Ethical trade in practice: lessons in risk, resilience and responsibility

Industry leaders gathered at the 2024 responsible sourcing and ethical trade forum in London, to tackle the most pressing challenges in global supply chains. Through focused breakout sessions, participants shared actionable insights, highlighting the importance of collaboration, innovation and long-term strategies to address complex ethical and sustainability issues. Ahead of the 2025 event in March, here’s a simple snapshot of what was discussed.

Risk mapping emerged as a critical tool for identifying vulnerabilities across supply chains. Attendees underscored the need for both strategic and operational applications – ranging from assessing materiality to informing sourcing decisions. The consensus was clear: while data is plentiful, the real challenge lies in integrating it effectively to drive meaningful action. Beyond relying on external tools, companies should leverage internal data, taking a holistic view that accounts for geography, sector, product and internal risks.

The collective approach of companies, trade unions and civil society was recognised as pivotal in maintaining recruitment practices on the corporate agenda. Consistent messaging to recruiters and leveraging government influence were identified as key strategies to drive systemic change. Collaboration remains central to ensuring ethical recruitment becomes the norm.

Worker surveys were advocated as versatile tools, useful for validating audit findings and informing risk assessments. However, attendees called for a shift in focus – prioritising accountability to workers over business standardisation. This shift requires not just better tools, but a commitment to ensure surveys lead to tangible remedies and empowerment.

With climate change affecting supply chain resilience, participants emphasised the urgency of on-the-ground engagement. Transparency and data utilisation can facilitate internal alignment and fast action. Despite perceived cultural differences between NGOs and businesses, such interactions were framed as opportunities for mutual learning.

The imbalance of power in buyer-supplier relationships were a recurring theme. Creating safe spaces for collaboration and cross-functional partnerships was seen as a cornerstone of success. The power of collective action – through shared initiatives and partnerships – was highlighted as an effective way to drive sustainable practices.

Developing robust grievance mechanisms requires clear policies, adequate resourcing and proactive identification of issues. By leveraging existing ecosystems and addressing gaps collaboratively, companies can ensure remedies are not only feasible but also effective in addressing root causes.

Paying fair prices for commodities was framed as a moral and practical imperative. As an attendee noted, “money is the best fertiliser”. While alternative livelihoods and precompetitive collaboration were noted as valuable, tracking the outcomes of living income initiatives remains a significant challenge. Working with local governments on non-price topics such as forced labour and welfare offers a strategic entry point for meaningful impact.

To create sustainable, long-term gender empowerment, businesses must foster partnerships, engage communities and secure government support. Awareness, cultural sensitivity and robust buy-in from all stakeholders were identified as prerequisites for success.

Programmes that bring together management, unions and workers to collaboratively address challenges were praised for their scalability and impact. By uncovering hidden issues such as forced labour and abuse, these approaches exemplify the potential of non-standardised solutions to drive transformative change.

Sustained collaboration across supply chains is crucial in address child labour issues. Digital tools were identified as critical for streamlining processes and improving transparency. Continuous improvement and engagement at all levels remain essential.

Transparent cost assessments can build a compelling case for preventative measures, turning sustainability from a cost centre into a value driver. Bulk purchasing, longer-term contracts and phased approaches such as prioritising traceability over certification were highlighted as strategies to reduce costs while advancing sustainability goals.

The discussions at the forum made one thing clear: solving these complex challenges demands collective action, innovation and commitment. By combining strategic insights with operational tools and fostering collaboration across all levels of the supply chain, companies can pave the way for a more ethical and sustainable future.