Weaving social responsibility into every part of an organization needs commitment and understanding at each level, beginning with the top. Awareness work should begin by deepening understanding of the principles, the core subjects and their issues. Leaders should come to understand fully what social responsibility means for the organization and what it brings. Early work can target the parts of the organization most open to it. A social responsibility culture takes time to grow and develops best when built step by step on the values already present. Building competence may mean developing skills such as engaging stakeholders and understanding the core subjects, making use of existing knowledge and skills and, where suitable, training managers and workers across the supply chain. Integration may call for changes in how decisions are made and how the organization is governed, giving people more freedom, authority and encouragement to propose new approaches, and better tools to monitor and measure performance. Education and lifelong learning, education for sustainable development included, are at the heart of awareness and competence.
This control maps to 2 controls across 1 other frameworks. If you already hold one of them, the evidence you collected for it is the starting point here rather than new work.
Every mapping shown was judged rather than inferred from wording similarity, and the ones that failed review are published too. See the coverage reports and what was rejected.
The graph holds this control, the 2 it maps to, and the evidence behind each claim, over MCP and REST.