The language of social performance is confusing (see some definitions in my earlier post). The key thing is turning the jargon, concepts and good intentions into actions that actually work. In my experience, the people who get it right are the ones who engage with stakeholders early, and who then change the way they think because of what they hear. Repeatedly delaying the conversations with external stakeholders until everything is internally clear, or until all the analysis is complete does not work. Apart from anything else, the neighbours can see any construction work, and probably talk to your employees in the local café.
Talking and listening - and then changing the way you do business - is the key here. In the same way that you will change the way you do business because customers don't like your prices, schedules or product colours.
So we are talking about the way things get done, not deciding what to do and then trying to make it look good.