Hardscape – Strengthening RPP through equal partnership and collaboration

Common framework for responsible purchasing practices
Principle 1: Integration | Principle 2: Equal Partnership | Principle 3: Collaborative Production Planning | Principle 4: Fair payment & contract terms

Introduction

The Responsible purchasing practices (RPP) in manufacturing initiative, led by the Ethical Trading Initiative (ETI) and supported by the Initiative for Global Solidarity (IGS), aimed to explore the application of the principles outlined in the Common Framework for Responsible Purchasing Practices (CFRPP). Originally designed for the apparel and textiles (A&T) sector, the initiative sought to expand these principles to broader manufacturing sectors, including construction and public space projects, areas where Hardscape operates. 

The initiative’s core objective was to identify barriers and challenges faced by suppliers across industries in adopting responsible purchasing practices and develop practical solutions for fostering sustainable change. An essential aspect of this project was stakeholder engagement, including direct supplier surveys to assess how purchasing decisions impact suppliers and their employees—both permanent and temporary. 

Through workshops, consultations, pilot projects, and collaboration with supply chain partners, ETI facilitated a collective understanding of how purchasing practices influence human rights and worker welfare. The initiative focused on embedding responsible purchasing practices into companies’ operations, promoting peer learning and practical implementation. Hardscape participated in this initiative, using the insights gained from ETI’s tools—including the supplier survey—to assess and improve its procurement practices. 

About Hardscape 

Hardscape is a UK-based supplier of natural and manufactured paving materials, specialising in high-quality products for public space projects - including urban streetscapes, parks, and infrastructure developments. The company was a member of the Ethical Trading Initiative (ETI) from 2010 to 2025, achieving full membership by 2012. Their clients include residential, commercial, and government sectors. The company is dedicated to sustainable sourcing and ethical business practices, aiming to build strong, transparent relationships with suppliers and ensure responsible procurement throughout its supply chain. 

Identifying the challenges 

Hardscape's participation in ETI's Purchasing practices in manufacturing industries initiative began with a supplier survey, where Hardscape’s suppliers were asked to rate the company’s purchasing practices. This survey revealed gaps between Hardscape’s assumptions about supplier challenges and the actual issues suppliers were facing. Key concerns identified included: 

1. Two-way supplier code of conduct: The existing code was overly complex, making it difficult for suppliers to engage with and fully understand expectations. 
2. Audit processes: Suppliers highlighted that the existing audit processes were time-consuming and lacked follow-up support, which hindered the effective resolution of issues. 
3. Sampling development: Suppliers raised concerns about the operational impact of frequent sample requests, which disrupted production schedules and added unexpected costs. 

These insights prompted Hardscape to reassess its purchasing practices, shifting from a compliance-driven model to one focused on collaboration and partnership, and promoting responsible purchasing practices. The changes, guided by the findings from the survey and ETI's support, helped to shape Hardscape’s approach to responsible practices, reinforcing its commitment to equal partnerships. 

Implementing key changes  
 
Principle 2 – Equal partnership  

1. Two-way supplier code of conduct 

Hardscape recognised that its code of conduct (CoC) was overly complex and one-sided, making it difficult for suppliers—particularly those for whom English was a second or third language—to fully understand the expectations. The company took steps to simplify their CoC, focusing on shared values and clearer communication. 

Key actions included: 

• Simplified language: The two-way CoC is rewritten in straightforward, accessible language to ensure that all suppliers could easily understand the guidelines, regardless of their level of English proficiency. 
   
• Focus on collaboration, not mandates: Stephen Duce, Operations Manager at Hardscape, explained, “The old supplier conduct was quite poor and very prescriptive. It included statements like: ‘As a Supplier to Hardscape, your business must satisfy the Board of Hardscape Products Ltd that you are prepared to engage in the process outlined, enabling us to meet the implementation of ETI Base Code principles in our supply chain as soon as is practical. You also agree to permit visits to production sites as required by Hardscape Products Ltd staff and/or appointed auditing bodies, with free access to the workforce and the premises being permitted. You guarantee the security of personnel when visiting these sites.’ 

After reviewing it, we recognised the need for a more collaborative approach. The updated code now emphasises mutual respect and cooperation, clearly stating that Hardscape’s intention is to align with suppliers on shared business ethics, values, and goals, rather than impose strict compliance.” 

To reflect this shift, the new Supplier Code of Conduct emphasises mutual respect and cooperation, stating: “Hardscape strives for high standards of integrity based on honesty, fairness, and transparency. We expect our suppliers to uphold these values and not tolerate any practices that contradict them. We will apply responsible purchasing practices and fair payment terms to every transaction and work with suppliers to ensure no party faces unfair or excessive costs, penalties, or financial risks.” 

• Supplier feedback & support: Rather than issuing mandates, Hardscape opted for open, two-way communication. They actively sought feedback from every supplier regarding the code of conduct, asking for their input and whether they agreed with the terms. Suppliers were then invited to sign the two-way code of conduct upon agreement. By leading by example and offering support at every stage, Hardscape aimed to foster stronger, more equal relationships. As part of this two-way communication, Hardscape set up a feedback mechanism for suppliers to raise concerns about Hardscape’s purchasing practices. This mechanism is managed by a person outside of the commercial function, ensuring suppliers can provide open and honest feedback without fear of being penalised. This approach promotes continuous dialogue and improvement, reinforcing a safe and transparent environment for feedback. 

2. Enhancing the audit process 

The audit process, which previously consisted of a rigid set of 31 questions, was redesigned to be more flexible and tailored to better meet the specific needs of suppliers. Key changes included: 

• Audits were tailored to address issues specific to each supplier, focusing on factors such as past instances of non-compliance or emerging challenges they might be facing. 
• The new audit process included more open-ended questions and fostered a two-way dialogue, rather than a mere checklist of compliance points. 
• The shift from compliance to problem-solving enabled Hardscape to collaborate with suppliers to address issues and provide the necessary support for continuous improvement. 

Principle 3 – Collaborative production planning 

3. Improving sample management 

At first, Hardscape didn’t see sample management as a major issue. Although they paid for the samples provided by suppliers, they later realised that these seemingly small requests were causing inefficiencies. The samples, typically small 100mm x 100mm squares, required suppliers—who usually work with large blocks of material—to halt their machines, change staff, and make extra cuts. Even though Hardscape covered the costs, this process disrupted the suppliers’ operations and added to their workload. On top of that, Hardscape requested samples frequently, often every month or two, from multiple suppliers. 

To address this, Hardscape took several key actions: 

1. In-house materials lab: Hardscape established a dedicated materials lab with additional storage space, allowing them to request samples in bulk and less frequently. This streamlined the process, reducing the burden on suppliers and increasing efficiency. 
2. Stone saw investment: They also invested in an in-house stone saw to create samples from waste materials and offcuts from their own production processes. This eliminated the need for suppliers to cut new samples, reducing both time and costs for everyone involved. 

These improvements led to operational benefits. Suppliers no longer faced the disruption of frequent, small sample requests. Instead, Hardscape now asks for samples once every 12 months, which will help suppliers maintain a smooth workflow, improve efficiency, and reduce stress on workers and working hours. These changes mean that suppliers no longer have to use their own materials or purchase initial products to create small samples. This helps avoid the need to use large pieces of stone, reducing waste and lowering costs related to staff, electricity, and machine use. As a result, unnecessary electricity costs are eliminated, and machine downtime is minimised, contributing to a more efficient and cost-effective operation. These changes have also had a positive effect on the overall profitability of the suppliers, as they are no longer burdened with unnecessary administrative tasks. 

Impact on suppliers 

"As part of Hardscape's participation in the ETI initiative, an interview was conducted with one of its suppliers, Cumbria Stone. Sam Morris, Sales & Marketing Manager, shared that while communication with Hardscape has always been good, they have recently noticed improvements. In particular, Hardscape has been keeping them better informed, reducing back-and-forth communication and minimising the number of emails exchanged.  

Sam also highlighted the more collaborative approach to the two-way process of the Code of Conduct. Hardscape has actively reached out for review and feedback, making the process more interactive. This shift demonstrates that Hardscape is taking on more shared responsibility and risk. As Sam noted: “I think that is where Hardscape is taking more responsibility, working more as part of their team, working a lot closer to get aligned as a team, and everyone benefits.” 

Additionally, Hardscape has been putting more effort into the technical side, ensuring that everything is accurate and well-handled. This focus reduces the burden on the supplier and streamlines the overall process. 

Sam further explained the benefits of working with Hardscape in the stone industry: “The stone industry is quite bespoke, and there’s often a big lack of information and data. Hardscape puts in the effort early on, making the supplier journey a bit easier. By working with organizations like Hardscape, they share a lot of that burden, which takes the pressure off the supplier. They work as a team, with all cards on the table, and this approach leads to better pricing and smoother operations.” 

Hardscape’s approach has led to better alignment with suppliers' needs, resulting in more efficient and balanced relationships. Supplier feedback has been positive:  

• “We have better communication about both their and our needs/limitations, so most of their orders are just suitable for our production.” 
• “One point of contact for most projects works best, with regular face-to-face visits from Hardscape to the factories.” 

Further commitment to collaboration and transparency 

To further demonstrate its commitment to equal partnership, Hardscape invited suppliers to a major industry event at ExCeL London. At the event, Hardscape created a dedicated "Hardscape Village," where suppliers could exhibit alongside Hardscape’s Sales Team. This setup allowed suppliers to engage directly with Hardscape leadership and peers, fostering a deeper sense of collaboration and partnership. 
 
Hardscape covered the travel and accommodation costs for all eight suppliers, ensuring easy participation. Sales and Management teams also stayed in London to support their visit and host guests. All displays, materials, and samples were prepared by Hardscape at its own expense, minimising disruption to suppliers while maximising their impact. 

The stone sector is typically a guarded industry, with many businesses reluctant to share supplier details for fear of competition. By not only inviting suppliers but fully supporting their participation, Hardscape took a significant step towards greater transparency and collaboration. 
 
Quote Charlotte Alderson, Logistics Manager Hardscape: ’Since implementing more responsible purchasing practices, our relationship with suppliers has become more supportive and collaborative. We’ve shifted from pressuring suppliers and making more demands (e.g. High volumes of sample requests) to using more open and constructive language, focusing on understanding their capacity and limitations. A great example of this shift was our visit to IST Stone, where we were able to better appreciate their capabilities and build a stronger, more transparent partnership’ 

Impact on workers 

Although the primary outcomes of the initiative are most evident in supplier relationships, the changes were designed with the intention of positively impacting workers as well. While still in the early stages, one supplier shared: 
 
“It’s good as we avoid stressful situations at the factory,” and “Staff have a strong working relationship with Hardscape.” – Anonymous 

Additionally, Sam Morris, Sales & Marketing Manager at Cumbria Stone, commented: 
“Hardscape makes it a lot easier for the workers by providing them with clear and accurate information. It saves them from having to make changes, reduces the number of questions back and forth, and cuts down on duplicated work. It’s quite well set out, making their jobs a lot easier.” 

Next steps and future commitments 

Hardscape acknowledge that responsible purchasing practices are an ongoing journey and remains committed to continuously improving them. The company will continue to engage regularly with suppliers through interviews and feedback sessions to foster continuous improvement and creating better conditions for workers.