BS 8900:2006 pdf free.Guidance for managing sustainable development.
BS 8900 Management’s commitment is integral to the success of any sustainabledevelopment programme. The leadership of the organization shoulddefine and communicate the strategic vision for sustainable development.In both these processes of definition and communication,the organization should engage with relevant internal and externalstakeholders, understand their issues, identify the specific drivers andpredicted benefits, and develop an appreciation of the dynamics of thevarious issues. The vision should express the organization’s desiredposition on sustainable development; it should be challenging yetachievable and reviewed on an appropriate basis as issues change.The leadership of the organization should promote those values thatexpress the types of behaviour an organization has or wants to becomeknown for. Such values could derive from the organization’s policies onethics, governance, workplace opportunities, conflicts of interest,safety, health and environment, political activities, etc.Commonly heldand well-communicated values help to bring an organization togetherand align everyone in working towards a common aim.
The purpose, vision and values of the organization with respect tosustainable development should be reflected in its operations at alllevels.It is important to develop a culture in which sustainabledevelopment issues are fully incorporated in the organization’s activities.The organization should embed sustainable development intoits existing planning and management processes (e.g. for risk assessment, planning, performance management, information systems,training and development and reporting), rather than establish separateprocesses.
The organization should identify and manage its sustainabledevelopment issues.The main mechanism should be through stakeholder engagement.A stakeholder is any individual or group whichaffects, or is affected by, the organization. All organizations undertakesome form of stakeholder engagement, even if at a basic level, e.g.member, customer and employee dialogue, in order to improveeffectiveness, manage risk, identify and realize new opportunities.NOTESome stakeholders may not be able to represent themselves buttheir interests should be considered.
Ongoing, systematic stakeholder engagement is intrinsic to sustainabledevelopment and means for example:
stakeholders having opportunities to express views about relevantissues and about their relationship with the organization;
organizations accounting for their decisions and whether thestakeholder contributions were incorporated;
commitment from all involved to learn and develop within theprocess.
Some stakeholders may have legal or moral entitlement to consultation.The precise form of stakeholder identification and engagement dependson the size and complexity of the organization, and its context at aparticular time.BS 8900 pdf download.