Ingenieria. Universidad Nacional de Colombia. Manizales, Colombia.

([section]) martha.quintero@correounivalle.edu.co, acario@eio.upv.es, ajorda@omp.upv.es, mdrodriguezco@unal.edu.co.

(Recibido: septiembre 20 de 2013--Aceptado: marzo 18 de 2015)

Caption: Figure 1. Methodological model proposed of the research project.

Caption: Figure 2. Methodological foundation of the proposed system of integrated sustainable management

Caption: Figure 3. The proposed model generation

Caption: Figure 4. QMS: Quality Management System, EMS: Environmental Management System, OHMS: Occupational Health Management System, IMS: Integrated Management System, GSR : Guidance on Social Responsibility
Table 1. Principles underlying the SGAISO 14001 : 2004 and the EFQM
Excellence Model 2010.

Principles of ISO 14001:2004   Fundamentals EFQM: 2010 Excellece
                               Model

* Secure a demonstrable        * Adding value for customers
commitment to environmental
management.
* Promote continuous           * Leading with vision,
environmental improvement      inspiration and integrity.
* To promote a wide interest   * Achieving succeeding through
within the public and the      people.
standard users.
* Must be Practices that are   * Managing by Processes.
useful and usable.
* To Reduce environmental      * Building partnerships.
incidents that Lead to legal
liability.
* Identify significant         * Nurturing creativity and
Environmental aspects of the   Innovation.
Organization.
* Give importance to the       * Taking Responsibility for a
evaluation of the Legal        Sustainable Future.
Fulfillment.                   * Achieving balanced results.

Table 2. Criteria and sub-criteria of the EFQM model

                1a. Leaders develop the mission, vision, values and
                ethics and act as role models.
                1b. Leaders define, monitor, review and drive the
                improvement of the organisation's management system
                and performance.
1. Leadership   1c. Leaders engage with external stakeholders.
                1d. Leaders reinforce a culture of excellence with
                the organisation's people.
                1e. Leaders ensure that the organisation is flexible
                and manages change effectively.
                2a. Strategy is based on understanding the needs and
                expectations of both stakeholders and the external
                environment.
                2b. Strategy is based on understanding internal
2. Strategy     performance and capabilities.
                2c. Strategy and supporting policies are developed,
                reviewed and updated to ensure economic, societal and
                ecological sustainability.
                2d. Strategy and supporting policies are communicated
                and deployed through plans, processes and objectives.
                3a. People plans support the organisation's strategy.
                3b. People's knowledge and capabilities are
                developed.
3. People.      3c. People are aligned, involved and empowered.
                3d. People communicate effectively throughout the
                organisation.
                3e. People are rewarded, recognised and cared for.

Table 3. Relationship between criteria of ISO 14001:2004 and the
EFQMExcellence Model 2010

                                                   EFQM CRITERIA
                                                   Leadership
ISO 14001:2004                                     a   b   c   d   e

4. Requiriments Environmental Management System        *           *
4.1. Systemic requirements                             *
4.2. Policy requirements                           *   *       *
4.3. Planning requirements
4.3.1. Identify your environmental aspects.                *
4.3.2. Clarify legal and other requirements.               *
4.3.3. Establish objectives and programs.
4.4. Operational requirements
4.4.1. Provide resources and establish jobs.       *   *       *
4.4.2. Deliver training and awareness programs.
4.4.3. Establish communication procedures.             *
4.4.4. Document your environmental management
system.
4.4.5. Control environmental management
documents.
4.4.6. Control environmentally significant                 *
operations.
4.4.7. Establish an emergency management process
4.5. Checking requirements
4.5.1. Establish monitoring and measurement
capabilities
4.5.2. Evaluate legal and other compliance.
4.5.3. Deal with your nonconformities.
4.5.4. Control your environmental records.
4.5.5. Perform internal environmental management
audits
4.6. Review requirements                               *   *

                                                   EFQM CRITERIA
                                                   Strategy
ISO 14001:2004                                     a   b   c   d

4. Requiriments Environmental Management System
4.1. Systemic requirements
4.2. Policy requirements                                   *   *
4.3. Planning requirements
4.3.1. Identify your environmental aspects.        *
4.3.2. Clarify legal and other requirements.       *
4.3.3. Establish objectives and programs.                      *
4.4. Operational requirements
4.4.1. Provide resources and establish jobs.
4.4.2. Deliver training and awareness programs.
4.4.3. Establish communication procedures.
4.4.4. Document your environmental management
system.
4.4.5. Control environmental management
documents.
4.4.6. Control environmentally significant
operations.
4.4.7. Establish an emergency management process
4.5. Checking requirements
4.5.1. Establish monitoring and measurement            *
capabilities
4.5.2. Evaluate legal and other compliance.
4.5.3. Deal with your nonconformities.
4.5.4. Control your environmental records.
4.5.5. Perform internal environmental management
audits
4.6. Review requirements                           *   *

                                                   EFQM CRITERIA
                                                   People
ISO 14001:2004                                     a   b   c   d   e

4. Requiriments Environmental Management System
4.1. Systemic requirements
4.2. Policy requirements                                       *
4.3. Planning requirements
4.3.1. Identify your environmental aspects.
4.3.2. Clarify legal and other requirements.
4.3.3. Establish objectives and programs.
4.4. Operational requirements
4.4.1. Provide resources and establish jobs.               *   *
4.4.2. Deliver training and awareness programs.        *   *
4.4.3. Establish communication procedures.
4.4.4. Document your environmental management
system.
4.4.5. Control environmental management
documents.
4.4.6. Control environmentally significant
operations.
4.4.7. Establish an emergency management process
4.5. Checking requirements
4.5.1. Establish monitoring and measurement
capabilities
4.5.2. Evaluate legal and other compliance.
4.5.3. Deal with your nonconformities.
4.5.4. Control your environmental records.
4.5.5. Perform internal environmental management
audits
4.6. Review requirements

Table 4. Calculation of sample size research XXXX

Proportional stratified random sampling
Stratum name                   Population   %                 Sample
                               Ni                             ni

Manufacturing management       3            1,06%             1
Production                     106          37,32%            40
Quality Assurance              19           6,69%             7
Processes                      7            2,46%             3
Maintenance /Engineering       53           18,66%            20
Healt/Safety / Environmental   9            3,17%             3
Logistic                       19           6,69%             7
Administrative /management.    2            0,70%             1
Sales                          28           9,86%             11
Finance                        18           6,34%             7
Technology                     4            1,41%             2
Shopping                       7            2,46%             3
Human resources.               6            2,11%             2
Transportation and Logistics   3            1,06%             1
TOTAL                          284                            108
ESTIMATING PROPORTIONS
p Value = 0,8                               q Value = 0,2
Estimation error = 0,05                     Variance = 0,16
Tolerance or accuracy = 0,05                Z = 1,64485363
                                            n = 107,6

Table 5. Modular structure. Model of integrated sustainable management.
X = strong presence; 0 = weak presence; * = marginal presence

                              PRINCIPLES OF SOCIAL RESPONSIBILITY.
                              Transparency. Respect. Ethical behavior.
                              Respect for human rights. Respect for the
         law.
INTEGRATED MODEL              Respect international norms of behavior.
                              GTC       EFQM    ISO     ISO     OHSAS
                              180: RS   :2010   9001    14001   18001
                                                :2008   :2004   :2007

BLOCK 1. Integrated
Management
Systems.
PDCA Cycle                    X         0       X       X       X
Prevention principles         X         0       X       X       X
Process Management            X         X       X       X       X
Similiar evidence base        X         0       X       X       X
BLOCK 2. Relationship
INTEGRATED MANAGEMENT
SYSTEM WITH EFQM MODEL
Commitment and                X         X       X       X       X
comprehensive policy.
Planning and assignment of    X         X       X       X       X
responsibilities.
Managing by Processes.        X         X       X       X       X
Legal and other               X         X       X       X       X
requirements.
Staff training and            X         X       X       X       X
communication.
Documentation and control.    X         X       X       X       X
Continuous improvement.       X         X       X       X       X
Measurement, evaluation       X         X       X       X       X
and auditing.
BLOCK 3. Relationship of
integrated management
systems and EFQM model
with CSR (Focus from
Stakeholders).
Relationship Market
Value--Quality.               X         X       X       X       X
Shareholders/investors.
Customers/suppliers.
Relationship occupational     X         X       X       X       X
health with Human Resource.
Relationship IMS--            X         X       X       X       X
Community--society.
Relationship IMS--            X         X       X       X       X
Government--legal
requirements.

Table 6. Model of Comprehensive Sustainable Management with the
principles of Integrated Management System

X = strong presence; 0 = weak presence; * = marginal presence

Cycle a Socially          Common Integrated Management
Responsible               System Principles. Accountability
Management approach

Plan    Designing a new   Responsibility    1. Commitment
        plan of action.   for the           and integrated
                          management /      policy.
                          Policy
        Current status    Resource          2. Planning and
        (Diagnosis SR).   Management /      assignment of
                          planning          responsi-
                                            bilities.

                                            3. Managing by
                                            Processes.
Do      Desired           Product           4. Legal and
        situation         realization,      other
        (execution plan   implementation    requirements.
        of action /SR).   and operation.

                                            5. Staff
                                            training and
                                            communication.
                                            6.
                                            Documentation
                                            and control.
                                            7. Continuous
                                            improvement.

Check   Evaluation,       Measurement,      8. Measurement,
/Act    monitoring,       analysis and      evaluation and
        measurement.      improvement.      auditing.

        X                 Strong presence

                                            PRINCIPLES OF GUIDE
                                            ISO 26000: 201 OOF
                          Fundamentals      SR.
Cycle a Socially          EFOM Excellence   Ethical    Respect
Responsible               Model 2010.       behavior   for the
Management approach       Transparency                 law

Plan    Designing a new   Leading with      X          X
        plan of action.   vision,
                          inspiration and
                          integrity.
        Current status    Taking Respon-    X          X
        (Diagnosis SR).   sibility for a
                          Sustainable
                          Future.
                          Adding value      X          X
                          for custome.
                          Managing by       X          X
                          Processes.
Do      Desired           Taking Respon-    X          X
        situation         sibility for a
        (execution plan   Sustainable
        of action /SR).   Future.
                          Achieving         0          0
                          success through
                          people.
                          Building          0          X
                          partnerships.

                                            X

                          Leading with      X          X
                          vision,
                          inspiration and
                          integrity.
                          Nurturing         *          *
                          creativity and
                          Innovation.
                          Adding value      X          X
                          for custome.
Check   Evaluation,       Achieving         X          X
/Act    monitoring,       balanced
        measurement.      results.

        X                 0                 weak
                                            presence

                          PRINCIPLES OF GUIDE ISO 26000 : 201 OOF SR.

Cycle a Socially          Respect     Respect     Respect
Responsible               for-human   for the     for
Management approach       rights      interests   interna-
                                      of          tional
                                      Stake-      norms of
                                      holders     behavior

Plan    Designing a new   X           X           X          X   X
        plan of action.

        Current status    X           X           X          X   X
        (Diagnosis SR).

                          X           X           X          X   X

                          X           X           X          X   X

Do      Desired           X           X           X          X   X
        situation
        (execution plan
        of action /SR).
                          X           X           X          X   X

                          X           X           *          X   X

                          X           X           X          X   X

                          X           X           X          *   *

                          *           X           X          *   X

                          X           X           X          X   X

Check   Evaluation,       X           X           *          X   X
/Act    monitoring,
        measurement.

        X                 *           marginal
                                      presence

Table 7. Relationship between indicators and Stakeholders

X = strong presence; 0 = weak presence; * = marginal presence

Cycle a           Common Integrated Management        Fundamentals
Socially          System Principles.                  EFQM
Responsible                                           Excellence
Management                                            Model 2010.
approach                                              Consumers /
                                                      Customers

                  Responsibility    Commitment and    Leading with
                  for the           integrated        vision,
                  management /      policy.           inspiration and
                  Policy                              integrity.
PLAN Current
situation
Designing a new
plan of action.
                  Resource          Planning and      Taking Respon-
                  Management /      assignment of     sibility for a
                  planning          responsib         Sustainable
                                    ilities.          Future.
                                    Managing by       Managing by
                                    Processes.        Processes.
                                    Legal and other   Taking Respon-
                                    requirements.     sibility for a
                                                      Sustainable
                                                      Future.
                                    Staff training    Achieving
                                    and               success through
                                    communication     people.
DO Desired        Product                             Building
situation         realization,                        partnerships.
(execution plan   implementation                      Adding value
of action /       and operation.                      for custome.
SR).                                Continuous        Nurturing
                                    improvement.      creativity and
                                                      Innovation.
CHECK/ACT         Measurement,      Measurement,      Achieving
Evaluation,       analysis and      evaluation and    balanced
monitoring,       improvement.      auditing.         results.
measurement.

Cycle a           Common Integrated Management        STAKEHOLDERS
Socially          System Principles.                  Providers
Responsible
Management
approach

                  Responsibility    Commitment and
                  for the           integrated
                  management /      policy.
                  Policy
PLAN Current
situation
Designing a new
plan of action.
                  Resource          Planning and      * Satisfaction
                  Management /      assignment of     quality
                  planning          responsib         requirements,
                                    ilities.          environmental
                                    Managing by       and security.
                                    Processes.
                                    Legal and other
                                    requirements.
                                    Staff training
                                    and
                                    communication
DO Desired        Product
situation         realization,
(execution plan   implementation                      * Customer
of action /       and operation.                      satisfaction
SR).                                Continuous
                                    improvement.
CHECK/ACT         Measurement,      Measurement,
Evaluation,       analysis and      evaluation and
monitoring,       improvement.      auditing.
measurement.

Cycle a           Common Integrated Management        Human
Socially          System Principles.                  Resources
Responsible
Management
approach

                  Responsibility    Commitment and
                  for the           integrated
                  management /      policy.
                  Policy
PLAN Current
situation
Designing a new
plan of action.
                  Resource          Planning and
                  Management /      assignment of
                  planning          responsib
                                    ilities.
                                    Managing by
                                    Processes.
                                    Legal and other
                                    requirements.
                                    Staff training
                                    and
                                    communication
DO Desired        Product
situation         realization,
(execution plan   implementation                      * Compliance
of action /       and operation.                      requirements
SR).                                Continuous        quality,
                                    improvement.      environmental,
                                                      safety.
CHECK/ACT         Measurement,      Measurement,
Evaluation,       analysis and      evaluation and
monitoring,       improvement.      auditing.

Cycle a           Common Integrated Management        Community
Socially          System Principles.                  /Environment
Responsible
Management
approach

                  Responsibility    Commitment and    * Knowledge of
                  for the           integrated        quality policy,
                  management /      policy.           environmental,
                  Policy                              OHS.
PLAN Current                                          * Degree of
situation                                             manual quality
Designing a new                                       knowledge.
plan of action.                                       * Perceived
                                                      organizational
                                                      commitment with
                                                      Management
                                                      Systems.
                                                      * Knowledge
                                                      resources
                                                      available for
                                                      management
                                                      systems.
                  Resource          Planning and      * Level
                  Management /      assignment of     of knowledge of
                  planning          responsib         Occupational
                                    ilities.          Health Program
                                    Managing by       and the Joint
                                    Processes.        Committee on
                                    Legal and other   Occupational
                                    requirements.     Health
                                    Staff training    * Communication
                                    and               quality policy,
                                    communication     Environmental
                                                      and
                                                      Occupational
                                                      Health.
                                                      * Rate
                                                      responsibility
                                                      to run activity
                                                      in terms of
                                                      Occupational
                                                      Health
DO Desired        Product
situation         realization,
(execution plan   implementation                      * Perception of
of action /       and operation.                      improvements in
SR).                                Continuous        personal work.
                                    improvement.

CHECK/ACT         Measurement,      Measurement,      Government
Evaluation,       analysis and      evaluation and    /Legal
monitoring,       improvement.      auditing.         Requirements

Cycle a           Common Integrated Management
Socially          System Principles.
Responsible
Management                                            * Environmental
approach                                              product
                                                      satisfaction.

                  Responsibility    Commitment and
                  for the           integrated
                  management /      policy.
                  Policy
PLAN Current
situation
Designing a new
plan of action.
                                                      * Perception of
                                                      environmental
                                                      responsibility
                                                      of the
                  Resource          Planning and      organization.
                  Management /      assignment of
                  planning          responsib
                                    ilities.
                                    Managing by
                                    Processes.
                                    Legal and other
                                    requirements.
                                    Staff training
                                    and
                                    communication
DO Desired        Product
situation         realization,
(execution plan   implementation
of action /       and operation.
SR).                                Continuous
                                    improvement.

CHECK/ACT         Measurement,      Measurement,
Evaluation,       analysis and      evaluation and
monitoring,       improvement.      auditing.

Cycle a           Common Integrated Management
Socially          System Principles.
Responsible
Management
approach

                  Responsibility    Commitment and
                  for the           integrated
                  management /      policy.
                  Policy
PLAN Current
situation
Designing a new
plan of action.
                  Resource          Planning and
                  Management /      assignment of
                  planning          responsib
                                    ilities.          * Perception
                                    Managing by       legal
                                    Processes.        compliance
                                    Legal and other   Environmental
                                    requirements.     Management
                                                      System, System
                                                      Gestinon in
                                                      Occupational
                                    Staff training    Health.
                                    and
                                    communication
DO Desired        Product
situation         realization,
(execution plan   implementation
of action /       and operation.
SR).                                Continuous
                                    improvement.

CHECK/ACT         Measurement,      Measurement,
Evaluation,       analysis and      evaluation and
monitoring,       improvement.      auditing.
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Title Annotation:INGENIERIA INDUSTRIAL
Author:Quintero-Garzon, Martha L.; Carrion-Garcia, Andres; Aurora Jorda-Rodriguez, Ma.; del Pilar Rodriguez
Publication:Ingenieria y Competividad
Date:Jun 1, 2015
Words:5204
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