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Narrowing Gaps for Social Risk Prevention: Social Management Systems Integration

机译:缩小社会风险预防差距:社会管理系统集成

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A widespread weakness in businesses for the management of social risks is the inadequate integration of social management systems with those environmental, health and safety (EHS). Moreover, if this lack of integration is added on top of an underdeveloped social management system, the gaps are reinforced. Without a doubt, the historical process by which management systems were created explains part of the story. Quality management systems (QMS) have been in place since 1987, when the first version of ISO 9001 was issued with the purpose of improving the quality of in line production, focused on process control and profitability. Social management became important in the 1990s, but due to its relative subjectivity and diversity, its introduction in many companies was seen as in conflict with the objectivity of the traditional management systems. Through our experience developing due diligence processes for sustainable finance, according to Equator Principles and the International Finance Corporation Performance Standards, we have compiled key good practices that aim for narrowing the gap between both systems. By reviewing the recommended practices for an efficient PDCA cycle (plan, do, check and act) implementation, and experiences in different stages of the cycle, we have found conditions that hinder the development of robust social management systems and their integration into a socio-environmental-health and safety management system. In the Latin American context, these conditions are associated with a widespread culture of informality, strong prejudices regarding gender and status, and diverse social management criteria and concepts (for instance due to different languages), among others. Having a robust social management system integrated with EHS management is a business essential, and therefore its development must consider both the organizations' practical needs and a sustainability approach, even if it requires thinking outside the certifications' proposed frames.
机译:社会风险管理的企业广泛的弱点是社会管理系统与这些环境,健康和安全(EHS)的融合不足。此外,如果在欠发达的社会管理系统之上增加了这种缺乏整合,则会加强差距。毫无疑问,创建了管理系统的历史过程解释了故事的一部分。质量管理系统(QMS)自1987年以来一直到位,当ISO 9001的第一版以提高型号生产质量的目的,重点关注过程控制和盈利能力。社会管理在20世纪90年代变得重要,但由于其相对主体性和多样性,其在许多公司的引入被视为与传统管理系统的客观性相冲突。通过我们的经验,根据赤道原则和国际金融公司绩效标准,我们的经验表明了可持续融资的尽职调查过程,我们编制了旨在缩小两个系统之间的差距的关键良好做法。通过审查有效的PDCA周期(计划,做,检查和行动)实施的建议做法,以及在周期的不同阶段的经验,我们发现了阻碍强大社会管理系统的发展及其融入社会的条件环境保健和安全管理系统。在拉丁美洲背景下,这些条件与非正式文化的广泛文化有关,有关性别和地位的强烈偏见,以及多样化的社会管理标准和概念(例如由于不同的语言)等。拥有一家集中与EHS管理的社会管理系统是一个企业必不可少的,因此它的发展必须考虑组织的实践需求和可持续性方法,即使它需要在认证的建议框架之外思考。

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