I'll start.
I think it's important. What we're looking at and where we've seen success is really a fairly light touch. Even though different jurisdictions have approached it differently, the U.K.'s example is probably the one that's the most mature at this point. It's a focus on reporting. Rather than going through, it's absolutely a conversation we should have at a policy level of how we can address issues of supply chain in specific circumstances all the way down. Of course, as my colleague from UNICEF said, we can't ignore the social factors and others at the grassroots level as well.
What we're suggesting here is actually that reporting is a means to an end, not an end in and of itself. It provides a basis for greater dialogue by having companies simply be required to say that they are considering what this looks like.
We've seen in the U.K. that it's not toothless at all. In fact, companies are drawing greater attention to the issue. They're recognizing it, and it has become part of the conversation. As a result, it's driving change and conversation with organizations such as ours and companies to ask how we can address those critical policy issues that might be more substantive as we consider and work together, and move our way up and down the chain.