A major customer has asked us to demonstrate our approach to human rights due diligence. What does 'good' look like to them?

Increasingly, large buyers — particularly those who are themselves ETI members or subject to human rights due diligence legislation — are raising their expectations of suppliers on human rights performance. If you're being asked to demonstrate your approach, a code of conduct and an annual audit schedule are unlikely to satisfy them for long. 

What responsible buyers are looking for is evidence of a genuine, sustained process: that you know where your risks are, that you engage meaningfully with your suppliers, that workers in your supply chain have access to remedy when things go wrong, and that you understand how your own purchasing decisions and practices affect the conditions you're trying to improve. The most progressive companies understand that setting high expectations of suppliers comes with a responsibility to support them in meeting those expectations — and that real improvement is a collaborative endeavour, not a compliance demand passed down the chain. 

These are the principles that ETI's framework is built around — and they map directly onto what emerging legislation like the CSDDD requires companies to demonstrate throughout their supply relationships. 

ETI membership gives you a credible, recognised framework to point to — one your customers will know and respect. It also connects you with a community of companies navigating the same challenges, and gives you the practical tools to make genuine, evidenced progress. So that the next time you're asked, your answer is stronger than it was before. 

See also: Human rights due diligence (HRDD): a complete guide for business