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Welcome to the Resource Centre

We make it our mission to work with advocates in civil society, business and government to address inequalities of power, seek remedy for abuse, and ensure protection of people and planet.

Both companies and impacted communities thank us for the resources and support we provide.

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Phil Bloomer, Executive Director

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Results found: 114

  • Johnson & Johnson: Management

    One of the key areas where human rights is managed within the company is in our Supply Chain. Our Responsibility Standards for Suppliers outlines compliance expectations for suppliers and external manufacturers. Our external manufacturing partners are...

  • Johnson & Johnson: Actions on conflict minerals

    Along with governments, NGOs, the investment community and other corporations, Johnson & Johnson is concerned with human rights violations, such as forced labor, sexual violence, human trafficking and child labor, which we understand are occurring...

  • Johnson & Johnson: Grievance procedures and access to remedy

    As mentioned earlier, Johnson & Johnson is guided by a statement of beliefs we call Our Credo, which outlines our responsibilities to our customers, our employees, our communities around the world, as well as our shareholders. These...

  • KDDI: Management

    Note: English translation of KDDI's Japanese original - currently under review by the company: will be made available here as soon as approved.

  • MTN: Management

    Group level, country-specific, and business continuity risks and mitigation/ management and compliance processes in all MTN countries of operation are addressed and managed through the Group’s Business Risk Management process, which includes a list of...

  • Marks & Spencer: How are human rights managed within your company?

    Again, our Human Rights Report ([link]) (p12 – how we defined our salient issues, chapter two – our salient issues, and chapter three – ensuring robust governance) gives the fullest explanation of how human rights is managed in our business. This is...

  • Marks & Spencer: What is the company’s approach to the engagement of stakeholders (including workers, and local communities impacted by the company’s activities), on human rights issues?

    A full description of how we interact with stakeholders can be found in our Human Rights Report ([link]), p51 (‘Working with stakeholders’). This is summarised below. For our approach to human rights to be successful, it is critical that we regularly...

  • Marks & Spencer: What provisions does your company have in place to ensure that grievances from workers and affected communities or individuals are heard, and can you provide examples of remedies provided?

    Recognising the importance of grievances and access to remedy, we have introduced a new commitment to strengthen the grievance mechanisms we have in place to remedy adverse human rights impacts, and will update on this in due course. All our employees...

  • Mars: Management

    To ensure that we target salient impacts, where we can make the most valuable contribution, our due diligence will initially focus on two areas: 1. Our operations, where we have the most control and; 2. Sourcing, where our highest risks lie. How are...

  • Microsoft: Management

    We work to ensure that we respect human rights across all aspects of our business and we seek to apply the power of technology to promote human rights globally. Since endorsing the UN Global Compact in 2006, Microsoft has had a formal commitment to...

  • Mondelēz International: Stakeholder engagement

    Our approach to stakeholder engagement is summarized on our corporate website: [link] Update 2016: Following extracts from ‘The Call for Well-Being Progress' Report 2015 ([link]): “Partnership is the key to lasting change. Cocoa Life integrates the...

  • Monsanto: Management

    We believe that the nature of our business is that the biggest human rights risks lie with our use of temporary seasonal labor in the production of seeds. The cornerstone of our approach to managing human rights is our global risk assessment, which...

  • Nestlé: Management

    We deliver on our responsibility to respect human rights at the corporate level and across country operations through the implementation of our Human Rights Due Diligence Programme. The Programme is made of 8 pillars that are described below. For more...

  • Nestlé: Stakeholder engagement

    We engage with stakeholders and rights-holders at different levels and through different channels. Every year we conduct two global stakeholder consultations (one in London and the other in a country operation) where human rights issues, among other...

  • Nestlé: Other actions

    For each of the priorities identified above, specific action plans has been elaborated and implemented. This is an example of how we are addressing one of these priorities a specific sector and country, i.e. child labour in the cocoa supply chain in...

  • Nestlé: Reporting and communication

    Internal communication and awareness-raising “Human rights in our business activities” is one of our 10 Corporate Business Principles. These Principles haven been distributed to each of our 340,000 employees and regular training on each of these...

  • Nestlé: Progress since June 2011, when the UN Guiding Principles were endorsed

    “Human rights in our business activities” is one of our 10 Corporate Business Principles that were revised in 2010. In 2011, we started implementing our our 8-Pillar Human Rights Due Diligence Programme that is fully aligned with the UN Guiding...

  • Nike: Progress since June 2011, when the UN Guiding Principles were endorsed

    We believe that a valued contract factory workforce means better business for the factories and for NIKE, and better well-being for individual workers. Factories that value their workers – investing in their skill building, listening to their ideas on...

  • Nike: Challenges, and additional guidance that would be helpful

    At NIKE, we believe one of our responsibilities, as a global company is to play a role in bringing about positive, systemic change for workers within our supply chain and in the industry. We've run the course – from establishing a Code of Conduct that...

  • OMV: Management

    In order to meet our concrete responsibilities to respect human rights and not to become complicit, we attach special importance to a well-structured process of Human Rights Due Diligence as well as the establishment of effective operational-level...

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