International civil society action

Strategies for building resilience

Perspectives on risks and priorities

### International civil society organizations

An **international civil society organization** is a non-state organization that works across national borders in pursuit of shared environmental or social goals. These organizations bring together citizens, campaigners, researchers and affected communities, operating outside the direct control of governments and businesses.

International supply chains, trade, migration, communication and investment can spread risks around the world. Civil society organizations draw attention to these risks and pressure governments, consumers and transnational corporations (TNCs) to change their behaviour.

Their main actions include:

- investigating and recording risks
- publishing reports, maps and supply-chain evidence
- running campaigns, protests and consumer boycotts
- representing affected communities
- negotiating with governments and TNCs
- checking whether promised changes take place
- creating standards, certification or practical solutions

### Judging success

Success has two connected dimensions. **Awareness-raising** increases the visibility of a risk and changes how the public or decision-makers understand it. **Finding solutions** leads to practical, regulatory or behavioural changes that reduce the risk.

A strong assessment looks beyond publicity to consider the scale of change and how long it lasts. Useful criteria include geographical reach, participation, changes in corporate practice, new regulations, measurable risk reduction and whether improvements continue after campaigning declines. Weak enforcement or restricted funding may limit success. Other barriers include voluntary commitments, opposition from powerful actors and the movement of harmful activity to another place.

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### Environmental action: hazardous chemicals in clothing supply chains

Greenpeace International's Detox campaign, launched in 2011, provides one illustrative environmental example. Its investigations linked globally traded clothing with hazardous chemical use and water pollution in manufacturing locations. The organization published evidence and mobilized consumers. It also called on major clothing brands to disclose their suppliers and eliminate specified hazardous chemicals from their supply chains.

The campaign raised awareness by linking purchases in consumer markets to pollution in distant production regions. Progress towards a solution came through brand commitments, greater supply-chain disclosure and pressure to replace hazardous substances. The campaign also influenced TNC purchasing requirements, since suppliers risked losing contracts if they didn't comply.

Success was uneven. Commitments didn't guarantee implementation at every factory, while complex supplier networks were difficult to monitor. The example shows how civil society can change corporate expectations across borders. Lasting environmental improvement, however, depends on transparent measurement, enforcement and continued scrutiny.

### Social action: worker safety in global garment production

The Clean Clothes Campaign's response to the 2013 Rana Plaza building collapse in Bangladesh is one illustrative social example. This international network worked alongside trade unions and labour-rights groups. Together, they exposed unsafe conditions in global garment supply chains and pressured clothing companies to take greater responsibility for supplier factories.

Campaigning helped create a legally binding safety agreement involving brands and trade unions. Factory inspections, published findings and requirements for corrective work pushed the response beyond awareness towards a practical solution. The action also challenged the idea that responsibility ended with the local factory owner, given that global buyers influenced prices, deadlines and production conditions.

The campaign achieved substantial but incomplete success. Inspections and remediation improved safety in participating factories, but some workplaces and companies remained outside the agreement. Disputes continued over costs, enforcement and the long-term transfer of responsibility to national institutions.

These examples are illustrative. The detailed environmental and social actions selected in class should each identify the organization, the global interaction creating the risk, the action taken, evidence of success and remaining limitations.

**Key terms:** international civil society organization, global interactions, environmental risk, social risk, awareness-raising, supply chain, TNC, monitoring, enforcement.

Two-path evaluation diagram for international civil society action. One path should show investigation, communication and public awareness; the other should show pressure, negotiation, implementation and risk reduction. Include feedback through monitoring and label barriers such as weak enforcement, limited funding and corporate or government resistance.

### Understanding resilience

**Resilience** is the ability of people, institutions or economic systems to withstand disruption, adapt and keep functioning or recover. At a global scale, resilience relies on how flows of production, information and people are organized and protected.

One strategy might make a particular actor or place more resilient while shifting costs and risks elsewhere. It should therefore be assessed by asking who becomes more resilient, against which risk, at what scale and for how long.

### Re-shoring by TNCs

**Re-shoring** occurs when economic activity previously located abroad returns to the TNC's home country. This may include manufacturing, assembly or business services.

By shortening supply chains, re-shoring can reduce exposure to border closures, distant political instability and disruption along international transport routes. It may give a TNC closer oversight of quality, labour standards, data and essential inputs. Production can respond faster to changes in the home market too.

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Re-shoring doesn't remove every risk. Production may still rely on imported raw materials or components, and concentrating activity in one country can create a new vulnerability. Consumers may also face higher costs. Meanwhile, places that lose investment may experience unemployment and reduced income. The TNC's resilience may therefore come partly at the expense of workers and communities elsewhere.

### Crowd-sourcing technologies

**Crowd-sourcing** gathers information, ideas or assistance from a large, distributed group of people, usually through digital platforms. Many individual contributions are combined into a shared body of knowledge.

Governments can ask the public to report hazards, infrastructure damage or urgent needs. Civil society groups may collect eyewitness reports, map affected communities and coordinate volunteers or resources. When events change rapidly, this can provide local information faster and across a wider area than a small official team could manage alone.

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Crowd-sourcing works best when reports are geolocated, checked against other sources and connected to organizations that can respond. Limitations include false or duplicated information, unequal internet access, deliberate manipulation, privacy concerns and the exclusion of people who lack digital skills or devices.

### Cybersecurity and global data flows

**Cybersecurity** covers measures that protect digital systems, networks and data from unauthorized access, disruption, damage or theft. It supports resilience because finance, transport, government and communication all depend on continuous global data flows.

Protection may involve strong authentication, encryption, secure backups, network monitoring and planned responses to attacks. Such measures lower the chance that one breach will interrupt essential services and help systems recover. However, threats keep changing, systems operate across several jurisdictions, and tighter security may raise costs or conflict with privacy.

### E-passports and global flows of people

An **e-passport** is a passport with an electronic chip that stores identity information, including biometric data. Automated comparison of the chip, document and traveller can speed up identity checks and make falsification more difficult.

E-passports can help governments manage large international passenger flows while strengthening border security. They depend on compatible equipment, accurate records and secure handling of personal data. Risks include breaches of chips or databases, surveillance concerns, technical failure and unequal access to the necessary infrastructure.

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The three approaches target different parts of the global system: re-shoring reorganizes production, crowd-sourcing broadens participation and information collection, while cybersecurity and e-passports protect and manage flows. No single approach creates complete resilience.

**Key terms:** resilience, re-shoring, TNC, supply chain, crowd-sourcing, civil society, cybersecurity, global data flows, biometric data, e-passport.

Paired supply-chain diagrams comparing offshored and re-shored production. Show differences in distance, number of international links, border crossings, transport exposure and concentration of production, while indicating that imported components may remain necessary after re-shoring.

Flowchart showing crowd-sourced resilience: members of the public submit geolocated reports through digital platforms; reports are verified and mapped; government and civil society identify needs; resources and warnings are directed to affected places. Include misinformation, digital exclusion and privacy as possible barriers.

Annotated e-passport and automated border-control process. Label the electronic chip, stored identity and biometric information, document reader, identity comparison and border decision; indicate cybersecurity, privacy and technical reliability as necessary safeguards.

### Why perspectives differ

A **perspective** is the way a person or group views and interprets an issue. It develops from their circumstances, values and interests. Because global interactions spread benefits, risks and decision-making power unevenly, stakeholders may disagree about how severe a risk is or how urgently action is needed.

Several factors shape perceptions of severity:

- **exposure:** how directly a person or place encounters the hazard
- **vulnerability:** how susceptible people are to harm
- **capacity:** the resources available to prepare, respond and recover
- **scale:** whether impacts are considered locally, nationally or globally
- **time horizon:** whether attention is focused on immediate disruption or long-term change
- **evidence and uncertainty:** how reliable, complete or contested the available information is
- **values and interests:** what stakeholders seek to protect or gain
- **power:** whose interpretation receives attention and influences decisions

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### Contrasting stakeholder priorities

| Stakeholder | Likely view of risk | Possible priority |
|---|---|---|
| People directly affected | Severity is immediate and experienced personally | Rapid protection, compensation and restoration of livelihoods |
| Governments | Severity includes public safety, political stability and economic costs | Maintain essential services and allocate limited public resources |
| TNCs | Risk may be judged through disruption, cost, reputation and regulation | Protect supply chains, markets, data and business continuity |
| Civil society organizations | Greater attention may be given to overlooked people or environmental damage | Raise awareness, demand accountability and promote long-term solutions |
| Consumers and the wider public | Concern depends on information, distance and personal values | Affordable goods, security, privacy or ethical production |

These patterns are broad tendencies, not fixed positions. People within the same stakeholder category can disagree. Their perspectives may also shift after a disaster, campaign, data breach or the release of new scientific evidence.

### Setting priorities for action

Action may focus on preventing a risk, preparing for disruption, responding to immediate impacts or supporting longer-term recovery or adaptation. Choosing between these priorities requires decisions about funding, responsibility and acceptable levels of risk.

For instance, a government may prioritize secure borders and efficient movement through e-passports. Civil society groups, however, may focus on privacy and the rights of travellers. A TNC might favour re-shoring to protect production, while workers in the former host location view job losses as the more severe risk. Similarly, connected urban residents may see a crowd-sourced reporting system as highly effective, whereas remote communities with limited digital access may find it less useful.

### Evaluation across scales

A balanced judgment separates resilience for the global system from resilience for particular people and places. An intervention might keep international flows operating yet leave vulnerable groups exposed. By contrast, an action that works well locally may have little influence on the wider networks producing the risk.

Priorities can be assessed by asking whose risk is reduced and whose may increase. Other questions include whether benefits are short- or long-term, how costs are distributed and whether affected groups take part in decisions. For these reasons, there is rarely one universally accepted ranking of global risks.

**Key terms:** perspective, risk severity, priority for action, exposure, vulnerability, capacity, stakeholder, scale, time horizon, global interactions, resilience.

Stakeholder perspective wheel centred on a global risk. Surrounding stakeholders should include affected communities, governments, TNCs, civil society organizations and consumers. Connect each to the factors shaping its perspective: exposure, vulnerability, capacity, scale, time horizon, evidence, values and power.

Environmental risks

Geography

IB Geography explores the complex interactions between physical environments and human societies through a comprehensive approach. Students analyze global issues like climate change, resource management, and globalization, developing critical geographical skills through case studies and fieldwork.

6.3 Local and global resilience

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