Reporting against the CTF: The Parently Group

In 2021 ETI published the Corporate Transparency Framework (CTF) which requires full ETI company members to publicly report against six minimum requirements relating to their human rights due diligence (HRDD). Company members are supported to improve year on year, through HRDD workshops and tailored feedback on their submissions. This case study captures the impact CTF reporting has had for company member The Parently Group.

The CTF has given us structure (especially in the early days when it was all quite overwhelming) and helps us to identify and prioritise areas that we need to focus on that are relevant to our business.

Diane McLaverty, Buying & Sourcing Manager, The Parently Group

What challenges did you face in meeting the Corporate Transparency Framework minimum requirements?

During our first year as Full Members, we encountered several challenges in meeting the minimum requirements of the Corporate Transparency Framework (CTF). One of the initial hurdles was identifying and prioritising risks within our supply chain. As we progressed, we found it particularly difficult to articulate how these risks manifested and how we were mitigating them. Translating complex and sometimes abstract risks into clear, reportable actions required a significant shift in our approach and mindset.

How did you overcome the challenges? 

To address these challenges, we developed a standardised approach to risk assessment to ensure consistency across all suppliers. We began with the ETI Base Code to identify potential human rights risks, conducted country-level research, and reviewed individual suppliers’ annual ethical audit reports. This two-pronged structured method quickly revealed unexpected risks, validating the effectiveness of our approach.

Understanding and mitigating these risks required deeper investigation. We explored root causes ranging from political instability to local economic conditions such as limited resources, corruption, or inconsistent enforcement of labour laws. This insight enabled us to engage more meaningfully with suppliers. We also strengthened our responsible purchasing practices — improving lead times, cost negotiations, and communication — while increasing physical visits to enhance relationships and transparency.

How did ETI support you along this journey?

ETI’s workshops and resources were instrumental in guiding us through this process. The sessions broke down complex topics, helping us build confidence in using new terminology and frameworks. Real-life case studies from other members, step-by-step guides, and the opportunity to connect with peers provided both practical insights and reassurance.

The HRDD workshops and purchasing practices sessions were particularly valuable, offering detailed guidance on each area of the CTF requirements and helping us improve our day-to-day collaboration with suppliers.

What were you hoping to achieve, and did you manage to? 

Our primary goals in our first year were to establish clear procedures for onboarding new suppliers, implement a robust and repeatable risk assessment process, and build our internal knowledge and confidence across all areas of the ETI Base Code. We’re proud to say we’ve made strong progress in all these areas and laid a solid foundation for continued improvement.

What lessons did you learn from the experience?

We’ve learned that this is an ongoing journey that requires sustained commitment. Regular time, resources, and engagement are essential to maintaining strong supplier relationships and effective reporting. We’re grateful for the support and knowledge ETI has provided so far, and we’re committed to building on this progress in the years ahead.