Yes, absolutely, it is complex, certainly. Supply chains are getting longer, and they're getting more complex.
Thinking of particular subsectors, just to give you an example, cocoa has been one that's received a lot of attention for forced labour and child labour, and the cocoa industry has been at it, with efforts to eliminate child labour in their supply chain, for 15 to 20 years, and they're still at it. This is after many tens of millions of dollars going into it.
The challenge is really that the supply chain in west Africa is comprised of 1.5 million small holding farmers in cocoa, so you can imagine the challenge of monitoring that sort of supply chain. What the companies have done in terms of certification, and you referenced the fair trade model, there are real limits to it just because of the sheer geographic scope and scale of these supply chains.
What we have found works best is really to work with governments, with communities themselves, to empower people to look after their own interests and their own children. That means working with co-operatives, working with trade unions, so that you can have more of a continual monitoring happening because snapshot social audits can tell you what's happening today, but they don't tell you about yesterday or tomorrow.
I think companies are learning some difficult lessons about the limits of the tools they typically use and have in the toolbox, and are coming up with more creative approaches. We work quite closely with cocoa, with tobacco, with garments to try to have a more effective approach that can reach down deep into these supply chains.