Leadership and Governance Indicators of a Rights Respecting Culture

How to use this resource

There are 10 Governance Indicators and 12 Leadership Indicators. You may use the purple bar below to filter them by each of the four features of corporate culture: authenticity, empathy, accountability and organizational learning. Hover over the “i” next. to each indicator to preview its full title. Once you’ve picked the ones you want to download, select them by clicking on the circled number of each indicator and choose ‘Download All Selected’. You may also choose to download the full series or to download a high level menu. To learn more about how each Indicator is structured, please see this page. For support, please contact communications [at] shiftproject [dot] org.

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Governance Indicators

THE MOST SENIOR GOVERNING BODY AND/OR ITS RELEVANT SUB-COMMITTEES…

G1

Reviews company’s business model

i

Reviews and challenges the company’s business model and strategy to ensure any inherent human rights risks are identified and addressed.

G2

Discusses progress and challenges

i

Regularly discusses progress and challenges in addressing the company’s salient human rights risks, informed by related complaints or grievances from the workforce or external stakeholders, root cause analyses of major human rights-related incidents and knowledge of current. leading practice.

G3

Reviews coherence of lobbying

i

Reviews and challenges the company’s efforts to influence public policy and regulation to ensure they do not undermine human rights.

G4

Seeks views from across the workforce

i

Has systems in place to regularly hear the experiences and views of people across the workforce about how they are affected by the business, and informs the workforce about how these inputs have influenced company decision-making.

G5

Seeks views from external affected stakeholders

i

Has systems in place to regularly hear the experiences and views of external stakeholders about how they are affected by the business, and informs them about how their inputs have influenced company decision-making.

G6

Ensures cross-functional collaboration

i

Ensures that cross-functional processes are in place to share information about human rights risks; agree actions to address human rights risks; and monitor progress against those actions.

G7

Request and reviews root cause analysis

i

Requests and reviews a root cause analysis of any incident resulting in severe human rights impacts, in order to ensure that systems, processes and practices are adapted to avoid their recurrence.

G8

Ensures positive performance incentives are in place

i

Ensures that performance incentives for top management are in place that reflect the company’s salient human rights issues; are supported by relevant KPIs; and are given reasonable weight in compensation schemes.

G9

Challenges negative performance incentives

i

Challenges any top management performance incentives that may promote behaviors that undermine respect for human rights.

G10

Approves high-level targets

i

Approves high-level targets for assessing progress in addressing salient human rights risks.

Leadership Indicators

SENIOR LEADERS AT CORPORATE, REGIONAL, COUNTRY AND BUSINESS UNIT LEVELS…

L1

Affirm commitment; discuss challenges and opportunities

i

Talk regularly – both internally and publicly – about the company’s commitment to address risks to people across the company’s operations and value chain, and key challenges and opportunities for achieving this goal.

L2

Promote and model treating people with respect and dignity

i

Regularly affirm that all stakeholders must be treated with respect and dignity, and model this in their interactions with the company’s workforce.

L3

Seek insights and critique from experts

i

Pro-actively and regularly seek the insights and critique of credible experts to inform the company’s understanding of and responses to human rights issues.

L4

Seek views from across the workforce

i

Routinely seek out the experiences and views of people across the company’s workforce about how they are affected by the business, and inform them of how their inputs have influenced company decision-making.

L5

Seek views from external affected stakeholders

i

Routinely engage with external stakeholders to understand their experiences and views about how they are affected by the business, and inform them of how their inputs have influenced company decision-making.

L6

React constructively to allegations

i

Engage constructively with affected stakeholders or their representatives with regard to any allegations that the company is involved in major human rights related incidents in its operations or value chain.

L7

Champion internal human rights leads

i

Signal the importance of the internal function(s) or role(s) that lead(s) on human rights by ensuring their insights are integrated into decision-making processes.

L8

Avoid pressures on people to not respect rights

i

Proactively seek to understand and avoid pressures on employees or contractors to act contrary to the company’s responsibility to respect human rights.

L9

Support raising of questions and concerns

i

encourage the workforce to raise questions or concerns about the company’s impacts on co-workers or external stakeholders.

L10

Praise positive, and call out negative, actions

i

Praise actions and decisions that advance the company’s commitment to respect human rights, and call out any that run counter to it.

L11

Collaborate to address systemic issues

i

Collaborate with business peers and other stakeholders to address systemic issues underpinning the company’s salient human rights risks, based on clear action plans, agreed targets and accountability measures.

L12

Support learning from progress and setbacks

i

Encourage the sharing of problems and setbacks, as well as progress and successes, to support improved management of human rights risks and impacts.