Trust, social licence and human rights

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Trust, social licence and human rights

Building and maintaining trust with your stakeholders has never been more important.

As society and the global business environment become more complex, navigating uncertain times and addressing the mega trends influencing economic, environmental and social outcomes becomes more challenging. In this context, being able to rely on ongoing goodwill and trust with your stakeholders is crucial to adapt to change and drive greater organisational value.

Increasingly stakeholders demand accountability and transparency, and want to be assured that goods and services are produced in ways that protect and even enhance, the environment, worker safety and wellbeing, human rights, and the well-being of communities, including the most vulnerable in our society.

Meeting these expectations is increasingly driving attraction and retention of talent, as well as competitive advantage through positive reputation.

Mounting legislative and regulatory compliance obligations are a symptom of a lack of trust in business, demonstrated by a string glaring breaches. The lesson of recent times is that lack of trust erodes business value and limits ability to thrive.

Leaders should ask themselves:

  • How do you know that your stakeholders trust you?
  • What are the attributes that enable you to build and maintain trust?
  • What are the tactics and initiatives that will support your reputation and meet today’s challenges?

<p>Our expert team can guide you to build, or reinforce, trusting relationships with your stakeholders through:</p> <p>&nbsp;</p> <ul> <li>Eliciting your purpose and values as an organisation, to build a uniting ethical framework and developing your people&rsquo;s capability to make consistent responsible decisions in line with the character of your organisation.</li> <li>Measuring and changing your organisational culture to be aligned to your ethical framework and who you say you are.</li> <li>Assessing stakeholder trust in your organisation by measuring your Social Licence to Operate. Understand the factors that influence stakeholders&rsquo; assessment of your organisation and how to improve.</li> <li>Identifying the key Environment, Social and Governance risks for your organisation and the opportunities to create greater value and build trust through unlocking insights from customers, suppliers, investors, employees and other stakeholders.</li> <li>Building better engagement with stakeholders and communities through strategies that effectively respond to their expectations</li> <li>Supporting compliance obligations through sustainability auditing, NGERS reporting and a comprehensive package responding to Australia&rsquo;s Modern Slavery Act.</li> </ul>

<p><strong>Energy Utility</strong></p> <p>&nbsp;</p> <p>As a major player in its state&rsquo;s energy grid, the client&rsquo;s operations touch multiple stakeholders across a wide geographic area. Since 2012, we have worked with this client to conduct annual surveys and biannually conduct 100 in-depth interviews to establish their social licence to operate and identify opportunities to build trust and collaboration.</p> <p>&nbsp;</p> <p>Our SLO measurement tool and Stakeholder 360 methodology help identify the most influential stakeholders for the client, and the issues that are important to them. Our work has helped the client to increase its social licence to operate &ndash; a barometer of trust in the organisation &ndash; over the years and to address stakeholder concerns at an early stage before they become significant challenges.</p> <p>&nbsp;</p> <p><strong>Telecommunications Company</strong></p> <p>&nbsp;</p> <p>The client wished to undertake a detailed assessment to identify more granular human rights risk within its supply chain and develop a supplier engagement tool for use in remediation.</p> <p>&nbsp;</p> <p>We deployed our Supplier Risk Intelligence (SRI) tool to assess ~670 suppliers believed to be potentially high risk. The SRI used the client&rsquo;s supplier information to identify any negative sentiment in published media articles in 16 languages around the world, using a list of 24 human rights risks agreed with the client. The analysis used negative sentiment, location risk and sub-category risk to prioritise suppliers for remediation activity.</p> <p>&nbsp;</p> <p>We then developed a questionnaire, aligned to the client&rsquo;s supplier code of conduct, for the client to hold initial discussions with its suppliers.</p>

<p><strong>Ethics and Responsible Business<br /></strong>Responsible decision making methodologies and tools will assist your organisation in eliciting your moral foundations and build stakeholder trust.</p> <p>&nbsp;</p> <p><strong>Social License and Stakeholder Engagement<br /></strong>Our Social Licence to Operate and Stakeholder 360 methodologies measure your social licence to operate and position you to better respond to the key concerns of your stakeholders.</p> <p>&nbsp;</p> <p><strong>Human rights and modern slavery<br /></strong>Our human rights and modern slavery assessment tools and methodologies will protect the most vulnerable in society and your organisations reputation.</p>

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Victoria Whitaker

Victoria Whitaker

Partner, Risk Advisory

Victoria is a partner in Risk Advisory and leads the responsible business practice. Victoria’s work focuses on developing ethical corporations, with strong cultures who build trust with external stake... More

Paul Dobson

Paul Dobson

Partner, Risk Advisory

Paul has 20 years of experience and leads Climate Risk services in the Risk Advisory Sustainability practice. He has extensive experience working with complex sectors including energy, mining, manufac... More

Chi Mun Woo

Chi Mun Woo

Partner, Risk Advisory

Chi is a Partner in the Risk Advisory team at Deloitte Australia. He has over 20 years’ international experience advising businesses and NGOs on sustainability and climate change issues and strategies... More