If you are a corporate sustainability or human rights professional, these might feel like discouraging times—especially if your organization’s senior leadership was never fully invested in human rights beyond compliance.
You might be feeling a loss of momentum. The urgency and energy that once drove human rights efforts may now feel diffused or redirected.
While embedding respect for human rights into business should not be up for debate—or depend on legal obligations to move forward—the reality is that many business leaders now find themselves in uncharted territory, needing to be more resourceful, creative and resilient than ever to keep responsible business practices moving forward.
Based on our work with business professionals navigating similar challenges, we’ve gathered eight practical tips to help you advance human rights in your organization. Not every tip will suit your context, so take what resonates.
REFRAME
If leadership’s support had always been compliance-driven, then anchor your message in due diligence obligations under laws already in place. To meet the requirements of regulations such as the EU Forced Labor Ban, EU Deforestation Regulation, German Supply Chain Act, Switzerland’s revised Code of Obligations, and the U.S. Uyghur Forced Labor Prevention Act companies must identify and mitigate risks. If your company is subject to any of these laws or is the customer or supplier of an in-scope company, use these laws as your compliance argument to push back against attempts to slow or scale down human rights activities.
REINFORCE
Human rights risk management existed before legal obligations. Many companies took action and began assessing their human rights risks before they were required to do so by law. In times of volatility and uncertainty, it’s more important than ever to stay committed to doing the right thing. Risks such as climate change, child labor, and modern slavery don’t disappear with shifting rhetoric — in fact, they will grow if left unaddressed. Remind decision makers in your organization that effective management of any type of risk – including those to people and the environment – has always been a smart business decision.
DELIVER
Budgets and plans for 2025 were likely approved before the omnibus package was proposed and before the current anti-ESG rhetoric took hold. Now is the time to successfully execute what’s already been approved. Every measurable benefit and positive impact you generate will strengthen your case when planning and negotiating for 2026.
PHASE
Break down larger human rights due diligence projects into phases or pilots with smaller budgets, shorter timelines and targeted deliverables. Use these to test the new waters and build internal alliances. Once you can demonstrate concrete outcomes – both for people and for the business – you’ll have a stronger case for scaling up once things pick up again.
REWORD
In regions where sustainability language has become politically charged, consider rewording—not abandoning—your message. Real-world examples of teams adapting include using Belonging or Talent Management as team titles instead of DEI. Depending on your context and line of business, it might be a strategic choice to communicate less about your company’s sustainability efforts externally and choose your internal allies wisely – while continuing to advance human rights within the organization.
REFINE
Human rights due diligence is an evolving corporate process that requires time for experimentation, adjustment, and learning from others. Use this moment to carefully consider what mechanisms would be truly meaningful for the people potentially affected by your business and fitting for your organizational structure. Establish systems with effectiveness and impact in mind. Better targeting now will lead to better outcomes later.
CONNECT
Join peer communities or reach out to fellow sustainability professionals facing similar challenges – or connect with us, the CORE team, for practice-based insights. Learn what’s working elsewhere and bring back relevant arguments to reignite urgency – especially if there’s concern that your company may fall behind peers who are advancing. For example, if you are based or operating in Germany, consider joining a virtual or in-person “Learning by Sharing” workshop series by the UN Global Compact Germany – a project we are supporting.
CULTIVATE
Identify with stakeholders—including the ones who are critical, unconventional, or underrepresented. Even if you’re not running a formal stakeholder engagement process, establish connections with relevant rightsholder groups, civil society organizations, unions, and suppliers. Protecting workers’ rights and communities is not a changing fashion but an ongoing global task which requires strong relationships and trust. The eye-level relationships you build along your value chain will make it easier to adopt human rights measures more collaboratively and effectively.
To learn more about how the CORE team can help you plan and implement the optimal human rights strategy to meet rapidly changing political and regulatory context, send us an email: hello@peopleatcore.com.
