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As introduced last week in this course, businesses everywhere have a responsibility to respect human rights throughout
their activities and business relationships. That means avoiding infringing on the rights of people, and addressing negative
impacts where the business caused or contributed to them.
The second pillar of the Guiding Principles is all about businesss responsibility to respect human rights. This pillar
provides a blueprint for businesses to prevent and address negative human rights impacts.
This blueprint is made up of eight elements:
Commit Embed Assess Act Track Communicate Engage Remediate
As companies implement the eight elements, they should also keep in mind these overarching concepts:
The blueprint of the Guiding Principles is a risk management approach but the focus is on risk to people, not
just risk to the business;
The responsibility to respect human rights extends throughout a companys operations, including its own
activities and all of its business relationships throughout its value chain;
Compliance with local law may not be sufficient to meet the expectations of the Guiding Principles, especially
in situations where they conflict with international human rights standards;
Companies cannot offset negative impacts on people by doing good, such as through philanthropy or staff
volunteering.
for those who need to adhere to or implement the policy, such as the companys own workforce, its suppliers and other
business partners. It should be approved at the highest levels of the organization to signal the seriousness of the
commitment.
Key resources to learn more:
well as potential impacts or what are often called human rights risks.
When assessing risks, companies should seek to understand their mode of
Tip! Stakeholders perspectives are
involvement in the potential impact. Would they potentially cause, contribute or
particularly important to inform
be linked to the impact? Knowing this helps a company know what it should do
companies assessment of human
to prevent or mitigate the risk. Where the company has itself caused a human
rights risks.
rights harm, it may be more straightforward for the company to address it and
prevent it from happening again, for example through a change in policy or incentives for its staff. On the other hand,
cases where companies are linked to human rights harms, such as those deep in the supply chain, may require creative and
collaborative efforts. Well talk more about this part in week 3 on supply chains.
Key resources to learn more:
The third step of human rights due diligence is tracking the companys performance
on preventing and mitigating its human rights risks, and drawing lessons from this
for the business. Tracking performance enables a company to know whether its
human rights due diligence has been effective and is central to improving over time.
For many companies, in addition to their own operations, tracking performance will
include monitoring the performance of suppliers, customers and other business
partners.
actions and decisions that help prevent human rights impacts from occurring or find more creative ways to try to address
them.
Key resources to learn more:
Guiding Principles 16, 18 and 20 and their commentary
UNGP Reporting Framework questions C2, C2.1, C2.2, C2.3 and their implementation guidance
The Corporate Responsibility to Respect Human Rights: An Interpretive Guide: p.33
Doing business with respect for human rights, Chapter 3.7, from Global Compact Network Netherlands, Oxfam
and Shift
Bringing a Human Rights Lens to Stakeholder Engagement from Shift
In the Guiding Principles, access to remedy is part of the business responsibility to respect and the state duty to protect. Thats
why this component is its own pillar in the Guiding Principles. A quick summary of this pillar includes:
As part of their duty to protect, states must take appropriate steps to ensure that when abuses occur, victims have access
to effective judicial and non-judicial state-based grievance mechanisms;
Non-state-based grievance mechanisms should complement state-based mechanisms. This includes mechanisms at the
operational level (meaning that companies are involved in implementing them), at a national level, or as part of
multistakeholder initiatives or international institutions;
All non-judicial grievance mechanisms should meet key effectiveness criteria by being legitimate, accessible,
predictable, equitable, transparent, rights-compatible, a source of continuous learning, and (in the case of operationallevel mechanisms) based on dialogue and engagement.
Learn more in Shifts resource library section on Pillar 3.