The following Q&A consolidates questions and answers from the 3-part webinar series on new responsible sourcing tools for the mining and transportation sectors.
The series introduced sector-focused tools and training to strengthen supply chain due diligence, including updated sector reports, new due diligence toolsets, and technical training on supply chain risk management.
Q&A Webinar 1 | Responsible Sourcing in the Mining Sector: New Due Diligence Toolkit for Preventing and Addressing Forced Labor in the Production of Critical Metals
1. What sources do you use for updating Responsible Sourcing Tool content and what is your updating process? How do you select which countries and subsectors to focus on?
We continuously update our sector and commodity reports using a wide range of authoritative sources through a careful review process. Rather than simply accepting claims about forced labor or human trafficking in a specific sector, we require documented evidence of forced labor indicators based on established international frameworks.
Specifically, we look for evidence of lack of consent to enter work, work that is not freely chosen, and threats of penalty or barriers preventing workers from leaving. Our sources include media reports, NGO documentation, and academic research. This also includes Verite’s own field research conducted by researchers working directly in these locations. This on-the-ground perspective is essential for understanding the complex dynamics at play in different regions and sectors.
2. How do you conduct an audit at an artisanal mine? How do you encourage workers to answer honestly? Can using local auditors reduce corruption?
Auditing artisanal mines presents unique challenges because many operate illegally and may be controlled by gangs or armed groups. Additionally, artisanal mines typically exist as interconnected networks rather than single operations, often surrounding larger formal mines.
Traditional audit methods don’t work in these situations. Instead, we start with a comprehensive risk assessment of the entire area. The key is extensive stakeholder engagement from the beginning. We partner with trusted community organizations and NGOs who can access areas and people that outside auditors cannot reach safely. These local partners help us gather accurate information by meeting workers in their communities where they feel more comfortable speaking openly. This community-based approach is essential because local organizations already have established relationships and trust with workers.
Q&A Webinar 2 | Responsible Sourcing in the Transportation Sector: New Research and Tools for Preventing and Mitigating Forced Labor Risks
1. Why don’t companies just hire workers directly?
Many companies have chosen direct hiring as the best way to manage recruitment risk. Historically, companies used labor recruiters primarily to save costs. Service providers offered HR functions that companies didn’t have staff for. When employing foreign migrant workers from multiple countries, companies need employees familiar with laws in each origin country, which can be expensive.
However, many companies have found that hiring directly actually saves money. When companies send staff to origin countries for recruitment, they see several benefits: workers have longer tenure with the company, training costs decrease, and recruitment costs drop since hiring happens less frequently. Additionally, the quality of workers improves because company representatives can better identify candidates with the right skills and knowledge for specific positions.
2. Is certification of labor agencies the best answer to scaling good practices?
Several labor agent certification schemes exist today, including (but not limited to) IRIS (run by IOM), On the Level, and Clearview. These programs share similar approaches, establishing performance criteria for labor agents that address key issues like preventing employee-paid fees and ensuring workers maintain control of their passports. They also have several requirements for the types of systems and procedures that agencies need to have in place to make sure that they meet requirements.
The challenge is that despite being available for some time, these certification programs haven’t reached critical mass. Most labor agents serve dozens or even hundreds of clients. If only a handful of those clients require certification, there isn’t enough incentive for agents to pursue it – they won’t lose business by remaining uncertified. The main issue is insufficient demand, not the validity of the certification systems themselves.x
3. Can one of the tools help identify North Korean workers being used in countries other than China?
Yes, determining whether North Korean workers are present is part of supply chain mapping, covered in Tool 6. When you’re looking at who’s in your supply chain, and what they do, one of the bits of information you’re trying to get is workforce demographics, including: Who works for you? Are they local workers? What positions are they in? Are they contracted workers? Are they foreign migrant workers? What countries are they from? How many are there? This information helps determine appropriate risk assessment approaches, which could include on-site assessments and worker interviews. If there are North Korean workers present, they would certainly be among those interviewed.
Remember that U.S. government sanctions consider any product touched by a North Korean worker – regardless of location – as tainted by forced labor.
4. In New Zealand, we promote worker voice platforms and anonymous whistleblower lines to report exploitation. Is this worth exploring as part of the process?
Absolutely. Worker voice platforms are essential tools, whether through regular mobile surveys, question submission systems, or grievance mechanisms. Their effectiveness varies based on factors like smartphone access among workers, but worker engagement (covered in Tool 11 of the Transportation Toolset) is fundamental.
Workers directly experience the risks of forced labor and other human rights abuses, making their engagement crucial for understanding risks, preventing and mitigating harm, and providing remediation when needed. While many companies view worker engagement solely as a way to receive and address complaints, it’s actually an essential monitoring tool for assessing whether company procedures are effective and operations are running smoothly.
Q&A Webinar 3 | Practical How-To Training on Supply Chain Mapping, Risk Assessment, and Other Key Due Diligence Tools in the Mining and Transportation Sectors
1. Do companies have to repeat the mapping process? How often?
Supply chains are dynamic. Suppliers come and go, and sourcing locations change over time. Especially for larger organizations, there’s constant churn in the supply chain. Even when your direct suppliers remain stable, their upstream sources and operational locations often shift. Regular updates to your supply chain map are essential to ensure your risk prioritization is up-to-date and reflects current conditions.
2. For country assessments, there are so many different indicators to choose from. Can we choose just one? Or how can we combine different ones to determine an overall risk level?
Every company approaches country risk assessments differently, and both approaches can work effectively. Many companies prefer simplicity by using one comprehensive index that already combines multiple risk factors, such as EcoVadis, LRQA, or Verisk Maplecroft. Others select 3-4 different indicators and create their own combination method through equal weighting or more sophisticated algorithms. The approach matters less than consistency. First, test your method against suppliers or supply chains where you already know the risk level to validate it produces expected results. Second, apply your formula consistently across your entire supply chain without varying it by country or sector.
3. Other than RST where else is there more available information on sector risks?
We encourage organizations to review reports from NGOs, government agencies, and media coverage of conditions in different countries and sectors to supplement the information on the RST site. Additionally, many companies already have audit findings and assessment data that can be analyzed by supplier type to identify typical risk patterns across their supply chain.
4. How do you go about prioritization if you lack visibility into your supply chain (ex. could not complete the supply chain mapping exercise due to lack of information)?
This is a common challenge that companies run into all the time. You can conduct research to fill gaps by looking upstream. If you don’t know where a second-tier supplier procures products or materials, for example, there are sources of information that can tell you where it’s likely coming from.
The UN Comtrade database provides trade data and sourcing patterns based on what materials are available locally versus imported and their likely origins. While direct conversations with competitors about pricing and sourcing aren’t appropriate, discussions with peers at other companies can provide insights into what supply chains may look like in particular sectors and countries.
For ongoing solutions, include supply chain mapping requirements in Tier 1 supplier contracts as a condition of doing business. Meanwhile, focus due diligence efforts on suppliers where you have better information, prioritizing based on strategic value, spend levels, and known risk factors to create a preliminary risk ranking.
5. Is it possible to export the raw data for the country risk profile information [on RST]? How often is the information on the RST updated?
The raw data for the risk profiles is mostly distilled from publicly accessible data, however, the full data set is not downloadable from the site. Regarding updates, 9 of the site’s 11 industry reports are being fully updated 2026. The 50 commodity reports are updated in batches on a 2-3 year cycle.
6. Is it considered best practice to have to on-site assessments conducted by independent third-parties ?
Absolutely. The most effective assessments are conducted by independent entities. Worker interviews, which are essential to any on-site assessment, must be performed by native-language-speaking, trained interviewers who know how to build trust with workers, especially migrant workers at risk of retaliation for speaking to auditors. In some cases, this may require conducting interviews off-site or in a neutral location to ensure worker safety and candid feedback.
7. What is the best approach to incentivizing suppliers to cooperate?
Supplier incentives are a key component of integrating human rights into your business management system. Suppliers who perform well, meet your requirements, and comply with regulations should receive recognition and rewards. Examples of effective incentives include more favorable payment terms, more stable order volumes, increased frequency of orders throughout the year, and other forms of bonuses or recognition for strong performance.
