Addressing a Critical Need in Chemical Safety Training  The electronics industry relies on complex manufacturing processes, many of which involve hazardous chemicals. Without proper training, workers and supervisors may not fully understand the risks, leading to unsafe conditions and long-term health hazards. Recognizing this urgent need, the Clean Electronics Production Network (CEPN) , in collaboration with industry leaders, worker rights organizations, and manufacturers, set out to create a comprehensive, industry-specific chemical safety training program .  As the eLearning development partner, we worked alongside CEPN, Electronics Watch, ICRT, and other stakeholders to transform technical safety content into an engaging, accessible, and practical digital training solution . Our mission is to ensure that this training effectively reaches and empowers workers and supervisors in electronics supply chains worldwide.  A Worker-Centric Approach  Unlike traditional compliance training, this program puts workers at the center, with a dual focus on both frontline employees and their supervisors. Key features include:  Real-World Relevance  – Scenarios and strategies drawn directly from electronics manufacturing.  Role-Based Learning  – Training tailored for both workers and supervisors.  Collaborative Development  – Built with input from multiple stakeholders to ensure credibility and practical application.    How We Built It  We designed the program for flexibility, interactivity, and impact:  Collaborative Content Design  – Developed with subject matter experts, labor groups, and factory managers.  Flexible Delivery  – Offered in three formats:  In-person   Live webinars   SCORM-compliant digital modules  (launching August 2025)  Interactive & Inclusive  – Includes engaging interactions, case studies and multilingual support.    Tested and Refined in the Real World  The training was piloted in Vietnam and Malaysia from November 2024 to January 2025. Feedback from these sessions helped refine the final program. Early outcomes showed:  Greater worker and supervisor confidence  Improved hazard reporting  Seamless training platform integration for better tracking    Now Live: CEPN Chemical Safety Training The program is now officially available. It covers key topics like hazard identification, emergency response, and worker engagement, and will be available from June 2025 in Chinese, English, Filipino, Malay, Thai and Vietnamese languages with additional languages offered upon request. CEPN is also expanding its trainer network, with Train-the-Trainer sessions planned for August 2025 . Facilities implementing the training may be publicly recognized for their commitment to worker safety.    For companies looking to enhance their worker safety programs, this training represents a powerful and practical tool . We are proud to have played a role in its development and continue to support organizations in integrating it into their LMS platforms and workplace safety strategies .  Pilot Results Results Now Available. Preventing Chemical Safety Risk in Electronics Manufacturing Using Targeted Training Read More Here   Want to bring this training to your organization?    Reach out today to learn how we can help.

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  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  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?

The fight against forced labor remains one of the most urgent human rights challenges facing global supply chains. Millions of people worldwide are affected, and regulatory expectations on companies to identify, prevent, and remediate forced labor risks continue to increase. Recent assessments make clear that many companies are still struggling to meet minimum expectations. A report by the Business & Human Rights Resource Centre’s KnowTheChain  initiative found that only a small number of companies met baseline standards for forced labor due diligence. Among them, adidas  stood out for its approach to worker engagement, risk identification, and grievance mechanisms. This post examines what companies can learn from adidas’s approach, and how those lessons align with emerging legal expectations under the UN Guiding Principles on Business and Human Rights (UNGPs) and the EU’s Corporate Sustainability Due Diligence Directive (CSDDD). Where Companies Are Falling Behind Across jurisdictions, mandatory human rights due diligence (HRDD) frameworks increasingly require companies to demonstrate that their systems function effectively in practice , not merely that policies or procedures exist. This expectation is grounded in: UNGP Principle 18, which requires companies to identify and assess actual and potential human rights impacts through meaningful engagement with affected stakeholders UNGP Principle 29, which calls for effective operational-level grievance mechanisms UNGP Principle 31, which sets effectiveness criteria for grievance mechanisms The CSDDD, which requires companies to take appropriate measures to identify, prevent, mitigate, and bring to an end adverse human rights impacts, including through stakeholder engagement and grievance mechanisms Two gaps consistently emerge in assessments of forced labor due diligence: Risk identification that is not grounded in worker experience Grievance mechanisms that exist on paper but do not function in practice Both gaps undermine legal compliance and effective risk management, because many forced labor risks are not visible without direct worker participation. Challenge #1: Risk Assessments That Don’t Reach Workers Many companies continue to rely primarily on audits and supplier self-assessments to identify forced labor risks. While these tools can play a role, they are often limited by: narrow audit windows management-selected interviews documentation that does not reflect daily practice lack of real-time insight into working conditions This approach is increasingly misaligned with legal expectations. Under UNGP Principle 18, companies are expected to assess human rights impacts by drawing on direct input from affected stakeholders, including workers, particularly where risks are severe. Similarly, the CSDDD emphasizes ongoing risk identification across the value chain, not periodic verification exercises. What Works Better in Practice Effective forced labor due diligence requires ongoing, systematic worker engagement that complements traditional tools. adidas’s approach demonstrates how worker input can strengthen risk identification by: surfacing risks that audits miss revealing country- and sector-specific dynamics enabling earlier prevention and targeted mitigation This approach aligns with both UNGP Principle 18  and CSDDD requirements to identify risks based on actual impacts, not assumptions. Challenge #2: Grievance Mechanisms That Exist on Paper but Not in Practice Many companies report having grievance mechanisms, yet worker usage remains low. Under HRDD frameworks, low grievance volume is not evidence of low risk. The UNGPs are explicit on this point: UNGP Principle 29  Requires companies to establish or participate in operational-level grievance mechanisms UNGP Principle 31  Specifies that such mechanisms must be legitimate, accessible, predictable, equitable, transparent, rights-compatible, and trusted The CSDDD similarly requires companies to provide a grievance mechanism that affected persons can access in practice, not merely in theory. In practice, low usage often indicates that grievance mechanisms are: unknown to workers inaccessible due to literacy, language, or technology barriers not trusted to protect against retaliation unable to deliver timely or meaningful outcomes What Operational Grievance Mechanisms Look Like Operational grievance mechanisms differ from traditional hotlines or compliance-only reporting channels. They are embedded into day-to-day operations and supplier management, rather than existing as symbolic or external tools. Effective mechanisms typically include: multiple access points appropriate to worker context anonymity and confidentiality safeguards structured case management and documented follow-up supplier responsibility for resolution, with appropriate brand oversight evidence of dialogue, outcomes, and learning over time These characteristics align directly with the effectiveness criteria set out in UNGP Principle 31 and the CSDDD’s emphasis on remediation and corrective action. adidas’s experience illustrates how embedding grievance mechanisms within supplier operations can increase trust, usage, and meaningful resolution. Why Supplier Engagement Is Central to Legal Compliance A key lesson from adidas’s approach is that grievance mechanisms are most effective when suppliers are actively involved in resolving issues, rather than bypassed. This is legally significant because: UNGP Principle 29 anticipates mechanisms that operate at the point where impacts occur The CSDDD expects companies to take appropriate measures to bring adverse impacts to an end and prevent recurrence, which often requires supplier-level action Supplier engagement supports: faster remediation prevention of repeat violations clearer accountability stronger evidence of effective due diligence Moving Beyond Tick-Box Compliance Forced labor due diligence is no longer assessed by whether a company can point to: a policy a hotline a completed audit Instead, companies are increasingly expected to demonstrate: how risks are identified on an ongoing basis (UNGP 18) whether workers can safely raise concerns (UNGP 29) whether grievance mechanisms meet effectiveness criteria (UNGP 31) how remediation and prevention are carried out in practice (CSDDD) To acheive this adidas closely monitors worker engagement with performance metrics to “evaluate the efficacy of the grievance channels, see major cases in real time, and undertake timely interventions where necessary.” a didas’s experience shows that worker engagement and operational grievance mechanisms are central to meeting these expectations, not optional add-ons. What Companies Should Be Asking Themselves As forced labor and HRDD expectations continue to evolve, companies should ask: Do our risk assessments meaningfully engage workers as rights holders? Can workers raise concerns safely and without fear of retaliation? Do our grievance mechanisms meet the effectiveness criteria in UNGP Principle 31? Are suppliers equipped and accountable for resolving issues? Can we demonstrate prevention and remediation over time, as required under the CSDDD? Answering these questions requires systems that function in practice—not just on paper. Want to see what worker-driven HRDD looks like in practice? Explore how adidas operationalized worker engagement and grievance mechanisms to strengthen forced labor due diligence. If you’d like to discuss what these approaches could look like in your own supply chain, contact us at info@laborsolutions.tech .

Listening to Workers Isn’t Optional — It’s a Supply Chain Strategy   New research by Dylan Nelson and Nathan Wilmers at MIT  offers something rare in the labor space: causal evidence  that worker voice pays off. Their study, Earnings Effects of Direct Worker Voice in Production  (May 2025) , finds that when manufacturers actively use worker input in production decisions , three things move in the right direction: Productivity increases Earnings increase Turnover decreases For brands facing HRDD and CSDDD expectations, this isn’t a niche social outcome.It’s a core supply chain capability .   Worker Voice Creates Performance Gains You Can Feel Downstream   Source: Mandiri Abadi, 2022 Nelson & Wilmers show that moving from low to high use of worker input is associated with productivity gains of up to 15%   (Table 3, pp. 19–20). That’s not symbolic. In practice, higher productivity means: Fewer last-minute production crises More stable output and fewer quality dips Better ability to manage bottlenecks and shifts in demand When factories operate more smoothly, downstream partners feel it: Fewer surprises, fewer fire drills, more predictable supply. Worker voice doesn’t just improve the shop floor — it improves the flow . Worker Voice Is Now Evidence — Not Just Engagement   From “Engagement” to Evidence Under HRDD and CSDDD, the question is no longer: “Do you have a grievance mechanism?” It is: “Do workers trust it, use it, and does it change outcomes?” Audits can’t answer that. Worker-generated data can. In the Nelson & Wilmers study, workplaces that integrate worker input into decision-making show: Higher earnings  (Table 2, p. 18) Lower turnover  (p. 13) Stronger operational performance  (Table 3) These are exactly the signals regulators, investors, and brands look for when they ask whether worker voice is real  or just on paper. Worker voice becomes not only a practice — but proof .   A Functioning Voice System Shifts Power, and That’s the Point   One of the most important findings is that wage gains persist even after controlling for productivity  (pp. 19–20). That means the earnings effect is not just “workers produce more, so they earn more.”It reflects a shift in bargaining power : When workers’ knowledge becomes indispensable, Their ability to influence outcomes increases. This is precisely the kind of structural change that many due-diligence frameworks aim for: workers who can assert rights, shape outcomes, and negotiate remedy  because the mechanism works , not because an audit checked a box.   Voice Without Use Is Noise. Use Is What Matters.   Channels Don’t Matter If They’re Not Used. Nelson & Wilmers make a critical distinction: It’s not the existence of a mechanism that matters — it’s whether worker input is actually used  in decisions. Many systems collect data but never close the loop.Workers speak. Management listens (sometimes). Nothing changes. The study shows that when worker voice becomes: An operational tool , not a performative channel A regular input  into planning and problem-solving …both productivity  and earnings  rise. For brands evaluating supplier maturity, this is the key question: Are workers’ insights shaping decisions — or just filling reports?   Workers See What Audits Can't. Worker Voice Is Your Earliest Warning System Audits see the past .Workers see the present . Frontline workers are usually the first to notice: Deteriorating conditions Abusive supervision Wage inconsistencies Safety shortcuts Bottlenecks and inefficiencies When factories rely on structured worker feedback to make operational decisions, these signals are: Captured early Interpreted in context Acted on before they become non-compliances That is real-time risk mitigation  — and often the most cost-effective kind.   High-Voice Factories Are High-Value Partners   Taken together, the study describes a particular kind of workplace: More productive More stable With higher retention  and higher wages For brands, these are the facilities that tend to: Deliver more consistently Manage volatility better Absorb shocks more effectively Require fewer corrective action plans In other words: worker voice is not a social add-on. It’s a management competency. And in global value chains, good management cascades .   The Strategic Takeaway: Worker Voice Is a Capability, Not a Program  Nelson & Wilmers give empirical backing to what many practitioners have seen in practice: When worker voice is real, factories perform better and workers do better. For brands, that means worker voice should live in: Sourcing strategy Risk management HRDD and CSDDD reporting Supplier selection and performance criteria This is exactly where Labor Solutions works. WELL  helps brands and suppliers measure worker experience and trust at scale. WOVO  helps assess whether grievance mechanisms are trusted, used, and effective , not just in place. Improve  turns worker feedback into structured action plans , so suppliers can own and demonstrate progress. The study doesn’t just validate “listening to workers” as a principle.It validates it as a capability  — one that can be designed, measured, and scaled. Listening to workers isn’t good PR.It’s good operations  — and the brands that require it will be the ones better positioned for resilience in the decade ahead.

Executive Summary Human rights due diligence (HRDD) is increasingly evaluated as an operating capability , not a policy exercise. Across jurisdictions, companies are expected to demonstrate that their systems for identifying, preventing, and addressing human rights risks function effectively in practice. This article outlines how HRDD expectations have evolved and what companies are now expected to do differently. In particular, it highlights why worker-driven approaches —including worker voice, accessible grievance mechanisms, and rights awareness—are critical to effective due diligence. The key takeaway is that audits and policies alone are no longer sufficient. HRDD systems are strongest when they are grounded in direct engagement with rights holders , generate evidence of real-world functioning, and support ongoing prevention rather than one-time compliance. Human Rights Due Diligence Is Now an Operating Requirement. Are You Ready? Human rights due diligence (HRDD) is no longer a future requirement or a voluntary best practice. Across jurisdictions, it is increasingly becoming a baseline expectation for doing business in global supply chains . Driven by mandatory due diligence laws, expanded sustainability reporting requirements, and forced-labor import enforcement, companies are being asked not just whether they have policies in place—but whether they can demonstrate that their systems actually work . Failure to do so can result in disrupted buyer relationships, legal exposure, reputational damage, and in some cases customs enforcement that prevents goods from entering key markets. This article is for general information only and does not constitute legal advice. HRDD obligations vary by jurisdiction, sector, and company profile. Companies should consult qualified legal counsel regarding their specific obligations. What Has Changed—and Why HRDD Matters More Now Since early HRDD laws came into effect, the landscape has shifted in three important ways: Mandatory due diligence expectations are expanding, particularly in the EU and other major markets. Sustainability reporting requirements increasingly depend on credible underlying due diligence systems, not just disclosure. Forced-labor enforcement has become more operational, placing the burden of proof on companies rather than regulators. Together, these trends mean HRDD is no longer evaluated as a policy exercise. It is increasingly evaluated as an operating capability . What Is Human Rights Due Diligence? Human rights due diligence is a risk-based process through which companies identify, prevent, mitigate, and account for adverse human rights impacts connected to their operations and value chains. While specific legal requirements vary by jurisdiction, most HRDD expectations are grounded in widely used international standards and converge around several core principles: proactive risk identification meaningful engagement with affected stakeholders prevention and mitigation, not just response access to remedy documentation and accountability over time In practice, HRDD has moved beyond audits and disclosure toward systems that generate reliable, defensible evidence . Several countries and regions have passed laws over the last few years regulating industries and imports into their country. Laws range from issue specific to disclosure reports to national -level mandatory due diligence and reporting that cover all human rights. The enforcement mechanisms vary from case to case and could result in hefty fines or customs’ seizure of goods. Here are a few: the UK , US  and Australia Modern Slavery Act , and the Dutch Child Labor Due Diligence Act . The  California Transparency in Supply Chains Act  and the EU Non-Financial Reporting Directive (EU NFRD) . Mandatory supply chain human rights due diligence laws recently passed in   France , Switzerland , the  Netherlands , Norway , Germany , and proposed in Canada , Japan , Spain  and the  EU . What HRDD Laws Generally Require Although requirements differ, most HRDD frameworks—largely informed by the   UN Guiding Principles on Business and Human Rights —expect companies to be able to demonstrate the following: Policy and governance Clear commitments to respect human rights, embedded in procurement and supplier management, with defined accountability. Risk identification Ongoing identification of actual and potential human rights risks across operations and supply chains, informed by credible data and effective complaints mechanisms. Prevention and mitigation Actions to prevent harm and reduce risk, including supplier engagement and follow-up—not one-off assessments. Remediation Processes to address harm and support remedy when violations occur. Tracking and reporting Documentation of risks identified, actions taken, and effectiveness over time. Enforcement mechanisms vary, but expectations around effectiveness are becoming more explicit. Why Worker-First Design Matters for HRDD Most workplace and supply chain systems are designed primarily for employers, auditors, or compliance teams, with workers treated as data sources rather than primary users. However, human rights due diligence is ultimately about protecting rights holders . Effective due diligence therefore requires engaging directly with those rights holders—not relying solely on proxy indicators, documentation, or management-filtered information. When workers are able to participate safely and meaningfully, accessibility, trust, and safety become core design requirements rather than optional features. This has a direct impact on HRDD outcomes, because many risks remain invisible unless workers can speak openly and be heard. Worker-first design helps turn HRDD from a theoretical exercise into a system that functions in practice. Demonstrating That HRDD Systems Work in Practice HRDD is increasingly evaluated not on whether systems exist, but on whether they function in reality . Traditional social audits can play a role, but on their own they are limited. Audits are periodic, often announced, and typically rely on documentation reviews and management-selected interviews. As a result, many risks—especially those affecting vulnerable workers—remain hidden or are identified only after harm has occurred. Worker voice changes this dynamic because workers experience day-to-day conditions that audits often cannot capture. Research and field experience show that worker surveys and feedback mechanisms are often more effective than audits alone at identifying risks , particularly those related to treatment, coercion, discrimination, and retaliation. Worker voice tools are especially important for: understanding lived realities and daily practices identifying bad actors even where formal systems exist revealing gaps between worker experience and management perception surfacing risks that fall outside audit windows identifying patterns that point to systemic issues rather than isolated incidents Real Access to Remedy Ensuring Grievance Mechanisms Are Known, Trusted, and Used Effective HRDD depends on grievance mechanisms that work in practice—not just on paper. Companies should be able to demonstrate that grievance mechanisms are: known and understood by workers accessible regardless of literacy, language, or technology constraints trusted enough that workers feel safe using them capable of responding and resolving issues in a timely and appropriate way Rather than simply confirming that a grievance policy exists, effective due diligence assesses whether workers can and do use the mechanism, and whether it leads to meaningful outcomes. This requires speaking to workers at scale. Informed Rights Holders Preventing Risk Through Rights Awareness HRDD is not only about identifying harm—it is also about preventing it . A recurring driver of risk is lack of clarity around rights and responsibilities. When workers and managers do not understand expectations, harmful practices can persist or go unchallenged. Companies should ensure that workers (rights holders) and relevant staff receive practical, accessible learning   on rights, responsibilities, and grievance processes. In many contexts, this requires training approaches designed for low-literacy and high-risk environments, using visuals, audio, and clear examples rather than legal or technical language. When people understand both their rights and their responsibilities, risks are less likely to occur—and more likely to be addressed early. Evidence-Based HRDD, Not Assumed Compliance The result of these approaches is an HRDD system grounded in evidence , not assumptions. Rather than relying solely on policies, periodic audits, or supplier self-assessments, companies gain: worker-informed risk data insight into whether grievance mechanisms function in practice documentation of prevention, mitigation, and remediation actions trend analysis that supports continuous improvement This type of evidence is increasingly critical when HRDD practices are reviewed by buyers, regulators, investors, or courts. HRDD Is Not a Project. It’s a Practice. Human rights due diligence is now evaluated as an operating capability: whether a company can identify risk early, prevent harm, and demonstrate credible action over time. Audits establish an important baseline, but their effectiveness often declines over time. Once checklist requirements are met, audits tend to reveal less about how systems function day to day. Human rights—and human resources—are not projects that get completed; they are ongoing practices. Worker surveys and engagement tools are better suited to this reality. They capture how systems function in daily practice, surface blind spots, and help validate or challenge audit findings. Used alongside audits, they support more continuous due diligence and help companies prioritize action—particularly for high-risk or strategic suppliers. It’s a lot, we know. Don’t worry, Labor Solutions is here to support you. If you want to understand how HRDD expectations may affect your business, or what an implementable HRDD system looks like in practice, contact us at info@laborsolutions.tech .

September 5, 2025 – Singapore  – Labor Solutions is proud to announce the promotion of Lordiclaire (Lordi) Suriawinata  to Chief Operating Officer (COO) . Lordi has been an integral part of Labor Solutions for more than a decade, consistently demonstrating exceptional leadership, strategic vision, and deep commitment to the company’s mission of empowering workers and businesses worldwide. Lordiclaire Suriawinata, COO Over the past 10 years, she has played a pivotal role in driving operational excellence, leading critical projects, and expanding and developing Labor Solutions’ product offerings. Known affectionately as the “WOVO mama,” Lordi has led the platform’s growth from zero users to millions, transforming it into a trusted tool for worker voice and engagement. She is admired not only for her results-driven approach but also for the support and collaboration she extends to peers and team members. In her new role as COO, Lordi will oversee Labor Solutions’ Product, Technology, Implementation, Operations, and eLearning teams, as well as day-to-day operations. Her leadership will ensure the company continues to scale effectively while maintaining the high standards and innovation that define Labor Solutions’ work. “Lordi’s dedication and vision have been instrumental in shaping Labor Solutions into what it is today,” said Elena Fanjul-Debnam, CEO of Labor Solutions. “We are confident in her new role as COO, she will continue to drive growth and strengthen our impact. I am proud to have her as a partner in leadership.” “Lordi is such a sharp and innovative leader, but what makes her truly stand out is how she balances that brilliance with incredible organization, communication, and empathy,” added Bijie Li, SVP at Labor Solutions. “I have no doubt she’ll take Labor Solutions to even greater heights as COO!” “After ten years at Labor Solutions across multiple roles, I’ve seen how vital frictionless operations are to serving our teams, strategy, and business goals,” said Lordi Suriawinata, COO of Labor Solutions. “I’m honoured to step into the COO role—expect fewer handoffs, clearer ownership, and faster value across every team and project.” Labor Solutions is fortunate to have such a dedicated and visionary leader helping to shape its future. About Labor Solutions Labor Solutions partners with global companies to empower workers, improve workplace communication, and build scalable, sustainable solutions for worker engagement. Its innovative platforms, including WOVO, are trusted by companies and millions of workers around the world.

As new legislation like, CSDDD comes into effect, global companies work to implement new and upcoming human rights due diligence policies and practices, it is essential to place workers at the centre. The intent of the laws is to protect workers and what better way to protect workers than engaging workers.  A Worker-Centric Human Rights Due Diligence (HRDD) approachplaces the well-being of workers at the forefront of supply chain management.   Supporting Suppliers, Protecting Workers   The Worker-Centric HRDD approach represents a paradigm shift in how we conceptualize and implement corporate responsibility within supply chains. At its core, this approach empowers suppliers to take ownership of human resources practices and processes within their own facilities, and prioritizing the rights and well-being of workers.   The scale of the challenge is huge. Without engaging suppliers in the solutions, global companies will be unable to meet the expectations of the new laws.    Key Components  1. Worker-Centric Focus   The cornerstone of this framework is its commitment to listen to the needs and voices of workers. By prioritizing the rights and dignity of workers, companies and suppliers can create a culture of respect and empowerment throughout the supply chain.   The Worker- Centric approaches requires engaging workers throughout the entire process.  This starts with educating workers on their rights and extends to engaging unions and worker representatives in the remediation of grievances. This approach requires companies think about workers needs and perspective first.     2. Supplier Engagement    Unlike traditional top-down approaches to corporate responsibility, this framework requires supplier engagement. It focuses on competencies, rather than issues. This fosters accountability and encourages proactive engagement in addressing human rights issues. Trust is key for both workers and suppliers to be successful. If suppliers think worker feedback will be used against them, they will supress worker voices—making workplaces unsafe. Its key that suppliers are trusted and that trust is passed down to workers.    Every supplier will begin in a different place. This multilevel framework operates as a guide for suppliers to elevate their operations through strategic planning, implementation, and empowering engagement. It focuses suppliers on building competencies and systems with the hope of building trust that cascades throughout the workplace and supply chain. The goal is to ensure suppliers are constantly engaging workers, seeking feedback and acting on that feedback.    3. Collaboration and Transparency   Central to the success of this approach is collaboration and transparency among all stakeholders. By fostering open communication and sharing best practices, companies can collectively work towards more ethical and sustainable ecosystem. Brands should track suppliers’ progress and ensure open dialogue is active and ongoing. When workers stop trusting their employer, brands should be concerned and intervene.    4. Continuous Improvement   The journey towards a truly ethical supply chain is never-ending.  The Worker-Centric HRDD approach emphasizes the importance of continuous improvement, encouraging companies and suppliers to regularly assess and refine their practices to better protect workers' rights.   The Worker-Centric HRDD approach offers a forward-thinking solution to the complex challenges facing modern businesses. By prioritizing the rights and well-being of workers and fostering collaboration among all stakeholders, companies can build more resilient, ethical, and sustainable supply chains for the future. Embracing this framework is not only a moral imperative but also a strategic imperative for businesses seeking to thrive in a rapidly evolving global landscape.   Contact us for more information

Labor Solutions supports Puma’s Human Rights, Women’s Empowerment and Worker Engagement strategies in 6 countries, Vietnam, China, Cambodia, Philippines, Turkey and Indonesia. In 2024, Puma continued its worker engagement programs via WOVO. Now   nearly 65K workers have access to the WOVO platform with access to human resource tools, grievance management platform, worker surveys and eLearning  modules.   Grievance Mechanism Puma uses employs several grievance mechanisms, including WOVO, to connect with workers to reach over half a million workers in 97 factories, 165,101 workers in Tier 1 and core Tier 2 factories. Puma received over 2,500 feedback messages directly from workers.    Worker Survey Puma's worker survey questionnaire includes questions on "fair compensation, stress management, employee- employer relationship, grievance mechanism, dignity and respect, workers' engagement, working hours, health and safety and how friendly the work environment is." The average worker' overall satisfaction rate remained consistent at 4.14/5 in 2024. Worker eLearning Puma also expanded deployment of the Better Work e-learning course on Discrimination and Elimination of Violence and Harassment at Work via Labor Solutions’ mobile app WOVO to support their women's empowerment stragety. The module was deployed to over 14,000 workers in Cambodia and Indonesia and reached 86% of workers in eight core Tier 1 factories. Read more about Puma’s Sustainability initiatives in its 2024 Voluntary Sustainability Report.

Labor Solutions has recently launched a dynamic and searchable digital eLearning catalog to help clients find and choose online lessons and eLearning for workers, managers and practitioners. Clients can now search our digital lessons by topic, target audience, language, content partner (Fifty Eight, BetterWork, IDH, ICRW etc.) and more. Choose the lessons that reflect the risks facing your suppliers, support them to make improvements through online trainings, and help them to stay current and to onboard new employees seamlessly and at scale by rolling out these lessons through WOVO. It is critical that workers know their rights for effective social sustainability and human rights due diligence. Our digitized lessons are fully interactive and created by instructional designers to optimize knowledge transfer so that workers and employers know the fundamentals of workplace rights and responsibilities with tracking of learner engagement and real-time updates on the WOVO dashboard. eLearning is Labor Solutions’ fastest growing social sustainability solutions, as it helps companies meet new human rights due diligence (HRDD) requirements and ensure that stakeholders throughout the supply chain understand their own rights and responsibilities and have the tools they need to uphold human rights. Our lessons include, Responsible Recruitment , Gender Equity and Fair Working Conditions , physical + emotional wellbeing, including nutrition and stress management, as well as workplace safety topics such as fire safety, grievances, and effective communication are also available. We are adding new lessons all the time so please check our lesson catalog frequently! Variety of eLearning lessons developed by subject matter experts Most of our eLearning content is developed with industry leading subject matter experts like Better Work , Fifty Eight and ICRW to ensure the highest standards for information and the most up-to-date knowledge in the industry. We design lessons for three distinct learner groups: workers, line managers, and practitioners. Each lesson type uses different language, interactions and games, and graphics to optimize learner engagement and knowledge transfer. Worker and line manager lessons cover many of the same topics (from different perspectives) and are often paired together to ensure both parties understand their rights and responsibilities in the workplace. Practitioner lessons are designed for professionals in corporate offices, those making internal policies and decisions, those enacting new regulatory and compliance mandates within their company, and human resource managers. This enables companies to ensure there is a consistent understanding of responsible business practices, proactive safety and risk management, and knowledge of new supplier obligations such as human rights due diligence. Accessible eLearning for workers, line managers and practitioners All worker lessons are available in our five core languages : Simplified Chinese, Vietnamese, Indonesian, Khmer, and English, and many of our most in-demand lessons have already been translated into Hindi, Thai, Burmese, Nepalese and Spanish. Our practitioner lessons are available in English. Additional languages apart from those listed in our catalog are available on request for a nominal fee. Workers can access our eLearning lessons and our partners' lessons through our WOVO application and web-based platform (also available through workplace kiosks, tablets and computer labs). Our other eLearning collaborations include: · Kindling + Arup for Building and Fire Safety · Better Work (ILO) eLearning on Worker Rights & Responsibilities · FiftyEight's Responsible Recruitment · ICRW Gender 101 · ETI’s Access to Remedy · IOM on Migrant Worker Rights Check out our eLearning catalog today and reach out to our team to implement within your workforce or throughout out your supply chain. Collaborate with Us, Reach More Workers + Amplify Your Message At Labor Solutions we are always looking to help digitize and amplify leading industry content from partners around the world. If you have content you'd like digitized please reach out to Jen Green , our Sr. Director of Content and Partnerships, to learn more about how we can collaborate.

As Trump-era tariffs disrupt supply chains, brands must not pull back on worker and supplier engagement. Resilient supply chains weather economic storms better — and recover faster. Loyalty Drives Faster Recovery Suppliers and workers remember the brands that stood by them during COVID. Those brands saw production rebound 75% faster , and their orders were prioritized post-crisis. Loyalty pays off again now: supporting your suppliers and their workers shows long-term thinking and operational excellence, positioning you as a forward-thinking, investable company. Workers Will be the First to Be Hurt Value chain workers will feel the squeeze first. Reports of worker layoffs are already emerging. Jason Judd of Cornell  highlights the stakes: in places like Sri Lanka, wage cuts or job losses mean hungry children and desperate families.  Keeping people central to your strategy is a moral, strategic, and in some places legal, imperative. Risk Management is Non-Negotiable — Especially in Volatile Times Downturns push suppliers to cut corners, increasing risks of labor violations and safety lapses. Brands remain accountable, even as orders slow. Due diligence helps you catch risks early,  avoiding costly legal, financial, and reputational damage when it matters most. Everyone is Watching Consumers, investors, and watchdogs are scrutinizing supply chains. Reputational risks are magnified in crises. Good decisions today will protect your brand and earn trust  tomorrow. Due Diligence continues to be an Investment, Not an Expense While others retreat, proactive supplier due diligence helps you manage risks, maintain resilience, protect your reputation, and seize competitive advantage  — all while preparing for recovery. As Aron Cramer of BSR  recently reminded us, “The volatile economic impacts of the tariffs should remind all of us " people must always be central to the sustainable business agenda. ”   More Reading: Supporting Workers + Suppliers Through Turmoil + Transition: A Collection of Case Studies Labor Solutions has supported suppliers and brands through various supply chain and regional instabilities, where unrest threatens workers' livelihoods. Time and time again, Labor Solutions' tools have proven critical in crises. Labor Solutions helps maintain clear communication, gather real-time worker insights, and support proactive decision-making. It has helped suppliers keep workers engaged and enabling brands to offer timely support when suppliers are stretched. By listening directly to workers, companies can spot risks early, strengthen compliance, and ensure supply chain stability — proving that worker engagement is not just ethical, but essential for long-term resilience. Read more case studies here .