 Ladies and gentlemen, it is my great pleasure to welcome you to today's event. I'm Tamika Tilliman. I lead the Digital Impact and Governance Initiative at New America, affectionately known as Digi, and we are fortunate on the Digi team to work with government civil society and the private sector in developing groundbreaking technology solutions for public challenges worldwide. Much of our work involves mobilizing unconventional coalitions and we have a prime example of that today. We want to thank the organizations that have collaborated to make this project and this event happen. The U.S. Department of State, the SHINE program at Harvard's T.H. Chan School of Public Health, Consensus, our technical partner, and Levi Strauss Foundation. If you are looking for analogies, they and the speakers participating in today's session are kind of like the 1927 New York Yankees when it comes to the use of tech and social impact, and so we are extremely grateful to each of them for lending their genius and capacity to this effort. A few words about the roadmap for today's event. We're going to begin with a quick overview of the project and the research it involves and then pivot into a conversation about the broader worker welfare landscape and the implications of this project on that ecosystem. And then we'll close out with some Q and A. We are going to cover a lot and we will cover it quickly. Please don't blink or you may miss something. The chat, as Angela mentioned, is open. We trust you all to use it responsibly. We don't do that for every event, so we're counting on you, but please share insights with your fellow audience members, new America team members. We'll also be using the chat to share links to resources that we're going to be discussing in the course of the conversation. Also, as Angela mentioned, during the second half of the event, please put questions for the panelists in the Q and A tab at the bottom of your screen or into the chat if that's easier. With that, we are off. We're looking forward to this and I will hand things over to Allison and Eloisa. Hi. Thank you to Micah. Eloisa, do you want to get the slides up? Great. So I want to take a moment to thank to Micah for introing us and I'm Allison Price. I'm with New America and I'm the project manager for this work. First things first, the big picture, the why. Why did we connect a factory worker health and well-being survey to blockchain? And the simple answer is trust. You're going to hear us keep coming back to building trust in all aspects of this work throughout our webinar today. But the mission here is to empower more productive, well-run factories with healthier and happier workers. Next slide, please. Let's level set. According to the World Health Organization, over 50% of workers in many countries have no social protection and are subject to lax enforcement of occupational health and safety standards. For this work, we worked with three key stakeholders and we are focused on, for this use case, we have factory workers. This group may wrestle with mistrust and job insecurity. Many workers are not able to safely report challenges without fear of reprisal. We're also working with the brands, factories, or CSR initiatives and they have a hard time piecing together the full puzzle without a workforce-wide view. Audits often yield an incomplete picture for decision-making. And finally, we have the surveyors or the researchers. They're independent outsiders in the system and they may have to sacrifice good data for privacy, which ultimately undermines efforts to develop responsive interventions. Together, we collaborated to research, design, and deploy a system to disrupt the status quo, allowing for stakeholders to better advocate for change. Eloise is going to jump in here and explain why SHINE at Harvard focuses on tracking well-being, how people experience work, and how to support, excuse me, how to support sustainable organizations. Eloise. Thank you, Allison. I'm Eloise. I'm a research manager at SHINE and also responsible for managing this initiative from the research side. So I'll explain a little bit our approach to well-being to help clarify why blockchain is so vital in moving our research and public health forward. So the way we currently measure impacts, not just in the garment industry, but in all across all industry, is incomplete and many times late and inaccurate. We are measuring the tip of the iceberg through these current standard reporting metrics. And here in this slide, you can see a few of the ones that we use specifically in the garment industry. But this prevents us from seeing what's really going on, what's below the tip of the iceberg. And the use of automation, AI, human interconnectivity, information technology, it all requires us a more sophisticated approach to assessing how healthy are these supply chains, how healthy are these organizations overall with all the people involved. So in a VUCA world, we need to account for the complexity, for the nuances, for the ambiguity, the not so obvious connections. So at Shine, we use a systems approach to account for all of this. And so for us, looking below the tip of the iceberg includes looking at the work arrangements, the experience of culture, the experience of work, as well as the values and belief. And what we're actually talking and what we're actually saying is that we need to look at the complexity of the human experience at work and in life. So how do we do that through research? We look at systemic well-being. So in order to capture the full breadth and depth of the complex and dynamic systems in which we all operate, Shine has developed the framework to understand the individual and organizational components of well-being and identify the ways in which they are interconnected. So we first look at how people are flourishing at the individual level, how are they doing in life and at work. And we also measure what are the resources that are needed to support this flourishing and consequently create or sustainable organizations. As we have seen from the COVID pandemic, people's well-being and business success are intrinsically related. So diving deeper a little bit into those three major components of systemic well-being, the first one I mentioned is flourishing life. And the way we measure it is through looking at these six dimensions here on the screen. So it's not just physical and mental health, but it's also character and virtue. It's social connection. It's happiness and life satisfaction. It's financial well-being and it is also meaning and purpose. We also measure the flourishing work that I mentioned through several metrics that you can see here. And lastly, as I mentioned before, we measure those regenerative resources that will leverage human flourishing. I won't go into all these aspects here, but what we're actually measuring here is the psychological, the social and the physical aspect of work. And then we connect all the dots to allow us to see the full picture of all those things we need to measure to account for those nuances I mentioned before and the complexity of our own human experience. So I just want to call out here on the caring culture piece, which is usually invisible to all of us, but it's also commonly the component in our research that is strongly contributing to engagement, to performance and to well-being overall. And caring culture in our definition here involves treating people with respect, with trust and with fairness. So why having a systemic approach helps? Well, the more sophisticated analysis than the common compliance metrics allows for the innovative insights. We're looking at the feedback loops, at the relationships, at those weak signals. And secondly, having data directly from workers through the trust process that we established gives us a better sense of the reality. And lastly, it allows for regenerative action. It's not just about decreasing footprints, but it's about making the experience of work better. So I'll hand it over back to Allison to talk about the blockchain component of this. Thanks, Allison. No problem. So we really did have the perfect storm to develop this proof of concept we call Survey Assure. First, we had a united coalition. We really do have an enthusiastic and supportive team committed to developing a strong solution. Obviously, our team at New America, Consensus helped the tech and programming. Their Ethereum blockchain experts, Shine and Harvard had the research and the survey. Levi's Foundations and Levi's Vendors were trusting us with this partnership. Manaus helped us with on-the-ground logistics and translators. And the U.S. State Department supported this work through a federal grant. So we had a very strong team. And the second component is the fact that we're working with an existing survey. We have a proven workforce survey backed by years of research to measure all the workplace dimensions. Elisa just described. There's 92 questions to the survey, plus questions that we added in 2020 to account for the COVID pandemic. Shine has trusted on-the-ground experience with the Levi's brand and both factory workers and leadership that we piloted the solution with in Mexico in 2019. In 2020, because of the pandemic, we are able to quickly pivot and deploy a remote solution with factory workers in Poland with greater accessibility to smartphones and data. The third component here is obviously the tech. And I'm going to spend a little time here. We use the Ethereum blockchain. And our user-driven design led to an open source web-based platform powered by the Ethereum blockchain. And there's a whole bunch of words in there. But the root of it is it's accessible by all levels of factory workforce. Survey is sure. What we built is really a layer. It's essentially a reader or guardian, a translator of data that can work with existing survey software because it's API optimized. In this case, we layered it onto the survey system that Harvard uses, which is QualtrX. Next slide. So why blockchain? In short, blockchain introduces a transformative new approach that has benefits for all stakeholders by increasing trust and decentralizing the data. As many of you know, blockchain is the tech behind cryptocurrencies. And we're putting crypto aside today. And we're focusing on blockchain and what it can do to democratize data. Because of blockchain, the platform that we built is transparent, immutable, and auditable. This gives the data added value and integrity, as well as peace of mind for the participants. There have been a lot of learnings associated with this project. And we'd be the first to caution that the power of blockchain isn't needed for all use cases. Blockchain does have challenges. It is still relatively new. There's a lack of general understanding for scarce talent who can work with it. And it adds to expenses in terms of using an advanced technology. But for this civic innovation, it worked with our goals because of, one, decentralized data reassures workers that survey results can't be manipulated and remain pseudo-anonymous. Two, immutable and transparent with tamper-resistant records accessible to workers to prove that their answers have been included with authentic responses. And three, it worked well with our design priorities to be flexible and replicable. The system, as I said, is web-based. It can be administered in person or remotely. And again, it works with APIs. Open source ensures that other organizations could adapt this tool to create industry-wide data ecosystems for improving workplace conditions and helping brands make ethical and better business decisions. Next slide. So the result is better outcomes. The features of blockchain can contribute to better outcomes that improve the ecosystem for all stakeholders working together towards the main goal to empower more productive factories with happier and healthier workers. We aren't the first civic use case using the features of blockchain to improve the human condition. There are many other pilots around the world tracking sustainable resources or fair trade origination, for example. But in this case, we added a blockchain layer to an existing survey. For the workers, there's no perceptible difference in the experience in taking the survey. They still use tablets or phones with the existing survey software. But where there's a big change rests in the results. The transparency of the workforce wide view and the speed it is compiled. When we were in Mexico, we shared results of the survey within hours of the last survey completed. That was exciting first, but there's a lot more that can be done with this first step. Business information could also be layered. Things like purchasing decisions or clock in clock out data to offer a fuller picture. Next slide. I'm going to quickly dive into the system to show you how we linked results to blockchain. So this is a screenshot from survey sure with representation of responses from the survey we did in Poland. You'll see the user experience is quite simple. Please note a few things. First, the sidebar over here. Hopefully my mouse is going to show you what I'm talking about. This sidebar here covers all the topics that were addressed in the survey. The ones Eloisa described. And this sidebar menu makes jumping through the raw results easy. But the big piece of meat here are these audit buttons. I've circled them in red. There's an audit button on each section of question results. Anyone looking at results of a survey could click on these audit buttons. And for each question and see next slide pretend I've just clicked on an audit button. Okay. So this is the back end data captured from each question response in the form of a hash recorded from the survey logged on blockchain and shared through survey assure. This is really my colleague like saying it's the techie heart of the system. And it's the proof that the records are real and they weren't tampered with. You'll see that the data, the response, the date, excuse me, you will see that the date, the response was created and imported and recorded are different. For added security for the identities of the workers, we recommend batch importing. You will see the hashes also hyperlinked in the blues. Users if they're inclined could click on each response and confirm it's on the Ethereum blockchain. It isn't identifiable. There's no private information out there. It's just a hash that's encrypted. Basically it's the backbone of any blockchain system. We could spend hours going deeper here on blockchain. I will spare you. But I find the idea of democratizing data fascinating and we wanted to share with you how and why we believe the solution adds much needed trust to this ecosystem. I'm going to hand the presentation back over to Eloisa to talk about her team's response to what was built and what they can do with the trusted data. But I'm happy to answer any questions on blockchain in the Q&A. Eloisa? Thanks, Allison. Just going over a little bit more in depth what Serbia sure can do, it also enables us to communicate the complex analysis and synthesis that we researchers love and provide using these composite scores. As Allison mentioned, we ask over 90 questions which is needed for us to map that whole system of dimensions that I mentioned before. But it's also important to synthesize all that data. So using these composite scores that you're seeing on the screen now allows for a quick and accessible format for workers, for vendors, and for brands. So this helps everyone see immediately what's actually happening at the factory floor and also be able to make better decisions for all the stakeholders involved. And also it builds on the trust what we've been talking over and over again because having these results in near real time will allow people to trust their responses are not being filtered or not being tampered with. And then moving on to the next, what's next for us? As Allison mentioned, it's the perfect storm of all of us, but it's a perfect storm for big dreamers. This is where we want to go. What we really want with the blockchain, using blockchain for measuring well-being, is to make the invisible visible. So we want to map out at two different levels. First, this is just a mock-up of what we imagine the world to be like with blockchain being used for measuring well-being. We want to be able to see clearly, visually, where factories and workers are flourishing, where they're improving, or where they're just surviving. So when we're able to put everything on the map visually, literally, and visually, we will make the problems we need to solve very visible. And in order to solve problems, we really need to see them clearly like this mock-up in the slide. The second aspect of mapping is through the different layers of data. So once we integrate the data on human flourishing at the factory level, business flourishing at the vendor level, and purchasing practices at the brand level, we will have a complete picture, see the whole iceberg, which will enable us to make better decisions for everyone's lives and businesses. So now I'm going to turn it over to Kim from Levi Strauss Foundation and Eileen McNeely from Harvard, so they can have a conversation on what all this means to all of us. Thank you so much. Thank you, Eloisa. I'm really looking forward to having time to reflect with Kim. I'm Eileen McNeely. I'm the director of Shine at Harvard. And Kim is at the Levi's Strauss Foundation, and she is also the worker well-being champion. I called her because she has not only brought the opportunity to pilot in Levi's supply chain, but brought on other collaborative brands as well, Target, Eileen Fisher. So we really have the possibility to see different places, different products, and see how this really works in real time. So thank you, Kim. I'm looking forward to thinking about when we started on this journey 2017 to try and impact worker well-being. I was very excited as a public health researcher because the apparel supply chain, we had been measuring well-being in all kinds of settings, but I was really excited about the apparel supply chain because we are talking about vulnerable regions of the world and vulnerable populations. So from a public health point of view, I was very excited. Thinking back to those early days, what were you thinking about measuring well-being in the supply chain? Thank you, Eileen. And thank you, everyone. It's wonderful to be here. And I'll be the first to say that I am no tech expert and I am not a blockchain expert. But really the potential for me was to see and to examine and to innovate on new ways to measure. So that really was what drew me to this collaboration. And I have to also acknowledge Eileen's persistence in this. I think you say 2017, but I think we go back further than that. And certainly Eileen's emails, thinking about blockchain and encouraging me to also think about blockchain as a potential tool that we could leverage for our joint efforts go way back further than that. So by the time 2017 rolled around, I think I was warming up to the idea of really looking at blockchain as a potential innovative solution for some of our work. So in terms of why Levi Strauss Foundation is investing in worker well-being and why this area and topic is of interest to me personally, we made a commitment back in 2011 as a company and as a foundation to invest in the health and well-being of apparel workers making our products. Now at the time we had the best of intentions, but I think we had a very, very superficial understanding of what well-being is and honestly how it manifests in the workplace. And after several years piloting programs in partnership with our supply chain, we realized that we needed to deepen our understanding and understand the impact that we could have in the workplace. And those efforts drew me to shine and the work that Eileen and her team are driving at Harvard to deepen our understanding of what the drivers for well-being at the workplace are. And that partnership has been ongoing really for the past five years and I would say we're in a continuous state of learning. And part of that learning for the Levi Strauss Foundation who's committed to investing in worker health and well-being, but also creating an approach that can be replicable and shared with not only the apparel industry but the broader community of practice. Like what we're learning in our supply chain isn't particular only to the apparel space. These are insights that can be leveraged and used across supply chains globally. So really looking at how we can unlock that potential and blockchain to me represented an innovative space that was worth exploring. And it's not necessarily about the tool itself, but rather how do we use this tool as a means to an end. And the end that we want is to really to put well-being on the map. As Aloisa and Allison just walked us through, there's very little information that's put on the map in terms of what people need in the workplace and honestly what their potential is. And I think our effort has really been to try to put that potential on the map along with the business impacts and the business metrics. So that we have a transparent system where we can see how worker well-being is connected to retention and absenteeism rates and how the company's practices and the company by which I mean Levi Strauss and company, how decisions that we make upstream impact worker well-being downstream. And blockchain offered one potential tool to be leveraged to explore those connections. And Eileen has really been leading that charge with us. You know Kim, thinking about when we started way back when before the blockchain, we really had to create a new path and it was about the opportunity for workers to be surveyed. I was thinking about that because I think this is really important as people can understand how this happens. And I was thinking about this when I was preparing for our talk and I was, do you remember when we approached factory managers about the possibility of surveying the workforce? Do you remember the kind of response and reactions we got? I'll just say for me it was like, well that's impossible. We'd have to shut down the line. You know, how did we do this? We couldn't possibly do this. So I'm struck by that early beginning and where we are now. Do you remember that? Absolutely. I mean we spent what five hours in a van ride in Sri Lanka talking about it. So we had quite a bit of time and many conversations with factory managers and owners. I mean I think it's always, it takes one factory to open up the doors of what's possible, right? And I think we had a really willing partner in Sri Lanka that was willing to go out there and explore a type of survey that had never been done before in factories. And I think the first response, the most common response that we've gotten has been, you know, no this isn't possible, it's going to be extremely disruptive. And I think that even, you know, going back to this principle of trust, right? I think the biggest piece, Aileen, that I think that we can say really helped us advance these conversations was building a trusting relationship with the factory management of saying, you know, we're in this together. This is information that will help us as a brand. It will help the field to understand and put well-being on the map. But you as a factory owner, aren't you curious to understand what your workers are feeling and experiencing on a day-to-day basis? And you know, when we have a common goal and a common aspiration, it becomes a lot easier to explore solutions, right? So some of the solutions that were mostly logistical and administrative around, you know, how do you get thousands of workers off the line to go into an area designated for surveys and not be disruptive to the business? You know, I think those challenges became easier to overcome when the possibilities for what this could actually mean for the business and for us was, you know, once those aspirations were out there and then we had a common vision, I think the logistics became easier to overcome. And honestly, I would also say that we had an amazing team in place that was able to, you know, take these challenges and examine them one by one and say, okay, well, if your challenge is removing people from the line, how can we set this up so that it is, you know, how can we be as most efficient? How can we do this in the most efficient way possible, being less, least disruptive? And I think I lean to what you've done and really helped us see was, you know, why are we always putting these decisions in the hands of management? What if we actually empowered the workers to come up with solutions and come up with ideas about how to streamline this process? And what we've seen across the board in all of these factories is that workers are part of the solutions for how to make this a streamlined process that is least disruptive, right? So I think it's a combination of trust and willingness and having a common aspiration. You know, thank you for that. You reminded me that the model that we set up in the factories was really run by the workers themselves. So they set up all the tables. They were part of learning how to run the tablets and talking about the research so that people could trust and feel confident in it. And you reminded me again how trust was not only important in trying to communicate that with the workers, but with managers as well. Because what they were asking us was, well, what could we possibly learn from this? And what are good marks, bad marks? We don't want to fail. Will the brand find out? Will we get our hands slapped? And so really walking through, you know, that this is really a continuous process improvement opportunity that everyone can bring their voice to the table and that the good, the goal is not, you know, red light, green light, it's about getting better every day. So it was those conversations that brought everyone to the table. You know, the other part that was really amazing to me early on, and I think back was the reactions of the workers when we started doing this. Do you remember that? I thought that was really fascinating. Well, and this is where it really opened my eyes to, you know, I have a background in social compliance auditing, labor auditing and factory. So that approach of, you know, choosing a few workers, pulling them off the line and having a very short and brief conversation with them is sort of the model that I had in my mind because it's what I'd experienced. And I think the difference between what we're doing here is that we're really giving people and workers the space to answer questions that they've never been asked before and to show them that we care about them as humans, as individuals, and we care about their experience at work. And I'm remembering back to some of the early days of our survey work together, Eileen, and people just coming up after the survey and saying no one's ever asked me these questions before. And how much time we spent even translating some of these concepts, right? Because, you know, whether they're Western concepts or not, I think sometimes even just understanding how you would translate something like mental health into, you know, sinhalis and understanding that, wow, there's actually quite a different dimension of, you know, how this could be translated, right? Or I'm thinking back to like depression as a concept and how many different words they had to describe what depression could mean. So really, I think it's the nature of the questions that in many ways no one had taken the time to ask workers about these types of questions or given them the real opportunity to have the space and the anonymity to answer in a really sincere way. And that's something that we took very seriously. You know, and blockchain certainly helped make that even clear to workers that, you know, this is an anonymous survey, you know, there's full confidentiality. But really, even that process took a while to instill in workers. You know, there's so much distrust in the system that even after running the survey one or two years, I still felt like we still, and we still continue to have, I think, some element of distrust in the system. And these are certainly challenges that we're still trying to overcome. But I think the blockchain survey tool helped us get one step closer to that full confidence and trust in the survey itself. You know, like you, I was really, so we ran focus groups after we started these surveys just to see how they were being interpreted and received. And it was really striking to hear comments like, I feel cared for, nobody asked me those questions, or, and sometimes we got responses that people even didn't share some of the information with their own family. So this was a space to think about well-being, like, what is my well-being? What is it at work that makes me feel better or worse? And so it was really quite striking that workers were asked and they felt very proud and grateful for that. And I mean, if I could interrupt one other thing that I think is worth pointing out that Allison mentioned in her comments, but I want to come back to, is that, you know, I've been, I've been working in factories for the past 15, 20 years, and my experience in factories goes way back to my childhood. But one thing I had never seen before in my entire experience was having workers themselves see the results of the surveys that they participate in. You know, we're really good as brands at asking information of people, but we're very, very, very poor at actually circling back and telling people that shared their personal information with us what that actually means and what we're going to do about it. And I think that, you know, through the work with, with, with Hylene and the Shine team, we've really, really learned the importance of circling back and saying, this is what we heard from you and here's what we're going to be doing about it, right? And this is the art of translating the, the research findings into actionable steps for our factories and our supply chain, which is something that I spend a lot of my, my time working on. But I think the power of being able to circle back with workers quickly after the survey happened, so you don't lose that, that momentum and that steam is so, so powerful. And, you know, I'm thinking back to Mexico, where we did the survey on, you know, on the blockchain and within a day or two, we showed workers the results of their surveys on screens in the factory. And just the power of seeing workers congregating around these screens and looking at the results and pointing at the results and talking amongst themselves about what that meant is so, so powerful. And I think for, for, for factories, even to have that trust with management to say, you know, that management feels comfortable sharing that information back with workers in a way that's very open and transparent of saying, hey, we heard some, some, some pretty, some pretty bad stuff here, right? Like, there's, there's some issues that came up here that we as management would, would not necessarily want all workers to know about, but we believe in the transparency and the trust in the system, and we're going to put it out there. So I think that's really powerful. And even taking that one step forward, and I think probably you'll get there, Eileen, but you know, just thinking about the power of showing information transparently with workers, with management, with brands, but I think in the future, even thinking about consumers, right? Like if consumers could have this information, what types of decisions would they be making? Because even when we're looking at putting things on the map right now, we're stopping at the brand level. But what does it really look like to share this, this information transparently and openly with consumers of these brands? So they understand, you know, the experiences of people making their products and the, and, and, and also the impacts that their purchases can have on people's lives. So sorry to interrupt you Eileen, but I just wanted to put that out there. Actually, you went to my final question, which is what is the moonshot for this blockchain technology? And I think really having that end to end insight about the experience of people across the value chain, just like we already have for the planet side, we know, you know, how much energy is consumed in making a product and, in shipping a product and, you know, wearing a product and all of those things and discarding. And so we track all of that material flows to people. And this is really an innovation that it's whose time has come. And I think that for me, the biggest learning has been this, you know, how do you build trust and transparency? And it was really cool to see, you know, in the beginning, managers kind of holding on it to information and say, will I be punished, you know, can I, maybe we shouldn't share this or that to fully sharing. And then when it went on the blockchain, sharing it in real time management, it did learn at the same time that the workers did that was a first ever. And I have never seen that in any workplace in a corporate office here in the United States. It was really amazing. And with that, it kind of normalized this process. It was building trust and inclusivity, so that everybody's voice counted. We developed conventions about the metrics, what we call things, how they're interpreted. We provided an analytical model to develop priorities about what the work impacts are on people's well-being. And we shifted the conversation from avoiding harms or risks or doing just enough to improving people's lives and the business and tweaking that every day so that we're getting better and better at enhancing it. So I thought that for me, this was something to see the evolution of it, that when we got to blockchain was amazing because it was unfiltered and the trust was so well built by them. So I really, really thought it was a great chance to see that. And I like the moonshot of having everybody see it, consumers, investors, people in the corporate office could see what happens on the factory floors and vice versa. It would be really cool for having that visibility on something and an immutable ledger like blockchain and that we could have the world map where we could look at not only the regions where the supply chains are strong, but we can add other data around from public health. I would like to see that good jobs and healthy workers means healthy communities in the developing regions of the world. It would be amazing. So I want to thank you again for the opportunity to really play this out. It's been a learning process for me and I'm just thrilled to be working with you in your leadership. Thank you. Well, thank you, Eileen. And if I can just add one more comment before we open it up to Q&A. I think for me, this pilot prototype work is really just to go back to the example that Eloise used before. It's really just the tip of the iceberg. We've seen the power of using blockchain technology for capturing worker well-being impacts and metrics, but we only really scratch the surface for what's possible there. And I think that's really the opportunity that is in front of us now is to say, we've learned that this works, but how can we take this further? I mean, from where I sit within a foundation in a company, I think of the power of being able to add additional sources of information onto the system. Right now, all we did was capture worker well-being outcomes on this blockchain technology. And I know I'm not using the fancy techie words that Allison described, but from where I sit, that's the way I look at it. We added one input of data. But to think about what's possible for all of us that work in sustainability and CSR is to think, what other metrics are factories capable of capturing that would give us a more complete picture? And those could be working hours. It could be information on wages and salaries, clock-in, clock-out information, information on orders and production. And then from the brand side, looking at purchasing practices, what's happening upstream in terms of that relationship with the factories? And how do we add that into the system? Because that's the power of really having a transparent systems-wide view of worker well-being. And I think we're just at the beginning of that. So the possibilities are really, to me, endless. And we've shown a proof of concept that's the first step, but there's certainly a lot more to be done. And I think we don't necessarily have a pathway for doing that yet. But I have no doubt that, you know, with this group, we'll continue to innovate and would welcome others that are interested in being part of this to join us in the conversation to think about what's possible. Thank you, Kim. Thank you, Kim and Eileen. It was hard to, I do want to open it up to the audience, but I know you two can talk about this forever. So thank you both for your thought leaderships on this front. I see Tvike and Eloisa have joined us. We've gotten a number of questions, but I do want to invite the audience to continue putting questions in the Q&A. And I also, there was a question about this is a recorded event. We will post it online, and we will be sharing the slides online as well. Okay, there was a number of questions about Mexico. And I want to put you all in the spot a little bit to talk a little bit more about the logistics of doing surveys on the ground in Mexico at the factory. Kim had mentioned about shutting down the line. You guys use some of the terms that you use all the time to talk about the logistics here. But can you talk a little bit more about why we did Mexico in person, how there was an opportunity for people that were open-ended questions at the end, where people could add on top of the survey questions that are already predefined, and as well talk a little bit why we needed to pivot to Poland to do it remotely, because that wasn't going to be an option in Mexico. I know all of you have many thoughts on this front, but I wanted to open it up to see if you could talk a little bit about implementing these systems in Mexico. I'm happy to jump in just to start, but at a very high level. And then I looked to Eloisa and Eileen to provide the context and the details. From my perspective, why Mexico was we had a really, really solid factory that we had partnered with before. So this was not the first time we were doing the survey there. And honestly, it was just a partner in every sense of the word. They understood what we were doing. They understood the mission. They were eager to explore and innovate with us. So that to me was probably one of the most important, you know, qualifications for any partner, right? That this was, it's a willing partner that had a proven track record of using the survey and really was willing to think outside of the box and partner with us on this. So from my perspective, you know, that certainly came up high on the list and some logistical, you know, additional criteria that made us choose Mexico was just, you know, proximity to the team. And also language issues, right? We're not many, many of the people that were on the ground speak Spanish, including myself. So it made it a lot easier to be able to speak with workers and with just the factory teams in a language that most of us speak, as opposed to like seeing Hala, which would make it a lot more complicated. And then what else would I add? I think those are the big ones for me that really came to the surface, but Eileen and Eloisa, please chime in from your perspective. I'll just add a couple of thoughts, and that is you always want people to participate, but you don't want to pressure them if they don't. So one of the ways this was organized was negotiating with the factory management that workers would get time off the line so that we would shut down a line and everybody could come to the station, they could decide to take it or not. But that was time that they were going to be allowed and cared for to put their voice in. So the other thing that we did, because a lot of garment workers are piece rate workers. And so they, you know, they have their targets. And so we negotiated with management that everyone would still make their average salary with the incentives for the piece rate so that no one is penalized and that this is clearly a message from management that this is important. And so having said that, out of thousands of workers we did in Mexico, we only had a handful who did not want to take the survey. I think that's incredible in saying how much workers wanted to participate and have a voice. And just to add to that, why Mexico, we had done it before and so they knew the process. So we had built on the trust with the workers as well. And as you mentioned, Kim, when we had the results out there on the screen, they helped us build those, the images we went through them. Does this make sense to you? Are you understanding? Are your colleagues understanding? So I think, like you mentioned, bringing them to be part of the solution and discussing does it make sense because we're outsiders. So asking them directly, I think, made a lot of difference in how the rest of their colleagues saw the results and what we're giving them actually to build on that discussion. I know just because we did it in Mexico, there's a direct question about letting workers add to questions about uncovering unknown issues. Do you want to talk a little bit about how you manage that? Again, it's off blockchain, but why that's an important part of the survey experience. I can just start here and then please add in Kim and Elisa. But one of the things that we did when people got up from the survey station is they had a comment box and they could add comments. And we took what was amazing to me because we do a lot of surveys in the United States and people don't usually add so much extra. But we got thousands of comments from workers that took the time to write out qualitatively what their experience was. And then we went through and did all the analytics of that. And of course, that was so rich. It was much even, it was brought to light things that we didn't ask about, things that we wouldn't have known. And it gave us not just a kind of an enumeration of problems, but it gave us this sense of intensity or quality to the problems and to the work environment. It was really great. And just adding to that qualitative piece, which I think is very important, we our team announced that's not here, but they go back to the ground one month later, three months later and really trying to understand what's the interpretation? Because again, we are outsiders. So what did it mean that they understand all the questions in the way that we were intending? So again, we're directly asking the workers qualitatively speaking what they understood and how did those response make sense from what we were interpreting? So that's a big piece of our trust process as well. Thanks. So Mike, I'm going to direct this question to you about replicability or scale. I'm hoping you could talk a little bit about the 80-20 model with just digital public goods in general and let the audience know about some of the thoughts why we make these solutions open source. It's a great question. When we design and build new technology tools for addressing social challenges, what we've recognized is that a lot of different organizations have similar challenges that they're trying to work through. And so rather than having to design every solution brand new from the ground up, there's a very powerful opportunity utilizing open source technology to build one very high quality, what we call 80% solution, where we're hardwiring in all of the accountability, transparency, efficiency, equity that we can to that initial core solution, and then anticipating that each organization that utilizes the tool is going to customize the last 20% to meet their specific needs. That's something we try to do across the board when we are creating. We certainly tried to take that approach in this case, but what it means is that it will be easier for any organization that would like to try and adapt this methodology and the survey tool to meet the needs of workers within their communities to take what we have developed and just customize a few little things on the end to ensure that it is adapted to the local circumstances that they might encounter on the ground. What you're able to do if you take this approach is deliver a much higher quality solution at a far more achievable point of investment. It's much more affordable for everybody involved if you go this route. We're excited about the potential to scale this solution using that approach and that methodology and hopefully we'll be able to speak with some of the organizations that are participating in today's meeting after the fact to explore how to do that. Thanks. I'll spare Kevin, Eloise, and Eileen on weighing in on the tech. Again, perfect storm. We had policy people and tech people, but I wanted to be responsive to another question we got in asking about, is it possible for workers or factories to do this on their own? Do you need a Harvard shine? Do you need the backing of the Levi's Foundation? Do you folks have ideas about how this could be sustained not with all of these leaders on this front? I can chime in here from where I sit at the Levi Strauss Foundation. The reason we're doing all of this research and pie-in-the-sky thinking innovation around solutions is really to create a blueprint for how do we move the needle on well-being and supply chains. I sit within a foundation that's committed to social impact and in many ways I think of myself as having a social innovation lab that I get to test ideas out in our supply chain in real time. This was exactly that. We have an idea around a possible solution. Let's test it out in a supply chain that's willing to allow us to experiment. But all of this work is adding to the blockchain piece, the survey work with Harvard shine that honestly extends beyond just this blockchain survey. We've heard from 13,000 workers in our supply chain over the last five years. All of this information is research that we're now translating into business actions to say, you know, we've gathered all this information on what actions we as a brand can take, what actions factories can take to move the needle on well-being in really meaningful ways. The bottom line is that a lot of what we're learning is pretty simple. It's about cultivating cultures of trust, respect, and fairness in factories, which is honestly what all of us want in workplaces. When I think of my own work experience, that's what I need. I need to be treated with respect by my boss and I want to be treated fairly by my co-workers. It's really the same things that we're looking at being what matters most in factories. We're in the process of translating these research insights into actionable steps for factories. Part of this process will be sharing with our supply chain and honestly with the industry a survey that's based off of Harvard's research but can provide almost like I would say progress milestones to factories on an ongoing basis that can kind of be like a pulse check of how are we doing on well-being, right? Because honestly to me the end result would be that factories value this information for themselves, right? It's not about the brands holding on to this information. It's as an employer I care about hearing from my workers, therefore there's a need to have, you know, a pulse check survey. So I think from my perspective, yes, all of this will be available and from, you know, we will be sharing it open source in the next few months, little by little. So check back with the Levi Strauss Foundation. We'll be sharing this with the industry in the field and you know would love to kind of turn it over to Eileen and Oiza but what I would also say from my perspective is that the value of being part of a learning partnership is also huge, right? There's certainly the element of the survey itself. Is this going to be open source? Is this going to be available? Yes. But the value of being part of a community of practice and of learning with Shine has been immense for us and honestly I feel like I've grown so much in past five years and working with this team and my understanding around how do you move the needle on well-being and that comes out of the partnership with with Shine. So I'll let Shine talk about how they've how they've created this community of practice and you know how you how folks can join. So thank you for that Kim because for us working with on the factory floor with companies in the in the boardroom and is a really it's a learning lab and for all of us and our mission is really for social impact and so when the question comes up you know how do you scale this? Can you do it without having the whole Shine team? I think the answer is yes but it is more than just we study wellness programs and people can have an off-the-shelf program and just put it on the floor and it's not going to thrive. It needs an investment that says this is what the behaviors that are incentivized, this is the time that we're going to give to hear from workers, this is how we're going to respond to changes and so it's a commitment that is not just putting a wellness program in place. It's something that is part of the production and so I think it's scalable. There's a lot of lessons that we've learned and I'm happy to share some more and it is about building a movement of a community of practice. So please talk to us if you want to be part of the research. Thanks. We have just a few minutes left. There's two topics we didn't cover and I'm trying to figure out how to do it as quickly as possible. One is the pandemic and just impacts overall and is there going to be an increased interest in worker health and well-being, just a total landscape shift and then also in terms of the future and decisions that consumers make. Is blockchain going to be helpful on that front? Are these efforts going to be helpful on that front? Take it from either the tech or policy but perhaps each of you could round out touching on those two points in only three minutes. I know you guys could do that for hours but I just wanted to put those last two points out there. I'll just take 30 seconds on the COVID stuff because what was really helpful when we did a remote run of the blockchain in Poland, it was in the middle or the height of the COVID pandemic and so what we learned is, wow, you get an immediate flavor for what's going on on the floor. We learned about mental health issues. We learned about financial fragility. These are things that help us respond and adapt sooner. So having the common language, having the mechanism to do it and be right on the ground when something like this happens helps us adopt and be resilient. So that was really a good lesson for us. And I would add on Allison just quickly to round this out that I think we're all familiar with the impacts that the pandemic has had on the apparel sector and it's really been one of the sectors that has been impacted the most with already very vulnerable communities. I think for me the possibilities here and I'm an optimist at heart is that this pandemic and the economic crisis has really shown a spotlight on issues that we've honestly, this community has known about for a long time. But it's been hard to get folks invested in why well-being matters. And if the pandemic has taught us anything, is that these connections between well-being and business resiliency are intricately tied. There are throughlines there that perhaps weren't visible but are very, very important. So I think that in many ways the, if there is, I don't even like the phrase silver lining, but if there is a silver lining here is that there's an urgency around making these connections even clearer that perhaps wasn't even here a year or two ago. And I would say that extends even to the brands, right? The connections between how brands place orders and the impacts that that can have downstream on factory conditions and worker well-being. In many ways those realities have been laid bare during this pandemic. So I think for me the question is how do we use this moment to really create that urgency and build on that urgency and continue this work? And just to add a final thought to that is also measuring now that we're again changing, going back to the workplace, what does that even mean, then this new workplace that we're going back to? So having a clear sense on the ground again of the new changes that are coming is also very important to keep tracking and act quickly, right? Thanks to Micah. Do you want to wrap it up? Sorry, we're running out of time. Well, it's such a privilege to be here with everyone. This is the end of our program, but it is the beginning of the work on these issues. And it's been such an extraordinary opportunity to collaborate with all of the organizations that have taken part in this work. We've been encouraged as we've been having this conversation to hear from participants that they would like to use the system in their countries and with their factories, which is exactly what we would hope would occur as a consequence of this type of event. Please follow up with Allison, follow up with the amazing speakers that we've all heard from. And if you weren't paying attention to these challenges prior to the pandemic, you must be paying attention to them now. I think that is clear and it provides I think really critical call to action for all of us to get serious in addressing these issues around the world. Thank you and to be continued.