A worker’s need for support is identified as soon as possible after an individual or mass lay-off is announced and before the worker becomes unemployed.

Competent institutions promote the disclosure of work in order to reduce informality, avoid unfair competition and ensure that workers are covered by social security.

The tremendous diversity of social security institutions has produced a broad range of experience which is used as a valuable learning resource for return-to-work policy and programming.

A workplace accommodation framework includes a range of return-to-work options, support for the person concerned, effective communication, coordination of resources and cooperation among the relevant stakeholders.

Monitoring refers to the process of observing results; evaluation refers to the assessment of progress towards reaching specific objectives. To ensure success, it is necessary to establish a system for ongoing monitoring and evaluation of the return-to-work programme which addresses its structure, processes and outcomes. This includes both qualitative and quantitative analysis of the programme and its processes, and of individual and programme outcomes both inside and outside the social security institution.

The institution treats people with respect, dignity and courtesy.

This is achieved through a set of standard operating principles consistent with social norms. Treating people with respect, dignity and courtesy is a quality factor fundamental to excellent service delivery. While the institution will not necessarily be praised for this, it is what people expect as the basic component of quality service. Failure to meet this standard leaves the administration open to public criticism and loss of confidence and trust.

The social security institution ensures accountability and transparency in implementing its mandate to develop workplace health promotion.

The institution actively involves stakeholders in setting priorities for workplace health promotion services, based on needs assessment and aligned with national health priorities.

The institution supports the development of occupational health services in client enterprises/organizations which actively promote and protect employee health and well-being.

The valuation of a social security scheme includes analysis of future uncertainties and their impacts on the scheme. An actuary identifies and, if possible, quantifies risks stemming from future uncertainties.

The social security institution involves actuaries in different areas of the investment process. This guideline refers to the situation where actuaries are directly involved in the design and carrying out of an investment strategy in respect of the reserve funds of the social security scheme.

The actuary and social security institution comply with national regulatory requirements established by the state and/or supervisory authorities. These regulations have an impact on a number of different areas of the social security institution such as management, financing and delivery of benefits. The social security institution with the assistance of the actuary assesses if the national laws and regulations of a country comply with ratified ILO Conventions and informs the national government of any divergence from the ILO Conventions.

Actuaries and other social security professionals providing actuarial services for social security schemes possess appropriate qualifications and expertise necessary to fulfil their responsibilities. A qualified actuary is a member of a national (or international) professional actuarial association (or working toward fulfilling requirements to become a member) and follows applicable professional standards, rules of professional conduct and continuing professional development requirements.

Communication is key to effective outreach to targeted populations, to provide information on the programmes available and to raise awareness of the benefits of social security for them, their family and their community.

The specific guideline in this section is:

• Establishing a communication strategy to make contact and build trust with population groups that are difficult to cover, including informal-economy workers

The institution maintains and constantly improves a service delivery network that accommodates the special needs of difficult-to-cover people.

The institution regularly gathers news and information and selects those that may have an impact on its operations and its stakeholders.

Effective external communication with the client, the most important stakeholder, is essential, as is dialogue with external groups and individuals.

The specific guidelines in this section are:

• Informing the citizen/client about benefits and services
• Relations with the media and the press
• Developing a social security culture

The institution establishes a strategy to ensure that contributions always fulfil the requirements of the corresponding benefits and that members’ rights are respected.

In order to improve information capabilities, the institution implements data exchange with organizations related to social security contribution collection and compliance but which do not have a formal mandate in this regard.

Examples of such organizations include national statistical institutions, and agencies providing business registration and establishment authorization (e.g. industry bodies, ministries, local authorities).

The principle of accountability is at the heart of good governance. At a political level, it means making rulers accountable to the ruled. To enforce accountability, governance structures and mechanisms are needed to enable the principals to hold their chosen trustees legally responsible for their acts and decisions.

Members are informed about the benefits due to them under the social security programmes.

The Head of Management is suitable and competent to fill the position in the social security institution. The term of office of the Head of Management and the basis for its renewal (if it is renewable) are clear and well defined.

The management establishes an information and communications system to provide accurate and up-to-date information to the stakeholders of the social security programme. The goal is to empower stakeholders with a full understanding of the programme and how it is being governed, to enable their effective participation.

To manage or prevent risks in real time, there is ongoing monitoring of the institution’s internal and external environment. Risk scenarios are analysed to keep the institution constantly alert and ready.

The investment unit of the institution efficiently implements the investment policies set out by the board or management.