Human rights due diligence
Identify how operations and business relationships affect people, agree responsible action, and follow through. Start with one supplier, site, recruitment practice or priority issue.
Choose by the task
Policies, assessment, action, communication and remedy connect. Begin with the part that needs attention; additional work depends on the issue and agreed scope.
Start with: one supplier relationship, contractor, site or recruitment practice.
Useful outputs: a scoped relationship overview, priority questions and responsibilities for action.
Supplier and labour chain support →Start with: the concern, known facts and actions already under way.
Useful outputs: coordinated governance, remediation and evidence-informed communication priorities.
Explore dual-track advisory →Start with: a defined mechanism, access problem or follow-up practice.
Useful outputs: reception and referral responsibilities, a protected process and review arrangements.
Grievance and remedy mechanisms →Start with: a project, location or relationship where dialogue and trust need attention.
Useful outputs: a participation plan, responsibilities and commitment follow-up.
Project–region engagement →Start with: a role, recurring task or agreed improvement that people need to carry out.
Useful outputs: task-based practice, feedback and milestones for follow-up.
Worker-driven learning →Start with: the business context, existing work and questions you need to resolve.
Useful output: an agreed scope and division of work, rather than duplicate engagements.
Integrated scope discussion →Human rights due diligence concerns actual and potential impacts on people. Policy commitment, management responsibility and meaningful participation support the work throughout.
These activities can develop over time. A document set or training session alone does not demonstrate that the process is working or that people have benefited.
The exact format and depth are agreed for the scope. See a clearly fictional action-plan example.
| Role | Useful output | Decision or task supported |
|---|---|---|
| Management | Resource and unresolved-issue summary | Assign responsibility, decide resources and review outstanding risks. |
| Procurement | Relationship and purchasing action list | Connect supplier requirements with contracting and purchasing practice. |
| HR and site teams | Role-based actions and follow-up record | Address recruitment and worker concerns within clear authority and protection arrangements. |
| Legal and compliance | Issue, evidence and professional-interface summary | Understand supporting information, limitations and when separate advice is needed. |
Where you already work with lawyers, auditors or other advisers, the scope discussion identifies the handover and avoids duplicating their work.
Assess agreed materials, people's ability to carry out tasks, actual operation of measures and outcomes for affected people separately. A completed action list is not independent verification of working conditions.
Product evidence preparation under the EU Forced Labour Regulation has a different purpose from ongoing human rights due diligence. Related information can be useful, but a due diligence file does not itself establish market access or an authority's decision.
Compare product evidence support → · Transparency and independence →
For the international framework, see the UN Guiding Principles on Business and Human Rights and OECD Due Diligence Guidance for Responsible Business Conduct. References inform the approach; they do not certify or endorse Hub. Source links checked 4 November 2026.
Start with your situation
Briefly describe the business context, current question, scope and desired timing. We can clarify the appropriate work and professional roles.
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