Assistant Director, Centre for Responsible Business
A quick AI search shows that the number of corporate responsibility and sustainability workshops has increased by at least tenfold in the last decade. Incrementally, governments, investors, consumers, and other stakeholders are expecting businesses to integrate and demonstrate responsible practices. In response, businesses are investing in workshops to understand and integrate sustainability policies and processes among employees and business partners.
At the Centre for Responsible Business (CRB), a New Delhi–based think tank, we work with diverse stakeholders to embed responsible practices into business operations. Over the years, CRB has conducted workshops for multinational corporations, SMEs, and industry associations across topics such as environment, circularity, just transition, and Business & Human Rights (BHR). This Blog particularly delves in to insights and lessons learnt from organising BHR workshops for businesses (employees, supply chain partners).
Understanding Business & Human Rights (BHR)
BHR has become integral to global value chains. States such as the European Union, Thailand, Japan, South Korea intend to and/ or have introduced laws mandating human rights and environment due diligence. Supporting frameworks (such as the UN Guiding Principles on Business & Human Rights) and tools—both global and domestic—help businesses implement due diligence by strategizing risk identification, mitigation and prevention.
In India, the National Guidelines on Responsible Business Conduct (NGRBC) provide a framework for responsible business practices. Of its nine principles, Principle 5 specifically addresses BHR. Additionally, the Securities and Exchange Board of India (SEBI) requires the top 1,000 listed companies to publish annual Business Responsibility & Sustainability Reports (BRSR), which include a dedicated disclosure on BHR—covering, among other things, the number of BHR training workshops conducted.
6 Learnings from Curating and Organizing BHR Capacity Building Workshops & Engagements
1. Pre Planning
Before the workshop(s), undertake pointed baseline assessments to understand the gaps, materiality and interests of the participants. The data collated from the assessments may be used to understand the maturity levels of the participants vis-à-vis the BHR topics. Further, the data may be used to align the workshop objectives and intended outcomes to flesh out a detailed workshop agenda that resonates well with the participants, including the topics, workshop format and speaker(s) selection.
2. Select Topic(s) Strategically
First, curate the content keeping in mind the participants. For instance, senior executives may need sessions on policy and stakeholder engagement, while factory managers may need sessions on ‘how’ to implement policy, monitor and evaluate progress and reporting. Further, to ensure the topics resonate with the participants. This alignment may be received by adding specific questions in the baseline assessments (as mentioned above).
Second, identify, prioritize and align topics with sector-specific risks and geographical realities. For instance, topics such as responsible sourcing and responsible recruitment may be relevant for garment sector workshops, while topics such as privacy and child rights may be more material for IT sector workshops.
In terms of coverage of topics, prioritize depth over breadth. In our experience, the participants are more satisfied when we delve into material topics, pragmatic challenges and potential solutions and good practices. However, this also depends on the workshop objectives and intended outcomes.
3. Bring the Right People Together
A workshop is only as effective as its attendees. Engage in advance with the partners to identify the right persons for the trainings. This may be done via sharing in advance the intended profiles/ designations for the workshop (eg: Company level OSH Head or factory level OSH manager, company HR Head or grievance redressal manager). As BHR is a complex topic that cuts across multiple functions, pre-identifying attendees profiles will enable business partners to identify the right persons.
4. Use Engaging Formats
To keep the energy high and maximize engagement, use a blend of delivery methods. Combine expert presentations, panel discussions, and group exercises for maximum impact. Capacity building and training workshops should be delivered in a manner that not only provides comprehensive understanding of the identified topic(s), but also encourages cross learning, interaction and equips the participants with tools and tips to implement the topics. In case of Webinars, interactive tools such as polls and quizzes may be used to break ice and encourage discussions.
5. Encourage Dialogue & Peer Learning
Often, the most valuable insights come from the participants themselves. When drafting the agenda, ensure sufficient time for open discussions and cross learnings. Think of ice breaker activities/ questions, which will segway into the session topics. If possible, conduct the sessions per Chatham House rules, where the discussions stay anonymous, this allows the participants to speak freely and discuss their implementational challenges. Organise creative group activities to allow the participants to engage with one another and learn from each other’s initiatives and BHR journeys. Often the participants find merit and inspiration in exchanging their challenges and learning from each other’s practical experiences.
6. One Size Does Not Fit All
While the BHR concepts and standards are globally recognised, the implementation varies across sectors and geographical locations. Moreover, socio-economic and cultural nuances play a strong role in operationalising BHR mechanisms. Keeping this in mind, integrate discussions that acknowledge and understand the practical challenges, sectoral nuances, socio-economic and cultural factors. The overall purpose should be to tap into the nuances and explore practical, context specific solutions.
Additionally, the workshops should be conducted in a manner that underlines the importance of shared responsibility amongst business partners and meaningful engagements.
7. Post Workshop Documentation
BHR workshops entail ample dialogue and deep engagement. The discussions enable cross learnings and the in-depth understanding of BHR practices. Given the nature of engagements, it is pertinent to document the good practices, challenges and the opportunities that emerge from the discussions. As BHR implementation is sector/ company specific, the documentation provides for cross learnings and awareness.
8. Build a Community!
Extend engagement beyond one-off events to sustain momentum. It is a good practice to continue the conversation beyond the workshops and events. While one time engagement may provide conceptual clarity, to enable the participants to effectively implement and demonstrate BHR initiatives, a continued conversation goes a long way! Consider creating an active LinkedIn Page or interactive virtual groups/ website, where the participants can view the training material and interact with the trainers and amongst each other.
At CRB, with support from the Friedrich Naumann Foundation, we have the initiative, the Business & Human Rights Network, which aims to simplify BHR terminologies and compile key reports, tools workshops and events in a single window. The initiative also runs an active LinkedIn Page, which posts recent articles, news, infographics and polls to enhance BHR understanding and discussions.
Final Takeaway
Organizing BHR workshops is not just about knowledge transfer—it is an opportunity to foster dialogue, contextualize global standards to local realities, build communities of practice and enable cross learning. With thoughtful design and sustained engagement, these workshops can empower businesses and their partners to move from awareness to meaningful action on human rights.
“NOTE: The views expressed here are those of the authors and do not necessarily represent or reflect the views of CRB.”
