Sector: Textiles and Apparel Archives - SustainCase - Sustainability Magazine https://sustaincase.com/category/textiles-and-apparel/ Insights on how you can protect the environment, maintain and increase the value of your company, through a structured CSR/Sustainability process with the use of the GRI Standards. Learn how Today's Best-Run Companies are achieving Economic, Social, and Environmental Success - and How You Can Too... Wed, 15 May 2024 06:03:05 +0000 en-US hourly 1 https://wordpress.org/?v=7.1.3 Case study: How RadiciGroup creates economic value for its stakeholders https://sustaincase.com/case-study-how-radicigroup-creates-economic-value-for-its-stakeholders/ Wed, 15 May 2024 06:02:13 +0000 https://sustaincase.com/?p=19039 With approximately 3,000 employees and a network of production and sales sites located throughout Europe, North America, South America and Asia, RadiciGroup is one of the world’s leading producers of a wide range of chemical intermediates, polyamide polymers, high performance engineering polymers and advanced textile solutions. Today, one of the most important challenges in RadiciGroup’s sustainability strategy is to create lasting value, shared with all its stakeholders. This case study is based on the 2021 Sustainability Report by RadiciGroup, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate […]

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]]> With approximately 3,000 employees and a network of production and sales sites located throughout Europe, North America, South America and Asia, RadiciGroup is one of the world’s leading producers of a wide range of chemical intermediates, polyamide polymers, high performance engineering polymers and advanced textile solutions. Today, one of the most important challenges in RadiciGroup’s sustainability strategy is to create lasting value, shared with all its stakeholders.

This case study is based on the 2021 Sustainability Report by RadiciGroup, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Layout 1

Abstract

Generating shared value for employees, shareholders, local communities and all its other stakeholders, is a top priority for RadiciGroup.  Tweet This! In order to create economic value for its stakeholders RadiciGroup took action to:

  • create economic value for employees
  • create economic value for the government
  • create economic value for loan providers
  • create economic value for shareholders
  • create economic value for society

What are the material issues the company has identified?  

In its 2021 Sustainability Report RadiciGroup identified a range of material issues, such as occupational health and safety, emissions, customer satisfaction, employment, energy. Among these, creating economic value for its stakeholders stands out as a key material issue for RadiciGroup.

Stakeholder engagement in accordance with the GRI Standards              

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups RadiciGroup engages with: 

Stakeholder Group                Method of engagement
Workers ·      Training, development and assessment programmes

·      Internal communications

·      Engagement

·      Targeted special events

·      “Sto bene [I feel good]” (WHP)
Customers

 

 ·      Networking and business meetings

·      Knowledge sharing

·      Partnerships and joint projects

·      Communication

·      Targeted special events and trade fair
Suppliers

 

 ·      Networking and business meetings

·      Knowledge sharing

·      Partnerships

·      Acceptance of the Code of Conduct

·      Communication
Group companies

 

 

 ·      Networking and business meetings

·      Group-wide teams

·      Knowledge sharing

·      Communication
Shareholders

 

 ·      Daily strategic and operational engagement

·      Reporting activities and programme meetings

·      Communication
Board of Directors & Management

 

 ·      Daily strategic and operational engagement

·      Reporting activities and programme meetings

·      Knowledge sharing

·      Group-wide teams
Banks and insurance companies ·      Networking and business meetings

·      Sharing information

·      Partnerships

·      Communication
Environment ·      Policies as per Sustainability Report
Trade union organisations ·      Concerted arrangements

·      Development of joint projects
Local Communities & Territories (schools, etc.) ·      Communication

·      Targeted special events

·      Activities as per Sustainability Report

·      RadiciGroup Education Programme

·      Career days
Control and monitoring bodies ·      Communication

·      Sharing and cooperation

·      Transparent information
Competitors ·      Networking and business meetings

·      Social events

·      Communication
Media ·      Press Office activities

·      Active social media presence

·      Engagement in initiatives
Academic institutions ·      Targeted special events

·      Career days

·      Collaboration (training and profile selection)

·      Communication
Trade associations ·      Participation in activities and decision-making processes

·      Communication
Communities ·      Communication

·      Dialogue

·      Networking and business meetings

·      Policies as per Sustainability Report

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics RadiciGroup engaged with its stakeholders through a questionnaire.

What actions were taken by RadiciGroup to create economic value for its stakeholders?

In its 2021 Sustainability Report RadiciGroup reports that it took the following actions for creating economic value for its stakeholders:

  • Creating economic value for employees
  • In 2021, RadiciGroup paid € 149,042,091 for personnel wages and benefits.
  • Creating economic value for the government
  • In 2021, RadiciGroup paid € 52,856,534 in taxes.
  • Creating economic value for loan providers
  • In 2021, RadiciGroup paid € 2,296,089 to loan providers.
  • Creating economic value for shareholders
  • In 2021, RadiciGroup paid € 40,200,000 to shareholders.
  • Creating economic value for society
  • In 2021, RadiciGroup paid € 609,608 in contributions and donations.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standard addressed in this case is: Disclosure 201-1 Direct economic value generated and distributed

Disclosure 201-1 Direct economic value generated and distributed corresponds to:

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

  • Exclusive FBRH template to begin reporting from day one
  • Identify your most important impacts on the Environment, Economy and People
  • Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
  • Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.

References:

This case study is based on published information by RadiciGroup, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:

https://www.radicigroup.com/en/documentation/corporate/report

Note to RadiciGroup: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

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]]> Case study: How Arvind creates economic value for its stakeholders https://sustaincase.com/case-study-how-arvind-creates-economic-value-for-its-stakeholders/ Mon, 13 May 2024 12:43:57 +0000 https://sustaincase.com/?p=19005 Arvind Limited is a globally renowned integrated solutions provider in textiles, ranking amongst the top suppliers of fabric globally. This case study is based on the 2022 Sustainability Report by Arvind, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.  Abstract In FY 21-22, the economic value distributed by Arvind reached INR Crore 7,455. In order to […]

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]]> Arvind Limited is a globally renowned integrated solutions provider in textiles, ranking amongst the top suppliers of fabric globally. Arvind has widened the scope of sustainability through joint development and collaborations with its customers leading to growth, innovation and, most importantly, delivering more sustainable value to all its stakeholders.  Tweet This!

This case study is based on the 2022 Sustainability Report by Arvind, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing. 

Layout 1

Abstract

In FY 21-22, the economic value distributed by Arvind reached INR Crore 7,455. In order to create economic value for its stakeholders Arvind took action to:

  • create economic value for employees
  • create economic value for providers of capital
  • create economic value for the government of India
  • create economic value for communities

What are the material issues the company has identified?

In its 2022 Sustainability Report Arvind identified a range of material issues, such as environmental impact of cotton and other fibres, product traceability, water use and management, regulatory and legal challenges. Among these, creating economic value for its stakeholders stands out as a key material issue for Arvind.

Stakeholder engagement in accordance with the GRI Standards

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process s of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups Arvind engages with:

To identify and prioritise material topics Arvind engaged with its stakeholders through the following channels:

Stakeholder Group                Method of engagement
Customers ·      Periodic one-to-one interactions with key customers

·      Customer satisfaction survey

·      Personal meetings by Arvind’s design and technology teams with customer groups at regular intervals throughout the year

·      B2B customer portal launched during the reporting period to facilitate a continuous dialogue

·      Feedback gathered during customer visits and audits of the manufacturing locations
Investors ·      Regular dissemination of financial performance through newspapers and published accounts

·      In-depth interactions via analyst meets and investor presentations

·      Address specific queries on sustainability from investors
Media ·      Media interaction events, press conferences, media announcements of quarterly reports and major tie-ups

·      Media visits to facilities to demonstrate business growth and new technologies
Employees ·      Structured interactive appraisals, career path guidance, training programmes, employee rewards and recognitions, development programmes

·      Feedback mechanism for Front Line Managers (FLMs) using various channels
Community

 

 

 ·      Activities by institutions promoted or partnered by Arvind, like NLRDF, SHARDA Trust, etc.

·      Interactions by the Industrial Relations department
Government

 

 

 ·      Personal meetings

·      Submission of relevant compliance documents

·      Presence in industry forums, etc.
Suppliers ·      Periodic interactions with suppliers by Arvind’s buying and sourcing teams

·      Training programmes, quality workshops, etc.

What actions were taken by Arvind to create economic value for its stakeholders?

In its 2022 Sustainability Report Arvind reports that it took the following actions for creating economic value for its stakeholders:

  • Creating economic value for employees
  • In FY 21-22, Arvind paid INR Crore 809 for employee benefits and wages.
  • Creating economic value for providers of capital
  • In FY 21-22, Arvind paid INR Crore 176 to providers of capital.
  • Creating economic value for the government of India
  • In FY 21-22, Arvind paid INR Crore 26 to the government of India.
  • Creating economic value for communities
  • In FY 21-22, Arvind spent INR Crore 3.8 in community investments.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standard addressed in this case is: Disclosure 201-1 Direct economic value generated and distributed

Disclosure 201-1 Direct economic value generated and distributed corresponds to:

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

  • Exclusive FBRH template to begin reporting from day one
  • Identify your most important impacts on the Environment, Economy and People
  • Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
  • Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.

References:

This case study is based on published information by Arvind, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:

https://www.arvind.com/pdf/Arvind_SR_22.pdf

Note to Arvind: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

The post Case study: How Arvind creates economic value for its stakeholders appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How Tapestry promotes human rights among its suppliers https://sustaincase.com/case-study-how-tapestry-promotes-human-rights-among-its-suppliers/ Mon, 13 May 2024 12:01:38 +0000 https://sustaincase.com/?p=19001 Operating in over 70 countries with more than 18,000 employees, Tapestry is an American multinational luxury fashion holding company seeking to help make the fashion industry more sustainable and to build a company that’s equitable, inclusive and diverse. Accordingly, This case study is based on the FY2022 Corporate Responsibility Report by Tapestry, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, […]

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]]> Operating in over 70 countries with more than 18,000 employees, Tapestry is an American multinational luxury fashion holding company seeking to help make the fashion industry more sustainable and to build a company that’s equitable, inclusive and diverse. Accordingly, Tapestry recognises its responsibility to respect and uphold human rights throughout its entire supply chain.  Tweet This!

This case study is based on the FY2022 Corporate Responsibility Report by Tapestry, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Layout 1

Abstract

Tapestry develops and nurtures strong relationships with its supply chain partners through clearly defined standards and expectations, open communication and, most importantly, zero tolerance for human rights violations. In order to promote human rights among its suppliers Tapestry took action to:

  • promote compliance
  • audit suppliers

What are the material issues the company has identified?

In its FY2022 Corporate Responsibility Report Tapestry identified a range of material issues, such as climate change, business ethics and compliance, equity, inclusion and diversity, gender pay parity. Among these, promoting human rights among its suppliers stands out as a key material issue for Tapestry.

Stakeholder engagement in accordance with the GRI Standards              

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups Tapestry engages with:

Stakeholder Group                Method of engagement
Customers

 

 

 

 ·      In-store interactions with sales associates

·      Company and brand websites

·      Social media and email

·      Brand-distributed surveys sent directly to customers
Employees

 

 

 ·      Internal intranet (The Loop)

·      Internal communications

·      Employee Engagement Survey

·      Meetings (Store Manager conferences, company Town Hall, department Town Hall)
Communities, nonprofits/NGOs

 

 

 ·      Giving time and resources through Tapestry’s brands and company Foundations

·      Team and individual volunteer activities

·      Direct engagement on corporate responsibility objectives, including Tapestry’s matching gift programme, grants and product donations

·      Focused feedback on corporate responsibility activities
Suppliers

 

 

 ·      Supplier summits

·      Adherence to the Supplier Code of Conduct, Global Operating Principles, Animal Welfare Policy and Anti-Corruption Policy

·      Environmental strategy meetings

·      Supplier training for business ethics and anti-corruption

·       Audits
Academics ·      University-led sustainability projects and partnerships
Investors

 

 ·      Regular financial reporting (SEC filings)

·      Press releases

·      Meetings and briefings

·      Quarterly earnings calls

·      Annual stockholder meeting

·      Stakeholder engagement discussions

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Tapestry engaged with its stakeholders through a survey.

What actions were taken by Tapestry to promote human rights among its suppliers?

In its FY2022 Corporate Responsibility Report Tapestry reports that it took the following actions for promoting human rights among its suppliers:

  • Promoting compliance
  • Tapestry holds its suppliers to its own high standards and requires them to sign and comply with its Supplier Code of Conduct. Tapestry’s SCOC prohibits the use of child or forced labour, and Tapestry maintains policies on modern day slavery and human trafficking in compliance with the California Transparency in Supply Chains Act (SB 657) and the UK Modern Slavery Act 2015. When onboarding direct suppliers that it contracts to make its branded products, Tapestry requests a credible social compliance audit report that was conducted within six months of the date of submission. Suppliers that fail to meet Tapestry’s standards are not approved until an acceptable audit report is provided. In 2022, Tapestry worked with third-party consultants to review its SCOC and updated it to reflect industry best practices. Tier 1 finished goods suppliers and a portion of Tapestry’s Tier 2 raw material suppliers undergo semi-announced, annual audits by independent third-party audit firms. When a factory is found in violation, Tapestry works with them to support remediation and develops a corrective action plan based on the audit findings and reserves the right to develop exit plans or terminate the relationship with suppliers based on compliance issues. Tapestry also provides its suppliers with onboarding and biennial topic-specific training. Additionally, Tapestry holds a quarterly meeting to report on supplier social compliance with its Chief Supply Chain Officer. Tapestry is a partner of ILO Better Work, which takes an advisory approach to monitoring and protecting worker rights and wellbeing, helping companies and governments uphold the ILO’s (International Labour Organization) core labour standards and national labour laws. Tapestry’s Social Compliance Program implements the requirements for health and safety, labour and environmental practices in its global supply chain factories. This programme maintains its effectiveness through regular programme review.
  • Auditing suppliers
  • In FY2022, Tapestry conducted approximately 150 audits; 89.4% of the audits were of its Tier 1 suppliers and 10.6% were facilities beyond Tier 1. Of these audits, approximately 94% were semi-announced and 6% were announced. Over 2,200 workers were interviewed throughout this year’s audit process, and around 14% of the audits performed included an interview with a trade union representative. In addition to the audits Tapestry ordered or conducted, its teams reviewed audits through verified Higg Facility Social & Labor Module responses and other parties to make sure they met its standards. As a member of the Sustainable Apparel Coalition (SAC), 55 of Tapestry’s direct suppliers completed the Higg Facility Social & Labor Module (FSLM). These suppliers responded to questions related to social and labour impacts, including Recruitment & Hiring, Working Hours, Wages & Benefits, Employee Treatment, Employee Involvement, Health & Safety, Termination & Retrenchment and overall Management. 87% of the suppliers that completed the Higg FSLM had their responses verified, which allowed Tapestry further insight into the social and labour practices within its partner factories.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standards addressed in this case are:

1) Disclosure 414-1 New suppliers that were screened using social criteria

2) Disclosure 414-2 Negative social impacts in the supply chain and actions taken

 Disclosure 414-1 New suppliers that were screened using social criteria corresponds to:

Disclosure 414-2 Negative social impacts in the supply chain and actions taken corresponds to:

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

  • Exclusive FBRH template to begin reporting from day one
  • Identify your most important impacts on the Environment, Economy and People
  • Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
  • Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.

References:

This case study is based on published information by Tapestry, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:

https://tapestry.gcs-web.com/static-files/f40114ac-bc34-41d5-996a-43420da452b6

Note to Tapestry: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

The post Case study: How Tapestry promotes human rights among its suppliers appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How Page creates economic value for its stakeholders https://sustaincase.com/case-study-how-page-creates-economic-value-for-its-stakeholders/ Mon, 22 Jan 2024 07:03:14 +0000 https://ccprowebs.com/new-sustaincase.com/?p=15738 Page is a leading innerwear and swimwear manufacturing industry in India, aiming to be the number one swimwear brand in the country in terms of both market share and profitability. This case study is based on the 2020-21 Sustainability Report by Page, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.  Sustainable and long-term value generation for […]

The post Case study: How Page creates economic value for its stakeholders appeared first on SustainCase - Sustainability Magazine.

]]> Page is a leading innerwear and swimwear manufacturing industry in India, aiming to be the number one swimwear brand in the country in terms of both market share and profitability. Page seeks to make its activity compatible with and respectful of the environment, in addition to creating shared value for society and its stakeholders.  Tweet This!

This case study is based on the 2020-21 Sustainability Report by Page, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing. 

Sustainable and long-term value generation for all its stakeholders, not least through the responsible and effective use of available natural resources, is a top priority for Page. In order to create economic value for its stakeholders Page took action to:

  • create economic value for employees
  • create economic value for providers of capital
  • create economic value for the government
  • create economic value for communities

What are the material issues the company has identified?

In its 2020-21 Sustainability Report Page identified a range of material issues, such as environmental compliance, anti-corruption, chemical management, greenhouse gas emissions, human rights. Among these, creating economic value for its stakeholders stands out as a key material issue for Page.

Stakeholder engagement in accordance with the GRI Standards

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process s of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups Page engages with:

To identify and prioritise material topics Page engaged with its stakeholders through the following channels:

Stakeholder Group                Method of engagement
Employees ·      Effective Communication

·      Shopfloor meetings

·      Emails and Notice Board

·      Employee portals

·      Awareness Programmes

·      Employee Magazine

·      Goal Setting Process and Performance appraisal

·      Reward and recognition programmes

·      Employee involvement in CSR

·      Employee referral programme

·      Sports and Cultural Activities

·      Page Academy and Centre of Excellence – Training sessions

·      Leadership Connect

·      Customer Orientation

·      Grievance Redressal Mechanism

·      Annual reward and recognition programmes
Customers ·      Customer feedback mechanism

·      Grievance redressal mechanism

·      Ad campaigns

·      Social media
Investors ·      Investor relationship cell

·      Investor group meetings

·      Quarterly and annual results

·      Investor conferences

·      Annual Reports and Sustainability reports
Regulators ·      Submission of performance reports

·      Annual and Sustainability Reports

·      Compliance reports

·      Attending meetings and discussions held by regulatory bodies
Suppliers ·      Supplier Meets

·      Emails and posts

·      Feedback via grievance cell
Business Partners

 

 ·      Scheduled regular interactions

·      Sharing of reports

·      Carrying out annual joint/ collaborative business plans with distributors
Financial

 

 ·      Submission of performance reports

·      Annual Report
Distributors

 

 ·      Regular discussions with the assigned Sales team member

·      Email correspondence

·      Data sharing and accounts statement checks on PIP portal (Company)

·      Feedback by the Distributor sales team on SFA tab

·      Distributor meets
Communities

 

 ·      Baseline Surveys

·      Focused Group Interviews

·      Surveys on various assessment through reputed NGO

·      Based on inputs from community through employees

·      Through referrals

·      Community representatives

·      School Development Committees

·      Through government officials

What actions were taken by Page to create economic value for its stakeholders?

In its 2020-21 Sustainability Report Page reports that it took the following actions for creating economic value for its stakeholders:

  • Creating economic value for employees
  • In FY 2020-21, Page paid ₹ 5,637.52 million for employee wages and benefits.
  • Creating economic value for providers of capital
  • In FY 2020-21, Page paid ₹ 3,085.87 million to providers of capital (dividends, interest payment to providers of loans).
  • Creating economic value for the government
  • In FY 2020-21, Page paid ₹ 1,128.41 million in corporate tax.
  • Creating economic value for communities
  • In FY 2020-21, Page spent ₹ 62.58 million in community investments.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standard addressed in this case is: Disclosure 201-1 Direct economic value generated and distributed

Disclosure 201-1 Direct economic value generated and distributed corresponds to:

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

  • Exclusive FBRH template to begin reporting from day one
  • Identify your most important impacts on the Environment, Economy and People
  • Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
  • Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.
References:

This case study is based on published information by Page, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:

https://static01.jockey.in//CEDocuments/Sustainability-Report-2020-21.pdf

Note to Page: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

The post Case study: How Page creates economic value for its stakeholders appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How Birla Cellulose creates economic value for its stakeholders https://sustaincase.com/case-study-how-birla-cellulose-creates-economic-value-for-its-stakeholders/ Fri, 08 Dec 2023 07:02:04 +0000 https://ccprowebs.com/new-sustaincase.com/?p=15602 Birla Cellulose is India’s first truly multinational corporation. Present at 6 locations across the globe today, Birla Cellulose produces dissolving grade pulp in India, Canada and Sweden, and a complete range of man-made cellulosic fibres (MMCF). through innovation in product and process, excellence in quality, service and people development, and focus on sustainability across its value chain. This case study is based on the 2019-20 Sustainability Report by Birla Cellulose, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. […]

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]]> Birla Cellulose is India’s first truly multinational corporation. Present at 6 locations across the globe today, Birla Cellulose produces dissolving grade pulp in India, Canada and Sweden, and a complete range of man-made cellulosic fibres (MMCF). Birla Cellulose seeks to create superior and sustainable value for all its stakeholders  Tweet This! through innovation in product and process, excellence in quality, service and people development, and focus on sustainability across its value chain.

This case study is based on the 2019-20 Sustainability Report by Birla Cellulose, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing. 

Birla Cellulose is deeply engaged with its value chain partners by working together to improve the sustainability of its products, in order to create a positive social impact and long-term value for all its stakeholders. In order to create economic value for its stakeholders Birla Cellulose took action to:

  • create economic value for employees
  • create economic value for capital providers
  • create economic value for governments
  • create economic value for communities

What are the material issues the company has identified?

In its 2019-20 Sustainability Report Birla Cellulose identified a range of material issues, such as occupational health and safety, chemical management, sustainable procurement, water footprint. Among these, creating economic value for its stakeholders stands out as a key material issue for Birla Cellulose.

Stakeholder engagement in accordance with the GRI Standards

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process s of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups Birla Cellulose engages with:

To identify and prioritise material topics Birla Cellulose engaged with its stakeholders through the following channels:

Stakeholder Group                Method of engagement
Employees

 

 ·      iSay – Interaction with Leadership Team

·      Townhall Meetings by CXOs

·      Annual Performance Reviews

·      Continuous Feedback Programme

·      Training Programmes

·      Monetary Award, Recognition Scheme (iApplaud, PRIDE)

·      Employee Satisfaction Survey
Customers

 

 ·      Customer Feedback

·      Visit to Customers

·      Customer Technical Services

·      Grievance Redressal
Value Chain Partners

 

 

 ·      LIVA Partnership Programme

·      Fashion Forecast

·      Exhibitions
Multi Stakeholder Organisations ·      Innovation

·      Sustainability

·      Best Practices

·      Standards Development
Brands & Retailers

 

 ·      Fashion Studios

·      Partnering
Suppliers & Contractors ·      Vendor Assessment, Supplier Audits, Review Meetings, Contractor Management
Communities ·      Need Assessment

·      CSR

·      Meetings

·      Social Impact Programmes
Investors & Shareholders

 

 ·      Investor Results

·      Board Meeting

·      Investor Day
Media

 

 ·      Corporate Communications

·      Social Media Platforms
Government & Regulatory Bodies ·      Communication with Regulatory Bodies

·      Formal Dialogues

What actions were taken by Birla Cellulose to create economic value for its stakeholders?

In its 2019-20 Sustainability Report Birla Cellulose reports that it took the following actions for creating economic value for its stakeholders:

  • Creating economic value for employees
  • In FY 2019-20, Birla Cellulose paid USD 194.05 million for employee wages and benefits.
  • Creating economic value for capital providers
  • In FY 2019-20, Birla Cellulose paid USD 27.1 million to capital providers.
  • Creating economic value for governments
  • In FY 2019-20, Birla Cellulose paid USD 84.89 million to governments.
  • Creating economic value for communities
  • In FY 2019-20, Birla Cellulose spent USD 1.98 million in community investments.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standard addressed in this case is: Disclosure 201-1 Direct economic value generated and distributed

Disclosure 201-1 Direct economic value generated and distributed corresponds to:

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

  • Exclusive FBRH template to begin reporting from day one
  • Identify your most important impacts on the Environment, Economy and People
  • Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
  • Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.
References:

This case study is based on published information by Birla Cellulose, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:

https://www.birlacellulose.com/policies_reports_files/policies_reports_pdf_30_1614145577.pdf

Note to Birla Cellulose: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

The post Case study: How Birla Cellulose creates economic value for its stakeholders appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How Gina Tricot creates economic value for its stakeholders https://sustaincase.com/case-study-how-gina-tricot-creates-economic-value-for-its-stakeholders/ Wed, 08 Feb 2023 06:57:45 +0000 https://ccprowebs.com/new-sustaincase.com/?p=14736 Gina Tricot AB is a fashion company that sells women’s fashion in many forms: clothing, jewellery, accessories, cosmetics, children’s wear, and home décor. Launched in Sweden in 1997, Gina Tricot now has stores in Sweden, Denmark, Finland, and Norway. This case study is based on the 2020 Sustainability Report by Gina Tricot, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, […]

The post Case study: How Gina Tricot creates economic value for its stakeholders appeared first on SustainCase - Sustainability Magazine.

]]> Gina Tricot AB is a fashion company that sells women’s fashion in many forms: clothing, jewellery, accessories, cosmetics, children’s wear, and home décor. Launched in Sweden in 1997, Gina Tricot now has stores in Sweden, Denmark, Finland, and Norway. Creating sustainable economic value for all its stakeholders, is a key priority for Gina Tricot.  Tweet This!

This case study is based on the 2020 Sustainability Report by Gina Tricot, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Abstract

Gina Tricot seeks to meet the expectations of all its stakeholders and generate value for all, including employees, communities, and others. In order to create economic value for its stakeholders Gina Tricot took action to:

  • create economic value for employees
  • create economic value for governments
  • support communities

What are the material issues the company has identified?

In its 2020 Sustainability Report Gina Tricot identified a range of material issues, such as anti-corruption, energy and air emissions, product responsibility, non-discrimination, diversity and gender equality. Among these, creating economic value for its stakeholders stands out as a key material issue for Gina Tricot.

Stakeholder engagement in accordance with the GRI Standards              

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups Gina Tricot engages with:

To identify and prioritise material topics Gina Tricot engaged with its stakeholders through the following channels: 

Stakeholder Group                Method of engagement
Students ·      Lectures

·      Projects

·      Thesis interviews

·      Internship
Experts & Researchers

 

 ·      Ongoing dialogue through network meetings, projects, collaborations
Customers

 

 ·      Dialogue on a daily basis through various channels, such as customer service, stores, online, and social media
Suppliers

 

 ·      Regular visits to suppliers

·      Supplier evaluation
Employees ·      Continuous discussions through surveys, meetings
Owners & board of Directors ·      Meetings e.g. Board meetings

 
Others (governments, media, NGOs)

 

 ·      Projects

·      Collaboration forum

·      Interview

What actions were taken by Gina Tricot to create economic value for its stakeholders?

In its 2020 Sustainability Report Gina Tricot reports that it took the following actions for creating economic value for its stakeholders:

  • Creating economic value for employees
  • In 2020, Gina Tricot paid 271 million SEK for employee wages and benefits.
  • Creating economic value for governments
  • In 2020, Gina Tricot paid 72 million SEK in taxes.
  • Supporting communities
  • In 2020, Gina Tricot spent 3 million SEK in community investments.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standard addressed in this case is: Disclosure 201-1 Direct economic value generated and distributed

Disclosure 201-1 Direct economic value generated and distributed corresponds to:

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

  • Exclusive FBRH template to begin reporting from day one
  • Identify your most important impacts on the Environment, Economy and People
  • Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
  • Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.
References:

This case study is based on published information by Gina Tricot, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:

https://www.ginatricot.com/cms/work/HALLBARHET/hallbarhetsrapport/hallbarhetsredovisning_2020_final.pdf

Note to Gina Tricot: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

The post Case study: How Gina Tricot creates economic value for its stakeholders appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How Ellos Group promotes sustainability across its supply chain https://sustaincase.com/case-study-how-ellos-group-promotes-sustainability-across-its-supply-chain/ Mon, 06 Feb 2023 06:57:08 +0000 https://ccprowebs.com/new-sustaincase.com/?p=14729 Ellos Group (FNG Nordic AB), which includes Ellos, Jotex, Stayhard, and Homeroom, is the Nordic region’s leading ecommerce group, primarily offering fashion and home interiors through its own brands but also via a number of external brands. Ellos Group seeks to ensure fair working conditions and adherence to human rights in its value chain, and believes that a close dialogue and cooperation with its suppliers is necessary to achieve this. This case study is based on the 2020 Sustainability Report by Ellos Group, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies […]

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]]> Ellos Group (FNG Nordic AB), which includes Ellos, Jotex, Stayhard, and Homeroom, is the Nordic region’s leading ecommerce group, primarily offering fashion and home interiors through its own brands but also via a number of external brands. Ellos Group seeks to ensure fair working conditions and adherence to human rights in its value chain, and believes that a close dialogue and cooperation with its suppliers is necessary to achieve this.

This case study is based on the 2020 Sustainability Report by Ellos Group, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Abstract

Ellos Group expects its suppliers and business partners to share its views about business ethics, human rights, fair working conditions and the environment.  Tweet This! In order to promote sustainability across its supply chain Ellos Group took action to:

  • implement a Code of Conduct for suppliers
  • apply a supplier follow-up process
  • promote environmental sustainability

What are the material issues the company has identified?   

In its 2020 Sustainability Report Ellos Group identified a range of material issues, such as anti-corruption, diversity and equality, energy, emissions and waste, community engagement. Among these, promoting sustainability across its supply chain stands out as a key material issue for Ellos Group.

Stakeholder engagement in accordance with the GRI Standards              

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups Ellos Group engages with:

Stakeholder Group
Customers
Employees
Suppliers
Owners
Society

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics Ellos Group engaged with its stakeholders through surveys and interviews.

What actions were taken by Ellos Group to promote sustainability across its supply chain?

In its 2020 Sustainability Report Ellos Group reports that it took the following actions for promoting sustainability across its supply chain:

  • Implementing a Code of Conduct for suppliers
  • Ellos Group’s Code of Conduct for its suppliers is based on the French standard ICS (Initiative Clause Social), which is equivalent to programmes such as the BSCI (Business Social Compliance Initiative), and follows international labour standards, such as the International Labour Organization’s (ILO) conventions and declarations and the United Nations (UN) Guiding Principles on Business and Human Rights. Ellos Group’s Code of Conduct covers important areas such as child labour, forced labour, discrimination, freedom of association, wages and working hours, health and safety in the workplace and environmental aspects. Ellos Group requires all suppliers to adhere to its Code of Conduct prior to starting any business relationship. The Code of Conduct applies to all suppliers and production units that are involved in the manufacture or supply of products to any of the companies included in Ellos Group. The Code of Conduct sets forth the requirements that all suppliers must meet in order to do business with Ellos Group. The suppliers are responsible for ensuring that these requirements are met at all factories involved in the manufacture of products for Ellos Group. Ellos Group also expects its suppliers to follow internationally accepted labour standards, including the ILO conventions, and to continually work on improving the working conditions for those involved in the production of its products.
  • Applying a supplier follow-up process
  • Ellos Group strives for all of its products to be manufactured in accordance with the Code of Conduct, under fair working conditions and with adherence to human rights. Ellos Group’s suppliers are required to adhere to its Supplier’s Code of Conduct and prior to the first order, all suppliers should have a valid audit protocol. During 2020 there have been cases of denied suppliers due to failure to comply with initial audit. In order to track progress, identify risks and improvement opportunities, and to support its manufacturers, Ellos Group has a control and follow-up system in place with regular audits and inspections. Some of the audits (37%) are done by its main agent Kering Group Sourcing (KGS), and some through the independent audit institute Bureau Veritas. If improvement needs are identified in an audit, the supplier is required to introduce improvements that are outlined in a Corrective Action Plan. As the production of Ellos Group’s products is in high-risk countries from a working condition perspective, there is a need of regular inspections of all suppliers, independent of the sourcing volume Ellos Group has at the supplier. Accordingly, in 2020, Ellos Group continued its work to cover 100% of suppliers to have been audited and externally certified within 24 months by 2020 and reached 100% coverage of all suppliers, manufacturing factories and processing factories. In addition to this, Ellos Group and its agent KGS conduct ad hoc inspections at the suppliers’ factories. Non-compliance identified in 2020 was mainly related to working hours and lack of documentation of wages and working hours. Depending on how serious the non-compliance is, a second audit is scheduled to confirm progress within a set time frame. If serious issues are not rectified, business will be terminated.
  • Promoting environmental sustainability
  • During 2020, Ellos Group started collecting information from suppliers on their climate impact and created a scorecard on suppliers called the Ellos Group Green Scorecard. The scorecard covers their energy usage, water and wastewater management, preparation and washing, coloration and printing, as well as certificates for sustainable materials. The goal is to collect the information from all factories, and to use the scorecard as input for supplier development.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standards addressed in this case are:

1) Disclosure 308-1 New suppliers that were screened using environmental criteria

2) Disclosure 414-1 New suppliers that were screened using social criteria

3) Disclosure 414-2 Negative social impacts in the supply chain and actions taken

Disclosure 308-1 New suppliers that were screened using environmental criteria does not correspond to any SDG.

Disclosure 414-1 New suppliers that were screened using social criteria corresponds to:

Disclosure 414-2 Negative social impacts in the supply chain and actions taken corresponds to:

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

  • Exclusive FBRH template to begin reporting from day one
  • Identify your most important impacts on the Environment, Economy and People
  • Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
  • Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.
References:

This case study is based on published information by Ellos Group, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:

https://www.ellosgroup.com/sites/ellos-group/files/ellos/sustainability/sustainability-reports/sustainability-report-2020.pdf

Note to Ellos Group: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

The post Case study: How Ellos Group promotes sustainability across its supply chain appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How Gildan promotes high ethical standards among its contractors and suppliers https://sustaincase.com/case-study-how-gildan-promotes-high-ethical-standards-among-its-contractors-and-suppliers/ Fri, 22 Jul 2022 06:05:33 +0000 https://ccprowebs.com/new-sustaincase.com/?p=13882 Gildan is one of the world’s largest vertically integrated manufacturers of everyday basic apparel, whose product offering includes activewear, underwear, socks, hosiery, and legwear products. This case study is based on the 2020 ESG Report by Gildan, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing. Abstract All third-party manufacturing contractors and key raw material suppliers are […]

The post Case study: How Gildan promotes high ethical standards among its contractors and suppliers appeared first on SustainCase - Sustainability Magazine.

]]> Gildan is one of the world’s largest vertically integrated manufacturers of everyday basic apparel, whose product offering includes activewear, underwear, socks, hosiery, and legwear products. Compliance with its ethical, social, and environmental standards is a condition of doing business with Gildan, and becoming part of its supply chain.  Tweet This!

This case study is based on the 2020 ESG Report by Gildan, prepared in accordance with the GRI Standards, that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Abstract

All third-party manufacturing contractors and key raw material suppliers are required to formally acknowledge Gildan’s high ethical standards, and agree to comply with them throughout the term of their relationship with Gildan. In order to promote high ethical standards among its contractors and suppliers Gildan took action to:

  • implement a Code of Conduct
  • promote compliance

What are the material issues the company has identified?

In its 2020 ESG Report Gildan identified a range of material issues, such as economic empowerment, climate change and energy, diversity, equity and inclusion, operational waste management. Among these, promoting high ethical standards among its contractors and suppliers stands out as a key material issue for Gildan.

Stakeholder engagement in accordance with the GRI Standards              

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups Gildan engages with: 

To identify and prioritise material topics Gildan engaged with its stakeholders through the following channels:

Stakeholder Group                Method of engagement
Investors/Shareholders

 

 ·      Annual General Meeting

·      Earnings conference calls

·      Investor perception study

·      Investor days

·      Site tours

·      Investor meetings with company management

·      Institutional Investor conferences

·      Shareholder Engagement meetings with Board of Directors

·      Meetings with financial institutions
Contractors and suppliers ·      Trainings

·      Social compliance audits
Employees / Unions

 

 

 

 ·      Global employee engagement and pulse surveys

·      Worker-management committee meetings

·      Gildan internal communications

·      Roundtables
Customers

 

 ·      ESG Customer Audits of Facilities

·      Site Visits/ Facility Tours

·      Customer meetings with Management

·      Conferences

·      Tradeshows

·      Social Media
NGOs

 

 ·      Memberships

·      Audits

·      Roundtables and conferences

·      Committee Meetings
Local Communities ·      Town hall meetings
Students / Academia / Schools

 

 ·      Mentoring

·      Internships

·      Participation in research projects
Government ·      Direct meetings

What actions were taken by Gildan to promote high ethical standards among its contractors and suppliers?

In its 2020 ESG Report Gildan reports that it took the following actions for promoting high ethical standards among its contractors and suppliers:

  • Implementing a Code of Conduct
  • Before taking on new contractors, Gildan follows a rigorous due diligence process wherein it fully evaluates their ability to comply with its quality standards, cost structure, and the principles of its Code of Conduct, which aligns with internationally recognised standards and is divided into 12 principles that state Gildan’s position on fundamental labour rights and business practices. Gildan does this through mandatory audits conducted either by its internal auditors or, in some instances, by a third-party auditor.
  • Promoting compliance
  • Upon entering a relationship with a third-party contractor, Gildan’s regional social compliance teams work with contractors to educate and assist the development of sound labour practices, effective labour compliance management systems, and policies and procedures, and to implement remediation where required. Gildan’s auditors regularly assess its third-party manufacturing partners for compliance with its policies and guidelines in its Social and Sustainable Compliance Guidebook. In the event of a non-compliance, Gildan’s regional compliance teams work with its third-party contractors to develop a management action plan (MAP), ensuring appropriate mitigation is put in place to prevent recurrence. Progress on each MAP is tracked through Gildan’s Corporate Social Responsibility data platform. If a contractor facility is not able to demonstrate improvements within Gildan’s prescribed timeframe, Gildan reserves the right to terminate its relationship with them. In 2020, 100% of Gildan’s contractors worldwide were trained on its Social and Sustainable Compliance Guidebook.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standards addressed in this case are:

1) Disclosure 308-1 New suppliers that were screened using environmental criteria

2) Disclosure 414-1 New suppliers that were screened using social criteria

 

Disclosure 308-1 New suppliers that were screened using environmental criteria does not correspond to any SDG.

Disclosure 414-1 New suppliers that were screened using social criteria corresponds to:

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

Any size business can start taking sustainability action

GRI, ISEP, CPD Certified Sustainability courses (2-5 days): Live Online or Classroom  (venue: London School of Economics)

  • Exclusive FBRH template to begin reporting from day one
  • Identify your most important impacts on the Environment, Economy and People
  • Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
  • Benchmarking methodology to set you on a path of continuous improvement

See upcoming training dates.
References:

This case study is based on published information by Gildan, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:

https://www.genuineresponsibility.com/media/documents/reports/bgildan-2020-esg-report.pdf

Note to Gildan: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

The post Case study: How Gildan promotes high ethical standards among its contractors and suppliers appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How Hayleys Fabric promotes employee engagement https://sustaincase.com/case-study-how-hayleys-fabric-promotes-employee-engagement/ Mon, 21 Sep 2020 07:25:13 +0000 https://ccprowebs.com/new-sustaincase.com/?p=10891 Hayleys Fabric PLC manufactures innovative high value fabric to quality conscious global fashion brands and was the first to develop its own branded range of fabric “Inno”, forecasting fashion trends to develop fashion forward fabric that captures clients’ interest. In an industry fraught with skilled labour shortages, This case study is based on the 2018/19 Annual Report by Hayleys Fabric published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts […]

The post Case study: How Hayleys Fabric promotes employee engagement appeared first on SustainCase - Sustainability Magazine.

]]> Hayleys Fabric PLC manufactures innovative high value fabric to quality conscious global fashion brands and was the first to develop its own branded range of fabric “Inno”, forecasting fashion trends to develop fashion forward fabric that captures clients’ interest. In an industry fraught with skilled labour shortages, Hayleys Fabric is committed to engaging with its employees to nurture a strong company culture and improve employee productivity.  Tweet This!

This case study is based on the 2018/19 Annual Report by Hayleys Fabric published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Abstract

Hayleys Fabric maintains dialogue with its team of 1,249 motivated employees through regular staff and team meetings, whilst its open-door policy has proved to be an effective mechanism for handling grievances. In order to promote employee engagement Hayleys Fabric took action to:

  • provide fair remuneration
  • carry out performance appraisals
  • conduct dialogue on health and safety
  • promote industrial relations

What are the material issues the company has identified?

In its 2018/19 Annual Report Hayleys Fabric identified a range of material issues, such as product responsibility, cost efficiency, effluents and waste, customer health and safety, flexible manufacturing, local community relations. Among these, promoting employee engagement stands out as a key material issue for Hayleys Fabric.

Stakeholder engagement in accordance with the GRI Standards              

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups Hayleys Fabric engages with:

To identify and prioritise material topics Hayleys Fabric engaged with its stakeholders through the following channels: 

Stakeholder Group                Method of engagement
Brand Owners & Apparel Manufacturers

 

 ·      Multi layered relationship management

·      Visits

·      Trade exhibitions & fairs

·      Customer survey

·      Quality & performance review
Investors

 

 ·      Quarterly Financial Statements

·      Press releases

·      Annual Report

·      Annual General Meeting

·      CSE Announcements
Employees

 

 

 ·      Open-door policy

·      Formal performance appraisals

·      Regular meetings with unions

·      Communication of company performance
Suppliers ·      Relationship management

·      Feedback

·      Supplier assessment forms

·      Visits
Regulators ·      Regular visits to premises

·      Filing of returns & tax compliances

·      Compliance with CEA, BOI, SEC & CSE regulations
Community

 

 ·      Engagement with religious leaders

·      Workshops

·      Village festivals

What actions were taken by Hayleys Fabric to promote employee engagement?

In its 2018/19 Annual Report Hayleys Fabric reports that it took the following actions for promoting employee engagement:

  • Providing fair remuneration
  • Hayleys Fabric’s remuneration structure is above minimum wage requirements. This includes gratuity and leave allocations at rates above regulatory requirements, comprehensive medical insurance benefits for staff and family members and benevolent benefits.
  • Carrying out performance appraisals
  • Hayleys Fabric aligns corporate objectives with those of its employees through the performance management system, linking departmental KPIs (Key Performance Indicators) with individual KPIs. Performance appraisals are carried out for all employees on an annual basis, following a formal and transparent process. High performing employees are recognised with rewards linked to salary increments, annual bonuses and promotions, spurring productivity and growth. In 2018/19, 54 employees were promoted.
  • Conducting dialogue on health and safety
  • Hayleys Fabric is committed to providing a safe work place and is guided by a comprehensive Health and Safety policy. Continuous dialogue is maintained between employees and management on improving health and safety aspects with high levels of awareness and strict enforcement of minimum safety procedures. Joint worker management committees on Health and Safety represent an average of 2% workforce participation. In 2018/19, 59 injuries in total were recorded out of which, 40 injuries were categorised as first aid cases while the balance 19 injuries were identified as loss time injuries. Hayleys Fabric achieved a 9% reduction in employee accidents during 2018/19, through provision of technical training and safety awareness programmes carried out during the year.
  • Promoting industrial relations
  • Hayleys Fabric maintains cordial relations with three trade unions representing 37% of its employees. Open and effective dialogue is sustained through monthly meetings between the management and the unions. Hayleys Fabric recognises and respects its employees’ right to freedom of association and Collective Bargaining and, accordingly, a collective agreement was signed for the first time in 2017, with the main trade union, the Sri Lanka Nidahas Sevaka Sangamaya (SLNSS), effective 1st April 2017, for a period of three years. The agreement stipulated salary increments for the next three years, industrial dispute resolution, and other worker conditions. During 2018/19, there were no industrial disputes.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standards addressed in this case are:

1) Disclosure 401-2 Benefits provided to full-time employees that are not provided to temporary or part-time employees

2) Disclosure 403-1 Workers representation in formal joint management–worker health and safety committees

3) Disclosure 403-2 Types of injury and rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities

4) Disclosure 404-3 Percentage of employees receiving regular performance and career development reviews

 

Disclosure 401-2 Benefits provided to full-time employees that are not provided to temporary or part-time employees corresponds to:

  • Sustainable Development Goal (SDG) 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
  • Business theme: Earnings, wages and benefits

Disclosure 403-1 Workers representation in formal joint management–worker health and safety committees corresponds to:

  • Sustainable Development Goal (SDG) 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
  • Business theme: Occupational health and safety

Disclosure 403-2 Types of injury and rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities corresponds to:

Disclosure 404-3 Percentage of employees receiving regular performance and career development reviews corresponds to:

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

7 GRI sustainability disclosures get you started

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  • Formulate in group exercises your plan for action. Begin taking solid, focused, all-round sustainability action ASAP. 
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References:

1) This case study is based on published information by Hayleys Fabric, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original, please revert to the original on the Global Reporting Initiative’s Sustainability Disclosure Database at the link:

http://database.globalreporting.org/

2) https://www.globalreporting.org/standards/gri-standards-download-center/

Note to Hayleys Fabric: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

The post Case study: How Hayleys Fabric promotes employee engagement appeared first on SustainCase - Sustainability Magazine.

]]> Case study: How GUESS invests in its people to attract and retain talented professionals https://sustaincase.com/case-study-how-guess-invests-in-its-people-to-attract-and-retain-talented-professionals/ Tue, 26 May 2020 20:06:54 +0000 https://ccprowebs.com/new-sustaincase.com/?p=10887 Established in 1981, GUESS began as a jeans company and has since successfully grown into a global lifestyle brand designing, marketing, distributing and licensing a lifestyle collection of contemporary apparel, denim, handbags, watches, footwear and other related consumer products in more than 100 countries. This case study is based on the 2019 Sustainability Report by GUESS published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy […]

The post Case study: How GUESS invests in its people to attract and retain talented professionals appeared first on SustainCase - Sustainability Magazine.

]]> Established in 1981, GUESS began as a jeans company and has since successfully grown into a global lifestyle brand designing, marketing, distributing and licensing a lifestyle collection of contemporary apparel, denim, handbags, watches, footwear and other related consumer products in more than 100 countries. GUESS wants its associates to feel empowered to take ownership of their work, pursue new ideas, and develop successful careers within the GUESS community.  Tweet This!

This case study is based on the 2019 Sustainability Report by GUESS published on the Global Reporting Initiative Sustainability Disclosure Database that can be found at this link. Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Abstract

To attract and retain talented individuals GUESS has developed an attractive benefits programme, as well as several initiatives that support early career development and associate recognition. In order to invest in its people to attract and retain talented professionals GUESS took action to:

  • offer employee benefits
  • implement a wellness programme
  • attract talented students
  • implement a Corporate Recognition Programme

What are the material issues the company has identified?

In its 2019 Sustainability Report GUESS identified a range of material issues, such as human rights and labour relations, energy efficiency and GHGs, sourcing sustainable materials, diversity and inclusion, water stewardship. Among these, investing in its people to attract and retain talented professionals stands out as a key material issue for GUESS.

Stakeholder engagement in accordance with the GRI Standards              

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups GUESS engages with:

Stakeholder Group                Method of engagement
Investors ·      Investor surveys and reports

·      Direct communications

·      Industry

·      Company research
Suppliers

 

 ·      Direct communications

·      Surveys, audits and trainings
Communities

 

 

 ·      GUESS Foundation

·      Partnerships and sponsorships

·      Interviews
NGOs ·      Company research

·      Events

·      Direct communications

·      Interviews
Media & Industry ·      Industry associations

·      Industry initiatives, conferences and meetings

·      Interviews

·      Company research
Regulators/ Government

 

 ·      Regulatory reporting and compliance

·      Meeting on emerging regulations and government initiatives

·      Work with industry associations
Associates ·      Online surveys

·      Interviews

·      Volunteering and training
Customers ·      Customer surveys and feedback

·      Social media

·      Industry

·      Company research

How stakeholder engagement was made to identify material issues

To identify and prioritise material topics GUESS engaged internal and external stakeholders through a series of interviews and online surveys.

What actions were taken by GUESS to invest in its people to attract and retain talented professionals?

In its 2019 Sustainability Report GUESS reports that it took the following actions for investing in its people to attract and retain talented professionals:

  • Offering employee benefits
  • GUESS’s benefits package is designed to build long-term associate loyalty and attract top talent. In the U.S., GUESS offers full-time and eligible part-time associates medical, dental and vision coverage, flexible spending accounts, retirement savings plans, and in some cases, bonus and associate stock purchasing plans. GUESS also offers life and accident insurance, disability coverage and associate assistance programmes. In Europe and Canada, benefits are country or province-specific and include benefits such as health care, life and disability insurance, and critical illness coverage.
  • Implementing a wellness programme
  • The Guess U.S. incentive-based wellness programme promotes a healthy, balanced lifestyle and supports associates’ personal wellness goals. Associates receive points for engaging in health-related activities and are rewarded based on the points they earn. Examples of such point-based activities include gym visits, health cooking demonstrations, nutrition seminars, meditation classes, and biometric screenings. Moreover, in addition to GUESS’s dedicated walking groups, which are a popular part of the wellness programme, GUESS has a fully equipped gym at its headquarters campus offering an extensive line-up of workout equipment and daily classes like cycling and yoga. Associates can also purchase healthy food options including vegetarian meals in the GUESS Café daily, while GUESS’s onsite nutritionist helps associates meet their dietary needs and lifestyle choices. GUESS’s wellness programmes are currently running in Los Angeles, Kentucky, and New York.
  • Attracting talented students
  • The Guess U.S. summer internship programme is a 10-week, full time programme based at GUESS’s Los Angeles Headquarters. The Programme offers a unique opportunity for undergraduate students to explore the world of fashion, gain real-world experience and develop skills for a career beyond college. In addition to time spent in the office, interns participate in educational and social activities including focus groups, discussion panels, field trips and workshops. GUESS’s internship programme has launched many successful careers, resulting in job offers for top performing interns.
  • Implementing a Corporate Recognition Programme
  • GUESS’s Corporate Recognition Programme encourages peer-to peer appreciation and awards excellent performance with company-wide recognition and gifts. Any team member can write a card to thank and recognise another corporate associate. The cards have a detachable section that recipients can tear off and place in a raffle box, to be entered in a monthly draw. Additionally, in Guess U.S. and Guess Canada, GUESS encourages store-level and peer-to-peer recognition through its Performer of the Month programme. GUESS’s focus on recognition of high performing associates allows it to create meaningful career development opportunities, and improve long-term retention.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standards addressed in this case are:

1) Disclosure 401-2 Benefits provided to full-time employees that are not provided to temporary or part-time employees

2) Disclosure 403-6 Promotion of worker health

 

Disclosure 401-2 Benefits provided to full-time employees that are not provided to temporary or part-time employees corresponds to:

  • Sustainable Development Goal (SDG) 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
  • Business theme: Earnings, wages and benefits

Disclosure 403-6 Promotion of worker health does not correspond to any SDG.

 

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

Research by well-recognised institutions is clearly proving that responsible companies can look to the future with optimism.

FBRH GRI Standards Certified & ISEP recognised Sustainability Course | Venue: London LSE

By registering for the next 2-day FBRH GRI Standards Certified & ISEP recognised course you will be taking the first step in gaining the many benefits of sustainability reporting.

 

References:

1) This case study is based on published information by GUESS, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original, please revert to the original on the Global Reporting Initiative’s Sustainability Disclosure Database at the link:

http://database.globalreporting.org/

2) https://www.globalreporting.org/standards/gri-standards-download-center/

Note to GUESS: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us.

The post Case study: How GUESS invests in its people to attract and retain talented professionals appeared first on SustainCase - Sustainability Magazine.

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