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Better Business in the Jewellery Sector: The Difference Between Responsible and Sustainable Sourcing

Better Business in the Jewellery Sector: The Difference Between Responsible and Sustainable Sourcing

May 11, 2018, by Dr. Fabiana Di Lorenzo & Jack Cooper

What is the difference between 'responsible' and 'sustainable' sourcing? We cut through the buzzwords and look at how jewellery companies can build value through responsible and sustainable practices.

Event: ICGLR RCM Revision Side-Sessions at OECD 12th Forum on Responsible Mineral Supply Chains

Event: ICGLR RCM Revision Side-Sessions at OECD 12th Forum on Responsible Mineral Supply Chains

April 11, 2018, by Adam Rolfe

Members of the Levin Sources team will be in attendence at the OECD 12th Forum on Responsible Mineral Supply Chains and the OECD-World Bank Event on Artisanal and Small-scale Mining April 17 - 20. There, we are hosting ICGLR RCM Revision Side-Sessions​ to solicit stakeholder feedback.

Better Business in the Jewellery Sector: Trust-Based and Compliance-Based Cultures

Better Business in the Jewellery Sector: Trust-Based and Compliance-Based Cultures

April 4, 2018, by Victoria Gronwald & Estelle Levin-Nally

Explore how both trust and compliance are crucial to any business relationship, and are especially important as mechanisms for risk management in the jewellery sector.

Artisanal and Small-scale Mining and Changing Donor Priorities

Artisanal and Small-scale Mining and Changing Donor Priorities

March 29, 2018, by Holger Grundel

Having spent more than 15 years in a large bilateral donor agency, Levin Sources' Senior Manager of the Good Governance division Holger Grundel shares his thoughts on ASM and how it fits into changing donor priorities.

Better Business in the Jewellery Sector: Building Capacity for Change

Better Business in the Jewellery Sector: Building Capacity for Change

March 15, 2018, by Dr. Fabiana Di Lorenzo

In part three of our 'Better Business in the Jewellery Sector' series, Due Diligence Manager Dr. Fabiana Di Lorenzo addressed three capacity barriers to effective supply chain due diligence: human resources, knowledge gaps, and company and supplier willingness.

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