Op-ed by Virginie Mahin, Senior Director Global Social Sustainability & Stakeholder Engagement at Mondelēz International, and co-chair of The Consumer Goods Forum Human Rights Coalition of Action.
Reputation and trust have never mattered more for brands. As consumer expectations rise, trust is increasingly earned through visible, responsible action.
According to the Dynamic Sustainability Lab, 81% of Gen Z consumers have altered their purchasing decisions based on a brand’s reputation, underscoring how closely a business’s performance is now tied to credibility and trust.
This shift is happening at the same time when consumers are more informed, more sceptical, and quicker to hold companies to account when corporate behaviour does not align with public expectations, both in terms of delivering against commitments made – for example on climate/emissions reduction – and wider expectations on how consumers expect brands to behave in the public domain.
In this environment, human rights failures are no longer confined to the supply chain, they are brand risks that travel quickly and publicly.
This comes as the World Benchmarking Alliance recently published a major report on businesses’ impact on climate and people, which found that only one in 10 companies assess how human rights relate to their business model, emphasising the risks posed to businesses.
The business case for action on human rights
Forced labour is one of the most complex challenges in global supply chains. That complexity is real, but it is not an excuse for inaction. Integrating meaningful action on human rights through strong due diligence is no longer just an ethical decision, but an imperative for business success and a win-win for businesses and workers alike.
Companies that embed human rights due diligence, particularly strong governance, clear policies, and structured risk management, into their operations are not only better positioned to prevent harm and manage long term resilience, but also to protect brand value, improve supply chain resilience and earn consumer trust in an increasingly demanding global economy.
Integrating action
A recent report from The Consumer Goods Forum’s Human Rights Coalition offers a snapshot of how leading companies are advancing.
Encouragingly, 91% of members have reached a mature level of human rights due diligence. They have adopted public human rights policies, and many have embedded them into governance systems with board-level oversight.
87% of members are building structured, risk-based approaches that apply across operations, meaning the momentum is positive, with assessment practices being used more strategically to inform individual company decisions.
83% embed forced labour prevention into everyday business, a process that is complex, but essential. Members have been individually working to integrate policies into training and site-level management.
The data indicates that most members are operating at a mature level, meaning due diligence practices are becoming part of core business functions.
Tracking the effectiveness of HRDD is one of the greatest opportunities for progress for Coalition members. While many members have systems in place to measure their own activities, fewer are consistently capturing whether those activities translate into meaningful outcomes for workers.
This step highlights the importance of moving from individually reporting on actions taken to demonstrating changes in working conditions and risk mitigation.
Challenges do, of course, still remain. The CGF report also provides a practical roadmap for the wider consumer goods industry and beyond.
Practical steps companies should take include:
- Policy Commitment: Effective human rights due diligence starts with a clear, board-approved policy that sets out the company’s responsibility to prevent forced labour across its operations. This is more than a statement of intent, it signals to employees, partners, and consumers that human rights are integral to the business strategy.
- Governance: Strong governance structures ensure accountability for HRDD efforts. When boards, senior leaders, and dedicated teams are given permission to oversee implementation, policies move from paper to practice.
- Risk Assessment: Companies should undertake structured, ongoing risk assessments that identify and place potential human rights issues at their centre. By systematically evaluating where forced labour risks are highest, businesses can take targeted, preventative actions before harm occurs.
These are not abstract principles. They are management disciplines that strengthen organisations.
Learn more about The Consumer Goods Forum Human Rights Coalition of Action here.
