The management ensures that the officers and staff are loyal to the institution and its mandate.

The institution operationalizes its mission and general objectives into specific ICT-related plans and actions implementing social security functions.

The institution develops a unique master data model, which standardizes the definition of the core objects and relationships (e.g. persons, employers, enrolment periods, benefits). A corresponding ICT-based master data system fosters the consistency of such information.

The institution implements a comprehensive system to control access to technological equipment and devices and software systems.

This includes mechanisms for data access control, endpoint access control, authentication and identification, user privilege management, network access control, password management and logs.

The institution determines the value of the master data and performs master data governance and master data management practices to optimize the results expected from ICT investments (services and authorized assets of ICT) throughout the master data life cycle.

The institution establishes a strategy and an action plan to implement the international social security agreements.

The institution, in coordination with the other institutions participating in the international agreement, specifies the processes enabling the application of the agreement in specific cases.

Investment functions will be undertaken by different bodies or institutions. In order for the governance process to be effective, the roles and responsibilities of each body and how these interact will be clearly defined and communicated.

Investment proposals generated internally or externally are subject to appropriate due diligence.

The incentives of the external fund managers are aligned with the overall investment objectives of the social security institution.

The institution provides a sustainable financial basis for setting up a successful and effective prevention programme. The board and management take the necessary decisions to provide the required financial resources.

Good internal communication carries the prevention message to the operational level of the institution, enables staff to better understand the purpose of the institution’s prevention activities and facilitates motivation.

Innovation at the workplace, changing work processes or the use of new products and materials at work can lead to exposure to new risks. Research in prevention plays a crucial role in identifying and addressing these risks. Research and development, including evaluation research, ensures constant improvement in the quality of provision of occupational safety and health services.

The institution – if it covers work-related traffic and/or commuting accidents – cooperates with employers and road safety stakeholders to address these risks.

Adequate resources are made available to ensure that first-time jobseekers integrate into the job market rapidly.

To ensure the rapid return to work, the competent institutions ensure effective cooperation with, and offer quality services to, employers.

The following guidelines are organized in two parts:

Part A, Basic Return-to-work Conditions, Principles and Guidelines, provides guidance on identification of the stakeholders, the legal basis of the programme and the need to refer to international good practice. Another aspect addressed is how to influence the system as a social security institution.

There is a strategy in place for early identification and timely access to medical and other health-care and vocational services for any person who has an occupational and/or non-occupational condition which affects their ability to work.

In developing and implementing the strategy, cooperation among the management, policy-makers and both internal and external stakeholders is critical to success.

Various workplace actors play key roles in the return-to-work process and their respective roles are reflected in the return-to-work strategy.

Key actors include the person concerned who is absent from work as a result of injury, illness, health condition or disability; their employer; co-employees; and trade unions, employee representatives and other advocates. Where a trade union is represented in the workplace, the return-to-work strategy is consensus based, involving the union at every stage.

These guidelines together provide a service quality model that applies to all branches of social security. From a service quality perspective there are no material differences between the branches. The service quality model and the associated maturity model have universal application irrespective of programme type. The maturity model is designed to ensure the guidelines offer value to all organizations, irrespective of the stage they are at in developing service quality.

Seven guidelines make up the service quality model:

In most cases, social security institutions are not legally required to become involved in workplace health promotion (WHP). However, there are a number of compelling reasons to do so, including the following.

When the basic elements for workplace health promotion are in place, the social security institution can move forward by:

• Assessing the needs of the target group;
• Planning its activities.

The institution recognizes the importance and benefit of positive public relations and marketing opportunities arising from workplace health promotion initiatives.

The social security institution ensures that regular actuarial valuations are conducted to assess and monitor the financial situation of social security programmes. The social security institution further ensures that an actuarial valuation is conducted at the inception of a new programme, or whenever an existing programme is materially changed.

The rate of return to be credited to notional accounts is determined in accordance with the laws and regulations governing the scheme. The actuary ensures the correct application of the rate and performs related calculations to assess the adequacy and financial implications of returns credited.