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?
CNV and CSR - Towards fair supply chains - A practical guide to the Ruggie Pr...CNV Vakcentrale
CNV and CSR - Towards fair supply chains - A practical guide to the Ruggie Principles - How to address human rights violations within your company or branch
A way of effectively dealing with abuses and wrongs
The ‘Ruggie Principles’ are the UN Principles
for both exposing and preventing violations of
human rights in companies, sectors and industries
worldwide. Especially for trade unions and Works
Councils, the Ruggie Principles are a useful and
effective resource for addressing companies
about compliance with internationally recognised
labour standards. Moreover, the principles provide
additional possibilities for promoting the Decent
Work agenda and international solidarity and
collegiality.
With this guide, the CNV is actively bringing the
Ruggie Principles to the attention of trade union
leaders, trade union officials and members of
Works Councils in the Netherlands, and, translated
into English, French and Spanish, partner
organisations in Asia, Africa, Latin America and
Eastern Europe.
Take advantage of this new resource! Instead of
long texts about background circumstances, we
give you tips, ideas and examples to help you apply
Corporate Social Responsibility (CSR) in the chain. It
is a manual for putting the principles into practice.
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
‘First they outsourced the janitorial and
catering work and we didn’t speak out because
we weren’t representing cleaning workers.
Then they outsourced the security jobs, and
we didn’t speak out because we weren’t
representing the security services.
Then they outsourced the transport and
maintenance services, and we didn’t speak out
because we weren’t representing workers in
transportation and maintenance.
Then they outsourced our work, and there was
no one left to speak for us.’
CNV and CSR - Towards fair supply chains - A practical guide to the Ruggie Pr...CNV Vakcentrale
CNV and CSR - Towards fair supply chains - A practical guide to the Ruggie Principles - How to address human rights violations within your company or branch
A way of effectively dealing with abuses and wrongs
The ‘Ruggie Principles’ are the UN Principles
for both exposing and preventing violations of
human rights in companies, sectors and industries
worldwide. Especially for trade unions and Works
Councils, the Ruggie Principles are a useful and
effective resource for addressing companies
about compliance with internationally recognised
labour standards. Moreover, the principles provide
additional possibilities for promoting the Decent
Work agenda and international solidarity and
collegiality.
With this guide, the CNV is actively bringing the
Ruggie Principles to the attention of trade union
leaders, trade union officials and members of
Works Councils in the Netherlands, and, translated
into English, French and Spanish, partner
organisations in Asia, Africa, Latin America and
Eastern Europe.
Take advantage of this new resource! Instead of
long texts about background circumstances, we
give you tips, ideas and examples to help you apply
Corporate Social Responsibility (CSR) in the chain. It
is a manual for putting the principles into practice.
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
‘First they outsourced the janitorial and
catering work and we didn’t speak out because
we weren’t representing cleaning workers.
Then they outsourced the security jobs, and
we didn’t speak out because we weren’t
representing the security services.
Then they outsourced the transport and
maintenance services, and we didn’t speak out
because we weren’t representing workers in
transportation and maintenance.
Then they outsourced our work, and there was
no one left to speak for us.’
Legal overview & social value act in practicealphacoop
An overview of the social value act. Presented by Julie Prior (Assistant Head of Law & Governance at Sunderland City Council) at #socialvalueNE on Friday 26 April 2013.
WHRF - Business and human rights: enhancing standards and ensuring redressFMDH
Présentation de Colette Tardif sur "Environnement et justice" lors du Forum Mondial des Droits de l'Homme, Novembre 2014.
Pour plus d'informations :
- Site web : http://fmdh-2014.org/fr/
- Facebook : https://www.facebook.com/FMDH2014
- Twitter : https://twitter.com/FMDH2014
- Youtube : https://www.youtube.com/user/FMDH2014
Entrepreneurship Class December 2013
The goal is to show the iterated process in the development of a start-up company, starting from an idea that satisfies a particular need in the society.
Our Startup Branding Journey - Part 2: How To Create Brand ConsistencyCustomericare
About a month ago, we decided to work on our brand to achieve a bunch of goals: being more memorable, create consistency...
2 weeks ago, we shared the 1st step of our branding journey with you on Slideshare and got an overwhelming response which pushed us to share more. Today we are bringing the second step of our journey to you: How to create brand consistency.
The WOW Content - How to create a content that makes a big buzz?Muhammad Omar
this was my lecture in "Openess" at Microsoft Egypt - Smart Village; March, 2015 where i was discussing with attendees the best practices from Buzzfeed and Upworthy and how they create a viral digital content?
The Holcim Awards is an international competition of the Holcim Foundation for Sustainable Construction. The competition celebrates innovative, future-oriented and tangible sustainable construction projects and visions from around the globe and provides prize money of USD 2 million per three-year competition cycle.
It is op open for entries until March 23, 2011.
More information are available on:
http://www.holcimawards.org
Holcim awards 2010 for sustainable construction.holcim
The Holcim Awards is an international competition of the Holcim Foundation for Sustainable Construction. The competition celebrates innovative, future-oriented and tangible sustainable construction projects and visions from around the globe and provides prize money of USD 2 million per three-year competition cycle.
It is op open for entries until March 23, 2011.
More information are available on:
http://www.holcimawards.org
Legal overview & social value act in practicealphacoop
An overview of the social value act. Presented by Julie Prior (Assistant Head of Law & Governance at Sunderland City Council) at #socialvalueNE on Friday 26 April 2013.
WHRF - Business and human rights: enhancing standards and ensuring redressFMDH
Présentation de Colette Tardif sur "Environnement et justice" lors du Forum Mondial des Droits de l'Homme, Novembre 2014.
Pour plus d'informations :
- Site web : http://fmdh-2014.org/fr/
- Facebook : https://www.facebook.com/FMDH2014
- Twitter : https://twitter.com/FMDH2014
- Youtube : https://www.youtube.com/user/FMDH2014
Entrepreneurship Class December 2013
The goal is to show the iterated process in the development of a start-up company, starting from an idea that satisfies a particular need in the society.
Our Startup Branding Journey - Part 2: How To Create Brand ConsistencyCustomericare
About a month ago, we decided to work on our brand to achieve a bunch of goals: being more memorable, create consistency...
2 weeks ago, we shared the 1st step of our branding journey with you on Slideshare and got an overwhelming response which pushed us to share more. Today we are bringing the second step of our journey to you: How to create brand consistency.
The WOW Content - How to create a content that makes a big buzz?Muhammad Omar
this was my lecture in "Openess" at Microsoft Egypt - Smart Village; March, 2015 where i was discussing with attendees the best practices from Buzzfeed and Upworthy and how they create a viral digital content?
The Holcim Awards is an international competition of the Holcim Foundation for Sustainable Construction. The competition celebrates innovative, future-oriented and tangible sustainable construction projects and visions from around the globe and provides prize money of USD 2 million per three-year competition cycle.
It is op open for entries until March 23, 2011.
More information are available on:
http://www.holcimawards.org
Holcim awards 2010 for sustainable construction.holcim
The Holcim Awards is an international competition of the Holcim Foundation for Sustainable Construction. The competition celebrates innovative, future-oriented and tangible sustainable construction projects and visions from around the globe and provides prize money of USD 2 million per three-year competition cycle.
It is op open for entries until March 23, 2011.
More information are available on:
http://www.holcimawards.org
Our Startup Branding Journey - Part 3: How To Build A Long-Term MissionCustomericare
Few weeks ago, we started sharing our startup branding journey with SlideShare.
You can find the previous parts here:
Part 1 - What Makes A Brand Memorable: http://www.slideshare.net/Customericare/our-startup-branding-journey-what-makes-a-brand-memorable
Part 2 - How To Create Brand Consistency: http://www.slideshare.net/Customericare/our-startup-branding-journey-how-to-create-brand-consistency.
In this part we'll see how to build your brand mission and think long-term. Hope you enjoy it and don't hesitate to leave a comment with your thoughts :D
Introduction - History - Origin
Vision - Mission - Values of the company
Key Product - Key Market -Key Competitions
SWOT
Financials
Global turnover
Global net profits or
Turnover - Geographic
Corporate Governance & Ethical practice of company
CSR
Success Story
Failure & Setback Story
R&D
Future Global challenges
Acquisition and Divestment
Towards fair supply chains a practical guide for trade unionsCNV Vakcentrale
The ‘Ruggie Principles’ are the new UN Principles for both exposing and preventing violations of human rights in
companies, sectors and industries worldwide. Especially for trade unions and Works Councils, the Ruggie Principles are
a useful and effective resource for addressing companies about compliance with internationally recognised labour
standards. Moreover, the principles provide additional possibilities for promoting the Decent Work agenda and
international solidarity and collegiality.
With this guide, the CNV is actively bringing the Ruggie Principles to the attention of trade union leaders, trade union
officials and members of Works Councils in the Netherlands, and, translated into English, French and Spanish, partner
organisations in Asia, Africa, Latin America and Eastern Europe.
Take advantage of this new resource! Instead of long texts about background circumstances, we give you tips, ideas and
examples to help you apply Corporate Social Responsibility (CSR) in the chain. It is a manual for putting the principles
into practice.
This manual is also available in Dutch http://www.slideshare.net/Vakbond/cnv-mvo, and on demand to internationaal@cnv.nl in French and Spanish.
More information on corporate social responsibility: http://www.cnvinternationaal.nl/en/csr/
This manual is the result of several years of ACTRAV’s efforts in support of trade unions working to eradicate all forms of child labour. The scourge of child labour remains a challenge today.
Even though we have made progress in the recent past, there are still some 168 million children in child labour across the world. This is not acceptable. We have to renew our efforts in this fight against the exploitation of the weakest in society.
Trade unions have always been engaged in this fight against child labour. Through successive programs, ACTRAV has provided technical and financial
support to these unions. This manual draws on a number of lessons learnt from several years of ACTRAV’s engagement in this area of work. The manual therefore focuses on the added value of trade unions in the fight against child labour. Hence, unlike other guides in the past, it places an emphasis on ways
of engagement in the fight against child labour which best suits trade unions.
Strategic areas where trade unions have a natural disposition to make a difference to the global effort to fight child labour identified in this manual include, influencing national socio-economic policies through engagement with governments; using organising strategies and collective bargaining as a means of tackling child labour; using the ILO supervisory system to effect change in national laws and practices dealing with child labour; and participation in national and international campaigns against child labour.
The manual also provides unions with an up-to-date understanding of what child labour is today and the need for an official trade union policy to tackle it.
Another important novelty of this manual is that it presents a wide array of examples of concrete trade union actions to tackle child labour. These examples in the manual are not presented as models for all unions to follow. Rather, they are in the manual firstly to indicate that it is possible for unions to engage in the
fight against child labour. Secondly, they are here as examples to inspire other unions to develop their own country-specific actions against child labour. ACTRAV expresses its appreciation to all those who have contributed to the development of this manual. Particular thanks go to Ms Nora Wintour who drafted the manual and to colleagues in ACTRAV and IPEC who provided comments on successive drafts. We are confident that this manual will be a useful tool for trade unions in their engagement in the fight against child labour.
Maria Helena Andre
Director
Bureau for Workers’ Activities (ACTRAV)
Business and human rights, particularly in developing countries are under increasing scrutiny. Allegations of sweatshop factories, dangerous working conditions and child labour have been made against a wide-range of companies, particularly those reliant on foreign supply and value chains. The resulting impact to reputation and sales can be hugely detrimental, reflecting an increased ethical awareness amongst customers and investors who are quick to disassociate themselves from tainted brands. This session aims to provide an overview of the issues you should be aware of.
This presentation was conducted on 31 October 2013 by Eversheds' Martin Warren, Partner, and Jane O'Rouke, HR Consultant.
[Salterbaxter Directions] Human Rights - The Time is NowMSL
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.
Bhattacharjee, precarious work in the h m global value chainDanish Anwar
On Thursday, December 10, 2015, 6000 garment
workers in Phnom Penh, Kampong Speu and
Kampong Som organized to protest employment
practices in global value chains headed by H&M
and other key international retailers. Supported
by the Coalition of Cambodian Apparel Workers
Democratic Union (CCAWDU), Cambodian workers
sought fair wages and working conditions. In
India, garment workers from six factories that
produce for brands including H&M and Gap rallied
in solidarity.
Trade Union Freedom Fact Sheet Cnv InternationaalCNV Vakcentrale
The right to organise in trade unions is a fundamental labour and human right. Yet, in many countries, workers attempt many barriers to organizing. Although the right to organise in trade unions is a fundamental labour and human right. This is usually referred to as: The right to free association in trade unions. Additionally, every individual has the right to collective bargaining over employment conditions. These rights are laid down in national and international legislation and regulations. Such as the International Labour Organization (ILO) conventions, or OECD Guidelines for Multinational Enterprises.
Engaging in a meaningful dialogue
Why is trade union freedom so important? First, to improve labour conditions it is crucial to engage in a meaningful dialogue on factory, sectoral, and even national level. On behalf of their members. Independent trade unions negotiate with employers or their representatives on collective employment conditions, which subsequently are laid down in collective labour agreements. Such working conditions may refer to salary, remuneration, working hours and rest periods. Usually, individuals are not able to reach such agreements, where trade unions are successful.
This fact sheet has been developed for the WellMade project, a project designed to provide both people working in European fashion brands as well as procurement officers within companies and organisations with an understanding of the most important labour issues in the supply chain.
The partners would like to acknowledge the generous support of the European Union in making WellMade possible. This website reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.
More information:
http://www.wellmade.org
https://www.cnvinternationaal.nl/
UN Global Compact Network India : Labour Principles by Pooran C. PandeyCorporateShiksha
The United Nations Global Compact Board established a Labour Working Group in June 2008. It is co-chaired by the Secretary-General of the International Organisation of Employers (IOE) and the General Secretary of the International Trade Union Confederation (ITUC), and supported by the International Labour Office (ILO). It aims to:
Raise the profile, relevance of, and respect for the four labour principles among UN Global Compact companies and networks
Help ensure a consistent approach is taken to the application and understanding of the four principles, drawing on ILO, ITUC, and IOE information and experience
Develop tools, information exchange, and forums for UN Global Compact companies’ engagement on the four labour principles
“Promoting diversity and inclusion through workplace adjustments: a practical...Eunice Caldeira
A Organização Internacional do Trabalho (OIT) publicou um guia prático para promover a diversidade e a inclusão dos trabalhadores no local de trabalho.
Precarious work in the walmart global value chainDanish Anwar
On April 24, 2013, the Rana Plaza, an eight-story
commercial building, collapsed in Savar subdistrict
in the Greater Area of Dhaka, Bangladesh.
The Rana Plaza industrial factory fire that
killed 1,139 workers and injured 2,500 more is
considered the most serious fatal accident to have
occurred in a textile factory in modern history.
CNV Internationaal Future of you(th) (Español)CNV Vakcentrale
Evento Future of You(th) > Este fue un evento en línea de tres días, donde se reunieron jóvenes de Asia, África y América Latina. Por región, definieron y debatieron sus desafíos, y luego propusieron soluciones y medidas para abordar sus principales problemas. Este evento permitió plantear soluciones así como un plan de acción concreto para afrontar los retos que se plantean a los jóvenes de las tres regiones.
In deze snel veranderende en onzekere wereld komt het CNV, vanuit zijn christelijk-sociale waarden, op voor de belangen van werkenden, anders actieven en gepensioneerden in het algemeen en onze leden in het bijzonder. In aanloop naar de Tweede Kamerverkiezingen publiceert het CNV daarom zijn Sociaal Politiek Program: ‘De tijden veranderen: we doen het weer samen’. Het CNV wil met dit program een bijdrage leveren aan de verkiezingsprogramma’s van de verschillende politieke partijen.
Het doel is dat de parlementsverkiezingen van 2021, en het daaruit volgende regeerakkoord, een bijdrage leveren aan de rechtvaardige samenleving die het CNV voor ogen heeft.
Het CNV wil een sociaal, eerlijk en stabiel Europa. Dat is hard nodig om het draagvlak voor Europese samenwerking te behouden en om oneerlijke concurrentie, verdringing en uitbuiting tegen te gaan. In aanloop naar de Europese verkiezingen in 2019 presenteert het CNV tien maatregelen om Europa socialer te maken.
Je eigen loopbaan kunnen bepalen, invloed hebben op de inhoud van je werk en ook kunnen sturen op je werktijden. Met een duurder woord: eigen regie. Dat is wat het CNV betreft een belangrijke inzet voor het komende cao-jaar. Lees meer in deze glossy "Eigen regie: In de schijnwerpers van het CNV".
Inbreng vakcentrale's FNV en CNV bij Algemeen Overleg ParticipatiewetCNV Vakcentrale
Gezamenlijke brief van de vakcentrale's van FNV en CNV aan de vaste Commissie voor Sociale Zaken en Werkgelegenheid in de Tweede Kamer over beschutte werkplekken.
Gezamenlijke brief vakbonden Nederland, Malta en Slowakije over Detacheringsr...CNV Vakcentrale
Gezamenlijke brief van de vakbonden CNV, FNV, VCP en de bonden uit Slowakije en Malta aan eurocommissaris Marianne Thyssen over de Detacheringsrichtlijn.
Brief vakcentrales aan Tweede Kamer over rentegevoeligheid pensioenCNV Vakcentrale
Brief van CNV, FNC en VCP aan de Tweede Kamer over de rentegevoeligheid van pensioenen. Veel pensioenfondsen verkeren in zwaar weer als gevolg van de kunstmatig lage rente. Het wordt tijd dat de politiek haar verantwoordelijkheid neemt. Dat zeggen alle Nederlandse vakbonden vandaag in een brief aan de Tweede Kamer. Komende woensdag is een Algemeen Overleg in de Kamer over pensioenen.
Brief aan de Tweede Kamer in aanloop naar het debat op 28 april in de Tweede Kamer over robotisering. Het CNV pleit in de brief voor maatregelen om iedereen te laten profiteren van robotisering.
This session provides a comprehensive overview of the latest updates to the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (commonly known as the Uniform Guidance) outlined in the 2 CFR 200.
With a focus on the 2024 revisions issued by the Office of Management and Budget (OMB), participants will gain insight into the key changes affecting federal grant recipients. The session will delve into critical regulatory updates, providing attendees with the knowledge and tools necessary to navigate and comply with the evolving landscape of federal grant management.
Learning Objectives:
- Understand the rationale behind the 2024 updates to the Uniform Guidance outlined in 2 CFR 200, and their implications for federal grant recipients.
- Identify the key changes and revisions introduced by the Office of Management and Budget (OMB) in the 2024 edition of 2 CFR 200.
- Gain proficiency in applying the updated regulations to ensure compliance with federal grant requirements and avoid potential audit findings.
- Develop strategies for effectively implementing the new guidelines within the grant management processes of their respective organizations, fostering efficiency and accountability in federal grant administration.
ZGB - The Role of Generative AI in Government transformation.pdfSaeed Al Dhaheri
This keynote was presented during the the 7th edition of the UAE Hackathon 2024. It highlights the role of AI and Generative AI in addressing government transformation to achieve zero government bureaucracy
Donate to charity during this holiday seasonSERUDS INDIA
For people who have money and are philanthropic, there are infinite opportunities to gift a needy person or child a Merry Christmas. Even if you are living on a shoestring budget, you will be surprised at how much you can do.
Donate Us
https://serudsindia.org/how-to-donate-to-charity-during-this-holiday-season/
#charityforchildren, #donateforchildren, #donateclothesforchildren, #donatebooksforchildren, #donatetoysforchildren, #sponsorforchildren, #sponsorclothesforchildren, #sponsorbooksforchildren, #sponsortoysforchildren, #seruds, #kurnool
Presentation by Jared Jageler, David Adler, Noelia Duchovny, and Evan Herrnstadt, analysts in CBO’s Microeconomic Studies and Health Analysis Divisions, at the Association of Environmental and Resource Economists Summer Conference.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Preliminary findings _OECD field visits to ten regions in the TSI EU mining r...OECDregions
Preliminary findings from OECD field visits for the project: Enhancing EU Mining Regional Ecosystems to Support the Green Transition and Secure Mineral Raw Materials Supply.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Transit-Oriented Development Study Working Group Meeting
A Practical CNV Guide To The Ruggie Principles
1. 1
A PRACTICAL CNV GUIDE
TO THE RUGGIE PRINCIPLES
How to address human rights violations within your company or branch
TOWARDS FAIR SUPPLY CHAINS
2. 22
Question:
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?
Answer:
The Ruggie Principles provide you with
an internationally accepted and above
all practical resource for both exposing
and preventing abuses and wrongs.
Contents
1.
2.
3.
THE RUGGIE PRINCIPLE
What? 6
What are we actually talking about?
The Ruggie Principles in brief.
Content? 7
The most important principles for the
business sector that you can apply.
Characteristics? 7
What is special about the principles?
Why? 8
The principles are becoming increasingly
well-known and important. And thus
more useful for trade union leaders.
Getting started in your company, 10
sector or industry!
Useful roadmaps to help you on your
way.
CNV Internationaal? 16
You don’t stand alone –
CNV Internationaal provides support.
Practical examples 17
Good examples are worth following.
3. 3
Introduction
AN IMPORTANT RESOURCE
Is this a situation you recognise? For some years you
have been negotiating with the branch or a sup-
plier of a large international company which by now
has also firmly established itself in the ‘low wage
countries’. You negotiate about collective bargaining
agreements and you can’t manage to reach a good
consensus about wages and working conditions for
employees. Even though you know that the company
has arranged these things properly in its country of
origin. So what do you do?
As a trade union leader you have a particular res-
ponsibility within your company, sector or industry:
you protect and promote labour rights. It’s certainly
not easy to protest against abuses or wrongs at the
local branches of foreign companies.
With the help of your international network of trade
union organisations and your status as a partner
organisation of CNV Internationaal, you can in fact
play an important role here. That’s because the CNV
trade unions work to benefit people and the environ-
ment, and look further than the national boundaries.
After all, CNV leaders, officials or members of the
Works Council are active within international compa-
nies in the Netherlands that also operate branches
abroad or purchase from foreign suppliers. Sustai-
nability and international solidarity are two of CNV’s
core values. We believe it is important that employ-
ees’ human rights are respected all over the world.
But other factors play a role, too. Both employees
and consumers in the Netherlands are taking
an increasingly critical stance. In a world that is
growing smaller thanks to the internet, people
know very well what is happening on
the other side of the planet. And
so they also know about the
working conditions of people
in other parts of the world.
If an employer attaches
importance to sustainability
and Corporate Social
Responsibility (CSR), this is
sure to have a positive effect
on the company’s image. This
is a factor you can benefit from!
You can ask for attention to be
given to issues such as the environment,
sustainable consumption (catering), sustainable
buying policy, sustainable production, outsourcing,
chain responsibility, and respect for human and
workers’ rights worldwide. This is about the welfare
of people within a company, sector or industry. And
equally about the people who are connected to the
company or industry in your country through supply
chains.
Naturally, as trade unions we focus chiefly on the
social aspects of international business:
CSR is
becoming a higher
priority for companies.
There is every reason
to talk about them from
workers perspective as a
trade union leader. Not
only on CSR in the country
of origin of the company
but also throughout the
international supply
chain.
4. 4
• Are the goods that are processed or traded here
produced in a socially responsible manner?
• What about the labour relations within a
company or sector?
• When a company conducts activities abroad,
does it ensure certain minimum standards
and does it work to make improvements when
abuses or wrongs exist?
In the Netherlands, for instance, CSR and chain
responsibility are regular issues in the General
Labour Conditions Memorandum of the CNV. This
is an annual memorandum in which the CNV sets
out the issues which trade unions can raise at their
labour conditions consultations with companies.
Trade union organisations in partner countries could
also make CSR and chain responsibility a regular
part of their consultations with companies.
In the case of concrete human rights violations
you can consult with CNV Internationaal about
the best approach to take. If you work for an
international company, you can contact the trade
union organisation that is active in the company in
its country of origin. If this multinational has a head
office in the Netherlands, then CNV Internationaal
can mediate. If the multinational in question is based
in another country, CNV Internationaal can advise
whether a trade union partner can be approached
via the network of the International Trade Union
Confederation ITUC, and whether this partner
could raise the violation with the head office of the
multinational.
There are various international treaties, guidelines
and instruments in this area. Some of these
are essential for the CNV and for trade union
organisations worldwide:
- the Universal Declaration of Human Rights,
- the ILO Treaties (labour standards set by the
International Labour Organisation,
the UN organisation for labour),
- the ILO tripartite declaration
on multinational
enterprises and the
OESO guidelines
for multinational
enterprises.
- In 2011 these were
joined by the UN Protect,
Respect and Remedy
Framework, also known as
the Guiding Principles of John
Ruggie.
This brochure is about these Ruggie Principles. It
is a practical guide to the possibilities that these
principles now give you. You get tips, ideas and
examples to help you take action yourself in the case
of abuses or wrongs. And information about how
you can work to improve the labour conditions and
human rights situation in the beginning of the supply
section of the production chain, acting together with
your international trade union network via
CNV Internationaal or
via the ITUC network.
Good luck!
The CNV works
to benefit people
and the environment,
and looks further than
the national boundaries.
Sustainability and internati-
onal solidarity are two of our
core values. We believe it is
important that workers’
human rights are
respected all over
the world.
5. 5
How, what & why
“Now that we have the Ruggie Principles, companies can be addressed about
their responsibilities. Trade unions are also responsible for raising the issue of
sustainable business operations in the Netherlands. The CNV campaigns for the wel-
fare of workers in the Netherlands, and indirectly also for people who are linked to the
company by supply chains.”
Roel Rotshuizen, Secretary General at CNV Dienstenbond (CNV services sector trade union)
6. 6
THE RUGGIE PRINCIPLES
The new United Nations Guiding Principles on
Business and Human Rights are usually referred
to as the Ruggie Principles, after their author John
Ruggie. The principles set out the duty of states
and the responsibility of companies to respect
human rights. These two exist independently of
each other, and that’s an important fact! It means
that the business community and governments can
no longer hide behind each other when it comes to
human rights.
THREE SECTIONS
In total there are 31 Ruggie Principles (see the
appendix at the end). These can be divided into three
sections:
Section 1 > Principles about the duty of states
(Principles 1 to 10)
Section 2 > Principles about the responsibility of
the business community (Principles 11 to 24)
Section 3 > The third section contains ‘effective
mechanisms for remedy for victims of human rights
violations. Put more simply: if despite all efforts,
rights are still violated, what can you do then?
(Principles 25 to 31)
THE THINKING BEHIND THE PRINCIPLES
The thinking behind the principles is as follows:
prevention is better than cure. But if human rights
violations still occur despite all the efforts described
in Sections 1 and 2, they should be remedied in
accordance with the principles in Section 3.
NOT BINDING, BUT NOT TOOTHLESS
EITHER
The Ruggie Principles are
not binding. If states and/
or companies do not
observe them properly,
this will not result in direct
sanctions. But they are
certainly not toothless, either.
The principles are based
on internationally recognised
guidelines and treaties. They have
been unanimously accepted by the UN Human
Rights Council and apply to all UN countries.
Enjoying such high status, they ensure that poor
compliance can have both political and social
consequences, at least in terms of reputation.
But that’s not all. The principles are expected to be
incorporated in ever more national and international
legislation. This will make them increasingly
binding. So perhaps we should say: not yet binding,
and certainly not toothless.
1.1 What do the Ruggie Principles mean for Business and Human Rights?
In total there are
31 Ruggie Principles.
We confine ourselves
here to the ones most
relevant from the trade
union perspective.
You can find these in
the annex at the end of
this manual.
7. 7
For you as a trade union leader or official, it is the
corporate principles that are most important. And
there are plenty of them! Because more than half of
the 31 Ruggie Principles focus on the responsibility of
companies to respect human rights.
FOUNDATIONAL SECTION
Principles 11 to 15 form the fundamental part of
these ‘corporate principles’. Actually this is what
concerns us as a trade union. These principles set
out the normative foundation.
OPERATIONAL SECTION
The remaining ‘corporate
principles’ (16 to 24) further
develop the foundational
principles. This operational
section basically describes how
companies can realise their
responsibility in practice. It’s useful
to keep these corporate principles to
hand.
1.2 What do the Ruggie Principles
contain?
The official text
of the principles
is in English. In the
appendix we have
included the ones the
most relevant for
workers.
1.3 What are the key elements
of Ruggie?
ILO core
conventions
state the minimum
standards for
human rights at the
workplace, that
companies should
observe.
MINIMUM STANDARD SET OUT IN ILO CORE
CONVENTIONS
Labour rights are human rights at the
workplace. The Ruggie Principles
refer explicitly to the ILO core
conventions as part of the
internationally recognised
package of human rights. Thus
the new Ruggie Principles
confirm that the ILO core
conventions indicate a minimum
standard that companies should
observe.
COMPANIES ARE THEMSELVES RESPONSIBLE
The Ruggie Principles make companies
responsible for protecting human rights,
separately from the duty of states. This
is what makes the principles special in
comparison with the existing CSR guidelines.
In other words, the Ruggie Principles form a
supplement to CSR guidelines and even go a
step further. Companies can now also be held
to account internationally, they can no longer
hide behind national and local legislation.
Labour rights are human rights at the workplace.
8. 8
CHAIN RESPONSIBILITY
According to the Ruggie Principles, the responsibility
of companies for human rights violations extends
as far as the business operations can exert impact.
This gives international recognition to the principle
of ‘chain responsibility’. An individual
company bears responsibility for
the doings of its (contractual)
partners, including
subsidiaries and suppliers.
DUE DILIGENCE
Another characteristic of
the Ruggie Principles is the
concept of ‘due diligence’.
Companies must prevent the risk
of them violating human rights in their
business operations (either themselves or through
their business partners). And if things nonetheless
go wrong? Then the company must do all it can
to minimise and remedy the violation. So now the
burden of proof is reversed: while previously a victim
had to prove that the company was in the wrong, now
the company must prove that things are being done
properly.
COMPLAINT MECHANISMS
The Ruggie Principles encourage companies to set
up complaint mechanisms for employees and their
communities. Trade union leaders and officials and
Works Council members can call for the creation of
a complaints desk. Employees at the company can
submit a complaint and/or request a remedy at this
contact point.
AN EXAMPLE
In Prilep (Macedonia),
our trade union partner
UNASM together with CNV
Internationaal paid a visit
to the company Comfy
Angel. This company makes
duvets, pillows and bedding for
the British market. The female
HR officer at Comfy Angel gave a
long account of how well the company treats its
employees. And indeed, the company provided
facemasks, a schedule of working hours, fire safety,
and there was a complaints and suggestions box in
the canteen. Asked whether there was also trade
union activity, she replied that this simply wasn’t
necessary. After all, employees could always contact
her and as a company they had a complaints and
suggestion box, didn’t they? She felt that should be
enough... But of course it isn’t. A trade union should
always be present.
Thanks to the
Ruggie Principles
companies are now
themselves responsible
for protecting human
rights. They can no
longer hide behind
national and local
laws.
The Ruggie
Principles reverse the
burden of proof: it’s not the
victim that needs to prove
that the company was in the
wrong, but it’s the company
that must prove that things
are being done properly.
PAY ATTENTION!
Grievance mechanisms are effective in an open,
decent working environment. In many countries and
companies, this will not be reality. Also, you must make
sure that a company with a complaints mechanism
does not exclude the union. The Ruggie Principles
recognize that risk. So, pay attention as union leader!
Does the complaint system operate properly? Then
plea for monitoring of complaints through dialogue
with various parties, including the union.
10. 10
There are various reasons why the Ruggie Principles
are important to international companies all over
the world. As a trade union leader, official or Works
Council member you can cite these reasons as strong
arguments when advocating compliance with the
Ruggie Principles (these include, of course, CSR,
human rights and trade union rights):
1.> INCREASINGLY OFTEN A PART OF (INTER)
NATIONAL POLICY
International governments, such as the Dutch
government and the European Union, support and
actively propagate the Ruggie Principles. As a result,
companies are increasingly required to
comply with the Ruggie Principles.
Moreover, the principles are now
incorporated in the guidelines
of multinational companies of
the OECD, the Organisation for
Economic Co-operation and
Development. So now it is possible
to start a complaints procedure
against a company that violates the
OECD guidelines (and thus also the Ruggie
Principles).
2.> PROFILING
It’s not only leading multinational companies that
actively support the Ruggie Principles. A steadily
growing number of entrepreneurs in the small and
medium-sized business sector are also incorporating
them in their CSR policy. Indeed, the companies can
profile themselves positively with the principles. After
all, the message they then send is: ‘We work actively
to further human rights.’ In this way companies
attract motivated employees and also make
themselves more attractive to (international)
investors.
A GOOD EXAMPLE
The Dutch Central Government is giving a good
example with its goal of including sustainability
as a criterion for all its purchases. At the Dutch
provincial authorities and water authorities the
goal is to consider sustainability in 50% of their
purchases, and at local government authorities
the goal is 75%. All parties are aiming for 100% by
2015. This will give a major boost to the market for
sustainable products and services.
3.> WINNING AWARDS WITH CSR POLICY
It’s also possible to win international awards by
giving attention to CSR. Taking part in competitions
can lead to attractive financial benefits or
real investments, and certainly creates
positive and free publicity. That’s
worth a lot for many companies. So
there can be no harm in suggesting
participation in such a competition,
especially if your company, sector
or industry has really good initiatives
relating to CSR, human rights and
union rights.
1.4 Why are the principles so important?
The Ruggie
Principles
are now well
known and
internationally
recognised.
Both larger
and smaller
companies
publically
attach value
to the Ruggie
Principles.
Creating
a good example
often brings
rewards. There are
many competitions
in this area. At the
very least, an award
means free
publicity!
11. Getting started
“It’s important that trade union leaders and officials raise the issue
of CSR in companies and in sectors. The Ruggie Principles provide
concrete resources for doing this.”
Arend van Wijngaarden, Chairman of CNV Vakmensen (CNV private sector trade
union)
11
12. 12
When should you request attention for social CSR
issues? Good times for doing this include:
- When raising an existing violation of labour
rights at the branch of an international company
or a supplier in your country through the
international corporate structure or supply
chain at the head office of the multinational (see
Principles 17, 18 and 19).
- When compiling information about the
observance of labour rights by the company and
its business partners (see Principles 15 and 21).
- When improving the company’s CSR policy (see
Principles 12 and 16).
- When strengthening the negotiating position
during periods of restructuring (see Principles
17, 18 and 20).
- When incorporating a CSR section in collective
bargaining agreements.
- When seeking new suppliers.
- When planning offshoring/outsourcing.
LEADER/ NEGOTIATOR
As a negotiator you can put issues on the agenda
during collective bargaining sessions, but the
periodic consultations with a company are also an
ideal way to raise the issue of CSR.
TRADE UNION OFFICIAL
As a trade union official you have the opportunity to provide
input during collective bargaining sessions or to raise
issues with the Works Council or with your trade union
representative.
2.1 The Ruggie Principles – how can you use them?
You can use the Ruggie Principles
in a wide variety of situations, in
your role as trade union leader,
Works Council member and/or
trade union official.
WORKS COUNCIL MEMBER
As a member of the Works Council
you have periodic consultations with
the employer as well. So you can put
CSR on the agenda here, too.
13. 13
STEP 1: Compile information
Goal: find out how a company ensures that human
rights are respected.
Step 1a: Ask for a meeting with the management of
the company, so they can explain the due diligence
procedures for human rights.
> The Ruggie Principles support you in this request.
Companies must know and show that they behave
responsibly, that they avoid violations of human rights
and where necessary deal with and remedy these.
Companies must communicate about their approach
to human rights in such a way that stakeholders have
enough information to properly assess the company.
Step 1b: Explain your position. Say why you are
requesting the meeting.
> A company can only refuse a discussion by not
recognising the trade union as a stakeholder. If this
happens, then CNV Internationaal will be happy to
provide you with support.
Step 1c: Inform your rank and file about your action
and its results. Involve them in the preparations for
the meeting as well, if possible.
> The active members of the local trade union or
the Works Council within the company often have
an important role to play. This involves supplying
information as well as determining the most effective
way of presenting the issue to the management. As
trade union leader you can benefit from this input.
2.2 Getting started
You’ll
also find the
overview of
the steps listed
separately in the
appendix.
The Ruggie Principles provide a new resource for trade union leaders, officials and Works Council
members. But how can you use this new resource? The following roadmap will help you get started. For
each specified situation, the roadmap describes what you can do and what issues are involved.
14. 14
Step 2a: Go through the existing CSR policy of the
company. Compare the policy to the requirements
set out in the Ruggie Principles. To do this you can
request the help of CNV Internationaal.
> The Ruggie Principles set minimum standards
for companies’ human rights policy. Companies
must recognise the ILO core conventions, the policy
must be supported by the top management and be
consistent with other corporate policies. If one of these
conditions is not met, the Ruggie Principles provide a
good negotiation basis for improving
the CSR policy with regard to human
rights.
Step 2b: Ask the company to bring
the CSR policy into line with the
Ruggie Principles. This can also be
done through the Works Council.
> It is a good idea to involve your
rank and file here, too. So you as trade
union leader can get your officials
involved, or the members of the
Works Council in the company. As a
trade union official you can get your
colleagues involved. Let them know
what you are doing!
Step 2c: Ask to be involved in the formulation of new
policy. Here too the Ruggie Principles provide a
good basis.
> The Ruggie Principles state that the policy must
be developed on the basis of relevant
expertise – and you have it! Or
certainly your rank and file
members do. Once again: get
them involved in what you’re
doing.
STEP 2: Improve the CSR policy
Goal: improve the CSR policy of companies.
CNV Internationaal
organises workshops
for Dutch and foreign
trade union leaders
regarding CSR strategies
for workers.
15. 15
Step 3a: Consult (in your role as trade union leader)
with trade union officials and/or Works Council
members whether there are indications of a labour
rights violation in connection with the company.
> The violation need not be caused directly by the
company itself, but could also take place at business
partners or in the company’s chain. According to
the Ruggie Principles, contractual relationships are
also part of corporate responsibility. This is why it is
possible to raise issues such as contract working.
Step 3b: Ask the international management of the
company whether, and to what extent, they had
already recognised the risk of this violation, and
what measures the company is taking or has taken.
Step 3c: If the company was already informed and
is taking action, then assess whether these actions
will really remedy the violation.
> Tip! CNV Internationaal and the CNV trade unions
have contacts both within companies and sectors in
the Netherlands and with trade unions in many other
countries. They can help you compile information and
find out whether trade unions in the Netherlands can
assist in contacting the branch of the company.
Step 3d: If the company was not yet informed,
then the company should now investigate its own
responsibility (position) and take action.
> NB! One frequently heard argument is that the
company has no influence on the situation at its
contract partners. This argument is no longer valid:
according to the Ruggie Principles, the company must
then try to increase its influence. This can be achieved
by seeking collaboration with other companies.
Companies can no longer hide behind national
legislation that goes against the ILO core conventions.
> Tip! Ask the company to set up a complaints desk.
Step 3e: Request the company to keep the (local)
trade union informed about the progress of the
actions now being taken.
> According to the Ruggie Principles the company has
the duty to inform stakeholders about the progress.
This includes the trade union and the Works Council, if
there is one.
Step 3f: Keep your own rank and file informed.
> Tell trade union officials, members and colleagues
what you are working to achieve. Or even better: get
them involved in what you are doing.
STEP 3: Highlight labour rights violations
Goal: raise the issue of a labour rights violation
17. 17
Step 4a: Draw the management’s attention to its own
responsibility for regularly charting risks to human
rights.
> This is literally what the Ruggie Principles say! It
certainly applies if a change of course is planned at the
company. You can do this in your role as trade union leader
or official.
Step 4b: Also draw the management’s attention to its
own responsibility for ‘meaningful consultation’ with
stakeholders and possible affected parties. In the case of
a reorganisation, this certainly includes the employees
and their representatives.
STEP 4: Negotiating position during reorganisation
Goal: lay claim to a negotiating position during a reorganisation or
other change of course by the company.
STEP 5: CSR section in the collective bargaining agreement
Goal: include a CSR section in the collective bargaining agreement.
Step 5a: During the collective bargaining sessions,
draw the company’s attention to its responsibility to
develop a human rights policy.
Step 5b: Draw the company’s attention to the
minimum requirements for such a policy.
> The minimum requirements are: the ILO core
conventions must be recognised, the policy must be
supported by the top management, the policy must be
consistent with other corporate policies and it must be
developed on the basis of relevant expertise.
Step 5c: Make a proposal for a section in the collective
bargaining agreement which refers explicitly to the
ILO core conventions and the Ruggie Principles.
> Tip! CNV Internationaal has a sample section for
collective bargaining agreement for you.
Step 5d: Inform your rank and file about your actions.
It’s good to tell them you are working to improve the
human rights policy at the company.
18. 18
2.3 What can CNV Internationaal do for you?
CNV Internationaal has contacts with trade union leaders, officials and Works Council members in Dutch
companies active in various sectors; it also collaborates with trade union organisations in Africa, Asia,
Latin America and Eastern Europe. This puts CNV Internationaal in a unique position to bring together
and strengthen workers in various links of the production chain in both the Netherlands and abroad. This
Ruggie guide has already set out a number of possibilities. But CNV Internationaal can do even more for you,
certainly when it comes to promoting the Decent Work agenda and international solidarity:
REPORTING ABUSES AND WRONGS
> CNV partner organisations in Africa,
Asia, Latin America and Eastern Europe can
report abuses and wrongs in the chain to CNV
Internationaal, which will then pass them on
to trade union leaders, trade union officials
and Works Council members of the CNV in the
Netherlands.
HELP TO JUDGE SITUATIONS
> CNV Internationaal can help leaders of partner
organisations to judge whether the company
meets the Ruggie Principles.
PREPARE DISCUSSIONS
> CNV Internationaal can help you to
prepare discussions (with employers)
intended, among other things, to
highlight the Ruggie Principles.
SUBMIT COMPLAINTS
> CNV Internationaal can advise you about
submitting complaints to the company in the
Netherlands if the local company will not
cooperate.
PROVIDE BEST PRACTICES
> CNV Internationaal can provide good examples
that leaders of partner organisations can use in
negotiations. The examples can also be useful
to Dutch trade union officials and Works Council
members in their contacts with the Dutch
management of the company.
Decent Work Agenda
The concept of ‘Decent Work’ was introduced by the
International Labour Organisation (ILO) and is based
on the idea that work is a source of personal dignity.
Work ensures that people can provide for the needs
of their families with respect to safety and health;
work enables them to send their children to school;
work also ensures income when they become ill or
after they retire. But this must be work in which they
are treated fairly and where their rights are respec-
ted. The ILO’s Decent Work agenda thus focuses on:
- promoting the basic rights of workers;
- creating suitable employment opportunities for
men and women;
- improving social protection;
- strengthening social dialogue.
20. 20
EXAMPLE 1 – SHELL IN NIGERIA
Shell has been in the news for years due to its
activities in various countries, including Nigeria. It’s
not only in the Netherlands that eyes are focused on
Shell: the company receives international scrutiny
as well. In the Netherlands the CSR Platform keeps
a close watch on violations by Shell. The CNV is a
member of the CSR Platform in the special ‘Shell
working group’. The working group members
regularly undertake joint lobbying actions, which
make use of the Ruggie Principles. In early 2012,
for instance, the working group sent a letter to the
Dutch Minister of Foreign Affairs. This was about
the support given by the Netherlands to Shell in
the court case regarding the murder of twelve
Nigerians who had protested against the company
in the early 1990s. Shell was said to be responsible
for these murders. The court case took place in the
United States, and the Netherlands sent a letter in
support of Shell. The CSR Platform stated that it
regarded this Dutch support as ‘astonishing’, above
all because it felt this Dutch intervention was not in
line with the Ruggie Principles. Here the platform
referred to the Ruggie Principle that victims should
get (better) access to legal redress. In addition to
these ‘Dutch’ lobbying activities the working group
also supports legal action by local trade unions
against current and past violations.
EXAMPLE 2 – AHOLD
IN FLORIDA
The Ahold
subsidiary
Stop & Shop
sells tomatoes
from Florida.
The workers
in the nurseries
work under harsh
conditions for starvation
wages. Their labour rights
are seriously violated in many
different ways. The trade union, the
Coalition of Immokalee Workers, decided to seek
contact with companies higher up the chain. They
demanded that customers such as Ahold pay “one
penny more per pound” to the nurseries. This would
in turn enable them to pay their workers “one
penny more”. Ahold rejected the request, making
reference to the American legislation and the
certification of the sector.
3.1 Real-life examples
Trade unions regularly succeed in highlighting abuses and wrongs in other parts of the world.
Here are a few examples that could help you in your role as trade union leader, trade union
official or Works Council member:
If the Ruggie
Principles had existed at
the time of this event, it would
have been a lot more difficult for
Ahold to reject the request by shifting
responsibility to national circumstances.
This is because the Ruggie Principles
call on companies to make use of their
influence in exposing and remedying
abuses and wrongs in the chain. And
what about Ahold? The company would
certainly have cooperated in order to
prevent being seen as a violator of
these principles.
Without the
Ruggie Principles the
lobbying against Shell would
be much more difficult. The Ruggie
Principles provide the right, strong
arguments. In the coming years too, the
CNV will remain involved through the
working group. Or as Piet Verburg, leader
of CNV Vakmensen, puts it: “We’ll stay
on the ball.”
21. 21
EXAMPLE 3 - JACK WOLFSKIN OUTDOOR GARMENTS IN INDONESIA
A large proportion of the outdoor sports clothing sold by Jack Wolfskin
is made in the BPG factory in Indonesia. The working conditions
of employees there are far from rosy. Overtime is not paid out,
temporary workers receive less than the minimum wage, managers
make verbal threats, and officials and members of trade unions are
fired from their jobs. Jack Wolfskin itself recently decided to take
action against this. In other words, the well-known clothing brand
itself took responsibility for remedying these violations of labour
and human rights. The company carried out its own investigation
and contacted other customers of this supplier so that together they
could exert more pressure on the management. The most important
goal here is to obtain the respect of the freedom of trade unions. The
clothing brand can count on the support of the Fair Wear Foundation.
The action taken by Jack
Wolfskin is one example of how
companies can put into practice the due
diligence concept in the Ruggie Principles.
Companies are expected to investigate what
risks to human rights there are in their chain.
The Fair Wear Foundation was able to help Jack
Wolfskin set up the monitoring system and then
to undertake the steps needed to remedy the
violations. You too, as a trade union leader, trade
union official or Works Council member, can
assist a company in this way. At the very least by
supporting the company in its investigation or by
putting the company in touch with local trade
unions, for instance. CNV Internationaal
has many contacts all over the world.
You can bring about the necessary
contacts.
In the case of the
cement manufacturer Holcim,
silent diplomacy proved effective.
That’s good, because otherwise there
was a strong chance that things would
have gone from bad to worse. Nonetheless,
here too the Ruggie Principles would have
been a great help. Because the principles give
us a strong weapon for addressing the parent
company about its responsibility for labour
conditions at its international subsidiaries. It
is also now easier to (threaten to) damage
a company’s reputation: you can point to
poor compliance with an internationally
recognised framework of standards. And
this is something that large international
companies are generally very
sensitive about.
EXAMPLE 4 – SERBIAN SUBSIDIARY OF THE CEMENT
MANUFACTURER HOLCIM
The Serbian subsidiary of the cement manufacturer Holcim
refused to recognise a trade union as negotiating partner. This
news was passed to the European Federation of Building and
Woodworkers. The advisor to the European Works Council
(EWC) then raised this issue with the responsible member
of the Board of Directors of Holcim. Holcim responded to
the request and recognised the trade union as a negotiating
partner. After a month the conflict was solved. But what if
Holcim had refused to listen? Then this case would certainly
have led to discussion in the EWC. And if the company
management had still refused to listen, then making the issue
public would have been an excellent next step.
22. 22
COLOPHON
Towards fair supply chains
A practical CNV guide to the Ruggie Principles
How to address human rights violations
within you company or branch
A practical guide
This text was written on behalf of CNV Dienstenbond and CNV
Vakmensen,
Author: Mariette van Huijstee, Centre for Research on
Multinational Corporations, SOMO
Editors: Frieda Tax, Karen Bouwsma, Corita Johannes
Design: Marjoleine Reitsma, Bernadine de Mooij
Printing: Sauterelle
Photos: CNV Internationaal, CNV Dienstenbond, CNV Vakmensen
Copyright CNV Internationaal
CNV Internationaal gratefully aknowledges valuable comments of
the peer group consisting of Arend van Wijngaarden,
Roel Rotshuizen, Fedde Monsma, Jan Pieter Daems,
Arthur Bot, Marjolein Hammink, Harrie Bijen, Henk van Beers
and Piet Verburg.
23. The Ruggie Principles, what’s in it?
For you as a trade union leader or employee, or if you are i.e. responsible for human
resources or corporate buying within your company or if you are responsible for the supply
chains abroad within your company, it is the corporate principles that are most important.
And there are plenty of them! Because more than half of the 31 Ruggie Principles focus on
the responsibility of companies to respect human rights.
(b) Appropriate action will vary according to:
(i) Whether the business enterprise causes or contributes to an adverse impact, or whether it is involved solely
because the impact is directly linked to its operations, products or services by a business relationship;
(ii) The extent of its leverage in addressing the adverse impact.
20. In order to verify whether adverse human rights impacts are being addressed, business enterprises should track the
effectiveness of their response. Tracking should:
(a) Be based on appropriate qualitative and quantitative indicators;
(b) Draw on feedback from both internal and external sources, including affected stakeholders.
21. In order to account for how they address their human rights impacts, business enterprises should be prepared to
communicate this externally, particularly when concerns are raised by or on behalf of affected stakeholders. Business
enterprises whose operations or operating contexts pose risks of severe human rights impacts should report formally
on how they address them. In all instances, communications should:
(a) Be of a form and frequency that reflect an enterprise’s human rights impacts and that are accessible to its intended
audiences;
(b) Provide information that is sufficient to evaluate the adequacy of an enterprise’s response to the particular human
rights impact involved;
(c) In turn not pose risks to affected stakeholders, personnel or to legitimate requirements of commercial
confidentiality.
REMEDIATION
22. Where business enterprises identify that they have caused or contributed to adverse impacts, they should provide for or
cooperate in their remediation through legitimate processes.
ISSUES OF CONTEXT
23. In all contexts, business enterprises should:
(a) Comply with all applicable laws and respect internationally recognized human rights, wherever they operate;
(b) Seek ways to honour the principles of internationally recognized human rights when faced with conflicting
requirements;
(c) Treat the risk of causing or contributing to gross human rights abuses as a legal compliance issue wherever they
operate.
24. Where it is necessary to prioritize actions to address actual and potential adverse human rights impacts, business
enterprises should first seek to prevent and mitigate those that are most severe or where delayed response would
make them irremediable.
THE OFFICIAL TEXT OF THE UN GUIDING PRINCIPLES:
www.unglobalcompact.org/issues/human_rights/the_un_srsg_and_the_un_global_compact.html
OPERATIONAL SECTION
The remaining ‘corporate principles’ (16 to 24) further develop the foundational principles. This operational section basically
describes how companies can realise their responsibility in practice. It’s useful to keep these corporate principles to hand.
POLICY COMMITMENT
16. As the basis for embedding their responsibility to respect human rights, business enterprises should express their
commitment to meet this responsibility through a statement of policy that:
(a) Is approved at the most senior level of the business enterprise;
(b) Is informed by relevant internal and/or external expertise;
(c) Stipulates the enterprise’s human rights expectations of personnel, business partners and other parties directly
linked to its operations, products or services;
(d) Is publicly available and communicated internally and externally to all personnel, business partners and other
relevant parties;
(e) Is reflected in operational policies and procedures necessary to embed it throughout the business enterprise.
HUMAN RIGHTS DUE DILIGENCE
17. In order to identify, prevent, mitigate and account for how they address their adverse human rights impacts, business
enterprises should carry out human rights due diligence. The process should include assessing actual and potential
human rights impacts, integrating and acting upon the findings, tracking responses, and communicating how impacts
are addressed. Human rights due diligence:
(a) Should cover adverse human rights impacts that the business enterprise may cause or contribute to through its own
activities, or which may be directly linked to its operations, products or services by its business relationships;
(b) Will vary in complexity with the size of the business enterprise, the risk of severe human rights impacts, and the
nature and context of its operations;
(c) Should be ongoing, recognizing that the human rights risks may change over time as the business enterprise’s
operations and operating context evolve.
18. In order to gauge human rights risks, business enterprises should identify and assess any actual or potential adverse
human rights impacts with which they may be involved either through their own activities or as a result of their business
relationships. This process should:
(a) Draw on internal and/or independent external human rights expertise;
(b) Involve meaningful consultation with potentially affected groups and other relevant stakeholders, as appropriate to
the size of the business enterprise and the nature and context of the operation.
19. In order to prevent and mitigate adverse human rights impacts, business enterprises should integrate the findings from
their impact assessments across relevant internal functions and processes, and take appropriate action.
(a) Effective integration requires that:
(i) Responsibility for addressing such impacts is assigned to the appropriate level and function within the business
enterprise;
(ii) Internal decision-making, budget allocations and oversight processes enable effective responses to such
impacts.
FOUNDATIONAL PRINCIPLES
Principles 11 to 15 are the founding principles of these “corporate principles.” These are the main principles
for workers. These principles describe the normative base
11. Business enterprises should respect human rights. This means that they should avoid infringing on the
human rights of others and should address adverse human rights impacts with which they are involved.
12. The responsibility of business enterprises to respect human rights refers to internationally recognized
human rights – understood, at a minimum, as those expressed in the International Bill of Human Rights and
the principles concerning fundamental rights set out in the International Labour Organization’s Declaration
on Fundamental Principles and Rights at Work.
13. The responsibility to respect human rights requires that business enterprises:
(a) Avoid causing or contributing to adverse human rights impacts through their own activities, and address
such impacts when they occur;
(b) Seek to prevent or mitigate adverse human rights impacts that are directly linked to their operations,
products or services by their business relationships, even if they have not contributed to those impacts.
14. The responsibility of business enterprises to respect human rights applies to all enterprises regardless of
their size, sector, operational context, ownership and structure. Nevertheless, the scale and complexity of
the means through which enterprises meet that responsibility may vary according to these factors and with
the severity of the enterprise’s adverse human rights impacts.
15. In order to meet their responsibility to respect human rights, business enterprises should have in place
policies and processes appropriate to their size and circumstances, including:
(a) A policy commitment to meet their responsibility to respect human rights;
(b) A human rights due-diligence process to identify, prevent, mitigate and account for how they address
their impacts on human rights;
(c) Processes to enable the remediation of any adverse human rights impacts they cause or to which they
contribute.
24. STEP 4: NEGOTIATING POSITION DURING REORGANISATION
Goal: lay claim to a negotiating position during a reorganisation
or other change of course by the company.
Step 4a: Draw the management’s attention to its own responsibility
for regularly charting risks to human rights.
Step 4b: Also draw the management’s attention to its own
responsibility for ‘meaningful consultation’ with stakeholders
and possible affected parties. In the case of a reorganisation, this
certainly includes the employees and their representatives.
STEP 2: IMPROVE THE CSR POLICY
Goal: improve the CSR policy of companies.
Step 2a: Go through the existing CSR policy of the company. Compare the policy to the
requirements set out in the Ruggie Principles. To do this you can request the help of
CNV Internationaal.
Step 2b: Ask the company to bring the CSR policy into line with the Ruggie Principles. This can
also be done through the Works Council.
Step 2c: Ask to be involved in the formulation of new policy. Here too the Ruggie Principles provide
a good basis.
STEP 3: HIGHLIGHT LABOUR RIGHTS
VIOLATIONS
Goal: raise the issue of a labour rights violation
Step 3a: Consult (in your role as trade union
leader) with trade union officials and/or Works
Council members whether there are indications
of a labour rights violation in connection with the
company.
Step 3b: Ask the international management of
the company whether, and to what extent, they
had already recognised the risk of this violation,
and what measures the company is taking or has
taken.
Step 3c: If the company was already informed
and is taking action, then assess whether these
actions will really remedy the violation.
Step 3d: If the company was not yet informed,
then the company should now investigate its own
responsibility (position) and take action.
Step 3e: Request the company to keep the (local)
trade union informed about the progress of the
actions now being taken.
Step 3f: Keep your own rank and file informed.
STEP 1: COMPILE INFORMATION
Goal: find out how a company ensures that human rights are respected.
Step 1a: Ask for a meeting with the management of the company, so they can explain the due diligence
procedures for human rights.
Step 1b: Explain your position. Say why you are requesting the meeting.
Step 1c: Inform your rank and file about your action and its results. Involve them in the preparations
for the meeting as well, if possible.
Appendix: Roadmap
STEP 5: CSR section in the collective bargaining agreement
Goal: include a CSR section in the collective bargaining
agreement.
Step 5a: During the collective bargaining sessions, draw the
company’s attention to its responsibility to develop a human rights
policy.
Step 5b: Draw the company’s attention to the minimum
requirements for such a policy.
Step 5c: Make a proposal for a section in the collective bargaining
agreement which refers explicitly to the ILO core conventions and
the Ruggie Principles.
Step 5d: Inform your rank and file about your actions. It’s good to
tell them you are working to improve the human rights policy at
the company.
The ‘Ruggie Principles’ are the new UN Principles
for both exposing and preventing violations of
human rights in companies, sectors and industries
worldwide. Especially for trade unions and Works
Councils, the Ruggie Principles are a useful and
effective resource for addressing companies
about compliance with internationally recognised
labour standards. Moreover, the principles provide
additional possibilities for promoting the Decent
Work agenda and international solidarity and
collegiality.
With this guide, the CNV is actively bringing the
Ruggie Principles to the attention of trade union
leaders, trade union officials and members of
Works Councils in the Netherlands, and, translated
into English, French and Spanish, partner
organisations in Asia, Africa, Latin America and
Eastern Europe.
Take advantage of this new resource! Instead of
long texts about background circumstances, we
give you tips, ideas and examples to help you apply
Corporate Social Responsibility (CSR) in the chain. It
is a manual for putting the principles into practice.
CNV Internationaal
P.O. Box 2475
NL 3500 GL Utrecht
The Netherlands
Tel. +31 30 751 12 60
E-mail: internationaal@cnv.nl
Internet: www.cnvinternationaal.nl/en
Twitter: twitter.com/cnv_internat
Facebook: facebook.com/cnv.internationaal
THE ‘RUGGIE PRINCIPLES’:
A WAY OF EFFECTIVELY DEALING WITH ABUSES AND WRONGS