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 .

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 .

With the new HRDD legislation, HP sought a holistic and proactive approach to its value chain capacity building program, seek to cover both breadth and depth (specific risk focused) and scale the worker empowerment program.  HP’s value chain is large, cutting across several industries and in dozens of countries, a scalable, flexible approach for supplier worker training was critical. Finding a solution that could be implemented in a variety of locations, supplier types and languages, resources on a system level to monitor learning progress was key for HP’s deployment success. HP wanted to ensure all workers in its value chain, regardless of their risk levels, are educated on rights and responsibilities. The Solution: Focused Training, Flexible Deployment, Dynamic Reporting Using WOVO eLearning,  Labor Solutions worked with HP to help achieve this goal. In the first year HP mandated 40 suppliers ensure all workers completed Labor Solutions’ digital training on Fair Working Conditions.   The initial goal was to establish fundamental awareness on rights and responsibilities. “People is a core HP sustainability pillar. HP make serious efforts to ensure human rights due diligence in our value chain. As part of mitigating, preventing Human Rights issues, HP aims to increase knowledge and awareness of value chain towards Human Rights by providing capability building in the form of all accessible and ever convenient e-Learning approach,” said the HP Human Rights Team.   HP choose to partner with Labor Solutions to select and deliver relevant lessons for its value chain. Labor Solutions creates and regularly updates the eLearning in partnerships with industry leading subject experts such as Better Work, IOM, ETI, etc., ensuring workers get the most accurate and updated knowledge about their rights and responsibilities.  The lessons are all interactive and workers' knowledge is assessed through embedded quizzes and assessments.   Labor Solutions designed a practical phased training program for supply chain workers. Focused:  Workers are provided with only one lesson at a time. Flexible:   The digital training could be deployed in multiple ways according to workers' and suppliers' workplace and technology environment.  Workers accessed the learning via WOVO App or web-based Learning Management System, allowing them to take the lesson anytime, anywhere. Offline training mode means workers can take eLearning without using data. Suppliers also used WOVO LMS for group classroom learning. Live, Dynamic Reporting : HP’s WOVO dashboard allows them to track eLearning progress by supplier and view data at facility, country or global level. This reduced the amount of time the HP team needed to spend on oversight and collecting data from suppliers. Focused:  Workers are provided with only one lesson at a time. Outcomes: 71,525 workers at 40 suppliers, completed training on Fair Working Conditions within one year.   Soon, these workers will be trained on additional specific topics like Health and Safety, Responsible Recruitment.   HP looks forward to expanding the eLearning program and has integrated it into its human rights strategy.     In the coming years, in addition to expanding the depth of the digital training, HP plans on expanding training to even more workers throughout its supply chain. “HP is committed to empowering 1 million workers through worker empowerment program. The trainings serve as a part of the channel to realize our commitment towards empowerment to the value chain,” said HP Human Rights Team. Start Empowering Your Partner Facilities Labor Solutions’ tools and services are designed to engage, connect, and educate workers across global supply chains by empowering suppliers to own human rights data and address risks as they arise. Whether you are starting with any scale supplier employment project – we tackle all challenges big or small – get in touch with our team at info@laborsolutions.tech .

Background: The recent COVID-19 Delta Variant outbreak has hit Vietnam hard, particularly manufacturers and workers. Ninety percent of the footwear factories in Vietnam had suspended productions at some point during the outbreak, with many reducing production capacity, mainly due to the operational challenges and financial burdens to implement the " 3 on-site" model , a government mandated protocol that involves workers eating, sleeping, and working onsite  without leaving the factory compound . Eager to bring workers back from their hometown and restore production, many factories have focused on helping vaccinate worker to ease the stay-at-work burdens . As sourcing countries wait for vaccines, brands and factories are looking for ways to better support workers and secure their supply chains. Many are turning to WOVO to instantly connect with workers throughout their supply chain or in a specific location to better understand worker needs. Solution: With many workers no longer onsite, the brand and their suppliers needed a way to directly connect to get feedback and understand challenges facing workers return. The brand immediately thought of WOVO , a platform used to deploy surveys and communicate with workers. With many workers off-site and dispersed the brand and their suppliers need technology to reach as many workers as possible, WOVO was the clear solution. Within less than 24 hours of deciding to send the survey the brand was able to send a worker survey to over 150,000 workers in Vietnam to count both the number of vaccinated workers, and the number of workers who need support to get vaccinated. Within minutes of pressing send, workers throughout the brand’s supply chain in Vietnam received a message and survey directly to their phones. Results: Within 24 hours the survey received more than 10,000 responses and within 48 hours nearly 30,000 responses had been gathered. The survey provided valuable data for the brand to better understand the vaccination situations across their suppliers. They were also able to view the insights of demographic groups to make better decisions to support the needs of specific groups. The brand has used this data to purchase vaccines for workers in the hope of reopening facilities faster. Since workers can only return to work once they are fully vaccinated, knowing who is vaccinated and when workers will be fully vaccinated is key to predicting production. Suppliers are using the data to better understand how many workers will return and when they can return. Suppliers are also using the data to better understand what support workers need to return to work from providing a stipend for travel to supporting child care, factories are going above and beyond to ensure worker engagement and safety. WOVO continues to be critical for brands and suppliers to ensure continuity and safety. Read about what other factories and brands are doing to support workers.

In today’s rapidly changing geopolitical landscape, suppliers and brands face unprecedented challenges. From sudden production disruptions to unpredictable geopolitical shifts, suppliers and buyers alike are keen to implement resilient systems to minimize supply chain distributions, ensure worker safety, and comply with new supply chain and sustainability legislation. South Asia and Southeast Asia are the manufacturing hubs of the world. Yet, several key sourcing countries are facing significant political change and unrest. Sri Lanka faced crippling inflation  and widespread protests ultimately leading to the president resigning , Myanmar continues to be locked in a civil war, Thailand’s prime minster  was recently, and surprisingly, ousted and  the ongoing political unrest in Bangladesh  has heightened international concerns  within the apparel and textile industry. While political regime change can provide opportunities for workers and trade unions to negotiate for more rights and higher minimum wages (for example), unrest and uncertainty also often have negative effects on trade, the local economy, and safety that can impact workers. Labor Solutions continues to support clients through these challenging times. WOVO  has proven to be a critical tool for suppliers to maintain communication with workers during crises, enhancing trust and safety. Brand clients have used the data to make sourcing decisions, support suppliers with resources and even target philanthropic support. Political instability often impacts, already vulnerable workers. In these complex situations, where worker needs and protection are priority, being able to hear directly from workers about their concerns and priorities provides irreplaceable insights to companies make data-based decisions. And in our experience with post-coup worker surveys in Myanmar, workers want to share their perspectives and to be heard . For Suppliers: Strengthening Communication and Decision-Making Keeping Workers Informed and Engaged In periods of disruption, maintaining clear communication with workers is crucial. WOVO’s Connect tool allows suppliers to communicate efficiently with their workforce, providing timely updates during critical events such as factory closures or production halts. For instance, after factory closures in Vietnam from COVID-19, a staggering 75% of workers  returned to their jobs when WOVO was used to keep them informed and engaged, highlighting the platform’s effectiveness in maintaining workforce stability during challenging times​​. Gauging Worker Sentiment and Addressing Needs Understanding worker sentiment is key to navigating changes effectively. WOVO enables suppliers to take the temperature of their workforce, understand their needs, and implement necessary support measures. This proactive approach not only safeguards workers' rights but also strengthens the overall resilience of the workforce. In Myanmar, WOVO surveys revealed that garment workers have a strong desire to have their voices heard , leading to enhanced worker-management dialogues. In another instance, a factory in China used WOVO to cope with sudden COVID-19 lockdowns , providing reassurance to workers through regular updates and demonstrating the platform’s versatility in addressing urgent worker needs​​. Making Informed Decisions with Real-Time Insights WOVO provides suppliers with real-time, first-hand insights from workers, enabling them to make informed decisions quickly. This capability is vital for navigating the complexities of modern supply chains, where swift and informed decision-making can mean the difference between maintaining operations and facing significant setbacks. By directly connecting with workers, suppliers can anticipate issues and implement solutions before they escalate​​. For Brands: Ensuring Worker Protection and Supply Chain Resilience Gaining Insights from Workers at Scale For brands, understanding the on-the-ground reality of their supply chains is essential for ensuring that workers are protected and safe. WOVO provides brands with comprehensive insights into worker sentiment across suppliers, allowing for a proactive approach to risk management, and a global view that allows for effective prioritization and support. This visibility is particularly crucial in high-risk regions, where the potential for human rights violations is heightened, and where multiple suppliers might benefit from similar support or training​​. Providing Necessary Support Beyond Supplier Capabilities There are times when the support needed by workers exceeds what suppliers can provide. WOVO allows brands to step in and offer the necessary resources, ensuring that workers receive the help they need, even in challenging circumstances. A notable example of this is during the COVID-19 pandemic in Vietnam, where WOVO facilitated brand-led support initiatives to distribute vaccines that not only significantly improved worker welfare​​, but also meant factories were able to get back to full production faster . Proactive and Reactive Actions to Address Supply Chain Risks New global supply chain regulations require proactive engagement with suppliers to address potential and actual risks to people from business operations. WOVO provides more effective early warning signals because it both asks workers about potential issues through worker perspective surveys, and supports the mitigation, termination and remedy of incidents through WOVO Connect’s grievance and case management tool. There is no need to wait for an issue to be raised before implementing preventative measures.   Cases have shown time and again that companies that effectively listen to and engage their workforce are better equipped to navigate difficult times and make better, informed decisions. A proven worker engagement tool like WOVO  ensures clear communications between workers and employers, provides real-time insights for suppliers and brands, and enables proactive support to ensure workplace and supply chain resilience.