CSR and Human Rights Due Diligence, Perspectives from Japan

CSR and Human Rights Due Diligence :
Perspectives from Japan

2013. 11.21

Pro. Hiroshi Ishida

Outline
1. Introduction
The history of Caux Round Table

2. What Caux Round Table Japan is doing
2-1. Our main activities (PSR, CSR, Partnership)
2-2. Global CSR Trends & challenges for Japanese
companies
2-3. Our approach

©Caux Round Table Japan

2

1. Introduction
History of Caux Round Table


3

The history of Caux Round Table


4

In 1985

On 8 May 1985, NRC Handelsbrad in Netherlands carried the article on the
front page whose title was “delusive smile of Japan”.

5

In 1985 Establishment of Caux Round Table
Founder

Frederick Philips

(former President of Philips Electronics)

Olivier Giscard d’Estaing

(former Vice-Chairman of INSEAD)

Aim

1. Easing trade friction and developing
a sound economic & social relationship
between Europe, U.S., and Japan.
2. Building shared understanding of
corporate responsibility towards
society.

6

In 1986

August 26-27

The1st Global Dialogue

Theme:
“to seek new attitude that hasten resolution of trade friction.”


7

Principle of Caux Round Table
Member of the Caux Round Table believe that the business
executives have to consider the impact of their decision on
society in mid and long term before making a decision.
Questions to be asked when making a decision:
1.Is there value that can be shared as human beyond cultural
differences?
2.Is it based on firm principle?
3.Does it consider the sustainable development of society?

Caux Round Table motto

“Putting one’s own house in order and seeking to
establish what is right rather than who is right”

8

In 1994
Caux Round Table Principles for Business

Stakeholder

US

Human
Dignity

Europe

Kyosei

Japan
9

In 1994

Launch of the Caux Round Table
Principles for Business

1. General Principles
i. Kyosei
Living and working together for the common good
enabling cooperation and mutual prosperity to coexist
with healthy and fair competition.

ii.Human dignity
“Human dignity” refers to the sacredness or value of each
person as an end, not simply as a mean to the fulfillment
of others’ purposes or even majority presentation.
2. Stakeholder Principles
The dignity and interests of stakeholders are respected.

10

Principles for Business General Principles
Principle 1.
Principle 2.

Principle 3.

Principle 4.
Principle 5.
Principle 6.
Principle 7.

The responsibilities of Business:
Beyond Shareholders Toward Stakeholders
The Economic and Social Impact of Business:
Toward Innovation, Justice, and World
Community
Business Behavior:
Beyond the Letter of Law Toward a Spirit of Trust
Respect for Rules
Support for Multilateral Trade
Respect for the Environment
Avoidance of Illicit Operations
11

Principles for Business Stakeholder Principles

A) Customers
We believe in treating all customers with dignity,
irrespective of whether they purchase our products and
services directly from us or otherwise acquire them in the
market.
B) Employees
We believe in the dignity employee and in taking employee
interests seriously.
C) Owners/Investors
We believe in honoring the trust out investors place in us.

D) Suppliers
Our relationship with suppliers and subcontractors must be
based on mutual respect.
12

Principles for Business Stakeholder Principles
(Continued)
E) Competitors
We believe that fair economic competition is one of the
basic requirements for increasing the wealth of nations and
ultimately for making possible the just distribution of
goods and services.

F) Communities
We believe that as global corporate citizens we can
contribute to reform and human rights in the communities
in which we operate.


13

Largely have influenced on global initiatives and
standards.
e.g. UN Global Compact Principles, ISO26000

Keidanren Charter for Good Corporate Behavior (Japan)
AliaRSE(Mexico)


14

Our Value, Vision and Mission
Value
“Putting one’s own house in order, and on seeking to
establish what is right”
Vision
Our vision is building up a free, fair and prosperous global
society built on the twin pillars; moral capitalism and
responsible government.
Mission
Our mission is putting moral capitalism to work by ensuring
business contribution to greater prosperity, sustainability
and fairness.

15

2. What Caux Round Table Japan
is doing


16

2-1. Our main activities
(PSR, CSR, Partnership)


17

Caux Round Table Japan
Established in 2000, registered as NPO in 2006
Our activities/services : From Aspiration to Action

Aspiration

Kyosei, Human Dignity, Stakeholder
CRT Principles for Business

Action

Company
A

Implementation of CSR
within an individual company

Company
B

Company
C

Company
D

Company
E
18

Caux Round Table Japan: our activities
Aspiration

Kyosei and Human Dignity, Stakeholder
CRT Principles for Business


Help to integrate
CSR into business
strategies

Partnership

Provide human
development
training for
executives and
principled
business leaders

Implementation of CSR
within an individual company

CSR

PSR

Action

Facilitate
collaboration
between
companies,
NGO/NPOs and
academics
19

2-2. Global CSR trends
and
Challenges for Japanese
companies


20

Global CSR trends
Self-interest considered upon the whole society

Change in corporate evaluation criteria
Change in factors of business growth
& competitiveness

Creating Shared Value

ISO26000

Principles for Responsible
Investment

Integrated Reporting


21

Global CSR trends
1982: Principle of Sustainable Development
1992: Rio Declaration,
Action Plan ‘Agenda 21’

Principle of
Prevention

（1992: UNEP FI inauguration)
1998: ILO Core Labor Standards

1997: Triple bottom line

2000: GRI

2000: OECD Guidelines for Multinational Enterprises （Revision）
2000: UNGC
2006: PRI
2008:Ruggie Report

2000: Millennium Development Goals
ESG
Due
Diligence

2008: CRF

2010: ISO26000
2011: Creating Shared value

2013 : Integrated Report (expected)

22

Challenges for Japanese companies:
3 most frequent questions
1. How can we address emerging CSR issues, such as
human rights and supply chain management, within a
limited budget?
2. How can we integrate CSR into corporate
management?
3. Do our company’s CSR and CSR report meet global
standard? How can we carry out CSR that meet global
standard?

23

2-3. Our approach


24

Our approach
Proactive and holistic approach to enable the
companies to:
1. Understand current global CSR trend
2. Identify CSR issues and define materiality
3. Address risks from the CSR perspective
4. Improve communication to the global society

25

Our approach
1. Understand current global CSR trend
Providing opportunities to participate in global
conference and forum related to CSR
e.g. GRI Global Conference, UNGC Conference, UN HR Forum

Organizing CSR related seminars and forums
e.g. Global Conference on CSR and Risk Management


26

Supply Chain
Inspection Tour in
Myanmar, Bangladesh,
Thailand


27

Global Conference on
CSR and Risk Management
in Tokyo


28

Our approach
2. Identify CSR issues and define materiality
Organizing stakeholder engagement programme
(Human Rights Due Diligence Workshop)

Aim: to facilitate companies to identify material CSR
issues by providing opportunities to engage with
stakeholders in a globally recognized way

Merit:
Cost efficiency
Input from other companies/ sectors
Collaboration

29

Stakeholder Engagement Programme Process
Step 1: Listening to Stakeholderʼ’s voices
Step 2: Mapping sector specific human rights issues in
the value chain
Step 3: Consulting with stakeholders (workshop)
Step 4: Sharing sector specific human rights issues
Public Consultation (online)
Issuing “Human Rights Issues by Sector”

30

the value chain

31

the value chain

32

Step 2: Mapping sector specific human rights issues in the value chain
創る

買う

作る

運ぶ

売る

使う

捨てる

研究・開発・設計

設備建設（工場、製造ラインの設
置）、調達

生産（製造ラインの稼働）

保管・物流（社内流通含む）

販売・営業

消費および利用

廃棄・リサイクル

日本・インド

日本・韓国・中国・香港・インド・チェ
日本・韓国・中国・インド・チェコ
コ

世界全域

世界全域

製造業に適合するバリューチェーン
全般（バリューチェーン共通）

事業活動が関与する地域
（報告時は非公開とする）
※主に次の事業を対象として：
火力発電プラント、フェライト製品、デジタル
カメラ

職場における待遇

（つぎの事項について、法令、労使
の確認、社会常識からみて問題が
ないか点検）
・賃金、一時金の水準
・最低賃金（途上国等）
・労働時間、残業
・安全衛生、メンタルヘルス
・非正規雇用、アウトソーシング
・外国人の雇用と処遇

（同）
・性別による格差
・障害や高齢による格差
・外国人、先住民等への差別的取
扱い
・正規・非正規による格差
・安全衛生、職業訓練での格差

差別

間労働やサービス残業に従事して
いるおそれ。またこれにより、従業員
のヘルスケア、特にメンタルヘルス
に不調をきたすおそれ
・特に、研究や製造・工場現場にお
ける死亡や重傷を伴う労働災害

サービス残業に従事しているおそ
れ。またこれにより、従業員のヘル
スケア、特にメンタルヘルスに不調
をきたすおそれ
・化学物質管理の問題

条件、研修・トレーニング、昇進面で
の不平等な扱いをうけるおそれ
・外国人労働者が不当に取り扱わ
れる（解雇等）おそれ

条件、研修およびトレーニング、昇
進面での不平等な扱いをうけるおそ
れ
・外国人労働者が不当に取り扱わ
れる（解雇等）おそれ
　・安全衛生の指導や教育が不十
分

同左
・特に、製造・工場現場における事
故や有害物質による重大災害
・製造機械とその作業における災害
・非正規労働者、外国人の作業安
全

同左
・保管に関する作業安全の問題
・労働時間管理、作業環境管理の
問題

同左
・非正規、外国人などの作業安全確
保と危険有害業務の問題
・非正規労働者へのジョブトレーニン
グの問題

同左
・保管、物流に関する作業安全の問り、研修・トレーニング、昇進面での
題
不平等な扱いをうけるおそれ
・労働時間管理、作業環境管理の
問題
るおそれ

（同）
・途上国のバリューチェーン（下請作
業場等）での児童の就労、ブロー
カーによる児童の斡旋
・途上国のインフォーマルセクターで
の児童の就労
・危険有害業務、最悪の形態の児
童労働

サプライチェーンにおいて、最悪の
形態の児童労働が発生するおそれ
→定期的に実態を確認する等の対
応が求められる

強制労働

（同）
・事実上の強制労働（「前渡金」支払
いのための労働、旅券取上げ、暴力
的強制、等）性別による格差
・外国人への強制労働

・外国人労働者の斡旋の際に、雇用同左
にあたり保証金や文書の提出を求・製造工程における事実上の強制
める搾取
労働、「監禁型」労働
・中国では法律上認められている、
若年労働者の夜間労働←？？

結社の自由と団体交渉権

（同）
（同右）
・労働者の代表、労働組合等との対・研究開発、設計部門での労使コ
話、コミュニケーション
ミュニケーションの確保
・労使協議や団体交渉の制度化や
運営
・変則勤務、夜勤の職場での労使の
コミュニケーション

児童労働


日本・韓国・中国・香港・インド・チェ
日本・北米・アフリカ
コ・ハンガリ－・ドイツ

同左
同左
・製造工程やサプライチェーン・比較的軽易な保管、物流作業
における児童の死亡や重症を伴での安易な児童の使用
う労働災害、最悪の形態の児童
労働
・労働災害「隠し」の問題

・非正規との労働条件などのコミュニケーションの不足
・団体交渉権は認められているが、実際には交渉が行われていない問題

同左
・過度な長時間労働が事実上の強
制労働となるおそれ

・サービス残業に従事しているおそ
れ

・特にアジアのサプライチェーンにお
いて、最悪の形態の児童労働が発
生するおそれ
・児童のインフォーマルな販売員とし
ての使用

・アジアにおける外国人労働者の斡
旋の際に、雇用にあたり保証金や文
書の提出を求める搾取（マレーシア
他）
・過度なノルマによる事実上の強制
労働

（同左）
・販売・営業職の現場での労使コ
ミュニケーションの確保

33

the value chain

34

the value chain
Step 3: Consulting with stakeholders (wprkshop)

35

In English, Spanish, Chinese, Japanese


36

Organizations that submitted comments:


37

Organizations that submitted comments:
UN Working Group on the Issue of Human Rights and
Transnational Corporations and Other Business Enterprises
(Geneva)
UNEP (Geneva)
CSR Europe (Brussels)
Global Reporting Initiative (Amsterdam)
Corporate Accountability Round Table (Washington D.C.)
Shift (U.S.)
UN Global Compact (New York)
China Labour Watch (New York)
Japan Federation of Printing Industries (Tokyo)
United Nation University (Tokyo)

38

Issuing “Human Rights Issues by Sector (2012)”

For more details, please visit our website:
http://www.crtjapan.jp/files/humanrights%20due%20dilligence/due%20dilligence.html

39

Participants in Human Rights Due Diligence
Workshops(2012)
<Companies>
AEON Co., Ltd.
Nippon Yusen Kabushiki Kaisha (NYK LINE)
Ajinomoto Co., Inc.
Nomura Holdings, Inc.
ASICS Corporation
Nomura Research Institute, Ltd.
Burberry Japan K.K.
Nomura Securities Co., Ltd.
Development Bank of Japan Inc.
NTT Data Corporation
Fujifilm Holdings Corporation
Olympus Corporation
Fujitsu Limited
Ricoh Company, Ltd.
Hitachi, Ltd.
Sanofi K.K.
Konica Minolta Holdings, Inc.
Seven & i Holdings Co., Ltd.
Mitsubishi Heavy Industries, Ltd.
Sony corporation
Mitsui Bussan Inter-fashion Ltd.
Sumitomo Mitsui Banking Corporation
NEC Corporation
The Walt Disney Company (Japan) Ltd.
Nippon Express Co., Ltd.
Toppan Printing Co., Ltd.
Nippon Paper Group, Inc.
and NGO/NPOs and Academics

40

Application of “Human Rights Issues by Sector (﴾2012)﴿
at the level of individual company


41

Potential
CSR issues

Key issues by sector
@ SH Engagement
Programme

Material issues
@ Individual
company

Corporate
Strategy

CSR
Report


Stakeholder
consultation

Stakeholder
consultation
42

Mitsubishi Heavy Industry CSR Report 2013


43

Nippon Express CSR Report 2013


44

Our approach
3. Address risks from the CSR perspective
Organizing a series of Supply Chain Workshop
→ putting knowledge and expertise together
Building a partnership with leading organizations
in this field (e.g. SAC, SEDEX)
→ providing enabling tools with the Japanese
companies


45

Child Labour
What we do from now:
Collaborating with UNGC, UNICEF, Save the Children and CRT
Japan, in order to challenge to finding the risk regarding on
Child labour’s issues with Japanese companies.

Prevention
Without collaborating with
NGOs there is no
“BARRIER” could take
place in Risk management


RISK !

Mitigation
Without preventing work
there is no “RECOVERY”
could take place in Risk
management

46

Our approaches
4. Improve communication to the global society
Collecting Japanese companies’ opinions
together and submitting the summary to global
initiatives
e.g. GRI G4, IR Framework
Providing trainings to learn the requirements of
global standards
e.g. GRI G4 Certified Training

47

GRI G4 PCP in Japan (August 23, 2012)
What we did:
Organized a workshop to
discuss the contents of GRI G4
Guidelines and submitting the
opinions to GRI for its
improvement.
More than 50 participants
from companies attended and
had a fierce discussion.


48

GRI G4 PCP in Japan (August 23, 2013)

Submission of commentaries (27 pages)

49

Enhancing Corporate Value
Integration of CSR into management
1. Understanding current global CSR trend
2. Identifying CSR issues and defining materiality

3. Addressing risks from the CSR perspective


Help to integrate
CSR into business
strategies

Partnership

Provide human
development
training for
executives and
principled
business leaders

CSR

PSR

4. Improving communication to the global society
Facilitate
collaborative
activities among
Companies,
NGO/NPOs and
Academics
50

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