Ethics Management In Libraries And Other Information Services [1 ed.] 0081018940, 9780081018941, 0081018959, 9780081018958

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ETHICS MANAGEMENT IN LIBRARIES AND OTHER INFORMATION SERVICES

CHANDOS INFORMATION PROFESSIONAL SERIES Series Editor: Ruth Rikowski (email: [email protected]) Chandos’ new series of books is aimed at the busy information professional. They have been specially commissioned to provide the reader with an authoritative view of current thinking. They are designed to provide easy-toread and (most importantly) practical coverage of topics that are of interest to librarians and other information professionals. If you would like a full listing of current and forthcoming titles, please visit www.chandospublishing.com. New authors: we are always pleased to receive ideas for new titles; if you would like to write a book for Chandos, please contact Dr. Glyn Jones on [email protected] or telephone 144 (0) 1865 843000.

ETHICS MANAGEMENT IN LIBRARIES AND OTHER INFORMATION SERVICES MARGARITA PÉREZ PULIDO

Chandos Publishing is an imprint of Elsevier 50 Hampshire Street, 5th Floor, Cambridge, MA 02139, United States The Boulevard, Langford Lane, Kidlington, OX5 1GB, United Kingdom Copyright r 2018 Elsevier Ltd. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or any information storage and retrieval system, without permission in writing from the publisher. Details on how to seek permission, further information about the Publisher’s permissions policies and our arrangements with organizations such as the Copyright Clearance Center and the Copyright Licensing Agency, can be found at our website: www.elsevier.com/permissions. This book and the individual contributions contained in it are protected under copyright by the Publisher (other than as may be noted herein). Notices Knowledge and best practice in this field are constantly changing. As new research and experience broaden our understanding, changes in research methods, professional practices, or medical treatment may become necessary. Practitioners and researchers must always rely on their own experience and knowledge in evaluating and using any information, methods, compounds, or experiments described herein. In using such information or methods they should be mindful of their own safety and the safety of others, including parties for whom they have a professional responsibility. To the fullest extent of the law, neither the Publisher nor the authors, contributors, or editors, assume any liability for any injury and/or damage to persons or property as a matter of products liability, negligence or otherwise, or from any use or operation of any methods, products, instructions, or ideas contained in the material herein. British Library Cataloguing-in-Publication Data A catalogue record for this book is available from the British Library Library of Congress Cataloging-in-Publication Data A catalog record for this book is available from the Library of Congress ISBN: 978-0-08-101894-1 (print) ISBN: 978-0-08-101895-8 (online) For information on all Chandos Publishing publications visit our website at https://www.elsevier.com/books-and-journals

Publisher: Jonathan Simpson Acquisition Editor: Glyn Jones Editorial Project Manager: Thomas Van Der Ploeg Production Project Manager: Surya Narayanan Jayachandran Cover Designer: Harris Greg Typeset by MPS Limited, Chennai, India

List of Figures Figure 4.1 Figure 4.2

Figure 5.1

Components of the EFQM Model Example of the scheme for self-assessment per questionnaire (Based on: Guı´a de Interpretacio´n del Modelo EFQM de Excelencia 2013 para las Administraciones Pu´blicas) Components of the ISO Standard 26000:2010

100 102

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List of Tables Table 2.1 Table 4.1 Table 4.2 Table 4.3 Table 4.4 Table 5.1

Ethical Principles and Values that Affect an Organisation Principles of the Quality Management Comparison Between ISO Standards 9001 Ethical Implications in the ISO Standards 9001 Ethical Implications in the EFQM Model Relationship Between Elements of the ISO Standard 26000 and Codes of Ethics

36 84 87 88 116 147

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List of Abbreviations ACRL AENOR AGAE AIB ALISE AMETIC ANECA ASEDIE ASIMELEC ASNABI BUG CADEP CILIP CSIC CSP CRUE EBEP ECIA EFQM EHEA EMS EUSIDIC FAIFE FESABID FIAF FUNDIBEQ GRI ICA ICN ICOM IFLA IQNET ISO MDG OECD

Association of College and Research Libraries Spanish Standardisation Agency Andalusian Agency of Evaluation Italian Association of Librarians Association for Library and Information Science Education Association of Enterprises of Electronics, Information technologies, Telecommunications and Digital Contents Spanish Agency for the Assessment of the Quality and Certification Multisectoral Information Association Spanish Association for Internet Suppliers The Librarians Association of Navarre University Library of Granada Sectoral Commission of Environmental Quality, Sustainable Development and Risks Prevention Chartered Institute of Library and Information Professionals Superior Council of Scientific Investigations Corporate Social Performance Conference of Rectors of Spanish Universities Public Employment Statute European Council of Information Associations European Foundation for Quality Management European Higher Education Area Ethical Management System European Association of Information Services Committee on Free Access to Information and Freedom of Expression Spanish Federation of Societies of Archivist, Librarians, Documentalist and Museology International Federation of Film Archive Ibero-American Foundation for Quality Management Global Reporting Initiative International Archives Council International Certification Network International Council of Museums International Federation of Library Associations and Institutions International Certification Network International Standard Organization Millennium Development Goals Organization for Economic Co-operation and Development

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List of Abbreviations

OWG PDCA PRME REBIUN SAI SEDIC SGC SR TQM UCA UDHR UOC UPN USR

Open Working Group 8 Plan-Do-Check-Act Principles for Responsible Management Education Spanish University Libraries network Social Accountability International Spanish Society for Scientific Documentation and Information Quality Management System Social Responsibility Total Quality Management University of Cadiz Universal Declaration on Human Rights Open University of Catalonia Union of the Navarrese People University Social Responsibility

Chapter 1

Why Implement Organisational Ethics? When thinking about ethics in general, the etymological meaning of the term comes to mind, in Greek ethos (character building), and in Latin mos (costume, habit); as an idea of character building, a way of being, that shapes in time and becomes an acquired habit. The historical evolution of the definition of ethics itself incorporates the concepts of good or evil, of what is right or wrong, of freedom of choice for decision making (autonomy), of justice, and duty or obligation. Therefore until now we can state that ethical behaviour is based on the building of a character or way of being for incorporating good behavioural habits and making prudent decisions, this is, analysed, balanced and fair that can result in a duty or obligation to act correctly in a particular context. This takes us to a first approach of what organisational ethics is: a character shaped in time that determines the behaviour of an organisation as an institution of the environment with which it interacts and the people that take part in it as components of itself. Here is where one of the great conflicts of organisational ethics is found: the usual confusion between individual actions and actions of the organisation. Authors such as Compte-Sponville (2004) (cited by Navarro, 2012) stand against

Ethics Management in Libraries and Other Information Services DOI: http://dx.doi.org/10.1016/B978-0-08-101894-1.00001-X Copyright © 2018 Elsevier Ltd. All rights reserved.

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organisational ethics considering that these lack awareness and freedom. But, in the opinion of Navarro (2012), organisations act freely and voluntarily, with an ethics integrated by the sum of different people and their individual ethics (that build a common character and way of being based on behavioural patterns and internal documents adopted voluntarily) where the rest of the interested parties also have something to contribute. This would be the base of the Social Responsibility (SR) of an organisation from an ethical point of view: a free and voluntary phenomenon of decision making that affects other people in the pursuit of continuous improvement. We can find three answers to the question why implement organisational ethics. Firstly, organisations are subjected to internal and external demands, they must be responsible for their acts, and there must be an awareness that this responsibility exists. Being responsible, for Hartman, Desjardins, and Espinoza (2014), means having a commitment that requires operating in a specific way according to three types of duties: duty or obligation, to prevent damage without owning the duty or obligation to do so and to do good voluntarily. Those organisations that possess a robust ethical culture anticipate by establishing the adequate institutional means. When this culture does not exist, an institutional reflection is needed for translating the corporative values into ways of being and specific actions. Secondly, organisational ethics are considered one more matter of management, like those others of technical, legal, economic or quality nature. It is about establishing a long-term commitment to the ethical principles and values included in the strategic plan of the organisation, adopting a values-based management model. Thirdly, it is justified

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by the necessity of counting on stakeholders for collective decisions making, according to procedures that allow a balanced debate between the ones affected for reaching an agreement (dialogical ethics). What characterises the organisational ethics is its holistic nature, the incorporation of a management system and the participation of all the parties in the modes of behaviour. France´s, Borrego, and Velayos (2003) express pretty well how it must be understood: (1) the formation of a character after a process of reflection and self-criticism; (2) that takes part in the corporative life in time; (3) that incorporates mechanisms of ethical commitment in the whole management; (4) that represents the awareness of its actions based on ethical principles and values and (5) that appears expressed in its mission and vision. Similarly, there must exist willing to submit to permanent assessment and to improve according to the evolution of the society itself. We talk about applied, organisational and public ethics. The institutionalisation of ethics in organisations started historically in the United States and the United Kingdom. France´s, Borrego, and Velayos (2003) justify it by the features of the Anglo-Saxon world with regard to their tendency to reflect the pluralism of society, the demands of civil society and its activism taking part in pressure groups and associations and, in the case of the private sphere, the characteristics of the companies in the way they are conceived (magnitude and multinational). Since the 1990s there has been a generalised tendency to distinguish between compliance-based organisations and those based on values. SR integrates norms and values that the organisation assumes voluntarily and that, once assumed, begin to have internal regulatory force. It also inspires new legal measures adapted to the moral conscience of society.

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THE CONTEXT OF SUSTAINABILITY Addressing the concept of sustainability, we must draw the first distinction between sustainability and sustainable development (Jime´nez, 2002). It is meant by sustainability, a set of guiding principles that allow reaching an ideal status of excellence in economy, society, and environment if specific management systems are applied. The first reference of the term sustainable development is found in the report Our common future elaborated by the Brundtland Commission Environment and Development in 1987. The definition of the term is completed with the actions of this Commission in 1992, 1996 and 2002 when the socalled Decade of Education for Sustainable Development 2005 14 is announced. We can state then that sustainable development is the practical application of sustainability and that it involves a positive change from an economic, social and environmental perspective without compromising the capacity of future generations for satisfying their needs. Nolin (2010) considers sustainable information as an area of information ethics, focused on the access to information, the development of new technologies and education. In his opinion, sustainable information refers to two questions. On one side, information for the sustainable development, as a resource for sustainability projects and contribution to communicative aspects of the sustainable development. On the other side, the development of the sustainable information as a contribution to the efficient use of communication and information technologies, in the variety of practices and functions of the knowledge production, equal access to information and technologies, information storage, decisions making and the development of indicators and specific norms. Education is an essential instrument towards

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the sustainable society, supported by Global Learning (Hovland, 2014) and the new models of interactions based on networks, technologies and the Internet. In recent years, different norms and regulations at global, European, national and professional level lead to sustainability. In the field of libraries and information services, we can highlight the labour of the International Federation Library Associations and Institutions (IFLA) through the Committee on Free Access to Information and Freedom of Expression (FAIFE) and the Environmental Sustainability and Libraries Special Interest Groups. The documents and statements published, such as the Statement on libraries and sustainable development (2002), the updating of the IFLA Internet Manifesto (IFLA, 2014b) or the Lyon Declaration (IFLA, 2014c), among others, recommend promoting the sustainable development focusing on the access to information, the Information Literacy, the rights of the citizen to be informed and the transparency in governments. In 2014 the United Nations on its Post-2015 Development Agenda, recognised the importance of the access to information as one of the seven great Millennium Development Goals (MDG). These objectives have turned into 17 in the 2030 Agenda for Sustainable Development (United Nations, 2015) and in this new regulatory framework, the access to information have gained a higher prominence for helping the governments to make informed decisions and improving people’s quality of life. For this reason, IFLA has published the document Governance, Access to Information on the Agenda at Open Working Group 8 (OWG) in Sustainable development (2014a). This group, as a contribution to the new goals for 2030, keeps working on the importance of access to information as a human right, the improvement of policies of data gathering and the role of intermediaries in the fostering of

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transparency. Other contributions of IFLA towards sustainable development are the IFLA Manifesto on Transparency, Good Governance and Freedom from Corruption (FAIFE, 2008) and the elaboration of Learning materials for workshops on the IFLA Manifesto on Transparency, Good Governance and Freedom from Corruption on the part of the Committee FAIFE (2016). Also the contributions in different global conferences that take place annually, or the official pronouncements in case of severe universal conflicts, as is the case of the document Open societies are healthy societies about the disapproval of policies that set up barriers to the free movement of refugees or migrants (2017). Scherer (2014) proposes the development of good practices in libraries for each one of the dimensions of sustainable development. In his sustainable community matrix appears an extra fourth pillar, apart from the three that we already know, a cultural one that focuses on heritage. He establishes five points of effective evolution for a sustainable organisation based on contexts, beliefs, values and needs of the community, and lists a series of actions that libraries must take into account as a model of sustainability. Other authors reflect as well on the sustainability of libraries. Rowley (2006) states that sustainability in libraries does not refer solely to the access to information but to everything that the sustainable development involves in an information service, in the same line than the Association of College and Research Libraries (ACRL) that stands for integrating the sustainability in all the aspects of the life of the organisation. Jankowska and Marcum (2010) incorporate, as a moral imperative, the consideration of the environment as an element of sustainability for libraries. Jankowska (2008) warns about the danger in the application of new technologies in the development of collections (digitisation) that, economically and socially, moves them away

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from sustainability. As a solution, she invites us not to look to the past and plan a new future based on innovation. Anglada (2014) defines sustainability in libraries as the capacity to last in time and questions whether the social value surpasses the economic cost, focusing on the relationship established between the value they provide and their cost. The idea that the library as an institution must show its value to the entities that sustain it economically and to the citizens that make use of it, in his opinion, is not precisely supported by data, as it traditionally has been done, but by a value based on the change of the image and perception of the library as an organisation. In this sense, innovation appears as a great partner for sustainability, turning libraries into smart organisations. The foundations of the smart organisation (Olcese, Rodrı´guez, & Alfaro, 2008) are entirely coherent with the new paradigm of the responsible and sustainable organisation. These are based on innovating through a systemic thinking that foresees the whole organisation in the long term, the domain of skills, the abilities and the lifelong learning of its members, a fluid and transparent communication, teamwork, and sharing a joint vision aimed at experimentation. In recent years, it is common to find reports and works on future trends in libraries and information services at international and national level. These reports collect trends depending on the temporality, the geographic scope and the type of libraries, the possible scenarios, or its practical application (Libraries of the future, 2013; ARL, 2010; Galluzzi, 2014; O’Connor & Sidorko, 2010; Vivarelli, 2016). Among them, we highlight the report elaborated by IFLA (2013), that collects five tendencies of change in the

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environment of information and that mean areas of innovation: the development of new technologies and proliferation of devices for accessing to information; the new online learning; the limits of data privacy and intellectual property; the initiatives of open government and the new ways of management and business relationships between countries of different levels of development. In Spain, the Library Cooperation Council published the report Prospectiva 2020 (2013) where the 10 areas of innovation in our libraries for the next years are defined. In this case, they refer to the flexibility of libraries for integrating in the objectives of their parent institutions; the increase in cooperation between different institutions; the search for alternative financial systems; the new multidisciplinary profile of the professional; the role in the creation of communities; the Agora libraries; the adaptation of new facilities; education and learning as a key to the library’s mission and innovative strategies for the management of sources and hybrid collections.

SOCIAL RESPONSIBILITY IN ORGANISATIONS SR is related to sustainability and sustainable development when considering its practical implementation in a particular organisation. Carroll (1999) carries out a study on the evolution of this concept and places its appearance in the 1950s. In the 1970s it experiments a noticeable development with contributions that achieve a more accurate definition. The 1980s stand out due to the emergence of empirical research and alternative topics that are related, such as the stakeholders’ theory, the theory of business ethics, the Corporate Social Performance (CSP) and the

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corporate citizenship. In the 1990s the concept settles definitely in these matters. At present the ISO Standard 26000:2010 (2010) defines SR as the responsibility of an organisation for the impacts of its decisions and activities on society and environment through an ethical and transparent behaviour. The aim is to contribute to the sustainable development and social welfare taking into consideration the interested parties, complying with the legislation in force and the international norms of behaviour and integrating this all in the organisation for putting them into practice. SR is in the domains of the organisational ethics since it has a voluntary nature. It is opposed to technique in the sense of being able to achieve the excellence technically but not behaving correctly. Two great traditional movements synthesise the conciliation of the economic and the social orientation in organisations (Rebola, 2015): the Instrumental, based on profit obtainment within legal terms; and the Substantial one, settled in ethical values, socially responsible. Starting from this initial division and according to the way that the organisation interacts with society, there exist different theories or approaches to SR, based on four dimensions related to the benefits obtained, the political commitment, the social demands and the ethical values (Garriga, & Mele´, 2004; de Miguel, Segarra & de Miguel, 2011; Hartman, Desjardins, & Espinoza, 2014; Carroll, 1999). We have grouped them together this way: 1. Instrumental theories that consider the organisation as an instrument for generating wealth. It is the case of Friedman in the 1970s with the profits’ maximisation or philanthropy in the 1990s. 2. Political theories, concerning the power in organisations and its interactions with society. Through SR

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political processes are carried out guaranteeing the economic stability, employment, and social justice. These are represented by Donalson in the 1980s with the social contract and Davis with the enterprise as a citizen theory. 3. Integrative theories, original from the 1970s, where the organisation is focused on the satisfaction of social demands and depends on the community in which it is immersed. Preston and Post stand out with the principle of public responsibility, Freeman with the stakeholders’ theory, and Carroll with the CSP and the economic, legal and ethical responsibilities. 4. Ethical theories, about the base of the ethical responsibility that the organisations have towards society and their functioning based on ethical values. Freeman affirms, in his stakeholders’ theory, that the organisation has a moral responsibility to stakeholders, it must define them and know which are their legitimate interests. Other examples are Maritain, with the human rights in the 1970s, Brundtland, with the sustainable development in the 1980s, and Mahon and McGowan or Argandon˜a with the approach to the Common Good in the 1990s. Carroll (1991) defined a model of SR that integrates all the dimensions that appear in the different theories that we have listed. He proposes a model of management (graphically expressed in a pyramid) based on the stakeholders and the economic, legal, ethical and philanthropic components. He defines three types of moral (amoral, immoral and moral) that top managers use for interacting with the staff, the customers and the community of an organisation. Schwartz and Carroll (2003) in a later proposal, remove the philanthropy and establish a new model based on a Venn Diagram with three domains, economic,

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legal and ethical, that are combined for creating seven categories: the purely economic, legal and ethical ones, and the economic ethical combination that ignores the legal part; the economic legal combination that ignores the ethics; and finally the economic legal ethical one, based on decisions making considering these three domains in equilibrium. Socially responsible practices adjust to this last category reflecting it in all the areas of the organisation. According to the integrative theory and the economic legal ethical crossroad proposed by Carroll, there exist some procedures for enhancing the SR that are based on the regulation, coregulation, and self-regulation. These three types occur ordinarily in the relationship between organisations and public administration although the instruments of coregulation and self-regulation are the closest to the spirit of SR. de Miguel, Segarra, and de Miguel (2011) affirm that organisations, in the use of new technologies and, specifically, the protection of data and intellectual property; tend to self-regulation, developing privacy policies, elaborating their own codes of conduct or adhering to the existing sectoral codes. As in other geographic scopes, in Spain this is the most usual, although in recent years, laws are being published including concepts such as sustainability, transparency and good governance, social issues, commitment to the environment or sustainability reports. About Spain and university libraries where the concept of SR is more developed, many universities have adhered to the Principles for Responsible Management Education (PRME) (2007) that, inspired by the principles of the United Nations Global Compact, have the objective of fostering a management responsible for education. With the creation of the European Higher Education Area (EHEA), a document elaborated by the Technical Commission of the 2015 University Strategy was published, called The social

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responsibility in university and the sustainable development (Comisio´n Te´cnica de la Estrategia Universidad 2015, 2011). Based on the framework of the European strategy for sustainable development and the Lisboa Strategy (2000), this document refers to the need for incorporating in the organisational structure of universities’ plans, programmes and offices of SR, backed up by codes of conduct, reports and records of SR, along with statements, policies and definitions of mission and vision. The document alludes, besides, to the fourth pillar of sustainability, the cultural one, as a part of the university social responsibility (USR). The Spanish University Libraries Network (REBIUN, 2012) in collaboration with the Conference of Rectors of Spanish Universities (CRUE), publishes the CRUE-REBIUN report called Contribution of the libraries in matters of university SR and Sustainability (Contribucio´n de las bibliotecas en materia de Responsabilidad Social y Sostenibilidad universitarias) (2012) which exposes the need for university libraries for being integrated into the plans, strategies and policies of the USR of their respective universities. For its part, REBIUN has adopted a series of USR criteria in its 3rd REBIUN Strategic Plan 2020, and it has elaborated documents such as one of the Orientations for training users in matters of library sustainability (Orientaciones para la formacio´n de usuarios en materia de sostenibilidad bibliotecaria) (2014) with which it intends to make aware and educate on this subject. Currently most of the Spanish university libraries develop isolated actions of SR (Herrera, Castillo, & Pe´rez, 2014). In some others, these practices have been incorporated into the strategic plans as a consequence of the application of the EFQM Model. However, we find few examples of libraries that have developed their own ethical management system or take part in the SR management system of their parent institution (Rodrı´guez, 2013; ETSII-UPM, 2015).

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AN ETHICAL MANAGEMENT MODEL IN ORGANISATIONS Organisations that normalise the ethical management have an added value because this increases its sustainability. Normalisation in the field of organisational ethics emerges during the 1970s in the United States, United Kingdom and Italy. In Spain, it arises in the 1990s with the creation of FORE´TICA and the Technical Committee of Standardisation of the Spanish Standardisation Agency (AENOR) in 2000 (Lo´pez & Va´zquez, 2002). Ethical management in the organisation emerges as a logic continuation of quality management, in fact, it is based on strategies typical of standards for quality management. The ISO Standard 9000:2000 on Quality Management Systems defines a management system as a set of elements interrelated for establishing and complying with the policy and objectives of an organisation. For the European Foundation for Quality Management (EFQM), it is a scheme of processes and procedures used for guaranteeing that the organisation goes to great lengths to reach the objectives. As a consequence, we can state that a management system is a structure constituted by several elements that allow ensuring that an organisation obtains the best results in a certain field and is more efficient. For introducing a new management area in the organisation, we use a management system since it allows splitting up the areas into processes, developing and measuring them, in a coherent integration of all the aspects that cover the concept to be normalised (Olcese, Rodrı´guez, & Alfaro, 2008) In the case of Fore´tica, that we have already commented, an ethical management system of the organisations is created with the SEG 21 Standard, an ethical norm that bases its application on eight areas of management: top management, relationships with

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customers, with suppliers, with the staff, with the social environment, the stockholders, the competitors and the public administration. This standard, also, regulates the process of audit and certification, being so similar to the quality verification system. There exist many other standards of management systems in the organisations, of quality (ISO 9001), environmental (ISO 14001), of occupational health and safety (OSHAS 18001) or working conditions in the workplace (SA8000). The Standard 26000:2010, Guidance on Social Responsibility, allows combining all these concepts in a single management system as a great container of SR. In general, the standards related to SR can be divided in general regulations (ISO, EFQM); regulations that provide recommendations for its management, such as the Global Impact, guides of codes of conduct and ethical principles; and standards for the elaboration of sustainability reports, such as the AA1000 or the G3 (now G4), proposed by the Global Reporting Initiative (GRI), considered a global reference for elaborating sustainability reports. The basic principles that support a comprehensive management model of SR in the organisation are: applying norms or standards of SR; considering all the stakeholders; transparency and accountability and the Triple Bottom Line or the quantification of results in the three pillars of sustainability for creating value. According to these principles, we can define the elements that compose an ethical management system in organisations (Olcese, Rodrı´guez, & Alfaro, 2008; Navarro, 2012; France´s, Borrego, & Velayos, 2003): 1. Of Strategic integration in the organisation, strategy, formalised and written SR policy, written ethical codes and verification of its compliance, programmes of identification

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and communication with stakeholders, Scorecard, valuesbased culture, values statements, mission and vision. Organisational, SR Commission, unit responsible for the SR management, working teams. Tactics, objectives, projects of SR in all areas, budget, resources, and information and knowledge management. Operational, processes, products and quality services, review and updating of legal and ethical norms, standards and systems, framework for relationships with suppliers and partnerships, specific indicators and Triple Bottom Line. Of monitoring and assessment, internal and external audits for the certification of SR, assessment of other organisms, sustainability report, SR reports and communication procedures with the different stakeholders. Of learning and improvement, benchmarketing studies, exchange of good practices and growth areas detection.

The assessment has traditionally been linked to the quality management in our professional area since it considers libraries and information services in terms of effectiveness, efficiency and satisfaction of the customers/users. But if we think, in addition, that is necessary to know the effects and benefits that these services produce in the community and society in general, as a fundamental element of assessment in a SR management system; it is necessary to consider the impact assessment. We understand by library impact the difference or change occurred in an individual or a group as a result of the contact with library services. Implicit in this there are two concepts: the perception of its potential benefit and the value that is produced as a final effect of a process. After many years trying to combine criteria and methodology for assessing the impact, the ISO Standard 16439:2014 on Information and Documentation Methods and procedures

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for assessing the impact of libraries (de la Mano, Albelda, Pe´rez, & Romero, 2014) appears, embracing a methodology for demonstrating and defending the value of libraries before the citizenship and the institutions that finance it. The Standard provides useful information for decisions making, knowing the impact over time or making comparisons with other libraries. It approaches the economic and social impact on individuals, institutions and society of every type of libraries regardless of their geographical location. Although it does not dissociate the economic from the social areas, it is true that it specially highlights the assessment of the economic value of institutions, following a long tradition of assessment in countries of Anglo-Saxon and AngloAmerican fields as well as Nordic countries, although for some years some interesting projects are being carried out also in Mediterranean countries such as Italy (Di Domenico, 2012, 2014) or Spain (Herna´ndez, 2016). Some authors differ about the existing relationship between impact and SR from an ethical perspective. For Di Domenico (2011, 2013), the impact has an ethical value with regard to allowing the detection of social and economic impacts of the library for complying with its mission of contributing to the common good, one of the core objectives of SR. However, Ridi (2014), affirms that these are two different concepts. Ridi’s opinion is that SR is a moral influence of society in the library, and it is considered an ethical value, while impact is a social, cultural and economic influence of the library in society and provides an economic and social value. The fact is that both can converge in an ethical management system of a library since both have society as a common element of analysis and participate in the decision of improvement, although one represents a socioeconomic value (impact) and the other a deontological value (SR). From our point of view,

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the ISO Standard 16439:2014 on impact assessing is a management standard that complements so well the ISO Standard 26000:2010 on SR.

CASE STUDY The Higher Technical School of Industrial Engineers of the Polytechnic University of Madrid (ETSII-UPM) in Spain, started up a strategy of SR based on the need for training future engineers on social and environmental criteria and of responsible management of the organisations where they should work or carry out their research in the future (ETSII-UPM, 2013). Its interest was in transforming the isolated actions of SR carried out until that moment into a comprehensive project that covered the four areas of the university: teaching, research, management and university extension. For this purpose, it created a Technical Working Team and an Assessor Committee on Social Responsibility that it continued working for several years now. For its implementation, first of all, a preliminary analysis of the institution was performed in matters of SR, communicating the results through the institutional website. Once established the structure of a management system, procedures were elaborated, and specific indicators of SR were selected. All the documentation generated was published through the website of the institution. It was assessed periodically, and improvement actions were established and presented in a document that the School Board, representative body of the institution, should approve. Annually a Sustainability Report verified by the GRI was elaborated. At present, there are already three verified reports, the last one corresponding to the school year 2014 15, by the GRI-G4.

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From the start, the effort was focused on the identification of expectations and needs of the stakeholders, and the creation of communication flows for the relationship with the different groups. For this purpose, a project called Sustainability Aerials (Felez, Lumbreras, Mataix, Moreno, Palla´s, & Ya´n˜ez, 2011) was implemented, whose fundamental objectives were ensuring that the values and principles of SR reached all the groups and levels of the organisation through a fluid relationship with the stakeholders; counting on their participation; getting the top management to know its needs and expectations; and framing it all in a global strategy of SR. As a preliminary step towards the project, an identification of the stakeholders was performed following the Accountability methodology of Fore´tica 2009, whose result was an institutional Stakeholders Identification Chart containing information about the commitments acquired by the Top Management and the degree of fulfilment, which was periodically reviewed. Once categorised the stakeholders and systematised their process, two groups of sustainability aerials were created: one for research and teaching, and another for technical, support, administration and service work. These groups took part in the SR Assessor Committee that relied on the Sub-Directorate of Quality and Social Responsibility of the institution. The groups consisted of people who represented the different profiles, levels and structures of the institution. In the second group, there was a representative of the Library. His/Her tasks were: gathering information, establishing bidirectional communications, formulating and collecting proposals, elaborating documents and reports and validating the improvement measures. In order to work, some

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operational measures were set, and the technical team of the project took charge of training the two groups of sustainability and SR, preparing the documentation that would be needed, creating and maintaining the communication channels and writing final reports and records for being sent to the members of the group. The project was framed in the Strategic Plan of the School, within the section of Strategic Management and within the Internal Stakeholders Management part. It annually appears as an objective that requires the design of new improvement measures since communication systems improve, thanks to new technologies, there is need for new training, components change and satisfaction surveys of the stakeholders are necessary. Once a year, the sustainability aerials are assessed, and adequate actions are taken for the improvement of its functioning. In the 2014 15 Sustainability Report (ETSII-UPM, 2015) the project reached a compliance of the 90%. In this same report, the project appears as an improvement initiative for the 2016 17 school year where finally its consolidation will be achieved, thanks to the listening mechanisms and the participation of the strengthened stakeholders. The results reflect an improvement in the organisational culture, the internal communication and the transparency and good government.

REFERENCES ?

Anglada, L. L. (2014). Son las bibliotecas sostenibles en un mundo de informacio´n libre, digital y en red? El profesional de la Informacio´n, noviembre-diciembre, 23(6), 603 611. Association of Research Libraries (ARL) (2010). Preparing for the future scenario planning process. Findings from internal data gathering. summary. , http://www.arl.org/storage/documents/publications/scenariosdata-gatering-summary-aug10.pdf . Accessed 21.06.17. Carroll, A. B. (1991). The pyramid of corporate social responsibility: toward the moral management of organizational stakeholders. Business Horizons, July/August.

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Carroll, A. B. (1999). Corporate social responsibility: evolution of a definitional Construct. Business and Society, 38(3), 268 295, setiembre. Comisio´n Te´cnica de la Estrategia Universidad 2015 (2011). La responsabilidad social de la universidad y el desarrollo sostenible. Madrid: Secretarı´a General de Universidades. (2011). ,http://goo.gl/PzJdNe.. Accessed 24.04.17. Committee on Freedom of Access to Information and Freedom of Expression (FAIFE) (2016). Learning materials for workshop on the IFLA manifesto on transparency, good governance and freedom from corruption. , https://www.ifla.org/publications/learning-materialsfor-workshops-on-the-i-fla-manifesto-on-transparency-good-governance-? og 5 30 . . Accessed 20.06.17. Committee on Freedom of Access to Information and Freedom of Expression (FAIFE) (2008). Manifesto on transparency, good governance and freedom from corruption. , https://www.ifla.org/ publications/ifla-manifesto-on-transparency-googd-governance-and-freedomfrom-corruption?og 5 30 . . Accessed 20.06.17. Compte-Sponville, A. (2004). El capitalismo es moral? Barcelona: Paido´s. Conferencia de Rectores de las Universidades Espan˜olas (CRUE) - Red de Bibliotecas Universitarias Espan˜olas (REBIUN) (2012). Contribucio´n de las bibliotecas en materia de responsabilidad social y sostenibilidad universitarias. Madrid: CRUE. , http://www.rebiun.org/documentos/ Documents/IIIPE_2020_LINEA1/Contribucion_bibliotecas%20universitarias_ responsabilidad_social_y_sosteniibilidad_REBIUN.pdf . Accessed 20.06.17. Di Domenico, G. (2011). La responsabilita` sociale nella gestione delle biblioteche. Bibliotime, ano XIV, n. 1. ,http://www.aib.it/aib/sezioni/ emr/bibtime/num-xiv-1/didomenico.htm.. Accessed 20.04.17. Di Domenico, G. (2012). L’impatto delle biblioteche pubbliche: obiettivi, modelli e risultati di un progretto valutativo. Roma: AIB. Di Domenico, G. (2013). Conoscenza, cittadinanza, sviluppo: appunti sulla biblioteca pubblica come servicio sociale. AIB Studi, 53(1), 13 25, gennaio/aprile. Di Domenico, G. (2014). L’impatto delle biblioteche accademiche: un progetto e un seminario. Roma: AIB. Escuela Te´cnica Superior de Ingenieros Industriales de la Universidad Polite´cnica de Madrid (ETSII-UPM) (2013). Memoria de Responsabilidad Social 2011-2013. ,http://www.etsii.upm.es/la_escuela/ responsabilidad_social/ResumenMRS_11-13.pdf.. Accessed 20.04.17. Escuela Te´cnica Superior de Ingenieros Industriales de la Universidad Polite´cnica de Madrid (ETSII-UPM) (2015). Memoria de Responsabilidad ?

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Social 2014-2015. ,http://www.etsii.upm.es/La_escuela/responsabilidad_ social/ResumenMRS_14-15.pdf.. Accessed 20.04.17. Felez Minda´n, J., Lumbreras Martı´n, J., Mataix Aldeanueva, C., Moreno Romero, A., Palla´s Ruiz, J., & Ya´n˜ez Gutie´rrez, S. (2011). Comunicacio´n y transmisio´n de los valores de responsabilidad social en la Escuela Te´cnica Superior de Ingenieros Industriales de la Universidad Polite´cnica de Madrid (ETSII-UPM). In Jornada profesional La responsabilidad social corporativa en las organizaciones. Madrid, 30 de marzo. France´s, P., Borrego, A., & Velayos, C. (2003). Co´digos e´ticos en los negocios: creacio´n y aplicacio´n en empresas e instituciones. Madrid: Pira´mide. Galluzzi, A. (2014). Libraries and public perception: A comparative analysis of the European press. Oxford: Chandos Publishing. Garriga, E., & Mele´, D. (2004). Corporate social responsibility theories: mapping the territory. Journal of Business Ethics, 53, 51 71. ,http://www.environmentalmanager.org/wp-content/uploads/2008/04/csr-theories.pdf.. Accessed 20.04.17. Grupo Estrate´gico para el estudio de prospectiva sobre la biblioteca en el nuevo entorno informacional y social (2013). Prospectiva 2020. ,http://www. ccbiblio_es/wp-content/uploads/Estudio_prospectiva_2020.pdf.. Accessed 24.04.17. Hartman, L. P., Desjardins, J., & Espinoza, F. A. (2014). E´tica en los negocios: decisiones e´ticas para la responsabilidad social e integridad personal. Me´xico: McGraw Hill. Herna´ndez Sa´nchez, H. (coord.) (2016). El valor de las bibliotecas. Informe de resultados. Estudio de impacto socioecono´mico de las bibliotecas en la Comunidad Foral de Navarra. ,http://www.elvalordelasbibliotecas.es/ wp-content/uploads/2016/04/info_elvalor_1604.pdf.. Accessed 24.04.17. Herrera-Morillas, J. L., Castillo-Dı´az, A., & Pe´rez Pulido, M. (2014). Responsabilidad Social y sostenibilidad en las bibliotecas universitarias espan˜olas. El Profesional de la Informacio´n, marzo-abril, 23(2), , recyt. fecyt.es/index.php/EPI/article/view/epi.2014.mar.05 .. Accessed 24.04.17. Hovland, K. (2014). Global learning: defining, designing, Demostrating. Association of American Colleges and Universities (AACU), Association of International Educators (NAFSA). ,http://aacu.org/sites/default/files/ files/Global/global_learning_2014.pdf.. Accessed 20.04.17. International Federation of Library Associations and Institutions (IFLA) (2002). Statement on libraries and sustainable development. https://www. ifla.org/publications/statement-on-libraries-and-sustainable-development.. Accessed 21.06.17. International Federation of Library Associations and Institutions (IFLA) (2013). Buscando las olas o atrapados en la marea? Navegando el ?

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entorno en evolucio´n de la informacio´n. Percepciones del Trend Report. ,http://trends.ifla.org.. Accessed 20.04.17. International Federation of Library Associations and Institutions (IFLA) (2014a). Governance, access to information on the agenda at open working group 8. https://www.ifla.org/node/8391. Accessed 20.05.17. International Federation of Library Associations and Institutions (IFLA) (2014b). Internet manifesto. ,http://www.ifla.org/publications/node/ 224.. Accessed 24.04.17. International Federation of Library Associations and Institutions (IFLA) (2014c). Lyon declaration. ,http://www.lyondeclaration.org.. Accessed 24.04.17. International Federation of Library Associations and Institutions (IFLA) (2017). Open societies are healthy societies. ,http://www.ifla.org/ node11176.. Accessed 24.04.17. Jankowska, M. A. (2008). A call for sustainable library operations and services: a response to ACRL’s 2007 environmental scan. C&RL News, 69(6), 323 324. Jankowska, M. A., & Marcum, J. W. (2010). Sustainability challenge for academic libraries: planning for the future. College & Research Libraries, 71, 2. Jime´nez Herrero, L. M. (2002). La sostenibilidad como proceso de equilibrio dina´mico y adaptacio´n al cambio, ICE, Informacio´n Comercial Espan˜ola,n. 800. ,http://revistasice.com/CachePDF/ ICE_800_6584_9104052062A6C18EDC01F0D7CB42BC1E.pdf.. Accessed 24.04.17. Libraries of the Future Project (2013). ,https://www.sconul.ac.uk/page/ libraries-of-the-future.. Accessed 24.04.17. Lisboa Strategy (2000). Consejo Europeo de Lisboa, 23 y 24 marzo 2000. ,http://www.minhafp.gob.es/Documentacion/Publico/SGPEDC/Estrategia% 20de%20Lisboa.pdf.. Accessed 24.04.17. Lo´pez Cabarcos, M. A., & Va´zquez Rodrı´guez, P. (2002). Puede certificarse el comportamiento e´tico? SA 8000. Investigaciones Europeas de Direccio´n y Economı´a de la Empresa, 8(2), 133 148. de la Mano Gonza´lez, M., Albelda Esteban, B., Pe´rez Morillo, M., & Romero Garuz, S. (2014). Nuevos instrumentos para la evaluacio´n de bibliotecas: la normativa internacional ISO. Madrid: AENOR. de Miguel Molina, M., Segarra On˜a, M.V., & de Miguel Molina, B. (2011). Diferentes enfoques sobre la RSC y su influencia en la ordenacio´n de las TICs: camino a la autorregulacio´n? In: XIX Congreso de EBEN Espan˜a. “Transformar el mundo-humanizar la te´cnica e´tica, responsabilidad social e innovacio´n.” ,http://hdl.handle.net/2099/13624. Accessed 24.04.17. ?

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Navarro Garcı´a, F. (2012). Responsabilidad Social Corporativa: teorı´a y pra´ctica. Madrid: ESIC. Nolin, J. (2010). Sustainable information and information science. Information Research, 15(2). ,http://informationr.net/ir/15-2/paper431. html.. Accessed 20.04.17. NORMA ISO 26000:2010 (2010). Guidance on social responsibility. UNEISO 26000(2012) Guı´a de Responsabilidad Social. Madrid: AENOR. O’Connor, S., & Sidorko, P. (2010). Imagine your libraries future: Scenario planning for libraries and information organisations. Oxford: Chandos Publishing. Olcese, A., Rodrı´guez, M. A., & Alfaro, J. (2008). Manual de la empresa sostenible: conceptos, ejemplos y herramientas de la Responsabilidad Social Corporativa o de la Empresa. Madrid: McGraw Hill. Principles for Responsible Management Education (PRME) (2007). ,http:// www.unprme.org/participants/index.php.. Accessed 20.04.17. Rebola Correia, V. L. (2015). Bibliotecas pu´blicas, responsabilidade social e cidadania. Dissertac¸a˜o de Mestrado em Cieˆncias da Informac¸a˜o e da Documentac¸a˜o. Faculdade de Cieˆncias Sociais e Humanas. Universidade Nova de Lisboa. Red de Bibliotecas Universitarias Espan˜olas (REBIUN) (2014). Orientaciones para la formacio´n de usuarios en materia de sostenibilidad. ,http://www.rebiun.org/documentos/Documents/IIIPE_2020_LINEA1/IIIPE_Orientacion_ Formacion_Usuarios_Sostenibilidad_REBIUN_2014.pdf. Accessed 24.04.17. Ridi, R. (2014). La responsabilita` sociale delle biblioteche: una connessione a doppio taglio. Biblioteche Oggi, aprile. Rodrı´guez Reyes, J. L. (2013). Propuesta de un modelo de RSU en la Universidad Polite´cnica de Valencia: aplicabilidad del modelo de sostenibilidad (GRI-G3). Universidad Polite´cnica de Valencia. Facultad de Administracio´n y Direccio´n de Empresas. ,https://riunet.upv.es/bitstream/handle/10251/19162/PROPUESTA%20DE%20UN%20MODELO %20DE%20RESPONSABILIDAD%20SOCIAL%20UNIVERSITARIA% 20EN%20LA%20UNIVERSIDAD%20POLIT%C3%89CNICA%20DE% 20V.pdf?sequence 5 1.. Accessed 24.04.17. Rowley, J. (2006). Libraries and environmental management. Library Management, 27, 4/5. Scherer, J.A. (2014) Green libraries promoting sustainable communities. In Paper presented at: IFLA WLIC 2014 Lyon Libraries, citizens, societies: confluence for knowledge in session 152 environmental sustainability and libraries special interest group. IFLA WLIC 2014, 16 22 August 2014, Lyon, France.

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Schwartz, M. S., & Carroll, A. B. (2003). Social responsibility: a threedomain approach. Business Ethics Quaterly, 13(4), 503 530. United Nations General Assembly (2015). Transforming our world: the 2030 agenda for sustainable development. , http://www.un.org/ga/search/ view_doc.asp?symbol5A/RES/70/1&Lang5E .. Accessed 21.06.17. Vivarelli, M. (2016). The identity of the contemporary public library: Theories for a holistic perspective of interpretation. In M. Pe´rez Pulido, & M. Vivarelli (Eds.), The identity of the contemporary public library. Milano: Ledizioni.

Chapter 2

Individual, Professional and Organisational Ethics In the Chapter 1, Why Implement Organisational Ethics?, we have addressed the characteristics of the organisational ethics and we have justified its existence. It is also appropriate to know the features of the existing relationships between organisational, individual and professional ethics according to the specificity of the activities carried out, the singular values of the professional activity and the different sorts of ethics. Personal or individual ethics is based on free choices that a person makes according to the desired result and this leads to taking actions with different motivations that have some consequences concerning the person himself, other people or the external environment (Argandon˜a, 1994). This way, individual ethics is an ethos, a way of being, as we said in the Chapter 1, Why Implement Organisational Ethics?; that takes us to creating habits and repeating behaviour patterns acquired from the influence of other people, the experience, education, the environment and society in general. Essential elements of the personal ethics are the conscience since it helps us to make decisions, values, behaviour patterns and the rights and duties of as a person and as a citizen. Individual ethics is opposed to social ethics since this last one deals with the relationships of the person with others Ethics Management in Libraries and Other Information Services DOI: http://dx.doi.org/10.1016/B978-0-08-101894-1.00002-1 Copyright © 2018 Elsevier Ltd. All rights reserved.

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and with society. The coincidence between the purpose of a person, of society and an organisation, is found in the concept of Common Good, as a set of conditions that establish these relationships and help to achieve a particular aim. A person can contribute to the common good as a citizen but also as a member of an organisation and, from this perspective, the organisation must put within his reach all the necessary means for coping with the network of norms, laws, rules and costumes that contribute to achieving the goal of that institution. Individual and organisational ethics, therefore, cannot be separated and the key issue is found in the integration of values, criteria and individual priorities as a sum of values, accepted by consensus, that are assumed personally and that are created and shared organisationally. At the same time, people can take part in associations or chartered institutes that impose deontological norms on what they must do at work (France´s, Borrego, & Velayos, 2003) and, at this point, it is relevant to make a distinction between technique and profession. While a good technician is one who masters the technique, a good professional is the one who owns the ability to discern, which are the best purposes, and uses the technique for putting it at the service of the common good (Cortina, 2014). Take as an example the cataloguing of the different materials in a library. Being a good technician means knowing the norms, rules and ways of proceeding of this technic process. But being a good professional demands, in addition, getting a good quality of the cataloguing records, getting that they represent the authenticity of the source, getting the errors fixed and adding value or contributing to the improvement of the cataloguing rules (Kraemer, 2011). Belonging to a profession means, from this point of view, reaching the excellence not only for oneself, but also for society,

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and this involves vocation as a desire to go a step further than obeying the law in its exercise. When talking about putting into practice the principles for guiding the diverse types of activities, we refer the applied ethics. Professional and organisational ethics is a part of the applied ethics that reflects on how to transform ethical principles into values and habits for reaching them. In the ethics applied to the profession and the organisation, there exists an own character, an ethos, that prevents the person from making decisions on his own about what must be adopted and what must be obeyed. Whoever joins a profession or an organisation must be aware of their values and the strategies that are convenient to assume in this regard, hence the existence of deontological codes for legitimising the activity and make people reflect on their contribution or noncontribution to the common good. Professional and organisational ethics is also a civic ethics since it implies sharing a series of principles and values based, fundamentally, on Human Rights for reaching some minimums of coexistence based on a common agreement impossible to renounce. This way, if there were common moral convictions in a profession or organisation where agreements were possible, nobody could state in this context that his/her personal moral conviction was another and that it was equally respectable (Cortina, 2005). As a consequence, the differences that we can find between individual, professional and organisational ethics are based on four views that characterise each one of them (Cortina, 2005): (1) Who enacts the mandate, the person himself in the first case, the professional activity in the second, and the organisation itself in the third; (2) Who it is aimed at, the person, the ones who participate in that profession,

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or the members of the organisation; (3) Who must be responded in case of infraction, the person itself, the society that legitimises the profession, or the society that legitimises the activity of the organisation; and (4) Who is expected to obey from, the person in the individual ethics, the participants in the profession, and the participants in the activity of the organisation. This way, several interrelated ethical areas are identified in an organisation: (1) The ethics of people working in it with values assumed and shared; (2) The ethics of people as professionals who contribute to the common good of the organisation, according to their job position; and (3) The ethics of the organisation that manages through values and applies quality management and Social Responsibility norms. In the ethics of the organisation, ideally, the personal side is complemented with the social, and both are integrated into a unique project because the dimensions themselves of each ethics balance the different perspectives about a unique behaviour for achieving the common good. The elaboration of life maps (Somoza, 2014) allows the analysis of variables that arise in the comparison of individual and organisation, and its similarity or difference produces negative or positive effects and meaningful changes towards the improvement and the quality. At this point, if an organisation had to integrate the values and conduct guidelines of the people that form it, of the profession and of the organisation itself, ethics institutionalisation means would be necessary for managing the ethical behaviour (McMenemy, Poulter, & Burton, 2007). These means are classified into formal documents (statements of values, mission and vision, policies, ethical codes and norms); structural change in the organisation (specific

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committees, specific positions) and management models (communication, orientation and training). The values statements are the affirmations of Mission, Vision and Values boosted by the quality management systems. These are short documents where principles and common goals are listed, and they serve as guidance and inspiration for the members of the organisation around common values. They are considered the beginning of the ethics institutionalisation in organisations. The policies, however, are specific purposes that include instructions for the people responsible for determining which specific actions can be carried out (policy of users, of collections, of services). The ethical codes regulate ethical conducts and establish specific action patterns and circumstances for the people and the stakeholders who take part in the organisation. These are based on the Human Rights and other regulations of moral nature and are approved once consensus has been achieved. The norms are related to the different management systems included in the organisation. Their aim is to establish some common minimums, complementing the values, and guiding the policies towards an organisational model of ethical management where all the previous aspects are integrated with the quality management system (ISO Standards 9001:2015 and 26000:2010, EFQM Model). The Ethics Committees, as a part of the structure of the organisation, ensure the compliance of the codes and other norms solve ethical conflicts and dilemmas and interpret the norms. Other similar positions are the Ombudsman (defender of the workers or the users) or the Manager of the SR office. Finally, the management models foster communication activities through the sustainability reports and the use of new channels such as social networks, through training activities and through reporting and consulting mechanisms.

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PUBLIC SECTOR ETHICS Public sector ethics is an applied ethics that affects all the cultures, and that is considered a powerful mechanism of public power control and a key factor of the quality. It is, similarly, an ethics of service, therefore the characteristics that define it (intangibility, heterogeneity, simultaneity and expiration) make the standards of excellence take place around reliability, sensitivity and speed of response, skills in each kind of service, accessibility, courtesy, communication, credibility, security and understanding (Hartman, Desjardins, & Espinoza, 2011). The factors that in recent years have influenced the development of the public sector ethics are the lack of resources, the growing demands of the citizenship, the restructuring of the public sector, and the change in the social norms and the international context. These conditions have led to the creation of an ethical infrastructure based on ethics institutionalisation means in the mentioned organisations. A report carried out by the Organisation for Economic Co-operation and Development (OECD) in the late 1990s (INAP, 1997) describes the initiatives and the new ethics management trends undertaken by the governments of different countries. These initiatives refer, firstly, to the detection of gaps in the ethics management and, for this reason, Committees (Nolan Committee in the United Kingdom) and working groups were created for performing an analysis of the situation (Norway or Finland for senior positions); establishing preventive policies (Netherlands), or promulgating more detailed rules about the conduct of public workers (United States). Secondly, initiatives for integrating the ethics management in the global administrative management, such as the elaboration of codes of ethics or other conduct guidelines, or the management of the performance. And thirdly, measures for the Modernisation of

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the Public Administration, on whose basis programmes of quality and creation of ethical frameworks have been established in countries such as Portugal, Spain or Mexico. With regard to the ethics management trends detected by the OECD report (INAP, 1997), we highlight the attempt to redefine global values of the public service once checked the high level of homogeneity existing in all the countries, and the inclusion of new emerging values in the ethical codes, such as efficiency, effectiveness, citizen service or respect for the environment. Another trend on the rise are the procedures that allow making known the nonethical, unnoticed or deliberate conducts (Drabenstott, 1986, cited by Canda´s, 2010, p. 90), through reporting mechanisms used by both, public workers and citizens in general. They are considered a commitment to transparency that can put an end to the traditional tensions between the values of transparency and loyalty to the institution. Last but not least, there exist other initiatives such as the declaration of economic interests on the part of the senior positions, that imply, similarly, to finish with the tension, in this case, between values of transparency and intimacy. With regard to the new management models, the public administration is evolving from the exhaustive regulation of the procedures towards the improvement of responsibility mechanisms, defining clearly the people responsible in each case and developing global systems of monitoring, accountability and assessment. As a consequence of this evolution, three management models are observed (INAP, 1997): 1. A model based on the integrity, where there exist rules, but the emphasis lies on the results to be achieved, instead of the conducts to be avoided. It is based on the definition of values, the writing of positive deontological codes, methods for achieving results and good

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behaviour encouragement (instead of monitoring and punishing). This is the model followed in New Zealand. 2. A model based on the compliance of rules, administrative procedures and legal regulations, where there exist deontological codes but these are focused on describing what it must be done and the behaviour that must be avoided, with monitoring and pursuit measures for misconducts (United States, Portugal or Mexico). 3. An intermediate model, with a tendency towards integrity, where a gradual change happens in the rules towards results, from the procedures detailed to the guidance, although certain rules continue existing (Norway, Finland and the Netherlands). These possibilities have matured over the years until today and, regardless of the models selected by one or another country, they set a common goal: adding to the three Es of Economy, Efficiency and Effectiveness, a fourth one, the E of Ethics.

THE VALUES As we have just seen, the tendency is not only in the private sector but also in the public, and it comes marked by cultures based on values as a contrast to the rules-based cultures. The path to excellence in an organisation demands a values-based management (Kotler, Kartajaya, & Setiawan, 2011) that are defined, practised and transmitted for being transformed into economic, social and environmental actions. In this context, the mission must be in line with the society’s expectations from the organisation, where the stakeholders must be identified. The vision must be encouraged by the values as a part of a leadership based on integrity. The values must represent three fundamental characteristics: (1) collaboration of different groups in a

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common task, (2) culture of change for the people, and (3) innovation for developing the creativity and sharing ideas. The working climate studies (AEVAL, 2016; IIA, 2014) and the studies on employees and citizens’ perception in the general administration and in particular sectors of itself (ACFE, 2011; AEVAL, 2015; AIB, 2013; Verde, 2014) help to understand the degree of job satisfaction as a consequence of these management models. These studies revolve around the communication of the mission, vision and values; the quality’s perception; integration; leadership; information and involvement; professional development; the importance that the citizenship gives to the public services; the treatment and professionalism of the employees; the effectiveness and efficiency of the electronic administration and, in general, the working conditions. As it happens in the organisational ethics, in the individual and in the professional, we must reflect on which values are the last action criteria or how to transform and correct behaviours depending on the external pressure. In general, the values that rule all the ethics are based on the Declaration of Human Rights and the principles that emanate from the different ethical theories. This way, the procedure for reaching a deontological norm expressed in a code of ethics emanates from ethical principles, as a maxim of universal character for ordering the conduct. These principles are transformed into values that guide the conduct, and are defined as duties of the profession or the organisation. We can list as general principles: dignity, equality, solidarity, justice and active tolerance; as principles of the profession: autonomy, justice and trust; as principles that rule the behaviour in the public administration: empathy, responsibility, excellence, publicising and social responsibility; and applied to our professional field: social utility, social responsibility, autonomy, trust and neutrality.

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Returning to the OECD report (INAP, 1997) previously mentioned, we can establish a list of values that characterise the public service: common good, legality, responsibility, competence, integrity, objectivity, self-sufficiency, transparency, honesty, leadership, impartiality, citizenship, service quality, equality, continuous improvement, reliability, loyalty and respect for the environment. In Spain, the Public Employment Statute (EBEP) (Espan˜a, 2015), contains, in its articles 52 54, the code of conduct for the public employees. There, we will find all the mentioned values to which the promotion of the cultural environment and the respect for gender equality must be added. With regard to the libraries and other information services, historically, the definition of a set of shared values for the profession has been attempted. Finks (1984), at the beginning of the 1980s, establishes a list of abstract values that he classifies in humanistic (respect for the individual and the human condition), idealistic (justice, truth and honesty), conservative (dignity, preservation and difference with the authority) and aesthetic (beauty appreciation, originality, and banality and vulgarity disapproval). Hauptman (1988) focuses more on the professional aspect and lists the values of professionalism, access to information, censorship and others related to the service delivery. Froehlich (1997) adds to these last ones the intellectual freedom, copyright, services quality and privacy and confidentiality. Hisle (1998), Symons and Stoffle (1998) adapt these values to the changes occurred during the electronic age. Gorman (2000) adds the information literacy and learning and training. Go´mez-Pantoja (2001) structures the values in aim values, addressed to the fundamental principles of the profession (intellectual freedom, privacy protection, access to information, intellectual property and copyrights, institution loyalty, defence of the cultural heritage and cultural diversity);

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and operative values, addressed to the achievement of objectives, (resistance to censorship, users’ sensitive data protection, professional competence, application of the legislation in force in terms of intellectual property, the continuous improvement, heritage conservation and the equity and impartiality in the relationship with the users). Byrne (2004) introduces new terms in the definition of values such as Open Access or preservation of human records. In our opinion, the respect for environment and the cooperation can be added to the already listed values of the profession and, this way, they can already make up a set of professional values at present, as they are shown in the Table 2.1. We believe (Pe´rez, 2007) that these values, in turn, can respond to a classification of traditional values, those that are timeless and maintained from the beginning (intellectual freedom), emerging values, arisen as a result of the evolution of society and the new work environments (intellectual property, respect for the environment); and redefined values, that are those traditional ones that have evolved as a consequence of the new working systems (privacy and data confidentiality). The values studies and surveys are valuable instruments (Melcher, 2015) for the quality management and social responsibility in the organisations. They allow knowing the existence of shared values in the profession and a priority that depends on the geographic, socio-politic, economic, cultural and educative conditions of the different societies and, similarly, of the typology and context of the diverse organisations. The studies of Yerkey (1998), Kirk and Poston-Anderson (1992), Dole and Hurych (2001); Dole, Hurych, and Koehler (2000), Horvat (2003), Koehler, Hurych, and Dole (2006) and Cancho, Cidoncha, Go´mez, Lo´pez, Lozano, and Pe´rez (2004) shows the existence of differences and similarities in the acceptation of values by status (student, professor and professional), working and

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TABLE 2.1 Ethical Principles and Values that Affect an Organisation Ethical Principles

Values of the Public Service

Values of the Profession

Dignity Equality Solidarity Justice Active tolerance Autonomy Trust Social Responsibility Excellence Social utility Neutrality Care

Common good Legality Responsibility Competence Integrity Objectivity Transparency Impartiality Honesty Leadership Citizenship Service quality Continuous improvement Reliability Loyalty Respect for the environment Promotion of the cultural environment Respect for gender equality

Intellectual freedom Access to information Privacy and confidentiality Copyrights Preservation and conservation Information literacy Service quality Professional training Professionalism Cooperation Loyalty to the institution Multiculturalism Respect for the environment

geographic areas, and establish a priority of values that ranges from the service quality to the intellectual freedom, the privacy and the preservation of the cultural heritage, depending on the cultural and political tradition. Shachaf (2005) measures the frequency of occurrence of the values in the deontological codes of the librarians from 28

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countries whose result sets the priority for professionalism, privacy and access to information. Other values studies of interest have been carried out in Spain. The Spanish Society for Scientific Documentation and Information (SEDIC, 2011) conducted a values survey as a previous study for the elaboration of the deontological code of the Spanish professionals. Similar results were obtained, about the priority values (quality, access and privacy). The study of Nieto (2014), for the libraries top managers, archives and documentation centres in Extremadura (Spain), resulted in the priority for the common values, in spite of counting on specific values in the three sectors of the profession. These last Spanish studies also showed relevant results about the importance of values in the organisation concerning technical processes, services and the relationship with the users; the dissemination and the transmission mode of values in the organisation, as well as the initiatives that are being carried out for making them known. From these studies, we obtain information about the existence of common values for all the professionals of our field and different values depending on the professional sector, as we commented before. From the values that appear as specific of the libraries, the intellectual freedom, the information literacy and the respect for the cultural and ideological diversity are contemplated. The archivists count on their own values referred to the conservation and custody of documents, respect for the principle of provenance, the elaboration of their own instruments of the archival profession and the nonutilisation of the archive for private interests. Finally, the specific values for the information mediators are related to the commercial practice, the relationships with the customer or the legal use of the advertising.

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ETHICAL CONFLICTS RESOLUTION AND DECISIONS MAKING Canda´s (2010) affirms that a significant part of the ethical conflicts and dilemmas arise from an overlap of the personal ethics over the professional one, in addition to the values of the organisation. In this sense, there appear two positions that allow the professional to take a stand before the guidelines of the institution in which he works and the established ones by the profession: on the one hand, the personal beliefs must not influence the professional duties; on the other hand, the responsibility for the actions when working and receiving orders must not be forgotten. In our profession, most of the times, the personal, professional and organisational values conflict. In case of censorship, for instance, the professional must choose between the obedience to the professional code, to the local political authorities, or decide according to his conscience, hence the importance of the elaboration of ethical management instruments as an aid to the decisions making. The practice of active neutrality or the library activism helps to make decisions, although both constitute a highly complex issue demonstrated by the different positions existing between the professionals (Canda´s, 2010; Civallero, 2012; Lo´pez, 2008; Lo´pez & Vives, 2013; Pe´rez, 2015; Ridi, 2011; Samek, 2008). An ethical conflict arises when there exist two or more antagonistic possibilities of action for a person in a problematic situation of axiological nature. In the public sector, the conflicts can be of diverse sorts (Egido & Palacios, 2007): (1) The ones that put the public employee face to face with himself due to the job function or the professional role that he has to play; (2) When his/her responsibilities as citizen disagree with the ones relative to his/her

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job position; (3) When he/she challenges the authority before the dilemma of acting according to the values of his/her function; (4) When he/she is forced to act in defence of the citizens, violating the rules and norms of administrative action; and (5) When he/she must deal with established procedures although the general interests seem jeopardised. By ethical dilemmas, we understand the conscientious objection, the ethical and civil disobedience or the professional secret, which can, also, become of legal character. In our professional field, conflicts can arise between principles, values or norms. An example of conflict between principles is exposed by Froehlich (1999) when referring to the collections management. If a librarian applies the principle of social utility, he/she will incorporate materials that benefit the majority of the community, but if he/she follows the principle of social responsibility, he/she will make sure that all the groups are represented even when they constitute a minority. A classic example of conflict between values is the one that puts together the access to information and the intellectual property, with the obligation of, on the one hand, facilitating all the information to the user and, on the other, respecting the copyrights. A conflict between ethical norms can be found in the installation of child protection filters in the library, due to the dilemma between the obligation to oppose the censorship, on one side, and respecting the international norms on children’s rights, on the other. About the conflicts resolution and case studies, there exist much literature (Buchanan & Henderson, 2009; Froehlich, 1997; Green, 2007; Vallotton, Ro¨sch, & Stu¨ckelberger, 2014; McMenemy, Poulter, & Burton, 2007; Ridi, 2011). About the decisions making in our field, we highlight some

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works on the application of decision-making models as methodology in the field of libraries (Liyanapathirana & Samkin, 2014; Patterson, 2006), the training of students and professors on this matter (Carbo, 2004), the decisions making in specific aspects such as the knowledge representation (Beghlol, 2005; Gimara˜es, Milani, & Evangelista, 2015), the digitisation (Anderson, 2006; Limb, 2004), the freedom of expression (Pe´rez & Go´mez-Pantoja, 1997; Sturges, 2006), or the tension between the individual and the organisational ethics (McMenemy, Poulter, & Burton, 2007). The models of ethical thinking for the decisions making are based on a systematic process developed along a series of phases. In general they can be synthesised in: analysis of the context; description of the ethical problem that has occurred; gathering of all the legal and ethical instruments related to the problem; possible solutions to the proposal and their consequences for all the concerned parties; and making an assessment. We cite, due to their particularities, the models of Mason, Mason, and Culnan (1995) for information systems, of Inove (2000) based on the negotiation with all the parties; of Flowers (2002) (cited by Canda´s, 2010, p. 50) that, as well as taking account of the formal documents, highlights the advice to trusted colleagues and the personal system of values; the 10 meta-rules of Ridi (2011) in which the formalisation of an ethical document elaborated, accepted and known to all is the base for continuing with a process of decisions making. In any case, as a conclusion, for making ethical decisions we must take into account: (1) the laws in force; (2) the moral beliefs of the society; (3) the values that must be respected and the deontological codes of the profession; (4) the application of an ethical thinking model; and (5) the continuous search for equilibrium.

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CASE STUDY Over the last few years, there have been similar events in the public libraries of the Mediterranean region that confirm this tension between the personal, professional and organisational ethics that we address in this chapter. We are referring to the problems that the municipal public libraries from France, Italy and Portugal (Pe´rez & Go´mezPantoja, 1997; AIB, 2011; Mangas, 2010) have when their organisation processes of the collections are interrupted by political interferences of the councillors that run the municipalities on whom these depend. This interference consists on the materials withdrawal or preventing that others take part in the collection, not as a process of selection but as an act of censorship, since it is executed according to personal opinions and the political ideology. The cases of the Front National in France in 1996 (Pe´rez & Go´mez-Pantoja, 1997), of Union of the Navarrese People in 2003 and 2009 (ASNABI, 2017) in Spain or the Battisti case in the Italian public libraries of the Veneto region in 2011 (AIB, 2011) are examples of what we address. For studying the case of the municipal libraries in Navarre (Spain) we have followed the thinking model of Mason, Mason and Culnan, a process of several phases that consist of: (1) Recognising the conflict; (2) Analysing the context; (3) Reflecting on the who, what, how and for what; (4) Identifying the norm; and (5) Making an assessment.

Recognising the Conflict In 2003, Vicente Etayo, councillor responsible for the area of culture in the City Council of Pamplona (Navarre, Spain) orders to eliminate the payment processing of

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three materials aimed at different municipal libraries (Yamaguchi, Milagrosa) that depend on the City Council of Pamplona. The materials are: a book published by the publishing house Miatzen SARL in 2002 entitled La tortura en EuskalHerria: informe 2001; 2 videos of the clowns Takolo, Pirritx and Porrotx, well known in the area, that make use of the Basque language for their performances; and the Swedish film Fucking Amal, nominee for the European Film Awards, that treats the homosexuality among young people, specifically, between adolescent women. The councillor considers that the book infringes upon democracy, the videos defend the Basque language and that the film treats a topic that is not advisable for young people, therefore, on his/she own initiative, he/she decides that they must not take part in the collection of the libraries. This fact is considered an infringement upon the freedom of expression, a case of censorship and interference in the labour of the professionals.

Analysing the Context The case arises in an Autonomous Community located in the North of Spain that, although it is in a different region than the Basque country, is considered a geographical zone of Basque influence due to historical tradition. In the city of Pamplona there exist zones more likely to identify with this historical tradition and with the use of the Basque language, and the municipal libraries are immersed in these communities. The political power that rules at this moment the municipality is regionalist, Union of the Navarrese People (UPN), and opposite to this reality. The library system of the Autonomous Community of Navarre is similar to the rest of the Spanish autonomous communities: the municipal libraries depend on the city council with regard to the

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infrastructure, provisioning with collections and services; the regional library system provides the staff, sets the functioning guidelines and awards the budget through grants by the Regional Law that regulates the Library System of Navarre and, in turn, all this take part in the Spanish library system as reflected in the Law 120/2007 on Reading, Books and Libraries. The Public Libraries System of Navarre is composed of the Library of Navarre and the municipal and regional libraries that are integrated into the system through the corresponding agreements with the Regional Administration of Navarre. The management system of the municipal libraries is a direct management model on the part of the city council through the Councillorship of Culture, where the budgetary decisions ordered by the city council and the public staff of the local entity are made.

Reflecting on the Who, What, How and for What On one side, we have the political representatives, the councillor of UPN on whom depends the economic management of the payment for the invoices of these materials that they want to incorporate in the municipal libraries. It is about a management of technical nature that does not have anything to do with the decisions making in the formation of the collection of the libraries since this is the professional obligation of the librarians. The councillor justifies his action for safeguarding the democracy. Other parties that take part in the city council consider this action condemnable and show themselves against this decision. The other part of the conflict is represented by the librarians that understand it as an infringement upon the freedom of expression, an exercise of censorship in libraries that is detrimental to the community and the society in general, and

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an interference in their professional work. The Librarians Association of Navarre (ASNABI) reports these facts in a public letter that has a presence in all the local medias immediately.

Identify the Norm Two types of norms are identified, legal and deontological. With regard to the legal ones, the Library System of Navarre is regulated by the Law 32/2002, November 19, that states as its responsibilities in establishing the principles for the development of the collections and the basis for the general management of the library services (article 3). In the article 8, it establishes as responsibilities the assistance for the selection of bibliographic funds and the acquisition and cataloguing of material, apart from the professional training. In its article 22, the Culture Council from Navarre appears as a consultative and assessor body of the Government of Navarre regarding libraries. Moreover the Resolution 102/2011 of the Ombudsman of Navarra, concerning the complaint of a citizen, resolves with respect to the Regional Law 18/1986 on language, the right to use the Basque language in the Basque-speaking area. Finally, the article 20 of the Spanish Constitution refers to the freedom of expression in the literary creation and production and opposes prior censorship. From a deontological perspective, both the UNESCO’s Manifesto for public libraries and the various IFLA Declarations on intellectual freedom and the access to information establish that the selection and disposal of the materials must be ruled by professional criteria and not politic, moral or religious. Also they address that the librarians must oppose every type of censorship and discrimination by race, religion, sex or age and that the financing institutions must keep the principles of intellectual freedom.

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Librarians have responsibility before the employers and the users. The deontological codes of the librarians contain specific sections on neutrality in libraries, the access to information and the fight against censorship. At the moment that the conflict occurred, there was not still a deontological code for the Spanish librarians in the country, either the IFLA code, but this matter appears in all the professional codes in the world.

Making an Assessment From what it has been addressed until now, two fundamental problems of ethical nature can be highlighted: the censorship in the materials and the interference in the activity of the professionals. In the first case, the principle of neutrality in the libraries implies achieving that the content of the collections reflects the diversity present in the community. In this case the community is characterised by its complexity from a social and political point of view. When the community demands the materials, there exists no problem of legality with them, they must take part in the collection. From the professional perspective, the legal norm explains which are the functions of the professional, but in this case, it does it in such a general way. From the ethical point of view, the development of clear instruments about the functions of the librarian and the management of the collections is necessary (Solimine, 2010). We refer the necessity of counting on policies of collections development and Collections Charter, and that these are appropriately communicated for being known by all (librarians, users, and administrative representatives). There exist Services Charter as instruments of quality and communication with the citizen, but they have such a general character and are focused just on technical matters, not in the social or ethical ones that affect the community.

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As a suggestion, there are no deontological codes, therefore the creation of an organisational one would be convenient, or in its case, adhere to code of ethics of the professionals in Spain (FESABID, 2013). Similarly, the association ASNABI should work for modifying the Regional Law in the same way than the French librarians did when they faced a similar case for introducing articles, with its subsequent development, about the formation of the library collections. Apart from that, the agreements with local entities should be reviewed for reaffirming the professionalism of the librarians. The training of the professionals in these aspects is fundamental, and the ethical contents must be included in the training plans of the Autonomous Community. The report in medias is a highly effective instrument as well as the channelling of problems through associations or chartered institutes. As a consequence of the immersion of this case in the public opinion, the councillor was relieved of his/her duties, and the materials were incorporated to the libraries. In 2009 a new incident with other councillors from UPN arose in other municipal libraries. In this case, it was the systematic withdrawal of newspapers of a particular ideology alluding to budget problems. The issue was exposed in the medias and supported, in addition to ASNABI (2017), at national level by the Spanish Federation of Societies of Archivist, Librarians Documentalists and Museology (FESABID).

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Grupo de Trabajo de e´tica de SEDIC (2011). Hacia un co´digo deontolo´gico comu´n: resultados de la encuesta. Seminario de ana´lisis. In Jornadas Espan˜olas de Documentacio´n: una profesio´n, un futuro. Ma´laga, 25-27 de mayo. ,http://www.sedic.es/Fesabid-2011-codigo-deontologico.pdf.. Accessed 24.04.17. Hartman, L. P., Desjardins, J., & Espinoza, F. A. (2011). E´tica en los negocios: decisiones e´ticas para la responsabilidad social e integridad personal. Me´xico: McGraw Hill. Hauptman, R. (1988). Ethical challenges in librarianship. Phoenix: Oryx. Hisle, W. L. (1998). Values for the electronic age: Crossroad of profession. College and Research Libraries News, 59(7), 504 505. Horvat, C. (2003). Professional values revisited: The case of Croatia. In 69th IFLA Conference, 1 9 August, Berlin, 089-E. ,http://webdoc.sub.gwdg.de/ ebook/aw/2003/ifla/vortraege/iv/ifla69/papers/089e-Horvat.pdf.. Accessed 24.04.17. Inoue, Y. (2000). People, libraries and the JLA Committee on Intellectual Freedom in Libraries. IFLA Journal, 26(4), 293 297. ,http://www.ifla. org/V/iflaj/jour2604.pdf.. Accessed 24.04.17. Institute of Internal Auditors (IIA) (2014). Sostener una cultura e´tica. ,https:// global.theiia.org/translations/PublicDocuments/TaT-June-2014-Spanish.pdf. Accessed 24.04.17. Instituto Nacional de Administracio´n Pu´blica (INAP) (1997). La e´tica en el servicio pu´blico: cuestiones y pra´cticas actuales. Madrid: MAP. Kirk, J., & Poston-Anderson, B. (1992). Life values of library and information students and faculty. Education for Information, 10, n.1. Koehler, W., Hurych, J. M., & Dole, W. V. (2006) Libraries and ethical values in a cross national and cross disciplinary context. ,http://ellib. gpntb.ru/doc/7/d7_8.htm.. Accessed 10.07.2017. Kotler, P., Kartajaya, H., & Setiawan, I. (2011). Marketing 3.0. Madrid: LID. Kraemer, E. O. (2011). La e´tica profesional y la formacio´n de bibliotecarios en el a´rea de los procesos te´cnicos. ,http://www.bn.gov.ar/descargas/catalogadores/encuentro2011/ponencia-25-M-Kraemer.pdf.. Accessed 14.03.11. Limb, P. (2004). Digital dilemas and solutions. Oxford: Chandos Publishing. Liyanapathirana, N. & Samkin G. (2014). Towards an integrated ethical decision making model for the accounting profession, a developing country, SriLanka. , https://cdn.auckland.ac.nz/assets/business/about/seminars-events/2014/ Towards%20an%20integrated%20ethical%20decision%20making%20model %20for%20the%20accounting%20p....pdf.. Accessed 20.03.17. Lo´pez Lo´pez, P. (2008). El mito de la neutralidad en Biblioteconomı´a y Documentacio´n. Educacio´n y Biblioteca, n 166, 62 68.

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Lo´pez Lo´pez, P., & Vives i Gracia (2013). E´tica y derechos humanos. Madrid: ANABAD. Mangas, S. F. A. (2010). Os limites da toleraˆncia: censura, liberdade intelectual e selecc¸a˜o de documentos nas bibliotecas pu´blicas municipais portuguesas. Tesis doutoramento da Faculdade de Letras. Universidade de Coimbra 2009 2010. Mason, R. O., Mason, F. M., & Culnan, M. J. (1995). Ethics of information management. London: Sage. McMenemy, D., Poulter, A., & Burton, P. F. (2007). A handbook of ethical practice: A practical guide to dealing with ethical issues in information and library work. Oxford: Chandos Publisihing. Melcher, D. (2015). Understanding the value of ethics surveys. ,http:// www.nationaldefensemagazine.org/archive/2015/April/Pages/Understanding thevalueofethicsSurveys.aspx.. Accessed 23.03.17. Nieto Pino, N. (2014). E´tica profesional: ana´lisis de percepcio´n en los profesionales de la Comunidad Auto´noma de Extremadura. ,http://hdl.handle. net/10662/2160.. Accessed 24.04.17. Patterson, R. (2006). Connecting ethics to action: An introduction to ethical decision making. Faculty Publications and Presentations. Paper 60 ,http:// digitalcommons.liberty.edu/lib_fac_pubs/60.. Accessed 19.04.17. Pe´rez Pulido, M. (2007). E´tica y deontologı´a para profesionales de la Biblioteconomı´a y Documentacio´n. ITEM: revista de biblioteconomı´a i Documentacio´, n.45, gener-abril, 7 29. ,http://eprints.rclis.org/19144.. Accessed 24.04.17. Pe´rez Pulido, M. (2015). El acceso a la informacio´n como valor e´tico en bibliotecas. Biblioteche Oggi Trends: rivista di studi e ricerche, n 1, 69 81. Pe´rez Pulido, M., & Go´mez-Pantoja Ferna´ndez-Salguero, A. (1997). La libertad de acceso a la informacio´n como conflicto e´tico: el caso france´s. Educacio´n y Biblioteca, 85, 26 28. Ridi, R. (2011). Etica bibliotecaria: Deontologia professionale e dilemmi morali. Milano: Editrice Bibliografica. Samek, T. (2008). Biblioteconomia y derechos humanos: una guı´a para el siglo XXI. Gijo´n: Trea. Shachaf, P. A. (2005). A global perspective on library association codes of ethics. Library & Information Science Research, 27, 513 533. Solimine, G. (2010). La gestio´n de la coleccio´n. In Solimine, G., Di Domenico, G., & Pe´rez Pulido, M. Gestio´n y planificacio´n de bibliotecas. Buenos Aires: Alfagrama, cap. 3, pp. 99 138.

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Somoza Matos, R. (2014). Revisio´n crı´tica de la ISO 26000 bajo el marco normativo venezolano. Sapienza Organizacional, an˜o 1, n. 1, enerojunio, 67 92. ,http://erevistas.saber.ula.ve/index.php/sapienza/article/ download/5228/5157.. Accessed 21.06.17. Sturges, P. (2006). Limits to freedom of expression? Considerations arising from the Danish Cartoons affair. IFLA Journal, 32(3), 181 188. Symons, A. K., & Stoffle, C. J. (1998). When values conflict. American Libraries, 29(5), 56 58. Vallotton Preisig, A., Ro¨sch, H., & Stu¨ckelberger, C. (Eds.) (2014). Ethical dilemmas in the information society: How codes of ethics help to find ethical solutions. Geneva: Globethics. Verde, M. (2014). La percepcio´n del personal de las bibliotecas respecto a la implementacio´n de un sistema de gestio´n de calidad. Informacio´n, Cultura y Sociedad, 31, 67 83. Yerkey, A. N. (1998). Values for library school students, faculty, and librarians: Premises for understanding. Journal of Education for Librarianship, 21, 122 134.

Chapter 3

Ethical Dimension in Libraries and Other Organisational Information Services The ethical dimension of a profession or an organisation is a crucial part of the concept of quality, and it is defined by a regulatory framework in which all the stakeholders are involved. The self-regulation characterises the professions with deontological codes that define the professional ethical conduct in general or in certain activity sectors, above all, in those that innovate quickly, those where there is a direct relationship with the people or those that are related to the data protection, the provision of internet services or marketing and advertising (Cruz, 2007; European Group on Ethics, 2012). In general we can distinguish a sort of codes that help to manage the ethical behaviour (Prieto, 2012): (1) ethics or deontological codes containing a series of principles and values more or less developed; (2) codes of conduct that define behaviours, patterns or conducts and complement the omissions provoked by laws; (3) codes of good government that generally regulate behaviours of the top management and governing bodies; (4) codes of good practices focused on collecting the best initiatives that can lead by example. Ethics Management in Libraries and Other Information Services DOI: http://dx.doi.org/10.1016/B978-0-08-101894-1.00003-3 Copyright © 2018 Elsevier Ltd. All rights reserved.

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The codes in their different typologies join the public sector as a part of the ethical infrastructure of the management models and give room to what Prieto (2012) calls the culture of public matters. The origin is found in the Nolan Report carried out in 1995 in the United Kingdom (1995), that lists the basic principles on which the conduct norms of the public life must be based: Altruism over the personal benefit; Integrity, avoiding obligations with third parties that could affect the professional activity; Objectivity in the performance of services; Responsibility and Transparency for the actions and decisions; Honesty, declaring every private good in the exercise of the public activity; and Autonomy, respecting these principles as model for decisions making. These codes that belong to the public sector are generally mixed codes, with principles, values and conduct guidelines, and are inspired by the guidelines of the OECD or by different European regulations (European Commission, 2000) in our case. The alternative for the public administrations use to be the writing of an own code or joining an already existing one on a voluntary basis. Self-regulation in Spain reaches all the public sectors and specially the university field as a consequence of the application of the EFQM model of quality management, the inclusion of the concepts of sustainability and social responsibility in its management regulations (CRUE), or focusing on research as a part of its mission (Consejo Superior de Investigaciones Cientı´ficas (CSIC), n.d.; Pen˜alver code, 2005; UOC, 2016). Self-regulation and regulation are also associated in the public administration. At present, introducing concepts that belong to the field of ethics in the laws constitutes a common practice, or that the code of conduct of public employees takes part in the articles of a law, as it is

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the case of Spain mentioned in Chapter 2, Individual, professional and organisational ethics. Similarly, professional sectors or organisations write their own ethical codes as a supplement to the legislation that affects them. Experts have highly discussed the legal weight of the deontological codes. However, although they have a regulatory nature and there exist Disciplinary Committees, its ultimate aim is to guide the ethical conduct and solve the ethical conflicts that could arise.

DEONTOLOGICAL CODES OF THE PROFESSION Regarding the field of libraries and other information services, the deontological codes contain specific professional values and reflect a quite correct vision of what our profession is in the society. The Committee FAIFE of IFLA currently collects 60 codes from all the countries around the world and along with the rest of the activities that it carries out, this turns it into a reference organisation for the professional ethics. If we aspire to make a comparison of the deontological codes of our profession, besides the content and the values that they include, we can take account of other analysis elements: the geographical origin, the publication date, the typology or the structure (Pe´rez, 2001). The geographical origin allows confirming the political, socio-economic and cultural influences that the codes reflect depending on the country where they have been elaborated. Similarly, the publication date proves the evolution of society due to the new values that are incorporated in the codes and make the review an indispensable operation, as shown in the latest updates carried out in the codes of Italy (AIB, 2014),

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Switzerland (Gorin, 2014), or the history of the code of the American Library Association itself (ALA, 2008). This deontological code, of aspirational nature, is published in 1939 for the first time, containing six points focused fundamentally on the intellectual freedom. It is modified in 1981, placing the point of interest in the privacy and confidentiality of the users. In 1997 a new point is incorporated, dedicated to the protection of the copyrights and the intellectual property. And finally, in the review of 2008, eight points are presented, emphasising the treat with colleagues and the working conditions in the institutions. Another element of analysis is the typology of the codes. According to Frankel (1989), these can be: aspirational, a simple list of principles, values or conducts; educational, with a description of the value and their corresponding conduct guidelines; regulatory, that includes a sanctioning component; or mixed, where the aspirational type or the educational are combined with the regulatory. Considering its structure, the codes are divided into values where the conduct patterns are described for each one of them; or there appears an explanatory enumeration of duties of the professionals with regard to themselves, society, their colleagues and the organisation; or they are based on a set of articles ordered in large chapters that resemble a legal norm. The base of the content of all the ethics codes, without exception, is found in the Declaration of Human Rights and the connection established between some of its articles and the values that must be respected in the profession. This way, the article 19 alludes to the intellectual freedom, whereby the freedom of expression and opinion must be defended, censorship must be opposed and the access to information must be granted over barriers of any type (geographical, ideological, of knowledge and materials). Related to this one we can find the articles 29, that

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establishes the limits of freedom of expression in the law, and 30, that restricts this right in the case of great harm to society or infringement upon some of the other rights that compose the Declaration. Articles 3 and 12 refer to everyone’s right to intimacy and privacy. Articles 17 and 27 reflect the right to the physical and intellectual property and to not being deprived of it arbitrarily. Articles 26, 27 and 28 deal with the right to education, to participate in the cultural life of the community, preserve the diversity in the groups and protect the cultural heritage. In the so-called rights of Third Generation, we can also find the base for new values that include the professional codes, for instance, the respect for the environment or the protection of the ethnic minorities. A highly significant ethical value is professionalism, present in all the deontological codes. It implies duties with respect to oneself, in the training and education for exercising his work correctly and in the good relationship with his colleagues; to the workplace, in the quality of service, the loyalty to the institution and the cooperation; and to society, in the provision of new knowledge, participation in associations or respect for the environment. The associative role is important since the majority of the codes are elaborated by associations or chartered institutes, in a global geographical scope (ICA, 1996; ICOM, 2004; IFLA, 2012), continental (ECIA, 1999; EUSIDIC, 1994), national (ALA, 2008; CILIP, 2015; FESABID, 2013), sectorial (AMETIC, n.d.; ASIMELEC, 2005; ASEDIE, 2015; SEDIC, 2013), particular of the profession (FIAF film archives, n.d.; Code of online trust, 2015; ALISE, 2010).) or by types of organisations (Conduct Code for social networks of the company Capgemini, n.d.; Facebook, 2017; UOC, 2016). Koehler and Pemberton (2000) wondered whether our profession could aspire to a shared code through the definition

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of common values and the relationship with the associationism or, on the other hand, whether several codes should exist according to the characteristics of each country, professional sector or organisation. In Chapter 2, Individual, professional and organisational ethics, we have seen that there exist some shared values for the whole profession, but their priority depends on the political, social, economic and cultural context of the different countries. Shachaf (2005) speaks about the higher or lower degree of restriction according to the tolerance in the countries, what takes the codes to be more or less ambiguous or to organising its content according to the level of individualism, the relationship that the profession has with society, or the authority of that country. The IFLA code, due to its newness, compiles values exhaustively and, as a consequence, also the professional conducts that reflect everything that the profession has become nowadays; and serves as a general reference for the exercise of the profession in libraries and other information services, just like the international code of archives (ICA), of museums (ICOM) or of other services or information enterprises (ECIA, EUSIDIC) do it for other sectors of the profession. Nevertheless the deontological codes of each country reflect in some way their own needs, prioritising some values over others and establishing more or less exhaustive duties according to their circumstances. In any case the elaboration of a deontological code always implies a self-critical review and the redefinition of the profession (Frankel, 1989), and at present a fortiori, due to the quick evolution of society and the new fields where the informational ethics is carried out, such as intercultural ethics, computing ethics and organisational ethics with the concepts of sustainability and social responsibility (Capurro, 2014; Floridi, 2013; Froehlich, 1997; Moore, 2005;

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Kagan, 2005; De George, 2006; Ess, 2006; European Group on Ethics, 2012; Fisher, 2014; Byrne, 2017). Before their final approval, the codes must be subjected to public awareness and be approved by consensus. Once a professional accepts the deontological obligations of his profession, the code’s compliance is mandatory.

DEONTOLOGICAL CODE OF THE ORGANISATION Returning to the ethics institutionalisation instruments in the organisations, addressed in Chapter 2, Individual, professional and organisational ethics, we remember that while the declarations express just values, the codes regulate conducts, although an allusion to the ethical principles and values is usual. The functions of the deontological code of an organisation can be summed up in the following (Cortina, 2005; France´s, Borrego, & Velayos, 2003): (1) They constitute a referential framework for defining the personality of the organisation on the basis of the contribution of the personal values, the stakeholders and the society in general; (2) Serve as self-regulation of the members when becoming part of the organisation, as it happens in the chartered institutes or the associations; (3) They are instruments of moral progress and commitment to the law because they show a willingness to fulfil it that does not appear in the law itself and (4) They have an educative function and set an example for society. A code of ethics in the organisation must reflect its structure and the stakeholders. The division by management areas and specific processes is usual in the quality management systems and other systems existing in the organisation of whom the ethics management system must

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be supplementary. The areas of management and the processes are related to the different stakeholders, another essential element of the quality management and the social responsibility in an organisation.

The Stakeholders Theory The term stakeholder appeared in 1963 for referring the accountability of an organisation before all the people and groups who influence its functioning. According to the Stakeholders Theory, the organisation is a network of mutual dependencies where the interests and expectations of the different stakeholders can be jeopardised in diverse ways, and the satisfaction of all of them is necessary for maintaining the balance of the ensemble. Freeman (1984, 2007) is the father of this theory and he bases it on the idea that the dominant model until that moment was not consistent with the basic ethics and for this reason, he offers a new strategic framework based on the principle of responsibility. Many have been the subsequent contributions, but the essence of the theory is maintained in identifying, prioritising and meeting the needs and demands of each one of the concerned parties. This way, the division into stakeholders is a deontological code that not only reflects the structure of the organisation but also allows reviewing the specific responsibilities that it has about each one of them. The Fore´tica Report (Fore´tica, 2011; Granda & Trujillo, 2011) standardises the implementation of dialogue mechanisms with the stakeholders and marks the phases in the generation process of a management model of the stakeholders in any organisation: (1) Identify the stakeholders by proximity, influence, responsibility and dependency; (2) Prioritise the most relevant for the organisation according to the level

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and capacity of influence, the expectations and the level of commitment, the typology of relationship, the knowledge of the organisation, the sort of stakeholder, the geographic dimension or the social context; (3) Select the dialogue and development tools of the process (unidirectional, bidirectional, integrative in the processes of decisions making); (4) Carry out the activities planned and (5) Control with indicators. The project sustainability aerials, described in Chapter 1, Why Implement Organisational Ethics?, is a good example of stakeholders’ management in a context of social responsibility of an institution.

Elaboration of a Code of Ethics for the Organisation Starting from a traditional division of the stakeholders, we can elaborate a deontological code for a library or an information service. This way, the first step that has to be made is recognising the different management areas and their corresponding processes. In each one of the processes the ethical principles and values must be identified, as well as the concerned stakeholders, the conflicts that could arise and the interactions with other processes that take part in the system of the organisation and their corresponding subsystems. The processes can be divided according to the triple typology that appears in the quality management systems: strategic processes, key processes and support processes. In a library, for instance, the strategic processes are related to the strategic plan, the decisions making or the implementation of different management systems (quality, ethical, environmental and labour). The key processes are related to the collection management (selection and incorporation of funds, information resources management and institutional production management); the access and use of

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the resources and services (printed and electronic material and documents supply) and the users (training, the dynamic information appearing on the institutional website, and social media). Last but not least, the support processes are related to the management of economic, human and technological resources and the infrastructure; communication and dissemination; and the training and professional retraining. Once the processes are analysed from an ethical point of view the code can be structured in relation with the selected stakeholders, whether internal (top management and public authorities, professionals), or external (suppliers and partnerships, customers/users, the community and society in general). Following the scheme principle-value-obligation, the content will depend on the interrelations occurring between the groups, the principles and the values involved, the obligations emanated from those values and the reference to the most common ethical conflicts.

Management Team and Public Authorities The ethical behaviour of this group refers fundamentally to the decisions making that affects all the stakeholders, the strategy, the implementation of management systems, the policies adopted and the communication between the different stakeholders. The ethical principles of justice, social responsibility, care, solidarity and neutrality develop into professional values (cooperation, quality of service, loyalty to the institution, professionalism, transparency, social responsibility) and values typical of the public sector (integrity, honesty), if it was the case. The obligations that must appear developed in the code refer to: managing the resources efficiently; developing policies and norms that ensure the effectiveness and continuous improvement; bringing the organisation together without renouncing

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the respect for the plurality of perspectives; agreeing and reviewing the mission and vision; the loyalty in the use of privileged information; respecting the law; putting collective interests ahead of the personal; revealing the financial sources; developing policies of fundraising according to deontological criteria; establishing cooperation networks; assuming the leadership with the practice of social responsibility and transmitting the importance of the ethics and deontology. There is intention to face conflicts related to the management with outsourced companies; the lack of quality management systems to connect the policies, the strategic plans and the decisions making; the imposition of the ideology of the top management over the needs of the community; the pressure of politicians demanding or imposing activities or acquisitions related to their ideology; the lack of a code of ethics that causes the nonresolution of conflicts and the nontransmission of the values; conflicts of interests and the isolation of the rest of the groups of the organisation due to the lack of communication flows.

The Professionals The relationships between the members of the organisation, between these and the top management and with rest of the stakeholders are based on the principles of justice, autonomy, trust, excellence, social responsibility, dignity, or equality; and are expressed in the following values: professionalism, loyalty to the institution, training and retraining, respect for the environment and quality of the service beside the values typical of the public sector, in its case. The obligations that must appear in the code are related to defending a fair and objective professional criterion; creating a motivating work environment; contributing to the mission of the organisation and participating in

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the management; dignifying the profession and contributing to its progress; fair and equitable working conditions; belonging to an association or chartered institute; training and personal retraining; being honest and trustworthy; defending the good reputation of the institution; respecting the law, other stakeholders and the colleagues; loyalty to the institution in the use of confidential information and not to work on activities that enter into competition with the organisation; reconciling working and personal life; and integrating people with disabilities. There is intention to face conflicts related to the lack of camaraderie; the poor compliance of the tasks; being influenced by external or internal pressures; the lack of respect for the users; workplace harassment; lack of promotion in the job position; absence of the possibility of training and retraining; nonrespect for the conditions and rights of a particular job position; unlawful documents obtained using the new technologies; the noncitation of the works of other colleagues; illegal schedules; difference in the perception of values between members of the same institution; conditions of the contracts or subcontracts with companies that prejudice the employees; not recycling or control the consumption.

The Suppliers and Partnerships The relationships of the organisation with the suppliers and other institutions are based on the ethical principles of equality, justice, autonomy, trust, social responsibility, and legality, and they are expressed in the values of impartiality, transparency, quality of the service, copyrights and intellectual property, privacy and confidentiality of the data, professionalism, honesty, integrity, promptness, courtesy, equal treatment, cooperation, conservation and preservation, and respect for the environment. The obligations

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that must appear in the code with regard to the suppliers are related to: the objectivity in the use and processing of data of commercial nature; the lawful use of data for obtaining a contract; fair agreements for all the parties, respecting the copyrights and intellectual property but ensuring greater access to information; integrity in the business relationships; respecting the users’ data privacy and lawful marketing and advertising practices. With regard to the relationships with other organisations, the obligations focus on the creation of fair agreements for taking part in consortiums, the Open Access and the use of creative commons licences for the exchange and dissemination of documents; the ethical fundraising; the respect for the intellectual property of the links taken from other organisations for the institutional website; the creation of working groups; the extension activities, and the use of sustainable technologies. Conflicts are faced with regard to accepting gifts from suppliers; influence of the publishing houses and distributors in the collections development policy; breaching the contracts of electronic resources licences; unlawful use of users’ personal data with commercial purposes; unfair competition; marketing campaigns that do not adjust to reality; agreements for the external fundraising with nonethical organisations, unequal conditions of participation in consortiums; not respecting the moral rights of the authors with the repositories; not citing the source of the links and other information incorporated in the institutional website and not collaborating in the environmental sustainability.

The Customers/Users The relationships with customers/users must be based on the ethical principles of equality, justice, solidarity, social responsibility, excellence, neutrality, transparency

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or care. The values related to this group are privacy and confidentiality, copyrights and intellectual property, access to information, information literacy, intellectual freedom and quality of the service. The obligations that must appear in the code are related to the production of goods and services, their delivery conditions, the limits of advertising or the education, and these include: protecting the privacy and confidentiality of the users in the data processing, in particular with the use of new technologies and the big data phenomenon; protecting the freedom of expression and taking account of its limits; protecting the right to honour and the personal image in the use of social networks; offering user consulting about the means of access and search for information; information literacy; not falsifying the value of the information provided; integrity and authenticity of the documents; the nonmisleading use of advertising; gratuity or practices of declared pricing taking into account the least favoured sectors; obeying the law and the regulations referring the access and the respect for the environment. Conflicts are faced with regard to the censorship in the materials; the neutrality as a professional attitude; the impartiality in the information provided, above all, in the reference services; not respecting the contents elaborated by other person; use of information already provided to other users in new literature searches; lack of transparency; maintaining the privacy of loan data and the transactions of the users; ensuring a fair use of the services for everyone; absence of channels for claims and complaints and other instruments related to the quality of service.

The Community and Society in General The relationships with the community and society, in general, constitute one of the core elements of sustainability and social responsibility in the organisations. The ethical

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principles on which they are based are justice, solidarity, care and dignity, and they are expressed through the values of intellectual freedom, impartiality, access to information, information literacy, preservation and conservation of the cultural heritage and respect for the environment. The obligations that must appear in the code are related to representing all the points of view without discrimination in the selection and formation of collections; opposing the censorship; providing free and equal access to information; developing equitable policies of services; practising the information literacy; respecting the cultural values and the cultural and ideological diversity; collaborating with the local communities; favouring the nearby communities; preserving and conserving the cultural heritage and contributing to the sustainable development with the use of technologies, resources, energy and materials. Conflicts are faced with regard to: the promotion of a particular ideology in the formation of collections by public authorities; subjective or personal selection criteria of the professional; conflicts on social media and the distribution lists that affect the community; inconsistency in the application of filters in the public use of Internet; defence of the users’ rights against political actors; unequal digitalisation policies and denying the utilisation of the facilities due to political, social, economic or cultural reasons.

CASE STUDY In November 2009 the Ethics Working Group of the Spanish Society for Scientific Information and Documentation (SEDIC) was created, a Spanish professional association that brings together a high number of Spanish professional librarians, documentalists and information mediators (Sociedad Espan˜ola de Documentacio´n e

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Informacio´n Cientı´fica (SEDIC). The Working Group is formed by professionals and teachers of Library Science from all over Spain, coming from the field of libraries, archives and documentation centres belonging to SEDIC or any of the other Spanish associations included in the Spanish Federation of Societies of Archivist, Librarians, Documentalist and Museology (FESABID). In 2009 we started as six members, in 2010 a professional and teacher of archives joined and in 2011, two more professionals belonging to FESABID joined as well. The first goal of the Working Group is to write a deontological code for the partner professionals of SEDIC for complying with the statutory mandate of the Association and with the 2011 12 Strategic Plan. The second goal of the Working Group is to work together with other professional associations of Spain for this code to be the base of the future Deontological Code of FESABID and represent the professionals in the management of information and documentation at the level of the Spanish State. The decision to elaborate a code is made, of educational nature, not disciplinary, contemporary according to the new challenges present in the society and revisable. Similarly we expect to establish a guide of principles and values typical of the profession and knowing the status of the issue in Spain. Through the Moodle-SEDIC Platform the work begins following a methodology divided into several phases. As a part of the first one (Phase 1), bibliography specialised on the topic is collected and a comparative analysis of national and international codes, typical of the profession and related, is performed. After carrying out a comparative analysis of the methodology followed by other commissions or groups, the structure of the code is determined, as well as the identification of the ethical principles and values, the process of writing and its approval (period 2010 11).

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In the second phase (Phase 2), a values and professional ethics survey is carried out for all the Spanish professional based on the distribution of a questionnaire through distribution lists of the different Spanish professional associations during March 2011. From the results of the questionnaire we obtained data referred to the relationship between ethics and professional profile, allowing us to know, for instance, that the age, education and time of exercise influence the knowledge of the professional ethics, that more importance is given to the private sector than to the public, or that the knowledge must be acquired through the experience and the academic studies. Other data are obtained from the section of Ethics and culture of the organisation, such as the importance given to the values of the top management and the relationship with the users and colleagues over the technical processes, or the preference for certain values such as the quality of service, the access to information, the privacy and confidentiality, the intellectual freedom or the administrative transparency. In the same way the professionals think that the dissemination of the values in the organisation is carried out through the strategic plans or due to the legislation in force, and relate the ethics to charts of services, quality plans, certifications, working groups or specific commissions. Other results of the questionnaire put into relation ethics and associationism. Finally in the last section, interesting cases of ethical conflicts or good practices appear. The results of the values studied are presented in the 12th FESABID Meeting (Grupo de Trabajo de E´tica de SEDIC, 2011a), congress that brings together the greatest number of professionals in Spain, held in Ma´laga in 2011, under the name Towards a common deontological code: results of the survey (Hacia un co´digo deontolo´gico comu´n: resultados de la encuesta), and in the 13th Meeting of Information Management of SEDIC (Grupo de Trabajo de E´tica de SEDIC, 2011b), held in Madrid in the

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same year under the name The professional ethics, key value for conflicts resolution (La e´tica profesional, valor clave para la resolucio´n de conflictos), where the guidelines for the following phases of the work are established. The third phase (Phase 3) is dedicated to the writing of the code based on all the information obtained and analysed until that moment. The first drafting of the code is carried out in April 2012, the first version appeared in July, and the second in November of the same year. In it the definitive structure of the deontological code appeared already: Title, Structure, Preface, Chapter 1 Definition, Chapter 2 Objectives, Chapter 3 Scope of application, Chapter 4 Principles and values of the information and documentation professional: The intellectual freedom, The privacy and confidentiality, The access to information, The copyrights and intellectual property, The professionalism, The loyalty to the organisation, The conservation and preservation, The respect for the cultural and ideological diversity, The social responsibility and the respect for the environment, The quality of service (each one of these values constitute a different section in Chapter 4 where the professional duties are developed); Chapter 5 Final provisions. The last phase (Phase 4) corresponds to the communication of the code and the whole process of its final approval. In November 2012 it is submitted to the Governing Board of SEDIC, and a schedule is set for the revision of the document, the communication to partners and a new revision based on the comments and suggestions made by the partners. A final document is elaborated and finally approved in the General Meeting of SEDIC in April 2013, and it is published in the website of the association. The deontological code of SEDIC was presented in the 13th FESABID Meeting held in Toledo in May 2013 (FESABID,

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2013). After this public presentation, work continues for its consideration as an ethics code of the Spanish professionals, process that culminates with its incorporation as the FESABID deontological code (Spain), in the list of codes compiled by the FAIFE Committee of IFLA.

REFERENCES American Library Association (ALA) (2008). Co´digo de e´tica. ,http://www.ticaprofesionalinformacion.wordpress.com/codigo-eticaala-2008/.. Accessed 24.04.17. Asociacio´n de Empresas de Electro´nica, Tecnologı´as de Informacio´n, Telecomunicaciones y Contenidos digitales (AMETIC) (n.d.) Co´digo e´tico de Buen Gobierno. ,http://ametic.es/sites/default/files//Codigo%20Buen% 20Buen%20Gobierno.pdf.. Accessed 20.04.17. Associazione Italiana Biblioteche (AIB) (2014). Codice deontologico dei bibliotecari: principi fondamentali. , http://www.aib.it/chi-siamo/statuto-e-regolamenti/codice-deontologico .. Accessed 20.06.17. Asociacio´n Multisectorial de Empresas Espan˜olas de Electro´nica (ASIMELEC). (2005). Co´digo de deontologı´a profesional de las empresas proveedoras de servicios de Internet de ASIMELEC. ,http://pendientedemigracion.ucm.es/ info/cyberlaw/actual/6/codigoasimelec.html.. Accessed 12.04.16. Asociacio´n Multisectorial de Informacio´n (ASEDIE) (2015). Co´digo de buenas pra´cticas. ,http://www.asedie.es/assets/2015-cbp-asedie-2015.pdf.. Accessed 24.04.17. Asociacio´n para la Autorregulacio´n de la Comunicacio´n Comercial (2015). Co´digo e´tico de Confianza Online. ,http://www.autocontrol.es/pdfs/ cod_confianzaonline.pdf.. Accessed 24.04.17. Association for Library and Information Science Education (ALISE) (2010). Ethical Guidelines for Library and Information Science Educators. ,http:// www.alise.or/index.php?option5com_content&view5article&id531.. Accessed 13.12.10. Byrne, A. (2017). Ma per seguir virtute e canoscenza: ethics in library and information science. Lectio Magistralis in library Science, Florence University, 7 March 2016. Fiesole: Casalini Libri. Capgemini Consulting, Technology and Outsourcing (n.d.) Co´digo de conducta en redes sociales. ,http://www.es.capgemini.com/codigo-de-conducta-en-redes-sociales.. Accessed 24.04.17. Capurro, R. (2014). La libertad en la era digital. Informatio, 19(1), 5 23.

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Chartered Institute of Library and Information Professionals (CILIP) (2015). Code of professional practice. , https://www.cilip.org.uk/about/ethics/ code-professional-practice . . Accessed 24.04.17. Co´digo Pen˜alver: co´digo e´tico de la Universidad de Ca´diz (2005). ,http:// www.uca.es/es/nuestra-universidad.. Accessed 24.04.17. Consejo Superior de Investigaciones Cientı´ficas (CSIC). Comite´ de e´tica (n.d.). Co´digo de Buenas Pra´cticas Cientı´ficas del CSIC. ,http://www. bioetica.unican.es/cbe_docs/cbp_CSIC.pdf.. Accessed 24.04.17. Cortina, A. (2005). E´tica de la empresa: claves para una nueva cultura empresarial. Madrid: Trotta. Cruz Roche, I. (2007). El marketing y las conductas e´ticas: regulacio´n y autorregulacio´n. Mediterra´neo Econo´mico, 11. ,http://www.publicacionescajamar.es/ pdf/publicaciones-periodicas/mediterraneo-economia.. Accessed 24.04.17. De George, R. T. (2006). Information technology, globalization and ethics. Ethics and Information Technology, 8(1), 29 40. Ess, C. (2006). Ethical pluralism and Global Information Ethics. Ethics and Information Technology, 8(4), 215 226. European Association of Information Services (EUSIDIC) (1994). Code of Practice for Information Brokers. Co´digo de conducta para mediadores de informacio´n. Madrid: CINDOC. ,http://hdl.handle.net/10261/36897. . Accessed 20.06.2017. European Council of Information Associations (ECIA) (1999). Code de´ontologique de L’ECIA. ,http://www.adbs.fr/code-deontologique-de-l-ecia1980.htm?RH 5 ACCUEIL. . Accessed 20.06.2017. European Commission (2000). Co´digo de buena conducta administrativa para el personal de la Comisio´n Europea en sus relaciones con el pu´blico. DOCE, 267, 20 de noviembre. European Group on Ethics in Science and New Technologies (2012). Opinion n. 26. Ethics of information and communication technologies. Luxembourg: Publications Office of the European Union. ,http://ec. europa.eu/bepa/european-group-ethics/docs/publications/ict_final_22_ february-adopted.pdf.. Accessed 24.04.17. Facebook (2017). Statement of rights and responsibilities. ,http://www.facebook.com/principles.php.. Accessed 24.04.17. Federacio´n Espan˜ola de Sociedades de Archivı´stica, Biblioteconomı´a, Documentacio´n y Museı´stica (FESABID) (2013) Co´digo de e´tica para bibliotecarios y profesionales de la informacio´n en Espan˜a. ,http://www.ifla. org/files/assets/faife/codesofethics/spain-nationalcodeofethics.. Accessed 24.04.17.

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Federacio´n Espan˜ola de Sociedades de Archivı´stica, Biblioteconomı´a, Documentacio´n y Museı´stica (FESABID) (2013). Actas de las XIII Jornadas Espan˜olas de Documentacio´n, Creando Valores, Toledo 24 y 25 de mayo. , http://www.fesabid.org/toledo2013 . . Accessed 20.06.17. Fisher, F. (2014). E´thique et Nume´rique: une e´thique a` inventer?. Rapport de mission. CIGREF. , images.cigref.fr/Publication/2014-CIGREF-Ethique-etNumerique-une-ethique-a-reinventer-Rapport-mission-F-FISCHER.pdf . . Accessed 20.06.17. Floridi, L. (2013). The ethics of information. Oxford University Press. Fore´tica. (2011). Informe Fore´tica 2011. Evolucio´n de la RSE en Espan˜a. ,http://www.foretica.org.. Accessed 24.04.17. France´s, P., Borrego, A. & Velayos, C. (2003). Co´digos e´ticos en los negocios: creacio´n y aplicacio´n en empresas e instituciones. Madrid: Pira´mide. Frankel, M. (1989). Professional codes: Why, how, and with what impact? Journal of Business Ethics, 8(2-3), 109 115. Freeman, R. E. (1984). Strategic management: A stakeholder approach. Boston: Pitman Press. Freeman, R.E. (2007). Managing for stakeholders. Darden Business Publishing. ,http://ecgi.ssrn.com/delivery.php?Id.. Accessed 24.04.17. Froehlich, T. (1997). Survey and analysis of the major ethical and legal issues facing library and information services. Mu¨nchen: Saur. Gorin, M. (2014). Re´daction et Re´vision d’un code d’ethique professional pour les bibliothe´caries: le cas suisse. In A. Vallotton Preisig, H. Ro¨sch, & C. Stu¨ckelberger, (Eds.), Ethical dilemmas in the Information Society. Ge`neve: Globethics. Granda Revilla, G., & Trujillo Ferna´ndez, R. (2011). La gestio´n de los grupos de intere´s (Stakeholders) en la estrategia de las organizaciones. Revista Economı´a Industrial. ,http://www.minetad.gob.es/Publicaciones/ Publicacionesperiodicas/EconomiaIndustrial/RevistaEconomiaIndustrial/ 381/German%20Granda%20Revilla.pdf.. Accessed 24.04.17. Grupo de Trabajo de E´tica de SEDIC (2011a). Seminario de Ana´lisis. Hacia un co´digo deontolo´gico comu´n: resultados de la encuesta. In FESABID XII Jornadas Espan˜olas de Documentacio´n. Ma´laga, 25 27 mayo. ,http://www. fesabid.org/malaga2011/fesabid-2011-una-profesion-un-futuro-0. Accessed 20.06.2017. Grupo de Trabajo de E´tica de SEDIC (2011b). El grupo de e´tica profesional de SEDIC. Trabajos para la elaboracio´n de un co´digo e´tico. In XIII Jornadas de Gestio´n de la Informacio´n. De la responsabilidad al compromiso social, Madrid, 17 y 18 de noviembre. , http://www.sedic.es/ xiii_jornadasgestion .. Accessed 20.06.17.

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Internacional Council on Archives (ICA) (1996). Co´digo de e´tica profesional. ,http://www.ica.org/sites/default/files/ICA_1996-09-06_%20of%20ethics_ ES.pdf.. Accessed 24.04.17. International Council of Museums (ICOM) (2004). ICOM Code of Ethics for Museums. ,http://icom.museum/fileadmin/user_upload/pdf/ Codes/code2006_eng.pdf.. Accessed 23.03.17. International Federation of Film Archive (FIAF) (2017). FIAF Code of ethics. ,http://www.fiafnet.org/pages/Community/Code-Of-Ethics.html? PHPSESSID 5 5vl70itl5ihnpifqg9u0q4d3c0.. Accessed 24.04.17. International Federation of Library Associations and Institutions (IFLA) (2012). Co´digo de e´tica de la IFLA para bibliotecarios y otros trabajadores de la informacio´n. ,http://www.ifla.org/files/assets/faife/codesofethics/spanishcodeofethicsfull.pdf.. Accessed 24.04.17. Kagan, A. L. (2005). IFLA and social responsibility: A core value of librarianship. In Sussane Seidelin and Stuart Hamilton Libraries, National Security, Freedom of Information Laws and Social Responsibilities (pp. 33 44). Copenhagen: IFLA/FAIFE. ,http://www.ifla.org/files/assets/faife/publications/world-report-2005.pdf.. Accessed 24.04.17. Koehler, W., & Pemberton, M.A. (2000). A search for core values: Towards a model code of ethics for information professionals. Journal of Information Ethics, spring 9(1) 26 54. Nolan, M. P. (1997). Leccio´n inaugural. Jornadas Sobre E´tica Pu´blica. Madrid: Instituto Nacional de Administracio´n Pu´blica. Moore, A. D. (Ed.) (2005). Information ethics: Privacy, property, and power University of Washington Press. Pe´rez Pulido, M. (2001). Co´digos de e´tica de los bibliotecarios y otros profesionales de la informacio´n: comentario y ana´lisis comparativo. Boletı´n ANABAD, 51(3), 37 57. ,http://www.anabad.org/archivo/docdow.php?5 id515.. Accessed 24.04.17 Prieto Romero, C. (2012). Medidas de transparencia y e´tica pu´blica: los co´digos e´ticos, de conducta o de buen gobierno. Anuario del Gobierno Local, 315 347. Shachaf, P. A. (2005). A global perspective on library association codes of ethics. Library & Information Science Research, 27, 513 533. Sociedad Espan˜ola de Documentacio´n e Informacio´n Cientı´fica (SEDIC) (2013). Co´digo deontolo´gico de SEDIC. , http://www.sedic.es/profesionales/codigo-deontologico .. Accessed 20.06.17. Universitat Oberta de Catalunya (UOC) (2016). Co´digo e´tico RSU. ,https:// www.uoc.edu/portal/es/universitat/responsabilitat-social/codi-etic/valorsprincipis-generals/index.html.. Accessed 25.04.17.

Chapter 4

The Quality Management Contribution to the Ethical Behaviour of the Organisation In spite of the differences of opinion regarding the implementation of the quality management in the public sphere and, specifically, in organisations such as libraries, archives or any other centre or information service; there is no doubt that, nowadays, managing under the philosophy of quality brings great benefits related to the product/ service offered, the involvement of the people who create it or review it, the customers’ or users’ satisfaction and the general functioning of the organisation. Moreover quality constitutes itself an ethical value expressed through the deontological codes of the profession that forces in all conscience to manage an organisation in accordance with any of the existing quality management approaches, whether regulatory, ISO or excellence models, such as the EFQM. All of them allow the implementation of TQM principles. The application of one or another approach to quality management can depend on factors of economic, geographical or managerial nature or of certification aspirations. Actually in each organisation the so-called Quality Ethics Management in Libraries and Other Information Services. DOI: http://dx.doi.org/10.1016/B978-0-08-101894-1.00004-5 Copyright © 2018 Elsevier Ltd. All rights reserved.

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Management System (QMS) must be created; in other words, a standardised working method consistent with the resources and needs of the organisation. This QMS consists of several elements: Quality Policy, a statement of principles; Quality Manual, a set of activities and means for developing this policy; the processes expressed graphically in the Processes Chart and the procedures described in a Procedures Manual; Technical Norms, of legal and ethical nature necessary for carrying out the work processes; and Quality Records, that are documentary evidence of the work done. There is an ethical component in all these that must be detected and applied by the people who manage the organisation; by the ones who execute the processes for creating products or services; by the partnerships or collaborations of the institution that contribute to the realisation of these products or services and by the users or customers to whom they are intended. The perception of quality is so unequal depending on the geographical area. Against the long tradition of quality management in libraries and other information services in countries of the Anglo-Saxon or Anglo-American field and European Nordic countries goes the limited culture of quality management in countries of the Mediterranean field, as is the case of Italy, Portugal or Spain (Califano, 2016; Rebola, 2015), where quality management is scarcely adopted, practised without too much methodological rigour and lacking in awareness and training of the staff who works in these centres. Nevertheless we can find examples in Spain of the application of quality approaches that we will describe hereafter and also libraries and other information centres that have obtained both certifications (Balague´, 2007). The purpose of this chapter is to place within the approach of the quality, everything addressed in former chapters and to detect when the application of a QMS does contribute to the ethical behaviour of the organisation.

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BASIC PRINCIPLES OF THE QUALITY MANAGEMENT As mentioned before a QMS can be implemented in a centre or information unit of the public or private spheres following the rules of the ISO standards on QMSs. These norms have undergone a lot of changes from their beginnings in 1987 until today. In the ISO Standard 9000:2005-Quality Management Systems Fundamentals and Vocabulary we can find the principles of quality and the technical terms used by these standards. The ISO Standard 9001:1994 arises for clarifying requirements and the ISO Standard 9001:2000 annuls the former ones and puts the focus on the improvement of processes and the customers. The ISO Standard 9001:2008 supposes an improvement in the writing in comparison with the previous standard, and is the one that is still in force for organisations that have submitted for assessment and quality certification until 2018, the date when the validity of their certificates expire. We are going through a period of adaptation for the organisations that want to update their processes and certifications according to the new 9001:2015 Standard, launched in September 2015. This last standard implies an important change by its own evolution in the process of quality management, the new concepts of management appearing for improving the results, and the integration of the QMS in the organisation (Go´mez, 2014). On the other hand the European Foundation for Quality Management (EFQM, 2017) is an organisation founded in 1988. In 1991 a model of organisational self-assessment is created with the purpose of validating the candidacies of the organisation that aimed for the European Quality Award, prize that is awarded since 1996 under the auspices of the European Commission and the European Organisation

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for Quality. The EFQM Excellence Model has had several revisions (in 2003, 2010 and 2013) until it evolved into a unique model for every type of organisation from the public and private spheres. With the aim of applying this model also in Latin America, FUNDIBEQ has been designed; the Ibero-American Model of Management Excellence elaborated by the Ibero-American Foundation for Quality Management that introduces some differences with respect to the European model in its structure and assessment. The EFQM adapts pretty well to the context of public service, it is based on the self-assessment through questionnaires or forms and connects all its elements with the concept of sustainability that allows similar adaptation very easily to the ISO Standard 26.000:2010 on social responsibility. Moreover it is the Model of quality management chosen by the Spanish public administration and by the majority of libraries and other information services; specifically, libraries of the Spanish universities, many of whom have already achieved the higher scores of European Excellence (400 1 and 500 1 ). We can establish a series of similarities and differences in quality management between both approaches, ISO and EFQM, in an organisation. The fundamental ones are that both base their principles on the TQM philosophy; both are useful for certifying a QMS or simply as self-assessment, although the ISO Standard is more oriented towards the certification and the EFQM Model towards the self-assessment; both systematise work with a variety of different methods and techniques although based on the PDCA logic; both attach high importance to processes, give visibility and good reputation to the organisation, and are oriented towards customer satisfaction, mostly in the case of the ISO Standard, because the EFQM Model is focused, more than on satisfaction, on the knowledge of the stakeholders, their needs and their expectations.

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Taking the TQM philosophy as the essence of the quality management culture, we are going to talk about the basic principles on which both approaches rely. About the ISO Standards, these principles appear in the ISO Standard 9000:2005 as mentioned before and they are (Balague´ & Saarti, 2011): 1. Customer orientation, based on the knowledge fundamentally of the customer/user. It is about having available information focused on their satisfaction. 2. Leadership, for which the top management has a clear vision of the future of the organisation, communicates it and commits to it. It gets involved in the design of the mission, vision and values, the strategic plans, objectives and plans of action. It creates an organisational culture where the values are so present, communicates the decisions making and the results, commits and participates in everything related to the organisation and has the final responsibility for it. 3. Involvement of people, in the analysis of problems, the search for solutions and the benefits. Also fostering values and open communication between all the members of the organisation, accepting their responsibility and carrying it out with the major quality, experience and knowledge, being involved and encouraged in their daily work. Training is considered an indispensable element for innovation and knowledge management. Teamwork a new way to take advantage of the intellectual capital of the organisation’s members. 4. Process approach considered the central part of a QMS where the activities of the institutions are created, developed and reviewed depending on their mission, vision and values for offering an added value to the different stakeholders. A relationship of interdependence is established and expressed in the “Processes Chart” of the organisation, what leads to having an overview

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6.

7.

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of the workflows instead of worrying only about the tasks; and the resources, methods and materials are known for fulfilling them. A systematic approach to management, under the premise that the QMS is an independent subsystem within the organisation. The quality management supposes a new organisational structure, creating a functional-transversal structure with people responsible for functions and processes. The processes are connected and linkages are made with the processes of the institution on whom they depend. Continual improvement, as the fundamental objective of the application of a QMS, focused on the regular monitoring of the results and the revision of the already existing processes or the implementation of new ones. Through continuous improvement, the activities, the processes, and the staff motivation tools are enhanced. Factual approach to decision making, using a measuring system for resources, processes, employees and customers/users, stakeholders and the community in general. The data must be accessible and the assessment methods reliable for making well-balanced decisions. Mutually beneficial supplier relationships, identifying and selecting the appropriate suppliers, sharing information, optimising costs and involving them in service provision.

The EFQM Model consists of eight fundamental concepts that must be respected mandatorily by the organisation. These represent the best of the quality culture and are the base of the Excellence (Guı´a, 2013). By the term “excellence” we mean the long-lasting capacity of organisational management and results achievement in the search for customer/user satisfaction and social impact (Di Domenico, 2009). The following concepts, inspired by

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the TQM, manage to overcome the rigidities present in the ISO Standards: 1. Performance orientation, on the basis of the study of needs and expectations of the different stakeholders that achieve satisfactory and maintained results. It also implies obtaining accurate and enough information for leaders, which can help to adopt mechanisms for interpreting future scenarios. The transparency in the organisation is guaranteed. 2. Customer orientation, creating sustainable value through the relationships maintained with customers/users and the rest of stakeholders for knowing their needs and expectations. There must be dialogue with the different stakeholders and the autonomy of the people must be ensured. 3. Leadership and coherence. Vision capacity maintaining the coherence of the organisation. It is led with inspiration and integrity, adaptation to change, flexibility and example of behaviour. Communication is an essential element in the relationships of the top managers with the stakeholders and the staff. Ethical principles and values are adopted taking part in the organisational culture and being a reference model of exemplary behaviour. 4. Processes and facts-based management. Agile management based on a system of processes interconnection related to the strategic plan of the organisation. Importance of the information and data collected from the different stakeholders and society in general for identifying changes, adapting the organisational structure to the objectives and developing indicators for the assessment. 5. People involvement and development, for achieving success through talent, adaptive capacity, innovation and commitment. Culture of trust, shared values, delegation and responsibilities assumption.

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6. Continuous process of training, innovation and improvement, whereby knowledge is shared. It is integrated into the organisation, what each one does is known for improving, ideas are used respecting the intellectual property and an improvement culture is developed based on creativity and innovation. 7. Development of partnerships, as a capacity of the organisation for establishing linkages that add value and that are long-lasting with trust, respect and transparency. The culture of value and teamwork is developed. 8. Social Responsibility of the organisation, for creating a sustainable future based on the three pillars: economic, social and environmental; exceeding the minimum legal framework and adopting an ethical approach of relationship with the stakeholders. The impact of the actions is measured and the aim is to improve society. Public and transparent commitment. A series of conclusions can be drawn from the description of the following principles on which the ISO Standard 9001 and the EFQM Model are based (Vila, n.d.): G

G

G

The ISO Standard bases its reason for being on the customer and his/her satisfaction, while the EFQM Model focuses on the different stakeholders interacting with the organisation. The EFQM Model always pursues the organisational coherence in the responsibility of leaders and the participation of all its members, while the ISO Standard is based on the QMS and the representatives of the leaders who are in charge of carrying it out. The EFQM Model pursues talent and innovation in the people who take part in the organisation. The ISO Standard seeks training and teamwork for carrying the QMS of the organisation forward.

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G

G

G

G

G

G

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For ISO Standard the development of processes is the most important thing and focuses on the activities for its success, while the EFQM Model focuses on the interconnection of these processes, its relationship with the structure of the organisation and the linkages with the parent institution if it was the case. For this reason, the ISO Standard considers the QMS as a system itself and the EFQM Model as a subsystem more in line with the rest that forms the organisation. The continuous improvement for the ISO Standard is focused on the results of the product/service and in the EFQM Model on sharing knowledge, integrating it in the organisation and creating a culture of innovation and creativity. The ISO Standard counts on a measuring system for everything: processes, people and products/services, with the aim of achieving the maximum satisfaction of customers; the EFQM Model seeks, with different results, satisfying all the stakeholders and maintaining good results in time. The ISO Standard bases its relationships with suppliers on its characteristics for satisfying in a better way what is needed and, in the costs’ optimisation, the EFQM Model seeks connecting it to the organisation establishing communication and long-lasting trust networks. Lastly, in the principles defined in the ISO Standard, Social Responsibility is not mentioned explicitly, while in the EFQM Model it constitutes a concept itself that must be transversally applied to the organisation for achieving sustainability.

In Table 4.1 the principles of the ISO Standard and the EFQM concepts are put into relation and the difference that we have just commented can be seen graphically.

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TABLE 4.1 Principles of the Quality Management ISO 9001 Principles

EFQM Concepts

Customer orientation

Customer orientation

Leadership

Leadership and coherence

Process approach

Processes and facts-based management

Involvement of people

People involvement and development

Factual approach to decision making

Performance orientation

Continual improvement

Process of training, innovation and improvement

Systematic approach to management Mutually beneficial supplier relationships

Development of partnerships Social Responsibility of the organisation

ETHICAL IMPLICATIONS IN THE ISO STANDARDS 9001:2008 AND 9001:2015 In general we can say that the ISO Standards 9001 define the requirements for achieving the quality of a product or service and they only consider the areas for this purpose. At present two ISO Standards are in force, but there exist significant differences between both that put them each time closer to the EFQM Model philosophy. In its new version the ISO Standard 9001:2015 revolves around the fundamental purposes of a QMS whose principal axes are: the indispensable leadership of the Top

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Management, the consideration of the organisation’s context as a strategic factor, the risk-based thinking as an invigorating element of the approach to processes and the change management as a differentiating value of the organisation in a highly demanding environment (Go´mez, 2015). Another innovation factor in the new ISO Standard 9001:2015 is found in the adoption of what is called a high-level structure, that consists in normalising the generic requirements and the terms used in all the ISO Standards related to the management systems with the aim of making the work easier when it comes to implementing several norms at the same time (ISO 9000:2015a). A comparison can be established between the 9001 quality norms in force at present (2008 and 2015) regarding the chapters that they present and the contents’ distribution (Balague´, 2014; Califano, 2016; Cavala, 2015; Gallipoit, 2015; ISO 9000:2015b; UNE ISO 2015) The ISO Standard 9001:2008 consists of eight chapters while the Standard 9001:2015 has ten chapters. The first three chapters are similar in both standards: (1) Scope, (2) Normative references and (3) Terms and definitions. The change in Chapter 1 of the new standard is found in the typical specification of matters from the public sphere organisations, such as intangibility, simultaneity between creation and delivery, or the personal factor of the service quality; and puts at the same level the provision of a product or a service. The Chapter 4 in the ISO Standard 9001:2008 is dedicated to the QMS as a specific and independent subsystem within the organisation, while in the 2015 version this chapter called Context of the organisation, refers to the QMS as a subsystem that interacts with the rest of subsystems taking part in the organisation and it takes into account all the stakeholders, not only the customer. Chapter 5 is dedicated

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to the Top Management in both standards, in the 2008 version it is called Management responsibility and in the 2015 version, Leadership. The Chapter 6 of the standard from 2008 is dedicated to the management of economic and human resources, infrastructure and work environment and, in the new standard, it correlates with the Chapter 7, Support. On the contrary the Chapter 6 of the standard from 2015 is dedicated to the Planning, and it is another new element incorporated as structure and content since it refers to the consideration of the risk management, not mentioned explicitly until now. The Chapter 7 of the ISO Standard 9001:2008 is called Product realisation and it revolves around customer care, production and is equivalent to the Chapter 8 of the new standard called Operation. Chapters 8 and 9 of both versions are dedicated to the Measurement, analysis and improvement, what the new standard calls Performance evaluation. Finally, Chapter 10 of the standard from 2015 is dedicated to the Improvement, and it is a specific chapter that previously corresponded to a part of the 8th chapter of the standard from 2008. In Table 4.2, we can observe the correspondences mentioned before and also the fundamental changes of content that have occurred. For instance the management of documents and records that belonged previously to Chapter 4 of the standard from 2008 has passed now to the 7th chapter (7.5) of the standard from 2015, Support, with the new items of Documented information, Organisational knowledge and competence. Provisions and Purchasing that belonged previously to Chapter 7 (7.4) are found now in Chapter 8 with the heading Release and Control of products and services. In the new 6th chapter of Planning in the Standard 9001:2015, a new section of Actions to address risks and opportunities has been added.

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TABLE 4.2 Comparison Between ISO Standards 9001 ISO Standard 9001:2008 1. 2. 3. 4.

Scope Normative references Terms and definitions Quality management system 4.2 Documentation requirements

5. Management responsibility 6. Resource management 7. Product realisation 7.4. Purchasing 7.5. Production and service provision 8. Measurement, analysis and improvement

ISO Standard 9001:2015 1. 2. 3. 4.

Scope Normative references Terms and definitions Context of the organisation 4.2 Stakeholders 4.3 Scope of the QMS 4.4 QMS and its processes 5. Leadership 6. Planning 6.1 Risks and opportunities 7. Support 7.1.6 Organisational knowledge 7.2 Competence 7.5 Documented information 8. Operation 8.4 Control of products and services 8.6 Release of products and services 9. Performance evaluation 10. Improvement

Chapters 4 10 of the ISO Standard 9001:2015 are going to serve now as a basis for establishing the ethical implications in all the intervener areas in a QMS from this new approach (Table 4.3). In them, the new concepts added to the ISO Standard can be found, such as stakeholders, organisational context, risk management, staff competence, knowledge management and documented information. As mentioned before these changes put the ISO Standard closer to the EFQM Model.

Context of the Organisation It is a new analysis element that the Standard 9001:2005 introduces. It is about knowing the organisation perfectly, in an integrated way, for determining the range of the

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TABLE 4.3 Ethical Implications in the ISO Standards 9001 ISO Standards 9001:2008 and 2015

Ethical Implications

Top management responsibility Leadership Context of the organisation Planning

Mission, vision and values Stakeholders Transparency Culture of trust Policies Knowing the legal and ethical norms

Resource management Support

Economic awareness of the staff Sustainable resources and infrastructure Competent staff Work environment Working conditions Staff awareness with their activities Suppliers selection Code of conduct Commitment with the organisational values Access to information Confidentiality and professional secrecy

Product/service realisation Operation

Legal and ethical norms Conditions of the contracts Processes Chart of Services Suppliers Intellectual property Privacy of the personal data Conservation and preservation Digitisation (Continued )

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TABLE 4.3 (Continued) ISO Standards 9001:2008 and 2015

Ethical Implications

Measurement, analysis and improvement Performance evaluation

Processes monitoring and review Objectivity and impartiality in the data gathering Indicators of ethics Improvement actions

quality system. This implies (Cavala, 2015) analysing the internal and external context of the organisation and knowing the values, the organisational culture and the legal framework. In addition, it implies determining the stakeholders, not focusing only on the customer as we just mentioned, and establishing the development of the strategy. In this sense it is important to think about what is going to be done, who is going to do it, which added value can be offered for satisfying the interested parties and implementing it through processes. From the ethical point of view, this implies knowing the values and culture of the organisation, the regulations, taking into account the good practices that are consolidated and getting that all the working people collaborate from the beginning with a commitment of loyalty to the institution and with knowledge and competence.

The Stakeholders The top management knows all the implicated stakeholders and establishes mechanisms for its continuous analysis of needs and expectations, characteristics and level of satisfaction. This is the new concept introduced by the ISO Standard 9001:2015: knowing all the stakeholders who

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interact with the organisation, their needs and expectations in a more global framework. This means identifying all the stakeholders without any bias or discrimination of the ones listed by the Declaration of Human Rights; establishing a dialogue with all the parties and knowing the specific demands of each one; designing a communication plan for taking urgent communication actions; and a collaborative work with all the parties for analysing the risks and opportunities that may arise and, therefore, establishing strategic plans and products/services. Their satisfaction and opinion must be known using information media in an ethical way, particularly, in the use of social networks or other electronic methods for data gathering. The establishment of stakeholders is useful not only for the QMS but for others that the organisation is interested in creating or implementing, such as an organisational ethical system, an environmental one, working conditions related, disability, etc. This is, without a doubt, one of the most transversal matters in the quality management, although it must adapt to the circumstances to be analysed or implemented.

The Processes The approach to processes has always been one of the basic characteristics of the quality management ISO Standards, but now, in its latest version, this gains more strength. The reason is that it allows describing the activities for getting products or services for each stakeholder according to the needs expressed. Similarly it allows assigning the resources needed for each process, effectively and efficiently, and the selection of adequate indicators as a measuring method. From an ethical perspective, it supposed taking into account the social responsibility of the organisation in its three pillars of sustainability: the

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economic, in terms of resources adjustment; the social, when taking account of all the stakeholders and the environmental, being efficient in the use of resources. But most important is the possibility to revealing the points where there are malfunctions for its quick identification and treatment, as well as the detection of nonconformity (what cannot be fulfilled) and its impact (Ferna´ndez, Pe´rez, & Herrera, 2017). The quality system’s contribution to the ethical behaviour of the organisation is found in knowing the legal and ethical demands for a product or service and maintaining them updated according to the demands of the stakeholders and their involvement in processes (privacy, intellectual property, social responsibility) identifying the property of the customer or the external borrower for it to be preserved, the information gathering methods of customers and stakeholders, or the ways of communication between them. The approach to processes also means that all the activities of the organisation are interrelated and work as a coherent system graphically expressed in a Processes Chart, where three different typologies appear: (1) strategic processes, (2) of support and (3) key processes. When planning specific actions, the environment, the existing technologies, the legal and ethical framework, the corporative values and the stakeholders must be considered.

Leadership The Top Management is responsible for the QMS. The commitment of the Top Management is to carry out the declaration of institutional quality policies and strategic plans with quality objectives; designate equipment and people responsible for that equipment, involving all the working people of the organisation for contributing to the system’s

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effectiveness; define the stakeholders according to the principle of customer focus but, this time, in a more global framework related to social responsibility; create a culture of trust and communicate it internally and externally. The Top Management team is responsible for writing the mission and vision according to some acquired commitments of the institution with society in general, being this a framework for action where the rest is going to be developed. Along with the mission and vision, it will develop, similarly, the values that represent what the organisation is and wants to be, and these will be the base for creating, subsequently, the code of conduct. Mission, Vision and Values represent the base of the strategic plan that will continue, afterwards, defining objectives and plans of action based on processes and resources allocation. The communication and creation of a culture of trust constitute, similarly, an ethical challenge for the top management. In this case it must make sure that the values are transmitted to all the members of the organisation, that they are accepted by consensus, and that the communication channels established (formal and informal) work and reach all the levels of the organisation (creation of the institutional website). A key ethical value of communication is transparency, therefore all the needed mechanisms for ensuring that all the information is communicated correctly must be established. Also the legal and ethical points of view must be taken into account for the information that is confidential or cannot be communicated due to a law that prevents it, the confidentiality clauses of the employees and the protection of their personal data.

Planning Planning is a new chapter introduced in the ISO Standard 9001:2015 with respect to the ISO Standard 9001:2008.

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It is related to processes and consists of planning actions for treating risks and opportunities, integrating them into the processes and assess the effectiveness of these actions. In the risks’ management the organisation must imagine possible scenarios where the expected results could not be fulfilled and establish adequate actions for facing such risks (Go´mez, 2014). If we wonder, what will it generate? And how will it impact on the objectives and activities of the process? Or is not our organisation able to offer products or services according to the demands of the stakeholders? The economic policy, the environment, the responsibility of the organisation regarding its stakeholders or the social practices within itself will influence this analysis (Gallipoit, 2015). Risks’ management must include several possibilities beyond simply avoiding or getting rid of the source of risk. It is also about considering an opportunity for assuming a risk or maintaining it counting on informed decisions (Cavala, 2015). Neither is it about creating a risks’ management system in the organisation, but a risks-based approach as a threat or an opportunity for the QMS. There exist other ISO Standards that allow managing risks or assessing the potential and real impact: ISO 31000 on Risk Management, ISO 14001 on Environmental Management Systems, ISO 45001 on Occupational health and safety, ISO 26000 on Social Responsibility or ISO 16439 on Methods and Procedures for assessing the impact of libraries.

Support This chapter deals with human and economic resources and the infrastructure and introduces three new fundamental concepts in the 2015 review of the ISO Standard: (1) Documented information, (2) Knowledge management and (3) Competence.

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It is about knowing which resources are necessary for each activity, taking account of the risks and opportunities of the process, and their availability. This is interesting, from an ethical point of view, for the sustainable management of economic resources based on the cost-effectiveness analysis, or the increase in economic awareness of the staff. In the case of the infrastructure and material goods’ management, the ethical involvement is found, for instance, in the selection of suppliers. For this reason, many organisations have their own deontological codes of services’ suppliers or fundraising practices. Regarding buildings, software, hardware and other technologies, sustainability criteria are applied, to the buildings refurbishment and resources use (water, air, paper), to the use of creative common licences and to the use of technological products that do not contribute to increasing the technological waste. In this sense it complements the Technical Report ISO/TR 111219 Information and documentation Qualitative conditions and basic statistics for library buildings Space, function and design (de la Mano, Albelda, Pe´rez & Romero, 2014). In the same way the human resources’ management is sustainable when all the competences are taken into account as well as working conditions, recruitment systems, training and increase of the staff’s awareness about the impact of their activities. The ISO Standard 9001:2008 incorporated a section called Work environment that referred, in general, the physical, social and psychological factors that affected the people working in the organisation and, specifically, the provision of a code of conduct for defining what is acceptable or not in their behaviour in this organisational environment, above all, maintaining and promoting the commitments acquired, shared and validated by consensus.

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The competence of the employees is strengthened in the ISO Standard 9001:2015. From an ethical perspective, it is about determining the skills depending on the mission of the organisation, assigning certain competences to each worker, taking charge of the acquired ones and refining for the upgrade. Also the needs for knowledge must be detected. Knowledge management in these contexts consists in recognising the expertise that has been generated during the performance of processes and the achievement of the product/service. It supposes making it available for the employees of the organisation and learning from failures, experts’ experience, working groups, communities of practice, courses, conferences and the data gathering of customers, suppliers or the academic world. In the 2015 version the ISO Standard insists on the importance of nonregulated training, Know-now of the organisations and the lessons learnt within themselves. The last new concept of the Standard that we have mentioned is documented information. Consists in creating a documentary information system maintained by the organisation with external and internal documents that make it work since they provide evidence. This information can be found in any media, format or source. It must fulfil the law and the ethical norms regarding access to information, protection of confidential information and data privacy, and they must always be updated and exposed for consulting them according to the principle of transparency. In the deontological codes we find all these matters regarding documentation, competence and training as essential professional ethical values that must be fulfilled. Precisely the professionals of our field are experts in knowledge management and information systems (Morales, 2016), therefore being competent and properly trained would mean complying with the ethical demands of the profession.

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Operation What is worth to highlight from the new version of the Standard 9001:2015 regarding the product/service realisation is determining when to externalise a service. According to Gallipoit (2015) this can be done in the face of cost reduction, necessary competences for an activity, deontological need (need for an external audit) or due to the rapid growth of the demand of a product/service. The conditions and demands of external borrowers must be taken into account as well as the conditions of the contracts between the parties and the assessment methods of themselves for knowing the level of effectiveness. The relationship with suppliers, the purchase conditions or the services provision, and the way the supply or bidding contracts are established must be decided within the limits of what is acceptable. We can mention two important issues that belong to this chapter and contain ethical implications: what the norm calls customer property, regarding the intellectual property of themselves and the privacy of their personal data. On this issue the ethical codes are so explicit and go beyond what the legal regulation dictates. In practice the policy of user data management must be reviewed as well as the management proceedings of intellectual property that the organisation has or, as the case may be, linked to what the institution establishes of whom they depend on, for instance, the offices of intellectual property and data management of the universities. Finally a meaningful issue due to the type of organisations we are regarding is the conservation and preservation of products/services, especially if we work in a digital environment.

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Performance Evaluation It constitutes one of the most difficult key elements to implement the QMS. It has been demonstrated that an assessment based on a quantitative system of data gathering and analysis is not enough nowadays, therefore it must be complemented with a qualitative data gathering system. It is interesting to measure the satisfaction of customers/users especially in the case of the ISO Standard although, as we have seen, also in the case of the different stakeholders of the organisation. There exist other complementary ISO Standards for the assessment, such as the ISO Standard 19011:2012 on Guidelines for auditing management systems, based on a systematic process of questions elaboration for detecting problems and establishing corrective mechanisms; the ISO 11620 on Library performance indicators that provides quantitative and qualitative measures for testing the different services; the ISO Standard 16439 on Methods and Procedures for assessing the impact of libraries; or the Technical Report ISO 14873 on Statistics and Quality issues for web archiving (de la Mano, Albelda, Pe´rez & Romero, 2014). The assessment demands are focused on measuring the processes, the external borrowers, the conformities of products/ services, the satisfaction of customers and the rest of concerned parties and, in general, the effectiveness of the QMS. From an ethical point of view, it is interesting that both data gathering and analysis are performed with impartiality and objectivity during the whole process. Similarly there exist some indicators that measure the degree of compliance with the ethical standards of the organisation or, in general, the degree of effectiveness of Social Responsibility in the organisation as a consequence, for instance, of the implementation of the ISO Standard 26000:2010. Indicators of ethics must take part in the list of indicators established.

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The ISO Standard makes possible a self-assessment, the Internal Audits, and prescribes as necessary the communication of the results to the Top Management.

Improvement Implies a review of the QMS, detecting the noncompliance, its causes, and the modifications that must be performed, according to the data obtained from the documented information for determining any action of change, information about suppliers and stakeholders. The ISO Standard 9001:2015 considers improvement actions as a duty for correct functioning of the organisation. It includes, similarly, the decision of certification that must be made by the Top Management.

ETHICAL IMPLICATIONS OF THE EFQM MODEL The implementation of the EFQM Model in an organisation is based on a process of self-assessment and improvement divided into three phases: (1) Preparation, (2) Implementation and (3) Improvement. In the first phase the commitment and awareness needed on the part of all the members are acquired for initiating the process; the planning is carried out; people who are going to take part in different working groups and their training are identified, and the information needed for the assessment is collected. In the second phase members of different teams initiate the assessment individually for, afterwards, coming to a conclusion by consensus on the basis of the data obtained and elaborating a final report. In the last phase the areas are determined and improvement actions are introduced, its monitoring is performed and the results are checked. Once concluded these

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three phases, the process starts over. The end of the process also implies the decision to obtaining a certification or simply adopting it as a form of internal self-assessment. The process of self-assessment is based on the PDCA cycle, as in the ISO Standards. In the EFQM Model the RADAR logic framework has been developed, which allows, on the basis of a situation analysis, determining the results to be reached for designing the policy and strategy of the organisation in a determined period. It also takes part in this framework planning the approaches (goals and objectives), developing them systematically for its introduction (programmes and projects), implementation, assessment and finally, the review for establishing priorities and introducing improvement actions. Once known the concepts or principles on which the EFQM Model of Excellence lays down, the ones that we addressed at the beginning of this chapter, the working framework is established on a methodology of global review of an organisation structured in criteria, subcriteria and elements. The criteria are nine and they air divided into two broad groups: Enablers and Results. The first one refers to what the organisation does: (1) Leadership, (2) People, (3) Strategy, (4) Partnerships and Resources, and (5) Processes, Products and Services. The second one refers to what the organisation achieves. This is (6) People Results, (7) Customer Results, (8) Society Results and (9) Key Results. Criteria are divided in subcriteria, issues to address for assessing each criterion; and these, in turn, are divided into elements, illustrative proposals about what needs to be assessed (Fig. 4.1) in more concrete terms. All this allows reaching a maximum level of specificity, in our case, for knowing what it needs to be done from the field of ethics in each of the assessment elements. As a complement to this structure of the Excellence Model we

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Concept Criterio

Criterion

Subcriterion Element Elemento

FIGURE 4.1

Components of the EFQM Model.

find the Transverse Axes, in other words, those issues that appear throughout the whole process of assessment and connect the different criteria, for instance, innovation, communication, knowledge or Social Responsibility. Taking account of this last transverse axis, Social Responsibility, we can list the issues that affect each one of the criteria of the EFQM Model (Guı´a, 2004): G

G

G

Related to leadership, mission, vision, values and ethical principles, relationship with internal and external stakeholders and analysis of external conditions that influence change. Related to strategy, incorporation of information about stakeholders, internal performance indicators, environmental and demographic factors, the social responsibility strategy included in the Strategic Plan and development of this strategy taking account of all the stakeholders. Related to people, ethical values, equality in recruitment and working conditions, people’s training, involvement in activities and external projects of innovation and socio-cultural activities’ promotion.

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G

G

G

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Related to partnerships and resources, the ones established with community and local suppliers, the financial strategies that support social responsibility and environmental management. Related to processes, products and services, in the introduction of information coming from customers/ users, services and products; elaboration of sustainable products/services, and in the relationships with customers/ users. Related to results, in customers/users’ perception of the organisation’s image, employee perception, society perception and results in leadership, partnerships and suppliers, financial and environmental issues, and effectiveness of the processes.

Questionnaires or forms are used as self-assessment tools in the EFQM Model, whose answers obtain a score that is added along the whole process of analysis of the different criteria. The general scoring system of the Model is structured in a way that a maximum score of 100 points can be reached, with a weighting that attributes the 10% to each one of the enablers and the rest to Results (except for the results in customers and key results that have a 15%). For analysing the ethical implications of this Model and providing examples, we have selected the assessment questionnaire of Excellence Profile 2013 developed by Club de Excelencia en Gestio´n via Innovacio´n, used in the Interpretation Guidance of the Excellence EFQM Model 2013 designed for Spanish Public Administrations (Guı´a, 2013). Both, the guide and the questionnaire, adapt well to the public sphere, above all in consideration of criteria and subcriteria, examples of excellence and good practices. For this reason, it is so useful for the self-assessment in libraries and other information services such as the public ones. The scheme proposed (Guı´a, 2013) is based on some

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questions made from the definition of the criteria, subcriteria, and the description of some excellence examples. The answers to these questions are related to some default behaviour modes that lead to obtaining a preestablished score and allow detecting strong points and improvement areas. The scoring system is based on five possibilities in a 0 100 scale (0, 25, 50, 75 and 100 points). The Fig. 4.2 shows an application example of the scheme to each one of the criteria of the EFQM Model that we address later.

CRITERION 1

LEADERSHIP

Example .1Have the leaders communicated a clear strategic direction and guidance? Has their style of leadership been identified? Do they act as a reference model? Modes of behaviour • • • • • •

They have developed and documented the Mission, Vision, and Values that constitute the base of the public service. They have established the referential ethical principles for every person, especially the leaders. They have communicated the Mission, Vision, and Values to the stakeholders and have ensured their knowledge and understanding. The behaviour of the leaders is coherent with the Mission, Vision, and Values. Leaders are a model of ethical behaviour acting as an example within and out the organisation. They keep an open mind towards people of the organisation favouring the communication.

Scoring 0 points. There is no documentation expressing the culture of the organisation or there are some common values. 25 points. Mission, Vision, and Values are defined, documented and communicated to the stakeholders. 50 points. The strategic guidance for stakeholders is defined. There is a particularised strategic framework for high 75 points. All the leadership levels have a particularised strategic framework besides the general framework. 100 points. The practices are recognised as a reference model for the external recognition of the organisation's reputation. Training has been demanded in this regard for teaching others, a comparison with other organisations recognised as the best has been made, and there have been several review and improvement cycles.

FIGURE 4.2 Example of the scheme for self-assessment per questionnaire (Based on: Guı´a de Interpretacio´n del Modelo EFQM de Excelencia 2013 para las Administraciones Pu´blicas).

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Leadership Of all the EFQM Model it is in this criterion where we can find more ethical implications, since leaders plan the future and make it real taking as reference ethical values and principles that they must transmit, setting an example, inspiring trust in every moment, and serving as role models. The subcriteria refer to (1) developing Mission, Vision, Values and ethical principles and behaving as a reference model; (2) defining, implementing and supervising the improvement of the organisation management and its performance; (3) the involvement with stakeholders; (4) strengthening the excellence culture and (5) making sure that the organisation is flexible and manages the change effectively. Taking as an example the subcriterion (1), we develop the elements, i.e., what must be analysed as a proof of the excellence compliance: G

G

G

G

Leaders ensure their objective of public service in the definition of Mission, Vision, Values and ethical principles, and develop the excellence culture communicating it to all the members of the organisation; Promote values and the internal and external social responsibility for achieving an improvement in the organisation’s reputation and good image; Communicate these ethical values and principles for being shared by everyone; And support a leadership culture.

These elements are transformed into specific items of questionnaire and, depending on the preestablished modes of behaviour, a score is given as it is shown in Fig. 4.2.

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Taking this assessment, we can wonder which are the specific actions implemented in a library or information service for obtaining a better score. The mission can be defined in accordance with a responsible behaviour or it can be reviewed according to the new direction that the organisation adopts towards sustainability; organisation’s values can be defined as a Values Declaration, and a deontological code can be created; communication actions can be taken through an intranet and the institutional website or awareness conferences can be organised for the different stakeholders; a welcoming dossier can be created for people who join the organisation for the first time; training and improvement programmes can be designed for the leaders on this matter; indicators can be established for measuring the penetration degree of the culture in the leaders and the different stakeholders, surveys can be conducted, and the mailbox for complaints and suggestions can be analysed as well as the impact on the media. Similarly friends’ associations can be created as well as a Decalogue of relationship with the various stakeholders; also a social responsibility plan according to the strategic plan and writing annually the sustainability report which is certified if considered necessary, and studies about employees’ motivation and involvement can be made. Furthermore, external activities for them, their families and external collectives can be designed. Finally a communication plan can be implemented and a publication can be made as an information instrument for all the stakeholders about the social responsibility of the institution.

Strategy It is about implementing the Strategic Plan in the organisation based on the Mission, Vision and Values, the stakeholders’ needs analysis, and the organisation’s analysis of internal and

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external scope developing objectives, defining policies and designing processes and specific actions. The subcriteria are related to (1) knowing the expectations and needs of the users and the external environment; (2) understanding the organisation’s performance; (3) establishing policies that will be reviewed and updated and (4) communicating, implementing and assessing these policies. Sustainability concepts must be integrated into the strategic plans and they must appear reflected in the contents and actions related to ethics (for instance, a social action programme, or the creation of a deontological code for the institution). Moreover processes allow detecting ethical conflicts that arise in a specific point of the activities, the entries and exits, or also pointing the key areas where activities related to the incorporation of ethical behaviours should be introduced. As an exercise of self-assessment, we could wonder whether the organisation establishes, develops and maintains a strategy and a set of support mechanisms that allow it to make its Mission and Vision a reality. For this the organisation should adopt some specific modes of behaviour, for instance, establishing the strategy in accordance with the information gathered; adopting effective mechanisms for managing strategic risks; or considering concepts of economic, social and environmental sustainability as a part of that strategy. The scoring would be the result of the application of a scale that ranges from the absence of these proposals to considering just a few or becoming a model of reference for other organisations. A library or information service can do the following: have their stakeholders correctly defined; elaborate an Organisational Strategic Plan including social responsibility as a transversal axis; design a specific process for this;

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know and publish the legal and ethical norms affecting the Strategic Plan; incorporate ethics assessment indicators as a part of the Balanced Scorecard; implement improvements related to the incorporation of a social responsibility plan as a part of the strategy and certify the sustainability report.

People Excellent organisations value the people who integrate them, develop their capacities and guarantee impartiality and equality. As a part of the organisational strategy, management and improvement plans of the human resources are established (subcriterion a); their capacities are developed (subcriterion b); responsibilities are assumed by everybody and the dialogue is established, what leads to recognising some common values and express them in a code of conduct accepted by consensus (subcriterion c). There exists a fluid and transparent communication through different channels and communication methods (subcriterion d). A reward system and social action activities are established (subcriterion e). In this case, related to the subcriterion b, we can wonder whether the abilities and competences are identified or whether there are training and development plans for helping to obtain them. As modes of behaviour, the necessary abilities and competences for the current and future moment are described and then translated into standards for implementing training plans. The scoring ranges from the absence of training plans to connecting the training to the processes or setting an example of good practices for other organisations. The examples to implement in Libraries and other information services, according to the subcriteria and elements

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described, would be in this case: elaborating an ethical code including the different types of values, especially values such as teamwork, continuous improvement, adaptation to changes and quality in services provision; establishing processes related to training and personal competences in the strategic plan; writing a welcome manual; elaborating a competences review plan; creating an Annual Training Plan with specific training modules in ethics and social responsibility; including other external and current training sources; taking part in internal and external working teams of sustainability and social responsibility; creating improvement teams; developing actions of cultural nature for employees, policies of family reconciliation, and volunteering actions; improving the services of cafeteria, dining area and childcare; applying indicators of assessment and of effectiveness and efficiency perception of all these activities and of all the training results; elaborating staff satisfaction surveys, values and work environment surveys.

Partnerships and Resources Following this criterion, excellence is found in the transparent planning and management of external partnerships, suppliers and internal resources. The processes management must be effective and efficient. Social responsibility reflects the social and environmental impact and the accountability of the use of public resources. Suppliers’ management contributes to obtaining a sustainable benefit for the organisation in terms of economy, relationships and cooperation links with other institutions (subcriterion a). The same happens with the sustainable management of economic resources (subcriterion b), the

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infrastructure, that is to say, buildings, equipment, materials and natural resources (subcriterion c) and technology (subcriterion d). Similarly it is taken into account the management of information and knowledge in the organisation (subcriterion e) for counting on precise information in the decisions making, transforming data into information and knowledge for being shared, access to information for everyone and learning networks management. As an assessment example, we could wonder whether partnerships and agreements are established with the suppliers. The modes of behaviour are related to its identification, building a trust network in the relationships, or learning from the best partnerships and suppliers. The scoring increases if there exists a systematic process of suppliers’ management, if a trust relationship is built or if the good practices set an example for other organisations. On the other hand, if what we want is to know whether the consumption of raw material and energy is optimised and waste reduced and recycled, as a mode of behaviour, there should exist a policy of waste minimisation, reduction of the nonrenewable resources consumption and decreasing of the energy’s cost; and developing a culture of environmental sustainability for the whole organisation. The scoring ranges from the existence of isolated actions to the existence of an environmental management strategy, the systematic process for implementing it or setting an example for other organisations. The libraries and other information services that want to reach the excellence, incorporate these issues as objectives, processes or concrete actions in a Strategic Plan; create a Partnerships Plan; establish a relationship with suppliers that behave with sustainable criteria; create the budget with sustainable criteria using cost-benefit indicators; adapt

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and manage the buildings and spaces with sustainability criteria; create an Environmental Management Plan; use sustainable technologies; manage with the criteria from the e-administration; develop tools for the knowledge management; make the information accessible online through the intranet and on the institutional website and respect the intellectual property and data privacy.

Processes, Products and Services In the case of this criterion the reason of an excellent organisation is found in the correct design, management, review and improvement of the processes, products and services for satisfying the different stakeholders and customers/ users and thus generating value. This way all the processes are designed and managed, and they are represented graphically in the Processes Chart showing the interrelations between them, the different activities, the people responsible for the process or its parts, the possibilities of review and change, and the assessment of themselves (subcriterion a). Products and services are designed and put into operation and they add value (subcriterion b), they are promoted (subcriterion c) and produced, distributed and managed (subcriterion d). Communication with the customers/users improves and is formed in the responsible use of the products and services (subcriterion e). If we wonder whether a management system based on processes has been implemented in the organisation, we must take into account whether the organisation has a structured system for the identification, development and analysis of the processes; whether the operational standards that

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are commonly accepted have been established; and whether the effectiveness of the system is controlled with indicators and other qualitative methods of measurement. The scoring ranges from identifying the processes to designating a person responsible and implementing operational standards, whether a process for measuring the effectiveness exists, or if it is recognised as a role model for other organisations. If we wonder whether the organisation makes sure that the characteristics and performance of the products and public services meet the commitments offered and agreed with the customers/users, the excellent modes of behaviour refer to managing the commitments to provide public services and review their compliance establishing corrective measures if it is the case; achieving a high degree of fulfilment of the requirements and the commitments offered. The scoring ranges from counting or not on quality standards for the contracts’ signature with customers or suppliers to counting on service standards, managing risks establishing preventive and corrective measures for avoiding the noncompliance, or setting an example for other organisations. Libraries and other information services must have the Processes Chart and the procedures manuals, and these must be communicated within (via intranet) and outside the organisation (institutional website). From an ethical point of view, these instruments allow detecting ethical conflicts in certain points of the different activities or the entries and exits of a process. Similarly it also allows seeing beforehand which possible problems or conflicts could there be in the relationships with the stakeholders. The procedures manuals provide legal and ethical regulations that each process must embrace in each of its activities. Besides the intranet and the institutional website,

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the Chart of Services constitute another communication element, in which, in addition to the list of services offered, there appear the rights and duties of the users, the legal and ethical framework, the commitments acquired by the institution and the performance indicators that will measure the degree of fulfilment of those commitments. The processes review must constitute a process itself as a part of the Strategic Plan; the performance indicators of the processes must appear in the Balanced Scorecard. Moreover a sustainable marketing plan is designed; different communication channels are established with the customers/users using social networks ethically; satisfaction and opinion questionnaires of customers/users are elaborated; the conditions of the licences of products and services are studied; the best conditions are negotiated with suppliers; and the intellectual property and data privacy of the customers/users are respected.

Customer Results The objective is to achieve outstanding results and maintaining them in time. For this reason perceptions are analysed (subcriterion a) regarding the reputation and image of the organisation, the value attributed on the part of the customers/users to products and services, and its distribution, attention and loyalty. Performance indicators are used (subcriterion b) for the distribution of products and services, customer care services, complaints management and involvement of customers/users in the design of processes, products and public services. It is verified that the results are as established in the strategic plan. If we wonder whether the organisation identifies, measures and reviews systematically the more valued aspects by the customers/users that influence directly on their satisfaction

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level, we find as modes of behaviour, the opinion of the stakeholders about the products/services; the effectiveness of the strategy and the processes; and the obtainment of measures about the perception or opinion of the customers/ users through qualitative and quantitative techniques of analysis and data gathering. Measures for the reputation and image are taken into account, as well as for the value given by the customers/users to the products/services; the distribution of products and public services; the customer/ user care; their loyalty and commitment; and the information obtained from complaints, suggestions, congratulations and, in general, from every information received. The scoring ranges from the absence of results to the obtainment of just a few, the use of an assessment methodology that allows obtaining relevant results or setting an example for other organisations. For the analysis of perceptions, libraries and other information services use satisfaction and opinion surveys of the customers/users and performance indicators are applied. As a perfect complement to this results’ analysis, the ISO Standard 11620 on Library performance indicators and the ISO Standard 16439 on Methods and procedures for assessing the impacts of libraries should be applied.

People Results Like in the previous criterion, excellence is pursued reaching and maintaining outstanding results in time, in this case, in the perception (subcriterion a) of the satisfaction level of the people, the way the values live within the organisation, its involvement and commitment, the pride of belonging, the management processes of people and the internal services for them. Performance indicators are established (subcriterion b) of qualitative and quantitative

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nature for analysing the activities of commitment and involvement, activities of competences, of training, results of leadership management, recognition and development of the profession and internal communication. The degree of compliance of the objectives of the strategic plan is checked in this matter. If we wonder whether the organisation identifies, reviews and measures systematically the aspects that influence directly people’s satisfaction level, the answer shows whether the information obtained draws conclusions from the complaints, suggestions, congratulations and in general any communication received; whether measurements are used and the results of the direct or indirect measurement methods are analysed; and whether the confidentiality and reliability of the whole process of data collection and measurement is guaranteed. The scoring ranges from the limited obtainment of data to owning a systematic methodology for data gathering, analysing the data for obtaining improvement evidence, or the recognition of the set of results as a reference for other organisations. The ISO Standards mentioned before serve as a complement to the assessment.

Society Results It is about reaching and maintaining relevant results in time with regard to the stakeholders and society in general. Perception measures are used (subcriterion a) for different impacts: environmental, on society, on the workplace, on the image and reputation, awards and media coverage. Performance indicators are applied (subcriterion b) for environmental, economic and social activities, the legal compliance and the different official regulations, the

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ethical norms, health and security, and the management of purchases and socially responsible suppliers. If we wonder whether the organisation identifies, reviews and measures the more valued aspects of the different stakeholders, the results must show whether there is a clear knowledge of the concept of community in this context; whether the stakeholders that shape the social environment of the organisation are identified (local, regional, national and international community); and whether there is communication with them periodically. Direct measurements are established with the external stakeholders. The aspects to consider are: general image of the organisation, influence of the organisation on the local, regional and national economy; relationship with the political bodies; ethics and good governance of the organisation; involvement in education; support of cultural, sport and philanthropic activities or of support to NGOs; prevention of occupation risks; protection and preservation of the environment; impact of products/services on the environment; management of purchases and socially responsible suppliers. The scoring ranges from not owning results to collecting results in a systematised way, reviewing them and offering plenty of improvement experiences; demonstrating that the stakeholders’ perception result is relevant, the process of collection and analysis is systematised, and it is reviewed and provides plenty of improvement experiences; and being a reference in some practices. The performance indicators and the impact analysis of the commented ISO Standards constitutes a perfect complement. The report of social responsibility must be elaborated annually and submitted to certification; an environmental management plan is elaborated as well as a

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disability one, of cultural activities and volunteering plans, among others.

Key Results With the aim of achieving and maintaining in time outstanding results and satisfying the stakeholders, perception measures are used (subcriterion a) about the stakeholders that provide funding, the economic-financial results, in the management of budgets, the volume of products or key services and results of the key processes. Performance indicators are applied (subcriterion b) for the economicfinancial activity, budgets, plans cost, programmes and projects, performance of the partnerships and suppliers, technology, information and knowledge. The key question of the assessment is whether the tendency of the key results of the economic-financial activity (and not the economic results) show a positive evolution. The excellent behaviour mode makes the assessment positive or sustained in time. The scoring ranges from having scarce information to results with a limited capacity for demonstrating an evolution; relevant results of the group’s perception that cover relevant areas; the collection and analysis process is systematised, reviewed and provides improvement experiences; and being a reference for other organisations. The implementation of the mentioned ISO Standards is advisable. The results must show that they are in line with the achievement of the objectives proposed in the Strategic Plan of the library or the information service. In Table 4.4 a summary of the ethical implications of the EFQM Model can be found.

TABLE 4.4 Ethical Implications in the EFQM Model EFQM Model Criteria

Ethical Implications

Leadership

Mission, vision and values Communication Stakeholders Transparency Culture of quality Values declaration

Policy and strategy

Strategic plans Needs and expectations of the Stakeholders Policies Processes

People

Values Teamwork Service vocation Training Code of conduct Contribution to improvement Professionalism Social action

Partnerships and resources

Partnerships with sustainability criteria Suppliers Economic sustainability Environmental management Conservation and digitisation Intellectual property Innovation

Processes, products and services

Processes chart Communication channels Charts of services Marketing

Customer results People results Society results Key results

Indicators of ethics Impact analysis Values studies, work environment surveys

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CASE STUDY The University Library of Granada (BUG) belonging to the University of Granada (Spain) can be a clear example of what we aim to exemplify in this chapter (BUG, 2016). This library owns 21 points of service in three locations (Granada, Ceuta and Melilla) and 181 employees. The governing team of the University through the Vice-rectorate for the Quality Assurance, included the library as a transversal service in its Assessment Plan 2001 06 in the days when the quality management started in Spain and specifically in the university libraries. At the same time, the Andalusian Agency of Evaluation (AGAE) set in motion the Evaluation Plan of Andalusian University Libraries, in the framework of the 2nd Quality Plan of Universities. The first assessment of the University Library of Granada took place between 2003 and 2004 and involved a comprehensive improvement plan of the Library. In 2004 it obtained the quality certification of the Spanish Agency for the Assessment of the Quality and Certification (ANECA) and in 2006 the ContractProgramme with the AGAE was signed, which is renewed annually. This year a quality system certified by the ISO 9001 in 2007 is implemented, and similarly, it is renewed annually up to the present. From 2009 to 2010 on the Library submits for a self-assessment with the application of the EFQM Model, achieving the 4001 Seal of Excellence and the 5001 Seal in 2012, renewed in 2014 and 2016. In 2013 the Library was awarded the Silver Level of the Ibero-American Quality Award by the Ibero-American Foundation of Excellence for the Quality Management (Fundibeq). In this path, several matters can be seen: the quality commitment acquired by the University of Granada and

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particularly by the University Library; the experience acquired by the quality certifications accumulated (ISO 9001, EFQM, ANECA and AGAE); the incorporation of an Comprehensive System of Management, as a consequence of the previous, that control the Library and perfects the several quality instruments (processes, procedures, quality manual, indicators, operational manuals, technical instructions); the adoption of other management systems (environmental management) that are complemented by the Comprehensive System of Management; the planning through quadrennial Strategic Plans, with Annual Plans of goals fulfilment based on the results and improvement actions of the self-assessments and the quality certifications. As a case study, we focus on the Strategic Plans from 2012 to 2015 and 2016 to 2019 of this Library (BUG 2014, 2016) that allow the detection of the improvements occurred with regard to the ethical management of the organisation as a consequence of the previous assessments and the new improvement actions proposed, according to the ISO Standard 9001 and the EFQM Model. For that purpose, we start from the Strategic Axes of the first Plan analysed (2012 15): (1) Information Literacy; (2) Excellence services and scientific productions; (3) Training of the professionals; (4) Consolidation of the quality and continuous improvement and (5) Social involvement of the Library, cooperation and partnerships. These axes are maintained in the 2016 19 Strategic Plan but, in this case, a new strategic axis is introduced, Management and organisation, whose main objective is to make known the library in the internal context of the organisation for the resources and services to be used in all the departments and services that form the University of Granada.

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Starting from the strategic plans and following the structure of the EFQM Model we can establish the fundamental milestones related to the Enablers and the Results from an ethical point of view.

Leadership The Mission, Vision and Values of the Library are included in both strategic plans (2012 15 and 2016 19) and other quality instruments such as the Charts of Services, the institutional website, or the Leadership Guide. It favours an ethical and transparent leadership model that is transmitted through a good example and the day-to-day collaboration, and it is applicable to the internal and external stakeholders. The values that are put into relationship are: quality, offering services of excellence; visibility, disseminating the results of the research; accessibility, access to facilities, services and institutional website; communications, channels with users; free access, adheres to proposals for knowledge sharing; professionalism, in the development of professional competences. In 2014 the group of Ethics, Social Responsibility and External Communication elaborates a code of ethics that is approved by the Commission of the University Library in the same year. It is worth noting as an improvement in comparison with the previous Strategic Plan (2008 11), the identification of Stakeholders, initiatives of Social Responsibility, communication and guidance, or the consolidation of the Comprehensive System of Management (CSM). The novelty introduced in the 2016 19 Strategic Plan is the creation of a Code of Good Practices structured into 10 main blocks: the library as an engine of the institutional image; society and culture; society and diversity; society and environment; support to research; support to teaching; ethical use of the

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information; technologic innovation; promotion of the library; learning from others, learning from us. In 2016 the 1st Session of Good Practice of the BUG were held for its knowledge and dissemination. The leadership assessment is carried out through the surveys of work environment, the users, the managers of the UGR and the indicators of the Balanced Scorecard.

Strategy The improvements introduced as a consequence of the 2012 15 Strategic Plan and the EFQM self-assessment, refer fundamentally to the inclusion of the new strategic axis and the strengthening of the rest in the improvement of the internal communication; the boost of the BUG in the national and international forums and in society; and to disseminating and promoting assessment processes for the improvement of the quality. In practice, work is being done for improving the mechanisms for detecting the needs and expectations of the users, as well as the mechanisms of changes detection in the environment, expressed in a Technological plan. The creation of an Ethics Improvement Group, SR and External Communication in 2012 replaces the Environmental Management Group of the BUG, and this one, in turn, is replaced now by the new working group of Ethics and Social Responsibility that integrates the economic sustainability, with budgets adjusted without prejudice to the library services; the social sustainability in the social component that the Strategic Plan adopts (strategic axis 5) and the environmental sustainability, since it integrates an Environmental Management System (ISO 14000). The Comprehensive System of Management (CSM) allows the identification of key processes in the Processes Chart, developed into procedures, manuals,

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technical instructions and records, measuring and monitoring mechanisms, analysis, review and improvement of processes. The novelty is the introduction of a software for managing the Balanced Scorecard.

People As a consequence of the previous self-assessments (2008 01, 2012 16), now the job positions, the catalogue of competences and the workloads are reviewed. The New Employees Welcoming Plan (project awarded by the University of Granada), the Training Plan with various course modalities, or the Strategic Plan of Reputational Risk, which involves people in improving the internal and external image of the Library, stand out. The Pact by Objectives is an innovative process whereby a personal commitment is established with the quality when including the acceptance of productivity sections and supplements by the employees. New improvement and focus groups are created for the deep analysis of certain matters and collaborative work is boosted (Moodle and Millenium). Another novelty is the hold of the 1st Session of the BUG’s Staff Recognition with several awards giving. Through the Social Action Cabinet the improvements for the employees are established and an access system is created for disabled people. The employees participate in social activities of the university as volunteers and organise external activities of the Library.

Partnerships and Resources As improvements, in comparison with the EFQM selfassessment from 2012 to 2015, a structuring of the Partnerships Chart and new agreements for the utilisation

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of resources are proposed as well as the promotion of funds digitisation projects (ILIBERIS, IMPACT) and others for the introduction of new technologies and resources management (DIALNET, AIRPAC, CASBA). A suppliers’ system management allows the homologation and assessment of themselves. For the scientific production (strategic axis number 2), the institutional repository based on criteria of the Open Access movement and the creative commons licences for the protection of the intellectual property and the copyrights are enhanced. The ISO 14000 certification on Environmental Management is obtained, and in 2016 a new working group is created under the name Social Networks, Marketing and Communication, that implements eight new specific actions in the same year.

Processes, Products and Services The processes management is consolidated with the CSM and the ISO 9001 certification, nevertheless, in each Strategic Plan, the processes are reviewed. The so-called Process Holders are created, this is, people responsible for each process to whom the top management delegates its functioning, review and assessment. In this section the improvement actions are aimed to the marketing and communication, specifically for improving the internal and external communication channels through projects such as The Library replies (La Biblioteca responde), about complaints and suggestions resolution, and the creation of new services, such as the research support portal, the Bibliotesoros portal, mobile phone applications or the training of users in matters of library sustainability. The Ethics and Social Responsibility Group works since 2016 on the responsible use of resources counselling, with the elaboration of a normative on resources use, declarations of

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commitment, a campaign against plagiarism, the publication of a Green Guide of the Library and the conduct for the first time of surveys of graduates.

Customers Results The EFQM Model allows two sorts of results assessment: the perception and the use of performance indicators. For the analysis of the perceptions the LibQual 1 SECABA Model (Ministry of Culture and Government of Andalusia) is used, containing 22 questions about the affective value, the library as a facility, the information control and the remarks. With the performance indicators, the website, the catalogue, the loan, the virtual training for users and the project The Library replies are analysed.

People Results The survey of working environment is conducted every 3 years and it contains 50 questions about all the processes mentioned herein. The performance and efficiency of the training are assessed. The indicators assess the promotions, the contests and the active participation of the staff in the management and representative bodies.

Society Results The perception measures assess projects such as Transition from Secondary School to University (Transicio´n del instituto a la universidad) that consists in the realisation of librarian activities with secondary students; Library for society (Biblioteca para la sociedad), for reading encouragement; and other social and cultural activities (exhibitions, sessions, ancient fund, collaboration with the

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penitentiary centre of Albolote and supportive Olympics). The various libraries adapt to disabled people. Similarly, recognitions, awards and media coverage are taken into account. The performance indicators assess the contributions to the collective catalogue, the environmental management (collected solid waste, paper consumption, energy consumption, activities of environmental awareness) and the local economic contribution (bookshops, suppliers, Ca´ritas).

Activity Key Results The perception analysis is focused on the internal and external funding sources, the cooperation in collective catalogues, the contribution to research through repositories and in the perceptions of the Survey of university managers conducted. The key indicators refer to the improvement of the processes, the results of the external audits, the facilities and equipment, and the assessment of suppliers. Finally, we can say that, while the ISO 9001 helps the Library in the improvement of processes, the satisfaction of the users and the assessment measures, the implementation of the EFQM Model introduces in the Library the concept of Social Responsibility, what makes the sustainability present in all the Strategic Plans, and it is strengthened, particularly, in the 2016 19 Strategic Plan through the activities carried out. However, although the Ethics and Social Responsibility Group takes charge of introducing the concept of sustainability in the Library’s management, it seems that these activities need to be standardised and grouped according to an ethics management system, that would be supplementary to the different management systems that already exist in the Library. The key is found in the application of the ISO Standard 26000 Guidance on

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Social Responsibility that we will address in the Chapter 5, ISO 26000:2010 Guidance on Social Responsibility: Concept and Practical Application.

REFERENCES Balague´, N. (2007). Consolidando la calidad en las bibliotecas universitarias: evaluaciones, sellos, diplomas y certificaciones. El profesional de la Informacio´n, n.16, julio-agosto. ,https://recyt.fecyt.es/index.php/EPI/ article/viewFile/epi.2007.jul.06/31650.. Accessed 24.04.17. Balague´, N., & Saarti, J. (2011). Managing your library and its quality: The ISO 9001 way. Oxford: Chandos Publishing. Balague´, N., & Saarti, J. (2014). Gestio´n de la calidad en la biblioteca: disen˜a un sistema de gestio´n de la calidad basado en la norma. Barcelona: UOC. Biblioteca Universitaria de Granada (BUG) (2014). Memoria EFQM 2014. ,http://www.bugranadaMemoria50012014renovacion.pdf.. Accessed 24.04.17. Biblioteca Universitaria de Granada (BUG) (2016). Memoria EFQM 2016. ,http://www.biblioteca.ugr.es/pages/bibliotecas_ugr/evaluacion/efqm-500/ memoria5002016renovacion/.. Accessed 24.04.17. Califano, M.R. (2016). La norma UNI En ISO 9001: 2015 e le biblioteche. Bibliotime, anno XX, n. 3. Cavala. Gabinete de Asesorı´a Profesional (2015). Claves para la ISO 900012015. , http://www.cavala.es/noticias/nueva-iso-9000-2015/ . . Accessed 20.06.2017. Di Domenico, G. (2009). Biblioteconomia e culture organizzative. Milano: Editrice Bibliografica. EFQM (2017). Leanding excellence. ,http://www.efqm.org/EFQMModel.. Accessed 24.03.17. Ferna´ndez Molina, J. C., Pe´rez Pulido, M., & Herrera Morillas, J. L. (2017). Academic libraries and copyright: Unveiling inadequacies of current law through the analysis of processes included in quality management systems. The Journal of Academic Librarianship, 43(3), 184 192. Gallipoit, I. (2015). La qualite´ avec l’ISO 9001:2015 et plus encore. ,http:// www.docplayer.fr/13308129-La-qualite-avec-I-iso-9001-2015-et-plus-encore. html.. Accessed 24.04.17. Go´mez Martı´nez, J.A. (2014). Nuevas necesidades, nueva ISO 9001. AENOR, Revista de la normalizacio´n y de la certificacio´n, n. 296, septiembre, 12 17. , http://www.aenor.es/revista/completos/296/pubData/ source/296.pdf . . Accessed 20.06.17.

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Go´mez Martı´nez, J. A. (2015). Guı´a para la aplicacio´n de UNE-EN ISO 9001:2015. Madrid: AENOR. Guı´a de Autoevaluacio´n para la Administracio´n Pu´blica. Modelo EFQM de Excelencia (2004). Madrid: Ministerio de Administraciones Pu´blicas, Secretarı´a General Te´cnica, Boletı´n oficial del Estado. Guı´a de interpretacio´n del Modelo EFQM de Excelencia 2013 para las Administraciones Pu´blicas (2013). Madrid: Agencia Estatal de Evaluacio´n de Polı´ticas Pu´blicas y la Calidad de los Servicios, Agencia Estatal Boletı´n Oficial del Estado. ISO 9000:2015 (2015a). Quality management systems. Fundamentals and vocabulario. , https://www.iso.org/iso-9001-quality-management.html . . Accessed 20.06.17. ISO 9000:2015 (2015b). Quality management systems requirements. , https://www.iso.org/iso-9001-quality-management.html . . Accessed 20.06.17. de la Mano Gonza´lez, M., Albelda Esteban, B., Pe´rez Morillo, M., & Romero Garuz, S. (2014). Nuevos instrumentos para la evaluacio´n de bibliotecas: la normativa internacional ISO. Madrid: AENOR. Morales Huidrobo, E. (2016). Informacio´n documentada y gestio´n del conocimiento en la ISO 9001:2015: aportacio´n del profesional de la informacio´n. ,http://www.infoarea.es.. Accessed 24.04.17. Rebola Correia, V.L. (2015). Bibliotecas pu´blicas, responsabilidade social e cidadania. Dissertac¸a˜o de Mestrado em Cieˆncias da Informac¸a˜o e da Documentac¸a˜o. Faculdade de cieˆncias Sociais e Humanas. Universidade Nova de Lisboa. UNE-EN ISO 9001:2015 (2015). Sistemas de gestio´n de calidad. Requisitos. Quality Management Systems. Requirements. ,http://www.aenor.es/ aenor/normas/normas/fichanorma.asp?tipo5N&codigo5N0055469#. WLoLPoHhDIU.. Accessed 20.03.17. Vila Espeso, M.A. (n.d.). Estudio comparado entre norma ISO 9001 y Modelo EFQM. Valencia: IVAC Instituto de Certificacio´n.

Chapter 5

ISO 26000:2010 Guidance on Social Responsibility: Concept and Practical Application As mentioned in former chapters, the aim of social responsibility (SR) is to contribute to the sustainable development of the organisations from the private and public spheres. In both cases the benefits of including SR practices in its management are fundamentally focused on the ability of knowing and interacting with the environment better, and handling ethically, far from what it has traditionally been known as philanthropy; what implies taking distance from a punctual management of charitable nature for joining a comprehensive management of the ethical behaviour across the entire organisation. In the same way, new concepts bound to the management methods within the organisations based on the quality management such as impact, transparency, accountability, risk and interested parties, all of them have a direct relationship with ethics, generally, and with the SR particularly. SR involves adopting an integrated approach to the ethical management of activities and impacts on an organisation and, regardless of the type and its size, ethical contents can be incorporated into the processes and proceedings of internal management for the relationship with the different Ethics Management in Libraries and Other Information Services DOI: http://dx.doi.org/10.1016/B978-0-08-101894-1.00005-7 Copyright © 2018 Elsevier Ltd. All rights reserved.

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stakeholders, with the members of the organisation and with society. This is the significance of the ISO Standard 26000:2010, its compatibility with ISO Standards in general and particularly with the ones of quality management (ISO 26000:2010, 2010). In general, we can say that an organisation when tackling its SR must take into account three types of relationships: between the organisation and the society, between the organisation and the concerned parties and between the concerned parties and the society. Taking into account these three relationships supposes facing conflicts of ethical nature that, in fact, always occur among them. For instance, in an information service, the suppliers as an interested party can conflict with the organisation regarding the requirement of the copyright protection of their products or services, and these, at the same time, can conflict with the society when considering that their conditions infringe upon the access to information. For the organisation this supposes an ethical conflict since, on one side, it must protect the copyright and, on the other side, it must ensure the access to information. This ethical conflict must be managed beyond the law enforcement, taking account of the deontological codes of the profession and the values of the organisation and the community, making a decision that should lead to managing with the suppliers some fairer conditions about the use of a product or service, protecting the copyrights, taking into consideration the needs of its community and the ethical duty of providing access to information as an imperative for today’s society. Many are the examples that we could give about ethical conflicts in the organisations dedicated to information management in general. For this reason the adoption of this international standard that considers most of the possibilities that could occur within our organisational contexts is advisable.

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There exist two fundamental issues that this ISO Standard 26000:2010 points out from the beginning: first, it is not a management standard, it is not certifiable, because it would act against the intention itself of the norm; and second, it goes beyond the law, even if one of its fundamental principles is to follow it. It is about contributing to the sustainable development integrating within the organisation a socially responsible behaviour in accordance with some principles that every organisation must respect and some matters and issues that, once selected and prioritised by the organisation, will become plans of action. The organisation must recognise the SR within its sphere of influence, identify and involve the concerned parties, transform the practices into strategies and actions, develop the communication of these in the external and internal scope, and check everything periodically. The Standard insists that these are recommendations or guidelines, not obligations. These are expressed in a document elaborated by 450 experts from the public and private sectors with the balanced involvement of developed and developing countries in the most complex standardisation process in the whole history of ISO (Garrigues & AENOR, 2012). It was adopted by consensus, and it is flexible according to the evolution of the society itself, what does not prevent the development of other national and local regulations or, as it is happening in some countries, its inclusion in the legal framework. The Standard is based on the following four main points: 1. Contributing to the sustainable development on its three pillars, economic, social and environmental. 2. Taking into consideration the stakeholders and the opportunities of discussion between them. 3. Following the law and being consistent with the international norms of behaviour. 4. Being integrated into the whole organisation.

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The Standard is structured in seven chapters and two annexes. Chapter 1 defines the aim and scope. Chapter 2 is dedicated to definitions and keywords, for the understanding of SR and the application of the norm. In Chapter 3, the factors that have contributed to the development of SR are described from its origins, as well as the definition and how to apply it to every type of organisations. Chapter 4 is dedicated to the principles of SR. Chapter 5 approaches two practices of SR: (1) the recognition on the part of the organisation and the identification of the interested parties and (2) the relationships established in this context between the organisation, the stakeholders and the society. Chapter 6 defines and describes the core subjects related to SR and the issues associated with each subject. A relationship between the principles, the subjects, the issues and the plans of action is established (Fig. 5.1). Chapter 7 provides guidance on how to integrate the SR in an organisation. It contains, moreover, two annexes: the first consisting of a list of voluntary initiatives and instruments for the integration of SR within an organisation; and the second, of abbreviations used in the Standard. A final bibliography completes the citations appearing in the norm as sources of reference.

Principle

Subject Issue Action

FIGURE 5.1

Components of the ISO Standard 26000:2010.

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PRINCIPLES OF THE SOCIAL RESPONSIBILITY Every action undertaken by an organisation about SR must fulfil seven interrelated principles that lay the foundations of its behaviour nowadays. These principles lean on two broad guidelines: the identification of the stakeholders and a behavioural regulation. The identification of the stakeholders implies, in addition, knowing its expectations and needs, establishing communication with each one of them and it is related to the principles 1, 2 and 4. The behavioural regulation refers to those guidelines of legal and ethical nature that are considered at international, national, regional or local level and the balance between them; and it is related to the principles 3, 5, 6 and 7.

Principle 1: Accountability An organisation accepts the moral duty of being responsible for its impacts on the society, the economy and the environment and it must accept to be submitted to scrutiny and to respond to it. This principle includes the acceptance of responsibility when mistakes are made and the response to actions taken for preventing the repetition of involuntary and unforeseen negative impacts.

Principle 2: Transparency Applying the principle of transparency implies revealing clearly and precisely its policies, decisions, activities and giving them in a way that all the interested parties can access to the information excepting for the one protected by copyright, inside information or for the fulfilment of legal, commercial, security and people’s privacy obligations.

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Similarly it supposes establishing communication channels with the concerned parties and between the different levels of the organisation. The dialogue with the concerned parties is responsibility of the first levels of the organisation. Transparency refers to the following points: the purpose, nature and location of its activities; the manner of implementing decisions; its performance when assuming the SR; the impacts on the society, economy and environment; the identity of the implicated parties, and the procedure for identifying them.

Principle 3: Ethical Behaviour Maintaining an ethical behaviour means identifying some ethical values and principles of performance, developing the governance structures that help to foster it within the organisation and in its relationships with the interested parties, adopting ethical norms, deontological codes and its procedures for fulfilling them; establishing conflicts resolution and monitoring mechanisms that allow the performance with freedom; and adopting behaviours when there is no existing legal framework or when laws conflict.

Principle 4: Respect for Stakeholder Interests Besides identifying the stakeholders, an organisation must know what are the rights of each one of the parties, the different points of view given with regard to the actions and decisions of the organisation and the conflicts that could arise when making a decision as a consequence of the relationship between the society, the stakeholders and the organisation.

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Principle 5: Respect for the Rule of Law The organisation must know and fulfil the law. For that purpose, actions for knowing the legal norm must be undertaken, and all the interested parties must be informed about the obligation to fulfil it and implementing measures for its enforcement. When the national, regional or local laws conflict with the international ones, these last ones must be respected as far as possible. Laws must be collected and updated continuously.

Principle 6: Respect for International Norms of Behaviour In situations not considered by the law, in countries where the law conflict with the international norms of behaviour, in the situation of complicity with another organisation that does not comply with the international norms of behaviour, taking into account that if it remains silent, it is accomplice in its actions.

Principle 7: Respect for Human Rights Human rights and its universality for all the countries, cultures and situations must be recognised, respected and promoted. When they are not respected, some action must be undertaken for its fulfilment and for avoiding taking advantage of the situation. In situations where the law does not provide protection for the human rights, the principle of respect for the international norms of behaviour must be obeyed. An organisation seeking the recognition of its SR must consider the law and the commitments in the codes of

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conduct, the guidelines and obligations derived from the belonging to associations. The principles mentioned in this ISO Regulation are not treated in such an explicit way in the standards of quality management, so it supposes a complement to these norms.

SOCIAL RESPONSIBILITY CORE SUBJECTS The Chapter 6 of the ISO Standard 26000:2010, named “Guidance on SR core subjects” approaches seven fundamental topics to work on for integrating the management of SR in an organisation and these, in turn, include a series of relevant and meaningful issues for each subject that will result in specific actions of SR. The Standard defends a holistic approach and this means that the principles, the subjects and the issues are interconnected, and this is how the organisation must behave: analysing from an overall perspective which is the centre of attention according to its context, mission, objectives and strategic plan. As a practical exercise for recognising the ethical behaviour in the type of organisations referred in this work, it has been established a relationship between the core subjects and the issues that appear in the Standard and the values and ethical obligations present in the deontological codes of the profession; and a series of priority actions has been enunciated. This way, it can be seen how the contents of the deontological codes of the profession are present in the Standard and how this one, in turn, can contribute to the writing of the deontological code of an organisation. The selected codes represent the typical activities of the profession at all levels and they have national, international and sectoral nature: Deontological Code of the Spanish Society for Scientific Documentation and Information (SEDIC, 2013), Professional

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Code of Ethics of the International Council on Archives (ICA,1996), Ethical Principles for I&D professionals de la European Council of Information Associations (ECIA, 1999), Code of professional deontology of the Internet services suppliers of ASIMELEC (2005), Ethical Code of Good Government of the Association of Enterprises of Electronics, Information Technologies, Telecommunications and Digital Contents (AMETIC, 2012), Code of Practice for Information Brokers of European Association of Information Services (EUSIDIC, 1994), Code of Ethics for Librarians and other Information Workers of International Federation of Library Associations and Institutions (IFLA, 2012).

Subject 1: Organisational Governance This subject is key and core. The leadership is definitive for making decisions, incorporating the SR into the culture of the organisation and encouraging the employees, so they behave with its efficiency. The Issue is called Decision-making processes and structures. All the organisations must find their own manner for implementing systems, structures, processes and mechanisms for applying the principles and practices of the SR. The governance, in addition, must be created from the perspective of the Standard, of the culture of the organisation, the circumstances of the society and the groups targeted for the products and services in order to avoid stress in their relationships. Another interesting point considered by the Standard is the importance of the processes and proceedings since they sustain the governance and allow detecting the impact when collecting information from the interested parties. The Actions related to this subject can be: developing strategies, objectives and targets reflecting the commitment

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with the SR; using efficiently the financial, human and natural resources; balancing the needs of the organisation and the interested parties; establishing the communications processes of the organisation; establishing the levels of authority, responsibility and capacity of the people who make decisions on behalf of the organisation; taking account of the minorities in the promotion of opportunities; the accountability; reviewing the governance processes and adjusting them according to the changes and communicating them to the whole organisation. The deontological codes refer the ethical value loyalty to the institution in the sense of contributing to the mission, vision and objectives of the organisation and participating in its achievement (SEDIC) as wells as maintaining the professional secrecy (IFLA) and complying with its limits (ASIMELEC, AMETIC). Similarly the integrity and honesty of the leaders and everyone, in general, are mentioned (AMETIC), as well as the courtesy and respect (EUSIDIC) and obeying the law (SEDIC, ECIA, AMETIC).

Subject 2: Human Rights According to the Principle 7 of the Standard, the organisation must respect the Human Rights and its activities and must adjust to the international norms of behaviour (Principle 6). The Standard considers eights issues related to this subject: (1) Due diligence, (2) Human rights risk situations, (3) Avoidance of complicity, (4) Resolving grievances, (5) Discrimination and vulnerable groups, (6) Civil and political rights, (7) Economic, social and cultural rights and (8) Fundamental principles and rights at work. Due diligence can be defined as a process whereby the norm and the position of other organisations along the whole

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process are taken into account and means are applied for generating confidence, conflict resolution, visibility and transparency (ISO 26000:2010, 2010). For that purpose, policies are established and resources are endowed for the integration of the human rights in the organisation management. The issues 1, 2, 3 and 4 are related to this concept and base the actions on establishing these policies and means, detecting the breaches, not being accomplice as a consequence of the activity of other organisations or the concerned parties, creating operational processes and proceedings or taking account of all the vulnerable groups and minorities in the activities of the organisation. The issues 1 and 4 relate directly to the first and second generation of the human rights: civil and political, and economic, social and cultural. In this sense the interesting actions are related to freedom of expression, the fight against censorship, property rights (physical and intellectual), education and equal opportunities. An organisation should not provide products or services to an entity committing abuses of human rights; it should make public statements of complaint and avoid relationships with entities involved in antisocial activities. Similarly it should not discriminate on the basis of race, sex, affiliation, religion, marital status or health, and it should pay special attention to vulnerable groups (women, children, elders, migrants, illiterates, minorities, religious groups, and physical and intellectual disabled people). Freedom of expression and opinion must be encouraged even taking into account that this one has its limits set by the law and the characteristics of the community itself, as said by the Declaration of Human Rights. It must provide access to education and lifelong learning, protect the freedom of association and the equality of opportunities and the nondiscrimination in employment, as reflected in issue 8.

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Intellectual freedom constitutes one of the fundamental ethical values of our profession. It involves protecting the freedom of expression, opinion and thought (art. 19 of the UDHR) accepting similarly the limits of the human rights themselves in their article 30 (SEDIC) and avoiding the censorship or any bias (ECIA). In the same way, impartiality means not to discriminate anyone on the basis of race, sex, religion, etc. and being treated equally (AMETIC, EUSIDIC); not to distort the facts or manipulate the testimonies (ICA) and offering advises to everybody equally (ICA). Furthermore neutrality is very well explained in the IFLA code when referring to applying this ethical value to the balance in the collections, the public policies and the behaviour with the professionals. In the IFLA code, child protection and gender equality appear in a specific way. The physical and intellectual property right is another one of the ethical values appearing in the deontological codes and it is linked to the human rights of the second generation. All the codes analysed mention this value referred to the moral and commercial rights of the users (SEDIC), of the users of the archives (ICA), of the employees of the organisation (SEDIC), the appropriate use of the information sources and their quotation (ECIA, EUSIDIC, IFLA); sharing information of third parties (AMETIC) and favouring the open access (SEDIC).

Subject 3: Labour Practices It refers to all the policies and practices related to the work carried out within and outside the organisation. There is a lot of legislation on this issue, but it is precisely at this point where the organisation should go a step further. The issues considered are: (1) Employment and employment

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relationships; (2) Conditions of work and social protection; (3) Social dialogue; (4) Health and safety at work and (5) Human development and training in the workplace. On a practical level this supposes carrying out actions about the working conditions, the protection of the health of workers, the human development and training, freedom of association and creation of communication mechanisms between the diverse parties of influence in the organisation. Two fundamental ideas from the ethical level are (Garrigues & AENOR, 2012) respecting the full right of the workers not to suffer reprisals or damage of any type and make the representatives of the different groups’ participant in decision-making, especially when affecting the employees. The deontological codes have focused this point on the ethical value professionalism, and they refer to achieving some fair working conditions (SEDIC) and not to be discriminated against in the employment (IFLA); maintaining the dignity of the profession (SEDIC); taking part in associations (SEDIC); respecting the principle of provenance and following the archival practices (ICA); avoiding conflicts of interests (ECIA); assuming the responsibility of the work of subcontracted workers (EUSIDIC); professional competence (AMETIC) and use of Internet and correct infrastructure conditions at work (AMETIC). Finally the deontological codes allude to the duty of the continuous training and retraining of the people who take part in the organisation (IFLA, ECIA, ICA, SEDIC).

Subject 4: The Environment This subject approaches the impact that the organisations have with regard to the environment under some basic

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principles as a consequence of the Rio Declaration on Environment and Development (Rio, 1992): environmental responsibility, environmental risk management and accepting the consequences of the facts. The issues included in this subject are: (1) Prevention of pollution, (2) Sustainable resource use; (3) Climate change mitigation and adaptation and (4) Protection of the environment, biodiversity and restoration of natural habitats. About issue 1, the actions considered are related to the identification of pollution and waste sources, prevention measures, involving in the local communities or the training on environmental matters. Our working environments must become familiar with the use of sustainable resources taking into account: the energy efficiency, the use of water, the efficiency in the use of materials, promoting sustainable procurement, saving energy, making a sustainable use of new technologies, of the urban use (building, construction), and of products from sustainable suppliers. In the deontological codes, the respect for environment is part of the ethical value social responsibility or directly the respect for the environment is mentioned (AMETIC). In any case, it refers to the sustainable services, sustainable equipment and to the use of sustainable technologies (SEDIC).

Subject 5: Fair Operating Practices With this heading the Standard refers to the ethical conduct of an organisation in its transactions with other organisations, its relationships with the government agencies, partners, suppliers, contractors, customers, competitors or associations. The five issues are: (1) Anticorruption, (2) Responsible political involvement, (3) Fair competition, (4) Promoting SR in the value chain and (5) Respect for property rights.

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The actions refer to avoiding bribery involving public officials, avoiding conflicts of interest, trading in influence and obstruction of justice. For that purpose the organisation must set an example through its leaders, train the employees and create a system of fight against corruption. As for the political involvement, the organisation must be transparent with the policies, train the employees and avoid political contributions that could mean an attempt to control in favour of specific causes. Also the organisation must be concerned about anticompetitive behaviour, promote employees’ awareness, be mindful of the social context in which it operates and not take advantage of the social conditions to achieve a competitive advantage. What is more, the organisation must integrate ethical, social and environmental criteria into its policies and purchase practices, as well as fair pricing, delivery times and stable contracts. Finally, physical and intellectual property, copyrights, patents, moral rights and employees’ property must be respected. It must not engage in activities that violate property rights (piracy, counterfeiting, not paying fair compensations) always taking into account the needs of the society, the human rights when it comes to exercising its physical and intellectual property rights. Several professional ethical values are involved in this subject, its issues and actions. The first one is the transparency in all the activities performed (IFLA), in the access to information (SEDIC). The respect for intellectual property as an ethical value has already been commented in a previous section “Subject 2: Human Rights”. Other practices appear in the codes and they are related to this subject and its issues. For instance, not benefiting from the acquisitions of documents in auctions or from collecting (ICA), not creating a false image of the competitors, not denigrating others (ECIA, AMETIC), avoiding conflicts of interest (AMETIC, ICA, ECIA, ASIMELEC), respect for the rules of other enterprises

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(ASIMELEC), no unfair competition (ASIMELEC), fair practices with suppliers (ASIMELEC) and no corruption (IFLA).

Subject 6: Consumer Issues About the customer, some basic principles must be fulfilled according to the guidelines of the United Nations on consumer protection and the International Covenant on Economic, Social and Cultural Rights. These are safety, being informed, making choices, being heard, redress, education and a healthy environment (Garrigues & AENOR, 2012).Other important principles are the respect for the right to privacy, the promotion of gender equality and the promotion of universal design. The organisation must be sensitive to the impact of its activities and address the needs of vulnerable groups. The issues of this subject are: (1) Fair marketing, factual and unbiased information and fair contractual practices; (2) Protecting consumers’ health and safety; (3) Sustainable consumption; (4) Consumer service, support, and complaint and dispute resolution; (5) Consumer data protection and privacy; (6) Access to essential services and (7) Education and awareness. The actions are related to not engaging in misleading, deceptive or unfair marketing practices, publishing the terms and conditions of products/services, responsible marketing for vulnerable groups, information related to the access to product/services and contracts without fair terms. Moreover the organisation must acquire the quality commitment in its products/services, it must establish mechanisms of complaints and suggestions and dispute resolution with the consumer adopting other regulations such as ISO 10001

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(2007), ISO 10002 (2014) and ISO 10003 (2007) on customer satisfaction. The customers/users’ data protection is another matter especially interesting. This protection must be applied during the whole management process: collection of the pertinent data, data acquisition in a legal way, and not disclosing data without the consent of the customer/user. Furthermore, it must provide information and education to the customer/user about everything related to the product/service. The codes express it in the lawful use of advertising or fair marketing practices (SEDIC, EUSIDIC ASIMELEC, IFLA), in the obligation of providing a quality service and continuous improvement as an ethical value (SEDIC, EUSIDIC, ASIMELEC, AMETIC). Another great ethical value appearing in all the analysed codes is the respect for privacy and confidentiality of the data and right to privacy of the users and customers (SEDIC, ICA, ECIA, EUSIDIC, ASIMELEC, AMETIC, IFLA).

Subject 7: Community Involvement and Development This subject gain special importance within the organisation that manage information, that is public and have a special influence on the community, such as public libraries. The Standard is based on the concept of community as a group of people who share the same characteristics within a virtual or physical environment, and formulates, as a primary objective of the sustainable development, the active participation of an organisation in the development of the community. For this matter, it is needed to identify the different stakeholders, knowing their needs and expectations and establishing communication channels for achieving

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a connection and knowing the level of satisfaction or dissatisfaction. In this context, it is interesting to talk about the evolution of the concept social action (Garrigues & AENOR, 2012). A philanthropic approach was traditional, practised by the management with the objective of returning to society what it had been provided through donations. Since 2000 the concept of social marketing tries to bring the organisation closer to the general public with the objective of generating positive publicising or inner motivation. Nowadays the emphasis is set on the social impact for managing a social change affecting the organisation, placing its strategy in fields related to what affects the most to society, and counting on a specific resources allocation. As a consequence a new concept called social innovation has arisen on the basis of guidelines as the programme Europe 2020 that consists of satisfying the social needs that are unmet by the state or the private sphere based on collaboration relationships with the citizenship. The community is essential for an organisation because it makes the organisation a constituent part of it, considers its different characteristics and recognises the value of working with partnerships. The issues related to this subject are: (1) Community involvement, (2) Education and culture, (3) Employment creation and skills development, (4) Technology development and access, (5) Wealth and income creation, (6) Health and (7) Social investment. In accordance with all this, the actions are geared by the organisations to taking account of not only the formal groups but also the informal ones (associations, Internet networks and traditional communities) and respecting the cultural, social and political rights of the groups. These must be consulted for establishing management priorities,

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participating in local associations, supporting the volunteerism and contributing to cooperation and development programmes. Education must be promoted at all levels and illiteracy must be eradicated. Traditional culture must be promoted and the cultural and bibliographical heritage must be protected. Similarly, employment creation and the use of new technologies must be fostered, the right of the community to knowledge and their access must be respected, and the organisation should involve in partnerships for the technological development. The economic and social impact on the community must be considered, as well as working with local suppliers, fostering the efficient and fair use of the resources and establishing lasting programs and partnerships with vulnerable groups. Finally the dependency of the community on philanthropic activities of the organisation must be avoided, as well as developing entrepreneurial initiatives of the community and informing the community of its initiatives. Access to information is the ethical value present in the deontological codes that reflects in a better way the relationships between community, society in general and the organisation. It appears linked to the nondiscrimination for any reason for its access (SEDIC, ICA), the transparency (SEDIC, IFLA, ICA), the implementation of open access policies in the community (SEDIC, IFLA), the gratuity or low pricing of services (SEDIC, IFLA). Also the respect for the ideological diversity (SEDIC), the access to an own language and multiculturalism (IFLA). The preservation and conservation of the cultural heritage is another of the ethical values of the profession in connection with the community that implies knowledge and heritage (SEDIC, CIA), integrity and accessibility to documents as testimony of the past (ICA), and protection of the local creativity (IFLA).

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In the same way, informational literacy (SEDIC, ICA, IFLA) has to do with learning in the search and use of training and, more specifically, with the use of new technologies (IFLA). The cooperation (ICA, SEDIC, ECIA) finally, contributes to the realisation of development projects and the use of new technologies. A comparison between the elements of the ISO Standard 26000:2010 and the contents of the Codes of Ethics can be found in Table 5.1.

HOW TO IMPLEMENT SOCIAL RESPONSIBILITY IN AN ORGANISATION The latest chapter of the ISO Standard 26000:2010 offers some orientations about the integration of SR in the whole organisation. As mentioned earlier, nowadays the organisations of our sector practice SR as a punctual activity performing numerous initiatives that are not systematised, some consider it as a strategic line or transversal axis of the strategic plans, and others incorporate a SR management system using self-designed commercial tools. In any case the ISO Standard 26000:2010 can be implemented in any organisation focusing on some key factors specified in the Standard itself: (1) The relationship of an organisation’s characteristics to SR, (2) The relevance and significance of core subjects and issues and (3) The process of planning and implementation of SR actions as a part of the organisation management. These three factors lead the process of implementation in various phases: (1) Information and awareness; (2) Commitments,

TABLE 5.1 Relationship Between Elements of the ISO Standard 26000 and Codes of Ethics Core Subjects

Issue

Actions

Codes of Ethics

Governance

Processes and structures for the decision making

Strategic plans Levels of authority Accountability Communication Stakeholders Adjusting processes

Loyalty to the institution Transparency Obeying the law Quality Professional secrecy Integrity, honesty, courtesy and respect

Human Rights

Due diligence Risk situations Avoidance of complicity Resolving grievances Discrimination and vulnerable groups Civil and political rights Economic, social and cultural rights Rights at work

Policies and means Partnerships Resolution mechanisms Vulnerable groups Freedom of expression Fight against censorship Property right Education Equal opportunities

Protection of the environment Impartiality Intellectual freedom Access to information Intellectual property Education Professionalism Working conditions Neutrality Child protection Gender equality (Continued )

TABLE 5.1 (Continued) Core Subjects

Issue

Actions

Codes of Ethics

Labour practices

Employment and employment relationships Woking conditions and social protection Social dialogue Health and safety Development and training

Equal opportunities Data protection Labour practices Fair conditions Respecting costumes Family life reconciliation Remuneration Schedules Freedom of association Training and retraining

Professionalism Data privacy Working conditions Suppliers Associationism Training and professional retraining Archival practices Principle of provenance Conflicts of interests

Environment

Prevention of pollution Sustainable resource use Climate change mitigation Environment protection Urban environment restoration

Identification and measures of pollution prevention Use of chemical products Energy efficiency Use of water and materials Use of energy and other resources Recycled materials Sustainable acquisitions Sustainable consumption Emissions Adaptation to climate change Impact Sustainable suppliers

Respect for the environment Social responsibility Services, equipment and sustainable technologies

TABLE 5.1 (Continued) Core Subjects

Issue

Actions

Codes of Ethics

Fair operating practices

Anticorruption Responsible political involvement Fair competition Responsibility in the value chain Respect for property rights

Identification of anticorruption practices in employees and suppliers Employees awareness Transparency Politicians influence Obeying the law Fair purchase practices Stable contracts Practices that respect the property

Fair practices with suppliers Copyrights and intellectual property Transparency Access to information Nonpersonal benefit Conflict of interests Respect for other organisations Professionalism

Consumer issues

Fair contractual practices Fair marketing practices Health protection Sustainable consumption Customer care services Data privacy protection Access to essential services Education and awareness

Transparency Lawful marketing activities Quality in products and services Accessibility Education and Training Sustainable acquisitions Truthful and reliable information Access Reasonable prices Data protection

Quality of services Intellectual property Privacy Confidentiality Education and retraining Fair marketing practices

(Continued )

TABLE 5.1 (Continued) Core Subjects

Issue

Actions

Codes of Ethics

Community involvement and development

Active involvement Education and culture Employment creation Technology development and access Wealth and income creation Heath Social investment

Attention to vulnerable groups Participating in local associations Relationships with the local government Volunteerism Development programmes Information literacy Cultural activities Protection of the cultural heritage Impact on technologies selection Employment Learning Partnerships Technology dissemination Economic and social impacts on the community Local products and suppliers Obeying the law Social investment projects Partnerships

Information Literacy Preservation and conservation Training Obeying the law Cooperation Access to information Impartiality Transparency Open Access Gratuity of services Respect for the diversity Multiculturalism Integrity of the documents Protection of the local creativity

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policies, principles, values and deontological code; (3) Stakeholders identification; (4) Analysis of the situation; (5) Planning and implementation of the actions and (6) Assessment and communication. We start from the collection of a series of data referred to the type, purpose, nature and size of the organisation, the legal and ethical framework, the social, economic and environmental characteristics of its action area, any other previous activity developed in relation to SR, the mission, vision and values statement, the ethical principles and code of conduct, the structures for the decision making and the value chain of the organisation. The role of the top management is crucial for the creation, development and communication of the SR to the whole organisation. For this purpose, it should: G G

G

G G G

G G

train and make the employees aware of SR; define mission, vision and values and establish a policy based on the principles of SR; elaborate a code of conduct based on the subjects and issues of the Standard; identify all the stakeholders; establish strategic plans with measurable objectives; incorporate specific actions as a part of the policies, processes and proceedings related to SR; provide the necessary resources; decide if an office responsible for the SR is established and if a management system of the SR is implemented.

Values and work environment studies are fundamental for knowing the penetration rate of ethical behaviour in the organisation, helping to identify the values that the organisation should abide by, and make the code of conduct public for the achievement of its fulfilment.

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As a part of the characteristics of the organisation, we find the identification of stakeholders, their relationships and their involvement with it. We have already mentioned before the importance of knowing the relationships between organisation, society and the concerned parties with the objective of knowing the needs and expectations of all the groups, the impacts of the activities and decisions or tensions that could arise between them. If an organisation has implemented already a system of quality management, this process of identification and knowledge of the stakeholders is easier and solely those aspects that, from the point of view of the Standard, have not been considered, must be added. Anyway, processes and proceedings, the areas or departments of the organisation can help to establish this relationship of groups, internal or external, formal or informal. Each stakeholder must mix with some communication channels identified for establishing a twoway communication. This process of identification and communication with the stakeholder must be based on an ethical relationship. The recognition of the sphere of influence of the organisation seems equally interesting for knowing the relationships established with other organisations, the dependency on a parent organisation that determines the economic resources and its relations of political and legal authority; or for determining the influence of the public opinion. Similarly, this exercise of influence must be guided by an ethical behaviour and by the principles recognised by the Standard. Once collected the initial information, identified the stakeholders and recognised the sphere of influence of the organisation and known the fundamental core subjects and their issues (appearing in Chapter 6 of the Standard), it is a matter of establishing which subjects must be worked

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further and, as a part of them, which issues are we going to focus on for proposing actions of SR. Stakeholders’ participation is important in this part for collaborating on this decision. To the diagram of definition of stakeholders, their characteristics and communication channels, we can add the core subjects and issues to be considered and their relationship with the ethical values. For instance, if it is a public library, the subject Community involvement and development will have special importance, and the issues education and culture or technology development and access can be the most significant, and they relate to the ethical values of informational literacy and access to information. However, we must also take into account that the subject human rights in its different issues will always be present, as well as the subject environment or the customers’ issues. We remember then, as mentioned previously, that the subjects are interrelated and, due to this, the election or prioritisation will never have as a result one and only subject neither one nor only issue, but several that probably will be interconnected according to the organisation. With all the information gathered so far, the organisation will be able to prioritise the most relevant core subjects and issues for carrying out specific actions. As a part of this process it is about analysing the impacts of the organisation’s activities regarding the issues and the concerned parties. For this reason the information provided by the different stakeholders is important. This prioritisation can be based on the following criteria (Garriges & AENOR, 2012): G

The degree of impact on the interested parties and the sustainable development, the risk, the potential effects of acting or not, the level of concerning about the issue,

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G

G G

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its relevancy, the expectations of the society or the real interest of the concerned parties. The fulfilment or not of the law, the degree of coherence with the international behaviour of conduct, the ethical norms and better practices. The period for achieving results, ease of implementation. How to adapt to the strategic plan.

For instance, in a given context, does a public library find priority in the involvement of the community through an action of international literacy or of preservation of the cultural heritage? Which are the legal norms referring to each one of the actions? Which ethical value prevails according to the context? Which investment of resources and time is necessary? Is there availability? Does it take part in the lines and objectives set in the current Strategic Plan of the organisation? Does it take part in the lines and objectives of the Strategic Plan of the parent organisation? Actually, what it must be achieved is the recognition of these actions as a part of the strategic plan of the organisation, according to the mission, vision and values and the objectives formulated. This is what the ISO Standard 26000 refers to when talking about incorporating SR within the governance, systems and processes of an organisation. The last phase of the planning process is monitoring and reviewing the practices of SR. This measuring is performed starting from the feedback obtained from the communication with the concerned parties, the degree of fulfilment of the objectives, the use of quantitative and qualitative indicators for measuring these objectives and actions carried out, the regular inspections and the comparison with other organisations that have implemented actions of SR similar to ours. Communication is an important element in the SR of an organisation. When defining stakeholders, we put them in relation

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with some communication channels that allow providing in every moment two-way information. Communication is considered fundamental for establishing commitments, agreements and knowing the progress in every aspect and, above all, it is considered essential for increasing the credibility of the organisation. This aspect, important when talking about SR, can be fostered starting from the participation of the organisation in associations, or other organisations that promote SR, the establishment of conflicts resolution mechanisms (complaints and suggestions, mediation processes and models of ethical conflicts resolution), elaborating the final report of SR or adopting independent certification mechanisms. The final report of SR, also known as sustainability report, is a voluntary report but it is considered an important communication instrument between the stakeholders and the commitments acquired by the organisation on sustainable development since the results on the three basic pillars of sustainability appear detailed.

TOWARDS A SOCIAL RESPONSIBILITY CERTIFICATION At the beginning of this chapter we commented a particular feature of the ISO Standard 26000:2010 with respect to the rest of ISO standards; it is not certifiable since, as we said, it contradicted the spirit of the norm. However, in Annex A of the Standard, a series of models and tools appears for implementing SR whose aim is to get a certification, always from an independent organisation from ISO. Opting or not for a certification of SR depends on the type of organisation, whether it is public or private, and on the characteristics of the sector to which it belongs.

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It goes without saying that the private sector is more familiar with the certification but, nowadays, the public sector is starting to be so as well, as a consequence of the application of norms and quality management models (ISO 9001, EFQM) of which we discussed in Chapter 4, The Quality Management Contribution to the Ethical Behaviour of the Organisation, and for which the ISO Standard 26000 supposes an interesting supplement for its management. These institutions use to possess, furthermore, environmental certificates (ISO 14001:2004) and of other issues; for instance, the Standard SA8000 focused on the work conditions of the employees. Regarding the decision of not certifying a management based on ethical behaviour, there is no doubt that the ethical principles and values play a fundamental role in the management of organisations with an important social transcendence. Nevertheless the ethical behaviour is not acquired by certification but for an intrinsic conduct of people working in the organisation and it is not about an application but an integration from the three levels that we have already mentioned: individual, professional and organisational. However, verifying this ethical behaviour can be considered necessary and, thus, different organisations have created tools for the realisation of ethical audits with the purpose of demonstrating that there exists an ethical behaviour and that this integrates into the organisation in a standardised and complete manner. Moreover, there exists a long tradition in the field of ethics since the 1970s in countries such as United States, United Kingdom or Italy in the sphere of the private company, although the challenge is actually found in carrying it out within the public sector. Out of the various existing possibilities of ethical certification in an organisation we could highlight the SGE 21

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(latest review in 2016) by Fore´tica (2017) (Forum for the Ethics Management), first European standard of certification for the ethical management in organisations through their top managers, the implementation of an ethical management system (EMS) in the organisation and developing an ethical certification for enterprises and entities. It is a technical norm that contains a sample document about the Politics of the Ethical Management of the organisations, an Institutional Code of Conduct and a Code of personal conduct. The norm also regulates the whole process of audit of the certification (Lo´pez & Va´zquez, 2002). The RS 10 by AENOR is result of the AENOR authorisation in 2011 by the Spanish Ministry of Science and Technology to assume functions of standardisation within the field of ethics. It allows the certification and establishes the requirements of an SR management system according to the ISO 26000:2010 and it is compatible with the norms of quality management 9001. RS 10 has been replaced by IQNET SR 10. The Standard SA8000, Social Accountability 8000 (latest review in 2014), has been created by the Social Accountability International (SAI, 2014), an NGO from the United States for answering the ethical concerns related to working conditions; and it is equally based on strategies of the ISO quality management, so it constitutes a supplement to the quality certification of an organisation. IQNET SR 10 (ICN, 2015) is a voluntary norm, certifiable and approved by IQNET (The International Certification Network) about the basis of the ISO Standard 26000:2010, which it implements with absolute accuracy. It is compatible with other management systems based on the ISO Standard (ISO 9001, ISO14001) and with Excellence models (EFQM) since it leans on the PDCA methodology. It is considered the most thorough and demanding standard about SR management systems at an international level.

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Finally, we can highlight the Global Reporting Initiative guide (GRI, 2016) as the most used international reference by the organisations for elaborating sustainability reports. It is based on the use of indicators for assessing the three dimensions of sustainability, economic, social and environment. Depending on the information included and the number of indicators used, the Report is self-assessed by the organisation that marks it with an A, B or C. In addition, a verification can be carried out by a third party, what it would lead the Report to be marked with A 1 , B 1 or C 1 depending on the information included. It already has several versions and, at present, the G4 version is renewed when incorporating the concept of materiality, which implies taking into account really critical issues for complying with the objectives and administrating the impact on society. Nevertheless, the G4 Guidelines will be replaced in 2018 by the GRI Standards published in 2016.

CASE STUDY The University of Ca´diz (UCA) in Andalusia, Spain, is one of the three leading Spanish universities in SR, first in owning the Sustainability Report externally verified with a B 1 mark according to the criteria of the Global Reporting Initiative (GRI G4) and the certification of Bureau Veritas with the mark of approval according to the G4 approach. In the Report of the school year 2006 07 appears the first reference to SR, stating that it joins the group of institutions that have SR as a reference for their management. In 2007 the Forum of Social Councils of the Public Universities of Andalusia (2017) initiated a call for the elaboration of a project for creating a model of SR Report of the Andalusian University System according to the GRI

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criteria (2008). The award of this project puts the University of Ca´diz in the lead of University Social Responsibility in Spain. In 2014 the 1st International Sessions of USR were held, gathering 50 European and Latino American universities for creating the Observatory of University Social Responsibility. The normative reference is found in Europe 2015 Strategy of the European Commission that sets the objective for all the universities to count on a project of USR approved by the Government Council and the Social Council, disseminated and known in the sphere of the university community; and in Europe 2020 Strategy, on growth in the European Union through employment, climate change, sustainability, active citizenship, creativity and innovation. The Spanish Strategy of RSE 2014 20 contributes to the management of sustainable development models and to disseminating the values of the RSE in society. The University of Ca´diz is affiliated with the Campus of International Excellence program promoted from Europe 2015 Strategy (Gonza´lez, 2015). The SR appears reflected in different articles of the statutes of the University of Ca´diz (2011) alluding to defence of the social, cultural and economic development and social welfare, promotion of the own social and individual values, consciousness of solidarity, respect for environment, healthy living, policies in favour of peace and support to the scientific development of the Community of Andalusia and the province of Ca´diz. The UCA counts on the called Pen˜alver Code (Co´digo Pen˜alver, 2005), ethical code elaborated by the Rector Pen˜alver that was approved by Agreement of the University Staff in November 2005, and that rules the behaviour of the whole university community.

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This code is based on some lasting values: G

G

G

G

Freedom, pluralism, respect for the ideas, human rights, critical spirit and search for truth. Professional ethics, active and responsible citizenship, culture of peace and cooperation for a sustainable human development. Principles of solidarity and social justice, collective consciousness, plurality, equity and equal opportunities. Collaboration, cooperation, teamwork and networking.

Similarly, this code establishes behavioural patterns for the academic positions, the teaching and research staff, the administration and services staff, and the students. With regard to the Government Bodies the Vice-Rectorate of Social Responsibility, Cultural Extension and Services was created in 2013, in charge of managing the SR of the UCA and whose functions are: the voluntary work and social commitment of the university community, the coordination of the programmes of cooperation to development, the promotion of the human rights and social and solidarity actions, the coordination of environmental policies, the approach of the processes of university SR, the coordination and elaboration of a Programme of Social Responsibility with the collaboration of the Vice-Rectorates in the field of their competencies, and the coordination and elaboration of an Annual Report of the University of Ca´diz subjecting it to the verification of an independent certifying agency. On this Vice-Rectorate depend on all the services of the University Community, among which is the Area of Library and Archive. Along with the Vice-Rectorate of Planning, they both collaborate for the creation of a Report Improvement and Accountability Group for obtaining the Management Excellence Club following the model of quality management EFQM.

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The last Social Responsibility and Sustainability Report of the University of Ca´diz (2016) was elaborated with the new G4 version of the GRI that gives prominence to the impacts on society, emphasising a new concept called materiality or importance of the critical issues that the University must respond to. Twenty-one issues concerning the Stakeholders, which the University had to respond to, were identified and, among them, we highlight: (1) the internal code of conduct, (2) the environmental compromise, (3) the transparency in the relationship with the suppliers (elaboration of an ethical code of suppliers), (4) social action and development of the local community and (5) dialogue and commitment with the stakeholders. The Report shows numerous projects related to the subjects and issues that can be identified in the ISO Standard 26000:2010, especially on the environmental matters. There are action commitments that appear related to the three pillars of the SR in the University 11 (cultural), and that have been assessed using 162 indicators of the Sustainability Report GRI. In the section of general specifications appear the indicators that measure the existence of approved codes of conduct and development. The university also has a Declaration of environmental politics with a commitment to management, training and research and a campaign of awareness for reducing the consumption of water, paper, energy and packaging. It counts on a Point of Environmental Information and trains in water saving measures, paper consumption reduction and the consolidation of the Virtual Office of the UCA with the electronic signature of documents. The University of Ca´diz coordinates a Working group about curricular sustainability that is integrated into the Sectorial Commission of Environmental Quality, Sustainable Development and Risks Prevention (CADEP) of the Rectors Conference of the Spanish Universities

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(CRUE) where the inclusion of sustainability criteria in the university curriculums is analysed. The communication with the stakeholders is carried out through multiple channels, different social networks, publications of internal nature and media. There exists, furthermore, a Customer Care Mailbox (BAU) and the so-called Proyecto Opina that allows the opinion of the participants in the cultural activities of the university through an online survey. Communication is continuous with the stakeholders, publishing reports, briefings and data of the whole activity, publication of several magazines and newsletters. Through the Transparency Portal (2017), the university spreads all the institutional information according to the Spanish legal regulation (transparency law) and the ethical principle that can be identified in the ISO 26000:2010. This Report has been verified by Bureau Veritas obtaining the mark of approval essential with the guide G4 and it has obtained the certification with the mark B 1 according to the criteria of the GRI. SR appears as a transverse strategy for the first time in the 2nd Strategic Plan of the University of Ca´diz 2015 2020 (2014): it expects to contribute to the improvement of the sustainability within its local, regional and global surroundings in the triple dimension: social, economic and environmental; based on a strength that is the commitment of transparency, sustainability and SR of the whole University and on a critical fact of success and the visibility of the results of the RSU on society. In this period the university has the project of adapting its management to the standard 26000:2010. The Area of Library and Archive belongs to the ViceRectorate of Social Responsibility, Cultural Extension and Service, as we mentioned previously. It has got the

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European Seal of Excellence 500 1 , given by the Management Excellence Club and the 5 Stars Excellence award, given by the European Foundation for Quality Management, becoming a reference for good practices at a national and European level. It belongs to the Group of Libraries committed to the Excellence along with other four Spanish universities. It also got in 2004 the Certificate of Quality of the National Agency for Quality Assessment and Accreditation (ANECA) in Spain. Apart from the own regulations of the University to which it belongs, as university library, it must take into consideration the guidelines of the Spanish University Libraries Network (REBIUN) that behaves as a sectorial commission for the Rectors Conference of the Spanish Universities (CRUE) in the new objectives related to SR. According to the REBIUN report (Marraud, 2013) the university library must integrate in the SR from two points of view: the involvement of the library with the institutional initiatives of SR of the parent organisation, and the application of sustainability criteria in its triple dimension 11 with respect to the resources and services of specifically library nature. With respect to the second point of view, the library must focus on: the buildings (consumption and adaptation of spaces), the collections (resource-sharing, reutilisation, consumption reduction and recycling, electronic media, environmental impact of the digital materials, technological waste, higher paper consumption, recruitment in consortia, licensing negotiating and open access), the processes (implementation of the e-administration, redesign of processes for the improvement, creation and maintenance of repositories), users training (responsible behaviour training) and the activities of cultural extension. Also the 3rd Strategic Plan of REBIUN 2020 (REBIUN, 2012) commits to maintaining the quality and sustainability

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of the university libraries and the loyalty towards the values of the institution. The library and archive of the UCA contribute to the objectives of SR of the University through the activities of a Committee of Social Responsibility created in 2009. It has elaborated a Deontological Code (2008) based on the Pen˜alver Code, with the values that we have highlighted before, but finding this time as well the own values of the professional ethics of libraries and archives, in the execution of the profession, in the service to users, in the documentary stock, in the relationships between colleagues, in the contribution to the improvement of the profession with training and updating, and in the collaboration with the teaching. The values that the library itself highlights from this Code are: (1) work collaboratively along with the university, (2) cooperate with other libraries and archives, and (3) respect for the environment setting and example for recycling and resources and energy saving. The Action Plan 2013 15 of the Committee of Social Responsibility (2013) counts on a 4th strategic line for progressing on its policies of sustainable development, in this case with actions of higher interaction with society. For this purpose, they highlight four action points: (1) The valuation of the Area of Library and Archive in the society by conducting surveys, the presence on media and the recognition through prizes; (2) Obtaining proofs of the activities as an active part of the society, starting from the conventions and agreements with local entities, activities for external groups, training of the staff in SR and participation in external events; (3) The University Plan of books, reading and writing promotion and a group of activities related to reading habits within and outside the University;

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(4) Actions related to the Environment, materials recycling and supply control policies, and needs of special users, adapting the reading positions, the computers and the rules of the services (loan service). The Operative Plan 2016 (2017a) includes the rehabilitation of spaces and technological changes in the information management system. Analysing the activity of the Library and Archive of the University of Ca´diz it can be observed that it meets the expectations of SR posed by its parent institution and by the guidelines defined by REBIUN in the field of the Spanish university libraries. The commitment with the parent institution is quite strong, engaging itself with the actions of SR according to the ones posed by the same one related to environment, a higher involvement with society and dialogue with the stakeholders. These points appear materialised in actions such as the project Responsible Library (Biblioteca Responsable, 2017b) for training in environmental sustainability of the members of the university community, and the recycling and sustainable use of paper materialised in the project Write Green (Escribe verde). The higher relationship with society also implies numerous projects among which it stands out the attention and availability of spaces for disabled people and Plan of Promotion of reading habits, which made it receive an award. About the dialogue with the stakeholders, it is demonstrated by the line of actions previously mentioned related to the surveys for knowing about the opinion of the users. In line with the parent institution are found its commitments with the staff of the library and the archive when it comes to Training (among the courses given stands out a course of professional ethics), the continuation of the Welcoming Plan for the new

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employees and the Award for Initiative and Creativity. Also, in the policy of suppliers selection, that must fulfil the ISO standard 14001:2004 and, in addition, they give preference to those who collaborate on development cooperation. In respect of the fulfilment of the requirement on the part of REBIUN, the library takes actions of SR when it comes to the adaptation of spaces, reduction of consumption and recycling, management with suppliers and management of processes and improvement; and this is demonstrated with the maximum certification got of the EFQM Excellence Model (500 1 ), in the management of the interlibrary loan with less favoured areas at zero cost, in the training in a responsible behaviour for its environmental projects and in the activities of cultural extension for its Promotion Plan of reading habits for the university community and the society in general. If the Library and Archive of the University of Ca´diz adapt to the ISO Standard 26000:2010 as its parent institution, it will make its SR project more substantial and integrative, incorporating to its strategic plans the matters of SR as strategic lines and objectives; and it will be able to measure its performances and decide whether certifying its management as a supplement to other quality certifications.

REFERENCES Asociacio´n de Empresas de Electro´nica, Tecnologı´as de Informacio´n, Telecomunicaciones y Contenidos digitales (AMETIC) (2012). Co´digo e´tico de Buen Gobierno. ,http://ametic.es/sites/default/files//Codigo% 20Buen%20Buen%20Gobierno.pdf.. Accessed 20.04.17. Asociacio´n Multisectorial de Empresas Espan˜olas de Electro´nica (ASIMELEC) (2005). Co´digo de deontologı´a profesional de las empresas proveedoras de servicios de Internet de ASIMELEC. ,http://pendientedemigracion.ucm.es/ info/cyberlaw/actual/6/codigoasimelec.html.. Accessed 12.04.16. Co´digo Pen˜alver: co´digo e´tico de la Universidad de Ca´diz (2005). ,http:// www.uca.es/es/es/nuestra-universidad.. Accessed 24.04.17.

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European Association of Information Services (EUSIDIC) (1994). Code of practice for information brokers. Co´digo de conducta para mediadores de informacio´n. Madrid: CINDOC. , http://hdl.handle.net/10261/ 36897 .. Accessed 20.06.17. European Council of Information Associations (ECIA) (1999). Code de´ontologique de L’ECIA. ,http://www.adbs.fr/code-deontologique-de-l-ecia1980.htm?RH 5 ACCUEIL.. Accessed 24.04.17. Fore´tica (2017). SG 21 Sistema de Gestio´n E´tica y Socialmente Responsable. , http://www.foretica.org/norma_SGE_21.pdf .. Accessed 20.06.17. Foro de Consejos Sociales de las Universidades Pu´blicas de Andalucı´a (2017). ,http://www.runiversitaria.org/web/.. Accessed 24.04.17. Garriges & AENOR (2012). Principios, pra´cticas y beneficios de la responsabilidad social. Madrid: AENOR. Global Reporting Initiative (GRI) (2016). Consolidated set of GRI sustainability reporting standards 2016. , https://www.globalreporting.org/ standards .. Accessed 20.06.17. Gonza´lez Alca´ntara, O. (2015). La RS en las universidades espan˜olas 2014 2015. ,http://j.mp/lWuLNxN.. Accessed 24.04.17. International Council on Archives (ICA) (1996). Co´digo de e´tica profesional. ,http://www.ica.org/sites/default/files/ICA_1996-09-06_%20of%20ethics_ ES.pdf.. Accessed 24.04.17. International Federation of Library Associations and Institutions (IFLA) (2012). Co´digo de e´tica de la IFLA para bibliotecarios y otros trabajadores de la informacio´n. ,http://www.ifla.org/files/assets/faife/codesofethics/spanishcodeofethicsfull.pdf.. Accessed 24.04.17. International Certification Network (ICN) (2015). IQNET SR 10. Social responsibility management systems requirements. , http://www.cavala. es/pdf/SR10_eng.pdf .. Accessed 20.06.17. ISO 10001:2007 (2007). Quality management. Customer satisfaction. Guidelines for Codes of Conduct for organisations. Rev. 2015. , https:// www.iso.org/standard/38449.html .. Accessed 20.06.17. ISO 10002:2014 (2014). Quality management. Customer satisfaction. Guidelines for complaints handling in organisations. , https://www.iso. org/standard/65712.html .. Accessed 20.06.17. ISO 10003:2007 (2007). Quality management. Customer satisfaction. Guidelines for dispute resolution external to organizations. Rev. 2015. , https://www.iso.org/standard/38449.html .. Accessed 20.06.17. ISO 26000:2010 (2010). Guidance on social responsibility. ,http://www.iso. org/iso-26000-social-responsibility.html .. Accessed 20.06.17. Lo´pez Cabarcos, M. A., & Va´zquez Rodrı´guez, P. (2002). Puede certificarse el comportamiento e´tico? SA 8000. Investigaciones Europeas de ?

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Direccio´n y Economı´a de la Empresa, vol. 8 (N. 2), 133 148. , http:// redaedem.org/articulos/iedee/v08/082133.pdf . . Accessed 22.06.17. Marraud, G. (2013). Las bibliotecas y la RS universitaria: informe de REBIUN. In XIII Jornadas Espan˜olas de Documentacio´n FESABID, Toledo, 24 y 25 de mayo. , http://eprints.rclis.org/20107/1/RS% 20Rebiun_Fesabid%202013.pdf .. Accessed 20.06.17. REBIUN (2012). III Plan Estrate´gico REBIUN 2020. ,http://www.mcu.es/bibliotecas/docs/MC/ConsejoCb/CTC/Bib_Univ/Planestrategico2020.pdf.. Accessed 24.04.17. Rio Declaration on Environment and Development (1992). ,http://www. unesco.org/education/pdf/RIO_E.PDF.. Accessed 24.04.17. Social Accountability International (SAI) (2014). SA8000:2014. , http:// www.sa-intl-org/index.cfm?fuseaction5page.viewpage&pageid51689 .. Accessed 20.06.17. Sociedad Espan˜ola de Documentacio´n e Informacio´n Cientı´fica (SEDIC) (2013). Co´digo deontolo´gico de SEDIC. , http://www.sedic.es/profesionales/codigo-deontologico . Accessed 20.06.17. UNE_ISO 26000 (2012). Guı´a de responsabilidad Social. Madrid: AENOR. Universidad de Ca´diz (2011). Estatutos. , http://www.uca.es/secretaria/portal.do?TR 5 A&IDR 5 1&identificador 5 8322 .. Accessed 20.06.17. Universidad de Ca´diz (2014). II Plan Estrate´gico 2015 2020. ,http://destrategico.uca.es/wp-content/uploads/2017/05/II-PEUCA-DocumentoResumen-v.-3.0-marzo.pdf .. Accessed 22.06.17. Universidad de Ca´diz (2016). Memoria de Responsabilidad Social. Curso 2015 2016. ,http://transparencia.uca.es/wp-content/uploads/2017/03/ memoria-rsc-2015-16.pdf.. Accessed 20.06.2017. Universidad de Ca´diz (2017). Portal de Transparencia. ,http://www.transparencia.uca.es.. Accessed 24.04.17. ´ rea de Biblioteca y Archivo (2008). Co´digo Universidad de Ca´diz. A ´ Deontolo´gico del Area de Bibliotecas y Archivo. ,http://www.archivo.uca. es/area/biblioteca/Sobrelabiblioteca/Documentos/CodigoDeontologico.. Accessed 24.04.17. ´ rea de Biblioteca y Archivo. Comite´ de Universidad de Ca´diz. A Responsabilidad Social (2013). Plan de Actuacio´n 2013 2015. ´ rea de Biblioteca y Archivo (2017a). Plan operativo Universidad de Ca´diz. A 2016. ,http://www.biblioteca.una.es/Sobrelabiblioteca/gestionyorganizacion/planoperativo.. Accessed 24.04.17. ´ rea de Biblioteca y Archivo (2017b). Biblioteca Universidad de Ca´diz. A Responsable. ,http://biblioteca.uca.es/sobrelabiblioteca/Responsabilidad Social.. Accessed 24.04.17.

Index Note: Page numbers followed by “f” and “t” refer to figures and tables, respectively.

A Access to information, 145 Accountability, 131 ACRL. See Association of College and Research Libraries (ACRL) Active neutrality, 38 Agora libraries, 7 8 Altruism, 54 American Library Association (ALA), 55 56 AMETIC, 134 136 ANECA. See Certificate of Quality of National Agency for Quality Assessment and Accreditation (ANECA) Applied Ethics, 27, 30 ASIMELEC, 134 136 Association of College and Research Libraries (ACRL), 6 7 Autonomous Community, 42 43 Autonomy, 54

B Biblioteca Responsible, 165 166 BUG. See University Library of Granada (BUG)

C CADEP. See Sustainable Development and Risks Prevention (CADEP) Care, ethical principles, 62 63 Censorship, 34 35, 38, 41 42, 44 45, 137 Certificate of Quality of National Agency for Quality Assessment and Accreditation (ANECA), 117, 162 163 Certification, 13 14, 69 70, 78, 98 99, 156 157 Civic Ethics, 27

Code of ethics for organization, elaboration of, 61 67 Codes of conduct, 11 12, 53, 161 Coherence, 81 Common Good, 10, 16 17, 25 26, 28, 34 Communication, 81, 154 155 Community in general, 66 67 involvement and development, 143 146, 153 Competence of employees, 95 Compliance of rules, model based on, 32 Comprehensive System of Management (CSM), 119 121 Computing ethics, 58 59 Conference of Rectors of Spanish Universities (CRUE), 12, 161 163 Conflicts resolution, 39 40, 69 70, 132, 154 155 Consejo Superior de Investigaciones Cientı´ficas (CSIC), 54 Consumer issues, 142 143 Continual improvement, 80 Cooperation, 146 Copyright, 34 35, 55 56, 64 66, 70, 128, 131 132, 141 Coregulation, 11 Corporate Social Performance (CSP), 8 9 Councillorship of Culture, 42 43 Creative Commons Licences, 64 65, 121 122 CRUE. See Conference of Rectors of Spanish Universities (CRUE) CSIC. See Consejo Superior de Investigaciones Cientı´ficas (CSIC) CSM. See Comprehensive System of Management (CSM) CSP. See Corporate Social Performance (CSP) Cultural heritage, preservation and conservation of, 145

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Index

Customer customers/user, 65 66 orientation, 79 Customer Care Mailbox (BAU), 162

D Decade of Education for Sustainable Development, 4 Decision making factual approach to, 80 model, 38 40 processes and structures, 135 Deontological Code (2008), 139, 164 of organization, 59 67 of profession, 55 59 of SEDIC, 70 71 Deontological norms, 44 Deontological value, 16 17 Dialogical ethics, 2 3 Digitisation, 6 7, 39 40 Due diligence, 136 137

E ECIA. See European Council of Information Associations (ECIA) Economic impacts, 16 17 Economy, Efficiency and Effectiveness (Three Es), 32 Education, 4 5 Education and culture or technology development and access, 153 Educational codes, 56 EFQM. See European Foundation for Quality Management (EFQM) EHEA. See European Higher Education Area (EHEA) Emerging values, 34 35 EMS. See Ethical management system (EMS) Environment, 139 140 Ethical dimension, 53 case study, 67 71 community and society in general, 66 67 customers/user, 65 66 deontological code organization, 59 67 profession, 55 59 elaboration of code of ethics for organization, 61 67 management team and public authorities, 62 63 professionals, 63 64

stakeholders theory, 60 61 suppliers and partnerships, 64 65 Ethical implications of EFQM model, 98 116, 116t customer results, 111 112 key results, 115 116 leadership, 103 104 partnerships and resources, 107 109 people, 106 107 people results, 112 113 processes, products and services, 109 111 society results, 113 115 strategy, 104 106 in ISO Standards 9001:2008 and 9001:2015, 84 98, 87t, 88t context of organisation, 87 89 improvement, 98 leadership, 91 92 operation, 96 performance evaluation, 97 98 planning, 92 93 processes, 90 91 stakeholders, 89 90 support, 93 95 Ethical management system (EMS), 12, 156 157 Ethical/ethics, 1, 69 70 audits, 156 behaviour, 132, 134 135 of organization, 76, 155 156 codes, 29 Committees, 29 conflicts, 128 resolution, 38 40 and culture of organisation, 69 70 institutionalisation, 28 29, 59 management, 156 157 model in organizations, 13 17 norms, 39 principles, 27, 61 62 theories, 10 thinking models, 40 values, 61 62 loyalty to institution, 136 Ethics Improvement Group, 120 121 Ethos, 1, 25, 27 ETSII-UPM. See Higher Technical School of Industrial Engineers of Polytechnic University of Madrid (ETSII-UPM) European Council of Information Associations (ECIA), 57 58, 134 136, 138

Index European Foundation for Quality Management (EFQM), 13 14, 77 78, 80 83, 123 components of, 100f ethical implications of, 98 116, 116t customer results, 111 112 key results, 115 116 leadership, 103 104 partnerships and resources, 107 109 people, 106 107 people results, 112 113 processes, products and services, 109 111 society results, 113 115 strategy, 104 106 European Higher Education Area (EHEA), 11 12 EUSIDIC, 136, 138

F Facts-based management, 81 FAIFE. See Free Access to Information and Freedom of Expression (FAIFE) Fair operating practices, 140 142 FORE´TICA. See Forum for Ethics Management (FORE´TICA) Fore´tica Report, 60 61 Formal documents, 28 29 Forum for Ethics Management (FORE´TICA), 156 157 Free Access to Information and Freedom of Expression (FAIFE), 5

G Geographical origin, 55 56 Global Learning, 4 5 Global Reporting Initiative (GRI), 14 GRI G4, 158 guide, 158 GRI. See Global Reporting Initiative (GRI) “Guidance on SR core subjects” approaches, 134

H High-level structure, 85 Higher Technical School of Industrial Engineers of Polytechnic University of Madrid (ETSII-UPM), 17 Holistic nature, 3 Honesty, 54

171

‘Human resources’ management, 94 Human rights, 136 138, 153 declaration, 137 promotion, 160 respect for, 133 134

I ICA. See International Council on Archives ICOM. See International code of museums (ICOM) IFLA. See International Federation Library Associations and Institutions (IFLA) Impact Assessment, 15 Individual ethics, 18 analysing context, 42 43 case study, 41 46 ethical conflicts resolution and decisions making, 38 40 identifying norm, 44 45 making assessment, 45 46 political representatives, 43 44 public sector ethics, 30 32 recognising conflict, 41 42 values, 8 12, 36t Informational literacy, 146, 153 Innovation, 7 8, 82, 85, 159 Institutionalisation of ethics, 3 Instrumental theories, 9 10 Integrative theories, 10 11 Integrity, 31 32, 34, 54, 145 in business relationships, 64 65 model based, 31 32 Intellectual Freedom, 34 37, 44 45, 56 57, 138 Intellectual property, 141 142 Intercultural ethics, 58 59 Intermediate model, 32 International Certification Network (IQNET), 157 International code of archives, 57 58 International Council on Archives, 134 135, 138 International code of museums (ICOM), 57 58 International Federation Library Associations and Institutions (IFLA), 5, 136, 138, 143, 146 code, 44 45 contributions, 5 6

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Index

International norms of behaviour, respect for, 133 IQNET. See International Certification Network (IQNET) ISO Standard 9000:2000, 13 14 ISO Standard 9000:2005-Quality Management Systems Fundamentals and Vocabulary, 77 ISO Standard 9001, 82 83 ISO Standard 16439:2014, 15 16 ISO Standard 26000:2010, 9 case study, 158 166 components of ISO Standard 26000:2010, 130f principles of social responsibility, 131 134 relationship between elements of ISO Standard 26000 and Codes of Ethics, 147t social responsibility certification, 155 158 core subjects, 134 146 implementation in organisation, 146 155 ISO Standards 9001:2008 and 9001:2015, 77 ethical implications in, 84 98, 87t, 88t context of organisation, 87 89 improvement, 98 leadership, 91 92 operation, 96 performance evaluation, 97 98 planning, 92 93 processes, 90 91 stakeholders, 89 90 support, 93 95

J Justice, 62 63

K Knowledge management, 95

L Labour practices, 138 139 Leadership, 79, 81, 91 92, 103 104, 119 120 Legal norms, 44 Librarians Association of Navarre, 43 44 Libraries, 7 8 activism, 38 Library Impact, 15 16

M Management models, 28 29 system, 13 14 of municipal libraries, 42 43 team, 62 63 Materiality, 161 Medias, report in, 45 46 Millennium Development Goals (MDG), 5 Mission, Vision and Values, 29, 32 33, 79 80, 92, 104 105, 119 120, 154 Municipal libraries, management system of, 42 43 Mutually beneficial supplier relationships, 80

N Neutrality, 38, 44 46, 62 63, 65 66, 138 Nolan Committee, 30 31 Nolan Report, 54 Norm, 44 45

O Occupational health and safety, 14 OECD. See Organisation for Economic Cooperation and Development (OECD) Open Access, 34 35, 64 65, 121 122 Open Working Group 8 (OWG), 5 6 Operative Plan 2016, 165 Operative values, 34 35 Organisation, 53, 60 deontological code of, 59 67 elaboration of code of ethics for, 61 67 organisational governance, 135 136 Organisation for Economic Co-operation and Development (OECD), 30 31 Organisational ethics, 1 2, 25, 27, 58 59 analysing context, 42 43 case study, 17 19, 41 46 context of sustainability, 4 8 ethical conflicts resolution and decisions making, 38 40 ethical management model in organizations, 13 17 etymological, 1 identifying norm, 44 45 making assessment, 45 46 political representatives, 43 44 public sector ethics, 30 32 recognising conflict, 41 42 SR in organizations, 8 12 values, 32 37

Index Organisational Strategic Plan, 105 106 OWG. See Open Working Group 8 (OWG)

P Partnerships, suppliers and, 64 65 Pen˜alver Code, 159 Perception analysis, 124 125 measures, 113 114, 123 124 of quality, 76 of satisfaction level of people, 112 113 Performance indicators, 97, 110 115, 123 124 Physical and intellectual property right, 138 Policies, 29 Political theories, 9 10 Principle of provenance, 37 Principles for Responsible Management Education (PRME), 11 12 Process approach, 79 80 Process Holders, 122 123 Processes based management, 81 Processes Chart, 75 76, 79 80, 91, 109 111, 120 121 Profession, deontological codes of, 55 59 Professional ethics, 25, 27 analysing context, 42 43 case study, 41 46 ethical conflicts resolution and decisions making, 38 40 identifying norm, 44 45 making assessment, 45 46 political representatives, 43 44 public sector ethics, 30 32 recognising conflict, 41 42 values, 32 37, 36t Professional profile, 69 70 Professionalism, 57 Professionals, 63 64 Proyecto Opina, 162 Public authorities, 62 63 Public ethics, 3 Public sector ethics, 30 32

Q QMS. See Quality Management System (QMS) Quality Management, 75 76, 127 128 case study, 117 125 activity key results, 124 125 customers results, 123

173

leadership, 119 120 partnerships and resources, 121 122 people, 121 people results, 123 processes, products and services, 122 123 society results, 123 124 strategy, 120 121 ethical implications of EFQM model, 98 116, 116t in ISO Standards 9001:2008 and 9001:2015, 84 98, 87t principles, 77 83, 84t Quality Management System (QMS), 13 14, 61 62, 75 76

R RADAR logic framework, 99 Redefined values, 34 35 Regulation, 11, 54 55 Regulatory, 56 Responsibility, 54 Responsible Library project, 165 166 Risks’ management, 92 93 Rule of law, respect for, 133

S SAI. See Social Accountability International (SAI) Self-assessment, 99, 102f, 105 Self-regulation, 11, 53 55 Smart Organisation, 7 Social Accountability International (SAI), 157 Social action, 144 Social ethics, 25 Social impact, 15 16, 80 82, 144 145 Social innovation, 144 Social marketing, 144 Social Responsibility (SR), 1 2, 54, 58 59, 66 67, 127 certification, 155 158 core subjects, 134 146 community involvement and development, 143 146 consumer issues, 142 143 environment, 139 140 fair operating practices, 140 142 human rights, 136 138 labour practices, 138 139 organisational governance, 135 136 ethical principles, 62 63

174

Index

Social Responsibility (SR) (Continued) implementation in organisation, 146 155 in organizations, 8 12, 82 practices of, 130 principle, 39, 131 134 accountability, 131 ethical behaviour, 132 respect for human rights, 133 134 respect for international norms of behaviour, 133 respect for rule of law, 133 respect for stakeholder interests, 132 transparency, 131 132 types of relationships, 128 Sociedad Espan˜ola de Documentacio´n e Informacio´n Cientı´fica (SEDIC), 67 68 Society, 4, 66 67 Socioeconomic value, 16 17 Solidarity and neutrality develop into professional values, 62 63 Spanish Federation of Societies of Archivist, librarians, Documentalist and Museology (FESABID), 46 Spanish Ministry of Science and Technology, 157 Spanish Society for Scientific Documentation and Information, 35 37, 67 68, 136 Spanish University Libraries Network, 12 SR. See Social Responsibility (SR) SR Management System, 12, 15, 146, 157 Stakeholder(s), 62 63, 89 90 identification of, 152 interests, 132 theory, 8 10, 60 61 Strategic processes, 61 62 Structural change in organisation, 28 29 Subcriteria, 101 103, 105 Suppliers and partnerships, 64 65 Suppliers’ management, 107 108 Support processes, 61 62 Sustainability, 54, 58 59, 66 67 context of, 4 8

Sustainability Aerials, 18, 60 61 Sustainability Report. See Social responsibility (SR) Sustainable community matrix, 6 Sustainable development, 4 Sustainable Development and Risks Prevention (CADEP), 161 162 Sustainable information, 4 5

T Three Es. See Economy, Efficiency and Effectiveness (Three Es) Top Management, 13 14, 18, 62 64, 79, 85 86, 89 92, 151 TQM Principles, 75 Traditional values, 34 35 Transparency, 54, 131 132, 141 142 Triple Bottom Line, 14 15

U Union of Navarrese People (UPN), 42 43 University Library of Granada (BUG), 117 University of Cadiz (UCA), 158 159, 161 162 University Social Responsibility (USR), 11 12

V Values and professional ethics survey, 69 70 Values statements, 29 Values studies, 35 37 Vulnerable Groups, 136 137, 142 145

W Work environment, 94 Write Green project, 165 166