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Towards Responsible Lobbying - AccountAbility

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acknowledges these crises and commits to addressing them. The UN<br />

Global Compact, for example, mobilises thousands of businesses worldwide<br />

in the shared vision of the ten principles. Political lobbying is<br />

arguably the most important opportunity for companies to deliver on<br />

these commitments because it can reshape how economies and businesses<br />

affect people and the environment.<br />

Although some businesses, often working with civil society partners,<br />

have used lobbying as a force for good, too often corporate commitments<br />

to sustainable development or the Millennium Development<br />

Goals evaporate in the face of lobbying for narrow commercial<br />

interests.<br />

This is no longer acceptable. Businesses cannot continue to make highprofile<br />

commitments, and then contradict these commitments through<br />

their less-visible lobbying. If businesses are to build trust and retain their<br />

right to influence public policy, they must walk their talk.<br />

There are equivalent issues for civil society and labour organizations<br />

who must align their claims to legitimacy with the people they actually<br />

represent. They must ensure that their media campaigns to inspire<br />

public support for their policy proposals are firmly rooted in credible<br />

evidence.<br />

While it should be our right to influence governments by voicing our<br />

interests and concerns, this right is only legitimate if balanced by the<br />

obligation to act responsibly. <strong>AccountAbility</strong>’s ‘responsible lobbying’<br />

initiative, in partnership with the UN Global Compact, is one contribution<br />

to getting this balance right.<br />

Our international consultations and discussions have confirmed that<br />

there is no easy fix. The complex relationships between governments<br />

and non-state actors, such as business, vary enormously across regions<br />

and between the local, national and international levels. They have long<br />

histories and can rarely be understood by looking at one issue, or one<br />

set of interactions.<br />

Despite this complexity, we have developed clear recommendations and<br />

a practical framework for action, which are set out in this report.<br />

6 TOWARDS RESPONSIBLE LOBBYING

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