ISO 37101:2016 コミュニティの持続可能な開発  —  持続可能な開発のための管理システム  —  使用に関するガイダンス付きの要件 | ページ 6

3.1

accountability

state of being answerable for decisions and activities to the interested parties (3.19) of an organization (3.27)

3.2

audit

systematic, independent and documented process (3.31) for obtaining audit evidence and evaluating it objectively to determine the extent to which the audit criteria are fulfilled

Note 1 to entry: An audit can be an internal audit (first party) or an external audit (second party or third party), and it can be a combined audit (combining two or more disciplines).

Note 2 to entry: An internal audit is conducted by the organization (3.27) itself, or by an external party on its behalf.

Note 3 to entry: “Audit evidence” and “audit criteria” are defined in ISO 19011.

3.3

city

urban community (3.4) falling under a specific administrative boundary

Note 1 to entry: A city is sometimes referred to as a municipality or a local government.

Note 2 to entry: Cities can help to alleviate increasing pressure on the environment and natural resources caused by global urbanization through the development of holistic and integrated policies (3.30) .

[SOURCE:ISO 37120:2014, 3.1, modified — Definition has been modified and Notes 1 and 2 to entry have been added.]

3.4

community

group of people with an arrangement of responsibilities, activities and relationships

Note 1 to entry: In many, but not all, contexts, a community has a defined geographical boundary.

Note 2 to entry: A city (3.3) is a type of community.

[SOURCE:ISO/TS 37151:2015, 3.1, modified — Note 1 to entry has been modified and Note 2 to entry has been added.]

3.5

competence

ability to apply knowledge and skills to achieve intended results

3.6

compliance obligations (preferred term)

legal requirements and other requirements (admitted term)

legal requirements (3.32) that an organization (3.27) has to comply with and other requirements that an organization has to or chooses to comply with

Note 1 to entry: Compliance obligations are related to the management system (3.21) for sustainable development (3.36) in communities (3.4) .

Note 2 to entry: Compliance obligations can arise from mandatory requirements, such as applicable laws and regulations, or voluntary commitments, such as organizational and industry standards, contractual relationships, principles of good governance and community and ethical standards.

3.7

conformity

fulfilment of a requirement (3.32)

3.8

continual improvement

recurring activity to enhance performance (3.29)

3.9

corrective action

action to eliminate the cause of a nonconformity (3.25) and to prevent recurrence

3.10

documented information

information required to be controlled and maintained by an organization (3.27) and the medium on which it is contained

Note 1 to entry: Documented information can be in any format and media, and from any source.

Note 2 to entry: Documented information can refer to: — the management system (3.21) , including related processes (3.31) ; — information created in order for the organization to operate (documentation); — evidence of results achieved (records).

3.11

ecosystem

system of complex interactions between plants, animals, microorganisms and their environment (3.14) , which functions as a unit

[SOURCE:ISO 13065:2015, 3.14, modified]

3.12

ecosystem services

benefits provided by ecosystems (3.11) that contribute to the viability and quality of human life

[SOURCE:ISO 13065:2015, 3.15, modified]

3.13

effectiveness

extent to which planned activities are realized and planned results achieved

3.14

environment

surroundings in which an organization (3.27) operates, including air, water, land, natural resources, flora, fauna, humans and their interrelations

[SOURCE:ISO 13065:2015, 3.16]

3.15

evaluation

systematic process (3.31) of determining how well individuals, procedures, systems or programmes have met formally agreed objectives (3.26) and requirements (3.32)

[SOURCE:ISO 10795, 2011, 1.90]

3.16

greenhouse gas emission

total mass of a greenhouse gas released to the atmosphere over a specified period of time

[SOURCE:ISO 14064‑1, 2006, 2.5]

3.17

impact

positive or negative change to society, economy or the environment (3.14) , wholly or partially resulting from an organization’s (3.27) past and present decisions and activities

[SOURCE:ISO 26000:2010, 2.9]

3.18

indicator

quantitative, qualitative or descriptive measure

[SOURCE:ISO 15392:2008, 3.14]

3.19

interested party (preferred term)

stakeholder (admitted term)

person or organization (3.27) that can affect, be affected by, or perceive itself to be affected by a decision or activity

3.20

life cycle

consecutive and interlinked stages of a product (or service) system, from raw material acquisition or generation from natural resources to final disposal

Note 1 to entry: The life cycle stages include acquisition of raw materials, design, production, transportation/delivery, use, end-of-life treatment and final disposal.

[SOURCE:ISO 14001:2015, 3.3.3]

3.21

management system

set of interrelated or interacting elements of an organization (3.27) to establish policies (3.30) and objectives (3.26) and processes (3.31) to achieve those objectives

Note 1 to entry: A management system can address a single discipline or several disciplines.

Note 2 to entry: The system elements include the organization’s structure, roles and responsibilities, planning and operation.

Note 3 to entry: The scope of a management system may include the whole organization, specific and identified functions of the organization, specific and identified sections of the organization, or one or more functions across a group of organizations.

3.22

measurement

process (3.31) to determine a value

3.23

metric

defined measurement (3.22) method and measurement scale

[SOURCE:ISO/TR 37150:2014, 3.5, modified]

3.24

monitoring

determining the status of a system, a process (3.31) or an activity

Note 1 to entry: To determine the status, there may be a need to check, supervise or critically observe.

3.25

nonconformity

non-fulfilment of a requirement (3.32)

3.26

objective

result to be achieved

Note 1 to entry: An objective can be strategic, tactical, or operational.

Note 2 to entry: Objectives can relate to different disciplines (such as financial, health and safety, and environmental goals) and can apply at different levels [such as strategic, organization-wide, project, product and process (3.31) ].

Note 3 to entry: An objective can be expressed in other ways, e.g. as an intended outcome, a purpose, an operational criterion, as an objective of sustainable development (3.36) in communities (3.4) , or by the use of other words with similar meaning (e.g. aim, goal, or target)

Note 4 to entry: In the context of management systems (3.21) for sustainable development in communities, objectives for sustainable development in communities are set by the organization (3.27) , consistent with the policy (3.30) for sustainable development in communities, to achieve specific results.

3.27

organization

person or group of people that has its own functions with responsibilities, authorities and relationships to achieve its objectives (3.26)

Note 1 to entry: The concept of organization includes, but is not limited to sole-trader, company, corporation, firm, enterprise, authority, partnership, charity or institution, or part or combination thereof, whether incorporated or not, public or private.

Note 2 to entry: In this International Standard, the concept of organization refers to an entity/institution inside the community (3.4) that is tasked with implementing the management system (3.21) , e.g. the local government. The community identifies an organization that it entrusts with the implementation of this International Standard.

3.28

outsource (verb)

make an arrangement where an external organization (3.27) performs part of an organization’s function or process (3.31)

Note 1 to entry: An external organization is outside the scope of the management system (3.21) , although the outsourced function or process is within the scope.

3.29

performance

measurable result

Note 1 to entry: Performance can relate either to quantitative or qualitative findings.

Note 2 to entry: Performance can relate to the management of activities, processes (3.31) , products (including strategies, programmes, projects, plans and services), systems or organizations (3.27) .

3.30

policy

intentions and direction of an organization (3.27) , as formally expressed by its top management (3.37)

3.31

process

set of interrelated or interacting activities which transforms inputs into outputs

3.32

requirement

need or expectation that is stated, generally implied or obligatory

Note 1 to entry: “Generally implied” means that it is custom or common practice for the organization (3.27) and interested parties (3.19) that the need or expectation under consideration is implied.

Note 2 to entry: A specified requirement is one that is stated, for example in documented information (3.10) .

3.33

resilience

adaptive capacity of an organization (3.27) in a complex and changing environment (3.14)

Note 1 to entry: The Intergovernmental Panel on Climate Change (IPCC)^[21] defines resilience as “the ability of a system and its component parts to anticipate, absorb, accommodate, or recover from the effects of a hazardous event in a timely and efficient manner, including through ensuring the preservation, restoration, or improvement of its essential basic structures and functions”.

Note 2 to entry: Resilience is the ability of an organization to resist being affected by an event or the ability to return to an acceptable level of performance (3.29) in an acceptable period of time after being affected by an event.

Note 3 to entry: Resilience is the capability of a system to maintain its functions and structure in the face of internal and external change and to degrade gracefully when this is necessary.

[SOURCE:ISO Guide 73:2009, 3.8.1.7, modified — Notes 1, 2 and 3 to entry have been added.]

3.34

risk

effect of uncertainty on objectives (3.26)

Note 1 to entry: An effect is a deviation from the expected — positive or negative.

Note 2 to entry: Uncertainty is the state, even partial, of deficiency of information related to, understanding or knowledge of, an event, its consequence, or likelihood.

Note 3 to entry: Risk is often characterized by reference to potential “events” (as defined in ISO Guide 73:2009, 3.5.1.3) and “consequence” (as defined in ISO Guide 73:2009, 3.6.1.3), or a combination of these.

Note 4 to entry: Risk is often expressed in terms of a combination of the consequences of an event (including changes in circumstances) and the associated “likelihood” (as defined in ISO Guide 73:2009, 3.6.1.1) of occurrence.

3.35

smartness

quality of contributing to sustainable development (3.36) and resilience (3.33) , through soundly based decision making and the adoption of a long- and short-term perspective

Note 1 to entry: Smartness is embedded in the process (3.31) of sustainable development, i.e. sustainable development is the overarching process, while smartness is a characteristic. It implies a holistic approach, including good governance and adequate organization, processes and behaviour, and appropriate innovative use of techniques, technologies and natural resources.

Note 2 to entry: Smartness is addressed in terms of performance (3.29) , relevant to technologically implementable solutions.

3.36

sustainable development

development that meets the environmental, social and economic needs of the present without compromising the ability of future generations to meet their own needs

Note 1 to entry: Derived from the Brundtland Report^[22].

Note 2 to entry: The Aalborg Charter^[23] provides further information on sustainable development (3.36) in communities (3.4) .

[SOURCE:ISO Guide 82:2014, modified — Note 2 to entry has been added.]

3.37

top management

person or group of people who directs and controls an organization (3.27) at the highest level

Note 1 to entry: Top management has the power to delegate authority and to provide resources within the organization.

Note 2 to entry: Top management is understood to be the decision-making body of the organization formally or informally entrusted by the relevant community to implement the management system (3.21) .

Note 3 to entry: If the scope of the management system covers only part of an organization, then top management refers to those who direct and control that part of the organization.