Leading brands and retailers have, for several decades, recognized the need to address adverse social and labor conditions within their supply chains. The global convergence around the UN Guiding Principles on Business and Human Rights has reaffirmed that companies have a responsibility not only to avoid causing or contributing to adverse impacts, but also to seek to prevent or mitigate impacts that are linked to their operations, products or services by their business relationships, including their supply chains. The primary strategy for many brands and retailers to manage these social impacts has been the social compliance audit paradigm, and yet, global experience has shown the substantial limitations of this audit-based approach to producing sustainable improvements in supply chain social performance. This report identifies leading trends, examples and case studies of innovative models of supply chain social compliance programs. The research explores alternative approaches taken by companies in addressing complex social impacts and labor conditions within supply chains. Four company case studies are highlighted including examples from Timberland, Chiquita, Tesco, and HP. [Also refers to Coca-Cola, Disney, H&M, IKEA, Marks & Spencer, PVH, Starbucks]