Deep Dive
Heightened Human Rights Due Diligence in Practice: Advisory perspectives from Myanmar and Indonesia
ORGANIZED BY
twentyfifty, Yever, Daemeter
15-Sep
13:00-13:45
Conference Room 4
Guidance on heightened human rights due diligence sets expectations for conflict-affected and high-risk areas. This session examines how one company approached that work in Asia, with the two advisors who supported it: stakeholder engagement under restriction, verification where access is unsafe, and the stay-or-exit decision.
Topic in focus
When standard human rights due diligence is not sufficient, what actually changes in the method, and how do international framework expertise and in-country knowledge combine to produce a decision a company can defend?
Session overview
Heightened HRDD is well established in guidance from UNDP, OHCHR and others. This deep dive brings together three advisory practices that do this work directly.
twentyfifty brings international experience of applying heightened approaches across a range of demanding contexts, and of the frameworks and expectations companies are now being held to. Yever advises companies on operating and sourcing decisions inside Myanmar, where the operating environment, the range of counterparties and the space for open engagement have all changed substantially since 2021. Daemeter brings experience of conducting due diligence in Indonesian settings of national strategic importance, where site access is controlled, security considerations shape what can be observed and discussed, and findings cannot always be handled through standard disclosure routes.
Rather than a single case study, the session compares how the method adapts. Panellists work through the operational questions practitioners actually face:
How to design stakeholder engagement where civil society space is limited, or where speaking to an outside party may itself carry risk for the participant
How to verify supplier, site and counterparty information when direct observation is not possible or not safe, and what a defensible evidence base looks like when the usual sources are unavailable
How to handle sensitive findings responsibly — what can be reported, to whom, and in what form
How companies reach and document a decision on whether to stay, adjust their engagement, or exit
Where international guidance is genuinely useful, and where local judgement has to carry the decision
The intended outcome is a practical account of what heightened due diligence involves once it leaves the guidance document.
Who should attend
Business practitioners in sustainability, human rights, compliance, procurement and legal functions operating in or sourcing from high-risk Asian markets; advisers and civil society organisations working on responsible business conduct; and policymakers and standard-setters involved in due diligence expectations.
What participants will gain
A comparative account of how hHRDD is applied in two very different constrained contexts, complementing existing guidance
Practical methods for engagement, verification and evidence-building where standard approaches are unavailable
An understanding of how international framework expertise and in-country knowledge combine in real decision-making
A structured way to approach the stay / adjust / exit question
Feybe Lumuru
Senior Project Manager, Daemeter
Feybe is a Senior Social and Human Rights Specialist within Daemeter’s Social, Smallholder and Livelihoods unit. She brings more than 15 years of experience in social impact assessment, FPIC, human rights due diligence, and conflict resolution in Indonesia’s palm oil sector, work that increasingly connects to investor-grade due diligence, jurisdictional governance, and the standards-shaping work that defines what social performance means in practice.
She has served as lead assessor or lead verifier in social impact assessments and thematic social research for more than 80 plantation companies and mills, and is one of the most experienced HRIA practitioners working in Indonesian palm oil. She is an experienced trainer and facilitator on FPIC, SIA, conflict resolution, and corporate social responsibility, and has played a central role in developing Indonesia’s national interpretation for RSPO Principles and Criteria across multiple revision cycles. She continues to sit on several RSPO working groups and task forces, including for HCV management guidance and independent smallholder standards. Her conflict resolution depth makes her a distinctive resource for multi-stakeholder governance work at landscape scale.
Feybe is driven by the challenge of making sustainability standards work in practice, particularly where the rights and livelihoods of communities are at stake. Before joining Daemeter, she spent a decade leading a civil society organisation focused on social issues in the palm oil industry, designing and implementing programmes that bridged the gap between industry standards and on-the-ground realities.
She holds a Doctorate in Sociology from Gadjah Mada University. She is fluent in Bahasa Indonesia and English. Feybe loves discovering new places and is a loyal follower of three teams in particular: Arsenal in the Premier League, the LA Lakers in the NBA, and the Seattle Storm in the WNBA.
Luke Wilde
CEO, Founder, twentyfifty
Luke Wilde is Founder and Chief Executive of twentyfifty and has worked in corporate responsibility, leadership and organisational development for more than 30 years, with a specific focus on business and human rights.
Recognised as a leader in the field, he helps major companies translate human rights commitments into practical action across global operations and supply chains.
His experience spans board-level advisory work, human rights impact assessments, organisational change and capacity building across sectors including mining, finance, technology, food and industry.
Earlier in his career, Luke served as an adviser to UN High Commissioner for Human Rights Mary Robinson, and helped establish the Business Leaders Initiative on Human Rights.
Luke is a great believer that in learning to respect human rights, companies can build the social intelligence and adaptive capabilities to navigate one of the most challenging periods of human existence; the road to 2050.
Khin PyaitWonn ThawTar
Manager, Yever