Building a leading human rights framework
Want to read the full version of our Case Study detailing our work with Barratt Redrow? Check it out here: In depth: Building a leading human rights framework
Barratt Redrow PLC (formerly Barratt Developments PLC) is one of the UK’s largest housebuilders, comprised of the brands Barratt, David Wilson Homes and Redrow.
They sought a trusted adviser with expertise in human rights and the property and construction sector to develop their human rights framework. The brief included:
- How can Barratt strengthen its existing Human Rights policy in line with best practice?
- What are Barratt’s most severe human rights risks across their value chain, from planning, to development, to use by customers?
- What are the gaps in Barratt’s supply chain risk assessment and due diligence process and how can it be strengthened?
- What are the next steps that Barratt should take to manage and mitigate human rights risks in its supply chain?
We assessed the existing human rights policy against authoritative global standards, external benchmarks and industry best practice – ensuring comprehensive changes.
The assessment of Barratt’s human rights risks was conducted in line with the global standard, the UN Guiding Principles on Business and Human Rights. The actual and potential impacts were assessed and prioritised based on credible sources and stakeholder input. We then prepared a report on the issues prioritised.
The third phase tackled human rights risks linked to the products and services procured by the different business units. We mapped and assessed existing efforts at each stage of the human rights due diligence process and set out gaps and recommendations.
We then created a tool to assess suppliers’ exposure to and management of risks across sub-contractors, labour agencies and group materials and services. This set out questions to understand what risks suppliers could be exposed to and why, how effectively these risks were managed, and guidance on achieving minimum standards, good and best practice to encourage continuous improvement.
In the last phase of work, we developed an incident response plan setting out how to respond to red flags or violations. This was supported by a decision tree to guide timely, proportionate action.
〉The team now has a better understanding of the businesses’ most severe human rights risks and impacts across its value chain and greater confidence in how to address them and prioritise their resources.
〉They have a pragmatic supply chain risk assessment and due diligence process, with supporting tools for suppliers and supplier managers
〉These provide the means to achieve greater insight into where the high risk spend categories are across its different business units and functions and why, greater visibility of how exposed suppliers are to human rights risks and their effectiveness in managing these risks, and how to meet minimum standards and support continuous improvement.
〉The business has a best practice approach to follow for when red flags and violations are uncovered.