Hustle Culture, Modern Slavery and Brand Identity.
Modern slavery is a topic that is likely to keep any forward-thinking CEO up at night.
Yet, modern slavery remains one of the most significant, and frequently avoided, risk management issues in corporate governance.
For business decision-makers and brand builders, understanding where an organisation stands on supply chain ethics is no longer optional—it is a requirement for maintaining social licence.
We are at a point in time where, globally, there is a growing, active movement to lessen the extent of worker exploitation. Domestically, the legislative landscape is tightening, forcing organisations to actively audit and reduce the incidence of modern slavery within their operations. Major brands are rightfully concerned about their social license and what consumers will think of them if they—directly or indirectly—treat workers inhumanely.
But modern slavery can be quiet.
We are all familiar with seeing little icons on accessories, beauty products and toiletries like “vegan” or “cruelty-free”. Yet, we don’t have icons that say: “kind to humans”. With our consumer hat on, we assume at face value that every product already is. The idea that we would need labels stating “no humans were harmed in the making of this product” is fairly revolting.
Modern slavery often occurs deep within the supply pipeline, that’s what keeps it invisible and hidden from view. And that is exactly what catches brands off guard. It is why many brands prefer vertically integrated business models—meaning they own the various parts of the supply pipeline so they can control what is happening in their own backyard. They cannot afford to risk their reputation on something hidden from them.
And, while many brands and leaders would never entertain actions that restrict a person’s basic human rights or dignity, there are brands who willingly would and do.
Modern slavery encapsulates slave labour, servitude, and forced labour practices.
When people think of slave labour, their minds often go straight to the extreme imagery we’ve seen in the media. But modern slavery isn’t always blatantly on display to an observer. Often, workers are dressed well in uniforms, their demeanour seems calm, and the workplace can look well-appointed. Behind closed doors, however, high-efficiency output is often driven by extreme measures: 16-hour workdays, seven-day work weeks, and multi-year restrictive contracts that restrict geographic mobility beyond the factory walls.
Perception controls are why compliance audits fail to find evidence of these practices. This enables these practices trickle quietly into the everyday variety of goods that consumers purchase. It hides in many “hot deals” and unbelievably cheap price tags in the bargain bin.
But it is a mistake to think this only happens with fast fashion or cheap goods. These practices can be found deep within the supply chains of high-tech and premium items—the exact high-margin products consumers are heavily encouraged to buy.
Further complicating the ability to spot modern slavery is the grey area between how hard we expect ourselves to work, and how hard we expect others to work. But there is a distinct line in the sand between hustle culture and a deliberate removal of human rights:
Hustle Culture: On this side of the line is working overtime without pay, skipping lunch to hit a deadline, or dealing with a demanding manager. Social media floods us with narratives that working ultra-hard is simply the price of success. While gruelling, this is not modern slavery. Under robust labour laws, if a job is destroying you, you hold the power. You can walk away. You can quit. You have protections, freedom, and flexibility.
Modern Slavery: On this side of the line, choice does not exist. Laws fail to protect those who are the most vulnerable. Globally, an estimated 327 million people earn minimum wage or less, and 81% of those workers lack effective wage protection because laws are either unenforced or informal work arrangements corporate oversight entirely.
To reduce the reliance on exploiting vulnerable human beings, we must look to two clear solutions:
Widespread Legislation: Modern Slavery frameworks work, but they require universal application, rigid enforcement, and corporate accountability.
Automation and Robotics: Technology is stepping in to take over high-volume, highly repetitive, and physically punishing manufacturing tasks. As automation handles the brutal grunt work, it can free people from sweatshop labour and open doors for safer, more stable, and meaningful forms of work.
Changing the way the world shops and manufactures is a heavy, uncomfortable conversation. But it is one that business decision-makers absolutely must keep having.
