In the industrial zones of Chonburi, Thailand, seven companies gathered under the guidance of the International Labour Organization to confront a challenge as old as governance itself: the distance between a written policy and a lived practice. The ILO's mentorship programme, embedded within a broader effort to advance responsible supply chains across Asia, sought not merely to inform but to cultivate — turning company representatives into internal stewards of human rights accountability. By bringing management and workers into the same room as partners rather than adversaries, the initiative