A new guide from the Property Council and Edge Impact helps property and construction businesses measure modern slavery outcomes and drive real-world impact.

New Guide Helps Property Sector Measure Modern Slavery Impact

Property Council of Australia (PCA) and Edge Impact

In 2024, the Property Council of Australia, in collaboration with Edge Impact, launched the 'Pathway to Respecting Human Rights and Addressing Modern Slavery Risks'. 

Now, we're excited to introduce the next phase: 'Impact Metrics for Addressing Modern Slavery in Property and Construction'. 

This guide is Australia’s first tailored metrics framework to help property and construction businesses understand, measure, and improve the real-world impacts of their modern slavery risk management efforts.

Clear, scalable metrics for organisations at different levels of maturity

A structure to move from inputs and activities to long-term outcomes and impacts

Practical tools for use in procurement, governance, reporting, and worker engagement

Real-world examples and insights informed by the voices of those most affected

1. It responds directly to key findings of the McMillan Review

The Independent Review of the Modern Slavery Act 2018 (Cth), led by Professor John McMillan AO, highlighted major deficiencies in how companies assess effectiveness:

“A large proportion of statements do not clearly articulate how a reporting entity assesses the effectiveness of its actions.” - McMillan Review, 2023

This PCA-led resource directly addresses that gap, providing a robust, sector-specific framework to help businesses demonstrate the effectiveness of their actions and make real progress toward protecting people.

It also reflects the review’s calls for:

A move toward due diligence-based regulation

This guide is part of a broader suite of initiatives led by the PCA’s Modern Slavery Working Group, including the Pathway to Respecting Human Rights (2024).

Together, these tools reflect a cohesive, strategic and proactive model for modern slavery governance. One that sets a new benchmark for sector-wide coordination.

By bringing together businesses, NGOs, frontline organisations and people with lived experience, the PCA has demonstrated what leadership looks like in practice.

2. It centres the voices of people with lived experience

Through partnership with the Australian Red Cross, this project was shaped by the direct insights of people who have experienced exploitation. These individuals were not only consulted, they were integral in guiding the ambition, tone, and practical relevance of the resource.

Their perspectives challenged us to go beyond performative action and focus on what would truly make a difference. For example, prioritising metrics that captured worker confidence in grievance mechanisms, clarity of rights at induction, and safe conditions over box-ticking exercises.

“Companies should share real stories of how they’ve improved things for workers... not just what they’re doing, but what’s changed. And if they’ve found problems - say it. And say what they did about it.”
- Australian Red Cross Lived Experience Participant

“The more meaningful the engagement with stakeholders and affected groups, the more likely that human rights risks will be properly identified and addressed.” - McMillan Review, 2023

By embedding lived experience leadership, the PCA Working Group has not only met this expectation it has set a new standard for what meaningful engagement looks like in the development of sector-wide human rights governance tools.

3. It shifts the sector from compliance to impact

Most modern slavery statements focus on activity not outcomes. This guide flips that script by helping companies:

Measure whether their actions have changed conditions for workers

Prioritise investments where they’ll have the most impact

It supports a shift toward accountability, not just awareness.

4. It is designed for use by the full value chain

Whether a business is a developer, contractor, or property manager, the guide is relevant and actionable. It enables alignment across the supply chain and supports a shared language for risk, progress, and impact.

Use it as a strategic tool, not just a compliance reference

Select priority metrics that match their risk profile and maturity — and build from there

Integrate it into board reporting, procurement processes, training, and supplier engagement

Use worker voice data where possible to validate effectiveness and identify gaps

Enhance their modern slavery statements with meaningful KPIs and outcome data

Continuously review and improve, using the framework to guide investment in what works

PCA’s leadership in modern slavery governance

This guide is part of a broader suite of initiatives led by the PCA’s Modern Slavery Working Group, including the Pathway to Respecting Human Rights (2024). Together, these tools reflect a cohesive, strategic and proactive model for modern slavery governance. One that sets a new benchmark for sector-wide coordination.

By bringing together businesses, frontline organisations and people with lived experience, the PCA has demonstrated what leadership looks like in practice:

A community of practice committed to lifting the floor and raising the ceiling

A whole-of-industry approach to systemic risk

A replicable model that other high-risk industries should follow

This work doesn’t just reflect compliance. It reflects intentional, collective leadership, and it shows that industry, when united, can design solutions that protect the most vulnerable.

Download the Impact Metrics for Addressing Modern Slavery in Property and Construction Guide today

Piecing together the supply chain puzzle for sustainability managers

Nicole Thompson and Nick Dexter, Principal Consultants, Procurement & Supply Chain

In today's business landscape, the focus on supply chains as both a source of ESG (Environmental, Social, and Governance) risk and an avenue for positive impact has never been more pronounced. 

Effective supply chain management and supplier engagement are crucial for organisations committed to meaningful ESG risk management.

Supplier engagement involves ongoing interaction, collaboration, and communication between a company and its suppliers. It aims to build strong relationships, ensure smooth operations, improve performance, and align with business goals.

Now is the opportune moment to prioritise supplier engagement, given the increasing demand for transparency and ethical sourcing practices from consumers and the emergence of legislation worldwide mandating supply chain risk disclosure and due diligence. 

Australia Modern Slavery Legislation: Requires organisations to understand risks within their supply chain.

EU's Carbon Border Adjustment Mechanism (CBAM): Businesses must declare emissions of imported products.

EU Green Deal: Moving towards adopting Corporate Sustainability Due Diligence Directive, requiring companies to eliminate human rights and environmental violations from their supply chain.

We've partnered with Sustainability Tracker to deliver weekly bite-sized updates and expert insights on vital sustainability topics.

The podcast and Spotlight episodes are hosted by Kiarne Treacy, CEO of Sustainability Tracker and one of Australia’s leading expert voices in helping make sustainability simpler for businesses and consumers.

Listen to the Spotlight Series: Tracking sustainability in the supply chain here.

Sustainability Managers, Governance and Risk, Procurement Managers, Contract and Project Managers, and anyone involved in purchasing decisions.  

Organisation that meet reporting thresholds for ISSB, Modern Slavery, or other disclosure legislation. 

Organisation that have made commitments to ESG goals or targets that touch on procurement or supply chain – which can include material topics such as Social responsibility: indigenous, disability, gender or Environmental impact: Circular Economy, Carbon, Nature and Governance: fair & equal opportunity, disclosure & transparency, ethical practices, risk management. 

Tier 2, or large organisations who may not need to report on their supply chain yet but will need to start preparing to answer questions from their clients (who do have to report).

Small to medium-sized organisations. Like above, these mandates and requirements will trickle down and it is best to be prepared to respond.

For example, a sole trader reached out recently as he was asked to sign a declaration on modern slavery – which was the first he had ever heard of the term. 

To signal organisational commitment and intent on sustainability goals, and set expectations on ESG performance.  

To create trust and begin to encourage transparency throughout the supply chain.  

Find opportunities to partner, collaborate on shared risk, and support those suppliers who are less resourced or in need of upskilling. 

To encourage, support and enable innovation (through procurement mechanisms and funding).

To improve our data – specifically for scope 3 emissions footprints. 

What do you need to communicate to suppliers?

Your sustainability intent, purpose and objectives, goals and targets. 

Your sustainability policies and supplier code of conduct. 

Specific requirements for procurement (criteria, KPIs, specifications). 

Negotiated contract clauses and how you will measure and performance measure on sustainability metrics.  

In order to manage sustainability opportunities and risks throughout the supply chain, organisations may need to engage suppliers in initiatives that go beyond normal practice or minimum requirements. 

This could include: supplier development plans, capacity building programs or supplier relationship management initiatives.

How should you communicate with your suppliers?

In advance! Upfront, ahead of time so that suppliers have a chance to consider and respond. 

Be complete and provide all relevant information, include context, background and expected format and timeframes if asking for information. 

Australia Post created a portal where they clearly communicate with suppliers their supply chain expectations and their commitment with the United Nations Sustainable Development Goals:   

Their principles and expectations of suppliers.  

Partnership opportunities for social enterprises and indigenous business (Supplier diversity initiatives).  

Watch: A day in the life of Lucas - This video supports Australia Post’s white paper “Unlocking the value of social procurement: Leading practice insights” and forms part of their commitment to advancing the UN Sustainable Development Goals.

Stay Ahead of Compliance Requirements. We'll help your organisation navigate evolving legislation and ensure your supply chain meets modern slavery, carbon disclosure, and other regulatory mandates. Contact us today.

Supplier engagement and capacity building

Establish a baseline of supplier’s maturity e.g. capturing carbon data and understanding of carbon reduction of modern slavery practices.  

Create a supplier engagement and education plan which identifies key stakeholders within the supply chain and their level and type of engagement. Prioritise suppliers for engagement based on their risk and impact and your ability to leverage and influence. 

Implement a supplier capacity building program to support suppliers and uplift the supply chain with consistent information. This may be in the form of online training, data capture templates, policy template or educational material that can be shared with the supply chain.  

Create a supplier working group to inform all of the above.   

Revise supplier onboarding process to include education on data capture expectations especially on carbon reduction.

For better quantifying emissions and waste or social metrics going forward. 

Establish a set of metrics and key performance indicators for examples on carbon data, modern slavery, social impact capture that can be used consistently within procurement documentation and communicated to suppliers.  

Integrate into existing and new contracts performance management milestones and proactively review the supplier’s performance against requirements for data capture.  

Investigate online supplier engagement and data capture platforms for ease of implementation, communication, storage of data and annual updates. 

Streamline Procurement Processes with Edge Impact: Let us help you develop efficient procurement mechanisms that align with your sustainability goals and drive meaningful change. Contact us today. 

As experts in the full spectrum of sustainability topics, we are here to guide you through the complexity. Our team includes specialists from across the globe; from strategists to economists, engineers to creatives. Since 2008, we have been helping businesses, organisations, industries and societies make transformation happen.

Our areas of expertise are focussed around the following areas:

Leadership and Transformation
ESG and Strategy
Circular Economy and Lifecycle Thinking
Procurement and Supply Chain
Built Environment
Nature and Biodiversity
Brand, Communications and Creative

We have a number of exciting projects in the works and are rapidly expanding our team of consultants. Below are our latest job openings across our global offices. 

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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.

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.

Investors now have a guide to navigate global markets responsibly and confidently with the newly developed resource: The "Artificial Intelligence and Human Rights Investor Toolkit." Read more.

How to use the "Artificial Intelligence and Human Rights Investor Toolkit"

Nick Dexter, Principal Consultant, Human Rights & Social Impact

Investors now have a guide to navigate global markets responsibly with confidence. 

As it has evolved, artificial intelligence (AI) technology has presented significant challenges for investors wanting to engage effectively on the nuanced financial and human rights issues associated with AI.

The "Artificial Intelligence and Human Rights Investor Toolkit" developed by the Responsible Investment Association Australasia’s (RIAA) Human Rights Working Group helps investors develop their understanding of both the financial and human rights implications of AI technologies, providing a framework for how they can be considered within investment strategies and engagement practices.

The toolkit draws on international human rights frameworks and is aligned with the The United Nations Guiding Principles on Business and Human Rights (UNGPs).

Keeping pace with the rapid global adoption of AI technologies has been a rising tide of negative impacts on humans’ rights. The potential rights harmed by AI are as vast as its applications, which in turn, can impact the value of investments and other ways. Examples include:

Just as key global investors have influenced the investing landscape unilaterally by calling out corporate climate related risk, the toolkit seeks to drive a similar behaviour in addressing human rights concerns in AI risks.

In acknowledging the significant influence investors wield over the companies in which they invest, the toolkit outlines strategies for considering AI-related human rights risks in investment decision-making and stewardship activities. These include: 

Integration: Conducting thorough due diligence before investing to understand both the AI-related human rights landscape, regulatory requirements and the specific practices of potential investees. 

Engagement: Post-investment, engaging with companies to influence their AI practices. This can be through direct dialogue, collaboration with other investors, or utilising shareholder proposals to drive change. 

Voting and Divestment: Using voting rights to support or oppose company decisions related to AI governance, or considering divestment from companies that fail to meet human rights standards. 

Mark Lyster, Senior Advisor at Edge Impact

"Investors, through their ownership stewardship activities, play an important role in mitigating potential adverse human rights impacts from the use of AI by investees."  

Beyond individual company engagement, there is a need for investors to advocate for robust regulatory frameworks that support the responsible use of AI. 

By promoting standards that ensure transparency, accountability, and respect for human rights, investors can help shape the development of AI technologies in a way that mitigates adverse impacts. 

The AI landscape is complex and rapidly evolving, and investors play a crucial role in ensuring that its deployment adheres to human rights standards. 

By leveraging the toolkit’s insights and strategies, investors can protect their financial interests while contributing positively to the societal impacts of AI technologies. This approach is essential for sustaining long-term value creation in the digital age, aligning investment practices with global human rights principles and ethical considerations. 

If you have any questions or would like to learn more about the Toolkit, contact us today.

Nick Dexter: nick.dexter@edgeimpact.global

This pathway is designed to give property and construction businesses and their suppliers practical and actionable steps for respecting human rights and tackling modern slavery, no matter the size of business or level of experience.

How to use the PCA Pathway document to drive industry-wide change

Nick Dexter, Principal, Human Rights & Social Impact

With the release of the "Pathway to Respecting Human Rights and Addressing Modern Slavery Risks," developed in partnership with the Property Council of Australia (PCA) and Edge Impact, there's a new blueprint for action. 

The Property Council of Australia is on a mission 

The Pathway document is not just a tool for internal use; it's a bridge for inter-business collaboration that amplifies collective capacity to make a difference.

The Pathway outlines ten clear steps towards respecting human rights, providing a common framework and language that all businesses, regardless of size or sector, can understand and rally around. This shared understanding is the first step towards effective collaboration. 

By discussing the various aspects of the Pathway, businesses can identify common goals and areas where joint efforts can lead to greater impact. Whether it's improving supply chain transparency, implementing grievance mechanisms, or enhancing worker conditions, the Pathway helps align efforts towards shared objectives. 

The document is rich with links to 58 free online resources, case studies, and practical examples. Businesses can come together to explore these resources, sharing insights and learning from each other's experiences. This collaborative learning approach accelerates progress and innovation. 

Regularly engaging with other businesses to discuss progress on the Pathway's steps creates a sense of accountability. These partnerships can drive continuous improvement and help maintain momentum towards respecting human rights and eliminating modern slavery. 

By sharing the Pathway with suppliers, clients, and the wider industry, they foster a culture of responsibility and ethical practice across the entire sector. 

Articles by Nick Dexter