What CSDDD actually requires — and why the brands getting it right run a cycle, not a checklist. CSDDD does not use the word "audit." It does not require a one-time systems assessment or a point-in-time review. The word it uses — in Article 8, in Article 9, throughout — is "ongoing." Ongoing risk identification. Ongoing worker engagement. Ongoing access to remedy. Ongoing documentation of what you found and what you did about it. That word carries a structural implication that most compliance teams have not yet fully absorbed: you are not building a system. You are building a practice. And a practice, by definition, repeats. The difference between a project and a practice is not intensity or cost. It is what happens in Year Two. A project ends. A practice compounds. The brands that will have the strongest CSDDD evidence base in 2027 are not the ones that deployed the most tools in 2025. They are the ones that started their annual cycle early enough that they have multiple turns of data to show. Worker-Driven Due Diligence (HRDD) is the operating model that makes "ongoing" a reality — not a declaration of intent, but a documented, repeating cycle of listening, diagnosing, acting, and evidencing. This is what it looks like in practice. Worker-Driven Due Diligence in practice: four stages, run in sequence, every year. Stage 1: Workers tell you what audits can't. The WELL Worker Survey (Wellbeing, Engagement and Livelihoods) reaches workers directly — in their language, through channels they control, with anonymity that is credible because it is structurally guaranteed, not just promised. Workers share what they actually experience: wages, safety, management behavior, hours, recruitment. The survey runs across the supplier base simultaneously. You get a dataset, not a snapshot. Stage 2: Suppliers diagnose root cause. WOVO IMPROVE gives suppliers a self-assessment tool built around what workers indicated. The supplier does not receive a corrective action plan imposed from outside. They work through what their workers said, identify the root causes they can actually address, and build an action plan they own. Priorities are capped at three — because a list of forty corrective actions is not accountability. It is paralysis. Stage 3: Action plans generate evidence. Targeted action plans based on worker signals and the self-assessment are tracked over time. WOVO EDUCATE delivers rights-based digital training to workers and managers. WOVO CONNECT — an always-on operational grievance mechanism, not a hotline — remains open throughout the year so workers can raise concerns between survey cycles. All of this generates a documented trail: what was found, what was done, what changed. Stage 4: Reports make it producible. Global and local reports aggregate the data from every stage. Risk indicators. High-risk suppliers. Cohort trends. Supplier-level progress on action plans. Worker satisfaction scores over time. This is the documentation CSDDD Article 10 requires — and the evidence ESRS S2 reporting standards ask brands to disclose publicly. Then the cycle repeats. Annually. Because human rights is a practice, not a project. What the cycle reveals that no single deployment can The case for running an annual cycle rather than a one-time engagement is not philosophical. It is evidentiary. A seafood industry pilot using the WELL Survey found — in its first cycle — what no prior supplier reporting or audit had surfaced: debt bondage linked to local recruitment agencies, excessive hours, harassment and psychological safety concerns, and water and occupational health and safety issues across geographies. Ninety-two percent of workers participated. Eighty-seven percent of farmers participated. Thirty-eight thousand respondents across three languages. Zero prior visibility through conventional channels. That is what a first cycle surfaces. But a first cycle does not tell you whether conditions improved. It does not give you a baseline to measure against. It does not tell you which suppliers are responding to their action plans and which are not. It does not give you the trend data CSDDD requires as evidence of ongoing engagement. The second cycle does that. So does the third. In the electronics sector, Labor Solutions' WELL Survey found that 35% of suppliers who had passed recent social audits had workers paying illegal recruitment fees — a serious forced labor indicator. Seventy-three percent of workers in that same cohort had low awareness of their rights. Both findings required a second cycle to begin measuring improvement. The first cycle is necessary. It is not sufficient. What changes when suppliers own their improvement The structural difference between a corrective action plan (CAP) and a worker-driven action plan is ownership. CAPs are issued from outside. Supplier self-assessments are built from within — starting with what workers said, worked through by the people who have to implement the changes. Carter's deployed the WELL Survey across 65,000+ workers in 24 suppliers across five countries — Bangladesh, Vietnam, Ethiopia, Thailand, and Cambodia. The decision to move beyond audits reflected a recognition that audit data was not telling them what was happening to workers in their value chain. Crucially, Carter's integrated WELL Survey scores into their Vendor Scorecard — embedding worker experience data into the sourcing decisions that suppliers actually respond to. When worker voice data has commercial consequences for the supplier relationship, supplier engagement in the improvement cycle is not optional. It is structural. That integration — worker survey findings into commercial accountability — is the operational definition of a Worker-Driven Due Diligence programme. It is also what CSDDD expects: that the findings of ongoing engagement with workers have consequences, and that those consequences are documented. One year of data satisfies the minimum. Three years is what holds up under ESRS S2 scrutiny. CSDDD Article 10 requires companies to produce documented evidence of what they did to prevent and mitigate human rights risks — and what changed as a result. This is not a policy question. It is a data question. And data accumulates over time, not at deployment. ESRS S2, which governs how companies subject to CSRD must report publicly on their value chain worker engagement, requires disclosure of: the channels through which workers can raise concerns; the effectiveness of those channels; the company's approach to due diligence; and the outcomes of that approach. A company reporting in 2026 with one year of data reports minimally. A company reporting with three years of trend data reports compellingly. The brands that will satisfy ESRS S2 scrutiny are not those that deployed the best tools. They are the ones that deployed early enough to have a story to tell — a story that begins "in Year One, we found this; in Year Two, conditions changed in these ways; by Year Three, satisfaction across our Tier 1 base had moved from this to that." That story requires a cycle. It requires repetition. It requires not stopping after Year One because the results were uncomfortable or the supplier engagement was harder than expected. WOVO is the platform that makes repetition operationally feasible at scale — 3.8 million active workers, 180+ countries, 41+ languages, deployable across a Tier 1 supplier base as a continuous annual programme, not a periodic project. The compliance posture that actually holds up under scrutiny When a regulator asks whether your company has engaged workers in its value chain, there are two possible answers. One is: "We deployed a worker survey." The other is: "We have been running a Worker-Driven Due Diligence cycle for three years. Here are the findings from each year, the supplier improvement plans those findings generated, the change in worker satisfaction scores over that period, and the grievance resolution data from the mechanism workers used between survey cycles." The first answer is a project. The second is a practice. CSDDD is not asking for the first. Labor Solutions is the provider of the WOVO platform — the only worker engagement tool focused exclusively on value chain workers and suppliers, deployed continuously, in 180+ countries and 41+ languages. The proof points cited in this post reflect confirmed programme data from WOVO deployments across apparel, footwear, electronics, and seafood value chains. Frequently Asked Questions Does running a worker survey once satisfy CSDDD's ongoing engagement requirement? No. CSDDD requires ongoing worker engagement — not a one-time survey. A single survey cycle establishes a baseline. Ongoing compliance requires an annual cycle of listening, root cause analysis, supplier improvement tracking, and grievance mechanism access between cycles. Single-cycle data cannot demonstrate the trend evidence CSDDD and ESRS S2 require. What is Worker-Driven Due Diligence? Worker-Driven Due Diligence (HRDD) is Labor Solutions' framing for human rights due diligence built on continuous, direct worker engagement — as opposed to audit-based models that are point-in-time and externally assessed. It means workers generate the primary data through validated surveys and always-on grievance mechanisms, suppliers own their improvement plans, and brands accumulate longitudinal evidence of what is actually happening in their value chains. How is the WOVO annual cycle different from a social audit program? Social audits assess what a supplier built — policies, documented systems, physical conditions — on a specific day. The WOVO cycle generates what workers know: their actual experiences, through channels they trust, continuously. An audit produces a compliance rating. The WOVO cycle produces a dataset that compounds in value every year it is repeated — and that satisfies the ongoing engagement and evidence standards CSDDD requires. What does CSDDD require as evidence of worker engagement? CSDDD requires companies to document that they identified human rights risks in their value chains, took action to prevent or mitigate those risks, and can demonstrate the outcomes of those actions. This requires primary worker data (not audit reports), a functioning grievance mechanism with usage and resolution data, documented supplier improvement plans, and longitudinal trend data showing what changed. ESRS S2 adds public reporting obligations for companies subject to CSRD. How quickly can an annual cycle be established? The first survey cycle can be deployed within weeks across a Tier 1 supplier base using the WOVO platform. WOVO CONNECT is always-on from the point of deployment. The first full cycle — survey, self-assessment, action plans, and initial reporting — is typically complete within a year, positioning brands to begin their second cycle with a documented baseline and a functioning supplier engagement infrastructure already in place. If you are working toward CSDDD compliance If you are building a worker engagement programme ahead of CSDDD obligations, the Carter's case study shows what a structured, multi-country deployment looks like when worker data is integrated into sourcing decisions. If you are in seafood, agriculture, or food supply chains, the seafood worker voice programme documents what a first cycle surfaces in high-risk migrant worker contexts. If you need a practical breakdown of what CSDDD requires at each article, the CSDDD practical guide maps each obligation to the evidence standard it demands. And if you are ready to begin, contact the Labor Solutions team to scope a Worker-Driven Due Diligence programme for your value chain.

A Labor Solutions Case Study | adidas 2025 Sustainability Report The adidas 2025 Annual Report , published under the European Sustainability Reporting Standards (ESRS) section on Workers in the Value Chain , contains a number that would alarm most compliance teams: a 32% increase in worker grievances. This post unpacks why adidas counts it as a milestone — and what six years of WOVO data reveal about what a functioning operational grievance mechanism actually looks like. More Complaints, Same 99% Resolution Rate: Why Volume Growth Is the Metric adidas Wanted When grievance volumes rise, most brands get nervous. At adidas, a 32% increase is a sign the system is working. In 2025, workers submitted close to 47,200 complaints through WOVO — up from 35,700 in 2024 — and 99% were resolved by year-end. Higher volume, same near-perfect resolution rate: that is proof of trust, not a problem. Satisfaction Rose From 39% to 79% in Six Years — and the Trajectory Is Still Improving Worker satisfaction with grievance resolution has risen from 39% in 2019 to nearly 79% in 2025 — a 40-point transformation over six years of consistent WOVO investment. Average response time fell from 49 hours in 2020 to under 11 hours in 2025. Workers who raise a concern today can expect a response in less than half a business day. The Supplier Base Shrank. Worker Coverage Didn't. 402,500 Workers Still Have Full Access. In 2025, more than 402,500 workers across 92 manufacturing facilities in ten countries had access to WOVO — covering 100% of adidas' core Tier 1 manufacturing partners. The reduction from 105 facilities in 2024 reflects value chain consolidation, not a reduction in WOVO coverage. From Miscommunication to Missing Benefits Workers Finally Have a Channel For Everyday Concerns The 47,200 grievances in 2025 spanned internal communication (~13,300 cases), benefits (~8,300), and general facilities (~5,800). These are the everyday friction points that go unvoiced when workers don't trust the channel — and that quietly erode morale and retention when left unaddressed. The 99% resolution rate means nearly every complaint gets closed; the 79% satisfaction rate means workers find the outcomes fair. 91% Favorable Across 96 Facilities: How adidas Listens Before Problems Escalate The Worker Pulse survey ran across 96 facilities in 13 countries in 2025, with favorable responses reaching nearly 91% — up from 78% in 2020. The Gender Equality survey reached 51,000 workers with an average favorable score of 87/100. Together with the grievance mechanism, these create a three-channel listening infrastructure: reactive, proactive, and targeted. Every Complaint Feeds a Supplier KPI: How Worker Voice Becomes Management Consequence adidas does not treat WOVO data as a reporting metric — it treats it as an operational input. Grievance satisfaction ratings, response time data, and KPI dashboards feed directly into adidas' supplier social impact (S-KPI) rating. Workers who use WOVO know that what they say influences how their factory is rated. Six CSDDD Requirements. Six Data Points. An Evidence Base Built Over Six Years. CSDDD requires access to remedy that is effective, not just available. adidas' 2025 model: Accessible (402,500+ workers), Used (47,200 grievances), Trusted (79% satisfaction), Fast (<11 hours), Measured (supplier KPIs), Proactive (Worker Pulse + Gender Equality surveys). This is the standard CSDDD expects — and a didas has built an evidence base showing consistent improvement year over year. Ready to build a program like this? Contact Labor Solutions to discuss how WOVO can support your due diligence and worker engagement program. Source: adidas 2025 Annual Sustainability Report (ESRS S2). All data drawn from adidas' public disclosures.

Regulatory expectations on human rights due diligence are increasing across jurisdictions. The EU Corporate Sustainability Due Diligence Directive (CSDDD) and related legislation make clear that companies must identify, prevent, mitigate, and account for adverse impacts on workers throughout their supply chains.  The UN Guiding Principles on Business and Human Rights ( UNGPs ) provide the governance framework. The Sustainable Development Goals ( SDGs ) articulate the social and economic outcomes.  How can companies generate credible, comparable evidence about workers’ lived experience across global supply chains?  The WELL Survey (Wellbeing, Engagement and Livelihoods Survey) was developed to address this gap.  Led by Labor Solutions and co-created through a multi-stakeholder group of brands, advisors, and industry actors - including early contributors such as adidas, H&M, Decathlon, carter’s, Lake Advisory and others - the WELL Survey provides a standardized, modular worker survey framework designed for global benchmarking and local relevance.  It functions as:  A supply chain worker survey  A labor rights survey tool  A human rights due diligence survey  A workforce listening platform  Most importantly, it captures structured, experience-based worker data aligned with internationally recognized standards.  Worker Voice as a Core Element of Human Rights Due Diligence Under the UNGPs, companies must: Identify actual and potential human rights impacts  Integrate findings into decision-making  Track effectiveness  Provide access to remedy  Meaningful engagement with affected stakeholders - particularly workers - is central to this responsibility.  The WELL Survey operationalizes that engagement requirement. Rather than assessing policy intent or documentation alone, it collects worker-reported experience across standardized indicators. This enables organizations to evaluate whether management systems function as intended in practice.  The framework directly supports alignment with:  SDG 8 – Decent Work and Economic Growth  SDG 16 – Peace, Justice and Strong Institutions  SDG 5 – Gender Equality  SDG 3 – Good Health and Well-being  SDG 10 – Reduced Inequalities  SDG 1 , SDG 2 , SDG 4 , SDG 6 and SDG 11 where relevant  Comprehensive Indicator Framework   The WELL Survey includes a standardized Core Questionnaire, with optional modules and limited customization capacity. Each indicator represents a fixed grouping of experience-based questions, ensuring comparability across suppliers, brands, and geographies.  Governance, Voice and Institutional Accountability  Engagement - Worker trust in management, perception of responsiveness  Communication - Access to information and ability to raise questions  Leadership - Fair, inclusive, and accountable management  Access to Remedy - Confidence that concerns are addressed  Grievance Mechanism Accessibility - Safe and barrier-free reporting channels  Grievance Mechanism Process + Transparency - Clear and consistent complaint handling  Freedom of Association - Ability to organize and participate collectively  These indicators align particularly with SDG 8 (worker participation and labor rights) and SDG 16 (transparency, accountability, institutional effectiveness).  Livelihoods, Economic Security and Labor Conditions  Fair Pay + Compensation - Transparent wage calculation and income sufficiency  Fair Working Hours - Predictable schedules and voluntary overtime  Responsible Recruitment - No recruitment fees, clear contracts, absence of debt bondage  Freedom of Movement - No coercion or restriction of employment mobility  Child Labor Prevention - Protection of education and development  These indicators align primarily with SDG 8 (decent work), SDG 1 (income security), SDG 4 (education), and SDG 10 (protection of vulnerable groups).  Equality, Protection and Opportunity  Gender Equity - Addressing structural barriers and ensuring equitable access  Equality (Non-Discrimination) - Equal treatment across demographic groups  Professional Development - Fair access to training and advancement  Harassment + Abuse - Protection from physical and psychological harm Sexual Harassment - Protection from gender-based violence  These align with SDG 5 (gender equality), SDG 10 (reduced inequalities), and SDG 16 (protection from violence and discrimination).    Health, Safety and Living Conditions  Occupational Health + Safety – Safe working environments and injury prevention  Workplace Climate + Environment – Access to sanitation, water, and dignified facilities  Dormitories + Accommodation – Safe, clean, and adequate housing  Wellbeing – Emotional, physical, and financial health  Family + Work Balance – Policies supporting caregiving and work-life balance  Social Connection – Ability to build relationships and community  These indicators align with SDG 3 (health and wellbeing), SDG 6 (water and sanitation), SDG 11 (adequate housing), and SDG 8 (dignified work).  Standardization with Local Relevance   A persistent challenge in supply-chain worker surveys is duplication and fragmentation. Suppliers are often asked to respond to multiple overlapping surveys, reducing efficiency and worker trust.  The WELL Survey was designed as a shared framework to streamline this landscape.  Its structure includes:  A fixed Core Questionnaire for global benchmarking  Optional modules addressing specific risk areas (e.g., grievance systems, recruitment, working hours)  Up to three custom questions to reflect local priorities  Because each indicator is standardized, results remain comparable across industries and countries while still allowing contextual relevance.  Experience-Based Design and Reporting   The survey uses experience-based questions to encourage candid responses and reduce abstract or perception-only metrics. All surveys are multilingual, supporting accessibility across diverse regions.  Participating organizations receive structured reporting, including:  Indicator rankings  Employee Net Promoter Scores (eNPS)  Demographic breakdowns  Year-over-year tracking  This enables trend analysis, benchmarking, and targeted corrective action planning.  Participating workplaces may also earn the annual WELL Seal, demonstrating commitment to structured worker voice measurement.  From Measurement to Alignment     The SDGs define development objectives. The UNGPs define corporate governance responsibilities.  The WELL Survey provides a structured mechanism to assess whether workplace conditions align with those expectations in practice.  It does not duplicate what audits assess — physical facility conditions, policy existence, building safety. It reaches what audits were never designed to access: what workers actually experience. In an environment where regulators, investors, and consumers increasingly require demonstrable due diligence, structured worker voice is no longer optional. It is a governance necessity.  The WELL Survey was designed to meet that need - through multi-stakeholder collaboration, standardized methodology, and globally comparable indicators. Workplaces improve when worker experience is systematically measured, analyzed, and acted upon.

A Labor Solutions Case Study Grievance Intergrity Program: Closing the Gap Between Grievance Mechanism Effectiveness + Worker Experience This case study examines how a global electronics supply chain  ran the Grievance Integrity  program — Labor Solutions' structured assessment of grievance mechanism effectiveness — across supplier facilities. T WELL Worker Survey , focus group discussions, and WOVO Improve ’s Supplier Self-Assessment (SAQ) were combined to verify that mechanisms were not just in place, but actually accessible and known by workers. The results showed a consistent pattern: workers generally recognize grievance channels and feel comfortable raising routine issues, but confidence drops when issues require escalation, transparency, or consistent follow-through. Suppliers largely reported mature systems on paper, while worker inputs highlighted uneven application across supervisors and uncertainty about what happens after a concern is raised.   All assessed suppliers entered a tracked corrective action phase, demonstrating how triangulation strengthens evidence of grievance mechanism effectiveness in line with UNGP criteria and emerging EU Corporate Sustainability Due Diligence Directive ( CSDDD ) expectations. Context Regulatory Expectations Increasingly Focus on Grievance Mechanism Effectiveness in Practice Human rights due diligence frameworks, including CSDDD and the UN Guiding Principles on Business and Human Rights (UNGPs), require companies to demonstrate that grievance mechanisms function effectively for workers. This requires evidence beyond policy existence, including worker awareness, trust, use, and access to remedy. To respond to these expectations, a global electronics supply chain deployed the Grievance Integrity  program across supplier facilities — a structured, four-part assessment designed to verify grievance mechanism effectiveness in practice, mapped against all eight UNGP Principle 31  effectiveness criteria. The Assessment Examined Access, Trust, Predictability, and Remedy The assessment evaluated whether grievance mechanisms were: Accessible and known to workers Trusted and used without fear Applied consistently across supervisors and departments Capable of delivering timely and credible outcomes The analysis focused on identifying gaps between formal system design  and worker experience . Triangulated Data Enabled Comparison Between Policy and Practice The assessment combined three sources of evidence: WELL Worker Survey , capturing awareness, comfort speaking up, and perceptions of fairness at scale Facilitated Focus Group Discussions , providing insight into worker behavior, trust, and escalation dynamics WOVO Improve 's Supplier Self-Assessments , documenting grievance system structure and procedures Triangulation allowed inconsistencies between documented systems and lived experience to be identified and validated. Results Worker Surveys Show Broad Awareness but Low Confidence in Escalation Survey results indicated high awareness of grievance channels and strong comfort raising routine operational issues, typically through immediate supervisors. However, confidence declined when survey questions related to escalation, response timelines, and outcomes beyond the first level of resolution. These patterns suggested that while access to grievance mechanisms was established, predictability and follow-through were less certain in more complex cases. Focus Groups Revealed Uneven Experience Within Facilities Focus group discussions clarified grievance mechanisms often worked well for day-to-day concerns but were less consistently trusted for sensitive or higher-stakes issues. Workers described uncertainty around escalation, uneven application across supervisors, and reluctance to use formal channels due to fear of identification or perceived performance consequences. These findings showed that grievance mechanism effectiveness varied within the same facility, depending on department and supervisor. Supplier Self-Assessments Confirmed System Design but Not Worker Experience Supplier self-assessments generally reported established grievance systems with defined channels and procedures. However, when compared with worker inputs, a consistent gap emerged. Workers reported limited visibility into timelines and outcomes and inconsistent application in practice. The assessment identified a recurring divergence between system existence  and system effectiveness as experienced by workers . Triangulation Produced Credible Evidence of Effectiveness Gaps Viewed together, the data showed a Corroborated Gap pattern: management-reported systems and worker experience both pointed to the same shortfalls. Grievance mechanisms functioned adequately for routine issues, but were less predictable and transparent when escalation or sensitive concerns were involved. Triangulation enabled the assessment to move beyond isolated perspectives and produce structured findings against the eight UNGP Principle 31  effectiveness criteria — particularly Predictable, Transparent, and Equitable — supporting credible due diligence disclosure. Actions Targeted Predictability, Consistency, and Communication All assessed suppliers entered the action plan phase of the Grievance Integrity  program, using the WOVO Improve's Action Plan , for buyer-facing tracking. Each action plan addressed a maximum of three priority competency gaps per cycle — with salient indicator gaps addressed first, regardless of overall site score. Actions focused on closing the specific gaps identified through triangulation and commonly included: Clarifying grievance steps and response timelines Strengthening escalation pathways beyond immediate supervisors Improving communication on case status and outcomes Training supervisors on consistent grievance handling Strengthening documentation and closure tracking Conclusion Triangulation Strengthens Due Diligence and Improves Worker Outcomes This case study demonstrates that the Grievance Integrity  program provides a practical and defensible method for assessing grievance mechanism effectiveness in practice — structured against all eight UNGP Principle 31  effectiveness criteria and aligned with CSDDD expectations. By converting findings into tracked corrective action, the approach strengthens human rights due diligence and supports grievance mechanisms that deliver more predictable and trusted outcomes for workers. A single result is a signal. A trend is evidence. The program runs on an annual cycle — because conditions change, workforces change, and management changes. Verification is not a document. It is workers reporting that their experience has changed. Want to learn how to assess grievance mechanism effectiveness in practice? Explore our approach to worker-verified grievance assessment.

Organizations: GIZ Responsible Business Hub (RBH) Network ; Labor Solutions Launch Date: July 2025 | Geographic Scope: Global (23 countries) Why This Matters  Compliance Expectations Are Rising — But Most Suppliers Still Lack the Tools to Act Suppliers across global value chains are under increasing pressure to demonstrate compliance with Human Rights and Environmental Due Diligence (HREDD) requirements. While expectations are rising, many suppliers — particularly in sourcing countries — lack access to affordable, practical, and localized training that enables them to translate due diligence standards into day-to-day operational practice. To address this gap, the GIZ Responsible Business Hub (RBH) Network and Labor Solutions co-developed HREDD in Action: A Practical Approach for Suppliers , a free, scalable, multilingual e-learning program designed to build supplier implementation capacity rather than awareness alone.  The course is delivered via the atingi learning platform  and WOVO Educate , expanding access for suppliers, brands, and ecosystem partners.  The Gap Suppliers Face Cost, Language, and Complexity Are Blocking Suppliers From Implementing HREDD Suppliers face recurring structural challenges, including:  Limited access to affordable, high-quality training  Language and localization gaps  Difficulty translating international standards into operational processes  Misalignment between buyer expectations and supplier realities  Without targeted and practical support, these barriers slow progress on responsible business conduct and increase compliance and reputational risk for both suppliers and buyers.  Turning Expectations Into Action  We Built a Free, Multilingual Program to Turn Expectations Into Action The RBH Network and Labor Solutions designed a supplier-centric, practice-oriented e-learning program focused on operationalizing HREDD requirements.  Key design principles included:  Free and scalable access to remove cost barriers  Multilingual delivery to support suppliers in sourcing countries  Practical, application-first content embedded with tools and templates  Alignment with buyer expectations through multinational peer review  The program enables suppliers to apply HREDD concepts through e-learning directly within existing business processes.  Designed for Application, Not Theory  17 Modules, Real Scenarios, Embedded Templates — Built for Operational Use, Not Theory The course was developed using a learner-centered methodology, including:  Needs-based design informed by pre-survey data on supplier challenges across RBH countries  Modular structure enabling flexible, self-paced learning  Scenario-based learning and country-specific case studies reflecting real operating environments  Embedded implementation tools, including:  Risk identification and assessment templates  Responsible Business Conduct (RBC) integration checklists  Sample grievance mechanism components and remediation pathways  Monitoring, documentation, and communication templates  Peer review by 11 multinational enterprises to ensure alignment with buyer expectations  Localization and translation to enhance relevance and comprehension  Delivery via atingi and WOVO Educate enables open access, learner tracking, and certification.    What the Program Covers  From HREDD Foundations to Country-Specific Practice The program consists of 17 interactive modules, covering:  Foundations of HREDD  Introduction to HREDD  Business relevance and resilience  Human rights and environmental risks and impacts  The HREDD Process (Supplier Perspective)  Embedding Responsible Business Conduct (RBC)  Risk identification and assessment  Prevention and mitigation of adverse impacts  Grievance mechanisms and access to remedy  Monitoring and communication of performance  Country-Specific Case Studies  Cambodia Tunisia Pakistan Türkiye Bangladesh Vietnam Serbia  Responsible Contracting  Introduction to Supplier Model Contract Clauses  Assessment and Certification  Participants complete a knowledge assessment and receive an official certificate upon successful completion.  Built for Global Access  Free in 10 Languages, Available to Suppliers in 23 Countries The course is available free of charge in: English; Khmer; Mandarin; Spanish; Turkish; Vietnamese; Urdu; French; Serbia; Bangla.  This multilingual approach supports supplier learning in local business and regulatory contexts.  What Changed  Hundreds of Suppliers Trained Across 23 Countries Within Months of Launch Within months of launch:  Suppliers reached in 23 countries  Hundreds of suppliers trained on practical HREDD implementation  17 modular learning units delivered at scale  11 multinational enterprises engaged as peer reviewers  Strong uptake across sourcing regions, signaling demand for practical, supplier-focused capacity building    How It Was Built  Built With Buyers and Suppliers Together The program was developed through collaboration between:  GIZ Responsible Business Hub (RBH) Network  Labor Solutions  Responsible Contracting Project  11 multinational enterprises serving as peer reviewers  This ensured technical credibility, operational feasibility, and alignment across buyers and suppliers.  Use It Standalone or Integrate It Into Your Due Diligence System The program works as a standalone capacity-building intervention — or as part of an integrated approach: Supporting Supplier Improvement  The course builds practical understanding of roles, responsibilities, and implementation steps, increasing readiness for corrective action, remediation, and continuous improvement.  Responding to Worker Insights  Insights from worker voice and survey data, including WELL Survey results, can guide targeted deployment when gaps are identified in grievance mechanisms, access to remedy, or due diligence processes.  Strengthening Grievance Handling  When paired with CONNECT , the course ensures that individuals receiving worker messages understand:  Worker rights and supplier responsibilities under HREDD  How grievance mechanisms should function in practice  Appropriate response, escalation, and remediation pathways  This ensures worker messages are not only received, but understood and acted upon appropriately.  Complementing Worker Education  Supplier training can be paired with worker-focused education on rights awareness and grievance use, strengthening shared understanding, trust, and system effectiveness.  Put It to Work Get Started: The Course Is Free Organizations seeking to strengthen supplier due diligence implementation, improve grievance mechanism effectiveness, or translate worker insights into action can deploy HREDD in Action: A Practical Approach for Suppliers as a standalone intervention or as part of an integrated approach. The course is available free of charge via:  atingi:  https://lnkd.in/gFr-W-TA   WOVO Educate To learn more about implementing custom eLearning curricula at your organization with WOVO Educate or your own LMS, get in touch with us.

Why high 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 workers trust it enough to use it — and whether buyers know how to interpret what they see. 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. Two channels. Different Purposes. Both Neccessary. 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 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. 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 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. 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. 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. 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. 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. 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.

A Labor Solutions Analysis | Based on adidas Annual Reports 2017–2025 Eight Years of Public Data From adidas Is the Clearest Answer Available to CSDDD CSDDD doesn't ask for evidence of existence — it asks for evidence of effectiveness. Most brands fall short: channels exist, policies are written, boxes are ticked. But the data that would show whether workers are using those channels, whether complaints resolve, and whether trust is building over time is rarely collected or disclosed. Since 2017, adidas has done exactly that — making it one of the most concrete answers available to the question CSDDD is asking. CSDDD Doesn't Ask If You Have a Grievance Mechanism — It Asks If Workers Actually Use It CSDDD requires mechanisms that are accessible (including anonymously), trusted (workers believe raising a concern leads to a real outcome), effective (complaints resolved in a timely manner), and demonstrable through monitoring and disclosure. These requirements describe a program with measurable inputs, outputs, and outcomes — not a policy document. One Platform, Three Systems, 400,000+ Workers, One Integrated Due Diligence System Since 2017, adidas has deployed WOVO across 100% of its strategic Tier 1 manufacturing partners — reaching 400,000+ workers across up to 17 countries annually. Three CSDDD-relevant components: the WOVO grievance mechanism, the Worker Pulse survey (biannual, rights-focused), and targeted surveys on specific rights issues including gender equality. All three feed into adidas' human rights due diligence systems and supplier S-KPI ratings. The Full Record: Grievances, Resolution Rates, and Satisfaction From 2019 to 2025 100% Tier 1 Coverage, Every Year — Coverage Has Never Been the Gap adidas has maintained 100% Tier 1 coverage every year with access consistently above 400,000 workers across multiple countries — even as its value chain consolidated. Coverage has never been the gap. What the data shows is whether the mechanisms behind that coverage are working. 99% Resolution Rate, Held at Scale: The Floor, Not the Ceiling Resolution rate has held at 99% every year since 2021. This is the most basic measure of whether a grievance mechanism functions at all — and it is also the floor. A 99% resolution rate tells you complaints are being processed. Satisfaction and response time tell you whether they are being processed well. 39% to 79% in Six Years: Satisfaction Gains at This Scale Don't Happen by Accident Worker satisfaction with complaint resolution has risen 40 points over six years, with gains in almost every year. This is the metric CSDDD cares about most and that most brands have the least data on. A mechanism that resolves complaints on paper but leaves workers dissatisfied is not providing meaningful access to remedy. Response Times Fell 80%: Workers Now Hear Back in Under Half a Business Day Average response time fell from 49 hours in 2020 to under 11 hours in 2025 — a reduction of nearly 80%. Workers are not just getting responses; they are getting them fast enough to matter. Volume Dropped, Then Jumped 32%: What the Rebound Actually Measures Volume reflects both program maturity and value chain size. As adidas consolidated its supplier base, fewer facilities produced fewer absolute grievances. The 32% rebound to 47,200 in 2025 — against further facility reduction — is the meaningful signal: more workers per facility chose to use the system. That is the clearest evidence of growing trust. Reactive Isn't Enough: How Worker Pulse Meets CSDDD's Stakeholder Engagement Requirement The Worker Pulse now runs across 96 facilities in 13 countries, with favorable responses rising from 78% to 91% since 2020. CSDDD's stakeholder engagement requirements go beyond reactive grievance handling — brands must proactively engage workers to understand their experiences and risks. The Gender Equality survey (51,000 workers, 87/100 in 2025) demonstrates the same infrastructure can target specific rights categories. Three Things Eight Years of adidas Data Proves — That Most Brands Haven't Learned Yet Effectiveness is built, not installed. The improvement from 58% satisfaction in 2020 to 79% in 2025 happened because adidas invested consistently in supplier capability, KPI tracking, and worker communication over years — not because the platform was deployed. The metrics that matter most are the ones most brands don't collect. Resolution rate is table stakes; satisfaction, response time, and sentiment trends are what regulators will ask for. Coverage and integration are separate problems. 100% Tier 1 coverage is a coverage achievement. WOVO data feeding into S-KPI ratings and due diligence priorities is an integration achievement. CSDDD requires both. CSDDD Compliance Isn't Built at Deadline. It's Built Over Years. Eight years of publicly disclosed data makes a clear case: technology-enabled worker engagement, consistently governed and properly integrated into due diligence systems, produces measurable, compounding improvements in the outcomes CSDDD demands. Satisfaction doubles. Response times fall 80%. Coverage scales to hundreds of thousands of workers without quality erosion. The brands that will find CSDDD compliance straightforward are not the ones with the simplest value chains — they are the ones that started building their evidence base early. All data cited in this report is drawn exclusively from adidas' publicly available annual sustainability reports for the years 2019–2025. Labor Solutions is the provider of the WOVO platform deployed across adidas' Tier 1 value chain.

The UN Guiding Principles on Business and Human Rights have been the global standard for corporate human rights responsibility since 2011. Most large brands reference them in their sustainability reports. Most compliance teams can point to a policy that cites them. What very few can do is demonstrate, with structured evidence, that those principles are being respected in practice — in the facilities, with the workers, across their value chain. That gap is precisely where regulators are looking. And it’s the gap that the WELL Survey and WOVO Improve are built to close. Audits Show You a Day. Workers Tell You the Truth. The UNGPs are built around three pillars: the state duty to protect, the corporate responsibility to respect, and access to remedy. For brands operating through complex global supply chains, the second and third pillars are where the compliance work lives — and where the evidence is hardest to collect. Facility audits capture a snapshot. Supplier self-certifications capture a statement. Neither captures what workers actually experience — whether they feel safe raising a concern, whether a grievance mechanism is genuinely accessible to them, whether a policy that exists on paper has reached the factory floor. Without worker-level evidence, you cannot know whether your human rights due diligence is working. You can only know that it exists. Two Products, One Mapping Architecture: Worker Voice Meets Supplier Systems The WELL Survey and WOVO Improve are designed as complementary instruments — two different lenses on the same question. The distinction that drives the architecture is this: some UNGP principles can only be assessed by asking workers directly. Others require examining what suppliers have built. The WELL Survey captures the worker voice side. It produces evidence against the principles that depend on lived experience — whether core internationally recognised rights are being respected (P12), whether adverse impacts are being avoided or addressed (P13), whether meaningful consultation is taking place (P18), whether remediation is genuinely accessible (P22). These are not questions a supplier can answer on a worker’s behalf. WOVO Improve captures the supplier system side. It assesses whether policy commitments are real (P16), whether human rights due diligence is actually being conducted (P17), whether findings are being integrated into operational decisions (P19), and whether suppliers are meeting their accountability obligations to external stakeholders (P21). Neither instrument alone produces a complete picture. Deployed together, they generate the kind of structured, cross-referenced evidence that CSDDD, LkSG, and equivalent frameworks require — evidence that can withstand regulatory scrutiny and investor review. Every indicator in both products is mapped in our WELLBank, the single source of truth for all question-level, indicator-level, and competency-level UNGP mappings across our product suite. When the Stakes Are Highest, the Scoring Reflects That Not all rights violations carry the same weight — and our indicator architecture doesn’t treat them as if they do. Across the full indicator suite — covering Occupational Health and Safety, Harassment and Abuse, Responsible Recruitment, Freedom of Movement, Child Labour, and Grievance Mechanisms, among others — the indicators that measure the most severe potential violations are designated as salient. A low score on a salient indicator doesn’t simply flag a gap in a dashboard. It triggers an elevated risk classification and a defined response protocol, reflecting how the UNGPs themselves approach severity: adverse impacts that are grave, widespread, or irreversible require prioritised attention (P24) and a proportionate due diligence response (P17, P19). UNGP Principle 31: The Eight Criteria Most Brands Have Never Actually Measured One of the most consequential — and most overlooked — elements of the UNGP framework is Principle 31, which sets out eight effectiveness criteria that any company-level grievance mechanism must meet to be considered functional. A grievance mechanism must be legitimate, accessible, predictable, equitable, transparent, rights-compatible, a source of continuous learning, and based on engagement and dialogue. These criteria appear in regulatory guidance, investor questionnaires, and sustainability commitments across the industry. They are almost never measured directly. The WELL Survey and WOVO Improve both include Grievance Mechanism indicators that map individually to each of the eight P31 criteria — distinguishing between what workers report experiencing and what supplier systems are designed to provide. When both instruments are deployed together, the combined output produces a structured finding against each criterion: not a general impression, but an evidenced position on whether the mechanism is actually working for the people it is supposed to serve. Built for CSDDD, LkSG, and the Regulatory Landscape You’re Already Operating In The UNGP mapping doesn’t sit in isolation. Every WELL indicator and every WOVO Improve competency is also mapped to the relevant ILO conventions, SDG targets, and — critically — the EU Corporate Sustainability Due Diligence Directive. As mandatory human rights due diligence obligations expand across jurisdictions — CSDDD in the EU, LkSG in Germany, the UK Modern Slavery Act, and equivalent frameworks emerging across Asia and the Americas — the question for brands is no longer whether to conduct due diligence. It’s whether the due diligence they’re conducting is demonstrably meaningful. A survey score in isolation is not a compliance artefact. But a structured programme of worker voice measurement, combined with supplier self-assessment, cross-referenced against a documented framework mapping — that is what due diligence looks like in practice. The WELL and WOVO Improve mappings are designed to produce exactly that kind of documentation, in language aligned with how regulators and auditors expect to see it presented. The Signal That No Audit Will Reliably Surface The most valuable output of running the WELL Survey and WOVO Improve together is not a score. It’s the divergence. When a supplier demonstrates strong systems in WOVO Improve — policy commitments in place, due diligence processes documented — but WELL Survey results show workers reporting a different experience, that gap is telling you something critical: the system exists, but it isn’t reaching the people it is supposed to protect. That divergence — policy present, practice absent — is precisely the scenario that human rights due diligence frameworks are designed to surface. It is also the scenario that audit-only approaches will routinely miss. Evidence That Works Across Every Audience A structured UNGP mapping also makes your compliance evidence portable. Whether you’re completing a CSDDD due diligence record, responding to an investor ESG questionnaire, preparing for a regulatory submission, or communicating findings to a civil society stakeholder, the same underlying data can be presented in the language each audience expects — without starting from scratch for every reporting cycle. Human rights due diligence is not a project, its a practice. The value of a rigorous mapping architecture is that it keeps that practice grounded in what matters: the experiences of workers, the systems suppliers are building, and the global standards that both are accountable to. Ready to Build an Evidence Base That Holds Up? Explore the WELL Survey , explore WOVO Improve , or talk to the Labor Solutions team about building a due diligence programme that produces evidence regulators, investors, and auditors will accept.

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.