Sustainability, Ethics, Law and Governance

Introduction and context

Luxury and lifestyle brands derive value from design, scarcity, craftsmanship, heritage, symbolic meaning and consumer trust. These sources of value are increasingly connected to environmental and social responsibility. A beautiful product loses reputational value when its materials are linked to deforestation, its production depends on coercive labour, or its sustainability claims cannot be substantiated. Sustainability is therefore not merely a communications theme. It is a strategic, operational, legal and governance issue.

Luxury brands face a distinctive tension. Their products are often designed for durability and emotional longevity, yet they may involve resource-intensive materials, complex global supply chains, air freight, packaging and seasonal product launches. Lifestyle brands may face similar issues across cosmetics, hospitality, travel, food, interiors and wellness. The managerial challenge is to preserve desirability while reducing harm and improving accountability.

This chapter examines environmental impacts, social responsibility, circularity, resale and rental, responsible sourcing, labour standards, diversity, greenwashing, intellectual property, counterfeiting, parallel trade, governance controls and crisis management.

Learning objectives

By the end of this chapter, students should be able to:

1. Explain the environmental and social impacts of luxury and lifestyle brands.
2. Distinguish linear, circular, resale and rental business models.
3. Evaluate responsible sourcing, labour standards and diversity practices.
4. Identify the legal significance of trademarks, counterfeiting and parallel trade.
5. Assess sustainability claims and recognise greenwashing risks.
6. Design governance controls and a proportionate crisis-management response.
7. Apply these concepts to strategic brand decisions.

1. Sustainability as a strategic brand capability

Sustainability refers broadly to meeting present needs without undermining the ability of future generations to meet their needs. In brand management, it has at least three dimensions:

• Environmental sustainability: reducing damage to climate, ecosystems, water, biodiversity and material systems.
• Social sustainability: protecting human rights, decent work, health, safety, inclusion and community wellbeing.
• Economic sustainability: maintaining a viable business capable of investing in quality, employees, suppliers and long-term innovation.

These dimensions are interconnected. A brand that moves production to a cheaper supplier without monitoring labour conditions may improve short-term margins while increasing social and reputational risk. A brand that substitutes one material for another without assessing the full life cycle may shift, rather than reduce, environmental harm.

A useful strategic principle is that sustainability should be integrated into the value proposition, operating model and control system. It should not be treated as an isolated campaign managed only by communications staff. The board, procurement, design, merchandising, legal, finance, retail and marketing functions all influence sustainability outcomes.

Stakeholder and materiality perspectives

Stakeholder theory holds that a firm has responsibilities to groups affected by its activities, including customers, workers, suppliers, communities, investors, regulators and the natural environment. A brand-management decision should therefore be evaluated not only by its effect on sales but also by who bears its costs and who receives its benefits.

Materiality helps managers prioritise. An issue is financially material when it may affect revenue, costs, assets, financing, compliance or enterprise value. It is impact material when the company significantly affects people or the environment. An issue may be important under either perspective, and some contemporary reporting systems consider both. For example, water pollution near a tannery may initially appear distant from a fashion brand’s financial statements, but it can create regulatory, supply, reputational and continuity risks.

A practical materiality process is:

1. Map activities, products, geographies and stakeholders.
2. Identify actual and potential impacts.
3. Assess severity, scale, likelihood and the brand’s contribution or linkage to the impact.
4. Consult affected stakeholders and relevant experts.
5. Prioritise action, disclosures and controls.
6. Review the assessment as the business and regulatory context change.

Materiality is not a licence to ignore less visible harms. It is a disciplined method for allocating attention and resources.

2. Environmental impacts across the product life cycle

A life-cycle perspective considers impacts from raw-material extraction through processing, manufacture, distribution, use and end of life. It reduces the risk of solving one stage while worsening another.

Materials and production

Leather may raise concerns about land use, methane emissions, water, chemicals and traceability. Cotton can involve water use, pesticides and labour risks. Synthetic fibres may be derived from fossil resources and release microfibres, while some alternatives create trade-offs involving land, durability or chemical processing. Precious metals and gemstones may create ecological, human-rights and conflict risks if poorly sourced.

Production impacts include energy consumption, dyeing and finishing chemicals, wastewater, solid waste, defective inventory and packaging. The relevant question is not whether a material is labelled “natural” or “alternative,” but whether its impacts are understood over its life cycle and managed through credible evidence.

Distribution, retail and use

International shipping, air freight, store energy use, heating, cooling, lighting and returns all contribute to environmental impact. Luxury retail also uses architecture, events and packaging to create experience. Responsible design seeks to retain sensory quality while reducing unnecessary material and energy use.

Product durability is strategically important. If a product remains functional and desirable for longer, the environmental burden per use may decline. However, durability claims should be supported by testing, repair availability and actual product performance rather than assumed from price or prestige.

End of life

A product may be repaired, refurbished, resold, rented, remanufactured, recycled, downcycled, incinerated or landfilled. The best route depends on material composition, contamination, product condition, transport, consumer behaviour and available infrastructure. “Recyclable” does not mean that recycling will necessarily occur; access, collection, sorting and processing are also required.

3. Circularity, resale and rental

A linear model follows the pattern extract, make, sell, use and discard. A circular model seeks to preserve the value of products and materials for as long as possible while reducing virgin-resource dependence and waste.

Circular strategies include:

• designing for durability, repair, disassembly and eventual recycling;
• offering maintenance, authentication and repair services;
• using recycled or responsibly regenerated inputs;
• recovering unsold or returned products;
• operating official resale or recommerce channels;
• using rental, subscription or product-service models; and
• collecting reliable data about product journeys.

Circularity is not a single business model. It is a set of design and operating principles.

Resale

Resale can extend product life, make products more accessible, create new customer relationships and generate information about residual value. It can also create challenges involving authentication, ownership, condition grading, data protection, commissions, repairs and channel conflict. A brand must decide whether to operate resale itself, partner with a specialist platform or merely support third-party activity.

Official resale can protect brand experience and improve authenticity controls, but it requires investment in inspection, logistics, digital systems and customer service. It may also reduce demand for new products in some segments. That effect should be analysed rather than assumed. Resale can strengthen a brand when it demonstrates enduring value, but it can weaken exclusivity if poorly managed or overexposed.

Rental

Rental may increase utilisation of products that would otherwise remain idle. Yet rental is not automatically sustainable. Frequent transportation, cleaning, packaging, returns, damage and low utilisation can offset benefits. A rental model should assess the number of additional uses, transport distance, cleaning intensity, product life and substitution effects.

A simple utilisation measure is:

where U is utilisation, nᵤ is the number of documented uses during a period, and nₚ is the relevant product capacity or available-use baseline. The measure is meaningful only when the numerator and denominator are defined consistently. It is not, by itself, a complete environmental-impact measure.

Circularity limitations

Circular systems can generate rebound effects. A consumer may buy more because resale makes ownership feel less costly, or rental may encourage additional consumption. Recycling can also be technically difficult for blended fibres, coated materials and products containing adhesives or multiple components. Managers should therefore use life-cycle evidence and avoid presenting circularity as automatically beneficial.

4. Responsible sourcing and labour standards

Responsible sourcing means selecting and managing suppliers in ways that address environmental performance, human rights, labour conditions, business integrity and traceability. It extends beyond first-tier factories because risks may exist in farms, mines, processors, subcontractors and labour brokers.

Supply-chain due diligence

A credible due-diligence system generally includes:

1. A public policy aligned with recognised human-rights and labour principles.
2. Supply-chain mapping, including high-risk upstream stages.
3. Risk assessment by country, commodity, process and vulnerable group.
4. Prevention and mitigation through purchasing practices, training and technical support.
5. Monitoring using audits, worker interviews, grievance channels and documentary evidence.
6. Remediation when harm occurs.
7. Transparent reporting on progress, limitations and unresolved risks.

Audits are useful but insufficient. A scheduled audit can miss forced overtime, retaliation, unauthorised subcontracting or falsified records. Worker voice, confidential reporting, unannounced checks, purchasing-practice reform and long-term supplier relationships improve the quality of assurance.

Labour standards

Key standards include freedom from forced labour and child labour, freedom of association, collective bargaining, non-discrimination, safe and healthy workplaces, reasonable working time, lawful wages and protection from harassment. Compliance must consider local law, but legal compliance is only a minimum where local law falls below internationally recognised human-rights expectations.

A common managerial failure is to demand lower prices, shorter lead times and last-minute changes while expecting suppliers to maintain decent conditions. Ethical sourcing therefore requires responsible purchasing practices: realistic forecasts, timely payment, fair negotiation, stable orders and shared improvement investments.

Traceability and assurance

Traceability records the movement and transformation of materials through the supply chain. It may be documentary, physical, mass-balance or identity-preserved. Each method provides different confidence and cost implications. Digital ledgers, product passports, satellite data and AI-assisted anomaly detection can help, but technology does not replace independent verification or remedy. Poor source data can produce a highly sophisticated false picture.

5. Diversity, equity and inclusion

Diversity concerns representation of differences such as gender, race and ethnicity, disability, age, religion, sexual orientation and socioeconomic background. Equity concerns fair access to opportunity and the removal of structural barriers. Inclusion concerns whether people can participate, contribute and progress without fear or marginalisation.

For luxury brands, diversity affects employment, design insight, cultural legitimacy, customer experience, advertising and innovation. It should be managed through recruitment, promotion, pay-equity analysis, accessible workplaces, supplier diversity, inclusive design and accountability for managers. Representation in advertising without internal change can become performative.

Managers should distinguish equal treatment from equitable treatment. Providing every employee with identical resources may not remove barriers faced by employees with disabilities, caring responsibilities or discriminatory exposure. Measures should be disaggregated carefully and interpreted with privacy protections. Targets can focus attention, but they should not encourage tokenism or reduce individuals to demographic categories.

6. Greenwashing and credible claims

Greenwashing occurs when communication creates a misleading impression about environmental or social performance. It may involve vague words such as “eco-friendly,” selective disclosure, unrepresentative imagery, unsupported comparisons, irrelevant claims, unverified offsets or claims about future intentions presented as present achievement.

A credible claim should be:

• specific about the product, activity, geography and time period;
• based on evidence appropriate to the claim;
• transparent about boundaries, exclusions and assumptions;
• clear about whether it concerns reduction, avoidance, compensation or aspiration;
• comparable only where methods and baselines are comparable; and
• reviewed by competent legal, technical and sustainability personnel.

The hierarchy of communication should favour actual reduction over compensation. A claim that emissions were “reduced” should not rely mainly on purchasing credits. If credits are used, the brand should describe them accurately, assess additionality and permanence, disclose uncertainty and avoid implying that residual emissions have disappeared.

Managers must also avoid confusing an improved product with a sustainable brand. A lower-impact packaging change does not justify broad claims about the entire company. Regulatory requirements vary by jurisdiction and change frequently; legal review should therefore be location-specific and current. Consumer-protection law, advertising rules, environmental-label rules, securities disclosure obligations and sectoral regulation may all apply.

7. Intellectual property and market integrity

Trademarks

A trademark identifies and distinguishes the source of goods or services. In luxury markets, trademarks may include words, logos, monograms, shapes, colours, packaging elements and, in some jurisdictions, non-traditional signs. Registration generally strengthens enforceability, but scope, duration, classification and use requirements depend on national law.

Brand managers should maintain a trademark portfolio, monitor new filings and digital marketplaces, control authorised use, document genuine commercial use and coordinate enforcement with local counsel. A trademark is not simply an aesthetic asset; it is a legal signal of origin and quality.

Counterfeiting

Counterfeiting is unauthorised use of a protected sign or design in a way that creates a false impression of authenticity or origin. It can reduce sales, damage trust, expose consumers to unsafe products and finance organised crime. Enforcement may involve customs recordation, marketplace notices, test purchases, investigations, civil actions, criminal referrals and consumer education.

A balanced strategy distinguishes counterfeit goods from lawful criticism, parody, comparative advertising, second-hand sales and legitimate customisation. Over-enforcement can harm freedom of expression and alienate customers. Evidence, proportionality and jurisdiction-specific advice are essential.

Parallel trade

Parallel trade involves genuine branded goods placed on a market by a party outside the brand’s authorised distribution channel. The goods are not necessarily counterfeit. Whether the brand can restrict resale depends on the applicable exhaustion regime and other national rules. Some jurisdictions recognise national or regional exhaustion; others apply international exhaustion, subject to exceptions.

Parallel imports may challenge price differentiation, warranty management, channel control and selective distribution. Brands should not assume that every unauthorised seller is infringing. They should analyse authenticity, material differences, consumer confusion, contractual arrangements and applicable competition law.

8. Governance, controls and accountability

Governance is the system through which an organisation is directed, controlled and held accountable. Sustainability governance should connect ambition to decisions, budgets, incentives, evidence and consequences.

A practical control architecture includes:

The three-lines model is useful: operational teams own and manage risks; risk, compliance and sustainability functions advise and monitor; internal audit provides independent assurance. The board retains oversight rather than delegating accountability entirely to a sustainability department.

Controls should address both prevention and detection. Examples include approval gates for environmental claims, supplier onboarding checks, segregation of duties for inventory destruction, trademark monitoring, crisis escalation protocols and periodic testing of grievance channels.

9. Crisis management and ethical decision-making

A sustainability or integrity crisis may arise from unsafe products, labour abuse, pollution, misleading claims, data exposure, counterfeit allegations, executive misconduct or activist criticism. The first response should protect people and preserve evidence, not merely protect the brand image.

A crisis-management sequence is:

1. Detect and classify the issue.
2. Protect affected people and stop ongoing harm where possible.
3. Establish a cross-functional response team.
4. Preserve documents, samples, records and digital evidence.
5. Verify facts through independent investigation.
6. Notify regulators, partners and affected stakeholders where required.
7. Communicate promptly, accurately and without premature blame.
8. Provide remedy, recall, compensation or corrective action as appropriate.
9. Report progress and address root causes.
10. Review governance and update controls.

A holding statement should acknowledge the concern, state what is known, explain immediate protective action and commit to a time for an update. It should not speculate or make unsupported claims. Apology is meaningful when accompanied by remedy and institutional change.

Ethical decision-making can be structured through four questions: What harm may occur? Who is affected? What duties and rights apply? Which option is most transparent, proportionate and capable of being defended publicly? Managers should test decisions against both outcomes and principles. A profitable decision may still be unacceptable if it violates human rights or deceives consumers.

10. Applied case: Aurelia Maison and the “responsible leather” claim

This is a fictional illustrative case. Aurelia Maison is a premium accessories brand selling handbags in Europe, North America and East Asia. It launches a campaign describing a new collection as “100% responsible leather,” supported by images of forests and rural communities. The leather supplier provides certificates for the tannery but cannot document the origin of 18% of hides beyond a regional trader. A labour NGO reports excessive overtime at a subcontracted stitching facility. A resale partner also discovers that several marketplace listings use Aurelia’s logo on counterfeit bags.

Problem

The campaign creates potential greenwashing and consumer-protection risk. The incomplete upstream traceability undermines the absolute wording “100% responsible.” The labour allegation creates a human-rights and continuity risk. Counterfeits threaten customers and brand trust, while aggressive takedowns could mistakenly affect lawful resale listings.

Analysis

The brand should separate the issues rather than treat them as one communications problem. First, it should pause or qualify the claim pending evidence. Second, it should investigate the leather chain, including the trader and upstream source. Third, it should conduct a worker-centred investigation of the subcontractor and examine whether Aurelia’s own rush orders contributed to overtime. Fourth, it should authenticate marketplace listings and distinguish counterfeit from genuine parallel or resale goods.

Approach and solution

Aurelia establishes a board-level oversight group and appoints accountable leads in legal, sourcing, sustainability, operations and communications. It publishes a factual update, removes the absolute claim, offers customers a clear explanation and commissions independent verification. It requires corrective action at the stitching facility, including worker interviews, repayment of unlawful deductions if identified, safe reporting channels and a time-bound improvement plan. If severe abuse is confirmed, it prioritises worker protection and remedy rather than immediate disengagement that could leave workers without income.

For materials, Aurelia introduces a chain-of-custody requirement, risk-based supplier mapping and a rule that future claims must identify scope and evidence. For counterfeits, it records trademarks with customs where available, uses test purchases and marketplace procedures, and protects legitimate resale sellers through an authentication process. It reviews purchasing practices and links senior incentives to verified traceability and remedy rather than campaign reach.

Outcome

After six months, the brand reports that traceability has reached 96% for the collection, with the remaining volume excluded from environmental claims until verified. The subcontractor has repaid identified wage shortfalls and improved working-time controls, although monitoring continues. Counterfeit listings decline, while authenticated resale listings remain available. The campaign is relaunched using a narrower claim: “leather from identified tanneries meeting our published sourcing requirements,” accompanied by methodology and limitations.

Learning points

The case illustrates that credible sustainability depends on evidence, boundaries and remedy. It also shows that legal, operational, ethical and brand issues are interconnected. The strongest response does not deny uncertainty; it manages uncertainty transparently and improves the underlying system.

11. Contemporary developments and managerial implications

Regulation is moving toward greater disclosure, supply-chain due diligence, product information, climate reporting and scrutiny of environmental claims. Requirements differ by jurisdiction, company size, sector and reporting framework. Managers must maintain a regulatory register and obtain current local advice rather than relying on general internet guidance.

Digital product passports and authenticated resale systems may improve information about origin, repair and ownership. Artificial intelligence can identify unusual supplier data, detect likely counterfeit images and support demand forecasting that reduces overproduction. However, AI may reproduce biased data, generate false confidence or expose confidential information. Human review, data governance, explainability and cybersecurity remain necessary.

The strategic opportunity is to make responsibility part of brand meaning: craftsmanship that supports repair, scarcity created through lower waste rather than artificial destruction, inclusive storytelling grounded in organisational practice, and transparency that treats consumers as informed participants. The strategic risk is symbolic compliance—polished communication without operational change.

Best-practice checklist

A luxury or lifestyle brand should:

• identify its most significant environmental and human-rights impacts;
• design durable, repairable and traceable products;
• assess full life-cycle trade-offs before making claims;
• use risk-based supplier due diligence and worker-centred remediation;
• establish credible diversity and inclusion accountability;
• substantiate every sustainability claim and disclose limitations;
• protect trademarks while respecting lawful resale, expression and competition rules;
• monitor counterfeiting and parallel trade through evidence-based processes;
• assign board and executive responsibility for material risks;
• test controls, grievance systems and crisis plans; and
• communicate what has changed, what remains uncertain and what will happen next.

Chapter Summary

Sustainability, ethics, law and governance are strategic foundations of luxury and lifestyle brand management. Environmental impacts arise across materials, production, distribution, use and end of life, so life-cycle thinking is more reliable than isolated claims. Circularity can preserve product and material value through durability, repair, resale and rental, but each model requires evidence because transport, cleaning, rebound effects and infrastructure may alter its results.

Responsible sourcing requires supply-chain mapping, risk assessment, worker voice, remediation and responsible purchasing practices. Labour standards and diversity are both ethical responsibilities and sources of organisational legitimacy. Environmental claims must be specific, evidence-based and transparent about boundaries; otherwise they may constitute greenwashing.

Trademark protection, anti-counterfeiting and parallel-trade management require legal precision and proportionality. Governance converts commitments into accountability through board oversight, policies, data controls, assurance, incentives and escalation. In a crisis, protecting people, establishing facts, communicating honestly and providing remedy are more important than preserving appearances. Durable brand value is created when responsibility is embedded in products, systems and decisions rather than added only to marketing.

Key Terms

Sustainability: Meeting present needs without undermining future generations’ ability to meet theirs.

Stakeholder theory: The view that organisations have responsibilities to groups affected by their activities.

Materiality: The significance of an issue for impacts, decisions, stakeholders or enterprise value.

Life-cycle assessment: A systematic evaluation of impacts across a product’s stages of existence.

Circular economy: An economic approach that keeps products and materials in use and reduces waste and virgin-resource dependence.

Resale: The sale of a previously owned product to another customer.

Rental: Temporary access to a product in exchange for payment or another agreed benefit.

Responsible sourcing: Procurement that addresses environmental, human-rights, labour and integrity risks.

Traceability: The ability to follow a material or product through stages of a supply chain.

Due diligence: A process of identifying, preventing, mitigating and accounting for adverse impacts.

Worker voice: Mechanisms through which workers can safely express concerns and influence decisions.

Diversity, equity and inclusion: Representation, fair access and meaningful participation across differences.

Greenwashing: Communication that creates a misleading impression about environmental or social performance.

Trademark: A sign capable of distinguishing the goods or services of one undertaking from those of others.

Counterfeiting: Unauthorised use of a protected sign or design that falsely suggests authenticity or origin.

Parallel trade: Trade in genuine branded goods outside an authorised distribution channel.

Governance: Systems for directing, controlling and holding an organisation accountable.

Remediation: Action to repair or reduce harm suffered by affected people or environments.

Crisis management: Coordinated action to protect stakeholders, establish facts, communicate and recover after a serious incident.

Review Questions

5 Short Answer Questions

1. What is the difference between environmental, social and economic sustainability?
2. Why is life-cycle thinking important for luxury products?
3. Identify two limitations of rental as a circular business model.
4. What makes a sustainability claim credible?
5. How does parallel trade differ from counterfeiting?

5 Long Answer Questions

1. Explain how a luxury brand can integrate circularity into design, operations and customer experience.
2. Discuss the strengths and limitations of supplier audits in human-rights due diligence.
3. Analyse the relationship between diversity, inclusion and brand legitimacy.
4. Explain the governance controls required to prevent greenwashing.
5. Compare the strategic and legal issues associated with trademarks, counterfeiting and parallel trade.

3 Analytical / Application Questions

1. A brand discovers that 12% of the material used in a collection cannot be traced. Design a response covering claims, sourcing, governance and communication.
2. A rental platform reports high return transport and cleaning emissions. What evidence and decisions would you require before describing the model as sustainable?
3. A factory supplying a luxury brand is accused of forced overtime. Develop a crisis-management and remediation plan that considers workers, customers, suppliers, regulators and shareholders.

Multiple Choice Questions with Answers

Question 1

Which approach best reflects life-cycle thinking in luxury brand management?

A. Evaluating only the energy used in the retail store

B. Assessing impacts from raw materials through use and end of life

C. Assuming expensive products have low environmental impact

D. Measuring only the advertising campaign’s carbon emissions

Correct Answer: B. Assessing impacts from raw materials through use and end of life

Question 2

Which statement about rental is most accurate?

A. Rental is automatically sustainable because ownership is avoided

B. Rental eliminates all product-related emissions

C. Rental outcomes depend on utilisation, transport, cleaning and product life

D. Rental always increases demand for new products

Correct Answer: C. Rental outcomes depend on utilisation, transport, cleaning and product life

Question 3

What is a central weakness of relying only on scheduled supplier audits?

A. Audits can never examine documents

B. Audits may miss concealed conditions and worker retaliation

C. Audits make worker interviews impossible

D. Audits are unrelated to labour standards

Correct Answer: B. Audits may miss concealed conditions and worker retaliation

Question 4

Which claim is most likely to be credible?

A. This product is completely harmless to nature

B. Our brand is perfectly sustainable

C. The packaging contains 40% recycled material, measured by the stated method

D. Buy this product to save the planet

Correct Answer: C. The packaging contains 40% recycled material, measured by the stated method

Question 5

What distinguishes a counterfeit from a parallel import?

A. A counterfeit is always second-hand

B. A parallel import is necessarily unsafe

C. A counterfeit falsely uses protected branding, while a parallel import may be genuine

D. There is no legal distinction

Correct Answer: C. A counterfeit falsely uses protected branding, while a parallel import may be genuine

Question 6

Which governance practice most directly improves accountability for sustainability claims?

A. Allowing marketing staff to approve claims without evidence

B. Using approval gates requiring documented substantiation and legal review

C. Deleting uncertain data before publication

D. Linking incentives only to media coverage

Correct Answer: B. Using approval gates requiring documented substantiation and legal review

Question 7

In a serious labour-rights crisis, what should generally occur first?

A. Protect affected people and stop ongoing harm where possible

B. Publish a denial before investigating

C. Destroy confidential supplier records

D. Immediately blame the supplier without examining purchasing practices

Correct Answer: A. Protect affected people and stop ongoing harm where possible

Question 8

What does traceability primarily provide?

A. A guarantee that every product is sustainable

B. The ability to follow materials and products through supply-chain stages

C. Automatic protection from trademark infringement

D. A substitute for worker grievance mechanisms

Correct Answer: B. The ability to follow materials and products through supply-chain stages

Question 9

If a product has 30 documented uses and a defined available-use baseline of 50, its utilisation under U = nᵤ ÷ nₚ is:

A. 0.06

B. 0.60

C. 1.67

D. 20.00

Correct Answer: B. 0.60

Question 10

Which response best demonstrates responsible due diligence when harm is confirmed at a supplier?

A. Terminate immediately in every case, regardless of worker consequences

B. Ignore the issue if the supplier is profitable

C. Provide or require remedy, protect workers and address root causes

D. Change the product name and continue unchanged

Correct Answer: C. Provide or require remedy, protect workers and address root causes