Is your business up to speed on the risks and opportunities of human rights issues?
Learn from the early adopters of the UN Guiding Principles Reporting Framework and get ahead of the game.
For more information, connect with @salterbaxterMSL or reach out to us on Twitter @msl_group.
Digital Influence is one of the hottest trends in social media, yet is largely misunderstood. "The Rise of Digital Influence," the new report by Altimeter Group Principal Analyst Brian Solis, is a 'how-to' guide for businesses to spark desirable effects and outcomes through social media influence. The report helps companies understand how influence spreads, and includes case studies in which brands partnered with vendors to recruit connected consumers for digital influence campaigns. Brian evaluates the offerings of 14 Influence vendors, organizing them by Reach, Resonance, and Relevance: the Three Pillars that make up the foundation for Digital Influence as defined in the report. Also included are an Influence Framework and an Influence Action Plan to help brands identify connected consumers and to define and measure strategic digital influence initiatives.
This week, we distill insights around Nike FuelBand - a wearable band that measures and displays people’s daily activity – in a virtual metric called NikeFuel – to inspire them to stay fit.
100+ thinkers and planners within MSLGROUP share and discuss inspiring projects on corporate citizenship, crowdsourcing, storytelling and social data on the MSLGROUP Insights Network.
Every week, we pick up one project and do a deep dive into conversations around it -- on the MSLGROUP Insights Network itself but also on the broader social web -- to distill insights and foresights. We share these insights and foresights with you on our People’s Insights blog and compile the best insights from the network and the blog in the iPad-friendly People’s Lab Quarterly Magazine, as a showcase of our capabilities.
For more, see: http://peopleslab.mslgroup.com
Millward Brown 2015 Digital and Media PredictionsKantar
Since 2009, Millward Brown experts from around the globe have offered annual predictions for the coming year - forecasting the hottest digital and media trends and providing recommendations to help advertisers move confidently into the coming year... - See more at: http://www.millwardbrown.com/global-navigation/insights/articles-and-reports/digital-predictions/2015/2015-digital-and-media-predictions#sthash.0lE3FZhU.dpuf
The 100 Leading Global Fintech Innovators 2015 H2 Ventures
We are pleased to present the second annual ‘Fintech 100’, the best fintech innovators, this year from 19 countries around the world.
The Fintech 100 are those companies using technology to the best advantage and driving disruption within the financial services industry. These companies have a commitment to excellence, superior customer experience and a demonstrated ability to do one thing in a market better than everyone else.
The Fintech 100 includes the leading 50 fintech companies across the globe, and the most intriguing 50 ‘emerging stars’ – exciting new fintechs with bold, disruptive and potentially game-changing ideas – expanding on the success of last year’s list.
Visit www.fintechinnovators.com for more information
The document discusses trends in the recruitment industry, including:
1) Economic growth has a large impact on the recruitment market and weak growth over the next few years will limit industry growth.
2) There is a trend towards outsourcing recruitment functions through managed service platforms and RPO to gain better cost control and management information.
3) Margin pressure on recruitment agencies is expected to continue as clients leverage competition to reduce costs.
4) The market is maturing with continued consolidation expected as smaller agencies struggle with pressures.
5) Recruitment is becoming more specialized with different models like executive search, temporary staffing, and in-house teams addressing different talent needs.
This document discusses the concept of human-centered organizations. It describes three trends that have led to this model: 1) considering social and environmental impacts in addition to profits via the "triple bottom line"; 2) designing products and services around consumer needs through techniques like design thinking; and 3) how digital technologies have empowered both consumers and workers. The document then examines three "journeys" that human-centered organizations focus on: the consumer journey to provide personalized experiences, the citizen journey to create shared social value, and the co-worker journey to develop employee creativity and autonomy through techniques like flexible work policies and internal social networks.
Wadds Inc. Almanac: Challenges and opportunities for public relations 2022Stephen Waddington
This document provides an almanac or guide to some of the biggest issues for the public relations profession in 2022. It contains eight short essays on strategic issues including challenges with Google and Meta displacing the internet, the problem of misinformation online, the need to improve accessibility of communications, and the long road to achieving diversity in the public relations industry. Each essay includes further reading links for more information on the topics.
The document discusses three major geopolitical risks to business reputation in 2021: 1) Supply chain geopolitics as countries push companies to reshore manufacturing for economic and national security reasons, exposing companies to public scrutiny over their supply chain operations. 2) Technology competition as countries view technology dominance as important for national security and economic interests, requiring companies in emerging technologies to consider national stakeholder interests. 3) Disinformation as an ongoing communications risk, with countries using information campaigns to undermine economic competitors and companies unprepared to address this emerging threat. The document argues communications leaders must help companies navigate these geopolitical issues and protect reputation in this new era of great power competition.
International Transfer Pricing 2015/16, now in its 15th edition is an easy to use reference guide covering a range of transfer pricing issues in nearly 100 territories worldwide. It explains why it is vital for every company to have a coherent transfer pricing policy which is responsive to the rapidly changing markets in which they operate. The book not only shows why sound transfer pricing policies should be developed, but also why such policies need to be re-evaluated regularly. It offers practical advice on a subject where the right amount of effort can produce huge benefits in the form of a competitive and sustainable tax rate, and leave the company well positioned to defend against aggressive tax audits.
Leading Trends in Retail Innovation by Brian SolisBrian Solis
This document discusses trends in retail innovation based on interviews with executives from leading retailers. It finds that retailers are engaging in five key strategies to stay ahead of disruption: 1) constantly mapping the customer journey to create seamless cross-channel experiences; 2) conducting in-depth consumer research; 3) prioritizing innovations that target connected consumers; 4) investing in formal innovation programs; and 5) cultivating necessary digital skills across the organization. While many retailers struggle to adapt, those that understand changing consumer behavior and make consistent investments in innovation will be better positioned to succeed in the evolving retail landscape.
Relationship Economics: How to improve employee and customer relationships wi...Brian Solis
How genuine communication and engagement in social media helps businesses grow relationships with employees and customers while improving the bottom line
Slides from my keynote w/ Capgemini in Copenhagen - looking at how Microsoft, GE, KLM and Uber use Salesforce Marketing Cloud to innovate, disrupt and build customer relationships faster.
This document provides an overview of the research design and methodology for the 2017 European Communication Monitor survey. Some key points:
- The survey collected responses from 3,387 communication professionals across 50 European countries to understand current practices, challenges and trends in strategic communication.
- Most respondents were senior communication leaders with over 10 years of experience working in communication departments in organizations.
- The survey explored developments in strategic communication, challenges like visual communication and social bots, and characteristics of excellent communication departments.
- Results were analyzed using statistical tests to identify significant relationships and differences between variables like country, organization type, and job role.
By 2020 more than 7 billion people will be communicating and performing transactions over the web on over 35 billion devices. So how can companies effectively create a digital identity that promises security, ease and comfort for its customers? This study, sponsored by Oracle, assesses the role identity plays in the digital economy. Visit hub: http://bit.ly/1LKqXfN
This is the year that was in B2B Marketing crunchedEarnest
In 2013, B2B buyers gained more power in the buying process. Over 60% of sales cycles were completed before buyers spoke to salespeople, and more than 2 out of 3 buyer journeys started with an online search. While some B2B companies struggled to adapt, most started realizing the value of online engagement and social media. Content marketing emerged as a top strategy for lead generation, though B2B buyers reported too much vague information. Inbound marketing strategies proved more effective at generating quality leads at lower costs than traditional outbound tactics. Marketing automation also became more strategic for lead generation and nurturing. While data and personalization remained challenges, the fundamentals of great content and relationships still mattered most for effective B2B
Dude where's my car. Product & Marketing Innovation Deep DiveGood Rebels
The Spotify and Netflix generation is as comfortable sharing and subscribing to their driving options as they are to their entertainment. Smart players will place equal emphasis on monetising services as they will innovating their product range.
If the trends seen in this report become reality, a business based purely on production and volume sales will fail. Traditional OEMs must become service-based businesses to thrive.
Find out how to thrive if you are a product or marketing automotive professional.
The Silicon Network: How Big Corporates and Digital Startups Can Create a Mor...Capgemini
Techstars is an accelerator program that provides seed funding and mentorship to startups. It runs 14 accelerator programs each year, selecting about 1% of the 14,000 annual applicants. Techstars nurtures a large network of over 1,200 notable entrepreneur mentors. It has funded 484 companies to date, with $1.1 billion in venture capital flowing to these companies, whose combined market value is over $3 billion. Techstars also partners with large corporations to run vertical accelerator programs, helping corporations learn from and engage with startups.
[Salterbaxter MSLGROUP Directions] Materiality - Breaking Out of the Strait-J...MSL
Materiality can help to deliver a range of valuable outcomes, but all too often the process ends up being nothing than a costly rubber-stamp; a matrix of prioritised issues, that’s finalised, published, and then… nothing. Our Salterbaxter MSLGROUP team present five materiality fundamentals, which are important considerations that can help improve results no matter where a company is on its journey.
Investing the Rights Way: A Guide for Investors on Business and Human Rights Dr Lendy Spires
This document provides an overview of why human rights should matter to investors. It notes that companies associated with human rights abuses face operational, legal, and reputational risks. Respecting human rights can also benefit companies financially. The fiduciary duties of company managers require them to identify and manage material risks like human rights issues. There is a growing body of research indicating that environmental, social, and governance factors including human rights should be considered in investment decision making. The UN Guiding Principles on Business and Human Rights provide a framework for investors to assess human rights risks across their portfolios and engage with companies on human rights.
Towards Social Impact - A multistakeholder perspective on Human rights and bu...CNV Vakcentrale
Als vakbeweging richten CNV Internationaal en partnervakbonden wereldwijd zich op de arbeidsrechten, die een specifiek onderdeel vormen van de mensenrechten. Als het gaat om social impact in verantwoord ketenbeheer, dan leggen vakbonden het accent op de leef- en werkomstandigheden van werkenden die van begin tot eind in de keten actief zijn.
Bedrijven die hun eigen CSR-beleid serieus nemen, investeren daar ook financieel in. Om die reden alleen al is het goed om oog te hebben voor de social impact van het MVO-beleid:
Meer over dit onderwerp is te lezen in deze publicatie uitgegeven ter gelegenheid van de HUMAN conference 2015 door CNV Internationaal, ICCO, PWC en VBDO.
Meer over CNV Internationaal en MVO: www.cnvinternationaal.nl/mvo
This document provides guidance on implementing human rights due diligence for companies operating global supply chains. It discusses how human rights due diligence helps companies avoid negatively impacting human rights through their operations and relationships. The guidance is based on the UN Guiding Principles on Business and Human Rights, which state that companies must respect human rights, including carrying out due diligence to identify, prevent, mitigate and account for how they address adverse human rights impacts. The five-step process outlined in the guidance is commit, assess, adapt, collaborate and measure/report/communicate. It emphasizes that human rights due diligence is relevant for all companies to promote sustainable business practices throughout their supply chains.
The increased focus on the issue of human rights reflects a growing sense that private sector actors must take responsibility for violations with which they are associated.
The document discusses human rights and business. It summarizes John Ruggie's UN Guiding Principles on Business and Human Rights, which establish that governments have a duty to protect human rights while businesses have a responsibility to respect them. The interviewees discuss how companies can identify and manage their human rights impacts through processes like human rights due diligence and impact assessments. They provide examples of companies realizing business benefits from respecting human rights and the risks of failing to address human rights issues.
Transparency International is a global anti-corruption organization with over 90 chapters worldwide. The document describes the Business Principles for Countering Bribery, a framework developed by Transparency International through a multi-stakeholder process to help companies develop effective anti-bribery programs. The principles were first published in 2003 and recently revised in 2013 based on changes in anti-corruption laws and practices. The principles provide guidance to companies on developing a comprehensive anti-bribery program addressing issues like risk assessment, policies, training, oversight and cooperation with authorities.
The document provides a 5-step process for companies to get started with identifying potential human rights impacts and implementing human rights due diligence. Step 1 involves building understanding of basic human rights concepts and how businesses can impact human rights through their operations and relationships. It recommends familiarizing oneself with the Universal Declaration of Human Rights and issues relevant to one's industry. Understanding human rights means considering impacts on all individuals, including potentially vulnerable groups like children, minorities and migrant workers. This initial understanding lays the groundwork for mapping potential human rights impacts in Step 2.
The UN Guiding Principles, while not perfect, provide the clearest expression yet of the international community’s expectations of the human rights responsibilities of corporations, including private sector banks. The most notable response by the banking sector to date has been the formation of the Thun Group in 2011 to discuss the implementation of the Principles, and their first discussion paper, launched in 2013. More than one year from the launch of this paper, and more than three years from the launch of the Guiding Principles themselves, this study attempts to assess how banks are doing at implementing the Principles into their own operations, policies and reporting.
Responsibility to Respect Human Right interpretativeguideMonyNeath Srun
This document provides an interpretive guide to the UN Guiding Principles on Business and Human Rights, which establish the global standard for preventing and addressing adverse human rights impacts linked to business activity. The guide aims to support implementation of the corporate responsibility to respect human rights. It explains key concepts, summarizes each principle and provides context to clarify the meaning and intent. While not replacing the Guiding Principles, the guide complements them by offering additional explanation to facilitate understanding and implementation.
DevelopHumanRightsPolicy_ON BUSINESS AND HUMAN RIGHTS.Anthony Richard
- To provide a basis for embedding the responsibility to respect human rights through all business functions.
- To respond to relevant stakeholder expectations and identify policy gaps to alert the company to new areas of human rights risk.
- To elaborate on the company’s commitment to support human rights, build trust with stakeholders, and address their concerns.
The document discusses Peru's obligations under Pillar II of the UN Guiding Principles on Business and Human Rights (UNGPs) in relation to a construction company's operations. It notes that all companies must respect human rights under the UNGPs. While large multinationals have more experience addressing human rights issues, local Peruvian companies still face challenges complying with environmental and social standards. The document examines steps the construction company should take to identify and address human rights risks like water contamination, including undertaking human rights due diligence and providing grievance mechanisms.
This document discusses linking the GRI G4 Sustainability Reporting Guidelines with the UN Guiding Principles on Business and Human Rights. It provides an overview of both frameworks and highlights their common aspects, such as human rights due diligence, materiality assessments, supply chain management and reporting. The document is intended to help companies understand what human rights mean for their reporting processes and how to identify, manage and disclose their salient human rights issues.
A wide ranging review of ESG issues in the extractive industries, though none dealt with by the authors in the depth needed to (literally) do the topics justice. Well worth a read nevertheless to get a perspective and a flavour of the themes involved.
This session provided an international perspective on human rights in business. Luke Wilde discussed how human rights abuses can occur across all sectors through both direct company activities and business relationships. He highlighted recent global cases of violations and argued that companies have a responsibility as responsible citizens to respect and ensure due diligence on human rights. Rishi Sher Singh then presented a case study on a Human Rights Impact Assessment conducted for a pharmaceutical MNC in India. The assessment aimed to identify gaps between policy and practice, build stakeholder capacity, and highlight sustainability initiatives using an integrated approach. Both speakers emphasized the need for companies to assess and address human rights impacts through their entire value chains.
International Standards - fragile situationsDonata Garrasi
The document provides an overview of key international standards for responsible business conduct in conflict-affected and fragile environments. It discusses challenges to implementing the standards, and outlines several major standards and guidance documents, including:
1) The UN Guiding Principles on Business and Human Rights, which establish a global standard for preventing and addressing adverse human rights impacts.
2) The OECD Guidelines for Multinational Enterprises and related guidance, which provide principles for responsible business conduct on issues like human rights, labor, and anti-corruption.
3) The UN Global Compact and related guidance on responsible business in conflict areas, which guide companies on operating in a way that respects human rights, labor, environment, and
Australian risk management today ten steps for developing an anti corruption ...Dr Lendy Spires
The document outlines 10 steps that organizations can take to develop an effective anti-corruption culture. It begins by discussing the global nature of corruption issues and increasing regulations from countries like the US and UK. It then recommends that organizations implement the following key measures: 1) establish a zero-tolerance anti-corruption policy from the top-down, 2) conduct risk assessments tailored to the organization's industries and environments, 3) develop comprehensive integrity frameworks including detailed policies, 4) encourage open discussion of corruption issues, and 5) provide anti-corruption training and whistleblower hotlines to raise awareness and report issues. Taking these steps can help organizations reduce corruption risks and be viewed favorably by regulators.
Introduction Over through the past five environmental.pdfbkbk37
Over the past five decades, Peru has developed a comprehensive system of environmental legislation, policies, and institutions to address its challenges. Recent progress includes decreasing deforestation, integrated water management, and expanding natural protected areas. However, rapid urbanization is a major contributor to environmental deterioration, as increased population and economic activity have raised air pollution levels. As Peru seeks to reduce poverty and inequality while building a robust environment, environmental damage and loss of natural resources present difficulties.
Applying the UN Guiding Principles on business and human rights in the fight ...Ardea International
Summary slideshare of detailed paper available at www.financingagainsttrafficking.org.
The UN Guiding Principles on business and human rights are seen as a game changer. How do they apply to human trafficking? What should business be doing to reduce the risks of human trafficking in their supply chain?
Principle 1: Businesses should support and respect the protection of internat...Waleed Ahmad
The document discusses the UN Global Compact's first principle on human rights and how businesses should respect them. The principle expects businesses to respect and support human rights within their sphere of influence. This involves using due diligence to avoid violating rights, addressing negative impacts, and considering factors like the operating country context, a company's own activities and relationships that could involve them in human rights abuses. The document also provides reasons for companies to care about human rights and ways they could implement respect for human rights, such as understanding their sphere of influence.
A Practical CNV Guide To The Ruggie PrinciplesCNV Vakcentrale
What can you as a trade union leader official do about human rights violations in your company, with the help of CNV Internationaal via your international network? Or even
better: how can you prevent the rights of workers being violated in the first place?
Similar to [Salterbaxter Directions] Human Rights - The Time is Now (20)
Is Technology Removing the ‘Care’ from Healthcare?MSL
The document discusses a roundtable report on the implications of the Topol Review for the pharmaceutical industry. The Topol Review explored how to support digital healthcare technologies in the NHS. The roundtable addressed questions about ensuring personal care in a digital environment, bridging digital divides, and benefits of technologies like genomics and AI. Key points discussed included the need for patients to be partners, addressing skills and access issues, and the industry needing to adapt to remain relevant in a changing healthcare system focused on personalized care.
MSL partnered with research firm Toluna to survey 1,846 marketing and communications leaders from Brazil, China, France, Germany, India, Italy, Poland, United Kingdom and the United States.
Powered by AI: Communications and Marketing in the Algorithm AgeMSL
MSL partnered with research firm Toluna to survey 1,846 marketing and communications leaders from Brazil, China, France, Germany, India, Italy, Poland, UK and US. We partnered with our colleagues at sister agency Publicis.Sapient who are experts in counselling companies and brands on the AI revolution.
A look inside the endless debate between traditional and digital media.
For more information write to Joshua Gardner, Vice President & North American Lead, Global Energy Practice, MSL | joshua.gardner@mslgroup.com
SCOTUS Launches New Economy with Legalized Sports BettingMSL
In a 6-3 decision in the case Murphy vs. National Collegiate Athletic Association, SCOTUS ruled that because Congress exceeded its constitutional authority when it passed PAPSA. In essence, Congress tried to prohibit state legislatures from repealing their existing statues that outlawed sports betting. Under a line of Supreme Court precedent known as the anti-commandeering doctrine, federal efforts to coerce states into enforcing federal law are unconstitutional violations of the Tenth Amendment.
To say this is just the beginning would be cliché, but what SCOTUS has wrought with its decision will have lasting consequences that go far beyond sports betting.
Our current consumption patterns are stretched to breaking point. Few would argue the need to fix our systems. It’s how to manage an economically viable and just transition that is making heads ache.
[Salterbaxter Directions] Moving The Goal PostsMSL
Is your business goal-ready to move beyond 2020? Explore a new generation of emerging sustainability goals that are unlocking business returns and driving transformational change.
The food market will experience rapid evolution in 2018, according to sector experts at MSL. A broad array of technological innovations will make it easier to acquire and consume foods and beverages tailored to our specific food needs, speeds and philosophies.
These insights emerge from the MSL’s annual analysis of top food trends compiled by its highly specialized food marketing and PR team, appearing as a shareable infographic. In recent years the agency’s forecast has been viewed more than 100,000 times. Past forecasts have spotted the emergence of major marketplace successes, including turmeric, coconut, ugly produce, food waste reduction and coffee as an ingredient.
SDG Signals - SBTribe Research by Salterbaxter MSLMSL
It’s been two years since the launch of the SDGs and the UN’s recent progress report highlights that support is uneven and needs to accelerate. New data sources, including
social media, continue to be vital tools to measure, monitor and report progress.
SDG Signals uncovers new insights about SDG communications online and which areas, people and brands are cutting through. We explore the overall SDG online conversation, providing clear opportunities for differentiation, with initial comparisons from the Technology and Food & Beverage sectors. Future editions will put the spotlight on other specific sectors and issue areas.
A joint initiative conducted by MSL and SPARK Neuro gives PR pros true cause for excitement. What was once only subjective – how much people are engaged with content and their emotional experience with it – can now be directly quantified by reading brain activity and other neurological responses.
For more information about Conversation2Commerce, email Erin.Lanuti@mslgroup.com or visit www.publicisC2C.com.
News in the Times of Digital - Indian Media TrendsMSL
The way India consumes news is changing in this digital age. 20:20 MSL's media trends infographic assesses Print v/s Online media consumption and how communications professionals can choose the right media mix through a structured approach.
Connect with our insights experts or share your feedback with us on Twitter @2020MSL and @msl_group.
To supplement Qorvis MSLGROUP's Guide to the Trump Administration, we have created a set of appendencies highlighting expected cabinet and staff appointments as of 12/1/2016.
Governing a Divided Nation - Insights about the 2016 U.S. Presidential ElectionMSL
Public affairs and policy experts from Qorvis MSLGROUP have compiled an extensive election coverage and analysis of how the new U.S. President and Congress will move forward after one of the most bitter campaigns in American history.
For more updates, follow @qorvis or reach out to us on Twitter @msl_group.
This document provides an overview of key people in Donald Trump's administration, including family members and advisors. It outlines biographies of Melania Trump, Ivanka Trump, Jared Kushner, Donald Trump Jr., Eric Trump, and Tiffany Trump. It also profiles powerful advisors and supporters such as Mike Pence, Reince Priebus, Steve Bannon, Newt Gingrich, Rudy Giuliani, Jeff Sessions, and Mike Huckabee. The document groups the individuals and provides affiliations for each to help understand the relationships that may influence the Trump administration.
The ICCO Global Summit which took place in Oxford, UK, from 29-30 September, 2016 offered two days of great conversations with colleagues coming from all over the world. MSLGROUP's SVP & Chief Strategy Officer, Pascal Beucler was invited to discuss why Branded Content and Entertainment are a new boundary, and a sweet spot to hit for PR professionals.
Based on Pascal's experience last June at the Cannes Lions International Festival of Creativity, as a juror in the newly created Entertainment Jury: this has been a week-long fantastic experience, evaluating how talent and ample narrative formats can elevate content into the cultural mainstream.
Role of Millennials and their Impact on Reputation ManagementMSL
This document discusses the role and impact of Millennials on reputation management. It notes that Millennials are the largest and most diverse generation, with significant spending power. They expect businesses to have a clear purpose and take stands on issues like climate change. The document advocates for reputation management strategies that focus on purpose, corporate citizenship, employer value proposition, and social openness. It argues businesses must align with causes Millennials care about to attract them as consumers, employees, and brand advocates. Micro initiatives that create measurable impact are more credible than broad promises. An authentic approach through conversations and shared experiences online is needed to effectively engage Millennials.
From energy to financial services and the digital world, in this issue of Insights Brussels - a regular update on key EU policy developments our public affairs experts provide an update on the most relevant legislative initiatives in the pipeline. We remain available to support organisations in understanding and navigating the Brussels arena and the interplay with relevant national policy landscapes.
For real-time updates, follow @MSL_Brussels or reach out to us on Twitter @msl_group.
While Brazil has been in the Olympic spotlight, an important political drama has been also playing out. MSLGROUP’s latest thought leadership assesses the first 100 days in office of Brazil’s interim President Michel Temer and offers a perspective on the future.
Temer is expected to be confirmed in office within two weeks, after Brazil’s senate approves the impeachment of suspended President Dilma Rousseff (two-thirds of the Senate has already declared their plans to vote for the impeachment).
The article is written by Paulo Andreoli (Chairman MSLGROUP Latin America) and Claudia Mancini (Publicis Consultants and MSLGROUP ANDREOLI).
Qatar Airways Kuwait Office serves as a crucial hub for travelers in Kuwait seeking premium air travel services. Located conveniently in the heart of Kuwait City, the office offers a range of services including flight bookings, ticketing, and assistance with itinerary planning. Dedicated staff are available to provide personalized support, ensuring a seamless travel experience. The office also offers information on Qatar Airways' extensive network, luxury amenities, and special offers. Known for its exceptional customer service, the Qatar Airways Kuwait Office is committed to delivering a high standard of service and addressing any travel-related inquiries promptly. For business and leisure travelers alike, it’s the gateway to exploring global destinations with ease.
This case study underscores upGrad's role in reshaping education through internet-driven innovation, illustrating its commitment to empowering learners and fostering career growth in the digital age.
#Digital Transformation
#Global Reach
#Industry-Relevant Programs
Zodiac Signs and Fashion: Dressing to Suit Your Astrological Stylemy Pandit
Discover how the 12 Zodiac Signs influence your fashion style with MyPandit! From bold Aries to dreamy Pisces, find out how to dress to suit your astrological personality.
Virtual Production Tool Set and Technologies Redefining Cinema.pdfvirtualproduction38
Discover how Virtual Production Tools and cutting-edge tech are revolutionizing filmmaking! Unleash creative freedom with virtual sets and in-camera VFX.
TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Editi...kevinkariuki227
TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Edition By William Messier Jr, Steven Glover, Verified
TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Edition By William Messier Jr, Steven Glover, Verified
1. **Team Strength**:
- Seasoned discoverers with mineral finds of >$1Bn (silver), >42Mozs (gold), >12Blbs (copper)
- $8.75M recently raised for aggressive exploration
- 30% management ownership aligns interests
2. **High-Grade Discovery**:
- 2021 re-discovery: 75Moz at 980g/t AgEq (silver-zinc-lead)
- Objective: Prove continuity between high-grade discovery and existing gold-silver mine
- Potential for a gigantic, continuous deposit
3. **Proven Production Area**:
- Site of one of Alaska's first open-pit gold mines
- Existing 43-101 resource: ~500,000 oz AuEq, mostly indicated
4. **Carbonate Replacement Deposit (CRD) Advantages**:
- High grades, low mining costs
- Metallurgically simple, minimal environmental impact
- Strategic metals (Zn, Ga) could expedite permitting
5. **Massive Potential**:
- Two polymetallic deposits potentially linked
- Extensive mineralization corridor to be confirmed by drilling
Key Takeaway: High-grade discovery with potential for a giant, continuous CRD deposit, backed by a proven team and existing resources in a mining-friendly jurisdiction.
The standard operating procedure aims to align all the Digital Marketing Efforts into a single channel and help to measure the effectiveness of each department.
This SOP applies to all digital marketing activities including
• Social Media Marketing (SMM)
• Search Engine Marketing (SEM)
• Digital Ads
• Web Development
• SEO
• Email Marketing
• SMS Marketing
• Community Marketing (Whatsapp/ Viber etc.)
• Paid Marketing
• Native Marketing
• Analytics Tools
A Complete Guide of Dubai Freelance Visa and Permit in 2024Dubiz
Dubai warmly welcomes professionals from every field, including freelancers. The city’s strong economy provides a fertile ground for freelancers to thrive and succeed. With the rise of digitalization and changes in employment trends, many people are choosing freelance careers for the independence and flexibility they offer. And where better to start your freelancing journey than in Dubai? However, to begin your journey, you will first need to get a freelance permit and a freelance visa Dubai.
Let’s begin by exploring the opportunities for freelancers in Dubai and learn how to obtain the necessary visa and permit, including associated requirements and costs.
A Complete Guide of Dubai Freelance Visa and Permit in 2024
[Salterbaxter Directions] Human Rights - The Time is Now
1. HUMANRIGHTS:
THETIMEIS
NOW
Is your business up to speed
on the risks and opportunities
of human rights issues?
Inside:
Learn from the early adopters
of the UN Guiding Principles
Reporting Framework and get
ahead of the game.
2. 1
THE TIME IS NOW: HUMAN RIGHTS SALTERBAXTER
The launch of the UN Guiding
Principles in 2011 was a defining
moment, providing for the first time
clear formalised guidelines on the
expectations of business to protect,
respect and remedy human rights.
Today there is an ever-increasing awareness of
the risks that corporate activity brings to people,
and to business. There is a growing body of
legislation in the area and a mounting case book of
litigation and non-compliance. Investors are taking
note and leading companies are raising the bar.
At the same time, the definition of human rights
has continued to evolve presenting a more holistic
lens through which to view the impacts that
companies can have on people. It not only includes
issues such as working conditions or modern
slavery, but also things like access to water, freedom
of expression, data privacy and LGBT rights. Some
of these issues are well-known to business, others
are less familiar.
Recent developments such as the launch of
the UN Guiding Principles (UNGP) Reporting
Framework, the Corporate Human Rights
Benchmark, the UK Modern Slavery Act, and the
UN Sustainable Development Goals are further
accelerating convergence between business and
human rights – or at the very least, improving
transparency on these issues.
This is creating a new challenge for business –
a need to better manage risks by understanding,
taking action on and communicating performance
on relevant issues. But it is also creating
opportunities to enhance social license-to-operate
and build trust.
The UNGP Reporting Framework in particular
will prove a critical tool in helping business to
get on the front foot when it comes to human
rights, enabling individual companies to drive
and demonstrate action rather than simply
reacting when things go wrong. An evolution
that Caroline Rees, President of Shift, calls
from ‘named and shamed’ to ‘know and show’.
Arabella Bakker
Director of Consultancy
& Communications
Salterbaxter
Huw Maggs
Strategy Director
Salterbaxter
The term ‘human rights’ conjures up different
meanings for different people, depending on
perspective and geographic outlook. For example,
‘human rights in China’ might imply labour issues
and worker conditions for some stakeholders, while
for others it refers to free speech and political
freedom. So it’s essential that companies are
transparent about how they define their human
rights impacts, in order to advance how the issues
are identified, communicated and acted upon.”
Shawn MacDonald, CEO, Verité
We hope the CHRB will drive a race to the top and
provide businesses an opportunity to learn from
peers within and across industries, and improve
preventative measures as well as effective remedies
for victims.”
Vicky Dodman, Chief Executive, CHRB
We think now is a critical moment in that evolution.
Users of the UNGP Reporting Framework are
realising the benefits, getting ahead of the game and
improving their performance and disclosure in a
measured and iterative way. Others are taking note.
But given the mounting forces outlined above, this
opportunity to map your own journey will not remain
open for long. That’s why we think the time is now
for smart companies to get ahead of the game on
human rights.
In this supplement, we share the perspectives
and practical recommendations of a selection
of global experts and three users of the
UNGP Reporting Framework – Trafigura,
ABN AMRO and Ericsson. We also shine a light
on three specific sectors where human rights
issues are becoming increasingly important for
different reasons, with implications and lessons
for others. Finally, we pull this together into five
recommendations for those who are thinking
about adopting the UNGP Reporting Framework.
ESTABLISHINGANDREPORTING
ONHUMANRIGHTSIMPACTSFROM‘NAMEDANDSHAMED’TO‘KNOWANDSHOW’
3. 2
The UN Guiding Principles Reporting Framework
focuses companies’ reporting on their salient human
rights issues. These are the human rights at risk of
the most severe negative impact arising from the
company’s activities and business relationships.
This focus on risks to people is a critical feature
of the corporate responsibility to respect. There is
also increasing evidence that risks to human rights
frequently converge with risks to business. Where
the most severe human rights risks are concerned,
this convergence is particularly strong.”
Richard Karmel, Partner & Global Head of Human Rights, Mazars
OURPERSPECTIVE:SHIFT
The United Nations endorsed the Guiding
Principles on Business and Human Rights
in 2011, bringing much-needed clarity
about the responsibility of companies for
human rights impacts in their operations
and value chains.
The Guiding Principles provide a blueprint
for companies to move past reactive responses
to being ‘named and shamed’ when things go
wrong, and instead to proactively ‘know and
show’ that they are addressing human rights
risks and impacts across their business. This
means conducting human rights due diligence
with a focus on risks to people, rather than just
risks to the business. It means prioritising for
action a company’s ‘salient’ human rights
issues: those human rights at risk of the most
severe negative impacts. None of this can be
done just from desks within company walls – it
requires dialogue with key stakeholders – and
most critically those whose human rights may
be affected – in order to fully understand the
risks and identify effective solutions.
This idea of ‘knowing and showing’ links
companies’ internal management systems and
their external reporting. To help companies
with both these dimensions, Shift worked with
the audit and advisory firm Mazars to develop
the UN Guiding Principles Reporting
Framework. The Reporting Framework is
based on simple but smart questions to which
any company needs to have answers internally
as part of its risk management efforts. Those
answers will include the information most
relevant for disclosure to investors and other
stakeholders to assure them that these issues
are being managed. Today, companies from
Unilever and Newmont to Novo Nordisk and
Microsoft are using the Reporting Framework
for both these purposes to very positive effect.
Implementing respect for human rights takes
time. Companies need a single, consistent
and coherent approach to improve their human
rights risk management processes, address
the growing body of human rights related
regulations, and deliver effective reporting
that improves dialogue with their stakeholders.
The UNGP Reporting Framework makes
this possible.
Caroline Rees, President, Shift
FASTFIVE
Legislation, frameworks and benchmarks that are driving
the human rights agenda right now
The UN Guiding Principles (UNGP) Reporting
Framework: The UNGPs were endorsed by the UN Human
Rights Council on 16 June 2011, setting out key principles
on corporate responsibility to respect human rights. In
February 2015, Shift and Mazars launched a widely-
supported Reporting Framework to guide companies in
communicating how they align with the UNGPs.
Salience: A lens used by the UNGP Reporting Framework
to determine a company’s most important human rights
impacts. Salience is different to materiality – which
assesses issues based on importance to stakeholders and
business impact – because it focuses on the risk to people,
not the business.
The Corporate Human Rights Benchmark (CHRB):
The CHRB will provide a comparative snapshot year-on-
year of the human rights performance of the largest 500
companies on the planet, looking at the policies, processes
and practices they have in place to systematise their human
rights approach and how they respond when things go
wrong. The first benchmark published in March 2017,
following three years development, ranks the top 100
companies across the agricultural products, apparel
and extractives industries according to six
Measurement Themes.
The UK Modern Slavery Act: Passed on 26 March 2015,
this legislation is designed to tackle slavery in the UK
specifically, and requires all companies that operate in
the UK to publish an annual statement outlining how it
is working to ensure that there is no slavery in any part
of its business – including its entire global supply chain.
The French Corporate Duty of Vigilance Law: Passed on
21 February 2017, this legislation requires large companies
operating on French territory to establish a vigilance plan
to prevent human rights violations. The plan must also
cover subsidiaries, suppliers and subcontractors.
1
2
3
4
5
4. 3
THE TIME IS NOW: HUMAN RIGHTS SALTERBAXTER
1. Why did Trafigura decide to use the UN
Guiding Principles Reporting Framework for
its 2016 Responsibility Report?
It was a logical and timely step for Trafigura.
In 2016, we instituted a wholesale review of
our approach to Corporate Responsibility. We
established a new forum for dialogue with a wide
range of stakeholders via our first Multi-Stakeholder
Forum (MSF). Within the MSF we presented and
consulted on a revision to our pre-existing Health,
Safety, Environment and Communities (HSEC)
Policy. The result was a refined ‘Responsibility
Policy’ which sought to move us beyond simply
aiming for HSEC compliance – essential as that
remained – towards promoting greater responsibility
and respect for human rights as key considerations
in our business processes and decision making.
In line with this shift, we also set out to align with
the UN Guiding Principles (UNGP) Reporting
Framework. Doing so was both common-sense
and impactful. Starting the process (and to be
clear, we have some way to go) helped us build
a fuller appreciation of risk, based on the concept
of salience – that is using the lens of risk to people,
not the business as the starting point.
2. As a company that has chosen to adopt
the UNGP Reporting Framework, what advice
would you give to other companies thinking
about using it?
Firstly, map your risks. Complement your
assessment of ‘materiality’ – that is, material risk
to the business – with a review of ‘salient’ risks,
meaning those with greatest potential impact on
human rights.
For Trafigura that meant looking at our activities
through a new lens. At a top level, we source,
store, blend and deliver commodities worldwide.
Across these channels we have a vast number
of direct and indirect business relationships. Our
human rights impacts are equally diverse – in their
nature, in their potential extent and severity, and in
their remediability.
When exploring remediability, we took soundings
externally and worked with senior management
internally to establish where we could really move
the bar. One such area was the global discussion
around natural resource revenue transparency.
In this case, the citizens of oil producing nations –
supported by campaigning non-governmental
organisations – are seeking to hold governments
and business to account. They want to see that
revenues disclosed by governments from the sale
of commodities are indeed matched by payments
disclosed by companies.
This campaign spurred the creation of the
Extractive Industries Transparency Initiative
(EITI). Although EITI’s initial focus was on
generating disclosure of payments to governments
by mining companies and upstream oil companies,
commodities trading firms are also being drawn in.
Trafigura decided that it made sense to address
the issue by making a voluntary disclosure of
its payments to National Oil Companies in EITI
member countries. We were the first (and remain
the only) commodities trading house to report
systematically on our oil payments under the
auspices of EITI. We are also working with producer
governments, other companies and NGOs to adapt
existing EITI disclosure standards and processes.
Q&AWe spoke to James Nicholson,
Head of Corporate Responsibility,
at Trafigura on his experiences and
advice when it comes to reporting
to the new UNGP Reporting Framework
When exploring
remediability, we took
soundings externally
and worked with senior
management internally
to establish where we
could really move the bar.”
James Nicholson, Head of
Corporate Responsibility, Trafigura
5. 4
So, in conclusion, reconcile your perception of
risk with the perception held by those impacted.
Engage internally to build support and license
to affect change. And lastly, capitalise on existing
mechanisms (where possible) to exercise leverage –
where they don’t exist – take the lead.
3. How have your stakeholders responded to
the increased level of transparency on human
rights and what role do improved
communications play?
Our objective is to build trust over the long term.
Communications plays an important role in
underpinning that objective. In an industry
that has done little to communicate in the past,
Trafigura’s efforts have been well received but
we have so much more to do.
At the most simple level, the commodities trading
sector as a whole needs to do more to explain why
it exists and how it operates. A sector as large as
ours can no longer ‘fly under the radar’. Trafigura
has invested significantly in telling its story – by
actively engaging with stakeholders and through
the release of reports and publications such as
‘Commodities Demystified’. In developing new
channels of engagement we’ve built a better
understanding of what matters and to whom.
We’re also becoming better understood and, as
a consequence, are better positioned to manage
our impacts through collaboration with others.
Take the issue of safe and responsible logistics.
Trafigura trucks significant volumes of commodities
by road every day by contracting with a network
of third-party providers. Unsafe road practices
impact the right to life of communities, employees,
contractors and suppliers – typically with a
disproportionately negative impact on vulnerable
groups. We know the cement sector, and other
players in the oil business, have done a huge
amount to advance standards in this area. Through
articulating our societal impacts we’ve prompted
discussions with other value-chain actors,
including our banks and competitors, and are now
developing meaningful programmes to mitigate
negative impacts.
SPOTLIGHT
ONSECTORSBusinesses across every sector and
industry have a duty to respect and protect
human rights. Almost every business, no
matter how large or small, in every country
and across every continent, will impact
human rights issues in some form or other.
Those companies that do not recognise
this face potential legal, regulatory or
reputational risks.
The nature and scale of the issues and the
risks to business vary by geography, as
well as by sector. While much has been
written already about human rights in
industries such as apparel, extractives and
construction, in the second half of this
supplement we have chosen to focus on
three specific sectors that we think will
come into the spotlight for different reasons
in the next few years:
Travel & Tourism —
which employs more
workers worldwide than
any other sector
Financial Services —
whose investment decisions
have a significant impact
on human rights down the
investment chain
Technology —
as the digital age shines a new or
different light on certain human
rights issues with implications
for many other sectors
6. 5
THE TIME IS NOW: HUMAN RIGHTS SALTERBAXTER
Caroline Carson
Senior Consultant
Salterbaxter
In a world of seven billion people,
Travel and Tourism is the world’s
biggest employer. Taking into account
all of its subindustries, it employs
292 million people, securing one in
10 jobs worldwide.
According to the UN, between 2016 and 2030,
around 470 million jobs will be needed around
the world for new entrants into the labour market.
Given the industry’s growth is consistently faster
than the rest of the global economy, it’s clear that
Travel and Tourism will play a significant role in
filling this gap in the coming decades.
Tourism is also a key development driver in the
global South and a main foreign exchange earner
for 65 of the 69 developing countries. However, as
jobs are created the risks of labour abuses often
increase. What’s more, this highly fragmented
industry relies heavily on relatively low-skilled,
seasonal, part-time, and often informal labour and
has high levels of migrants and female workers
across its many complex supply chains.
For example, larger hotel chains may employ
over 150,000 people in as many as 100 countries,
without necessarily directly owning all hotels
and with around 80-90% of businesses in the
sector being small enterprises. As a result,
human trafficking represents a potentially
critical human rights issue within the travel
and tourism industry.
But that’s only part of the story. The UN’s
Sustainable Development Goals (SDGs) agreed
upon by 193 countries in September 2015, and in
particular Goal 8 with its focus on ‘decent work
for all’, is fast-forwarding the labour rights debate
in Travel and Tourism from a discussion about
basic workers’ rights to one about more inclusive
social provisions such as rights to pensions,
health care and skills development. As proof Goal 8
has been selected as a key theme in the UN’s 2017
International Year for Sustainable Tourism for
Development, while the ILO is also working on
sector guidelines for policy makers on decent work
and socially responsible tourism.
More meaningful engagement across
the private sector is needed. Corporations
must improve their internal training on
slavery awareness and their internal
policies, controls and processes so that
they are in a better position to respond
to the growing risk of slavery in their
supply chains. External suppliers
must be required to abide by the same
standards of conduct as those
businesses that they supply.”
Archana Kotecha, Head of Legal at Liberty Asia
ALIGNINGHUMANRIGHTSANDTHE
SUSTAINABLEDEVELOPMENTGOALS
INTRAVELANDTOURISM
470MILLIONJOBSwill be needed around
the world for new entrants into the
labour market between 2016 – 2030. $32BILLIONannual estimate of profit
of human traffickers
(IOL).
7. 6
Many in the hotel sector have done a lot
of work to understand trafficking risk,
to raise awareness of the issue and to
develop policies and procedures to
address trafficking. Our human rights
working group has really helped our
members to understand the risks, share
best practice and identify common
solutions. Companies need to ensure
that policies are not simply position
statements and that the correct due
diligence is in place. Companies working
alone will struggle to address some
of these issues so this is why ITP is
convening hotel companies to collaborate
for meaningful change.
“ITP works with leading hotel
companies who have anything from a
handful of properties to those with
several thousand. As neutral facilitators,
we enable companies and specialist
organisations to come together and help
advance learning and progress on human
rights issues. Where SMEs can struggle
to resource engagement on issues,
joining with an organization such as
ours can really help.”
Fran Hughes, Director of the International
Tourism Partnership (ITP)
With their universal applicability and
importance in shaping development
priorities, the SDGs will have a big
influence on the scope and
implementation of the human rights
agenda in the years ahead. Given the
recent rise in anti-globalisation and
protectionist sentiment – fuelled in
large part by a perception of social
inequality and unequal growth within
and between countries – it’s reasonable
to assume that the decent work agenda
will quickly become a priority, in
particular for companies with large
global supply chains.
But this is just one example, and as
Heather Johnson and Camilla Goldbeck-
Lowe of Ericsson point out on Page 10,
the UNGP Reporting Framework and
the UN SDGs are far from mutually
exclusive. A number of practical guides
and tools are already emerging to help
companies map linkages between the
SDGs and different human rights
instruments. For those companies
aligning their sustainability approaches
to the SDGs applying a human rights-
based lens represents a useful and
obvious step.
8. 7
THE TIME IS NOW: HUMAN RIGHTS SALTERBAXTER
Kristina Joss
Senior Consultant
North America
Salterbaxter
Human rights as a corporate
sustainability issue has traditionally
been linked to businesses with
complex supply chains in developing
countries where regulations and
transparency are minimal. However,
as the issue of human rights gains
international attention less traditional
sectors, such as finance, have come
under greater scrutiny.
While many of the direct human rights risks
impacting the finance sector are those every
business faces – fair and safe working conditions,
labour relations with suppliers, inclusive and equal
opportunities – financial institutions are also
uniquely exposed to human rights risks through
the projects and companies in which they invest.
Without corporations properly accounting for
the full social and environmental ‘costs’ of their
operations, financial institutions have been at
risk of allocating capital toward controversial
activities such as deforestation and child labour.
The landscape though, is changing.
Over the past decade international frameworks
such as the United Nations Principles of
Responsible Investment (UNPRI), the Equator
Principles, the UNGP Strategic Framework and
most recently the UN Sustainable Development
Goals have gradually solidified the sector’s role
and responsibility in addressing global human
rights risks.
The use of due-diligence systems for assessing
financial risks have for some time been used to
assess environmental, social and governance
(ESG) risks in investment and lending activity.
Institutional investors are starting to recognise
that understanding and managing human rights
is critical for complying with new and future
legislation, developing competitive advantage
and protecting shareholder value. It is therefore
no surprise that the new CHRB was developed
by a coalition of investors in collaboration with
prominent civil society organisations.
And yet, awareness and newly emerging
benchmarks alone are not enough. The speed and
frequency of transactions and the complex nature
of business relationships are unique challenges the
sector must overcome. Financial institutions must
find ways of integrating human rights assessments
across a wide range of their core investment and
lending activities, and over the longer term this will
require fundamental shifts in how capital allocation
is evaluated.
In light of this, today’s leading financial institutions
are actively taking steps to first understand their
key human rights risks and opportunities, and are
starting to embed them gradually across their
businesses. This has important practical
implications for the larger business community.
Scrutiny of companies’ human rights practices as
part of due diligence and active engagement by
financial institutions is on the increase and will be
accelerated further by benchmarks like the CHRB.
The questions will come and companies should be
ready to respond.
This creates a strong case for adopting
recognised reporting frameworks such as the
UNGP, that will help assure investors that the most
important human rights issues are being managed.
Businesses need to be proactive in engaging with
shareholders and other investors to recognise and
clearly understand the issues that matter to them
the most.
AUNIQUEROLEFORTHEFINANCIAL
SERVICESSECTORONHUMANRIGHTS
9. 8
OURPERSPECTIVE:ABNAMRO
The human rights agenda is becoming increasingly
important for financial services institutions. As a
sector, we need to better understand the impact of our own
activities and those of our clients, but that will take time.
ABN AMRO wanted to be an early adopter of the UN
Guiding Principles Reporting Framework to help us focus
our approach, identify our salient issues and analyse our
baseline on human rights – including next steps.
The focus of the Framework on salience has been
really important. It has informed the way we think and
communicate about human rights now. One of the key
salient issues we have identified is privacy, as we hold a lot
of financial data for, especially, retail clients. We are not just
concerned about the human rights impact by our corporate
clients operating in high-risk sectors, but also about our
own direct impact on the five million individuals and
families with bank accounts and mortgages. This has
been a mind shift for some.
It’s important to stress this shift because the Framework
has done more than just advance our transparency or
communication. It has facilitated internal engagement
on the intersection of human rights and banking across
multiple areas of the business. This has accelerated the
implementation of our human rights programme.
But it doesn’t stop there because as an industry, we need to
work together to advance greater transparency. Initiatives
such as the ‘Dutch Banking Sector Agreement on Human
Rights’ are a good example of a model that can bring
together voices from the banking sector, civil society,
trade unions and government and stimulate overall sector
improvements. We see this type of model as a great
opportunity to help raise standards across our industry
and others.
In terms of advice for others thinking about adopting the
UNGP Reporting Framework, there are a few things we
would highlight:
·· Bring in external stakeholders to get an outside
perspective on the issues. We engaged with NGOs,
academics and human rights lawyers to discuss the
expectations of the report.
·· Recognise the importance of the UNGP focus on
salience will help you focus your efforts. But it’s
critical to explain the concept to internal stakeholders
across the business and to get their input as it differs
from materiality.
·· Be pragmatic when you start reporting and learn from
the early adopters in other sectors. How a company uses
the UNGP Reporting Framework can evolve over time;
you don’t have to answer all questions in the first year!
Herma van der Laarse, Sustainability Reporting Specialist
ABN AMRO / Ruben Zandvliet, Environmental, Social and
Ethical Risk Advisor ABN AMRO
10. 9
THE TIME IS NOW: HUMAN RIGHTS SALTERBAXTER
The relationship between the
technology sector and human
rights is complex and offers a
window into the future for others.
On the one hand, new innovations have
contributed to the advancement of human rights,
such as new technologies that improve supply
chain transparency and traceability.
On the other hand, the sector continues to face
criticism for human rights violations, notably
related to conflict minerals, worker conditions
and digital rights issues, and in particular data
privacy and freedom of expression are giving
rise to complex new tensions between business,
governments and consumers.
While brand loyalty seems largely unharmed by
more traditional ‘out of sight, out of mind’ scandals
in places such as China and the DRC, the same
cannot be said when people feel their digital rights
have been compromised.
Debates such as the high profile legal showdown
between the FBI and Apple over the encryption
of the iPhone belonging to one of the perpetrators
of the San Bernardino terrorist attack and more
recent discussions about post-truth and fake news
are putting pressure on technology companies.
There is pressure to play a more proactive role in
addressing the human rights issues that emerge
as digital technologies become more and more
deeply integrated into our society. Are the likes
of Facebook protecting free speech or their own
commercial interests?
A growing number of initiatives are advocating for
greater transparency in this area. In March 2017,
the Ranking Digital Rights Corporate Accountability
Index released its second ranking of 22 of the
world’s most powerful telecommunications, internet
and mobile companies – a group of companies
whose products and services are collectively used
by at least half of the world’s 3.7 billion internet
users. With an average score of 33% most of these
companies still do not disclose enough information
to users about policies and practices affecting
freedom of expression and data privacy. As a
result, most of the world’s internet users lack the
information they need to make informed choices.
The relationship between digital technology,
business and human rights is complex, and often
ambiguous, emotive and newsworthy.
Technology is powering businesses old and new
across a range of sectors, and over the next few
years we will see these types of human rights
issues becoming increasingly widespread. They
are already popping up in sectors such as retailing
and banking.
Taking action now to map baseline human rights
issues will help identify and raise awareness of
your impact and exposure to things like data privacy
and freedom of expression. While opening up new
channels of engagement and starting a dialogue
on these issues will help get your company up to
speed and stay ahead of emerging challenges.
Don’t stand still.
NAVIGATINGTHENEWCOMPLEXITIES
FORTECHNOLOGYANDHUMANRIGHTS
Arabella Bakker
Director of Consultancy
& Communications
Salterbaxter
11. 10
Ericsson has been reporting against the UNGPs
for about three years now. Has it changed the
way you evaluate your human rights impacts?
The UNGP Reporting Framework is an excellent
way of externally being able to demonstrate work on
human rights issues that has been going on within
the company for a number of years in a structured
manner, and the questions it poses are also useful in
guiding new work in this area. But it’s important to
remember that in order to be able to report well,
you need to have something to report – you have
to start with the work.
How has the Framework played into your
engagement with stakeholders, and investors
in particular?
The Framework stresses the need of stakeholder
engagement and we work with that in a number
of ways. One way is the annual briefing for
investors on responsible business and another
example is stakeholder consultation within the
work with our Human Rights Impact Assessments.
As part of our approach to managing human rights
across our business, we integrate human rights due
diligence into our Sales Compliance Process. Such
a process is one of the most concrete examples of
how a company can embed a human rights lens
into operations.
Stakeholder consultation is quite complex and
there is no one solution fitting all. It is important
to identify the most relevant stakeholders, taking
into account the perspective of the kind of company
you really are and what kind of business sector
you are in.
Q&Awith Heather Johnson Strategic Initiatives & Partnerships, Ericsson
and Camilla Goldbeck-Lowe, CR Expert at Ericsson
What role do companies like Ericsson have
in navigating technology as an enabler of
human rights and risks?
Information and Communication Technology (ICT)
brings many benefits including empowering people
to more fully realise their human rights, such as
access to health and education and freedom of
expression. But the technology we provide can
also be misused. Some years back we published
a paper on some of these challenges, ICT and
Human Rights. We have a number of different
processes in place to mitigate such risks and we
also collaborate with NGOs, such as the Institute
for Human Rights and Business (IHRB) to try to
address challenges for constructive multistakeholder
dialogue, and one example is an Ericsson case study
– Human Rights Challenges for Telecommunications
Vendors: addressing the possible misuse of
Telecommunications systems published by IHRB.
In an increasingly digital world, there will be more
issues around personal data in the future – not only
for us, but also for manufacturing, retail and many
other industries. When new sectors face these
challenges, we will use our experience to help them.
Your latest report aligns to the UN SDGs.
How do you approach and balance the different
frameworks and standards?
Having been part of engagement around the role
of technology in helping to enable the achievement
of the goals, we decided to take the SDGs as a
framework for how we measure our impact on
society. That’s our overarching framework, but
our reporting on human rights contributes to that
effort. Ericsson has always strived to meet the
requirements of frameworks we feel are fundamental
to creating responsible business – we’ve chosen the
ones we’ll really focus on, and we’re really
committed to them.
12. THE TIME IS NOW: HUMAN RIGHTS SALTERBAXTER
Get going. Early adopters of the UNGP
Reporting Framework have stressed it’s
a journey. While external pressures are
rising, there is still a window of
opportunity to get ahead of the game and map your
own path. The UNGP Reporting Framework is just
that, a framework. It’s flexible enough for you to get
started immediately at a pace that’s right for your
business. What’s stopping you?
Get up to speed. Understanding the
wider human rights landscape around
the UNGP Reporting Framework is
important. It will inform how you apply
the Framework and how you communicate its value
to internal stakeholders. We’ve shared a snapshot
but if you haven’t already it’s worth spending some
time familiarising yourself with key areas of policy
and practice including within your own sector. You
don’t have to become an expert!
Outside-in approach. All of our
experts and practitioners have stressed
the importance of external engagement
both in identifying important issues
and in helping to improve performance and scale
action. What’s also clear is that it’s not always the
usual suspects you need to engage with. Don’t be
afraid to open up new channels – for example with
human rights advisors and lawyers – and call on
early adopters or other experts such as Shift or
Mazars for advice.
Map value and alignment. A key piece
of consensus amongst early adopters is
the value the UNGP Reporting
Framework provides beyond reporting
itself – as a gap analysis, a due-diligence tool and a
platform for internal engagement on human rights.
Our contributors have also emphasised how the
Framework can enhance existing sustainability
strategies, aligning with other frameworks such
as the SDGs and strengthening approaches to
specific issues. Before you start, map out the
different ways it can align with and benefit, both
sustainability and wider business efforts. This will
build the case for adoption and help you get more
out of it once you’ve started.
Start small. You don’t have to go
straight into reporting against the
Framework. If it feels like too much
of a stretch, then think creatively of
ways to dip your toe in the water. Use some of the
Framework’s questions in an internal workshop
to get the conversation going or complement an
existing materiality assessment with a review of
salient issues to start mapping baseline risks.
These sorts of activities will act as stepping stones
towards applying the Framework and should add
plenty of value along the way.
For more information see:
www.UNGPreporting.org
TAKING
ACTION
Business has the opportunity
to lead on human rights.
The days of reporting policy statements
and no actions are behind us. Now is the
time to accelerate performance by taking
an honest look at the issues impacted and
working with key stakeholders to drive
change. The UNGP Reporting Framework
provides businesses with a flexible
blueprint for doing this.
Here are five recommendations for
companies thinking about adopting it.
There is a shift in attitude, one moving
towards seeing the benefit of audits and
assessments not only as risk mitigation
tools but also in facilitating more
added-value activity, such as
remediation and capacity building.
PVH has seen impressive results from
recent pilots in which we invested in
engaging suppliers through human
interaction and dialogue.
In future I’d like to see that be a joint
collaborative effort to accelerate progress
on things like capacity building and
to free up time and resource so we
can focus our efforts on new types of
engagement and system solutions.
Looking ahead, there has to be a
combination of voices in the room to
further advance human rights issues.
For example, in fair and living wage
discussions, I don’t see enough
economists around the table or people
who have experience in working with
different governments.
From a systems perspective the North
Star is really around product level
footprinting, a situation where you could
take your product and be able to map it
back to facilities, back to the component
level and see clear social indicators,
based on the entirety of those inputs.
I don’t think that the IT system
infrastructure is currently in place but
we are getting more and more detailed
stakeholder inquiries, which are driving
our transparency and IT systems efforts.
Marissa Pagnani, Group Vice President, Corporate
Responsibility, PVH
LOOKINGAHEAD:THEPVHPERSPECTIVE
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