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• Our new publication: Towards Social Assessment

- The Foundation

• Funding Strategies of the Foundation from 1998 to 2010
  • Funding Strategies of the Foundation from October 1998 to December 2010
• The principal strategic objectives
  • FDHT supports activities that promote fundamental human rights in the workplace.
  • Priority areas for the next five years
  • The principal strategic objectives of the Human Rights at Work Foundation - FDHT

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Publications

• Beyond Social Auditing
  • Beyond Social Auditing - CHAPTER 1
    • 1 Social Auditing
    • 1.01 – A system based only on the search of compliance
    • 1.02 – The standards are still not converging
    • 1.03 – A system used in excess:
    • 1.04 – Snapshot effect vs trend analysis
    • 1.05 – Participation of workers is avoided
    • 1.06 – Confidentiality creates difficult situation for workers
    • 1.07 – Reports are often weak
    • 1.08 – Falsification and fraud: the plague
    • 1.09 – Time duration: the shorter, the better for auditing firms
    • 1.10 – Remediation as a continuity of the audit?
    • 1.11 – Lack of transparency
    • 1.12 – Training programmes for higher skills for auditors
    • 1.13 – Questioning the purchasing policies
    • 1.14 – What an audit can be good for?
    • 1.15 – Home workers
  • Beyond Social Auditing - CHAPTER 2
    • 2 Social auditing: some recent improvements and new approaches
    • 2.1 - The Joint Initiative with the CCC, ETI, FLA, FWF, SAI and WRC:
    • 2.2 – Transparency
    • 2.3 – Complaint mechanisms
    • 2.4 – The FLA 3.0
    • 2.5 – “Beyond monitoring” from BSR
    • 2.6 – Beyond social auditing ?
  • Beyond Social Auditing - CHAPTER 3
    • 3 Strengthening the place of the State
    • 3.1 – “Formal law”, an inadequate system
    • 3.2 – The difficult position of labour inspection worldwide
    • 3.3 – The state commitment in the fight against corruption
    • 3.4 – CSR and purchasing practices: a limited responsibility
    • 3.5 – The contradictory nature of the injunctions
    • 3.6 – Revising the supply chain’s management pattern
    • 3.7 – Capacity building for managers
    • 3.8 – Empowerment of workers
    • 3.9 Learning social dialogue to the partners of the company
• Codes of Conduct…
  • 1- Introduction
  • 2- Major stakeholders’ comments and complaints
  • 3- Audit process
  • 4- Auditors
  • 5- Code of ethics: comparison between NGOs and private audit firms
  • 6 - Analysis of audit time and cost
  • 7- Concluding remarks
• Towards Social Assessment
  • From social auditing to social assessing
  • 1 – Towards the need for a CSR assessment
    • 1.1 - Twenty years of research in worldwide guidelines
    • 1.2 - ISO 26000 - Guidance on core subjects in social responsibility
    • 1.3 - ISO 26000: reliability of data and information collection and management
  • 2 - Towards social assessment by independent experts
    • 2.1 – Qualified and certified experts
    • 2.2 – Nature of the assessment/audit service
    • 2.3 – Conduct of the social assessor’s mission
  • 3 – THE COMPETENCIES OF THE SOCIAL ASSESSOR
    • 3.1 – Nature of the social audit service
    • 3.2 – How the social assessor’s mission is conducted
    • 3.3 – The Knowledge, competencies and qualities required of a social assessor
  • 4 – Auto-evaluation of the competencies of assessors
    • 4.1 – Knowing how to look at production processes
    • 4.2 – Does the company have a global/systemic approach?