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Human Rights Due Diligence in High Risk Circumstances: Practical Strategies for Businesses
- Russell Rogers
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1 Human Rights Due Diligence in High Risk Circumstances: Practical Strategies for Businesses March 2015
2 Rights and Permissions Quoting, copying and/or reproducing portions or all of this work is welcomed provided the following citation is used: Shift, Human Rights Due Diligence in High Risk Circumstances: Practical Strategies for Businesses, New York, Shift Shift is the leading center of expertise on the UN Guiding Principles on Business and Human Rights. Founded in 2011, Shift s team of experts works globally with businesses, governments, civil society and international organizations to embed the Guiding Principles into practice. Shift was established in July 2011, following the unanimous endorsement of the Guiding Principles by the UN Human Rights Council, which marked the successful conclusion of the mandate of the Special Representative of the UN Secretary-General for Business and Human Rights, Professor John Ruggie. Our team was centrally involved in shaping and writing the UN Guiding Principles, and Prof. Ruggie is Chair of our Board of Trustees. Further information on Shift and its work is available at or at the following address: Shift 250 West 57th Street, Suite 2232 New York, NY USA This report is authored by Shift and draws on discussions with the companies that participate in Shift s Business Learning Program at that program s sixth workshop, October 27-28, 2014 in Cambridge, Massachusetts, USA. Human Rights Due Diligence in High Risk Circumstances: Practical Strategies for Businesses 1
3 I. High Risk, High Priority: Human Rights Diligence in High Risk Circumstances Common interests in high risk situations Situations that are very risky for people affected by a business activities are often the very same situations that are risky to the business itself. This convergence creates a constructive opportunity for human rights leaders within companies to gain the necessary buy in for identifying and addressing human rights risks and impacts. This report presents learning and insights from business practitioners regarding the strategies and practices they have found most effective when conducting human rights due diligence in high risk circumstances. High risk circumstances are situations in which the likelihood of severe human rights impacts is greatest. Human rights due diligence (HRDD) consists of the processes that help businesses become aware of the actual and potential human rights impacts on people associated with their business and take appropriate action to prevent and address those impacts. From the perspective of the United Nations Guiding Principles on Business and Human Rights (UNGPs), high risk circumstances should be the highest priority for company action since they present the greatest risks to individuals. In such situations, it is therefore especially critical for companies to conduct effective HRDD. Moreover, high risk circumstances for human rights often present high risk to the business as well, including commercial, reputational, investor related and legal risks. This convergence creates a constructive opportunity for human rights leaders within companies to gain the necessary buy in for identifying and addressing human rights risks and impacts. While it is particularly critical for HRDD to be effective in high risk circumstances, those circumstances can also pose unique challenges for a business HRDD processes. High risk circumstances are more complex and fluid. There may be practical difficulties in engaging directly with some affected individuals and groups. The capacity to manage identified risks and impacts may be beyond the sole control of the business enterprise. Key lessons and insights from business practitioners, further elaborated in this report, include: Use practical tools to identify high risk circumstances. These tools can help businesses identify the key sources of risk and the circumstances where additional attention and resources will be Human Rights Due Diligence in High Risk Circumstances: Practical Strategies for Businesses 2
4 appropriate. An example of such a tool is found in the Annex to this report. Engage internal stakeholders in ways that: (a) raise awareness of high risk circumstances, (b) create expectations about identifying and escalating these types of risks, (c) ensure that due diligence is ongoing and responsive to changes in circumstances. Engage external stakeholders in ways that: (a) are integrated into more robust strategies, (b) involve independent third parties in support of company efforts, (c) enable the business to push information to stakeholders and empower stakeholders to push information to the company. Across these insights and examples, one crosscutting message becomes clear: while the tendency within many companies is to seek greater control over and protection of information as risks increase, in reality, enhanced transparency is critical for success. Transparency Enhanced transparency is critical when conducting HRDD in high risk circumstances. II. What Is Human Rights Due Diligence? Human rights due diligence consists of the processes that a business uses to become aware of and manage its actual and potential impacts on individuals human rights. The UNGPs identify four steps in human rights due diligence (see Figure 1). Businesses should: 1. Assess: Identify actual and potential impacts on people that might happen as a result of business activities or Figure 1: Human rights due diligence Human Rights Due Diligence in High Risk Circumstances: Practical Strategies for Businesses 3
5 through business relationships; 2. Integrate and act: Take steps to prevent these impacts from occurring, to mitigate their likelihood and severity, to use leverage within business relationships and to provide remedy where impacts nevertheless occur; 3. Track: Monitor the effectiveness of the business processes for assessing and addressing these impacts; 4. Communicate: Share information externally with stakeholders about how the business addresses impacts and risks, including, where appropriate, through public reporting. A. The role of prioritization Many companies may be able to address all human rights risks associated with their operations in parallel. However, for global businesses with broad geographic scope and complex value chains, the process of due diligence can yield an overwhelming set of impacts to be managed. The UNGPs recognize this through the concept of prioritization: where necessary, businesses should first address those human rights impacts that represent the most severe impacts on stakeholders. This focus on affected stakeholders (those who would suffer the impacts) differentiates human rights due diligence from more traditional risk and materiality analyses. In traditional analyses, the risk to the business is paramount. In human rights due diligence, the risk to stakeholders is paramount. III. Identifying High Risk Circumstances A. Why identify high risk circumstances? Identifying high risk circumstances can help businesses in at least two ways: Human Rights Due Diligence in High Risk Circumstances: Practical Strategies for Businesses 4
6 To identify where to focus initial due diligence activities. If resource limitations require the business to prioritize these efforts, identifying high risk circumstances helps the business to focus appropriately: that is, on the most severe and most likely impacts on stakeholders; To guide how due diligence is conducted. The business can tailor its typical processes and strategies to make due diligence more effective and responsive to high risk circumstances. Many businesses have internal processes in place to identify where the greatest risks to the business may lie. Other businesses utilize risk analyses from external consultants about the general human rights context in a given locality. While these standard approaches to risk management may provide valuable inputs, relying solely upon them is likely to provide only a partial picture of the risk of severe human rights impacts. Traditional risk analyses tend to miss risks to people that are not risks to the business, and to considerably underestimate the extent to which risks to people in fact do represent risk to the business, at least in the medium to long term. They also typically focus on only one source of risk the broad political context of the locality and miss other factors that increase the risk of severe human rights impacts. B. Potential sources of heightened risk In practice, heightened risk of severe human rights impacts can arise from different sources (illustrated in Figure 2): The broader operational context, including factors such as conflict, corruption and weak governance; Business relationships, including the experience, track record and management capacities of suppliers, joint venture partners, customers and others to manage human rights risks; Business activities, including activities commonly associated with human rights impacts, such as land acquisition and resettlement and extensive water usage; Human Rights Due Diligence in High Risk Circumstances: Practical Strategies for Businesses 5
7 The presence of vulnerable groups, meaning those groups within a society who experience political, social or economic marginalization that makes them particularly vulnerable to business impacts. Figure 2: Sources of heightened human rights risks The graphic to the right was developed in partnership with the International Finance Corporation and is used with their permission. Practical Tool: Diagnostic questions to identify risk factors Diagnostic questions related to each of the sources of risk identified in Figure 2 can help businesses identify when they may be operating in high risk circumstances, and enable them to allocate resources for the necessary level of due diligence. Example diagnostic questions: Are any of our business activities likely to bring increased competition for scarce resources? Can our products or services be used or readily adapted for severely harmful purposes? How would we assess the track record and management capacity of our key business partners to manage these types of issues? Does the structure or duration of our relationships with key business partners significantly reduce our leverage with them? Are factors present, such as discrimination, marginalization or poverty that could make potentially vulnerable groups, such as women, children, religious or ethnic minorities or indigenous groups, vulnerable in practice? See Annex A for the full set of diagnostic questions. Human Rights Due Diligence in High Risk Circumstances: Practical Strategies for Businesses 6
8 C. Identifying the highest risks Today s global business models and complex supply chains mean that many of the operations and activities of businesses may have some combination of these factors present. How can businesses use these tools to identify high risk circumstances? Business practitioners identified three practical strategies to help put these tools into practice: 1. Consider the relative weight of risk factors present in a given operational setting, activity or relationship: Company Perspectives Business practitioners raised two business scenarios that could signal heightened risk related to the company s own management systems: 1. Entry into new markets and activities where the business has limited understanding and experience; 2. Decentralized internal governance models where subsidiaries have greater autonomy and flexibility for site level management. The intensity of a single factor, e.g., common use of forced labor in a particular commodity supply chain despite laws to the contrary; The cumulative weight of several factors within one category, e.g., a particular supplier has a past record of poor performance on human rights issues, weak management systems, is in conflict with local stakeholders and the relationship is mostly transactional such that the business has little leverage over the supplier; The combination of factors across all categories, e.g., land acquisition and resettlement were instigated by a government entity with a record of failure to protect human rights in such processes, in a context in which corruption is endemic and where women are particularly vulnerable to impacts on livelihoods. 2. Consider the presence of meta indicators as factors that may signal the likelihood of high risk circumstances. For example: Conflict: Active or post conflict contexts can signal weak governance, competition for scarce resources among groups and greater vulnerability of local people; Corruption: Endemic corruption in the public or private sectors can signal weak or inconsistent enforcement of legal or regulatory protections. It can undermine or cast doubt on representations made by business partners about their commitment or ability to manage human rights risks; Human Rights Due Diligence in High Risk Circumstances: Practical Strategies for Businesses 7
9 Vulnerable groups: Vulnerability of certain groups of people can signal the absence or weak enforcement of legal protections for those individuals, and their resulting exposure to an increased range and intensity of impacts on their human rights; Repression: Prevention of certain groups of people from organizing or expressing themselves can signal particular concerns about the ability of those groups to raise concerns and defend many or all of their human rights. 3. Consider the capacity of the business own management systems to reduce or eliminate certain types of risks. When assessing the role of its own management systems, a business may consider: Its own prior experience in a given geography; Its past performance in managing similar types of issues and impacts; Its existing policies and practices; The resources available to the business to manage a particular set of impacts. IV. Internal Processes within the Business A. Internal challenges By their very nature, high risk circumstances are fluid and complex. Businesses need systems and processes to review and update their assessment of risks as circumstances change. Moreover, managing human rights in such circumstances requires businesses to take quick but deliberative action in response to changing circumstances. However, people closest to the impact often lack the internal decision making authority to take effective action in a timely manner. Human Rights Due Diligence in High Risk Circumstances: Practical Strategies for Businesses 8
10 Key Insight: Managing internal challenges 1. Tune the internal radar: develop a shared understanding of risks internally; 2. Make the business case: ensure the business understands what is at stake for the business and for stakeholders; 3. Create the expectation for escalation: create senior, cross functional, decision making platforms when operating in high risk circumstances; 4. Identify additional trigger moments: identify additional circumstances that would require the business to revisit its initial assessment of risks; 5. Improve tracking: develop indicators to enable ongoing monitoring of human rights risks and of the effectiveness of business processes for identifying and managing those risks. Tune the internal radar Build a shared understanding within and across the business about: Sources of risk; Potential impacts on stakeholders; Mitigation and prevention measures in place; The risks to the business of failing to address the risks to stakeholders. 1. Tune the internal radar For businesses to be able to manage high risk circumstances effectively, they need to be sensitized to the presence of those risks as early as possible. This helps enable the business to actively manage the risks before they become actual impacts and before these escalate into crises. One business leader referred to this process as tuning the internal radar. When conducting HRDD in high risk circumstances, this tuning of the internal radar needs to take place horizontally across different functions and vertically at all levels of leadership. Horizontally, decisions or actions taken by any function could exacerbate or mitigate existing risks. Therefore, all business functions and units need to have a shared understanding of the high risk circumstances; Vertically, senior management need to make any decisions to conduct business in high risk circumstances, and how to do so, with full knowledge of the potential risks and impacts. They may need to allocate additional resources to manage those risks effectively. They should also be aware that the decision to exit high risk circumstances could itself raise additional human rights impacts and challenges. Human Rights Due Diligence in High Risk Circumstances: Practical Strategies for Businesses 9
11 Company Experience Company Perspectives According to company representatives, the process of tuning the internal radar may be more challenging in situations where the business has prior experience in a familiar market. In the case of new market entry, it may be easier to gain the attention of senior leaders because the business may be more receptive to risks posed by the uncertainties of a new market. However, in the case of familiar operating contexts, when high risk circumstances already exist or start to emerge, this can be more challenging. Our leadership may conclude that we are effectively managing the risks. But the reality may be that we have just been lucky so far. In one example, a business found itself in the middle of a complex value chain with extremely severe human rights impacts at the origin of the supply chain. As the business began to conduct its human rights due diligence, three points became clear: No one within the business could explain how the full value chain functioned; Internally, the business assumed the risks were being managed by industry-wide mitigation measures; Those mitigation measures did not address all the risks for which they were intended, and ignored some potentially severe impacts altogether. Human rights leaders within the business began a process of mapping the full value chain, including the actors involved, the relationships between the actors, existing mitigation measures and potential leverage points. The mapping process became a tool for engagement internally with different functions and then externally with key stakeholders and businesses within the value chain. This engagement enabled the business to test its own understanding and share it with other key actors. The process not only created broad-based understanding within the company about the nature of potential impacts, but also pointed to entirely new strategies for building and exercising leverage to prevent and manage those impacts. 2. Make the business case One important way that human rights leaders can tune the internal radar is by making the business case to address human rights impacts in high risk circumstances. Increasingly, business leaders recognize that severe risks to stakeholders often represent significant risks to the business: Commercial risks: Severe impacts on stakeholders often result in disruptions to operations, negatively affect the resilience of the supply chain or lead to lost business opportunities; Investor related risks: Investors are increasingly asking hard questions of clients, using their leverage to incentivize clients to manage human rights risks, and even divesting when risks are not addressed; Human Rights Due Diligence in High Risk Circumstances: Practical Strategies for Businesses 10
12 Reputational risks: Global media, trade unions and civil society networks are increasingly shedding light on conditions and practices in the farthest reaches of value chains, damaging the reputation of companies in the eyes of consumers or business customers; Legal risks: More aspects of international human rights frameworks, including the UNGPs, are being incorporated into domestic laws. Despite this recognition, according to one business practitioner: It is still critical to make the business case, even where it is obvious. But it is equally important to always tie this back to the potential harm to people. Otherwise, we risk being brought into a cost-benefit analysis. While we can and should give the business compelling reasons to manage these risks, we need to make sure the business is still prepared to do so even where that business case does not exist. Embedding Risk Analysis: HRDD and Enterprise Risk Management (ERM) As part of their enterprise risk management (ERM) systems, many businesses have specialized functions dedicated to the identification and evaluation of all risks facing the business. This might therefore be a logical home for the analysis of risks related to human rights. The UNGPs encourage this type of embedding responsibility for human rights throughout a business enterprise. However, this strategy merits caution as well. Human rights risks cannot be immediately placed into existing corporate risk matrices because the criteria for prioritization are different. HRDD analyzes the risks to stakeholders, with the severity of impacts on individuals (and to a lesser extent, likelihood) acting as the driving force for prioritizing risks. Traditional ERM systems analyze risk to the business, with prioritization determined by the severity of harm to the business balanced against the likelihood of the impact occurring. Before transferring ownership of human rights risk analysis to corporate risk managers, human rights leaders should ensure that risk managers have the necessary capacity to conduct the principled prioritization required under the UNGPs. Human Rights Due Diligence in High Risk Circumstances: Practical Strategies for Businesses 11
13 3. Create the expectation for escalation Company Perspectives It s a common reflection that creating the right corporate culture starts at the top, from cues sent by the CEO. Several business practitioners point to key moments in building a culture of talking about risks and problems. In one example, a senior vice president raised a red issue at a cross functional meeting of senior leadership, where others consistently reported only green and orange issues in their portfolios. When the CEO responded by applauding the senior vice president and asking why no other departments faced challenges, the company began a change in culture about approaches to challenges and risks. Businesses have to be able to make quick and deliberative decisions in response to evolving high risk circumstances. The business may need to deploy additional company resources to address impacts or to create and use new forms of leverage with business counterparts or governments. In the most extreme cases, the business may need to consider exiting the high risk context. However, people in the business closest to the situation, or those with direct responsibility for human rights impacts, often lack the necessary authority or resources to make such decisions on their own. To overcome these challenges, business practitioners highlighted the internal need for high level, cross functional platforms so that these issues can be escalated for senior decision making. Such platforms can help break through functional silos that otherwise impede effective decision making, and enable decisions that appropriately weigh competing business interests. These types of senior dialogue and decision making platforms are not unfamiliar to businesses. However, for them to work effectively for HRDD in high risk circumstances, three aspects are critical: Human rights issues need to brought within their scope, or new platforms need to be created; The business needs to create a culture that incentivizes and encourages the identification of potential problems or risks; The business should not only signal that potentially serious risks can be escalated to the attention of senior decision makers, but must also create an expectation that potentially serious risks should be escalated to this level. Human Rights Due Diligence in High Risk Circumstances: Practical Strategies for Businesses 12
14 Company Experience Several companies shared examples of senior management processes to review risks that require the attention of company leadership. When one company adopted a formal commitment to respect human rights and implement the UNGPs, it brought human rights within the scope of an existing weekly review by top management of critical issues. As the company looks to expand into new higher risk geographies and new higher risk business activities, human rights leaders have been able to raise concerns identified in the early stages of HRDD by using this existing process. Another company s high risk circumstances result from the sale of products that could be used by customers in ways that would impact negatively on human rights. All sales are reviewed and approved by a corporate sales compliance body that is comprised of senior cross functional leaders representing key departments within the business. This sales compliance body weighs the competing corporate interests of maximizing sales and preventing product misuse. Outcomes can include approving the sale, negotiating further safeguards or restrictions on the use of its products or blocking the transaction entirely. 4. Identify additional trigger moments Many businesses tie the timing of their due diligence to key moments in the business cycle. This may include decisions to initiate or expand projects or operations, to engage a new supplier, to seek financing or to sell or license products to a new customer. In high risk circumstances, however, risk is often created by forces external to the business cycle. As circumstances evolve, the key assumptions that underpinned the business initial assessment of human rights risks may no longer hold true. In such circumstances, existing mitigation measures may no longer be adequate. Business practitioners found promise in the idea of identifying additional moments in the business cycle that should trigger formal internal reviews of existing due diligence. The specifics vary by business and industry, but the main idea is similar: creating more opportunities to require the business to update its Human Rights Due Diligence in High Risk Circumstances: Practical Strategies for Businesses 13
15 due diligence. This can help to ensure that the business understanding of the circumstances remains current as those circumstances evolve. 5. Improve tracking Improved tracking of human rights due diligence activities and outcomes can help companies routinely measure progress and regularly report to senior management on that progress. More effective tracking can also help businesses more quickly recognize and respond to changing dynamics in high risk circumstances. Global business experience with the tracking stage of HRDD is not particularly well developed or explored. What we do know is that many businesses struggle with tracking in general and specifically with developing meaningful indicators. Business practitioners identified several basic ideas that help frame further work on tracking: Tracking something, even if it s an imperfect measure (but provided it s not a misleading measure), is preferable to tracking nothing at all; Indicators provided by external reference tools may be a useful input, but the internal process of developing indicators that will be useful to the business is as important as the indicators themselves; A smart mix of indicators will likely be essential. This includes indicators that are qualitative and quantitative, leading and lagging, process inputs and substantive outcomes; Feedback from affected stakeholders is an essential element of a credible and effective framework of indicators, and may potentially be the most meaningful. Human Rights Due Diligence in High Risk Circumstances: Practical Strategies for Businesses 14
16 External Stakeholders External stakeholders can include any individuals or groups outside of the business who can affect or be affected by the company. The UNGPs place particular emphasis on the need for businesses to engage with directly affected stakeholders. These refer to any individuals or groups whose human rights may be negatively impacted by the company s activities or through its business relationships. V. External Processes with Stakeholders A. External challenges Engagement with external stakeholders is a key tool to help shape how businesses understand risks and impacts. Stakeholders also provide an important feedback loop for businesses about the effectiveness of their approaches to managing these issues. Yet, just as stakeholder feedback becomes more essential in high risk circumstances, engagement with some stakeholders can become more challenging, depending on the risk factors present. Key Insight: Managing external challenges 1. More robust engagement: earlier engagement, with more stakeholders and with more types of stakeholders; 2. Collaborate with credible partners: involve third parties to enhance a business own due diligence efforts; 3. Enable pushed information: strengthen channels for feedback to complement standard engagement cycles. 1. More robust engagement In high risk circumstances, businesses stakeholder engagement strategies need to be more robust than in typical due diligence processes. This includes earlier engagement, with more stakeholders within a given stakeholder group and with more types of stakeholders across a wider variety of groups. Earlier engagement enables the business to develop its understanding of risk factors before risks escalate into crises. It also allows the business to build relationships with stakeholders that can be instrumental in resolving crises if they arise; Human Rights Due Diligence in High Risk Circumstances: Practical Strategies for Businesses 15
17 More engagement with stakeholders enables the business to triangulate information it has received through other means and build a more complete and accurate understanding of circumstances on the ground; Engagement with a wider variety of stakeholders allows businesses to understand contextual risks in ways that might go beyond typical due diligence processes. For example, as part of due diligence in high risk circumstances, companies may engage with their home country s embassy, or business counterparts in their own industries or other industries as a way to deepen understanding of political and contextual risks. 2. Collaborate with credible partners In some instances, affected stakeholders may be unwilling or unable to engage directly with businesses. This may be due to the presence of active conflict, intimidation or lack of trust. In such cases, some businesses have collaborated with credible third parties in interesting and creative ways. Third parties, such as international civil society organizations, may be able to gain access to stakeholders perspectives in ways that a business cannot. Where these third parties are themselves credible, their involvement can bring added credibility to a business efforts to know and show it is respecting human rights. The clear message from experienced business practitioners is that in high risk circumstances, companies should not attempt to go it alone. Human Rights Due Diligence in High Risk Circumstances: Practical Strategies for Businesses 16
18 Company Experience One business had an extensive track record of conducting its own stakeholder engagement, while also working with credible third parties as part of its due diligence. However, as the company explored operations in a particularly high risk circumstance, the presence of civil conflict and ethnic violence made it impossible for the business to conduct its own due diligence. Nor were any of the business traditional third party partners appropriate for the circumstances. Ultimately, based on a public tender process, a new partnership was forged with a nongovernmental organization (NGO) focusing on international conflict and humanitarian aid. Making the partnership work required the company to demonstrate flexibility by changing its standard operating procedures to enable the NGO to use its own security and transparency protocols rather than those of the business. 3. Enable pushed information Businesses often have regular routines for stakeholder engagement. These may occur at periodic intervals throughout the year, or they may coincide with key business moments, such as social performance audits, permitting or financing processes. These formal engagement processes can be thought of as the business pulling information and perspectives from stakeholders. In high risk circumstances, it becomes particularly important for the business to have channels that allow stakeholders to push information and perspectives to the company. Good baseline relationships and consistent messaging that the company welcomes feedback can create the trust necessary for stakeholders to bring issues to the attention of the company in an informal way, as circumstances change, for more immediate reaction and response. Grievance mechanisms can provide a form of feedback loop, although they may not be sufficient for this particular purpose if they limit feedback to specific complaints as compared to broader concerns. Human Rights Due Diligence in High Risk Circumstances: Practical Strategies for Businesses 17
19 VI. Concluding Thoughts: The Role of Enhanced Transparency A. The challenge In high risk circumstances where the risks to stakeholders and the risks to business are most acute, there is often a tendency within businesses to attempt to close ranks and say less, rather than more, to control the message. The sense is often that this helps control the risk as well. B. Communicating more rather than less Despite this tendency, firsthand experiences shared by experienced business practitioners lead to one clear conclusion: When the underlying risks to human rights are greater, it is even more important for the business to enhance transparency at every stage of the process. In high risk circumstances, businesses should communicate more rather than less. Enhanced transparency enables a business to test its analysis internally and externally, share its strategies and invite feedback. Although some functions within the company may see risk to the company in sharing information, the greater risk often proves to be a lack of transparency. This is particularly true in high risk circumstances, where the situation is often under greater external scrutiny. A lack of transparency enables rumor and misinformation to spread and supports assumptions that the company is doing nothing or doesn t even care. Conversely, company practitioners reported positive responses from stakeholders when they were able to share their recognition and analysis of the problem with stakeholders and communicate credible steps they were taking to address the impacts. This need for increased transparency applies across different audiences and different formal and informal opportunities: Human Rights Due Diligence in High Risk Circumstances: Practical Strategies for Businesses 18
20 Enhanced transparency internally, with other departments and functions within the business, to share information about the risks involved and the company s strategies for addressing them; Enhanced transparency with directly affected stakeholders, for whom greater efforts must be taken to share information about potential impacts from business activities; Enhanced transparency with policy level stakeholders, who can become constructive counterparts in collaborations to address key risks and impacts. Coming Soon: Public reporting in line with the UNGPs The most formal means of providing transparency is through a company s public reporting, whether in their annual reports, sustainability reports or through self standing reports related to human rights. To date, public reporting on human rights by businesses has been underwhelming and inconsistent. Shift s next Business Learning Program workshop will focus on exploring what it means to provide meaningful reporting on implementation of the UNGPs, building on an initiative co-led by Shift to develop the UN Guiding Principles Reporting Framework, launched in February Human Rights Due Diligence in High Risk Circumstances: Practical Strategies for Businesses 19
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text:
|Reviews for Not Dreams, But Dreams
| Kat8615 chapter 2 . 7/3/2014
| DarkSecretWaterbender chapter 1 . 1/19/2013
This is great! Poor Aang :'(
| Malevolent Dark Reflection chapter 1 . 3/24/2012
Wow. This was short and far from sweet. Really powerful stuff. After reading the opening paragraph, I knew I was in for a treat. This is why I love Aang as a character. The grief that he holds inside is still raw for him because for him the Airbenders were still around a few months ago. These kinds of nightmares would logically haunt him for many many years. This was a great read.

subset: commoncrawl


text:
Make It Last Forever: The Do's and Don'tsby Keith Sweat
From recording artist and radio host Keith Sweat comes help for anyone struggling with relationships problems, based on his popular radio show "The Sweat Hotel."
From recording artist and radio host Keith Sweat comes help for anyone struggling with relationship problems, based on his popular radio show "The Sweat Hotel."/b>/b>
From recording artist and radio host Keith Sweat comes help for anyone struggling with relationships problems, based on his popular radio show "The Sweat Hotel."
From recording artist and radio host Keith Sweat comes help for anyone struggling with relationship problems, based on his popular radio show "The Sweat Hotel."
Gaining its title from Keith Sweat's R&B popular album and single, Make It Last Forever offers tools to help couples build and maintain strong, long-lasting relationships.
Here is detailed advice on how to better communicate needs and desires to your mate, including suggestions for keeping a relationship romantic and exciting for both parties. Keith also suggests how to fix, mend, and reinvigorate troubled relationships. Finally, Make It Last Forever: Dos and Don'ts reveals the single-most important ingredient of a successful relationship: compatibility. Keith tells readers why it's so crucial, how to find it, and how to sustain it over the long haul.
Editorial Reviews
Product Details
- 9781593094065
- Publisher:
- Strebor Books
- Publication date:
- 02/12/2013
- Edition description:
- Simon & Schuster
- Pages:
- 224
- Product dimensions:
- 6.20(w) x 9.10(h) x 1.00(d)
Read an Excerpt
Make It Last Forever
One of the common issues I have come across is people in relationships when they should not be in a relationship. These people carry baggage so large that they would have to pay extra if they tried to check it at the airport. And yet they wonder why every relationship they have goes South.
The bottom line is this: Sometimes we simply are not ready to be in a relationship. We have to ask ourselves if we are good with whom we are at a particular moment—and then give an honest answer, which is not always easy because one of the most difficult things to do is to admit flaws in ourselves.
Are you comfortable with where you are in your life, confident that you can interact with someone without holding on to past drama? Lots of us say we are, when, in reality, we are far from that.
If a past dishonest boyfriend impacts how you view the next man in your life, then maybe you should try to figure out how to get beyond that pain before embarking on a new relationship. You think? And you know why? Because that new guy did not disappoint you and has not earned your wrath. Eventually he will say to himself: "Something just ain't right" about you when you question him about something based on your last boyfriend's behavior.
If the pain or devastation of a previous relationship—especially a recently defunct relationship—lingers within you, it is not the best time to welcome someone else into your life.
I have more than once used one woman to get past the previous woman. It was not intentional. It was natural. When you're upset or disappointed by someone, the hardest thing to do is sit around and mope about it. That's not me. I've got to keep it moving. And having that mentality, I have gotten with women I realized were not right for me, but they were there to help cushion the blow of the women before them.
Here's a classic example: When I was working on my first album, I was crazy about this woman. We were kicking it and it was all good. At some point, she visited Atlanta for her college homecoming weekend. Cool, right? Well, the entire time she was there, I could not reach her—and she didn't call me. My thought was, "Something ain't right about this."
Finally, I hear from her. And when I do, she says she's going to stay an extra few days in Atlanta. And I'm like, wow. So I started writing this song, "Something Just Ain't Right." The song was inspired by this woman who switched up on me when she went to her college homecoming.
Here are the lyrics:
Tossin', turnin', girl
I just can't sleep at night
Ooh, you've been cheating on me
Tell me it's a lie, huh
I called you home
And the phone just keeps on ringing
Ooh, baby, what do you think I am
All I wanna do is be your man
I can't sleep at night
For fear someone holdin' you tight
Make you believe you are mine
And it will be ours till the end of time
Something, something, something, something just ain't right
It just ain't right
Something, something, something, something just ain't right
Ooh, you make me feel
So good, so good inside
And the thought of another man holdin' you tight
It makes me wanna cry (Makes me want to cry)
Don't blame me if I get suspicious, baby
When you're not at home (Not at home)
You just had to look so good
Any man would want to make you his own
You, you are mine
And I, I am yours
Tell me, tell me, baby
Is it me that you adore, now tell me
Something, something, something, something just ain't right
It just ain't right
Something, something, something, something just ain't right
I did not tell our exact story, but she inspired the story by her behavior. So, finally, when she returned to New York, she said everything was okay, but I knew better. She had a girlfriend that was with her in Atlanta and I was cool with her. So, I asked her friend what was up. She said, "Keith, you're a nice guy, but your girl was with another man."
I knew it. I felt it. But she confirmed it for me. So I manned up and dealt with it. She hung around with me until I finished the album. But once I finished it, I was finished with her.
The point of that story is that after that, the next person I dealt with was dealing with the residuals of what I recently endured. She wasn't really dealing with me. And I wasn't really dealing with her. I was trying to get past that episode and I used that woman to help further my cause. It was not fair to her, but it still happened. I was younger back then and I see it now all the time. But jumping into a relationship right after one suddenly ends should not happen.
Work on getting yourself right first. Doesn't that make sense? Forget about anyone else. If you are not right, things that normally may not irritate you will bother you to no end. When you're not right, your patience level diminishes. When you're not right, you smile less and frown more, making it an unpleasant environment. How can you be a positive asset to someone else when you have your own issues to overcome?
That is extremely hard to do. When we are free of past baggage or issues, we free ourselves to embrace something new and good. Our minds and hearts are open to new experiences and growth.
When we hang on to past pain and disappointment, we shut down. We look for the next disaster around the corner. We anticipate disappointment. We wait for drama. We limit our growth.
The way to be fair in a relationship is to be beyond that. That will allow you to give the benefit of the doubt in questionable situations. Everyone should have that advantage until he/she ruins it. This is different from being foolish. I would never condone being foolish or to ignore the obvious. Do not look past something right in your face; that's the worst thing you can do. But if feelings creep to the surface because a situation might be similar to something bad you experienced, you must be in a frame of mind to let it play out without being judgmental and jumping to dramatic conclusions.
It also would be wise to not jump into a relationship when you are still holding intense feelings for your last boyfriend. If you are still in love with one man, you're probably not ready for another relationship until you get over him.
So many callers over the years have talked about trying to get over one guy by dating another guy. My answer is always the same: You're not being fair to the new man when you are with him but wishing you were with someone else.
Most times, we can overcome or see a situation better if we do one basic thing: Put ourselves in the other person's position. If we do that, we would understand that it would be totally unfair to use one person to get over another.
Sometimes we are so eager to get past our pain and disappointment that we jump right into the next opportunity, thinking that being involved with someone will push us beyond the past. Seldom does that ever work.
And think about it: Would you like to be that "rebound" person, thinking you have met someone with the potential to be good for you, but all the while, you are there simply to fill a void left by someone else? That would be totally unfair and you'd feel cheap.
One of the things we have to stop doing to each other is using each other. "That didn't work out, so I'll deal with him until I get back with my old boyfriend or get over him."
Again, totally unfair—and you wouldn't want it to happen to you.
It boils down to being fair over being selfish. It is selfish behavior to get from someone what you are not willing to offer, or to use someone to get back on your emotional feet, when you know you have no true feelings for that person.
So where does that leave us?
And there is nothing wrong with that. In fact, it is probably the best place to be after a relationship ends. Alone time is when we can make assessments about who we are as a person and who we were in that relationship. It is much more difficult to do if you are too quickly trying to move on to the next partner.
The harsh reality is that unless you have taken the time to understand your role in the failure of the relationship—and have come to some agreement on how to bring change to yourself—then you are not ready to embark on a new relationship.
Jumping right to the next person would be the equivalent of carrying toxins with you, meaning you are bound to poison the next relationship. Toxins in your body are like a virus—they fester in you, spread and eventually do destruction, if not treated. It is the same way with relationships.
If you don't treat the toxins of a bad relationship, the virus grows and festers to the point where it shows itself in many ways that could hurt your new relationship.
How? Well, that depends on what happened in the previous relationship. But almost always trust issues come to the forefront. You don't trust that the relationship will flourish. You don't trust that the person in the relationship will do right by you. You don't trust yourself to embrace happiness.
That's a lot of mistrust to overcome. When it's that heavy, it's best to work on you before pairing up with someone else.
KEITH'S KEY: There has been more than one time when I used one woman to get over the previous woman. I'm not proud of it, but it happened. I wasn't ready for a new relationship, and sure enough the next one that I jumped into so quickly failed. Badly.
Looking back on it now, it is all so clear to me. When there was a bad or sudden breakup, it was during those times that I wanted to psychologically get past the relationship quickly, and the natural thing to me was to find the next woman to heal my wounds, so to speak.
And it would work for a while. I would feel like, "Okay, I'm moving on," as if I were getting the first woman out of my system. But I was actually moving backward or, at best, running in place. I was not advancing my life because, unfortunately, the next person was not the right person. She was merely the convenient person.
I feel bad about those cases when I did that. Truth be told, I was not giving that second woman a legitimate chance since I was not my real self.
But here's the very actual part: There was probably no right person for me at that time. The best thing for me to do was to be by myself, assess my role in the failure of the relationship and then make the necessary changes to not repeat them next time when I got involved with someone. That would have been the fair thing to do for the next woman in my life—and for myself.
Meet the Author
Keith Sweat is the host of The Sweat Hotel, the #1 urban nighttime radio program in the nation. He is an award-winning recording artist. He lives in Atlanta, Georgia.
Customer Reviews
Average Review:
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This was a very amazing book. I highly reccomend this book especially for single women. Love the breakdown in the book and the questions that were asked. It makes you think about relationships and how they work. Easy to read and understand. I read this book in one day. Thats how good it was. Full of a lot of helpful information. I can relate to mostly everything that was said in the book. My advice is to buy this book and read it with time and understanding. Outsatnding Job !!!
This is my daughters nook but after seing him in grand piare i had to get this book lol love him like i said :)
By: Keith Sweat Published By: Strebor Books Age Recommended: Adult Reviewed By: Arlena Dean Rating: 5 Book Blog For: GMTA Review: "Make it Last Forever" by Keith Sweat was a sweet novel for the ladies that was simply off the chart. This author's handling of the questions that were asked on relationships beginning with you. This is a good book to start reading if you are in or going through a breakup. Still letting the reader know that before proceeding to another love you much start with you. This author gives advice and even shares some of his own personal experiences. If you are looking and wanting to find a 'long time relationship,' I would recommend this read to you as a good read.


text:
Life doesn't go on for Giants fan beaten at Dodger Stadium
Bryan Stow, baseball fan, went home Monday, accompanied by the family that realizes each painful day he might never wake up.
What's it been, seven weeks since opening night in Dodger Stadium? Seven weeks since the thugs did their work in the parking lot? Time for the games to go on and the world to forget.
Attention has turned to other matters. The Yankees and Jorge Posada. Albert Pujols' position in the field. Remarkable pitching. The Los Angeles Dodgers have played 41 times since a man in a San Francisco Giants uniform was beaten, possibly to death, in plain view of a departing crowd.
GIANTS RETURN: Security ready at Dodger Stadium
GALLERY: Bryan Stow tragedy
And no arrests have been made.
Bryan Stow, victim of sick minds, went home Monday.
The pictures from Los Angeles were sad, heartbreaking, awful. A helpless paramedic carried to his own ambulance, the trip back to San Francisco, trading one hospital for one another, one team of sober-faced doctors with no real answers for another.
The Giants are in first place, by the way. The Cleveland Indians are still surprising. Tampa Bay has surged to the top. The races are starting to take shape. Opening day is a faded memory. Who remembers March 31?
We all should.
But no arrests have been made.
Bryan Stow, father of two with a fractured skull and brain damage, went home Monday.
They say he opens his eyes every now and then but shows no evidence of truly regaining consciousness. His mother Ann recently talked to KTLA-TV in Los Angeles about looking into her son's eyes, hoping for some sign of dreaming or emotion, and seeing … nothing.
"He's basically gone," she said, and what depths of agony must it be for a mother to utter those words of her son?
The saner people of Southern California have rallied around the family in a big way, with money and best wishes. There were so many inquiries at the hospital, the family had to request that those concerned give the nurses a break.
Rewards have been offered. Drawings of two possible suspects published. The LAPD moved in force into Dodger Stadium during games. In the Midwest, we call that closing the barn door after the cows have gotten out.
Meanwhile, no arrests have been made.
Bryan Stow, whose last communication to his family was a text message expressing fear for his life at a baseball game, went home Monday.
In case anyone has forgotten, there were dozens of witnesses. Supposedly, two men did the beating, and the kicking when Stow was down. Then they left in a car driven by a woman. In the car, witnesses said, was a little boy.
So somewhere out there are not only the attackers, but a woman who might have aided and abetted. And you wonder if possibly a little boy watched the whole thing, getting a crash course in brutality. Amid such purported adults, whose face will he try to smash in one day?
You wonder if it crosses any of their minds, just what was done. Or are they that far gone, their eyes as empty of emotion as those of the bleeding 42-year-old they left behind? If only we produced cures in this society as readily as we produce criminals.
But no arrests have been made.
Bryan Stow went home Monday, another name in a culture often too distracted to remember victims. The stories of a baseball season will come and go. In the spring are the tales of new stars, in the summer the pennant chases heat, and in the autumn will come the champagne. All that is certain.
But will there ever be justice for opening night in Dodger Stadium? Or do the thugs go free as the sport moves on, leaving the Stow family to live with the consequences?
Well, at least he's home now.
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On Wednesday 23 May 2007 11:07:04 John Poelstra wrote: > > This is new. It might help to make this stand out so that people don't > > notice until it is too late to give feedback between RC1 and RC2. > > > > Are there going to be a complete set of spins that you are planning on > > releasing or just selected ones? Probably just the select Fedora spin, and at least the Live ISO (non kde) > > Do you have an expectation of about what time on Thursday the torrent > > will be made available? Unfortunately I don't. Things are highly dynamic right now. -- Jesse Keating Release Engineer: Fedora
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Let's all do our weekly ritual of Tumblr eavesdropping…
Tumblr Gets Deep: Next Page–>
Let's all do our weekly ritual of Tumblr eavesdropping…
Tumblr Gets Deep: Next Page–>
if someone in their 20s is covered in tattoos, I'm going to ask if they're hiring
The name one is so true as some of us are known solely by nicknames.
Yup, my name is quite long so every one (including most adults) call me by my nickname (btw my initials actually spell Meow, that's why I call myself that in the comments)
That… that is one of the coolest things you can have for your initials. Make sure to thank your parents, 'cause I'm jealous af
Thank you, I have 2 middle names (Eleanor and Olivia) which is the EO part 🙂
These SUUCCKKK!! THEY ARE NOT DEEP THOUGHTS, MORE LIKE LAME ATTEMPTS TO BE FUNNY OR WITTY! COME ON MAN!
Deep cleansing breaths, Eric.
Both the weekly tumblr and twitter posts have been terrible this entire year.
You've been terrible this entire year.
Not only this year but he's been terrible all his life…
"disappointing" is terrible since it exists, i think no one felt it and actually liked it…ever
Just microwave the butter. Jesus, it's not brain science.
One minute ought to do it. ☺
Or toast the bread!
you dont wanna warm the whole tile of butter and you dont wanna microwave it once its on the bread.
i´d go with toasting the bread.
Whoa, stop with all the hate. I especially giggled at the first four. 'Wah.' Lmao.
really? whats funny about making waluigi voice in bed? is a mario voice also funny? what about godzilla? Hitler? Donald Duck? The Pope? hmmmmmm?
Dang, you really needed this week's TGD to work out, didn't you?
I, for one, enjoy the Tumblr and Twitter posts each week. Sure, they aren't all winners, but there are a few gems in there. 14th Century me is particularly impressed with this week's post.


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Say it ain't so!!!! I found a gray hair in my eyelashes today :-( it can't be...it just can't be!
you did , now i have to go look at mine
LOL.. silly. Those are wisdom hairs :)
It has to be the kids cause I am sure age has NOTHING to do with it! lol I have gotten used to the gray hair on my head...and after being a stylist specializing in color for 17 years I can cover it in pretty cleaver ways...but my eyelashes? It just can't be...I wonder how bad it would hurt to pluck it...I just might!
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Question about Craftsman 8.0 amp Reciprocating Saw
I have a craftsman m/n 900-275020 reciprocating saw,the piece on the front fell off ,its used to angle saw and keep pressure againgt workpiece.I think it mounts on whats called the shoe.anyway took it to sears for repair and it came back without same piece I sent it in for to be replaced..It cost 79$ and still cant be used due to missing part.I looked on the parts list and its not on there.This piece pivots depending on angle of saw on workpiece,what is it called and is it available.My saw is not 8 amp but 6.5 if that makes a difference
Posted by gregk2659 on
OK just looked at the Searspartsdirect.com website and there are 2 parts that I think it could possibly be. One is the SHOE part # 399725-00 list 4.86 in stock and or guard 157325-00 list 4.59 also in stock. I would suggest that you go to this site and confirm which one you need, but the shoe is the piece that does ride against the work surface. Good Luck and let me know if I can help further
Posted on Jan 19, 2009
I have the same saw. It sounds like you are talking about the shoe or the finger guard. If either of these are missing the saw will still work. My saw does not have the finger guard on it anymore. The shoe does however often ride along the work your cutting.
Posted on Aug 18, 2015
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Posted on Jan 02, 2017
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Round 1 Vanity Cosmetic BBL Pop
Barbie on Fleek #DollMaker Dr. Fisher
I am 5'7 and weigh 190 one beautiful little boy which cause me to gain 60lbs the reason why I chose to have BBL to remove my belly fat and to get a fat ass lol... I have been through so much shit with Vanity coordinators three out of that I have been through out fired and the one I am dealing with now is a Bitch I will deal with her when I go to Miami, but any ways I am so happy that I am goin to Dr. Fisher my first choice was Dr. Duran in DR until I ran across this girl in walmart with a huge ass an little waist I had to ask her where did she buy that ass from lol... She finally gave in and gave me Fisher info and I know from looking at her ass he is the man for me. My date is set for April 16 BBL love handles, flanks, bra line and full abs, I got a package deal back in Oct. (off season) now the price is double from what i am paying. Also i might get lip and forehead fillers to have that full Barbie look lol.... I will get my Breast augmentation and lift high profile 400cc Saline under the muscle with Dr. Fisher 6 weeks after my BBL in June I am paying on that now,I paid in full for my BBL in Oct. but kept pushing my date back (work related).
I am training my waist now with my waist clincher while working out and wearing it all day i order my garment with butt out and one butt in with my form pads and other supplies.
I am training my waist now with my waist clincher while working out and wearing it all day i order my garment with butt out and one butt in with my form pads and other supplies.
Sorry for the errors my son keep jumping on me, I have been through 4 coordinators at vanity and 3 of the 4 got fired.
can't wait for my new booty
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text: ok, last year, there was a store in louisville( in the Old America Store building) that sold really cheap stuff, i think it may have been called christmas liquidators or santa surplus? i remember being able to go online to find where and when they would be in louisville last year but i lost the name and address. anyone remember? they sold mostly the kind of stuff you buy from school fund raisers, but instead of paying 6.00 for a tin of peanut brittle it was only like 1.00 lol! thanks, karen