The 3rd Modern Slavery & Human Rights in Supply Chain Conference will provide a sufficiently distinctive, collaborative and solution-packed two-day agenda. You are guaranteed focussed corporate learning at its best through practical case studies, interactive roundtable discussions and open Q&As. This is the most comprehensive and targeted event of the year, which shows real experiences and examples.
Opening keynote: Explore models used to prevent modern slavery and integrate human rights into business operations
What are the most commercially viable and cost-effective models to integrate human rights and modern slavery efforts into your company-wide operations?
– Ensure that social aspects are equally prioritised as operational demands
– Get modern slavery and human rights at the top of your corporate priorities
– Find out what are the things to avoid and those that are a must
– Review your performance and approach and benchmark your progress
1.1. Model 1: Procurement and supply chain perspective
– Embed ethical policy across your supply chain and procurement practices and revise these annually
– Revise your CRM process and score cards to identify your high risk suppliers
– Find out about annual in-house supplier risk mapping on a spent and non-spent basis
– Explore the role of procurement in addressing modern slavery alongside HR, operations and legal
– Learn about designing control processes that allow you more on-time and on-demand control over your suppliers
1.2. Model 2: Governance and responsible value chain perspective
– Contextualise Human Rights and Anti-Slavery work into broader business strategies
– How are human rights embedded through exploration, project development, training and marketing?
– Learn from the extractives industry on the process of human rights impact assessment
– How do you secure social license to operate and put in place the right policies and standards?
3. Q&A: Regulation and policymaking: next steps and the impacts on business
Some argue the second stage of the legislation may never come in force due to Brexit and the toxicism in the government towards immigration. Does the current Prime Minister’s term represent the only political window for the modern slavery enforcement to take off?
– Dive deep into British policymaking: should we expect a tightening of regulation?
– Get an update on recent legislative developments around the world and how they work together
– Find out about the role of business in shaping up the human rights and anti-slavery regulation
– Explore what is the role of the Prime Minister in driving the regulation forward?
2. Detect labour issues
What are the available means to detect labour abuses in your supply chains and operations? Should we all have a shift in mindset assuming the “factories are guilty” and let them prove we are wrong?
– Build a sharper focus on social aspects without compromising the understanding of the local context
– Engage with local communities and experts on the ground to detect and address deep root causes
– Achieve post-visit improvement: ensure and monitor progress after audits
Make the most of the collaborative efforts to reduce costs and achieve greater visibility
4. Case study: Supply chain risk segmenting
High risk suppliers aren’t always your biggest spend. How do you go about assessing your supplier base and identifying your focus areas when you have thousands to sift through?
– Supplier base assessment: How to priortise suppliers for risk assessment? Does mapping work?
– What strategies, sources of information and tools can you use to identify high-risk suppliers? Focus on: methodologies, benchmarking, category manager knowledge
– How to get the questionnaires right to understand the supply chain risks – collaboration with other risk teams
– Supplier evaluation to 3rd party evaluation: modification of pre-purchase process
– Should modern slavery risks be prioritised over other risks and how
– Once the risks have been identified how do you prevent issues from arising?
5. Human rights and modern slavery handling
– Identify your short term and long term actions if you’ve discovered forced labour in your supply chain
– Develop responses to the labour issues identified that are appropriate to the local context
– How to roll out your strategy once the risks have been identified
– Should you develop KPIs to measure success in addressing modern slavery and how?
– How to work with media and NGOs – what a successful collaboration should look like?
– How much should you open up to your stakeholders?
– How to assess impact of your policies and approach
6. Supplier collaboration
Learn how to pass your standards further down your supply chains.
– Ensure a standardised approach to labour management across your supplier base, especially if certification doesn’t apply
– Train and empower your suppliers to spot on slavery and forced labour issues and work together to eradicate them
– Implement responsible sourcing programs to achieve greater supply chain transparency
– Find out how the new model of ethical trading can change conduct in buying practices
– Develop capacity internally and among suppliers to achieve real progress
– Engage suppliers to use their leverage in improving standards along their value chain
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Breakout case studies with interactive discussions
Breakout 1: Victim support
Showing genuine corporate leadership through the victim support
Designing policies to help victims integrate into society
Empowering victims to gain back their lives
Breakout 2: Ethical recruitment
Training recruitment agencies to mitigate forced labour entering your supply chain
Engaging Human Resource teams to increase direct recruitment
Exploring how migration and the refugee crisis fuel forced labour
Breakout 3: Child labour
Understanding the local context and root causes
Developing social control mechanisms to detect child labour
Deciding which ethical trade initiatives can you trust
Improving your purchasing practices to allow an open dialogue with suppliers
Interactive roundtables: focussed discussions
Explore ethical trade models that help achieve social welfare across your suppliers
Identify ways to build capacity in the communities you source from
Discover what can you do beyond the major certification schemes
Culture change: getting internal buy-in
Make the case to the board so your efforts move beyond the statement
Achieve excellence in internal engagement to get your colleagues’ buy-in and support
Find champions to spread awareness across your organisation and keep up the work
Knowledge hub: Organise open info exchange
Develop effective internal management systems to ensure robust practices across business
Coordinate working groups with your key stakeholders
Delegate responsibilities across teams to ensure timely implementation
Build the knowledge hub so it is available for all your colleagues
Getting your statement right
Dos and don’ts: what have we learnt from previous statements?
Should we expect more scrutiny from society organisations and key stakeholders?
How far should you go in mitigating your legal risks versus focusing on communicating efforts?
Use your statement as an engagement tool, make it genuine and authentic
Sourcing and buying teams engagement
How do you ensure you are speaking with the right person on the supplier’s side – a decision maker?
Develop and integrate KPIs into your sourcing and buying teams’ performance
Make sure that modern slavery budget is allocated appropriately among other human rights issues
Data collection on suppliers
Collect accurate and clean data on your supplier base on time and on budget
Make sense of data so it aids meaningful decision making
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