With global supply chains defined by disruption – from labour shortages to geopolitical instability – organisations are recognising that operational continuity depends not just on logistics and sourcing strategies, but on the well-being of workers. That said, well-being is a broad term and knowing how to proactively identify – and combat – issues can be difficult. Especially so for companies operating across complex, multi-tiered supply chains involving thousands of workers.

The first step lies with gaining visibility into what’s happening on the ground. One effective way to do this is through more accessible communication channels, such as worker helplines and grievance mechanisms. These provide a safe and anonymous way for workers to raise concerns – be it unsafe working conditions, pay concerns or management challenges. They also allow brands to see a more informed, holistic picture, so that the root cause of issues can be identified and addressed earlier.

Regulations such as the EU Corporate Sustainability Due Diligence Directive (CSDDD) are prompting more and more organisations to consider how they could use a grievance mechanism. It would be short-sighted, however, to view this purely as a compliance requirement. Put simply, it’s good business. When workers have open channels of communication, brands can address issues proactively before they lead to work stoppages, absenteeism or turnover – all of which are detrimental to productivity.

Laying the groundwork for success

Communication is key to the success of any well-being initiative. Any organisation implementing a grievance mechanism must start by ensuring that workers know it exists. For many employees, this will be the first time they’ve had a formal channel to raise concerns so sharing why the helpline is there and how it can be used is vital to engagement.

Developing a series of supporting materials – including posters and leaflets – that workers can pick up and digest in their own time is a good way to do this. These should be clearly visible around the factory floor and contain information including the helpline number and how to get in touch, what hours it operates between, and guidance for out-of-hours contact. Materials should be available in local language and clearly explain the types of issues the helpline can support on as well as outlining basic worker rights to help employees understand what they are entitled to.

Equally important is building trust and a culture of transparency. Workers need confidence that they can report issues without fear of retaliation. Engaging an external partner can help reinforce this and assure workers that the person they’re speaking to is completely independent from factory management. In doing so, brands can create a safe space where workers feel empowered to speak – whether reporting serious issues, asking questions they might otherwise deem ‘unimportant,’ or simply building human connection. This can be particularly difficult for migrant workers and those spending long periods away from their families.

Insights from worker helplines can also be used to identify trends and address emerging or recurring concerns over time, as well as to understand challenges specific to particular industries or locations. Our Worker Helpline Insights report analysed 2025 data gathered through our Helpline Service and highlighted several sectoral and geographic nuances. In the apparel sector for example, where more than 70% of workers are female, we saw higher levels of concern around balancing work and family needs. In the construction sector, however, more than 60% of calls related to delayed payment, a common and significant risk given the high prevalence of subcontracting. We also saw location-based differences in how workers prefer to engage – in Vietnam, for instance, email enquiries were far more common than in China, where telephone calls were the dominant channel. These types of insights can inform training and help build a clearer understanding of workers’ needs across different sites, sectors and regions.

The business benefit

Prioritising workers’ needs and well-being isn’t just the right thing to do, it also drives business performance and positively impacts lower turnover, reduced absenteeism, and higher productivity. We’ve seen this first-hand via the ESCP Family-Friendly Factory program, which was piloted in 2016 at two factories, in response to workers calling the helpline to enquire about the resignation process. Insights from the helpline identified a lack of childcare as the primary reason for worker attrition. This initiative has gone from pilot to scale, with nearly 100 employer funded childcare centres having opened in China. One ESCP member factory in Guangdong, China, reported employee turnover decreasing from 19.7% in 2016 to 5.1% in 2024 along with reduced absenteeism and work-related injuries. The company estimates that the program saves them US$450,000 annually.

When workers feel safe speaking openly, brands gain clearer insight into conditions on the ground and can address issues before they escalate. This not only strengthens labour standards but also builds operational resilience and strategic advantage.

About the author

Carmel Giblin is President & CEO of the Ethical Supply Chain Program (ESCP), formerly known as the ICTI Ethical Toy Program. Carmel strongly believes that businesses in all sectors have a duty to improve labor and environmental standards across their supply chains, by putting transparency at the core of everything they do. In her role, she is committed to supporting and growing the ESCP’s membership base – while also overseeing the organization’s responsible sourcing programs, which aim to meet the needs of workers, manufacturers, suppliers, licensors, and retailers. As a committed advocate of better lives for workers she had led the development and successful implementation of a range of worker well-being programs which have led to significant enhancements in worker welfare in global supply chains.

LinkedIn profile: https://www.linkedin.com/in/carmel-giblin-79594714/