From compliance to confidence: Building trust in workplace grievance mechanisms

Walk into almost any garment factory in Bangladesh today and the first impression is familiar: order, discipline and routine.

Machines move in rhythm. Production lines operate with precision. Supervisors move quickly between sections, monitoring targets and maintaining workflow.

On the surface, everything appears stable and controlled. But spend more time on the factory floor and another reality begins to emerge.

Suggestion boxes are mounted on walls. Hotline numbers are displayed on posters. Complaint procedures are included in manuals and training sessions.

From a compliance perspective, the structure appears complete. Yet when workers are asked whether they actually use these systems, the response is often not confidence but hesitation.

During one factory visit, I asked a sewing operator why she had never used the complaint box located only a few steps from her workstation.

After a brief pause, she replied, "If I write something there, they will know it is me. Then I will be in trouble."

Her response was simple, but it reflected a much larger reality: the systems exist, yet trust in those systems remains fragile.

Two decades ago, when I first started visiting factories as an auditor, the challenges facing Bangladesh's garment sector were very different. The industry was dealing with fundamental issues — workplace safety risks, weak infrastructure, inconsistent processes and limited oversight.

The central question at the time was whether Bangladesh could build a manufacturing sector capable of meeting global expectations.

The answer came through years of transformation.

Factories improved safety standards. Compliance systems became more structured. Manufacturers invested in processes, training and management systems. Global buyers played a role by raising expectations, but the industry itself also responded with determination.

Over time, Bangladesh became one of the world's leading apparel manufacturing destinations.

That journey taught the industry an important lesson: when problems are measured, monitored and consistently addressed, improvement follows.

But today, the nature of the challenge is changing.

The industry has become much better at building systems. The next challenge is making those systems truly work for the people they are designed to support.

Most factories now have grievance mechanisms — hotlines, suggestion boxes, worker committees and formal reporting procedures. On paper, the foundation is strong.

Yet many workers still question whether their concerns will remain confidential, whether they will be treated fairly and whether raising an issue could lead to unwanted consequences.

As a result, some concerns remain unreported. Some are handled informally. Some simply disappear into silence.

This is not a compliance gap. It is a trust gap.

And that gap is becoming increasingly important in the global marketplace.

With the rise of Human Rights Due Diligence (HRDD) requirements in Europe and other major markets, companies are increasingly being evaluated not only on whether policies and systems exist, but also on whether those systems work effectively in practice.

The conversation has evolved.

It is no longer sufficient to ask, "Do you have a grievance mechanism?"

The more important question is: "Do workers trust it enough to use it?"

From mechanism to early warning system

A strong grievance mechanism should serve as an early warning system. It should help factories identify concerns before they become larger conflicts, operational disruptions or reputational challenges.

But this only works when workers believe they can speak safely.

A system that workers do not trust cannot deliver its intended value.

Just as social compliance improvements did not happen overnight, building worker confidence will require sustained attention, capacity building, periodic evaluation and continuous improvement.

Systems become effective not simply because they are established, but because they are continuously strengthened.

The transformation of social compliance over the past three decades did not happen because policies existed. It happened because stakeholders repeatedly measured performance, addressed gaps, invested in people and improved systems.

Worker confidence will require the same level of discipline and commitment.

Importantly, effective grievance mechanisms should not be viewed solely as human rights tools or compliance requirements.

They are also business tools.

Organisations that listen to workers can identify operational issues, management challenges, productivity concerns and workplace tensions before they escalate into larger problems.

In this sense, worker voice contributes not only to social responsibility but also to organisational resilience and long-term business performance.

What factories can do

For factory management, grievance systems must move beyond documentation.

Confidentiality must be demonstrated through action, not simply written into policy. Workers need to see that concerns are taken seriously, investigated fairly and followed by appropriate responses.

Supervisors and middle managers also play a critical role. They must understand that worker feedback is not a threat; it is an opportunity to identify problems early and improve workplace culture.

Regular assessments of worker awareness, satisfaction and the effectiveness of grievance mechanisms can help ensure that these systems remain relevant and trusted.

What brands and buyers can do

For global brands and buyers, evaluation methods must also continue to evolve.

Audits should not only verify whether grievance systems exist. They should examine whether workers understand them, trust them and feel safe using them.

Independent worker interviews, conducted without management present, can provide valuable insight into whether these systems are effective in practice.

Equally important, brands should support suppliers through capacity building and continuous improvement rather than relying solely on audit findings.

Industry associations such as BGMEA and BKMEA can help by promoting sector-wide approaches that focus not only on compliance structures but also on grievance effectiveness and worker confidence.

Knowledge sharing, benchmarking and common guidance can accelerate learning across the industry.

A shared responsibility

Policymakers and regulators also have an important role in aligning Bangladesh's systems with emerging Human Rights Due Diligence requirements and supporting mechanisms that protect worker voice.

Strengthening protection against retaliation and promoting access to remedy will become increasingly important for maintaining the industry's competitiveness and credibility.

Worker organisations and civil society can contribute by increasing awareness, strengthening workers' understanding of their rights and helping them access available channels.

Closing the trust gap requires collective effort. No single stakeholder can accomplish this alone.

Perhaps the next phase of the industry's evolution requires a more structured approach to strengthening worker voice — one that combines periodic assessment, corrective action, capacity building, follow-up evaluation and continuous improvement.

The apparel industry has already demonstrated that meaningful change can be achieved when stakeholders commit to a systematic improvement journey.

Worker confidence may require a similar approach.

Thirty years ago, social compliance transformed Bangladesh's garment industry because brands, manufacturers, governments, NGOs and industry associations worked together around common objectives.

Worker confidence may require a similar journey.

Bangladesh's RMG sector has already demonstrated its ability to transform. It has built safer factories, stronger compliance frameworks and globally recognised standards.

The next evolution will be different.

It will not be measured only through audits, documents or certifications.

It will be measured through confidence.

Because ultimately, the strength of any system on the factory floor depends on one simple question:

When a worker speaks, do they believe someone will listen?

And perhaps even more importantly:

Do they believe something will change?

Shoriful Islam is the CEO of EBS, a third-party assurance organisation providing auditing, inspection, advisory, training and certification services. With nearly two decades of experience in social compliance, sustainability and responsible business, he writes on worker voice, grievance mechanisms and human rights due diligence. He can be reached at shoriful.islam@ebspvt.com.

Disclaimer: The views and opinions expressed in this article are those of the author and do not necessarily reflect the views and opinions of The Business Standard.