50 Have leverage A. Ø Mitigate the risk that the abuse continues/recurs Crucial business relationship Non-crucial business relationship Ø If unsuccessful Lack leverage B. Ø Seek to increase leverage Ø If successful, seek to mitigate risk that the abuse continues/recurs Ø If unsuccessful, consider ending the relationship;** or demonstrate efforts made to mitigate abuse, recognizing possible consequences of remaining C. Ø Try to mitigate the risk that the abuse continues/recurs Ø If unsuccessful, take steps to end the relationship* D. Ø Assess reasonable options for increasing leverage to mitigate the risk that the abuse continues/recurs Ø If impossible or unsuccessful, consider ending the relationship* *   Decisions on ending the relationship should take into account credible assessments of any potential adverse human rights impact of doing so. ** If the relationship is deemed crucial, the severity of the impact should also be considered when assessing the appropriate course of action. For the purposes of this model, a relationship could be deemed crucial if it provides a product or service that is essential to the enterprise’s business and for which no reasonable alternative source exists. In this situation, ending the relationship raises particular challenges. The severity of the adverse human rights impact must also be considered: the more severe the abuse, the more quickly the enterprise will need to see change before it takes a decision on whether to end the relationship. In any case, as the commentary states, “for as long as the abuse continues and the enterprise remains in the relationship, it should be able to demonstrate its own ongoing efforts to mitigate the impact