This question is such a critical one and one that we are talking a lot about at Human Level. (So much so that we have a briefing paper: Can we speak about a just transition, without a timely transition to net zero? Release date TBD).
There is no just transition without a transition
Let’s be crystal clear about this: deep, rapid and sustained global greenhouse gas (GHG) emissions reductions form the very foundation of a just transition. Without these emissions reductions taking place, we cannot speak of a just transition.
Climate change is this century’s greatest threat to human rights – even to humanity’s existence. We are now seeing in real time its widespread impacts, which include heat stress, food and water insecurity, loss of livelihoods, increased costs of food and living and forced migration. These impacts are set to get significantly worse - for a much larger number of people. The IPCC repeatedly states that undertaking these deep, rapid, and sustained reductions in GHG emissions is needed to safeguard the more than three billion people living in contexts that are highly vulnerable to climate change.
This sound obvious, but we have seen ‘just transition’ framing be mis-used to argue that people should have a say on whether we mitigate emissions and how rapidly.
Science dictates that an urgent transition away from GHG emissions is necessary for human rights. A just transition approach does not question or challenge the need for the transition, but considers how the transition is made.
And there is no transition without a just transition
At the same time, it is through a just transition that we can achieve a rapid, effective and large-scale transition. The transition will not be able to take place at the scale and within the timeframe needed if workers, farmers, community members, Indigenous Peoples and others are not front and central to the transition. Access to decent green jobs, to quality land and water, to affordable energy are just some of the things that people need as the transition takes place.
So a transition, and a just transition, are intrinsically linked, like two sides of the same coin. You need a transition for a just transition; and you need a just transition for the transition.
So how do we advance?
How then do we handle a just transition when we don't see any meaningful transition yet? We put on both hats: we advocate for the climate transition itself, while in parallel and simultaneously, highlighting what it would take to bring a just lens to the transition itself.
Yes, the progress is way too slow. Companies are cumulatively overshooting the Paris goals - by far. The latest data released by the Transition Pathway Initiative Centre (TPI Centre) shows that we are still far from the target needed to limit warming to 1.5°C. The share of companies aligning with 1.5°C in 2050 is at 30% (within the 1,027 highest-emitting public companies). Alarmingly, TPI found that these companies are projected to exceed their emissions intensity budget by 61% from 2020 to 2050, with oil and gas firms being significant contributors.
At the same time, there is progress to build on, and we are seeing significant momentum pick up steam. Of course, it can feel overwhelming as a human rights advisor within a company. The climate team is already working on this. The business is already implementing its transition plan. And you already have a lot on your plate - so what is your role, and what isn’t?
Since the climate crisis will be the greatest threat of all times to human rights, it is your role to seek to play a meaningful role in ensuring that your company is on track to transition in alignment with the latest science and the Paris Agreement. At the same time, your role looks different to others' because of your role in helping the company bring a rights-based and just lens to the transition.
Here are some things you can consider doing to move forward:
- Get up to speed with the science and what it means for your company. There are many reports that highlight what is needed globally - as well as what is needed for companies on a sector-by-sector basis. Look at these - alongside your company’s own transition plan - to understand the changes that are needed in your sector and by your company.
- Get more involved with your climate colleagues. Find out what they are working on and why. Have a coffee, a Teams chat, a lunch. Think about how your efforts can support the rapid transition. Consider how to bring a just transition lens to these actions - in a way that elevates and supports the transition itself.
- Work on joint climate and human rights messaging upwards: Work on joint messaging upwards to senior leaders. The climate and human rights teams should be pulling together in the same direction. An ambitious and speedy transition is central to human rights. A company’s human rights work cannot withstand scrutiny if it is not grounded on a strong science-based transition plan. And at the same time, a just transition is central to the transition. So the climate team needs to work with you to make this happen within your company.
- Support employee empowerment: Think about what you could do to educate and empower employees and workers. Many will already be thinking about this in their personal lives - what can the company do to support this education and empowerment. Not only will this help workers with their personal choices, this will also help create more momentum within the business for the company’s transition. (Think: trainings, workshops, town halls, intranet, etc.)
- Consider how the concept of leverage can help: The concept of the leverage eco-system is powerful when applied to the transition. Talk to your climate team about it. Which peer companies should we be speaking with to up our game on our (just) transition plans? Which external organisations can help hold us to account? Which multi-stakeholder initiatives are we part of to drive the change - are they doing enough? Should we be considering joining a new one?
- Push for the enabling environment: Without strong governmental policies, enforcement and action in place, we stand no chance. You can help your company think bigger picture - just like we do when it comes to human rights actions for systemic salient human rights issues. How can the company play a meaningful role to hold its home/ host government(s) to account and enable greater governmental leadership? Now is a critical time to do this in light of updated Nationally Determined Contributions (NDCs) being developed. (Example: Unilever’s private breakfast roundtable at NY Climate Week with government leaders and non-state actors to explore how NDCs can unlock barriers to faster decarbonisation.)
- Bring in external authoritative experts: Find ways to challenge senior leadership by bringing in external experts who can challenge the status quo. We have seen quite amazing things happen following these external interventions (and we’ve been part of some of them). One nice example was an intimate dinner one of our clients organised for its CEO and senior leadership with high-level climate and human rights experts, where we argued - together - for a faster, more ambitious and more just transition plan which helped accelerate leadership internally.
- Bring in affected voices: It can also be very powerful to create the bridge between senior leadership and those directly impacted by climate change and its effects on the ground. Think about how you can bring in people’s stories - in a way that can then connect back to what the company can do about them. People connect to people, which in turn can spur action.
- Spread the transition accountability: Find ways to hold all of your business partners to account for their own transition plan and progress. Your suppliers - yes, and they are likely covered in your transition plan. But consider also other partners that you are connected to that themselves may have their own ‘ripple through’ the eco-system. What are your investors doing on this? Your lawyers? Your banks? Your insurance companies? Using your leverage to push players who in turn have their own leverage for a speedy and ambitious transition may not be considered by the climate team or the transition plan. As a human rights advisor you know the powerful effect of the ripple-through the system and can help make this happen.
- Don’t hesitate to use the business case: The evidence of the business costs of inaction are rapidly rising. Transitioning ambitiously now can no longer be viewed as solely a climate or human rights imperative. This is now simply smart business - and demonstrating why paying the money to transition now will save the company money further along down the line can play a strong role in supporting greater ambition levels.
- Avoid the fallacy that ‘just’ means ‘slower’: While it takes time to organise meaningful consultations and engagements with stakeholders that will be affected by the transition, this needs to happen alongside the transition taking place. In the words of one of our clients: “we need to build the airplane while we are flying.” We don’t have the time to prepare the just transition before we transition - we wish! Both need to happen simultaneously - and we play a key role in thinking creatively and pragmatically on how this can happen in a way that is grounded in both human rights and science.
Over to You
🤔 What do you think? How else would you answer this question? What would you add?
💫 What have you found helpful internally? What other concrete measures have you taken?
🥵 What has not been so helpful? What are pitfalls to avoid?
🙏 Click 'reply' to let us know and we’ll update this response with your feedback so that we can accelerate progress together!
