The competent institutions clearly and proactively inform jobseekers and workers of their rights and obligations.

The institution recommends and adopts innovative approaches to balance the need for adequate income security for the individual and the ability of the employer to adapt to a changing business environment.

The board, management, policy-makers and return-to-work professional play crucial roles in the setting up and operation of a return-to-work system.

The guidelines should be followed using a “top-down” approach which encourages ownership of their inherent values so that they are simultaneously accepted throughout the organization. The remaining guidelines are based on the following seven principles of return-to-work policy and programmes:

The person concerned is the key stakeholder of a social security institution. As such, they must be encouraged to participate fully in decisions which impact upon them. A person’s “active participation” refers to the process of facilitating their ability to engage constructively in their return-to-work plans on an equal basis with other actors. They should be encouraged and enabled to provide their input, protect their interests and lend their support to the process.

There is evidence that the return-to-work programme has the right structure, processes, information and technology, and involves the appropriate professionals and partners, to enable it to respond to changing individual and environmental factors.

Monitoring and evaluation enables the institution to capitalize on opportunities to intervene, reduce risks, increase efficiencies and ensure the person’s return to work.

To improve service quality, the institution invests in the skills and capability of the staff who deliver its services.

The social security institution commits formally to the role of workplace health promoter by emphasizing its capacity to motivate and engage the insured population for added value.

The insured population includes both those in workplaces and other actors in the social health insurance system.

Formal commitment requires the institution to make a strategic choice in favour of health promotion in a setting approach, recognizing the broader social, economic and environmental contexts which influence health status.

The institution adopts actions and approaches which will contribute to achieving its strategic goals for workplace health promotion.

Appropriate and effective actions and approaches on workplace health promotion could include disseminating information and advice, campaigning, building capacity through training and consultancy services, creating incentives, establishing quality assurance processes, creating relevant tools, and providing advice on data collection and use.

The institution publicly recognizes the importance of counselling and employee assistance programmes in addressing work- and non-work-related mental health and well-being issues, and their impact on performance and productivity.

These Guidelines on Actuarial Work for Social Security (hereafter referred to as ISSA-ILO Actuarial Guidelines) have been produced jointly by the International Social Security Association and the International Labour Organization.

The social security institution addresses and ensures implementation in a timely manner of the recommendations made by the operational audit and the independent expert review.

The board (if any), management of the social security institution and the actuary communicate clearly and effectively. This exchange of information improves management but doesn’t negatively impact the independence of the actuary.

The actuary complies with professional standards of any professional organization of which he or she is a member. The actuary complies with internal standards and guidelines of the social security institution, and/or institution to which he or she provides services. The actuary also follows any other guidelines relevant to the work which he or she is performing.

The challenge of extending full access to social security coverage to all those who have a right to it is an issue across all branches of social security, and permeates all institutions to various degrees. These guidelines identify administrative solutions to improve access to contributory social security programmes for populations that are difficult to cover; the so-called hard to reach.

The institution simplifies the information requirements and facilitates registration of targeted groups.

These ISSA Guidelines on Communication by Social Security Administrations provide ISSA member institutions with insights into how communication can support the core mandate of the institution. Good communication coupled with modern web and mobile-based technologies improves service quality while reducing administrative costs.

The head of the communication unit is part of the senior management team to ensure that appropriate communication support is provided to all plans, actions and decisions of the institution.

The ISSA Guidelines for Social Security Administration were prepared by the ISSA General Secretariat with the ISSA technical commissions.

The institution specifies a model connecting the main operational processes involved in contribution collection and compliance and including the information flow between processes.

The institution implements public awareness campaigns on its anti-fraud policies, based on risk profiles, to reduce evasion and fraud and increase confidence in the system.

The aim of such campaigns is to inform public opinion on the meaning and social impact of contribution evasion and fraud, and on measures to counter fraud.

The selection process ensures the suitability and competence of the members of the board. The term of office of a board member and the basis for its renewal (if renewable) are clear and well defined.

Decisions of the board are applied consistently.

The accountability of the management is enhanced by internal and external systems of control.

Dynamism is the governance element of innovation or positive change, the effect of which is to henceforth improve the efficiency of an organization.

The board or management establishes the internal audit charter of the internal audit unit. The charter sets out the nature, role, responsibility, status and authority of the unit and outlines the scope of its work.