与国家负责任商业行为联络点合作的商业案例

Disclaimers This work is issued under the responsibility of theSecretary-General of the OECD and does not necessarily reflect the official views of OECDMember countries. This document, as well as any data and map included herein, are without prejudice to the status of or sovereignty over any territory, to thedelimitation of international frontiers and boundaries and to the name of any territory, city or area. Photo credits:©aapsky / Getty Images. © OECD 2026. Attribution4.0International (CCBY4.0). This work is made available under the Creative CommonsAttribution4.0International licence. By using this work, you accept to be bound by the terms of this licence(https://creativecommons.org/licenses/by/4.0/). Attribution–you must cite the work. Translations–you must cite the original work, identify changes to the original and add the following text:In the event of any discrepancy between the original work and thetranslation, only the text of original work should be considered valid. Adaptations–you must cite the original work and add the following text:This is an adaptation of an original work by the OECD. The opinions expressed and arguments employedin this adaptation should not be reported as representing the official views of the OECD or of its Member countries. Third-party material–the licence does not apply to third-party material in the work. If using such material, you are responsible for obtaining permission from the third party andfor any claims of infringement. You must not use the OECD logo, visual identity or cover image without express permission or suggest the OECD endorses your use of the work. Table ofcontents Disclaimers2 1 Introduction 4 2 Methodology7 3 Specific instances can bean efficient way to potentially resolve costly disputes8Unresolved disputes potentially carry important costs8NCPs have been effective in facilitating dispute resolution when both parties engage10The NCP mechanism is uniquely designed to facilitate cost-effective disputeresolution10 4 There are important external factors that can justify engagement in specificinstances15 Outcomes of specific instances will be publicly available15Governments may tie economic incentives to good faith engagement in specific instances16 5 Specific instances can strengthen and rebuild stakeholder trust over the long term19 The business case for strong stakeholder relationships is clear19Specific Instances can set the basis for a strong relationship with the other party20Specific Instances can set the basis for continuous relationship between company and NCP21 6 NCPs can help companies improve due diligence, meeting expectations ofregulators, business partners and investors22 Sound due diligence prepares companies to meet expectations ofregulators24Business partners’ due diligence expectations are also increasing27Investors increasingly expect their investee companies to conduct due diligence28 7 Conclusion 32 References33 Notes40 Figures Figure1. The NCP specific instance process at a glance5Figure2. Examples of regulatory developments based on the Guidelines25 1 National Contact Points for Responsible Business Conduct (NCPs)havethe mandate to act asstate-based non-judicial grievance mechanisms under the OECD Guidelines for MultinationalEnterprises (OECD Guidelines).The Guidelines are recommendations addressedby governmentstomultinationalcompanies on responsible business conduct(RBC),covering key areas of businessresponsibility such ashuman rights, labour rights, environment, bribery, consumer interests, disclosure,science and technology, competition,and taxation(OECD, 2023[1]).Other leadinginternational instrumentspromote a common understanding of business responsibility, including the UN Guiding Principles forBusiness and Human Rights (UNGPs) and theInternational Labour Organization’s Tripartite Declarationof Principles concerning Multinational Enterprises and Social Policy. To date, NCPs are the only implementation mechanismthat is attached toaninternational instrument onRBC,sinceall governments adhering to the Guidelines have a legal obligation to establish an NCP.Assuch, they are a crucial and unique mechanismforfacilitating the resolution of issues related to theGuidelinesandapplying the Guidelines to concrete situations.The52countries adhering to the Guidelineshaveeach established an NCP and they can handle specific instances brought against companiesoperating in or from adherent countries. Since 2000, NCPs have handled more than900cases relating to company operations inover110countries(OECD, n.d.[2]). The grievances raise issues in a variety of sectors, the most cited sectors beingmining and quarrying, manufacturing, financial and insurance activities, energy (electricity, gas, steam andair conditioning supply), construction, information and communication and agriculture. The majority ofspecific instances address human rights issues and general policies, which include expectations on duediligence, foll