All Human rights articles – Page 9
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WebinarPlanting the seeds of change: managing social issues in land investing
The PRI’s webinar Planting the seeds of change: managing social issues in land investing explores why investors should consider land issues and learn about the Reference Guide for Risk Assessment in relation to land.
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WebinarManaging ESG risks in the supply chains of private companies and assets
This webinar provides an overview of PRI’s guidance on Managing ESG risk in the supply chains of private companies and assets; as well as a discussion on engaging with portfolio companies to understand and mitigate ESG risks in the supply chain.
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Discussion paperHuman rights in private equity
It is increasingly expected that human rights due diligence (HRDD) is undertaken by businesses, as per the UN Guiding Principles on Business and Human Rights (UNGPs), OECD Guidelines for multinational enterprises, emerging laws such as the UK Modern Slavery Act and the French duty of vigilance law, and other proposed ...
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Engagement guide
The apparel industry in the spotlight
The apparel industry is a complex sector. Valued at US$3 trillion, the global market accounts for 2% of the world’s GDP.
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Blog post
Values to valuation
There has been growing interest from signatories in addressing human rights, inequality and labour standards.
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Engagement guide
Expectation 1 for food and beverage companies: supplier code of conduct
Companies should have a publicly available supplier code of conduct that reflects international standards such as the ILO core labour standards (covering child labour, forced labour, trade union rights and equal opportunities), covers health and safety and working conditions, and contains at least a longer term target for a living ...
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Engagement guide
Expectation 2 for food and beverage companies: governance
Companies should ensure oversight at board level, and that board members are regularly trained. They should establish processes that enable them to identify and respond appropriately to legislation and ensure relevant departments (e.g. human resource and labour/ environmental compliance, senior management, procurement or sourcing, communications and/ or marketing, production) are ...
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Engagement guide
Expectation 3 for food and beverage companies: traceability and risk assessment
Companies should map their supply chains, by geography and by product, and assess labourrelated risks in the supply chain, by geography and by product.
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Engagement guide
Expectation 4 for food and beverage companies: sourcing and supplier relationships
Companies should evaluate suppliers for labour performance, including on minimum labour compliance criteria and on suppliers’ capacity to manage compliance of their own suppliers.
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Engagement guide
Expectation 5 for food and beverage companies: collaboration on systemic issues
To address systemic issues, companies should collaborate with external stakeholders such as trade unions, civil society organisations, human rights experts, governments, and sector peers.
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Engagement guideExpectation 6 for food and beverage companies: monitoring and corrective action
Companies should regularly assess the labour performance of at least new and existing direct suppliers, and ensure that their direct suppliers assess and monitor their sub-suppliers. Companies should report on the results of these assessments. They should request corrective action plans from non-conforming direct suppliers and sub-suppliers, and, as a ...
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Engagement guide
Expectation 7 for food and beverage companies: target setting and disclosure
In each of the above areas, companies should report regularly and publicly on policies and processes as well as on performance against measureable and time-bound targets. We encourage a combination of quantitative reporting, such as the G4 Sustainability Reporting Guidelines, and qualitative reporting, such as the UN Guiding Principles Reporting ...
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Engagement guide
Why engage on agricultural supply chain labour practices?
Improving supply chain labour standards can help mitigate operational, legal/regulatory and reputational risks, as well as present opportunities to benefit from innovative suppliers, access to more markets and contracts, loyal customers, productive/committed employees and secure supplier relationships.
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Engagement guide
How to engage with agricultural supply chain companies
The following engagement recommendations are based on findings from the engagement, as well as findings from other stakeholders and sources.
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Engagement guideFrom poor working conditions to forced labour - what's hidden in your portfolio?
Recent legislation such as the UK Modern Slavery Act, along with prominent examples of labour breaches in agricultural supply chains - which include child labour in the cocoa industry or forced labour in the seafood industry – are exposing food and beverage companies to heightened operational, regulatory and reputational risks.
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Engagement guideHuman rights and the extractive industry: why engage, who to engage, how to engage
Extractive companies are among those companies that have the most daily impact on our lives. They have an impact on their workers, the communities located near their operations, and the people living in the operating country. They use countries’ natural resources, which ultimately belong to their citizens, and therefore need ...
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Technical guideResponsible investment in farmland
Farmland offers a stable long-term investment with the benefits of diversification, inflation protection and potential for attractive returns, but there are significant challenges, including water, soil health, biodiversity, toxics and land rights.
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Engagement guide
The need for collaborative investor action on human rights in the extractive industry
Extractive companies face complex human rights risks. They are often confronted with dilemmas rather than clean-cut solutions when it comes to respecting human rights, particularly in emerging markets.
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Engagement guide
How to adapt engagement on human rights in the extractive industry to leaders and laggards
Based on findings from the PRI roundtables with extractive companies, and research into the reporting of 50 extractive companies, the PRI in conjunction with steering committee members suggest six areas for engagement.
