Across the world, civil society groups, activists, communities, unions and workers confront the negative impacts of business activities and corporate behaviour on a daily basis. In their struggles to secure justice and accountability, they frequently encounter the harmful strategies used by companies to deny or avoid responsibility for the harms done.

In their efforts to overcome these corporate harmful strategies, they have learned how much about to counter them – what works and what does not. Mind the Gap seeks to bring this combined learning together in the form of a counter-strategies toolkit, sharing information based on years of experience, trial and error by civil society actors across the globe. The aim is to help activists and affected people to benefit from each other’s learning and experience. The counter-strategies were developed by reviewing cases and publicly available information on cases and through in-depth interviews with individuals who have worked on corporate cases for many years.

Mind the Gap has identified XX counter-strategies which we group into Y categories:

  1. Dismantling corporate narratives
  2. Shifting the power balance
  3. Category 3
  4. Category 4
  5. Category 5

Counter-strategies are, by definition, reactive – responding to the harmful strategies deployed by companies. Therefore the assumption is that the relevant actors (regulators, legal systems or the company itself) have not address the harm to human rights or the environment which has occurred.  There is no clear one-to-one relationship between a harmful corporate strategy and a civil society counter strategy. Just as companies often use multiple harmful strategies, those who seek justice and accountability will need to bring multiple counter-strategies to bear, sometimes using several in parallel, sometimes sequentially.