On 30 October 2025, IDSN, Ethical Trade Denmark, Ethical Trade Norway and the Ethical Trading Initiative UK organised a members-only webinar on ’Women Leading Change in Global Supply Chains – Ways Forward for HRDD in 2025’. The discussion brought together practitioners, rights advocates, worker leaders and brand representatives to explore how intersecting discrimination—including caste and gender—continues to shape women’s experiences in global supply chains, and how meaningful human rights due diligence (HRDD) must respond.
Why marginalised women’s leadership must be central to HRDD
Participants opened by reflecting on the growing alignment between global HRDD frameworks and the need to place marginalised women, including those facing caste-based exclusion, at the centre of supply chain due diligence. It was emphasised that without directly engaging affected women, companies risk overlooking the realities of gender-based violence and harassment (GBVH), precarious work, unsafe conditions and barriers to grievance mechanisms.
Speakers stressed that supply chain risks cannot be fully understood from audits or high-level assessments alone. Instead, sustained dialogue with women workers, community-based organisations and women-led initiatives is needed to identify root causes and shape remedies that are trusted and effective.
Addressing intersectional discrimination as a driver of exploitation
A core theme throughout the webinar was the importance of addressing intersecting forms of discrimination—including those linked to caste—as a root cause of exploitation. Attendees heard that Dalit women often face multiple vulnerabilities simultaneously such as poverty, social stigma, fear of retaliation, lack of documentation, migrant status, exclusion from worker committees and the absence of safe channels to report abuse. Addressing these structural inequities was described as essential to any HRDD approach aiming to prevent GBVH or improve working conditions.
Tangible case examples: Dalit and marginalised women leading change
One of the most powerful elements of the webinar came from tangible examples where Dalit women and other marginalised women are leading transformative change within supply chains. A case from the garment sector illustrated how a Dalit women-led trade union has collaborated directly with sourcing brands through a hyperlocal model of due diligence. This approach—rooted in community trust, worker leadership and enforceable commitments—has shown measurable improvements in grievance resolution, violence prevention and the overall safety and dignity of women workers.
Another example highlighted how direct engagement with women cotton farmers has strengthened livelihoods and enhanced women’s leadership in producer communities. These examples demonstrated that sustainable change is most effective when women workers themselves are recognised as experts in their own conditions and supported to play a leadership role.
Across the cases, a clear takeaway emerged: when women at the bottom of supply chains empowered as decision-makers, leaders and partners, human rights outcomes improve substantially and more sustainably.
The role of collaborative models and brand engagement
Participants also reflected on the value of new models of collaboration between brands and worker-led organisations. Hyperlocal partnerships, transparent communication and ongoing dialogue were highlighted as essential for shifting power imbalances and ensuring that solutions are grounded in workers’ realities rather than imposed from above.
These approaches were described as offering a credible, scalable alternative to traditional monitoring methods, which often fail to detect or prevent gender-based violence.
Purchasing practices as a lever for change
A recurring topic was the critical role of purchasing practices in either reinforcing or undermining progress. The way buyers manage lead times, pricing, planning and production pressures can create conditions that drive excessive overtime, unsafe work environments and heightened risks of GBVH. Conversely, responsible purchasing practices (RPP) were identified as a key lever for sustaining improvements, supporting worker voice and enabling long-term partnerships that prioritise safety and dignity.
A shared path forward
The webinar concluded with broad agreement that meaningful progress requires centring the leadership, voices and expertise of marginalised women throughout supply chains. Effective HRDD must go beyond compliance to foster inclusive, transparent and worker-led solutions; strengthen collaboration between brands, suppliers and workers; and address the structural inequalities, including caste discrimination, that shape risk and vulnerability.
By elevating women’s leadership and embedding their perspectives into due diligence systems, global supply chains can move closer to being safe, equitable and rights-respecting for all.