There is growing acceptance within the mining industry that to maintain its social licence to operate it must systematically consider the human rights dimensions of its impacts. As the nature of decision making in mining is becoming more complex, particularly in relation to social dimensions, many companies are incorporating human rights commitments into their policies, standards and social management systems, including impact and risk assessment processes. If these responses are to be effective, they need to provide company decision makers with information that can be utilised to ensure that company activities avoid infringing upon the human rights of communities, groups and individuals who might be impacted. This information should also help decision makers identify opportunities for how their company can work to enhance the ability of people in areas where they operate to enjoy and exercise their human rights. The article is largely based upon the authors' combined body of work which has involved independent research as well as direct work for mining companies to assess human rights risks and impacts and deliver management systems solutions. The authors draw out learnings from these direct experiences and make suggestions for more effectively incorporating human rights considerations into management processes and systems so that they appropriately and directly inform key management decisions. The suggestions for greater internal effectiveness focus on how to present the results of human rights impact assessments for management consideration, how to successfully build or adapt management systems to incorporate human rights and how to 'sell' the value of human rights considerations to senior decision makers.