1 among the world’s 50 safest banks in 2009 (global finance) i official bank of the 2010 formula 1...

1Among the world’s 50 safest banks in 2009 (Global Finance) I Official bank of the 2010 Formula 1 Etihad Airways Abu Dhabi Grand Prix

National Bank of Abu Dhabi

The ISO 26000: A New International Standard for Social Responsibility

Abu Dhabi Sustainability GroupForum Quarterly Meeting14th December 2010

Praveen A Motdhare

Business Excellence Department


Objective

National Bank of Abu Dhabi was invited to participate in the Beta test of

the ISO 26000 standard as one of four banks globally to test the standard

for the banking and financial sector

To be able to evaluate the usefulness of the text developed for different

industries and organisations in different geographical, cultural or religious

backgrounds

To measure its practical implementation by a bank, the relevance to the

banking sector and any strengths and weaknesses


Approach

A cross functional working group having representative from all the major

departments was formed

The working group was divided into sub-groups who were assigned the

responsibility to review one of the 7 core elements of the standard

depending on the sub group’s competency

The sub groups on review provided their comments and feedback to the

working group in the specific template

The sub group’s leader / member made presentation of their review to

working group members

The comments / view points of working group members were considered

before finalising the report


Approach – Process Flow

Beta Test – Macro Road Map at NBAD

NBAD received invitation from the Chair of the ISO 26000 Working Group on Social Responsibility to

participate in Beta test

Project Leader(s) Identified

NBAD formed working group (peer group) drawn from the staff of different departments/stake holders

Project Kick-off with 2 Day training and meeting of the 15 Core group members. 5 Teams formed

Output of meeting: Action Plan for Review of Core Elements and Presentation

Each core group studied the requirement and submitted the observation in the template provided.

Presentation by the group leader / team member on the observation made on the core element.

Q & A session with other members of Core group

Agreement and Finalisation of observations and submission of report to management and the ISO

chair /technical committee

Start

End


Why this was the best approach?

The cross functional working group was representative of all the stake

holders across the Bank

The working group was comprised of 7 Nationalities which provided a

broader view point on the core elements

English was not predominant mother tongue of the working group

members.

It laid a platform for implementation of the CSR standard in NBAD in near

future


What was learnt?

The standard is straight forward, easy to understand and implementable

The language and terminology was easy to understand by all the working

group members, even when English is not the mother-tongue

We found ISO 26000 easier to understand than some of the other ISO

standards, the wording of which can sometimes be ambiguous

Some of the clauses are challenging in terms of potential implementation,

due to the local environment and situation, the standard itself is clear

Standard has good depth and we did not find the standard too long

The standard provides a good guidelines for organisations which are

planning implementation of CSR


Opportunities

NBAD joined the National working group driven by ESMA (Emirates

Metrological and Standards Authority)

We took this opportunity to introspect on our approach on CSR with the

result presented to the strategy committee of the Bank with

recommendation. The management has agreed to support the

implementation

It resulted in CSR being embedded within the bank’s strategy and to

reposition our long term objectives


The Next Step?

Conduct Gap Analysis vis a vis the 7 core elements of the ISO 26000

standard, our 2009 sustainability report and forth coming 2010 report

Submit the report on gaps and possible action required to the Top

Management

Aligning / formulating the policies and processes inline with ISO 26000

requirements

Integrating the ISO 26000 policies and requirements with the existing

management system ( ISO 9001) to drive implementation and

maintenance.


Certification Vs verification

Certification Verification

The Certification Program is for organizations that wish to demonstrate and receive recognition for the conformance of their business practices and technologies to certain established standards (eg ISO 9001, ISO 14001)

Verification Program is the parallel program providing the means to demonstrate conformance to certain guidelines in the areas applicable

Certification guarantees through a certificate that specific rules and regulations of voluntary standards are met in a certain environment. The audit has to be conducted by an appointed third party auditor

Verification processes may be conducted by local third-party actors such as NGOs - or even second-party actors . They may be asked to verify adherence to specific criteria. A verification certificate may be issued

There is a rigid surveillance schedule and is costly

The schedule between re-verification is not as rigid as a certification process and is less expensive

10

Among the world’s 50 safest banks in 2009 (Global Finance) I Official bank of the 2010 Formula 1 Etihad Airways Abu Dhabi Grand Prix

Questions and Answers

11

Among the world’s 50 safest banks in 2009 (Global Finance) I Official bank of the 2010 Formula 1 Etihad Airways Abu Dhabi Grand Prix

Thank You

1 among the world’s 50 safest banks in 2009 (global finance) i official bank of the 2010 formula 1...

Documents