Updated your Supplier Code of Conduct? Learn how to engage suppliers, foster ethical partnerships, and embed sustainability into your supply chain with practical tips and strategies.

Updated Your Supplier Code of Conduct? Here's What Comes Next

Written by 
Nick Dexter, Principal Consultant, Modern Slavery and Human Rights

Our Modern Slavery and Human Rights Principal, Nick Dexter, shares how to engage suppliers, foster ethical partnerships, and embed sustainability into your supply chain with practical tips and strategies.

Crafting a robust Supplier Code of Conduct is a critical first step in setting the standards and expectations for your suppliers. It’s a vital tool that articulates your business values, ensuring that your supply chain aligns with your commitment to ethical practices and sustainability.

But here’s the thing: simply having a Supplier Code of Conduct isn’t enough. It’s what comes next that really counts—how you communicate and embed those standards with your suppliers. This is where a well-considered communication plan becomes essential.

Why? Because you’re in a partnership, not a transaction.

They need to understand that the Code isn’t just demands but a shared commitment to improvement. It’s usually okay if they’re not meeting every standard on day one (particularly when you are setting new standards).

For a broader perspective on creating cohesive supply chain strategies that align with your Supplier Code of Conduct, check out our article on Piecing Together the Supply Chain Puzzle for Sustainability Managers. This will give you the tools and insights to strengthen your approach even further.

What’s important is the journey—working with your suppliers to meet and exceed these requirements over time.

Here’s how you can effectively communicate your Supplier Code of Conduct:

Engage with your suppliers early and often. Explain the ‘why’ behind your Code, making sure they see it as a mutual goal rather than a set of rigid rules.

Let your suppliers know it’s okay if they’re not fully compliant from day one. Offer them the resources and support they need to improve. Remember, this is about building capacity and fostering a long-term relationship.

Keep the lines of communication open. Regular check-ins, feedback sessions, and updates ensure that your suppliers are not only aware of the standards but also have the opportunity to voice concerns and seek clarification.

Acknowledge and celebrate the milestones your suppliers achieve in aligning with your Code. Positive reinforcement goes a long way in motivating continuous improvement.

By pairing your Supplier Code of Conduct with a thoughtful communication plan, you’re not just setting expectations—you’re building stronger, more resilient partnerships that can adapt and thrive in a rapidly changing business environment.

Remember, the goal is not just compliance, but collaboration and growth.

At Edge Impact, we help businesses like yours move beyond compliance by embedding sustainability into every layer of your operations—from defining material issues to crafting supplier engagement strategies and building impactful communication plans.

Whether you’re looking to refine your supply chain approach, enhance your procurement practices, or design a brand strategy that communicates your commitment to sustainability, we’re here to support you.

For more information on how Edge Impact can elevate your Supplier Code of Conduct and drive meaningful outcomes, please contact Nick Dexter, or get in touch today.

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Learn 5 key focus areas to enhance your modern slavery reporting and build trust with stakeholders. From defining your business to crafting a forward-looking narrative, discover actionable insights to transform compliance into impact.

5 focus areas to build trust through modern slavery reporting

5 Focus Areas to Build Trust through Modern Slavery Reporting

A well-crafted modern slavery statement isn't just a compliance requirement—it’s a key opportunity to communicate your organisation’s commitment to ethical business practices, meet the rising expectations of stakeholders, and strengthen your competitive position.

Feeling unsure about how your statement represents your organisation?

After helping businesses craft statements over the past five years of mandatory reporting in Australia, we’ve identified 5 key areas where improvements can make a big difference.

The narrative starts by clearly defining your organisation’s role. Are you a manufacturer, retailer, or service provider? Understanding your operational context allows stakeholders to identify which risks and supply chains are most relevant to your business. This framing builds trust and credibility by demonstrating transparency from the outset.

Why it matters: A well-articulated introduction helps stakeholders connect the dots between your operations and the modern slavery risks you face, laying the groundwork for everything that follows. Without this, readers won’t fully grasp the scope of your efforts.

The organisational structure, including subsidiaries and joint ventures

Workforce dynamics (headcount, types of employment—full-time, part-time, casual, and contractors—with clear definitions)

2. Articulate your supply chain complexity

Describing your supply chain isn’t just about listing suppliers—it’s about painting a picture of the relationships and dependencies involved in sourcing your key inputs. This section should help stakeholders understand how your supply chain impacts your ability to manage risks and sets the stage for your risk assessment outcomes.

Why it matters: A clear and logical link between your business operations and supply chain structure allows stakeholders to see why certain risks are a priority and gives credibility to your approach to addressing them. Without this context, your risk assessment outputs can feel arbitrary or disconnected.

Descriptions of your supply chain for direct and indirect material inputs

A visual supply chain map or diagram to reduce text-heavy explanations

Organisational spend overview (supplier numbers, spend by category, and key procurement categories)

Geographic breakdown of suppliers by spend or risk tier

Once stakeholders understand your supply chain, you can introduce the outcomes of your risk assessment. But the key is to explain not just what risks you identified, but how you arrived at them—what criteria you used, how you prioritised risks, and why certain areas deserve greater attention.

Why it matters: Your stakeholders need to see that your risk assessment isn’t just a tick-the-box exercise. A well-explained methodology gives confidence that you understand the complexities of your supply chain and are taking a thoughtful, structured approach to mitigating risks.

Risk assessment methodology (criteria, tools used, and external consultants involved)

Key outputs: high-risk categories, geographic hotspots, and types of identified risks (e.g., labour exploitation, debt bondage), explanation of your relationship to risk against the UNGP framework (cause, contribute, directly linked)

Visualisation of risk outputs (heat maps, risk dashboards)

A clear explanation of why certain risks are prioritised over others

4. Build the bridge to governance and due diligence

Governance and due diligence are crucial, but they only make sense if stakeholders first understand the risks you're trying to solve for. A strong narrative links your governance framework and due diligence processes back to the risks identified, showing that your strategies are targeted and relevant.

Why it matters: Governance and due diligence shouldn’t feel like isolated lists of policies and processes—they need to flow logically from your risk assessment. This helps stakeholders understand the reasoning behind your actions and builds credibility in your approach.

A clear governance structure, including roles and responsibilities at different levels (board, executive, functional teams)

Key policies and procedures (supplier codes of conduct, procurement policies, grievance mechanisms)

Details on governance oversight (frequency of reporting to the board, key metrics monitored)

5. Craft a story with a forward-looking lens

Your statement shouldn’t just reflect on what’s been done—it should also outline your future plans. A forward-looking narrative shows that you’re committed to continuous improvement and helps stakeholders understand your long-term strategy for addressing modern slavery risks. The Property Council of Australia’s Pathway for Respecting Human Rights offers a great framework to review and refine your approaches.

Why it matters: A forward-looking approach reassures stakeholders that you aren’t just reacting to risks but are proactively working to enhance your governance and due diligence systems. This builds confidence in your organisation’s commitment to ethical practices.

Short-term goals (planned initiatives for the next 12 months)

Long-term goals (multi-year objectives to improve governance, due diligence, and supplier engagement)

Milestones and performance metrics (e.g., supplier engagement rates, completion of training programs, remediation outcomes)

The secret sauce: get the narrative right

The real value of a modern slavery statement isn’t just in ticking off mandatory criteria—it’s in telling a cohesive, credible story that clearly answers key questions: 

How are your systems designed to address those problems?

And what are you doing to continuously improve?

A well-structured statement follows this clear narrative arc, guiding readers through your organisation’s unique context and approach. When stakeholders understand the connection between your operations, your risks, and your actions, your statement transforms from a compliance exercise into a strategic tool that builds trust, strengthens stakeholder relationships, and reinforces your organisation’s credibility.

Smart companies have unlocked this code. They’ve realised that a strong, clear narrative simplifies the reporting process, making it easier to focus time and resources on what really matters—addressing modern slavery risks. With a streamlined and well-understood approach, they can engage confidently with stakeholders, secure in the knowledge that their efforts are being communicated effectively.

Examples of strong modern slavery statements

For inspiration, check out these exemplary statements:

In essence, a modern slavery statement isn’t just about meeting regulatory requirements—it’s about showing that your organisation understands its responsibilities, is actively working to mitigate risks, and is committed to ongoing improvement. By getting the narrative right, companies unlock the potential to go beyond compliance, creating meaningful impact both internally and externally.

Ready to strengthen your modern slavery governance and reporting?

At Edge, we provide tailored support across modern slavery risk assessments, governance frameworks, due diligence strategies, supplier engagement, and remediation frameworks. Whether you're refining your reporting or building a strategy from the ground up, we can help you craft a clear, impactful, and compliant statement.

To explore how we can help enhance your modern slavery reporting, we're offering a free assessment of your modern slavery statement. Contact Nick Dexter, or get in touch today.

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Nick is a business leader with 15+ years of experience in project and operations management in chemistry and data science.

In his previous role as Global Director of Operations at Oritain, he led global scientific traceability projects, focusing on validating environmental and social impact claims. His work across food, pharmaceutical, and fashion supply chains helped businesses address modern slavery and enhance supply chain transparency.

Previously, Nick was Procurement Manager at RJ Hill Laboratories. He is a board member of BeSlaveryFree and holds an Executive MBA from the University of Technology Sydney.

Nick specialises in business and human rights, focusing on supply chain analysis and human rights due diligence. He has extensive international field experience and develops traceability systems for high-risk products. Nick serves on the board of BeSlaveryFree and holds an Executive MBA from the University of Technology Sydney.

Articles by Nick Dexter