years of a Shared Commitment
times accredited by the Fair Labor Association
Level 1 suppliers
Our Commitment: Promote adherence to our code of conduct for business partners, A Shared Commitment, and go beyond compliance to improve the lives of workers within our supply chain
As a leading global apparel company with nearly one million workers in our supply chain, we have an opportunity and obligation to uphold the rights of the people making our products and help improve their lives. Since 1991, we have required all of our suppliers to adhere to A Shared Commitment under which we assess their practices and partner with them to improve performance.
Through our Supply Chain CR program, we aim to strengthen our supplier partnerships, drive operational excellence and promote remediation and capacity-building. We continuously evolve the scope and scale of our assessment program, and embed responsible business practices throughout our organization.
Increasingly, we are moving beyond compliance by empowering our suppliers and licensees to take ownership of their supply chain performance, including labor practices, and make changes that improve the lives of workers.
At an industry level, we participate in multi-stakeholder efforts to improve labor conditions, such as the FLA, and we encourage our suppliers to participate in continuous improvement programs, such as Better Work.
|Assessments||Total (Not Subcategory)||2,147|
|Non-Assessment CR Engagement||Total (Not Subcategory)||509|
|Factory-Specific Capacity Building or Investigative Visit||203|
|Training: Person-Hours||Total (Not Subcategory)||11,825|
|Training: Attendees||Total (Not Subcategory)||3,350|
PVH was recognized in CR Magazine's top 100 "Best Corporate Citizens" list including the #2 ranking in the Human Rights category.
We are proud to have been re-accredited by the FLA for the third time, affirming that we have the systems and procedures required to uphold successfully fair labor standards throughout our supply chain.
We conducted approximately 2,150 CR assessments of Level 1 suppliers. We are also working to evolve our assessment program to include Level 2 suppliers and are expanding our focus to include the measurement of environmental impacts.
We enhanced our assessment tool to include two new features: analyzing working hours in a more robust manner and tracking supplier best practices on human rights, such as providing free transportation or professional development opportunities for workers.
We trained our internal teams on responsible business practices and identified opportunities to collaborate on adopting more disciplined practices across our company to ensure that we make realistic requests of our suppliers. This in turn will help prevent unauthorized subcontracting, excessive overtime or other potential unfair treatment of workers.
Our capacity building pilot with a small group of “orange-rated” accessories suppliers proved successful. All participating factories have addressed their most critical issues and moved from an “orange” to a “yellow” rating. We plan to apply these strategies across our supply chain.
We have invited six top-performing suppliers to take part in our gold accreditation pilot program, through which we aim to help key strategic suppliers take a leadership role in upholding and improving CR standards in their factories.
Ten of our licensees participated in the SAI Social Fingerprint program to identify both strengths and areas for improvement in their social compliance systems.
We deepened our involvement in Better Work programs by introducing measures to gain further visibility of participating suppliers’ progress, with a view to directing more business to better performing suppliers.
We joined the Project Management Team of the apparel industry’s multi-stakeholder Social Labor Convergence Project. Through this project, signatories aim to help create an industry-wide approach to measuring progress on human rights issues.