Building a single source of truth for HREDD oversight

This is not a story about one organisation falling behind. It is what happens to almost any large, decentralised operation once HREDD data collection genuinely takes hold: more domains reporting, more tiers of stakeholders, more formats - and no one place where it all adds up.

The UN Guiding Principles on Business and Human Rights (UNGP) call for due diligence to be an ongoing process, not a point-in-time exercise - which means an organisation needs to be able to see its own risk picture continuously, not reconstruct it once a year for a report. Fragmented data quietly works against that, one domain at a time, until leadership is making decisions on whatever happened to be assembled most recently.

Strategine's approach follows the due diligence cycle set out in the UNGPs and the OECD Due Diligence Guidance for Responsible Business Conduct: identify where risk actually sits, track whether the response to it is working, and communicate that picture in a form leadership can use - not just a record built for the auditor.

For DMKL, that meant starting from what already existed rather than prescribing a new system: the six domains' worth of activity DMKL was already recording, and the three grievance tiers that had never been looked at side by side.

Rather than introducing a new platform DMKL's teams would need to learn from scratch, Strategine built the solution around the tools and habits already in place across the business. Each of the six domains - security, OHS, training, compliance, housing, and grievances - got a consistent, structured way to capture activity, feeding into a live dashboard built around the KPIs that matter for that domain.

Grievances needed a different move: unionised workforce, general workforce, and community grievances were consolidated into a single structured record and analysed together for the first time, instead of three disconnected data sets living in three different places.

The six domain dashboards - security incidents, occupational health and safety, training, compliance, housing, and grievances - rolled up into a single executive layer. This was the first time HREDD performance across DMKL's operations sat in one place, reviewable on a consistent basis rather than assembled on demand.

The result is a single source of truth executives can use to see HREDD performance across the organisation, instead of piecing it together from six separate places on demand. Grievance data in particular went from three disconnected tiers to one consolidated, analysable view - evidence that holds up when a buyer, auditor, or regulator asks how a concern was identified and handled, not just whether one was raised.

It also gives DMKL's leadership a live, proactive line of sight into the KPIs that matter for UNGP-aligned due diligence - where risk is showing up, and where attention is needed - rather than reconstructing the picture after the fact. That shift, from reactive reporting to ongoing oversight, is the difference the UNGPs actually ask organisations to make.