Social Report January 2015 December 2015 past financial year

Transcription

1 Start date membership July, 2013 Reporting period (financial year) January 2015 December 2015 Organisational chart 1 / 8

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3 Contents Summary: goals & achievements Sourcing strategy Sourcing strategy & pricing Organisation of the sourcing department Production cycle Supplier relations Integration monitoring activities and sourcing decisions Coherent system for monitoring and remediation Factory A/Country A Factory B/Country B External production Complaints handling Training and capacity building Activities to inform staff members Activities to inform agents Activities to inform manufacturers and workers Information management Transparency & communication Stakeholder Engagement Corporate Social Responsibility / 8

4 NOTE: Under each question, please focus on the improvement that has been realised in the previous financial year. Given that the report will be published on the website, delete the parts where we explain the question/description. Please read the accompanied guidelines carefully to know what we expect. Summary: goals & achievements 2015 Describe what you have achieved in the past financial year in terms of implementing the FWF Code of Labour Practices along your supply chain. Include a statement from the most senior decision maker of the organisation about the relevance of improving labour conditions to the organisation and its strategy. Describe broader trends affecting the organization s sustainability strategy. Briefly list key events, achievements and failures during the reporting period related to social compliance. 1. Sourcing strategy 1.1. Sourcing strategy & pricing ROOTS produces Flame Retardant work wear for the oil & gas industry, but not limited to this sector. Mr. Theo de Vliegh is responsible for the final sourcing decisions based upon our mission statement; The health and safety of every person wearing ROOTS personal protective equipment is our top priority ROOTS will produce state of the art personal protective equipment through innovation, product development and market research ROOTS will be recognised as a world class manufacturer of personal protective equipment We have a very close collaboration with the factories. Our Production Director (CN) is on the local work floor at least 9 out of 12 months. The factory is paid per item and their profit is included in hardware and labour. We do not have any information regarding their profit levels. We have reached such of level of understanding that the factory agreed to stock dyed fabric especially for ROOTS. Organisation of the sourcing department Describe the sourcing department. The Stock Analist Manager reviews all data from Slimstock and forwards orders to our Production Director (CN). 4 / 8

5 1.2. Production cycle Describe the production cycle We roll out a standard collection (see our product catalogue and also produce corporate identity / bespoke work wear. Forecasting is based upon historical sales figures and we work with a lead time of 4 months for the standard collection (based upon stocked dyed fabric). Specials have a lead time of 6 months. Our Production Director (CN) monitors the production planning at the factories. The forecasting software (Slimstock), which is in place since December 2012, provides an accurate prediction on the future and therefor more security on a constant flow of orders to be processed by the factories. A number of products have been declared NOOS (Never Out Of Stock) or a service level of 99,5% which means a massive increase of stock. This has resulted in better performances with distributors and an equally flow of orders during time Supplier relations Describe whether you have selected new suppliers last year. if so, describe the selection process of new factories. No new suppliers were selected and no relationships were terminated Integration monitoring activities and sourcing decisions Describe the way in which (the outcomes of) your monitoring activities influenced your sourcing strategy in As we have long-term relationships with the factories we focus on improving were possible according to the CAP. 2. Coherent system for monitoring and remediation Please read the accompanied guidelines to see what we expect in this section Factory A/Country A Describe per country (one country per paragraph) and per factory¹ your monitoring activities and outcomes and how you followed up on Corrective Action Plans. Also describe how workplaces are selected for auditing. Audits were performed at both factories towards the end of Follow-up on the CAP s is scheduled for Payment is quarterly instead of per month; Overtime was found working hours above the legal limit; Minor Health & Safety issues were found; Diverse werknemers hadden klachten over de kantine, lage lonen en OT uren; De lonen zitten boven het wettelijke minimum loon maar onder leefbaar loonschattingen voor een reguliere werkweek (40 uur); Werknemers werken in sommige tijden excessieve OT per week van 70 uren of meer; 5 / 8

6 Diverse Health & Safety issues; Niet alle werknemers hadden een kopie van hun arbeidscontract ontvangen Factory B/Country B 2.3. External production If applicable, describe which monitoring activities were conducted at suppliers of "external production". External production = finished goods which are bought by affiliate from other brands for resale in a retail or wholesale (web) shop owned by the affiliate. 3. Complaints handling In case there were complaints received at your supplier(s) please describe how you dealt with the complaints. Describe what you have done to make sure workers at your suppliers are aware of the FWF complaint mechanism. Workers have received WEP at two Chinese factories and the CoLP have been published. The third one will receive WEP during Report on the policy for receiving, investigating and responding to grievances and complaints. Interact with FWF Is there a system in place to post and monitor information regarding complaints? Have you investigated if the root causes of the complaint are present in other factories, and if so taken corrective action? Have you revised your sourcing/monitoring practices to address root causes of received complaints? 4. Training and capacity building 4.1. Activities to inform staff members 4.2. Activities to inform agents 6 / 8

7 4.3. Activities to inform manufacturers and workers Describe activities undertaken to inform and train manufacturers and workers. In case you have participated in any of the trainings FWF offered, please describe the process and results. CoLP are published and workers of two out of three factories have received WEP 5. Information management Please describe the system for keeping track of progress on the implementation of the Code of Labour practices. What efforts did you take to identify all production locations, including subcontractors? Our Production Director China regularly visits the factories and discussed the CoLP and CAP if required. 6. Transparency & communication Describe the activities undertaken to inform the public in general and consumers in particular about FWF membership and the progress made in the implementation of the FWF Code of Labour Practices. The annual BPC is published on our website and within the catalogue there is a section regarding our FWF membership. 7. Stakeholder Engagement List the stakeholder groups engaged by your company both in Europe and in production countries and the key topics/concerns that have been raised through stakeholder engagement. E.g. trade unions, other NGOs etc. Did you make use of any FWF stakeholder resources such as a country study or other input? During the reporting period, how have the views of stakeholders influenced the company s understanding of each salient issue and/or its approach to addressing it? 8. Corporate Social Responsibility If applicable, describe other activities undertaken in the field of corporate social responsibility. Any policy regarding gender or corruption can be added here to when it is not covered in the report. ROOTS has implemented a CSR policy based upon People, Planet & Profit. I.e. the mobility paragraph has been reviewed enabling employees to opt for a PHEV (Plug-In Hybrid Electrical Vehicle) to reduce CO2 emissions; we have continued with the FIRA platform (Bronze level) and since 2014 we have a 3-year main sponsor agreement 7 / 8

8 with the Dutch Burns Foundation ( 8 / 8