World Human Rights Day: A Reminder That Freedom from Exploitation is Not Optional

Every year on World Human Rights Day, we’re invited to pause, reflect, and recommit to the simple truth at the heart of the Universal Declaration of Human Rights: every person has the right to live and work in freedom, dignity, and safety.

For those of us working in product supply, interior design, architecture, construction, and the broader built environment, these rights aren’t abstract ideals. They show up in the real world—quietly, invisibly—through the hands that make the products we specify, assemble, install, and celebrate.

Whether it’s foam, steel, aluminium, textiles, timber, stone, rubber, leather, or the many hidden components that bring a building to life, these materials don’t appear by magic. They pass through the lives of workers—people with families, hopes, fears, and dreams—long before they ever reach a showroom, sample library, or job site.

And this year, more than ever, we need to face a reality that’s uncomfortable but undeniable:

We cannot call our buildings “sustainable” if people were exploited in the making of them.

We cannot call our products “ethical” if they were made using forced labour or in unsafe, degrading working conditions.

And we cannot say we value human rights if we overlook the rights of the very workers who make our work possible.

This isn’t about blame.

It’s about alignment—aligning our values with our actions, our sustainability goals with human dignity, and our industry’s future with the world we want to build.

---

Why This Matters to Our Industry

The building and construction sector is powerful.
We influence global supply chains.
We specify the materials that drive demand.
We shape the standards others follow.

And we’re also part of an industry where:

• Forced labour and exploitation still exist deep in supply chains—especially in materials commonly specified in interiors and construction.

• Workers producing some of the highest-risk products still lack the most basic protections.

• Many businesses don’t have visibility beyond their Tier 1 suppliers, not because they don’t care, but because supply chains are long, complex, and intentionally opaque.

But acknowledging this isn’t a criticism—it is the first step toward transformation.

---

A Call to Action: We Can Do Better, Together

World Human Rights Day isn’t a day of finger-pointing. It’s a day of responsibility and possibility.

Here’s what every supplier, architect, designer, builder, and specifier can do:

1. Start with connection

Remember that behind every product is a human being. Real lives. Real stories.
This simple shift in mindset changes everything.

2. Stay curious

Ask questions—brave, necessary, sometimes uncomfortable ones.
Where do materials come from? Who made them? Under what conditions?

3. Commit to meaningful action

Small steps matter.
You don’t need to have all the answers — start by focusing your energy where the risks are greatest, and keep moving toward deeper transparency and stronger protections for workers

4. Have courage

It takes bravery to challenge the status quo, to demand transparency, to admit we don’t know—and to keep going anyway.

5. Collaborate

No one can address modern slavery and exploitation alone.
Share tools, insights, questions, and solutions.
Support suppliers who are genuinely trying.
Create space for honest conversations.

These are the 5 Principles of Meaningful Action—Connection, Curiosity, Commitment, Courage, Collaboration—and they’re the foundation for creating real, lasting impact in our industry.

---

The Future We Build Depends on the Choices We Make Today

On this World Human Rights Day, let’s honour not just the Declaration, but the people it exists to protect.

Let’s acknowledge that sustainability is not just about carbon, waste, circularity, or material innovation.
Sustainability is also—always—about people.

If workers are harmed, exploited, underpaid, unsafe, or trapped in forced labour, then our projects cannot be called sustainable.
Not truly.

But here is the good news:
We have the ability, the influence, and the collective power to change this.

We can build a future where every product we specify respects the dignity of the people who made it.
Where human rights are not an afterthought but a foundation.
Where the built environment lives up to its promise: to create spaces that support wellbeing, safety, and dignity—for everyone, at every stage of the supply chain.

---

This World Human Rights Day, let’s recommit to dignity in design, in supply chains, and in the built environment we shape.

Not out of obligation—but out of humanity.

Because freedom from exploitation isn’t a privilege.
It’s the most basic human right of all.

Leading with Purpose: How Materialised is Taking Meaningful Action on Modern Slavery in the Textile Industry

In an industry where supply chains are complex and global, taking meaningful action on human rights is not just the right thing to do, it’s a leadership imperative.

Materialised is a respected textile supplier in the commercial interiors sector, and has long been recognised for its commitment to quality, innovation, and sustainability.

Now, it’s also leading by example in an area that demands urgent attention: modern slavery and labour exploitation.

Importantly, the company’s approach is not only values-driven but also reflects emerging best practice, grounded in transparency, accountability, and continuous improvement.

In late 2023, under the leadership of Catherine McGowan, Marketing and Sustainability Manager, Materialised partnered with Sustainable Business Matters (SBM) to begin a structured, values-led journey, to build a clear understanding of their risk profile and developing an actionable, long-term response.

Together we’re implementing an Addressing Modern Slavery Program, across several phases of delivery. This is how Phase 1 of that journey unfolded.

Why Modern Slavery Matters in Textiles

Modern slavery affects an estimated 50 million people worldwide – and the textiles industry is one of the most high-risk sectors.

From cotton farming and dyeing mills to garment production and finishing processes, the global textile supply chain is often linked to low wages, poor working conditions, and forced or exploitative labour.

For a company like Materialised, working across a wide range of materials and suppliers, recognising and responding to these risks is not just about compliance. It’s about leadership, integrity, and taking responsibility for the impact a business has on people’s lives, both locally and globally.

Building Awareness and a Clear Path Forward
Training & Awareness: Bringing the Team on the Journey

Phase 1 Deliverable: Team Training

Purpose: The goal was to create a shared understanding and a common language across the team, laying the groundwork for stronger engagement, buy-in, alignment, and future action.

In November 2023, Materialised kicked off the project with onsite training for local employees and a Zoom session for staff outside Head Office.

We had almost the entire team at the table, procurement, design, marketing, and sales—because it was important that everyone was involved.

The session introduced core concepts, including:

• What modern slavery and labour exploitation are, and the different forms they take

• Who is most at risk, and how to spot red flags

• The countries, sectors, and materials with the highest risks

• How modern slavery can occur in supply chains, even unintentionally

• The legal landscape in Australia and globally

• What stakeholders, including customers, specifiers, and regulators—expect from businesses

• How companies can be connected to, linked with, or even unknowingly contributing to modern slavery and exploitation

It’s a difficult topic to present, but I aim to make it engaging and relevant.

The focus was on helping staff feel connected to the issue, sparking curiosity, and fostering pride in Materialised’s commitment. It also highlighted the courage it takes for a company to approach this issue meaningfully, and what good collaboration looks like.

There were plenty of thoughtful questions, and we finished with a short quiz (always a good way to keep people tuned in!) with a few prizes for the winners.

Leadership Strategy: Turning Awareness into Action

Phase 1 Deliverable: Developing a Strategic Modern Slavery Roadmap

Purpose:
The purpose of developing a long-term strategy was to ensure the work not only begins but continues with momentum and focus. We recognised that doing this properly requires time, energy, and commitment, which is why the roadmap was designed across a 3–5 year period. This long-term view ensures progress is achievable, sustainable, and embedded into the business.

Following the training, we worked closely with the Materialised senior leadership team to shape a strategic, realistic roadmap for the years ahead.

Together, we:

• Developed a Human Rights Policy that sets a clear internal position on dignity at work and responsibility in operations

• Created a Responsible Sourcing Policy to guide ethical procurement and supplier engagement practices

• Identified Materialised’s position in the market, and aligned future ambitions with the business’s values and priorities

• Mapped out a 3–5 year strategy—recognising that best practice requires long-term planning and sustained commitment

• Developed a detailed Action and Social Impact Evaluation Plan to support implementation

After this work, I received some thoughtful and unexpected feedback from Catherine McGowan, Marketing and Sustainability Manager at Materialised:

“The Addressing Modern Slavery Action Plan is amazing. I just have to give you some feedback on how wonderful it has been to work with you.

Energy, passion and gusto from you are a given. But it’s the way you have structured information post-training that has also really stood out. I was a little anxious about working through the information, but you have made it so easy to follow with your summaries. I’ve been able to quickly pull everything together that I need to—which is quite something at this incredibly busy time of year. Thanks Libby.”

Outcomes of Phase 1

By the end of Phase 1, Materialised had:

• A well-informed and inspired team with shared language and understanding

• A clear, values-aligned commitment to human rights and responsible sourcing

• Two policy documents ready to anchor internal and external engagement

• A strategic roadmap and Action Plan with practical next steps and defined focus areas

Most importantly, there was strong leadership buy-in and a genuine commitment to progress, not perfection. And for taking meaningful action.

What’s Next: Embedding and Expanding the Work

Following the successful completion of Phase 1 of Materialised’s Addressing Modern Slavery Program, the next stage of the process is about to begin.

Phase 2 will focus on deepening understanding and embedding meaningful action through two priority projects:

Project 1: High-Level Modern Slavery Risk and Supply Chain Mapping
This project will provide Materialised with a clear picture of modern slavery risks across its operations and supply chains. By combining high-level risk analysis with supply chain mapping, the company will gain greater visibility into where risks are most prevalent, highlight vulnerable worker groups, and prioritise suppliers for further engagement. These insights will inform practical next steps and shape the roadmap for targeted action.

Project 2: Supplier Engagement and Capacity Building
Building on the risk insights, Materialised will begin proactive engagement with selected suppliers. The focus will be on open dialogue and shared learning.

A key element of this work will be developing a clear supplier engagement strategy. By approaching engagement in a structured and purposeful way, Materialised will be able to foster the best possible collaboration with its supply partners. After all, meaningful progress on modern slavery cannot be achieved in isolation — it requires trusted relationships and shared commitment. Suppliers are central to this initiative, and their involvement will ensure that action is both practical and impactful across the value chain.

Together, these projects will mark an important shift from foundational commitments to sustained, measurable action.

Leading By Example: A Best Practice Approach to Modern Slavery in Textiles

Materialised’s approach is a powerful example of what best practice can look like in the interiors and textile sector. It’s not about quick fixes or glossy statements, it’s about doing the work.

By focusing on the impact we want to create and prioritising education, policy, and strategy from the outset, they’ve created strong foundations for meaningful impact. And they’re doing it in a way that other businesses – large and small – can learn from.

Want to achieve this for your business?

If your business is looking to better understand your modern slavery risks and take action in a practical, values-aligned way, we’d love to support you.

Explore our Modern Slavery Strategy Packages

Or get in touch to learn how we can help you build a roadmap that works – for your people, your brand, and the people behind your products.

Modern Slavery Statement vs Modern Slavery Policy: The Difference & Why it Matters

If you’re an architect, designer or specifier conducting due diligence on product suppliers, you want to make sure your suppliers are taking meaningful action to address modern slavery.

This means that understanding the difference between a Modern Slavery Statement and a Modern Slavery Policy is essential.

As someone who works with product manufacturers and retailers, I frequently see questions from architects, designers, construction companies, and specifiers around modern slavery.

One of the most common questions is:

Q: Do you have a Modern Slavery Statement or a Modern Slavery Policy?

These two documents are vastly different and should not be grouped together.

Let’s explore why this distinction matters.

What Is a Modern Slavery Statement?

A Modern Slavery Statement is a public document required under legislation, such as the UK Modern Slavery Act 2015 or the Australian Modern Slavery Act 2018.

It requires companies to identify risks of modern slavery in their supply chains and outline the actions they are taking to address those risks.

In Australia, the legislation requires companies to meet seven mandatory reporting criteria.

The Seven Modern Slavery Mandatory Reporting Requirements (Australia):

1. Identify the reporting entity – Clearly state the company submitting the statement.

2. Structure, operations, and supply chains – Provide an overview of business operations and supply chains.

3. Risks of modern slavery – Identify where modern slavery risks exist in your operations and supply chains.

4. Actions taken to address risks – Outline steps taken to mitigate modern slavery risks.

5. Assessing effectiveness – Describe how the company measures the success of its actions.

6. Consultation process – Detail how the company consulted internally and with owned entities.

7. Any other relevant information – Include any additional information that adds context.

While the statement must meet these mandatory requirements, not all statements are equal in quality.

Some companies publish detailed, thoughtful statements that show genuine efforts to address risks. Others, however, lack substance and appear to be more of a box-ticking exercise.

What to Watch Out For

If a company’s statement simply claims that it works with “reputable suppliers” and sees “little to no risk” of modern slavery, this is a red flag.

It suggests that they may not have conducted a thorough risk assessment of their supply chain — particularly at the Tier 2 and Tier 3 levels. These deeper tiers often carry the highest risk of modern slavery, especially in industries like textiles, electronics, and construction materials.

For specifiers conducting due diligence, it’s important to:

• Read the statement carefully

• Look for evidence of real action

• Assess whether the company addresses the seven mandatory requirements

• Check if the company outlines risk assessment processes and remediation plans

If a company’s statement looks the same year after year with no updates or improvements, this could indicate that their actions are not evolving or that they are treating this as a one-off exercise.

What Is a Modern Slavery Policy?

A Modern Slavery Policy (or, preferably, a Human Rights Policy) is an internal document that outlines a company’s commitment to addressing modern slavery and human rights risks.

A robust Human Rights Policy should:

• Go beyond just modern slavery and address broader labour and human rights issues

• Include freedom of association, the right to collective bargaining, non-discrimination, and safe working conditions.
  

Having a policy doesn’t mean a supplier is taking action

Policies are important as they set out the company's intentions and commitments.

However, a policy does not necessarily mean the company is taking action.

I’ve written many Human Rights Policies for clients to meet tender requirements or prequalification standards, but that’s where it ends. Policies often sit in a drawer, never to be actioned.

For this reason, a policy alone should not be considered sufficient evidence of a company’s efforts to address modern slavery.

Key Questions to Ask Suppliers with Policies

If you’re accepting a policy as part of your due diligence process, follow up with the supplier and ask:

• Have you conducted a risk assessment of your supply chain?

• Have you identified high-risk products, materials, countries, industries, and worker types?

• What actions are you taking to address these risks?

• How do you evaluate the effectiveness of your actions?

• Do you have a remediation process in place?

Why the Difference Between A Statement and a Policy Matters

The distinction between a Modern Slavery Statement and a Modern Slavery Policy is crucial because it highlights whether a company is actually taking meaningful action or simply making promises on paper.

A statement should demonstrate that a company is actively working to:

• Identify risks

• Take action to address them

• Measure the effectiveness of their efforts (Are we having an impact)

• Continuously improve year-on-year

A policy, while important, is only a starting point. It should guide the company’s actions but needs to be supported by ongoing risk assessments, supplier engagement, and remediation processes.

The Problem with Box-Ticking

Unfortunately, many companies take a tick-box approach to addressing modern slavery.

They may draft a policy or publish a statement, and then believe their work is done. This approach will not reduce modern slavery or improve the conditions of vulnerable workers in supply chains.

As an industry, we need to demand more.

We need to:

• Conduct proper due diligence

• Engage with suppliers beyond Tier 1

• Continuously improve our systems

• Measure the impact of our actions

The only way to eradicate modern slavery is through meaningful action — not just compliance and box ticking.

You have the power to make a real and lasting difference

If you’re conducting due diligence on suppliers, don’t just ask for a policy or a statement. Read the documents. Assess whether the company is identifying risks, taking action, and measuring effectiveness.

Remember: A policy is a promise. A statement should be evidence of action.

The goal should be to partner with companies that are committed to making a real difference in addressing modern slavery risks in their supply chains.

Want to know more about Modern Slavery Statements?

Even if you're not legally required to report under the Modern Slavery Act (Cth), many of your clients are. And increasingly, they expect their suppliers to step up – especially those providing furniture, textiles, fittings, finishes, or design services.

This article explains what a modern slavery statement actually is, why it matters and some simple steps to help you get started.

5 Things You Can Do Right Now to Understand Modern Slavery Risk in Your Supply Chain

The interiors industry is full of creativity, craft, and innovation.

But behind the beautiful finishes, furnishings, and materials, there’s a less visible side of the story: the people who make them.

And the uncomfortable truth is that modern slavery and labour exploitation remain widespread across global supply chains, particularly in products and materials commonly used in interiors — from textiles and timber to metals and furniture.

If you’re an architect, designer, specifier, or supplier, understanding where the risks lie in your supply chain is a key step to taking meaningful action.

The good news? You don’t need to wait for a perfect strategy to start making a difference.

Here are 5 practical actions you take right now that will make a difference.

1. Map Your Key Products, Materials and Services

If you’re an architect or designer

Take stock of what you specify or source most often: furniture, joinery, carpets, textiles, stone, timber, metals.

Write down the top 10 product categories and where you think they may come from.

Even if you don’t know the full journey, mapping what you do know helps highlight where risk might sit.

If you’re a product supplier

Map all your product and material suppliers, what you procure and where you procure it from.

Some products and sourcing locations in the interiors industry are particularly high risk, including:

• Furniture, timber, and metals from China

• Textiles from China, India, Nepal, Pakistan, Philippines, Argentina, Bangladesh, and Türkiye

• Rugs and carpets from India, Pakistan, and Nepal

• Leather from India, Bangladesh, and Pakistan

It’s also important to remember that exploitative work practices happen here in Australia too.

Goods and services linked to low-paid, low-skilled jobs, such as hospitality and cleaning can carry high risk of exploitation.

2. Ask Your Suppliers Simple, Brave Questions

This is where real impact happens and it’s critical to the process of addressing modern slavery.

You can’t do this work without the support and commitment of your suppliers. This makes supplier engagement absolutely essential to driving real change.

Ensure they know that you’re working on this as a partner. We’re here to listen, understand your business, and support suppliers.

Start the conversation. Ask:

• Where do your products and raw materials come from?

• What steps are you taking to ensure workers are treated fairly and are working in a safe environment in your own operations and your supply chains?

• Do you have evidence to back this up?

• Do you have a modern slavery statement that demonstrates meaningful action, one that goes beyond box ticking?

• Do you have a long-term strategy to tackle modern slavery and exploitation in your supply chains?

You don’t need all the answers right away.

The act of asking signals that you care, and it helps identify which suppliers are open and proactive about ethical practices.

3. Use Trusted Risk Resources

Leverage existing research instead of starting from scratch.

Resources like the U.S. Department of Labor’s List of Goods Produced by Child Labor or Forced Labor, the Design for Freedom Toolkit, and reports from Walk Free and the ILO provide insight into which products, countries, and industries carry the highest risks.

Cross-check your mapped materials against these lists – you’ll quickly see where to focus attention.

4. Look Beyond Tier 1 Suppliers

Often, the risk of exploitation isn’t with the supplier you deal with in Australia—it could be in tier two or further down the chain, in the mills, mines, and factories producing raw materials.

For example, risk could be found in the fabric mill that supplies your upholsterer, or the quarry that produces the stone your joiner installs.

Begin by asking your direct suppliers how far they can trace back their own supply chain. Even tracing one or two tiers is a step toward greater transparency.

It’s also important to note that Australian wholesalers or retailers should not automatically be classified as low risk. Even though they are Australian companies, they are often procuring goods from all over the world.

5. Build a Culture of Curiosity, Connection and Commitment

Understanding modern slavery risk isn’t just about compliance.

It’s about culture and commitment.

Encourage your team to stay curious, ask questions, and share what they learn. Bring modern slavery and exploitation into design discussions, procurement decisions, and client conversations.

When curiosity becomes part of the culture, awareness grows, and collective responsibility leads to stronger action.

This work also requires ongoing commitment. Change doesn’t happen overnight, but every action builds momentum.

The Key to Ending Modern Slavery is in Taking the First Step

You don’t need to have everything figured out to begin addressing modern slavery in your supply chain.

Start small, take one step at a time, and build momentum.

Every question asked, every supplier engaged, and every material mapped brings you closer to ensuring the interiors you create are not only beautiful but also dignified, ethical, and free from exploitation.

👉 Your turn: Which of these five actions could you start this week?

Looking for support with Modern Slavery Risk in your organisation?

I work with designers, architects and product suppliers, helping them identify labour exploitation and modern slavery in their supply chains – and take meaningful action towards ending it.

If you’re an architect or designer, you can download a FREE Guide to Modern Slavery here.

If you’re a product supplier, you can download a FREE guide to Modern Slavery here.

If you would like more information, guidance, resources, or advice on how to assess for risk or how to meaningfully engage with suppliers please get in touch with me here.

Leadership is not a Job Title: It's the Courage to say we need to act on Modern Slavery

When it comes to taking meaningful action on modern slavery and labour exploitation, leadership doesn’t always sit in the corner office.

It’s not about your title, your office, or how many people report to you.

It’s about the courage to act, the curiosity to ask better questions, and the commitment to change things, even when it’s uncomfortable.

Some of the most powerful leaders I’ve met in this space aren’t the CEOs or business owners. They’re people like you and me — people who believe workers in supply chains matter, who know exploitation has no place in the way we do business, and who step forward to do something about it in a meaningful way.

They also understand this: addressing modern slavery is not going away.

Governments around the world are introducing modern slavery legislation or human rights due diligence laws.

The investment community is demanding action.

Big business wants to protect its reputation—and as part of their supply chain, you have the power to strengthen it or weaken it.

Requirements to address modern slavery now appear in tenders, contracts, and supplier onboarding.

And the best leaders see not only the moral imperative, but also the competitive advantage of doing the right thing.

Let’s explore what it really looks like to have the courage to act on Modern Slavery in your supply chain.

What Leadership Looks Like in This Space

Leadership in addressing modern slavery begins with the person who says, “We need to act.”

It’s not about already having solved the problem or knowing all the answers - it’s about choosing Meaningful Action over inaction or mere compliance.

Too often, companies approach modern slavery by ticking a box, thinking a policy or modern slavery statement is enough. True leaders know that change requires connection, curiosity, commitment, courage and collaboration.

The leaders I’ve worked with over the years have a few things in common. They;

• Feel connected to the issue and recognise a shared responsibility to safeguard the rights and wellbeing of workers in their supply chain

• Are curious – they want to learn more, and more, and more.

• Are committed – they want a plan: Where do we start? What’s involved? How do we get there?

• Collaborate with experts to understand the best approach, build a clear strategy, and create a roadmap for tackling modern slavery. They see suppliers as critical partners and make collaboration a priority.

• Are courageous – they put themselves out there, challenge the status quo, and speak up even when it’s uncomfortable, unpopular, or risky. They know silence protects the problem, not the people.

And finally, the take the time to build a business case to take to the leadership team, saying: We must act. First, because it’s the right thing to do. Second, because our clients are asking for it.

Let’s look at leadership a little more deeply through the lens of the 5 Principles of Meaningful Action.

Leading with the Five Principles of Meaningful Action

If we want make a difference, we must lead with the Five Principles of Meaningful Action.

1. Connection

Leadership starts with recognising our shared humanity.

Every material we specify, every product we order, every supplier we engage connects us to someone, somewhere, often a person we’ll never meet.

Leaders choose to care. They ask: Who made this? And at what cost?

2. Curiosity

Leaders lean in—they want to understand, and they’re not afraid to dig deeper. They ask with genuine interest and purpose:

• Can you map and share all the suppliers involved in delivering this product or service?

• Can you show workers were paid fairly, or at least the minimum wage?

• How do you ensure workers’ health and safety is protected in this factory/site/workplace?

It’s not about having all the answers, it’s about committing to learn, to ask again, and to keep improving.

3. Commitment

Real change takes more than just a policy—it takes staying power.

Leaders commit for the long haul, guided by a clear strategy, roadmap, and plan to keep moving forward.

They ask the hard questions - Are we having impact? Are we doing enough? - and use the answers to guide improvements, sharpen their focus, and drive better results.

Leaders stay the course because meaningful change doesn’t happen overnight, it’s built step by step.

4. Courage

Sometimes leadership is quiet.

It’s the person in the meeting who says:

• “I don’t think that’s good enough.”

• “We can do better.”

It takes courage to challenge the status quo; not to be difficult, but because lives and dignity are at stake, and meaningful change starts when someone is brave enough to stand up.

5. Collaboration

No one can solve this alone.

Good leaders bring others with them, they seek out experts, industry professionals, and trusted advisors to guide their journey, creating space for honest conversations, building partnerships, and making suppliers active participants in the solution.

They know that real change happens when influence is shared, trust is built, and progress is measured together.

Real Leaders in Action

In my 17 years in the interiors industry, I’ve worked with, and witnessed, many remarkable leaders.

Titles don’t define them; they could be a Sustainability/ESG Manager, Operations Manager, or Marketing Manager. What unites them is their willingness to step outside their comfort zone, challenge the status quo, and ask their leadership team: “We need to do this. We need to do better.” They find ways to get people on board and turn intention into meaningful action.

These leaders believe in the cause. They act on it. They stay the course even when it’s uncomfortable. They focus on impact, asking where they have influence, how they can use it, and where opportunities lie, rather than seeking just to eliminate risk.

Leadership also comes from unexpected places.

I’ve seen young design and architecture graduates fresh out of university step into organisations and challenge senior management: “What are we doing to address sustainability? How can we do better?”

Their courage and curiosity drive meaningful conversations and spark change.

And, of course, leadership sometimes comes from the top. I’ve worked with managing directors deeply committed to addressing modern slavery beyond Tier 1 suppliers. They engage directly with suppliers, explain why this matters, and lead from the front, not just in policy, but in practice.

What Kind of Leader Do You Want to Be?

You don’t need to be a CEO to lead.

You don’t need a big title.

You just need to care enough to act—and be brave enough to speak up.

Whether you’re a designer, specifier, procurement lead, or product supplier, you have a voice, agency, and influence.

You can lead by asking the right questions—of your team, your management, or your suppliers—like: What is the company’s plan for addressing modern slavery, and is it truly meaningful?

In this space, leadership means choosing dignity over convenience, ethical choices over the lowest cost, and progress over perfection.

Be brave. Step forward, ask the questions that matter, challenge the status quo, and turn concern into action. This is where meaningful change starts.

Are you ready to lead meaningful change?

If you’re a leader who feels the connection, has the courage to step up, and is ready to make a real commitment to meaningful change, let’s talk.

Whether you need mentoring, practical tools to get started, a clear strategy and action plan to turn intent into impact, or a review of the work you’ve already implemented, I’ll work alongside you to make it happen — with purpose, focus, and impact.

You can get in touch with me and start the conversation here.

The 7 Modern Slavery Statement Red Flags (& how to spot them)

What to look for when you’re reviewing a Modern Slavery Statement to know when a company is simply “Ticking a Box”

Modern slavery and labour exploitation are widespread, affecting supply chains in almost every industry, including the interior design industry.

Governments, consumers, and specifiers increasingly expect companies to address these issues transparently and ethically.

Yet, while some organisations are sincere in their efforts, many engage in what’s known as “box-ticking” — doing the bare minimum to appear compliant without creating real, long-term, substantial change or making meaningful plans for long-term impact. And some well-meaning companies may be box-ticking unknowingly, believing they are doing enough when they are not.

Let’s be clear: taking a tick-box approach to addressing modern slavery will not end modern slavery and will have little to no impact for the vulnerable men, women, and children in the business operations or supply chains of Australian businesses.

We all need to take meaningful action to end modern slavery.

And that means Modern Slavery Statements can’t be just for show.

But how can you tell?

Let’s look at the 7 red flags you should be looking for to tell company’s modern slavery response is meaningful or just ticking the box.

The 7 Modern Slavery Statement Red Flags

1. Superficial or Vague Modern Slavery Statements

A modern slavery statement is required by law for entities with annual revenue over $100 million, particularly in regions like the UK and Australia.

But the depth of these statements can reveal much about a company’s commitment.

Box-ticking companies may use generic, vague language that speaks broadly about “upholding values” and “commitment to human rights” without offering specifics.

A meaningful response will detail the company’s practices, including:

• Specific actions and initiatives they’re taking

• Concrete examples of identified risks and challenges

• Clear goals for addressing modern slavery and labour exploitation

• Meaningful impact metrics that go beyond compliance to measure real change

A clear sign of genuine intent is transparency around shortcomings or areas needing improvement.

Honest companies will openly discuss these issues, whereas a box-ticking company will often gloss over them.

2. Lack of Leadership Accountability

A genuine commitment to combating modern slavery often involves leadership at the highest levels.

Every CEO, board, senior management team, or managing director wants either to appear to be doing the right thing or to actually do the right thing, but they may not be willing to resource the work it takes for meaningful action.

Look for companies where senior executives or board members take an active role in setting and reviewing anti-slavery measures.

Companies that are just ticking boxes tend to delegate responsibility to lower-level staff or consultants without executive oversight or involvement.

If the senior leadership team is not fully engaged in the work, and not willing to resource initiatives and projects, then it’s unlikely that the company is committed to taking meaningful action.

3. Not Properly Identifying Modern Slavery Risks or Saying They Have No Risk

I see this quite frequently: some companies don’t clearly identify where their modern slavery risks are, or they just say they work with “ethical,” “socially responsible,” or “reputable” brands, as if that alone is enough.

When I see this, it makes me think one of two things: either they don’t actually know where their risks are because they haven’t mapped their supply chain or done a proper risk assessment, or they’re not willing to be transparent about their risks.

The reality is, if you don’t know which services, products, materials, countries, or industries are high risk, you don’t know where to focus your efforts.

I’ve also seen companies admit they buy from countries outside Australia, but then they don’t give any details about where exactly they’re sourcing from or what they’re buying. That kind of vague disclosure is a red flag.

A committed and transparent company’s response would:

• Detail in their statement the high-risk countries, materials, products, services, industries, and worker types

• Detail the specific types of modern slavery associated with each risk indicator (e.g., the worst forms of child labour linked to procuring timber from Vietnam).

• Report on the analysis, data, and websites used to conduct the assessment, ideally drawing from multiple sources rather than relying on just one or two.

• Explain how they may be contributing to or linked to modern slavery and labour exploitation through their own procurement practices.

We need to remember that the risk may not lie with their tier-one suppliers, but further down the supply chain. Curiosity and knowledge are key.

4. Lack of Regular Reporting and Measurable Impact Analysis

Effective modern slavery initiatives are ongoing and require regular review.

Companies truly committed to addressing modern slavery and labour exploitation will share measurable outcomes and updates over time, not just issue a one-time statement.

Look for:

• Quantitative data on audits, inspections, and supplier assessments

• Progress updates on initiatives, year over year

• Clear impact indicators based on meaningful actions

• Evidence of asking uncomfortable questions (internally) and demonstrating curiosity — for example, Are we really having an impact?

When we talk about impact indicators based on meaningful actions, it’s more than just measuring straightforward KPIs like the number of training sessions conducted.

If a company only releases a single report, duplicates the same report each year, or offers no measurable progress, it may be a sign they are just ticking a box.

5. Little or No Meaningful Supplier Engagement

Modern slavery is prevalent in supply chains, often across multiple tiers.

Companies serious about labour rights invest time and resources into building meaningful, collaborative relationships with their suppliers.

This includes:

• Genuine supplier collaboration — we’re in this together

• Supplier assessments requiring evidence to substantiate claims — not just yes-or-no responses

• Providing feedback to suppliers, whether it’s recognising exceptional performance or documenting necessary improvements, such as workplace health and safety

• Collaborative initiatives to educate and improve supplier practices

• Engaging directly with workers to better understand their working conditions and identify potential risks

• Regular audits and on-site visits to high-risk suppliers, including unannounced third-party audits

• Supporting suppliers to rectify issues rather than immediately cutting ties, since real change often requires long-term engagement

A lack of supplier engagement, or failure to mention supplier-related action, often points to a superficial approach. You simply can’t do this work without them.

6. Minimal or No Employee Training Programs

Another key factor in a genuine anti-slavery strategy and commitment is employee education.

Companies should train their staff — particularly those in procurement and sourcing roles, or employees responsible for recruiting contractors — on what modern slavery is, how it can occur, how to identify modern slavery risks, and how to handle those risks.

Indicators of real commitment include:

• Regular training sessions on modern slavery and labour rights led by industry experts

• Understanding of how a company may be causing, contributing to, or linked to exploitation

• Clear guidelines for employees on identifying and responding to risks

• Ongoing support and resources to help employees implement anti-slavery measures in their work.

If a company doesn’t provide training, or only superficially mentions it, it’s likely they’re not fully invested in the cause.

7. Lack of Transparency — Are Companies Coming Forward When Modern Slavery Is Found?

Companies that openly acknowledge when they have found modern slavery in their supply chains, and clearly explain the actions they’ve taken to address it — are, in my view, demonstrating meaningful commitment and true courage.

Addressing and remediating situations where modern slavery is found is essential.

Companies committed to creating impact take responsibility for improving conditions for affected workers, which may include:

• Offering support or compensation to exploited workers

• Working with NGOs and social services to support individuals where needed

• Providing transparent plans to address and rectify identified issues within the supply chain

• Conducting key learnings analyses to understand why the situation occurred, whether the company contributed to it, and what can be done differently to prevent it in the future

• Sharing progress updates on remediation efforts.

A company that sidesteps remediation or avoids discussing specific cases likely lacks true commitment.

Beyond Box-Ticking: The Path to Meaningful Change for Labour Exploitation

The difference between a tick-box approach and a genuine commitment to addressing modern slavery is in the details.

Real impact requires commitment from the board, senior management, or managing director.

It also demands transparency, measurable goals, independent oversight, and a readiness to engage deeply with suppliers and affected workers.

Companies willing to do the hard work of scrutinising their supply chains and reporting honestly are the ones most likely to make a meaningful difference — and they’re the companies you want to be working with.

These companies embody the 5 Principles of Meaningful Action: they build connection with their suppliers and affected workers, show commitment through sustained effort, demonstrate courage to confront uncomfortable truths, foster collaboration with stakeholders, and approach the issue with curiosity to keep learning and improving.

What does meaningful action look and feel like for your organisation?

I’m keen to hear your thoughts on what meaningful action looks like for you. Get in touch with me and tell me how you’re doing it.

And if you want honest feedback and ideas for meaningful action to amplify your modern slavery response, reach out to me any time here, or connect with me and join the important conversation around modern slavery and labour exploitation over on LinkedIn.

The Challenge of Sustainability: A Love Letter in Support of ESG Managers

Musings, encouragement, and a whole lot of love for the architects, designers, building Sustainability professionals and product supplier sustainability champions doing the work.

I've worked in this space—as an Environmental Manager and Sustainability Consultant—for over 20 years. And wow, how things have changed.

When I first started consulting, sustainability wasn’t even a word people used. ESG definitely wasn’t a thing. It was all about the E—the environment.

Back then, for product manufacturers, if you had GECA certification, FSC or PEFC Chain of Custody, and ISO 14001—you were considered ahead of the game.

For architects and designers, it was mostly about Green Star and NABERS. That was it.

There was no sustainability strategy:

• No talk of embodied carbon or circular economy.

• No Biophilia.

• No Health Product Declarations.

• No expectation to develop a Reconciliation Action Plan.

• No ethical procurement or modern slavery expectations.

There was no real strategising. You got your certifications, ticked the boxes, and got on with business.

Then Everything about Sustainability Shifted

Product certification schemes evolved. Standards tightened. And the volume of requests exploded.

More ecolabels and initiatives entered the market—Global GreenTag, AFRDI Green Tick, Declare, Climate Active, Science Based Targets, Responsible Steel, and Responsible Wood.

The list keeps growing (just take a look at the Responsible Score Checker for a sense of scale).

Manufacturers now have to keep up with a growing list of requirements across multiple programs, platforms, and systems.

We now have tools like the Product Aware Database, which is helping to centralise and support product transparency. It’s a promising start, but its strength will depend on greater collaboration and input from product manufacturers, wholesalers, suppliers, and the broader sustainability community. With more data shared, it has the potential to become a powerful ally in streamlining and advancing this critical work.

Meanwhile, for architects and designers, sustainability has exploded.

Embodied carbon

• Operational carbon

• Biophilic design

• Updated Green Star tools

• WELL

• Living Building Challenge

• Circular economy

• Social impact expectations

• The incredible rise of Architects Declare (honestly, one of the best, most hopeful industry collaborations around)

It’s A Lot.

And it needs to be. Because we do need to evolve.

We need to reduce carbon.

We need to design for biodiversity, not against it.

We need to end labour exploitation and modern slavery in our supply chains.

Sustainability work matters deeply.

But let’s be real—for most businesses, this work sits on the shoulders of one person.

One person trying to keep up with the shifting sands of ESG, certifications, frameworks, audits, design briefs, client expectations, risk registers, and reporting. Oh, and also—creating impact.

And that person?

Is usually you.

So, This Is Just to Say…

To the sustainability professionals in design firms, architecture practices, building and construction companies, and manufacturing businesses:

I see you.
I feel you.
I know how hard it is.

And I know how often you don’t get the thanks, the backing, or the resourcing you deserve.

You’re holding complexity, contradiction, and constant change—and doing it with heart, integrity, and determination.

So thank you.
Thank you.
Thank you.

Keep going. Keep asking questions. Keep pushing for better. Keep connecting the dots between planet, people, and product. Keep showing up—even when it’s hard, especially when it’s hard.

We need you.

And we’re better because you’re here.

What is a Modern Slavery Statement? And why it matters to your business.

A Practical Guide for Small Businesses in Interior Design, Fitout, and Furniture Supply

If you’re in the interiors industry then you’re closer to modern slavery than you think.

It’s embedded in the products you specify, hidden in the supply chains you rely on, and too often, it’s ignored.

Since the Commonwealth Modern Slavery Act 2018 came into effect in 2019, awareness of modern slavery has increased across the building and interiors sector.

Architects, designers, project managers, and clients are asking questions—not just about sustainability or price, but about ethics. And they’re turning to their suppliers—manufacturers, distributors, retailers—to find out: What are you doing to address modern slavery? And do you have a Modern Slavery Statement?

If these questions have left you unsure of where to begin, then this article is for you.

Even if you're not legally required to report under the Modern Slavery Act (Cth), many of your clients are. And increasingly, they expect their suppliers to step up – especially those providing furniture, textiles, fittings, finishes, or design services.

In this article, we’re going to explore what modern slavery is, the key points of the Commonwealth Modern Slavery Act 2018, what a modern slavery statement actually is, why it matters and some simple steps to help you get started.

What is Modern Slavery?

Before we get into the details of Modern Slavery Statements, it’s important that we get clear on what modern slavery actually is.

Modern slavery refers to situations where a person’s freedom is taken away, often through coercion, violence, deception, or abuse of power—and they are exploited for profit.

There are eight recognised forms of modern slavery:

• Trafficking – moving or harbouring people for exploitation

• Slavery – exercising power or ownership over a victim and treating people as a commodity

• Servitude – significantly restricting a person’s freedom

• Forced labour – forcing a person to work against their will

• Forced marriage – using coercion, threats or deception to force a victim into marriage

• Bonded labour – working to repay an unpayable debt

• Deceptive recruiting – where a victim is deceived about their job and conditions of employment

• Worst forms of child labour – work harmful to a child’s safety, morals and development. This includes hazardous and dangerous work.

In the interiors sector, incidents of modern slavery can be found at raw material extraction, factory production, and even labour hire.

And we can’t simply ignore it.

This is why in Australia, large companies are required to adhere to the Modern Slavery Act.

What is the Modern Slavery Act?

The Commonwealth Modern Slavery Act 2018 (Cth) requires companies in Australia with over $100 million in annual consolidated revenue to submit a modern slavery statement each year.

A Modern Slavery Statement outlines what the company has done to assess and address modern slavery risks in its business operations and supply chains.

The statement must be:

• Approved by the board (or equivalent)

• Signed by a director

• Uploaded to the government’s online Modern Slavery Register

Smaller businesses aren’t legally required to report, but they can report voluntarily.

Many are now doing so in response to client demand or industry requirements (e.g., certification schemes like GECA).

It’s important to note that The Act doesn’t require businesses to be “slavery-free.”

The goal isn’t perfection. It’s about transparency, responsibility, meaningful action and continuous improvement.

What is a Modern Slavery Statement?

Let’s clear this up:

A modern slavery statement is not the same as a policy.

A policy says: “Here’s our stance on modern slavery.”

A statement says: “Here’s what we’re actually doing about it.”

If your clients are asking for your Modern Slavery Statement, they’re expecting you to report on the seven mandatory criteria outlined in the The Act.

What are the 7 Mandatory Criteria of the Modern Slavery Act?

Modern Slavery Act Criteria	What it Means
1. Identify the entity	State your business/trading name
2. Describe your structure, operations & supply chains	Who are you, what do you sell, how and where do you source materials or services?
3. Describe risks of modern slavery	Where could modern slavery be happening in your operations or supplier chain? For example, geographical locations, products, services, sectors and worker types.
4. Describe actions taken	This is asking you to describe your due diligence process, i.e. what has your business done to identify, prevent, mitigate and account for modern slavery risks? What steps have you taken to address your risk, e.g., training, policies, supplier engagement, supplier risk assessments etc.?
5. Assess effectiveness	Monitoring and measuring the effectiveness of your actions is essential to understanding whether your policies, programs, procedures, and training are genuinely being integrated into day-to-day business operations AND having an impact. Ask yourself: Are our actions making a difference to workers in our supply chain?
6. Consult with owned entities	If you own or control other businesses, how are they contributing to your efforts to address modern slavery? You are required to consult with them to ensure they understand their responsibilities and are taking appropriate action to identify and manage modern slavery risks.
7. Other relevant info	Future goals or priorities, lessons learned, case studies

You can see very clearly that a Modern Slavery Statement is not a one line policy you pop on your website.

It’s a clear commitment to understanding and mitigating the risk of modern slavery in your supply chains.

And it’s something that clients and stakeholders are starting to expect.

Expert Tip

Even if you're not yet ready to write a full statement, just starting to map your supply chain or talking to suppliers is a huge first step.

What do clients and stakeholders expect?

Even if you’re not required to report under the mandatory reporting threshold required by The Act, you might still be getting these questions:

• “Do you have a modern slavery statement?”

• “Have you mapped your supply chain?”

• “What steps have you taken to reduce labour exploitation in your supply chain?”

These questions are showing up consistently in:

• Prequalification documents

• Supplier onboarding forms

• Government and university tenders

• Sustainability certifications (e.g., GECA)

This is because forward-thinking clients want to work with suppliers who take this seriously, even if they’re a small business.

And increasingly, those clients need you to demonstrate action so they can meet their own reporting obligations.

Why Addressing Modern Slavery Matters More Than Ever

There are an estimated 49.6 million people trapped in modern slavery around the world today.

The interiors sector is not immune. From the extraction of raw materials to the sewing of upholstery fabrics, the true cost is often carried by vulnerable workers, concealed by low prices and lengthy supply chains.

And here's where your business can make a difference.

By asking questions, setting expectations with your suppliers, and being transparent with clients, you contribute to an industry where dignity, ethics, and transparency matter.

Every conversation matters. Every improvement matters.

And that’s why it’s so important to get things started with a Modern Slavery Statement for your business.

5 Simple Steps for Getting Started with your Modern Slavery Statement

Not sure where to begin?

Start small.

Here’s 5 simple things you can do right now to start understanding the modern slavery risk in your supply chain -

1. Map your supply chain
What products and services do you procure? Where do they come from? Are they from high-risk regions, sectors etc.?

2. Talk to your suppliers
Ask what steps they are taking to address modern slavery and labour exploitation in their supply chains?

3. Document your actions
Keep a record of policies, training, supplier conversations, risks identified.

4. Consider a voluntary Modern Slavery Statement
It shows leadership and can strengthen client trust.

5. Seek support
The issue of Modern Slavery can be complex and overwhelming. But you don’t have to go it alone. I support small businesses to take meaningful, practical steps, no matter your size or starting point.

Taking action on modern slavery isn’t just about compliance.

Taking meaningful action towards ending modern slavery is about more than complying with the Modern Slavery Act.

It’s about leadership, integrity, and choosing to be part of something bigger than ourselves.

As small businesses, you may not always feel like you have the power to create change, but you do.

Every product you choose, every supplier you question, every value you stand behind, these are the building blocks of a more ethical industry.

By stepping up and taking meaningful action, you show your clients and the industry that addressing modern slavery isn’t optional, it’s essential.

Behind every fabric swatch, every piece of joinery, and every finished fit-out, there’s a supply chain—and with it, the risk of exploitation. A Modern Slavery Statement is your chance to acknowledge that risk, take responsibility, and lead with transparency.

You don’t need to have all the answers. You just need to start.

If you’d like some support with your Modern Slavery Statement, I can help.

I work with designers, architects, product & material manufacturers and retailers, helping them identify labour exploitation and modern slavery in their supply chains – and take meaningful action to address them.

If you’d like to book a review of your Modern Slavery Statement, organise some training for your organisation, or simply find out how your business can take the first step, reach out to me here.

How to take Meaningful Action against Modern Slavery in your Supply Chain

Over the last two decades, I’ve witnessed strides in environmental sustainability across the building and construction sector. A lot of emphasis on reducing carbon, addressing circular economy, biodiversity - we're seeing a real shift.

But let’s be honest: when it comes to the ‘S’ in ESG—Social—it’s still the poor cousin.

We’ve come a long way in terms of sustainability—now it’s time to put people front and centre.

Yes, the Modern Slavery Act 2018 came into force in 2019. Yes, it raised awareness.

But has it driven meaningful change? For too many, the answer is still no.

And we can’t fix what we’re not willing to face.

In this article we’ll explore how you can do a better job of tackling modern slavery and labour exploitation in your supply chain.

The uncomfortable truth? Modern slavery exists in our supply chains.

And it’s not because we’re doing nothing.

Everywhere I look, companies are trying—identifying risks, signing Codes of Conduct, filling out Supplier Self-Assessment Questionnaires, and developing Modern Slavery Statements.

But good intentions don’t always lead to meaningful outcomes.

I know this because I’ve spent over 17 years working with product manufacturers and retailers in the fit-out and construction sector.

I’ve seen where progress stalls, where gaps remain, and where action should be—but isn’t.

We need to move beyond compliance.

Tackling modern slavery in your supply chain is not just a box to tick—it’s a responsibility to act.

That means actively looking for modern slavery and labour exploitation, not passively hoping we don’t find any. Because make no mistake—it’s there.

Over the past decade, manufacturers and retailers have been overwhelmed with requests from architects, designers, governments, and builders to prove they’re addressing modern slavery. They’re asked to sign up, show up, and self-assess.

But too often, follow-through is lacking.

Commitments fade. Priorities shift. And workers—real people—remain invisible, unheard, and unprotected.

As an industry, we need small and medium businesses to take action.

Change won’t happen without them.

But they need to be empowered.

They need to be equipped with the tools and resources to act – many of which already exist – and more importantly, they need incentive to drive meaningful action.

This will come through procurement specifications that prioritise ethical practices, and by evaluating and selecting suppliers based on their commitment to understanding and addressing modern slavery and labour exploitation risks within their supply chains.

Evaluation and incentivisation are critical to shifting industry practice and embedding lasting change.

What can you do right now? Start with Meaningful Action.

It’s time for all of us—suppliers, specifiers, designers, architects, builders, procurement teams, executives, boards, building rating tools, Ecolabelling bodies and certifiers—to step up and take the challenge.

We need to dig deeper. Get uncomfortable. Be honest.

Most importantly, we need to act.

And we can do that by using the 5 Principles of Meaningful Action.

The 5 Principles of Meaningful Action to End Modern Slavery

1. Connection

Connection is about recognising that every procurement decision connects us to workers around the world.

It’s the first step in being able to take meaningful action, and it involves:

• Connecting on a heart level—this is about people’s lives.

• Reflecting on how your decisions (tight budgets, deadlines, lowest-cost options) might contribute to exploitation.

• Engaging with workers, NGOs, unions, and industry experts.

• Educating your team—not just on policy, but on purpose.

• Building real relationships with your suppliers—let them know this matters.

2. Curiosity

Curiosity is the pathway to actual change. Question everything. Demand better answers. Keep learning.

If you’re ready to get curious, you should:

• Learn where modern slavery and labour exploitation occur—understand the risks in products, sectors, materials, and regions.

• Reflect on your own business practices—how might you be linked to harm?

• Challenge simple yes or no answers. Ask suppliers how they ensure safe and fair working conditions—not just whether or not they do.

• Ask your suppliers: “Have you found modern slavery in your supply chains?”
  If they say no, ask: “What meaningful actions are you taking to understand risk?”
  No findings may indicate the need for a deeper, more rigorous approach.

• Look for more than policies—ask for evidence.

• Understand what to do when you do find modern slavery.

• Keep asking: what does real commitment look like?
  
  

3. Commitment

Commitment to taking action is about moving from awareness to impact. And then making a choice, on a regular basis, to stay the course.

Commitment looks like:

• Developing a long-term strategy grounded in the 5 Principles of meaningful action.

• Prioritising robust due diligence aligned with the UN Guiding Principles.

• Measuring real impact—not just how many people were trained, but what’s changed.

• Providing meaningful feedback to suppliers. Following up. Tracking progress.

• Keep going—even when it gets complex or uncomfortable.
  
  

4. Courage

This type of global change takes courage. You will have to face discomfort. Speak the truth, (even when its hard). Lead with heart.

Courage in taking action shows up as:

• Questioning the status quo. Are we really making an impact?

• Confronting inconsistencies—do all departments align on this?

• Advocating for more resources if you’re in sustainability or procurement roles.

• Finding the courage to have uncomfortable and sometimes confronting conversations with suppliers

• Being brave enough to say: Yes, we’ve found exploitation. And here’s what we’re doing about it.

• Taking decisive action when harm is uncovered. That’s leadership.
  
  

5. Collaboration

While everything you do has an impact, you can’t do it alone. We must work together if we want to end exploitation.

Collaboration is key. And you can help by:

• Joining or forming multi-stakeholder initiatives with NGOs, unions, industry groups, and worker organisations.

• Co-creating ethical standards that prioritise workers’ rights.

• Taking part in shared training and capacity-building.

• Encouraging supplier collaboration and support worker voice.

• Partnering with local organisations who understand conditions on the ground.

Ask yourself the hard question: Is what we’re doing making a real impact?

Whether you're a designer, builder, industry body, board member, ecolabel, or certifier—this is the time to pause and reflect:

• Are we enabling real change—or just meeting minimum requirements?

• Are we evaluating suppliers on what they do—not just what they say?

• Are building rating tools, tenders, Ecolabels and procurement processes rewarding companies that lead on this?
  
  

The truth is: people are still being exploited to build our buildings.

While we focus on carbon, circularity, and biodiversity – essential areas, no doubt —

we can’t keep overlooking the people making the products we use every day.

So, we must ask ourselves:

• How long will we accept this?

• How long will we tolerate exploitation as an inconvenient truth?

• When will real impact become our baseline—not the exception?
  
  

It’s time to draw a line.

To stop treating human rights as optional.

Because if we keep ticking boxes, nothing will ever change.

It’s time to act.

Modern slavery doesn’t end with policies. It ends with people.

And it starts with you.

Are you ready to take meaningful action?

If you’d like to know what your organisation should do next when it comes to tackling modern slavery in your supply chain, I’m here to help you do that.

Book a call with me here, and let’s explore your next step towards meaningful action.

How Modern Slavery is embedded in your supply chain: and why you should care

Labour exploitation and modern slavery remain deeply embedded in the supply chains that support the design, building, and construction industries

Modern slavery isn’t always visible, but it remains a widespread risk in almost every supply chain.

Since the introduction of the Commonwealth Modern Slavery Act 2018, awareness has grown, but awareness alone isn’t going to end modern slavery.

Tackling the complex issues around modern slavery requires more than compliance—it needs meaningful action.

Even small businesses, while not legally required to report under the Act, are being called upon by clients, specifiers, government, certification schemes to show leadership and accountability.

This isn’t just a regulatory expectation—it’s an opportunity to build trust, protect vulnerable people, and contribute to lasting change.

Understanding the risks is a critical step in building ethical, human-centered supply chains.

In this article, I’m going to show you what modern slavery and labour exploitation look like, how to identify the signs, and why addressing both in your supply chain is crucial—especially in industries like design, construction, and manufacturing. 

What is Modern Slavery?

Modern slavery occurs when a person’s freedom is taken away.

Their freedom to control their body, their freedom to refuse certain work, or their freedom to stop working.

This is often carried out through threats, violence, coercion, abuse of power, or deception.

When we think about slavery, we’re often imagining someone in chains, but modern slavery is more complex than that.

And it’s often hidden in plain sight. Every day people are tricked or forced into modern slavery situations they cannot refuse or escape.

There are eight forms of modern slavery. They are:

1. Trafficking: Harbouring or moving a victim for the purpose of exploitation.

2. Slavery: Exercising power or ownership over a victim, including treating them like a commodity.

3. Servitude: Significantly restricting a victim’s freedom, such as in domestic work.

4. Forced Labour: Compelling a victim to work against their will.

5. Forced Marriage: Coercing, threatening, or deceiving someone into marriage.

6. Bonded Labour: Lending money to a victim who cannot repay, forcing them to work under conditions they cannot control to pay off the debt. This is the most widespread form of slavery globally.

7. Deceptive Recruiting: Misleading a victim about their job or employment conditions.

8. The Worst Forms of Child Labour: Work likely to harm the health, safety, or morals of a child. This includes hazardous work such as operating dangerous machinery, handling toxic substances, carrying heavy loads, or working in extreme conditions. It can also involve excessive hours or night shifts that prevent children from attending school.

What is Labour Exploitation?

While labour exploitation isn’t classified as modern slavery, it often paves the way for more serious abuses.

Labour exploitation involves the unfair treatment of workers, where their rights, dignity, and well-being are compromised for the benefit of others. It takes many forms, including unsafe working conditions, inadequate pay, wage theft, and excessive working hours.

Common examples of labour exploitation include things like:

Wage Exploitation

• Unpaid wages or wage theft (e.g., being paid for 30 hours while working 40 hours).

• Being paid below the minimum wage.
  

Denial of Employment Entitlements

• Lack of paid leave (e.g., annual, sick, or maternity leave).

• No access to benefits like superannuation entitlements.
  

Excessive Work Hours and Overwork

• Mandatory overtime without pay.

• No rest periods or meal breaks.
  

Discrimination and Harassment

• Gender-based discrimination: Female workers being paid less than male counterparts.

• Racial or ethnic discrimination: Migrant workers assigned the most dangerous tasks, while local workers are given safer, higher-paying roles.

• Other examples include verbal abuse, bullying, or sexual harassment by supervisors or colleagues.
  

Unsafe Working Conditions

• Lack of protective equipment (PPE).

• Hazardous environments (e.g., poor ventilation, exposure to harmful chemicals).

• Absence of safety measures, leading to overwork and fatigue-related risks.

What does a world without modern slavery look like?

A world without modern slavery and labour exploitation is one where workers throughout the world are able to:

• Choose or refuse the type of work they do.

• Join a trade union and bargain collectively.

• Work in a safe and hygienic environment.

• Be provided with appropriate safety gear.

• Be paid at least the minimum wage.

• Be protected against bullying, harassment, and discrimination.
  

And the good news, is that your business has the power to be a part of the solution.

It starts with understanding where modern slavery is occurring in your supply chain.

How to know if your supply chain or industry are high-risk for modern slavery

To effectively address modern slavery, it is essential to understand which products,  materials and industries are high-risk, the worker types most vulnerable (e.g., migrant workers), and high-risk regions or countries. Some examples of high-risk products include furniture, bricks, textiles, rugs, timber, and stone.

A great starting point is the Global Slavery Index, which provides national estimates of modern slavery for 160 countries.

Labour exploitation is often overshadowed by the more extreme cases of modern slavery, yet it remains a critical issue. One that can quietly take root in industries like building, construction and manufacturing.

Ignoring labour exploitation isn’t just an oversight; it’s a missed opportunity to intervene before conditions escalate into modern slavery.

The International Labour Organization (ILO) offers an extensive range of free resources on forced labour and labour exploitation.

The ILO has also published an excellent guide on the indicators of forced labour to help identify how and where it occurs.

What your business should be doing to help end modern slavery

In Australia, the Commonwealth Modern Slavery Act 2018 established a reporting requirement for entities with an annual consolidated revenue of more than $100 million.

These entities are obligated to report on their actions to assess and address modern slavery risk in their supply chains and submit an annual Modern Slavery Statement to the Attorney-General's Department (AGD).

The problem is that reporting alone rarely creates a meaningful impact for the people most affected by modern slavery.

And your business doesn’t have to have a revenue of more than $100 million for you to join the movement to end modern slavery.

What the world needs, is for all businesses to accept the challenge of taking meaningful action.

To do this well, we need to engage with the 5 Principles of Meaningful Action:

• Connection: Recognising that the choices we make are linked to the lives of workers around the world.

• Curiosity: Asking deeper questions about where our products come from, who makes them, and under what conditions.

• Commitment: Choosing to move beyond surface-level actions by prioritising, continuous improvement and long-term impact.

• Courage: Willingness to confront uncomfortable truths and take action in the face of complexity.

• Collaboration: Working together across sectors and supply chains to raise standards and create shared solutions.

By taking a values-driven, curious, and collaborative approach, we can shift from reactive compliance to proactive impact—where people, not just products, are placed at the heart of our business decisions. 

By being informed, curious, and proactive, we can create better conditions for the workers who are all too often overlooked. Together, we can make a difference.