Public format examples · Version 1.0 · 4 November 2026
See how a working output can look
Two fictional examples show scope, source limitations, responsible roles and next steps. They help you discuss a useful format before agreeing an engagement.
Example 01 · Entirely fictional
Product evidence and unresolved questions
Purpose: help procurement, HR and compliance see which information supports a specific point and what remains to be resolved.
Example only: this is a fictional scope and record set. It does not represent a client, actual labour conditions or a conclusion about any product.
- Illustrative scope
- Fictional Product A, a household component, produced in the third quarter of 2026 at fictional Site S. The example considers only the direct supply relationship and recruitment practice stated below.
- Scope limits
- No real company, person or location is used. Upstream materials, other sites and other periods are outside this example. No worker interviews or independent verification have taken place.
- Intended use
- A working coordination summary. It is not proof that forced labour is absent, a legal opinion or a guarantee of a regulatory or commercial outcome.
| Question and fictional source | What the information supports | Limit, owner and next step |
|---|---|---|
| Product and period Fictional production record P-01 and dispatch record D-01 | Supported within this example: the two invented records refer to Product A and the stated production period. | Only the stated relationship is covered. Procurement role: confirm whether other relevant relationships or sites are missing before expanding the scope. |
| Recruitment fees Fictional policy R-01 | Policy text available: the invented policy says workers should not pay recruitment fees or related costs. | Practice unknown: a policy does not show what workers actually paid. HR role: plan appropriate fact-finding and participation safeguards; do not mark this question resolved. |
| Agency arrangements Fictional contract C-01 and management note M-01 | Conflicting information: one invented record names Agency B while the other names Agency C for the same recruitment period. | No agency relationship is confirmed from this conflict. Procurement and HR roles: clarify provenance and the relevant arrangement; keep both records and the unresolved question visible. |
| Worker experience | Not established: no direct account from affected people or independent assessment is included. | Project lead role: agree whether and how appropriate specialist work is needed, including safe participation and protection from retaliation. |
Illustrative handover
The coordination lead records each unresolved question, the receiving role, permission to use information, and a review point agreed for the engagement. Missing information remains visible. It is not converted into a favourable finding when a spreadsheet is complete.
Example 02 · Entirely fictional
Human rights action and responsibility plan
Purpose: connect an issue affecting people with action, responsible roles, resources, protection and a meaningful review.
Example only: the situations and role assignments below are invented. They show a working format, not actual Hub project results or a prescribed remedy for a real case.
Illustrative scope: one fictional recruitment arrangement at Site S. The plan is for internal coordination; it does not receive grievances or substitute for a safe mechanism.
| Issue, source and current status | Action, role and resources | Participation, review and unresolved matters |
|---|---|---|
| Possible recruitment costs Source: fictional fee schedule F-01. Status: needs verification. | HR lead role: clarify the fee categories, actual payment arrangements and appropriate follow-up with authorised specialist support. Agree access, language support and time before the work starts. | Plan confidential, accessible participation without retaliation. Review whether facts are established and whether any affected person needs remedy. A completed review meeting alone does not show repayment or benefit. |
| Purchasing pressure Source: fictional order-change record O-01. Status: practice requires review. | Procurement manager role: examine whether purchasing changes affect the supplier's ability to meet labour expectations. Agree responsible changes and resources with the relevant business functions. | Seek relevant perspectives through appropriate channels. Review actual implementation and effects, including unintended harm; do not treat a new clause alone as an improved condition. |
| Unclear referral responsibility Source: fictional mechanism flow G-01. Status: responsibility gap. | Mechanism owner role: name the authorised receiver, referral and escalation responsibilities, confidentiality rules and review point. Confirm that people have the capacity to carry out the roles. | Explain access and feedback arrangements to intended users safely. Review whether the process is usable and trusted. Specific cases and protection concerns remain outside this public example. |
What acceptance of this plan means
Review the quality of the agreed output, staff's ability to act, operation of the measure and outcomes for people separately. The plan should identify who receives outstanding matters and when they are reviewed. Any timing and evidence of completion must be agreed for the real scope.
Read, compare or print
Use your browser's Print command to print this page or save a PDF for internal discussion. Keep the fictional-example labels, scope limits, version and date with any extract. This page contains no real case files, worker details, proprietary scoring or confidential project methods.
Formats and responsibilities vary with the actual scope. A proposal should confirm products or sites, period, participating roles, access and confidentiality, work depth, deliverables, exclusions, separate professional services, timing and acceptance. These examples do not set a fixed service price or completion time.
Discuss what would be useful
Start with one product, relationship or question
Describe the business context and decisions the output needs to support. Do not send sensitive personal information or confidential case records with your first enquiry.