About the business impact programme

This report presents insights from Shift’s Business Impact Programme (BIP) 2026 thematic workshop. The BIP is Shift’s flagship membership programme for companies looking to strengthen their approach to human rights due diligence. It operates as a trusted forum where participants exchange experiences and explore new approaches through a combination of peer networking and advisory support from experts.

Introduction / reading the moment right

The report synthesises insights from a thematic workshop held in Amsterdam in May 2026 and a roundtable with Chief Sustainability Officers in London in June 2026. Practitioners described immediate pressures including political instability, tariffs, short-termism, and reduced budgets. Systemic issues such as rising inequality, climate change, and heightened geopolitical tensions further compound these pressures. Additionally, a rapidly evolving legal landscape, particularly within the European Union, has introduced mandatory human rights reporting and due diligence legislation.

Despite these headwinds, the report identifies three central insights: current challenges are signs of the human rights function maturing rather than retreating; sustainability legislation presents a significant opportunity to create durable internal anchors; and combining narratives with data remains the most powerful way to advocate for human rights action. Hallmarks of an embedded approach include clear values backed by resourced budgets, concrete evidence that decisions are shaped by human rights considerations, and management systems that do not rely on specific individuals.

Section 1 / reposition the human rights function

Developments in legislation have changed the terms of human rights work, requiring more accountability and integration across functions. Practitioners are repositioning the human rights function from a siloed expert to an integrated service provider or enabler. This involves framing the function as a source of expertise that supports informed decision-making, described by one participant as having a ‘warm heart, cool head’.

The focus has shifted from broad training programmes to targeted behaviour change by aligning narratives, workflows, and accountability. Narratives help shape how employees perceive their roles, such as shifting procurement’s objective from securing inputs at the ‘lowest cost’ to ‘best value’. Identifying exact decision-making moments in workflows allows for high-value interventions, such as pop-up prompts in procurement systems or small board sessions ahead of formal meetings. Accountability is reinforced through targets, such as sustainability KPIs and balanced scorecards for suppliers.

Section 2 / know your audience

The success of human rights arguments often depends on language and framing tailored to specific audiences. Many practitioners find traction by leading with positive framing, such as ‘impact opportunities’, rather than focusing solely on risk and vulnerability. While return on investment arguments can open doors, the report cautions against letting them define the work’s purpose, which may reduce workers to a cost line. A useful reframe involves asking for the business case for ignoring risks.

Effective influencing requires a mix of stories and data. Managers often focus on data, while senior leaders respond better to narratives linked to strategy. The report highlights Robert Cialdini’s modes of persuasion—reciprocity, consistency, social proof, authority, likeability, scarcity, and unity—as useful tools. Practitioners are increasingly acting as facilitators who equip sponsors and allies with the necessary information to make the case themselves.

Section 3 / act strategically

Strategic moves include finding early entry points, such as integrating human rights into climate transition strategies or facilities management contracting. Legislation like the Corporate Sustainability Due Diligence Directive (CSDDD) and the Corporate Sustainability Reporting Directive (CSRD) should be treated as levers. These regulations offer efficiency gains through single processes for identifying and prioritising impacts. The report suggests using salience as the unifying entry point into business risk processes and double materiality assessments (DMA). Integration into enterprise risk management (ERM) systems is encouraged, provided it improves real decisions without flattening robust assessments into generic risk categories.

Section 4 / build alliances that extend your reach

Building internal and external alliances is vital for advancing human rights work. Alliances with public affairs can help align a company’s advocacy with its human rights commitments, particularly regarding industry associations. Procurement and HR colleagues are most receptive when human rights are integrated into existing KPIs or legislative hooks they already manage, such as CSRD workforce reporting. Finally, external experts provide value by helping to interpret complex legislation and delivering authoritative messages that may be difficult to land internally.

Conclusion / the long view

Current political and geopolitical pressures require companies to focus on the medium and long term. Embedding human rights into an organisation’s DNA is essential for durable progress. Friction over compliance and roles should be viewed as a transitional phase in the maturation of the human rights function. Practitioners are currently defining what a mature, integrated human rights function looks like by balancing legal obligations with corporate values.