(Pix © Larry Catá Backer 2015)
Lately, in some respects, both the cultures of business standards and of human rights approaches to business conduct standards appear to be moving in a similar direction. Both have begun to change the framework of discourse about structures for behavior standards in ways that converge around the concept of risk. . . . and its management. Though the business and human rights camp starts from what might be seen as a radically different place than the business camp, a discursive convergence around the notion of risk might be useful for coordinating the movement toward reform of the governance of enterprise and enterprise conduct from both an enterprise and human rights perspective.
On the human rights side of the efforts, one sees a strong movement toward risk based standards in crafting the human rights related responsibilities of enterprises in weak governance zones (see, e.g.,
here). It is also usefully applied in emerging standards for applying the human rights due diligence responsibilities of enterprises under the
U.N. Guiding Principles for Business and Human Rights (see, e.g.,
here; discussed here). Indeed, in the Commentary to UNGP ¶ 17 on human rights due diligence, the UNGP notes that "Human rights due diligence can be included within broader enterprise risk-management systems, provided that it goes beyond simply identifying and managing material risks to the company itself, to include risks to rights-holders." (
UNGP ¶ 17 at p, 18).
On the business side, the discourse of risk has been slower in coming as a comprehensive basis for guiding and assessing business conduct (including but beyond the mere core elements of traditionally understood financial risk). The genesis of this increased focus was, of course, grounded in the evolution of monitoring standards under corporate law principles in the1990s and that eventually produced a legislative focus on risk assessment and disclosure after the disasters of the early 21st Century in the United States (discussed, e.g.,
here and
here) and the EU (e.g.,
here).
A new paper distributed by the folks at the
Conference Board in their current issue of
Director Notes, Parveen Gupta and Tim Leech, "
The Next Frontier for Boards, Oversight of Risk Culture" (No. DN-V7N3 JUNE 2015), discusses the emerging structures of board of director oversight of risk and risk cultures. Particularly interesting are the challenges that the current legislative structures, and corporate cultures create; these help shape the rise of risk cultures in ways that might not be useful. A similar set of challenges are posed for advancing risk based cultures on the human rights and CSR side of enterprise behavior management.
Despite these challenges, this emerging focus, if broadened to include human rights related risks (including social, economic, cultural and environmental risk, even if translated into and reduced to the language of financial impact) would provide a seamless basis for coherence (and perhaps convergence eventually) in financial and "human rights" risk cultures within enterprises and in production chains globally. The press release from Matteo Tonello and portions of the Report follow.