Embedding Human Rights in Business: Reflections from the Human Rights & Business Series
The private sector has an outsized impact on global human rights. Businesses can promote or violate human rights through their labor practices, use of resources, distribution of products, and governance. Unfortunately, market forces tend to incentivize businesses to neglect human rights practices for the sake of profit and economic growth. For example, competitive pressure can motivate businesses to source from cheaper factories with worse labor standards. These incentives can be partially mitigated by forces like regulation and reputational risk among consumers. However, public catastrophes like the 2013 Rana Plaza disaster in Bangladesh, the second largest apparel exporting country in the world, highlight the ongoing human rights violations embedded in the global economy.
In Fall 2024, the Center for Responsible Business hosted a two-part Human Rights & Business Series to first explore conceptual frameworks and trends in approaching human rights governance followed by spotlighting alumni practitioners in the field to examine how businesses are addressing human rights challenges today. The goal of this series was to delve into the critical intersection of business, social equity, and sustainability—three pillars that increasingly shape how corporations operate in a complex global landscape.
Setting The Stage Through CRB’s Human Rights and Business Lunch-and-Learn
On September 30, 2024 the CRB hosted a Lunch-and-Learn led by human rights experts and Berkeley Haas professional faculty, Jenny Vaughan and Sanchita Saxena. In this session Jenny and Sanchita introduced key frameworks and guiding principles that anchor the discourse on human rights within business environments. They highlighted the importance of understanding global standards—such as the UN Guiding Principles on Business and Human Rights—and the multifaceted roles that companies, governments, and civil society play in ensuring that human rights considerations are not only acknowledged but embedded into everyday operations. This session provided attendees with a conceptual foundation, emphasizing that achieving positive social impact requires more than good intentions; it demands strategic thinking, robust policies, and genuine stakeholder engagement.
Bringing Theory to Life – Event 2: Social Sustainability in Practice: Alumni Perspectives and Experiences
The second installment of the series, held on October 30, 2024, brought theory to life through a moderated panel discussion featuring UC Berkeley alums now working at the frontier of human rights and sustainability in business. Alumni Chris Roberts (MBA, Berkeley Haas 2018), Kelly Liu (B.S, Berkeley Haas 2007), Natalie Giggy (B.A, Berkeley 2009), and Stephanie Smith (MDP, Berkeley GSPP 2019) shared their perspectives as experienced practitioners in functions including Community Policy, Human Rights Advisory, Human Rights Program Management, and Supply Chain Sustainability. Each panelist shared an inside look at the challenges and opportunities they encounter while driving social responsibility within their organizations.
One remark stood out from panelist Natalie Giggy: “I will never see the people we work for, but they’re at the center of everything we do.” It’s a reminder that human rights challenges often involve distant stakeholders—workers in overseas factories, communities near extractive sites, or users affected by digital platforms. While these individuals might remain invisible to corporate headquarters and most consumers, their well-being should inform decision-making at every level.
Another panelist, Stephanie Smith, urged the audience not to “fall for the green halo effect.” Social and environmental initiatives risk becoming corporate window-dressing if they don’t lead to meaningful change. Integrity means moving beyond proclamations to concrete actions—like implementing worker surveys to gather data directly from those affected. As one speaker, Chris Roberts, explained, “Using input from the people whose human rights we’re working to respect” makes the case for reform more compelling and harder to dismiss.
Three Sectors, One Goal
A recurring theme was the need for collaboration across sectors. The private sector, NGOs and civil society, and government bodies form a “three-legged stool.” Each leg brings its own language, incentives, and constraints. The panelists emphasized the idea that to forge sustainable solutions, businesses must learn the shared vocabulary that bridges these worlds. The outcome? More strategic alliances that push companies beyond compliance, encouraging them to proactively prevent harm rather than reactively manage crises.
Interestingly, panelist Kelly Liu noted that opportunities in human rights and business aren’t restricted to well-known multinational firms. In fact, small and medium-sized companies can be fertile grounds for these roles. With fewer bureaucratic layers, these organizations might integrate human rights thinking more seamlessly into their operations. This environment can make it easier for professionals—especially those just starting their careers—to shape policies, pilot new approaches, and see the immediate impact of their work.
Overcoming Obstacles
Of course, challenges remain. For example, antitrust laws, designed to prevent monopolistic behavior, can inadvertently discourage companies from engaging deeply in their suppliers’ operations. Such legal frameworks may unintentionally prevent firms from investigating labor practices or proposing collective reforms. This highlights the importance of policy-level dialogue and advocacy—ensuring that regulations meant to safeguard markets don’t stifle human rights efforts.
Business leaders also wrestle with competing priorities. Tight production schedules and ambitious product launch targets can create conditions that increase the risk of forced labor or other abuses in the supply chain. Natalie Giggy noted, “We talk in the language of human rights, and that can feel abstract.” Making these issues tangible—framing them as long-term risks to brand reputation, investor confidence, and operational stability—can persuade decision-makers to consider people as much as profit. Shifting perspectives from short-term gains to long-term value is often key to driving meaningful change.
Skills for the Future
The panelists emphasized that technical and analytical skills remain critical to recent graduates in a competitive job market. Understanding data, quantifying risks, and measuring impact can help make the business case for human rights. Equally important are communication and empathy—soft skills that help translate intangible concepts into relatable stories that resonate with senior leadership. Finding common ground and building trust are as essential as knowing the right metrics to track.
Looking Ahead
If you’re interested in delving deeper, consider the upcoming spring courses taught by Jenny Vaughan and Sanchita Saxena at UC Berkeley. These classes will further dissect the role of human rights in business, equipping future leaders with the knowledge and skills they need to shape socially responsible organizations.
Ultimately, the Human Rights & Business Series showcased that respecting human rights is not a side passion project; it’s central to sustainable business strategies. Aligning corporate decision-making with ethical imperatives can strengthen brand reputations, foster long-term stakeholder trust, and mitigate risk. But more than that, it ensures companies honor the dignity of the people who power our global economy.
About the Authors: Vinaya Acharekar is a second year Goldman School of Public Policy Master’s of Development Practice student (25’) and Christina Clark is a Haas full time MBA (25’). Both are active members of the CRB Student Advisory Board.
