An organization exists for fulfilling its Mission –its purpose or reason for existence (raison d'être). The core business processes of the organization should add value in such a way that they accomplish the Mission. Support business processes should ensure that the core processes are productive (i.e., they are optimally effective and efficient producing services &/or goods at the prescribed quality).There should not exist any processes (or tasks or procedures) which do not add value.

A corporate Mission ensuring sustainability must strive for the balanced interest of all organizational stakeholders (i.e., owners, management and employees, partners and suppliers, customers, the community, regulators, etc.).

+ - Process Decomposition Click to collapse
Core and Support Business Processes must be well defined and mapped so that relationships, dependencies and hand-overs be identified and defined. Relevant data and information including performance indicators must be included in their definitions, as well as necessary tools and methods. Last but not least, requisite competences and competencies must be identified and prescribed.
+ - Process Performance Indices & Measurement Methodology Click to collapse
The performance of each process must be measured regularly in a systematic way with appropriate objective and, where applicable, subjective indicator values against set targets (goals). Measurement methodologies must also be defined so that they are productive and have consistently comparable results.
+ - Goal Setting and Results Measurement Click to collapse
Business goals as well as performance indicator targets must be set and reviewed and where necessary be revised systematically, if possible, at the time of performance evaluation when they are compared against actuals. They should be agreed with executive and line managers/process owners or at least be communicated to them.
+ - Corporate Mission Redefinition/Revision Click to collapse
The Corporate Mission must be regularly reviewed and revised in line with corporate strategy revisions. Realization of Corporate Vision (i.e., successful execution of strategic projects) and/or major market &/or technology &/or ownership &/or financial disruptive changes often necessitate a corporate Mission review and revision. Furthermore, Sustainability Strategies often dictate Mission Revisions.

Last but not least, major corporate Code of Ethics revisions could dictate Mission review and revision.