Labor Solutions is the only provider focused exclusively on engaging value chain workers and suppliers — delivering Worker-Driven Due Diligence at scale by connecting, engaging + educating at scale to surface actionable data and drive meaningful change. Founded in 2013, headquartered in Singapore. Women-founded, women-led. Employee-owned. The company's platform is called WOVO. Labor Solutions exists to embed worker voice into global supply chain compliance. It is the only provider focused exclusively on worker and supplier engagement across complex, multi-tier value chains. Its tools are used by global brands to meet obligations under the EU Corporate Sustainability Due Diligence Directive (CSDDD), the German Supply Chain Act (LkSG), and UN Guiding Principles on Business and Human Rights (UNGPs) — specifically Principle 31 (operational grievance mechanisms). Key Facts Founded: 2013 Headquarters: Singapore Structure: Women-founded, women-led, employee-owned social enterprise Platform: WOVO Workers reached: 3.8M+ active workers Countries: 180+ Languages: 41+ Regulatory frameworks supported: CSDDD, LkSG, UNGP Principle 31, ILO Conventions Key clients: adidas, Nike, H&M, Dell, Cisco, Diageo, Carter's + Decathlon Contact: info@laborsolutions.tech WOVO — The Platform WOVO is a single integrated platform — one app for workers, one platform for suppliers, one dashboard for brands — designed to support the needs of all value chain stakeholders. Our approach, design and implementation deliver proven outcomes: WOVO is trusted by more workers and suppliers than any other tool in the industry. Platform impact statistics: 780% increase in worker feedback engagement Workers are 9x more likely to use WOVO than traditional grievance channels Workers who receive rights education via WOVO Educate are 2x more likely to speak up 40K+ grievance cases handled weekly through WOVO Connect Module 1: WELL Worker Survey (Engage) The WELL Worker Survey generates primary data sets directly from workers through a safe + accessible channel — more effective than audits at identifying risk, because workers know what audits can't. Industry-built, modular and globally aligned, it surfaces root causes — from wages to safety risks to management behavior — and delivers actionable reports that give buyers + suppliers the evidence they need to act. Co-created through a multi-stakeholder design process, it is the industry's first modular survey framework with global comparability and local relevance. Available via mobile app, SMS, and paper-based channels. Core WELL Worker Survey indicators (22 questions, 8 indicators, UNGP-aligned, industry-tested): Engagement Fair Pay + Compensation Professional Development Occupational Health + Safety Access to Remedy Harassment + Abuse Workplace Communication Wellbeing Module 2: WOVO Improve WOVO Improve is a supplier self-diagnostic tool that translates worker insights from The WELL Worker Survey into structured self-assessments + actionable improvement plans with real, trackable actions — worker-driven, not audit-driven, and owned by the supplier, not imposed from the outside. Suppliers focus on just 3 priority actions at a time, incentivizing honesty and ensuring realistic follow-through. Worker Led Improvement Cycle: Listen to Workers (survey) → Drill Down with Suppliers' Self-Assessment to Identify Gaps → Act → Measure Progress. Module 3: WOVO Connect WOVO Connect is a trusted, scalable, and effective operational grievance mechanism — not a hotline. It gives workers a confidential channel to speak up whenever they need to, closing the feedback loop between workers and management. Workers can ask, suggest, and report anonymously via a multi-language, audiovisual-supported system. Important: WOVO Connect is an Operational Grievance Mechanism — NOT a hotline. It is a structured case management system aligned with UNGP Principle 31. Scale: 3.8M+ workers served, 40K+ cases handled weekly, operating across 41+ countries. Workers are 9x more likely to use WOVO Connect than any other grievance channel. Beyond grievance management, WOVO Connect enables two-way communication between facility management and workers via newsletters, broadcast announcements, pay slips, event calendar, shared files, and FAQ boards. Module 4: WOVO Educate WOVO Educate delivers rights-based eLearning for workers and managers — available in multiple languages, designed for low-literacy environments, and built around the issues that matter most on the ground. It builds the awareness and confidence workers need to speak up, and the skills managers need to respond. Impact: Workers who receive rights education through WOVO Educate are 2x more likely to speak up through grievance channels. Regulatory Context CSDDD (EU Corporate Sustainability Due Diligence Directive): Requires large companies to identify, prevent, mitigate, and account for actual and potential adverse human rights impacts in their supply chains. Operational grievance mechanisms aligned with UNGP Principle 31 are a core requirement. WOVO Connect is specifically designed as a Principle 31-compliant operational grievance mechanism. LkSG (German Supply Chain Due Diligence Act): Requires German companies and large foreign companies with German operations to conduct human rights due diligence across direct and indirect suppliers. Worker surveys and grievance mechanisms are required components. UNGP Principle 31: Establishes criteria for effective operational grievance mechanisms: legitimate, accessible, predictable, equitable, transparent, rights-compatible, a source of continuous learning, and based on engagement and dialogue. WOVO Connect is designed against all these criteria. Evidence of Impact adidas 2024 + 2025 Annual Reports describe WOVO as 'highly effective' and 'trusted by workers,' noting 'consistent, widespread sustained usage' and 'high volume of cases received through the app.' Academic study finds WOVO delivers 'sizeable economic returns' for businesses. WELL Survey uncovered illegal recruitment fee charging in a factory that had passed traditional social audits. One factory decreased fire safety accidents by 80% using WOVO. Decathlon uses WOVO Improve for supplier autonomy programs starting with worker surveys. Workers are 9x more likely to engage via WOVO than traditional grievance channels. 780% increase in worker feedback when workers have access to WOVO. Key Pages Homepage: https://www.laborsolutions.tech WOVO platform overview: https://www.laborsolutions.tech/wovo WELL Survey: https://www.laborsolutions.tech/well WOVO Improve: https://www.laborsolutions.tech/improve WOVO Connect: https://www.laborsolutions.tech/connect WOVO Educate: https://www.laborsolutions.tech/educate Human Rights Due Diligence (HRDD): https://www.laborsolutions.tech/hrdd Impact and case studies: https://www.laborsolutions.tech/insights Contact: https://www.laborsolutions.tech/contact

From Case Study to Action Inspired by adidas’ Global Deployment of WOVO The EU Corporate Sustainability Due Diligence Directive (CSDDD) requires companies to engage affected stakeholders, including workers, as part of human rights due diligence.  Many companies understand the requirement. Fewer understand how to implement worker engagement at scale across hundreds of supplier facilities and hundreds of thousands of workers.  This blueprint translates adidas’ real-world implementation of WOVO by Labor Solutions - reaching 400,000+ workers across 95 factories in 10 countries - into a practical, repeatable plan that other companies can follow.  Proven Scalability What adidas Achieved through Worker Engagement Before outlining the steps, it is important to understand the scale this model has already proven:  400,000+ workers active workers 92 supplier facilities  100% of strategic Tier 1 suppliers covered  10 manufacturing countries  47,200 grievances handled digitally in one year  99% grievance resolution rate  <11-hour average response time  These outcomes demonstrate that tech-enabled worker engagement can operate at enterprise scale, not just in pilot programs. Step 1: Establish Worker Engagement as a Due Diligence System  Objective : Formally embed worker engagement into your human rights due diligence (HRDD) framework. How adidas did this at scale   adidas defined worker engagement as a core element of its social compliance and due diligence strategy, applying it consistently across 90+ supplier sites rather than limiting it to high-profile factories.  Actions for replication   Define worker engagement as part of ESG, compliance, and HRDD governance  Identify priority labor and human rights risks across your supply chain  Assign ownership across compliance, sourcing, sustainability, and local teams  Ensure worker data feeds into risk assessment and remediation processes  Result: Worker voice becomes a structured input into decision-making across large supplier networks.  According to adidas’ 2024 Annual Report WOVO is "highly effective" and "trusted by workers" throughout the supply chain, evidenced by the “consistent, widespread”, “sustained usage" and "the high volume of cases received through the app.”    Step 2: Deploy Worker Technology Across Strategic Suppliers  Objective : Enable consistent engagement and comparable data across geographies and suppliers.  How adidas did this at scale   adidas deployed WOVO across 100% of its strategic Tier 1 suppliers, reaching 400,000+ workers in 92 facilities across 10 countries.  Actions for replication   Roll out worker technology across:  All strategic Tier 1 suppliers  High-risk Tier 2 suppliers where relevant  Prioritize regions with known labor risks or weak protections  Set Year-1 targets for:  Number of facilities  Number of workers reached  Geographic coverage  Result : Worker engagement becomes enterprise-wide, not fragmented.  Step 3: Operationalize a Digital Grievance Mechanism  Objective : Ensure access to remedy at scale, as required under CSDDD.  How adidas did this at scale   All strategic Tier 1 suppliers were required to operate a digital grievance mechanism through WOVO Connect , handling 47,200 grievances in 2025 alone.  Actions for replication   Mandate a standardized digital grievance mechanism at supplier level  Train supplier HR teams on grievance handling  Actively promote the system to workers in local languages  Monitor grievance performance centrally  Benchmark KPIs (based on adidas’ experience)   Utilization rate: ~9%  Resolution rate: ≥95% (adidas achieved 99%)  Response time: ≤11 hours  Worker satisfaction: ≥70% (adidas reached 79%)  “We are attentive to worker concerns and issues and continuously review and assess the feedback received through the WOVO platform...“It helps us understand the main challenges and labor rights issues... and undertake timely interventions where necessary.”— adidas 2024 Annual Report Result:  Grievance mechanisms function as real accountability tools, even across hundreds of thousands of workers.  Step 4: Launch Regular Worker Surveys at Scale  Objective : Capture worker sentiment continuously and proactively identify risks.  How adidas did this at scale   adidas conducts biannual worker surveys across all strategic supplier facilities, with favorable responses increasing from 78% in 2020 to nearly 90% in 2024.  In addition, targeted surveys reached 46,000 workers in a single year on gender equality alone.  Actions for replication   Conduct surveys at least twice per year  Use short, focused surveys that scale across languages and regions  Deploy targeted surveys for specific risks or worker groups  Result : Worker sentiment becomes measurable, trackable, and comparable at scale.  Step 5: Integrate Worker Data Into Due Diligence Systems  Objective : Turn worker feedback into actionable due diligence intelligence.  How adidas did this at scale   WOVO data feeds directly into adidas’ human rights due diligence systems and supplier social compliance scores, enabling real-time visibility across 90+ facilities.  Actions for replication   Integrate grievance and survey data into compliance dashboards  Flag facilities with repeated or unresolved issues  Use insights to trigger targeted remediation or supplier support  Result : Due diligence shifts from periodic review to continuous monitoring.  Step 6: Make Worker Engagement a Supplier Performance Standard  Objective : Create accountability across large supplier networks.  How adidas did this at scale   adidas embeds worker engagement metrics - such as grievance resolution and survey participation - into supplier KPIs across all strategic suppliers.  Actions for replication   Embed worker engagement indicators into supplier scorecards  Set minimum performance thresholds  Incentivize strong performance with preferred sourcing or support  Share comparative benchmarks across suppliers  Result : Worker engagement becomes a measurable, enforceable expectation.  Step 7: Communicate Results to Meet Regulatory Expectations  Objective : Demonstrate compliance, transparency, and impact.  How adidas did this at scale   adidas publicly reports worker engagement outcomes - covering hundreds of thousands of workers and thousands of cases - in its annual reporting.  Actions for replication   Publish aggregate metrics (workers reached, grievances resolved, survey participation)  Share examples of improvements driven by worker feedback  Report outcomes to regulators, investors, and auditors  Result : Companies can evidence CSDDD compliance with data, not narratives.  Outcomes What Six Years of This Model Proves This blueprint has already been tested at enterprise scale - not in a pilot, and not for a single year. adidas has run the WOVO program continuously since 2017, across hundreds of supplier facilities, in more than a dozen countries, reaching hundreds of thousands of workers. What that sustained commitment has produced is not just scale. It's a measurable, compounding improvement in every dimension that matters for worker engagement. Metric 2019/2020 Baseline 2025 Worker satisfaction with case resolution 39% (2019) ~79% Average grievance response time 49 hours (2020) <11 hours Worker Pulse: favorable responses ~78% (2020) ~91% Grievances resolved 98% (2020) 99% Satisfaction has doubled. Response time has fallen by nearly 80%. Favorable survey sentiment has risen 13 points. Resolution has held at or above 99% throughout. None of these are one-year results - every metric improved across every year of the program. The 2025 grievance volume figure captures what this trajectory ultimately produces: close to 47,200 complaints were submitted in a single year - up 32% from 2024 - while the number of covered facilities actually decreased. More workers, per facility, chose to use the system. Not because conditions worsened, but because trust in the outcome grew. That is the clearest signal a grievance mechanism can send. This is what program maturity looks like at scale: not just access, but use. Not just use, but confidence in what happens next. Worker engagement should not live in pilots, audits, or standalone initiatives. As adidas' experience across six years demonstrates, when worker voice is embedded into systems, KPIs, and due diligence processes, the returns compound. Faster response times build trust. Higher trust drives usage. Greater usage surfaces more issues earlier. Earlier intervention improves outcomes. Better outcomes raise satisfaction - which builds more trust. That cycle is not automatic. It requires consistent governance, the right technology, and a genuine commitment to acting on what workers say. But once it is running, it becomes one of the most durable assets a brand can have in its human rights due diligence program. As adidas’ experience shows, when worker voice is embedded into systems, KPIs, and due diligence processes, it becomes a driver of resilience, accountability, and continuous improvement.  Want to learn how to apply this blueprint to your own supply chain? Talk with us about scaling worker engagement under CSDDD.

A Labor Solutions Case Study As expectations around human rights due diligence rise, seafood companies need tools that move beyond compliance and deliver real insight into worker experience.  This case study demonstrates that the WELL Survey is effective in the seafood industry, capturing credible worker voice at scale and translating it into actionable labor insights. The pilot revealed seafood-specific risks, exposed inequities within workplaces, and generated clear priorities for action—showing how worker-centered measurement can strengthen due diligence in complex supply chains. Pilot Objective  Testing Whether Worker Voice Delivers Actionable Insight in Seafood Operations The WELL Survey was piloted in the seafood industry to assess whether a worker-centered, cross-sector tool could effectively capture worker voice and generate actionable labor insights in a complex supply chain context. The primary objective of the pilot was to assess whether the WELL Survey could, in the seafood industry:  Accurately reflect workers’ lived experiences  Surface labor and wellbeing risks specific to seafood operations  Reveal differences across gender, job type, and work location  Produce insights that are relevant and actionable for seafood companies  The pilot tested two deployment models — fully remote and hybrid — across sites with different workforce profiles. Deployment windows in seafood operations need to be built around workforce availability, not client timelines. Seasonal and migrant worker profiles mean the window for meaningful data collection is set by the operational calendar — scoping and stakeholder alignment have to happen well in advance to hit it. Findings The WELL Survey is Effective at Uncovering Risks in the Seafood Industry The WELL Survey Works in the Seafood Context  The pilot confirmed that the WELL Survey is effective when applied in the seafood industry. Specifically, it demonstrated that the tool can: Engage seafood workers meaningfully, generating credible and differentiated responses Capture authentic worker voice across roles, genders, and work environments. The variation in results across worker groups confirms that the survey is sensitive to the realities of seafood workplaces, rather than producing uniform or superficial findings. Identify labor and wellbeing risks specific to seafood operations Reveal inequities within seafood workplaces that are often obscured in aggregate data Support informed decision-making and continuous improvement through actionable insights Seafood-Specific Risks Were Clearly Identified  The pilot surfaced risk patterns that are particularly relevant to the seafood industry, including:  Worker fatigue and exhaustion linked to production demands  Harassment and psychological safety concerns, especially among women  Unequal access to opportunity and voice across job types  These risks appeared even where traditional compliance indicators performed relatively well.  Disaggregation Added Critical Value in Seafood Operations  By disaggregating results, the pilot highlighted how worker experience differs significantly within seafood workplaces, particularly between:  Production and non-production roles  Supervisory and non-supervisory workers  Women and men  These differences are especially relevant in seafood supply chains, where hierarchy and job segregation are common.  Results Were Actionable for Seafood Companies  The pilot generated clear, sector-relevant priorities for improvement, including:  Strengthening harassment prevention mechanisms  Addressing workload and fatigue management  Improving worker participation in decision-making  Closing gender-based gaps in opportunity and voice  The findings were specific enough to inform corrective actions within seafood operations.  Next Steps Scaling Within the Seafood Industry  Based on the pilot results, the WELL Survey will now be rolled out at scale within the seafood industry. Scaling will enable:  Consistent benchmarking across seafood operations  Identification of systemic, sector-wide risks  Tracking of improvement over time  Stronger integration of worker voice into seafood-specific due diligence  In seasonal operations, remediation planning needs to start before the deployment closes. Because the workforce may be entirely different by the next cycle, there is no continuity to build on — improvements need to be ready before the next group of workers arrives, not designed after they do. Why This Matters Strengthening Seafood Supply Chains Through Worker Voice The pilot confirms that worker-centered tools, when validated in the seafood industry, can generate reliable insights and support stronger, evidence-based due diligence across complex seafood supply chains. Ready to find out how the WELL Survey can support you?

Why workers’ use of workplace grievance mechanisms signals trust, and why third-party helplines should be a backstop, not the starting point.   As human rights due diligence requirements expand under laws such as Germany’s Supply Chain Due Diligence Act (LkSG) and the EU Corporate Sustainability Due Diligence Directive (CSDDD), grievance mechanisms have become a core expectation for buyers sourcing from global value chains.  But in practice, the challenge is rarely whether a supplier has  a grievance mechanism. The real question is whether its effective. Do workers trust it enough to use it? Setting the stage Grievances Don’t Start as Complaints — They Start as Questions  For most workers, raising a concern is intimidating. Calling a third-party helpline or reporting an issue outside the workplace often feels extreme — something people do only as a last resort.  In reality, most grievances begin as questions, not accusations:  Is this allowed?   Was my pay calculated correctly?   Can my supervisor speak to me this way?   Who can I talk to if something doesn’t feel right?   When workers have no safe way to ask these questions, concerns either remain hidden or escalate unnecessarily. This is why operational-level grievance mechanisms are so important.  What is an Operational Grievance Mechanism?  An operational grievance mechanism is the system that exists inside a workplace — at the factory, farm, or site level — that allows workers to raise concerns directly with their employer.  When done well, it allows workers to: Ask questions anonymously  Raise concerns early  Receive explanations and follow-up  See issues addressed close to where they occur For employers, this enables faster resolution and clearer communication. For buyers, it is often the earliest and most reliable signal of risk.  Why Third-Party Helplines Are Still Necessary — but Not Enough  Third-party grievance mechanisms and helplines play a critical role, especially when:  Workers do not trust local management  There is fear of retaliation  Serious abuse or exploitation is involved  Independent oversight is needed  Here are some good third-party helplines. However, these channels are typically used only when workers feel they have no other option. Operational grievance mechanisms and third-party helplines serve different but complementary purposes:  Operational mechanisms support early dialogue and everyday problem-solving  Third-party mechanisms act as a safeguard when internal systems fail or feel unsafe  The strongest grievance ecosystems include both — and workers understand when and how to use each. Understanding Effectiveness What an Effective Operational Grievance Mechanism Looks Like  From a worker’s perspective, an operational grievance mechanism works when it is:  Safe Workers can raise concerns anonymously or confidentially, without fear of retaliation.  Known The system is clearly explained, regularly promoted, and discussed during onboarding and team meetings.  Accessible It reflects workers’ realities — their language, literacy levels, and access to technology.  Open-door policies are helpful, but they are not enough on their own. Many workers will not raise sensitive issues face-to-face, especially where power dynamics exist.  From an employer’s perspective, effective mechanisms allow for:  Two-way communication and clarification  Clear tracking and follow-up  Identification of recurring or systemic issues  Why Operational Grievance Mechanism Utilization Matters — and How Buyers Should Interpret It  One of the most common mistakes buyers make is assuming that fewer grievances mean lower risk. In practice, the opposite is often true.  What “Good” Utilization Looks Like  High utilization of operational grievance mechanisms is usually a positive sign. It suggests that workers:  Trust their employer enough to speak up  Feel safe asking questions  Believe they will receive a response  Low utilization of third-party grievance mechanisms can also be a healthy signal — when operational systems are trusted and effective.  In these cases, third-party channels function as a backstop, not the primary entry point.  What Buyers Should Not Assume: “Zero grievances” does not mean zero problems.  In many cases, it means workers do not feel safe, informed, or confident enough to speak up. Buyers should apply healthy skepticism when suppliers report no grievances at all, especially in higher-risk contexts. A Simple KPI Framework for Buyers  When assessing grievance mechanisms, buyers should focus on patterns, not just numbers. Operational Mechanism Utilization  High use generally reflects trust, accessibility, and effective communication. Types of Issues Raised A healthy system captures both questions and complaints across topics such as pay, supervision, and health and safety.  Response Time and Follow-Up  Fast acknowledgment and clear communication strongly correlate with worker trust and continued use.  Escalation Patterns  Occasional escalation to third-party mechanisms is expected. Frequent escalation may indicate gaps in operational systems.  Why This Matters for Buyers  Under HRDD laws now in force, buyers are increasingly expected to understand how risks are identified and addressed — not just whether policies exist.  Operational grievance mechanisms are one of the most practical tools buyers have to:  Detect risk early  Prevent harm  Reduce escalation  Strengthen supplier relationships  The goal is not silence. The goal is trusted systems, early dialogue, and problems solved before they become crises.  Turning Insight Into Action  Buyers often understand why  grievance mechanisms matter — but need support implementing and assessing them in practice.  If you are:  Assessing supplier grievance mechanisms  and need a framework to understand the gap between what employers think is happening and what workers actually experience, our survey and improvement tools can help.  Here's an example. Looking for an effective operational grievance mechanism , WOVO Connect allows workers to anonymously message their employer while giving buyers appropriate oversight into how concerns are handled and resolved.  Here's an example. Working to strengthen operational grievance mechanisms across your supply chain, we support buyers and suppliers in building systems that encourage early dialogue rather than last-resort escalation.  If you’d like to discuss how to assess, design, or strengthen operational grievance mechanisms in your supply chain, get in touch — we’re happy to continue the conversation.

The WELL Survey Most supply chain engagement and risk management is top-down, causing duplication, resistance, and misalignment. With governments, consumers, and investors demanding greater supply chain transparency , accountability, and proof that companies are protecting workers’ rights, having effective strategies and tools to engage with workers is more important than ever. Whether for forced labor bans, Human Rights Due Diligence (HRDD)  laws, or to comply with other standards for ethical and responsible business, global businesses must now demonstrate both that they understand risks and also that they are taking steps to mitigate, remedy and prevent harm to workers.  The WELL Survey (Worker Wellbeing, Engagement, and Livelihoods)  is designed to help companies meet this moment, with a tool focused on hearing worker perspectives, aligning the interests of suppliers and customers, and creating actionable insights that lead to real improvement in workers’ lives.  Listening to Workers, Driving Change Worker Voices Drive Results Trust and communication create lasting change and better outcomes for workers. Ensuring trust is at the heart of the WELL Survey. The WELL Survey uses experience-based questions  to encourage open, honest feedback from workers, listening to their perspectives rather than using them against their employers .  Our worker-centered approach results in reliable data because there are no wrong answers, and no pitting workers against their employers. When workers feel heard, they engage. When suppliers listen, they improve. When customers support, they improve resiliency and become leaders.  The WELL Survey transforms worker voices into actionable insights, empowering companies and suppliers to strengthen relationships, reduce risks, and improve worker wellbeing regardless of industry or supply chain tier. Inclusive + Accessible Worker voices matter everywhere and language should never be a barrier.  The WELL Survey is Multilingual , covering every language that workers in global supply chains speak and read fluently, with expert translation and local adaptation to ensure understanding and comparable answers. This ensures that all workers, regardless of geography, literacy level, role or background, can share their experiences confidently and confidentially.   Comparable and Credible Data Built through collaboration with leading global companies and experts, the WELL Survey’s standardized indicators enable cross-industry+ cross-country aggregation with evidence-based scoring bands.  Indicators are groups of questions about one specific topic or issue that help to provide a multi-dimensional understanding of all of the aspects of that issue. Single questions alone can be misleading or taken out of context, but indicators provide a reliable way of holistically understanding worker experiences of an issue.  Choose our Core WELL Indicators, or a mix of Core and Risk-based indicators that best reflect by seeing differences in the survey and indicator scores year-on-year, changes in worker sentiment that indicate issues with wellbeing and rights in the workplace are clear.   Clear, Actionable Insights Companies that deploy the WELL Survey receive in-depth reports that include:  Employee Net Promoter Scores (eNPS)  Demographic breakdowns and insights (including by role, self-identified gender and tenure)  Key Indicator Scores  Year-on-year comparisons  Areas to focus on for support and improvement  These insights help companies measure progress, demonstrate compliance with human rights due diligence   obligations, and communicate how risks are being managed confidently to stakeholders and regulators.  Ongoing Relevance The WELL Survey will evolve as workplaces and risks do. Through regular updates, the tool remains aligned with emerging global standards and real-world challenges from gender equity and mental health to climate change and labor migration. This ensures the survey stays relevant, enabling continuous improvement rather than one-off assessments.  In doing so, the WELL Survey helps companies move beyond compliance, embedding responsibility and resilience into supply chain operations.  Recognition for Commitment Each year, workplaces participating in the WELL Survey can earn the WELL Seal,  a mark of transparency and commitment to worker wellbeing. The seal shows customers, partners, and investors that they are not only monitoring worker wellbeing and working conditions but taking action to improve it.  The WELL Survey seal is a tangible way to communicate leadership in ethical supply chain and worker engagement.  Building Better Workplaces, Together By transforming worker surveys into a tool to build trust and active worker feedback in global workplaces, the WELL Survey provides the foundations for companies to proactively identify risks, remedy issues, and strengthen wellbeing across the entire supply chain.  With the WELL Survey, companies like yours can take an evidence-based, risk-based, and worker-centered approach to building better workplaces - where listening leads to learning and learning leads to lasting impact.  Want to learn more or receive information on how to deploy the WELL Survey?

When Workers are Heard, Workplaces Improve.  For over a decade, Labor Solutions has been building tools to give workers a voice and help organizations act on collected data. Today, we’re proud to launch The WELL Survey (Wellbeing, Engagement and Livelihoods Survey) - a smarter, more adaptable way to capture and understand workers’ experiences across global supply chains. This worker engagement survey doubles as a digital worker wellbeing survey and workforce listening platform, helping brands capture worker voices at scale. Workplaces Thrive When Workers Thrive. Leading the Future of Worker Surveys Across industries regulators, investors and consumers are demanding greater supply‑chain transparency and ethical operations. Europe’s Corporate Sustainability Due Diligence Directive and other emerging human‑rights laws make it clear that companies must protect workers’ rights. Co-Created, Trusted and Used Globally The WELL Survey is the result of collaboration across the industry. Contributors and early adopters include adidas , H&M , Decathlon , carter's , Lake Advisory , and others. Together, we’re streamlining surveys, strengthening worker trust, and enabling cross-industry comparisons. Its functions as a supply chain worker survey and labor rights survey tool is ideal for human rights due diligence worker surveys and ESG due diligence surveys that benchmark conditions across countries. By combining a standardised core with optional modules and "build‑your‑own" questions, it provides global comparability with local relevance. Built for Global Benchmarks and Local Impact The survey’s modular design enables cross‑industry collaboration and reduces duplication. Organizations can start with a fixed set of standardized questions - The WELL Core Questionnaire - on themes like safety, pay, wellbeing, equality and more. To focus on local needs, locally relevant indicators - such as grievance mechanisms, recruitment or fair working hours - or up to three custom questions for specific risks or priorities, can be added. The WELL Survey is a workplace wellbeing monitoring solution that scales from a factory worker feedback system to a multinational program. Because each indicator is a fixed grouping of questions, results remain comparable across users and suppliers. Experience-based questions build trust and uncover real issues Turning Insights Into Action Worker Voices Drive Results: Experience-based questions encourage open, honest feedback. Ongoing Relevance: Biannual updates ensure the survey reflects workplace realities. Recognition: Participating workplaces earn the annual WELL Seal, demonstrating their commitment to worker wellbeing. All surveys are multilingual, ensuring accessibility and comparability across diverse regions. Organizations receive in‑depth reports featuring indicator rankings, employee Net Promoter Scores (eNPS), demographic breakdowns and year‑over‑year tracking - turning worker voices into actionable insights. These are best practices for worker engagement surveys and highlight how to collect worker feedback digitally in ethical supply chains. Ready to Lead with Worker Wellbeing? The WELL Survey offers a structured way to listen, measure and improve. Whether your goal is regulatory compliance or genuine worker wellbeing, this tool gives you the data and benchmarks to drive meaningful change. To learn more or deploy the survey, visit The WELL Survey website and join the movement to create better, safer workplaces. Workplaces Thrive when Workers Thrive.

A Labor Solutions Case Study This case study examines how targeted, role-specific training can function as a practical preventive measure within human rights due diligence systems. Designed and delivered by Labor Solutions in partnership with the Clean Electronics Product Network (CEPN) , the pilot addressed chemical safety risks in electronics manufacturing through training—particularly in lower-tier suppliers where awareness and access to remedy are often limited. Implemented across facilities in Vietnam and Malaysia, the initiative directly engaged 922 workers, managers, and supervisors, with an estimated 7,000 indirect beneficiaries. Following the training, 95% of workers  reported improved understanding of chemical safety practices, 97%  indicated they would use grievance mechanisms to raise safety concerns, and 89% of managers  committed to system-level improvements in chemical safety controls. The results demonstrate well-designed, accessible training  can measurably strengthen risk awareness, prevention, access to remedy, and management accountability—while supporting alignment with emerging expectations under the EU Corporate Sustainability Due Diligence Directive (CSDDD)  and international HRDD standards. From Policy to Practice: Strengthening HRDD Under CSDDD Under CSDDD, companies are required to identify, prevent, and mitigate human rights risks across their operations and supply chains. Occupational health and safety—including chemical exposure—is a recognized material risk in electronics manufacturing. Effective due diligence requires more than policies and audits. It depends on accessible information, worker and manager awareness, and operational systems that support safe practices and access to remedy. Targeted, scalable training plays a critical role in translating due diligence commitments into preventive action on the factory floor. The Approach Role-Specific, Scalable, Chemical Safety Risk Prevention Training for Electronics Supply Chains Labor Solutions, in partnership with CEPN, developed a Chemical Safety Training Series  designed to address chemical safety risks at both the individual and system level.  Target Groups  Workers who handle or are exposed to chemicals  Managers and supervisors responsible for chemical safety systems The Lessons Chemical Safety for Workers   5 lessons focused on rights, responsibilities, and safe handling practices  Chemical Safety for Managers   3 lessons plus a practical toolkit focused on oversight, prevention systems, and worker engagement  Delivery The trainings were delivered using a blended classroom approach to support scalability, accessibility, and repeatability  across supplier tiers and geographies. Learners received training in person, via webinars and digital learning platforms. Key Outcomes Training Drove Measurable Improvements in Risk Awareness, Reporting, and Prevention Improved Risk Awareness and Prevention  95% of workers  reported the training would be beneficial to their work  Workers demonstrated increased understanding of:  Chemical labeling and Safety Data Sheets (SDS)  Proper use of personal protective equipment (PPE)  Emergency procedures  This supports risk prevention , a core requirement under CSDDD. Strengthened Access to Remedy and Worker Voice  97% of workers  indicated they would use grievance mechanisms if they had chemical safety concerns  92%  expressed willingness to participate in safety committees and worker surveys  This reflects improved awareness of reporting channels and collective mechanisms , supporting access to remedy and stakeholder engagement obligations. Managerial Commitment to System-Level Improvements  89% of managers  found the training useful and relevant  88–92%  plan to review and improve chemical labeling and SDS processes  80%  intend to strengthen or establish:  Joint safety committees  Worker surveys  Grievance channels  These actions directly support mitigation and continuous improvement  under HRDD.  Next Steps Continuous Improvement and Localization  As part of ongoing due diligence and learning from the pilot, Labor Solutions and CEPN further strengthened the program by expanding language accessibility .  Following the pilot, training materials were further localized beyond Vietnamese and Malay. Additional languages now include: Simplified Chinese  Filipino  Thai  Expanding language coverage reduces barriers to understanding, strengthens worker access to information, and improves the effectiveness of risk prevention measures—particularly for migrant and contract workers.  Want to find out more about customizing trainings for your LMS? Why this Matters Training as a Strategic Lever for Human Rights Due Diligence This case demonstrates that well-designed, accessible training can function as a practical and scalable preventive measure within human rights due diligence systems. When embedded into broader worker engagement and compliance processes, training strengthens awareness, reinforces grievance mechanisms, and supports systemic improvement rather than operating as a standalone intervention. Specifically, the case shows that: Training can prevent risk , not just respond to it, by strengthening worker and manager awareness Language accessibility is essential  for meaningful worker engagement and effective implementation Scalable training models can be iterated and strengthened over time  as part of continuous improvement Increased awareness reinforces grievance mechanisms and collective processes , improving access to remedy Training supports alignment with international standards  when integrated into existing HRDD frameworks By embedding chemical safety training into due diligence systems, this approach supports companies in meeting CSDDD expectations by reducing occupational health and safety risks, strengthening supplier capacity, and improving worker awareness and access to remedy. In this way, training becomes a strategic lever for responsible sourcing and worker protection—rather than a one-off compliance activity. Get in touch to see  how integrated training strengthens safety, supplier capability, and CSDDD compliance for you.

Digital Learning Modules for Due Diligence to Action  Introducing Labor Solutions’ Updated eLearning Learning Paths for HREDD Implementation  As Human Rights and Environmental Due Diligence (HREDD) requirements continue to evolve, brands and suppliers are increasingly expected to demonstrate not only commitments and assessments, but effective implementation across operations and value chains. A persistent challenge is ensuring that learning is relevant, proportionate, and clearly linked to the roles and responsibilities of different stakeholders.  Too often, training is delivered as a one-size-fits-all exercise, making it difficult to translate due diligence requirements into daily practice or to demonstrate how learning supports risk prevention, mitigation, and positive outcomes.  To address this gap, Labor Solutions has updated its eLearning structure to better align with HREDD expectations. The revised catalog is organized into role-based learning paths designed to support the practical operationalization of HREDD for workers, line leaders and supervisors, and company managers and practitioners across value chains.  A Role-Based eLearning Structure Aligned with HREDD   The updated eLearning catalog is organized into three purpose-driven categories, reflecting core HREDD principles such as risk-based prioritization, stakeholder relevance, and impact-oriented action.  Within each category, learning is delivered through structured learning paths. Each learning path consists of multiple lessons, with content differentiated by target learner group:  Workers  Line leaders and supervisors  Company managers and practitioners  Modular eLearning Curriculum This approach allows brands and suppliers to assign learning according to role and responsibility, while maintaining consistency in messaging and expectations across stakeholder groups.  Core Human Rights  Building a Shared Foundation for HREDD  Core Human Rights learning paths establish a common baseline of understanding on fundamental rights, responsibilities, and access to remedy. These learning paths ensure that all stakeholders understand internationally recognized human rights and how they relate to workplace practice.  From an HREDD perspective, these learning paths:  Supports policy commitment and communication requirements  Builds common understanding of internationally recognized human rights Strengthens awareness of grievance mechanisms and access to remedy  Learning paths include:  Workplace Communication & Access to Remedy  ILO’s Fundamental Rights & Responsibilities  HREDD in Action: A Practical Approach for Suppliers ( in Collaboration with GIZ and RBH )  Each learning path contains role-specific lessons for workers, line leaders and supervisors, and company managers or practitioners, ensuring that core human rights concepts are understood from the perspective of each stakeholder’s responsibilities.  Risk-based  Targeted Learning for Salient Risks  Risk-Based learning paths focus on salient human rights and workplace risks, r eflecting the risk-based and proportional nature of HREDD. These learning paths are designed to align directly with risk assessments, audit findings, and impact evaluations.  From an HREDD perspective, these learning paths:  Aligns learning with risk assessments, audits, and impact findings  Supports prevention and mitigation of adverse impacts  Enables targeted deployment based on site- or sector-specific risks  Learning paths include:  Chemical Safety ( by Clean Electronics Production Network )  Workplace Safety  A Gender-Inclusive Workplace  Forced Labor & Responsible Recruitment  Within each learning path, lessons are differentiated by learner group - from worker-level awareness and safe practices, to supervisory responsibilities, and management or practitioner roles related to systems, monitoring, and corrective action.  Impact Supporting Well-Being and Sustainable Performance  Impact learning paths focus on how workplace conditions affect people’s lives, supporting positive outcomes alongside risk prevention. These learning paths recognize that effective HREDD not only prevents harm, but also contributes to worker well-being, resilience, and sustainable performance.  From an HREDD perspective, these learning paths:  Contributes to continuous improvement and impact monitoring  Supports worker well-being, resilience, and retention  Strengthens the effectiveness of prevention and remediation efforts  Learning paths include:  Workplace Stress  Balancing Work & Family  Personal Emotional & Physical Well-being  Financial Well-being  Each learning path includes differentiated lessons by target learner group, recognizing that workers, line leaders, and managers play distinct roles in supporting well-being and positive workplace outcomes.  Designed for Practical HREDD Deployment at Scale    This modular, role-based structure enables brands and suppliers to:  Select learning paths based on risk profile and HREDD priorities  Assign role-appropriate lessons within a single learning path  Scale learning consistently across sites and value chains  Demonstrate proportionate, risk-based training aligned with HREDD expectations  Rather than treating training as a standalone compliance activity, learning is structured to directly support responsibility, accountability, and action.  What This Means for HREDD-Focused Brands and Suppliers    This updated structure enables brands and suppliers to:  Demonstrate risk-based and role-appropriate learning  Link training directly to identified risks, responsibilities, and outcomes  Assign learning clearly across workers, line leaders, supervisors, and management  Provide evidence of ongoing implementation and continuous improvement  eLearning is positioned not as a standalone activity, but as a core enabler of effective HREDD systems.  Whether responding to regulatory requirements, buyer expectations, or internal HREDD commitments, Labor Solutions’ updated eLearning learning paths are designed to help brands and suppliers translate due diligence into action — across people, roles, and risk areas.  Brands and suppliers seeking to align learning with their HREDD strategy are encouraged to explore how these role-based learning paths can be integrated into their due diligence processes and management systems.

Executive Summary  As part of a strategic shift toward more effective Human Rights Due Diligence, Carter’s, Inc. moved beyond traditional compliance audits to adopt a data-driven worker voice  model. By incorporating the scores from supplier worker surveys into their Vendor Scorecard, Carter’s is able to take a scalable, yet locally-tailored approach to supporting supplier standards focused on ensuring worker wellbeing and continuous improvement rather than audit and policing. By deploying the Labor Solutions WELL (Worker Wellbeing, Engagement and Livelihoods) Survey across its global supply chain, Carter’s heard from more than 65,000 workers across 24 suppliers  in five major manufacturing hubs: Bangladesh, Vietnam, Ethiopia, Thailand, and Cambodia . Carter’s selected the WELL Survey for its indicator-based structure, which the company described as helping them “ build a comprehensive understanding of workers’ experiences across each topic, ensuring we focus on the issues that matter most. ” This deployment supports Carter’s broader Raise the Future  commitment to improve the lives of one million workers by 2030. Scope of the Initiative Scaling Worker Voice Across Multiple Regions The deployment was designed to capture a representative, high-volume dataset across Tier 1 and Tier 2 suppliers, while minimizing operational burden on factories.  Geographic Reach:  Bangladesh, Vietnam, Ethiopia, Thailand, and Cambodia  Supplier Participation:  24 manufacturing partners  Worker Engagement:  Over 65,000 anonymous responses  Methodology:  Mobile-based, anonymous deployment using QR codes  Carter’s emphasized that the WELL Survey questions are “ simple, easy for workers to understand, and effective at capturing the reality on the production floor. ” Combined with a streamlined deployment model, the process was “ quick and highly scalable, allowing us to engage key suppliers simultaneously without creating operational burden. ”  Key WELL Survey Indicators  The WELL Survey’s modular design enabled Carter’s to measure 12 core dimensions  of worker experience, providing what the company described as “ fast, structured insights that help identify areas of risk and opportunities for improvement. ”  The indicators include Access to Remedy, Fair Pay and Working Hours, Gender Equity, Responsible Recruitment, Harassment and Abuse, Occupational Health and Safety, Wellbeing, and Workplace Climate, among others. Together, these indicators move beyond surface-level compliance to capture lived worker experience across facilities, scaling worker voice in varying local contexts.  Why Carter’s Uses Worker Survey Data  Incentivizing Worker Wellbeing Beyond Audits  By adding a worker survey to their supplier engagement toolkit, Carter’s signals to suppliers that how workers experience their rights and working conditions is a key indicator of supplier performance. By aligning with suppliers before the first deployment on the objectives of the survey and what lower results than expected mean in terms of support Carter’s will provide to help suppliers improve, Carter’s creates an environment of alignment, where all supply chain parties work towards improvement instead of perfection.   Strengthening Human Rights Due Diligence  Worker survey data has become, in Carter’s words, “ an important part of our Human Rights Due Diligence strategy. ” The WELL Survey enables Carter’s to “ validate conditions beyond traditional audits ,” strengthening supplier risk assessments with direct worker input rather than relying solely on documentation and scheduled interviews.  Enabling More Meaningful Supplier Engagement  Rather than functioning as a compliance scorecard, the survey data helps Carter’s “ guide more meaningful conversations with suppliers about worker well-being and responsible workplace practices. ” Indicator-level results allow suppliers to identify specific gaps and implement targeted remediation actions.  By listening directly to the voices of more than 65,000 workers, Carter’s has strengthened its ability to identify risk, validate working conditions, and engage suppliers in continuous improvement. As Carter’s summarized, the WELL Survey “ provides clear, reliable insights into workers’ experiences ,” supporting a more effective, worker-centered approach to Human Rights Due Diligence at scale.  Turn worker voice into actionable due diligence.  The WELL Survey helps brands move beyond audits to gain clear, reliable insight into worker experience at scale . Learn how WELL can strengthen your Human Rights Due Diligence, improve supplier engagement, and surface risks that traditional tools miss. → Explore the WELL Survey

How Food & Beverage Brands Are Scaling Worker Voice Beyond Audits Implementing worker voice in food and beverage supply chains requires more than surveys and audits. Agriculture, seafood, and food processing depend heavily on seasonal, migrant, and informal labor—often in low-literacy, low-access contexts where traditional compliance tools struggle to capture real working conditions. As brands strengthen human rights due diligence expectations, worker voice must be designed for these realities. Labor Solutions works with global food and beverage companies to implement scalable, low-barrier worker voice systems that generate credible, decision-ready insight. Our approach combines worker surveys, grievance mechanism assessment, and targeted capacity-building to move from listening to action. At the center of this work is the WELL Worker Survey, deployed through WOVO and adapted to each supply chain’s operational context. This article shows how worker voice in agriculture provides sector-specific evidence that strengthens human rights due diligence beyond audits. Context Designing Worker Voice for How Agriculture Actually Works We begin by mapping how the supply chain functions in practice—farms, collection points, processing facilities, and seasonal gathering locations—and aligning deployment to production realities such as harvest cycles and peak processing periods. Surveys are delivered through QR codes where feasible, and through human-led, in-person deployment where literacy, language, or access barriers exist. Because limited literacy requires more support—not more automation—we do not rely on IVR. In agricultural and migrant worker settings, IVR consistently reduces understanding, engagement, and data quality. Trained deployment leaders are essential to ensure informed consent, trust, and meaningful participation. What This Looks Like in Practice Across agriculture, seafood, and food processing, worker-verified data revealed risks that audits alone did not surface—and enabled earlier, more targeted action. Agriculture: Worker and farmer surveys deployed across multiple countries achieved 92% worker and 87% farmer participation, uncovering wage, working-hours, debt bondage, and safety risks missed by audits. Migrant Labor (Southeast Asia): Nearly 60% response rates revealed overtime coercion risks reported by 85% of workers, prompting contract revisions, management training, and strengthened worker committees. Seafood: Worker surveys captured role- and gender-specific risks, including fatigue and psychological safety concerns, translating worker feedback into targeted improvement priorities. Across these contexts, worker voice data strengthened supplier engagement, enabled earlier risk detection, and supported more credible human rights due diligence. Why This Matters Beyond Agriculture Focusing on real worker experience While these examples focus on food and beverage supply chains, the lesson is broader: worker-centered due diligence depends on systems designed around workers’ realities—not audit convenience. When worker voice is embedded into supply chain governance and linked to follow-up, remediation, and capacity-building, it becomes an operational asset rather than a reporting exercise. Learn how brands use worker voice beyond audits.