The purpose of this paper is to analyze the key barriers to the successful implementation of social sustainability initiatives. We have used two distinctive modelling approaches to examine the contextual relationship among the key barriers and to rank them concerning their importance. The barriers factor were identified through an exhaustive literature review and data collected from senior managers from four manufacturing industries. Interpretative structural modelling (ISM) approach is sued to develop a hierarchical structure for analyzing the interactions among the key barriers. MICMAC (Matriced' Impacts Croise's Multiplication Appliquée a UN Classement) analysis is then used to examine the driving and the dependence power of key barriers.

 ISM model highlights that lack involvement of operational staff into planning and lack of supportive institutional policies are the key barriers. These barriers than lead to lack of understanding customer needs and exchange of information and lack of managerial capabilities for implementation and adaptation to new occupational health and safety practices (i.e. OHSAS 18001).Whereas, MICMAC analysis revealed lack of knowledge on resource management and lack of trained people drive the other barriers. This suggests that firm make social sustainable development performance by addressing these linkages barriers and driving barriers in manufacturing firms. There is a critical need for addressing these barriers to priority and the findings of the study offer insights to wider operations management engaged in production, logistics and design reduction and development operations. The study highlights how these barriers influence in social sustainability implementations. Understanding the significance of these factors and giving them priority while planning and implementing and manageability can lead to effective social sustainability performance. Production managers, supply chain designers and policymakers can utilise the findings of present study.