Table III Within-case analysis of...

Table III

Within-case analysis of Initiative 4 – summary of sample empirical evidence

	Initiative 4 modern slavery training (sample evidence from a variety of data sources)
Relational rents
Resource sharing	“To prevent duplication of work, costs and resources being unnecessarily wasted we suggested that we organise a meeting for brands to meet with [NGO] and see where we can share our knowledge and experience and importantly move forward together to meet the requirements outlined in the [Modern Slavery] Act” (Brand 24, CR Manager and 21 brands, e-mail communication, January 2016) “We need to understand the risk and concentrate resources” (Brand 1, Head of Ethical Trade, meeting notes, February 2016) “We [brands] can’t take resource into all of the tiny factories” (supply chains made up of small factories) (Brand x, CR Manager, Trade Body industry forum, April 2016) “Having [NGO] conduct the training worked because it meant that it wasn’t just for us and we could have different brands involved” (Brand 1, CR Manager B, meeting notes, October 2016)” Accessing NGO’s resources – trainers, curriculum resources (diary notes, e-mail communication and pilot session de-brief notes, multiple telephone meetings with Brand 1, Head of Ethical Trade, July/August 2016) Training curriculum collectively developed amongst the brands and NGO (diary notes, e-mail communication and pilot session de-brief notes, multiple telephone meetings with Brand 1, Head of Ethical Trade, July/August 2016) Brand 1 arranged filming and provided facilities for opening video to be shown at the beginning of the training session (Brand 1, Head of Ethical Trade, telephone notes, July 2016) Brand 6 hosted pilot session in their office (diary notes, July 2016) Brand 1 hosted first training session in Hong Kong (Brand 1, Head of Ethical Trade, telephone notes, August 2016) All brands to go through slides with comments and Brand 3 to coordinate (Pilot training session de-brief with NGO and 5 brands, diary notes, July 2016) “As part of the action that the company is taking to tackle modern slavery, we ran a pilot session yesterday as part of a ground-breaking new training scheme. Conducted by [NGO] (an award-winning international NGO), Brand 1 has collaborated with brands 3, 6, 20, 23 and 24. Representation from across Brand 1 included areas such as CR, Supply Chain, Product Development, Legal and HR. The team helped to shape the course content which identified the challenges of trying to communicate complex Human Rights issues to a mixed audience. We will be working closely with [NGO] over the coming weeks to finalise this before the formal roll out” (Brand 1, internal company announcement on intranet regarding pilot training session, July 2016) “Training with [NGO] is costly and e.g. in Indonesia we only have a few employees [too few to hold a training session] – we need to get other brands involved with training [intention to consolidate training in regions]” (Brand 1, CR Manager A, diary notes, April 2016)
Cost reduction	NGO promised to come back to the brands with some proposals. Possibly to do some of the training as identified in the “agreed next steps” (“Modern Slavery Act (MSA) (2015) – thinking about a joint industry response” forum with 22 brands and NGO, meeting notes, February 2016) Cost of training to be divided between brands involved (Brand 1, Head of Ethical Trade, meeting notes, April 2016) “Training with [NGO] is costly and e.g. in Indonesia we only have a few employees [too few to hold a training session] – we need to get other brands involved with training [intention to consolidate training in regions]” (Brand 1, CR Manager A, diary notes, April 2016) “To prevent duplication of work, costs and resources being unnecessarily wasted we suggested that we organise a meeting for brands to meet with [NGO] and see where we can share our knowledge and experience and importantly move forward together to meet the requirements outlined in the [Modern Slavery] Act” (Brand 24, CR Manager and 21 brands, e-mail communication, January 2016) Payment made to NGO – cost divided between brands (Brand 1, Head of Ethical Trade, diary notes, July 2016) Training curriculum collectively developed (diary notes, e-mail communication and pilot session de-brief notes, multiple telephone meetings with Brand 1, Head of Ethical Trade, July/August 2016) Brand 1 arranged filming and provided facilities for opening video to be shown at the beginning of the training session (Brand 1, Head of Ethical Trade, telephone notes, July 2016) Brand 6 hosted pilot session in their office (diary notes, July 2016) Brand 1 hosted first training session in Hong Kong (Brand 1, Head of Ethical Trade, telephone notes, August 2016)
Risk mitigation	“We need training to improve MSA [Modern Slavery Act] awareness, understand how to spot modern slavery, how to investigate” (Brand 1, Head of Ethical Trade, meeting notes, April 2016) “[we need training to] understand where the risks are, how to best approach them, how to engage with the suppliers on it and how to show the suppliers we value transparency rather than them telling us everything is fine” (Brand 1, Sourcing and Product Manager, interview, July 2016)
Knowledge sharing and expertise	“[Training Attendees had] different levels of experience – this gave a lot of richness to the discussion [during the training session]” (Brand 1, CR Manager B, meeting notes, October 2016) “Others in my group gave their advice [during the training session]” (Brand 1, CR Manager B, meeting notes, October 2016) “It was also nice to have different people [from other brands] in the room, it gave it a different dynamic [during the training session]” “(Brand 1, CR Manager B, meeting notes, October 2016)” Brand 1 conducted pre-pilot training interviews asking attendees “What do you expect from the training?” and requested post training feedback. This was shared with NGO and the 4 other collaborating brands (e-mail communication with 5 brands and NGO, July 2016) Brand 24 experienced modern slavery within their supply chain. This was shared with the brands to develop a case study and produce a video for the training sessions (diary notes, e-mail communication and pilot session de-brief notes, multiple telephone meetings with Brand 1, Head of Ethical Trade, July/August 2016) Working with NGO provides the opportunity to access their knowledge regarding Modern Slavery (diary notes, e-mail communication and pilot session de-brief notes, multiple telephone meetings with Brand 1, Head of Ethical Trade, July/August 2016) “As part of the action that the company is taking to tackle modern slavery, we ran a pilot session yesterday as part of a ground-breaking new training scheme. Conducted by [NGO] (an award-winning international NGO), [Brand 1] has collaborated with [Brand 3, 6, 20, 23 and 24]. Representation from across Brand 1 included areas such as CR, Supply Chain, Product Development, Legal and HR. The team helped to shape the course content which identified the challenges of trying to communicate complex Human Rights issues to a mixed audience. We will be working closely with [NGO] over the coming weeks to finalise this before the formal roll out” (Brand 1, internal company announcement on intranet regarding pilot training session, July 2016) “This is our opportunity to really bring CR into people’s minds and give them something tangible to understand and work with […….] people attending this training may know nothing about CR. It needs to be effective enough for them to deliver value and identify modern slavery, understanding it and share that knowledge” (Brand 1, CR Manager, interview, July 2016)
Supply chain transparency	Training curriculum includes red flags/ indicators of modern slavery to help employees spot signs of modern slavery thus improving supply chain transparency. (diary notes, e-mail communication and pilot session de-brief notes, multiple telephone meetings with Brand 1, Head of Ethical Trade, July/August 2016) “[we need training to] understand where the risks are, how to best approach them, how to engage with the suppliers on it and how to show the suppliers we value transparency rather than them telling us everything is fine” (Brand 1, Sourcing and Product Manager, interview July 2016)
Capability building	Training to help develop internal capabilities for understanding and detecting modern slavery (diary notes, e-mail communication and pilot session de-brief notes, multiple telephone meetings with Brand 1, Head of Ethical Trade, July/August 2016) The pilot training session helped the brands understand the challenges of trying to communicate complex Human Rights issues to a mixed audience (Brand 1, Head of Ethical Trade, Meeting notes, July 2016) “This is our opportunity to really bring CR into people’s minds and give them something tangible to understand and work with” (Brand 1, CR Manager, interview, July 2016) “People attending this training may know nothing about CR. It needs to be effective enough for them to deliver value and identify modern slavery, understanding it and share that knowledge” (Brand 1, CR Manager, interview, July 2016)
Relational capital
Previous collaboration	Collaborating brands are Trade Body members, known to one another and have previously worked together (diary notes, July 2016) “Due to [CSR] pressure on the [textiles and fashion] industry, we are used to collaborating” Brand 1, Head of Ethical Trade, CR Team Meeting April 2016 “[Trade Body] members work collectively over long periods of time” Trade Body Manager, meeting with members, October 2016
Mindset	“Following on from our conversation I have scheduled a conference call with [NGO] and the small group of UK brands and retailers who are committed to piloting and delivering [NGO] led training within our businesses, outsourced auditing and suppliers” (Brand 1, Head of Ethical Trade, e-mail communication, May 2016) Many brands part of Trading Body 1 and are dedicated to making an industry-wide change (Brand 1, Head of Ethical Trade Telephone meeting/diary notes, August 2016)
Non-competitiveness	Competing brands collaborating. However, it did become evident that the MSA statement is competitive as brands are reporting on their training. Brands that have left the initiative have reported on training in their statements (diary notes, October 2016) People speaking freely during Pilot Session de-brief –we went around the room and everyone made suggestions (Pilot session de-brief meeting with NGO and 5 brands, meeting notes, July 2016) Training curriculum collectively developed amongst the brands and NGO (diary notes, e-mail communication and pilot session de-brief notes, multiple telephone meetings with Brand 1, Head of Ethical Trade, July/August 2016) “[Training Attendees had] different levels of experience – this gave a lot of richness to the discussion [during the training session]” (Brand 1, CR Manager B, meeting notes, October 2016) “Others in my group gave their advice [during the training session]” (Brand 1, CR Manager B, meeting notes, October 2016)
Shared responsibility	“Most of our CR issues are created by us as an industry – how on earth can a factory plan capacity” (Brand 1, Head of Ethical Trade, diary notes, November 2016) Brands aware that they are all responsible for industry issues (Multiple diary notes/Brand 1, Head of Ethical Trade Telephone meeting, e.g. August 2016) Initial meeting with multiple brands to discuss shared response to modern slavery legislation. Acknowledgement that modern slavery is going on in all of their supply chains, and that they do not do enough about it (“Modern Slavery Act (MSA) (2015) – thinking about a joint industry response” forum with 22 brands and NGO, meeting notes, February 2016)
Trust	Brands trust one another to share knowledge and expertise/challenge each other’s ideas to shape curriculum. Brand 24 shared recent modern slavery issue and produced video to be used in training (diary notes, Pilot audit training and de-brief meeting, July 2016) “[Training Attendees had] different levels of experience – this gave a lot of richness to the discussion [during the training session]” (Brand 1, CR Manager B, meeting notes, October 2016) “Others in my group gave their advice [during the training session]” (Brand 1, CR Manager B, meeting notes, October 2016) People speaking freely during Pilot Session de-brief – we went around the room and everyone made suggestions (Pilot session de-brief meeting with NGO and 5 brands, meeting notes, July 2016)
Commitment	“Following on from our conversation I had a scheduled conference call with [NGO] and the small group of UK brands and retailers who are committed to piloting and delivering [NGO] led training within our businesses, outsourced auditing and suppliers” (Brand 1, Head of Ethical Trade, e-mail communication, May 2016) Brand 6 and Brand 23 are no longer involved in the initiative (Brand 1, Head of Ethical Trade, telephone meeting notes, August 2015) “We are trying hard and when you see one [MSA statement] like that from Brand 23, that’s rubbish it’s annoying” (Brand 1, CR Manager A, Discussion regarding a brand that had left the initiative but reported on it in their statement, diary notes, October 2016) “NGO have advised it is looking like Brand 20 are joining- now piggy backing – they weren’t involved in the scoping but may join the roll out (Brand 20 were involved in original discussion in February 2016)” (Brand 1, CR Manager A, telephone meeting, August 2016) It became apparent during the discussion that Brand 6, who had dropped out of the collaborative modern slavery training with NGO, had conducted their own training with an Ethical Trade Consultancy Firm. As far as Brand 1 were aware, this was the first time that they had heard this (Discussion with Brand 1, CR Manager A, diary notes, October 2016)
Communication	“Just remembered, meeting on 25th is 1 representative each brand only, for speed and clarity” (Brand 1, Head of Ethical Trade, e-mail communication, July 2016) People speaking freely during Pilot Session de-brief – we went around the room and everyone made suggestions (Pilot session de-brief meeting with NGO and 5 brands, meeting notes, July 2016) Brands suggested one representative from each brand meets to help re-design the training. All brands to go through slides with comments and Brand 3 to coordinate (Pilot session de-brief meeting with NGO and 5 brands, meeting notes, July 2016) “When it comes down to work maybe others [from the other brands] don’t have the resource or time and we ended up doing a lot of the work” (Discussion with Brand 1, CR Manager A, diary notes, October 2016) It became apparent during the discussion that Brand 6 who had dropped out of the collaborative modern slavery training with NGO had conducted their own training with an Ethical Trade Consultancy Firm. As far as Brand 1 were aware, this was the first time that they had heard this (Discussion with Brand 1, CR Manager A, diary notes, October 2016)
Governance
Third-party involvement	Collaborating brands are Trade Body members, known to one another and have previously worked together (diary notes, July 2016) NGO promised to come back to the brands with some proposals. Possibly to do some of the training as identified in the “agreed next steps”. (“Modern Slavery Act (MSA) (2015) – thinking about a joint industry response” forum with 21 brands and NGO, meeting notes, February 2016) “To prevent duplication of work, costs and resources being unnecessarily wasted we suggested that we organise a meeting for brands to meet with [NGO] and see where we can share our knowledge and experience and importantly move forward together to meet the requirements outlined in the [Modern Slavery] Act” (Brand 24, CR Manager and 21 brands, e-mail communication, January 2016) Payment made to NGO – cost divided between brands (Brand 1, Head of Ethical Trade, diary notes, July 2016) Training curriculum collectively developed amongst the brands and NGO (diary notes, e-mail communication and pilot session de-brief notes, multiple telephone meetings with Brand 1, Head of Ethical Trade, July/August 2016)
Top management support	Cost of training to be divided between brands involved (Brand 1, Head of Ethical Trade, meeting notes, April 2016) The training curriculum will be rolled out to different levels of the company including board level to ensure that they increase their modern slavery awareness and are aware of the level of training that will be taking place throughout the company (Brand 1, Head of Ethical Trade, meeting notes, April 2016) Payment made to NGO – cost divided between brands (Brand 1, Head of Ethical Trade, diary notes, July 2016) Brand 6 hosted pilot session in their office (diary notes, July 2016) Brand 1 hosted first training session in Hong Kong (Brand 1, Head of Ethical Trade, telephone notes, August 2016) “Our Head of Sourcing was also present [during the training in Hong Kong] and this impressed the other attendees. It showed the training was being taken seriously” (Brand 1, CR Manager B, meeting notes, October 2016)

	Initiative 4 modern slavery training (sample evidence from a variety of data sources)
Relational rents
Resource sharing	“To prevent duplication of work, costs and resources being unnecessarily wasted we suggested that we organise a meeting for brands to meet with [NGO] and see where we can share our knowledge and experience and importantly move forward together to meet the requirements outlined in the [Modern Slavery] Act” (Brand 24, CR Manager and 21 brands, e-mail communication, January 2016)“We need to understand the risk and concentrate resources” (Brand 1, Head of Ethical Trade, meeting notes, February 2016)“We [brands] can’t take resource into all of the tiny factories” (supply chains made up of small factories) (Brand x, CR Manager, Trade Body industry forum, April 2016)“Having [NGO] conduct the training worked because it meant that it wasn’t just for us and we could have different brands involved” (Brand 1, CR Manager B, meeting notes, October 2016)”Accessing NGO’s resources – trainers, curriculum resources (diary notes, e-mail communication and pilot session de-brief notes, multiple telephone meetings with Brand 1, Head of Ethical Trade, July/August 2016)Training curriculum collectively developed amongst the brands and NGO (diary notes, e-mail communication and pilot session de-brief notes, multiple telephone meetings with Brand 1, Head of Ethical Trade, July/August 2016)Brand 1 arranged filming and provided facilities for opening video to be shown at the beginning of the training session (Brand 1, Head of Ethical Trade, telephone notes, July 2016)Brand 6 hosted pilot session in their office (diary notes, July 2016)Brand 1 hosted first training session in Hong Kong (Brand 1, Head of Ethical Trade, telephone notes, August 2016)All brands to go through slides with comments and Brand 3 to coordinate (Pilot training session de-brief with NGO and 5 brands, diary notes, July 2016)“As part of the action that the company is taking to tackle modern slavery, we ran a pilot session yesterday as part of a ground-breaking new training scheme. Conducted by [NGO] (an award-winning international NGO), Brand 1 has collaborated with brands 3, 6, 20, 23 and 24. Representation from across Brand 1 included areas such as CR, Supply Chain, Product Development, Legal and HR. The team helped to shape the course content which identified the challenges of trying to communicate complex Human Rights issues to a mixed audience. We will be working closely with [NGO] over the coming weeks to finalise this before the formal roll out” (Brand 1, internal company announcement on intranet regarding pilot training session, July 2016)“Training with [NGO] is costly and e.g. in Indonesia we only have a few employees [too few to hold a training session] – we need to get other brands involved with training [intention to consolidate training in regions]” (Brand 1, CR Manager A, diary notes, April 2016)
Cost reduction	NGO promised to come back to the brands with some proposals. Possibly to do some of the training as identified in the “agreed next steps” (“Modern Slavery Act (MSA) (2015) – thinking about a joint industry response” forum with 22 brands and NGO, meeting notes, February 2016)Cost of training to be divided between brands involved (Brand 1, Head of Ethical Trade, meeting notes, April 2016)“Training with [NGO] is costly and e.g. in Indonesia we only have a few employees [too few to hold a training session] – we need to get other brands involved with training [intention to consolidate training in regions]” (Brand 1, CR Manager A, diary notes, April 2016)“To prevent duplication of work, costs and resources being unnecessarily wasted we suggested that we organise a meeting for brands to meet with [NGO] and see where we can share our knowledge and experience and importantly move forward together to meet the requirements outlined in the [Modern Slavery] Act” (Brand 24, CR Manager and 21 brands, e-mail communication, January 2016)Payment made to NGO – cost divided between brands (Brand 1, Head of Ethical Trade, diary notes, July 2016)Training curriculum collectively developed (diary notes, e-mail communication and pilot session de-brief notes, multiple telephone meetings with Brand 1, Head of Ethical Trade, July/August 2016)Brand 1 arranged filming and provided facilities for opening video to be shown at the beginning of the training session (Brand 1, Head of Ethical Trade, telephone notes, July 2016)Brand 6 hosted pilot session in their office (diary notes, July 2016)Brand 1 hosted first training session in Hong Kong (Brand 1, Head of Ethical Trade, telephone notes, August 2016)
Risk mitigation	“We need training to improve MSA [Modern Slavery Act] awareness, understand how to spot modern slavery, how to investigate” (Brand 1, Head of Ethical Trade, meeting notes, April 2016)“[we need training to] understand where the risks are, how to best approach them, how to engage with the suppliers on it and how to show the suppliers we value transparency rather than them telling us everything is fine” (Brand 1, Sourcing and Product Manager, interview, July 2016)
Knowledge sharing and expertise	“[Training Attendees had] different levels of experience – this gave a lot of richness to the discussion [during the training session]” (Brand 1, CR Manager B, meeting notes, October 2016)“Others in my group gave their advice [during the training session]” (Brand 1, CR Manager B, meeting notes, October 2016)“It was also nice to have different people [from other brands] in the room, it gave it a different dynamic [during the training session]” “(Brand 1, CR Manager B, meeting notes, October 2016)”Brand 1 conducted pre-pilot training interviews asking attendees “What do you expect from the training?” and requested post training feedback. This was shared with NGO and the 4 other collaborating brands (e-mail communication with 5 brands and NGO, July 2016)Brand 24 experienced modern slavery within their supply chain. This was shared with the brands to develop a case study and produce a video for the training sessions (diary notes, e-mail communication and pilot session de-brief notes, multiple telephone meetings with Brand 1, Head of Ethical Trade, July/August 2016)Working with NGO provides the opportunity to access their knowledge regarding Modern Slavery (diary notes, e-mail communication and pilot session de-brief notes, multiple telephone meetings with Brand 1, Head of Ethical Trade, July/August 2016)“As part of the action that the company is taking to tackle modern slavery, we ran a pilot session yesterday as part of a ground-breaking new training scheme. Conducted by [NGO] (an award-winning international NGO), [Brand 1] has collaborated with [Brand 3, 6, 20, 23 and 24]. Representation from across Brand 1 included areas such as CR, Supply Chain, Product Development, Legal and HR. The team helped to shape the course content which identified the challenges of trying to communicate complex Human Rights issues to a mixed audience. We will be working closely with [NGO] over the coming weeks to finalise this before the formal roll out” (Brand 1, internal company announcement on intranet regarding pilot training session, July 2016)“This is our opportunity to really bring CR into people’s minds and give them something tangible to understand and work with […….] people attending this training may know nothing about CR. It needs to be effective enough for them to deliver value and identify modern slavery, understanding it and share that knowledge” (Brand 1, CR Manager, interview, July 2016)
Supply chain transparency	Training curriculum includes red flags/ indicators of modern slavery to help employees spot signs of modern slavery thus improving supply chain transparency. (diary notes, e-mail communication and pilot session de-brief notes, multiple telephone meetings with Brand 1, Head of Ethical Trade, July/August 2016)“[we need training to] understand where the risks are, how to best approach them, how to engage with the suppliers on it and how to show the suppliers we value transparency rather than them telling us everything is fine” (Brand 1, Sourcing and Product Manager, interview July 2016)
Capability building	Training to help develop internal capabilities for understanding and detecting modern slavery (diary notes, e-mail communication and pilot session de-brief notes, multiple telephone meetings with Brand 1, Head of Ethical Trade, July/August 2016)The pilot training session helped the brands understand the challenges of trying to communicate complex Human Rights issues to a mixed audience (Brand 1, Head of Ethical Trade, Meeting notes, July 2016)“This is our opportunity to really bring CR into people’s minds and give them something tangible to understand and work with” (Brand 1, CR Manager, interview, July 2016)“People attending this training may know nothing about CR. It needs to be effective enough for them to deliver value and identify modern slavery, understanding it and share that knowledge” (Brand 1, CR Manager, interview, July 2016)
Relational capital
Previous collaboration	Collaborating brands are Trade Body members, known to one another and have previously worked together (diary notes, July 2016)“Due to [CSR] pressure on the [textiles and fashion] industry, we are used to collaborating” Brand 1, Head of Ethical Trade, CR Team Meeting April 2016“[Trade Body] members work collectively over long periods of time” Trade Body Manager, meeting with members, October 2016
Mindset	“Following on from our conversation I have scheduled a conference call with [NGO] and the small group of UK brands and retailers who are committed to piloting and delivering [NGO] led training within our businesses, outsourced auditing and suppliers” (Brand 1, Head of Ethical Trade, e-mail communication, May 2016)Many brands part of Trading Body 1 and are dedicated to making an industry-wide change (Brand 1, Head of Ethical Trade Telephone meeting/diary notes, August 2016)
Non-competitiveness	Competing brands collaborating. However, it did become evident that the MSA statement is competitive as brands are reporting on their training. Brands that have left the initiative have reported on training in their statements (diary notes, October 2016)People speaking freely during Pilot Session de-brief –we went around the room and everyone made suggestions (Pilot session de-brief meeting with NGO and 5 brands, meeting notes, July 2016)Training curriculum collectively developed amongst the brands and NGO (diary notes, e-mail communication and pilot session de-brief notes, multiple telephone meetings with Brand 1, Head of Ethical Trade, July/August 2016)“[Training Attendees had] different levels of experience – this gave a lot of richness to the discussion [during the training session]” (Brand 1, CR Manager B, meeting notes, October 2016)“Others in my group gave their advice [during the training session]” (Brand 1, CR Manager B, meeting notes, October 2016)
Shared responsibility	“Most of our CR issues are created by us as an industry – how on earth can a factory plan capacity” (Brand 1, Head of Ethical Trade, diary notes, November 2016)Brands aware that they are all responsible for industry issues (Multiple diary notes/Brand 1, Head of Ethical Trade Telephone meeting, e.g. August 2016)Initial meeting with multiple brands to discuss shared response to modern slavery legislation. Acknowledgement that modern slavery is going on in all of their supply chains, and that they do not do enough about it (“Modern Slavery Act (MSA) (2015) – thinking about a joint industry response” forum with 22 brands and NGO, meeting notes, February 2016)
Trust	Brands trust one another to share knowledge and expertise/challenge each other’s ideas to shape curriculum. Brand 24 shared recent modern slavery issue and produced video to be used in training (diary notes, Pilot audit training and de-brief meeting, July 2016)“[Training Attendees had] different levels of experience – this gave a lot of richness to the discussion [during the training session]” (Brand 1, CR Manager B, meeting notes, October 2016)“Others in my group gave their advice [during the training session]” (Brand 1, CR Manager B, meeting notes, October 2016)People speaking freely during Pilot Session de-brief – we went around the room and everyone made suggestions (Pilot session de-brief meeting with NGO and 5 brands, meeting notes, July 2016)
Commitment	“Following on from our conversation I had a scheduled conference call with [NGO] and the small group of UK brands and retailers who are committed to piloting and delivering [NGO] led training within our businesses, outsourced auditing and suppliers” (Brand 1, Head of Ethical Trade, e-mail communication, May 2016)Brand 6 and Brand 23 are no longer involved in the initiative (Brand 1, Head of Ethical Trade, telephone meeting notes, August 2015)“We are trying hard and when you see one [MSA statement] like that from Brand 23, that’s rubbish it’s annoying” (Brand 1, CR Manager A, Discussion regarding a brand that had left the initiative but reported on it in their statement, diary notes, October 2016)“NGO have advised it is looking like Brand 20 are joining- now piggy backing – they weren’t involved in the scoping but may join the roll out (Brand 20 were involved in original discussion in February 2016)” (Brand 1, CR Manager A, telephone meeting, August 2016)It became apparent during the discussion that Brand 6, who had dropped out of the collaborative modern slavery training with NGO, had conducted their own training with an Ethical Trade Consultancy Firm. As far as Brand 1 were aware, this was the first time that they had heard this (Discussion with Brand 1, CR Manager A, diary notes, October 2016)
Communication	“Just remembered, meeting on 25th is 1 representative each brand only, for speed and clarity” (Brand 1, Head of Ethical Trade, e-mail communication, July 2016)People speaking freely during Pilot Session de-brief – we went around the room and everyone made suggestions (Pilot session de-brief meeting with NGO and 5 brands, meeting notes, July 2016)Brands suggested one representative from each brand meets to help re-design the training. All brands to go through slides with comments and Brand 3 to coordinate (Pilot session de-brief meeting with NGO and 5 brands, meeting notes, July 2016)“When it comes down to work maybe others [from the other brands] don’t have the resource or time and we ended up doing a lot of the work” (Discussion with Brand 1, CR Manager A, diary notes, October 2016)It became apparent during the discussion that Brand 6 who had dropped out of the collaborative modern slavery training with NGO had conducted their own training with an Ethical Trade Consultancy Firm. As far as Brand 1 were aware, this was the first time that they had heard this (Discussion with Brand 1, CR Manager A, diary notes, October 2016)
Governance
Third-party involvement	Collaborating brands are Trade Body members, known to one another and have previously worked together (diary notes, July 2016)NGO promised to come back to the brands with some proposals. Possibly to do some of the training as identified in the “agreed next steps”. (“Modern Slavery Act (MSA) (2015) – thinking about a joint industry response” forum with 21 brands and NGO, meeting notes, February 2016)“To prevent duplication of work, costs and resources being unnecessarily wasted we suggested that we organise a meeting for brands to meet with [NGO] and see where we can share our knowledge and experience and importantly move forward together to meet the requirements outlined in the [Modern Slavery] Act” (Brand 24, CR Manager and 21 brands, e-mail communication, January 2016)Payment made to NGO – cost divided between brands (Brand 1, Head of Ethical Trade, diary notes, July 2016)Training curriculum collectively developed amongst the brands and NGO (diary notes, e-mail communication and pilot session de-brief notes, multiple telephone meetings with Brand 1, Head of Ethical Trade, July/August 2016)
Top management support	Cost of training to be divided between brands involved (Brand 1, Head of Ethical Trade, meeting notes, April 2016)The training curriculum will be rolled out to different levels of the company including board level to ensure that they increase their modern slavery awareness and are aware of the level of training that will be taking place throughout the company (Brand 1, Head of Ethical Trade, meeting notes, April 2016)Payment made to NGO – cost divided between brands (Brand 1, Head of Ethical Trade, diary notes, July 2016)Brand 6 hosted pilot session in their office (diary notes, July 2016)Brand 1 hosted first training session in Hong Kong (Brand 1, Head of Ethical Trade, telephone notes, August 2016)“Our Head of Sourcing was also present [during the training in Hong Kong] and this impressed the other attendees. It showed the training was being taken seriously” (Brand 1, CR Manager B, meeting notes, October 2016)

Notes: Brand x – during meetings with multiple brands, “Chatham House rules” applied whereby participants discussed issues openly but their comments could not be attributed to them. Under these circumstances, quotes have not been recorded by brand or individual

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