Company Ranking17 out of
Kering SA (Kering) ranks 17th in the benchmark, with a below-average score of 27 out of 100. While Kering’s sports brand, Puma, discloses a number of leading practices (for example, it is the only company that discloses the names and locations of its core first-, second-, and third-tier suppliers), those practices mostly do not extend to Kering’s luxury brands, which include Alexander McQueen, Brioni, Gucci, and Stella McCartney. That said, the company has a number of group-wide policies in place, such as a supplier code of conduct and a traceability process. Kering can improve its performance across all themes, for example in areas such as commitment and governance, traceability and risk assessment, and purchasing practices.
HOW DO THEY COMPARE?
The comparison tool allows companies' results to be easily compared. Up to two additional companies can be selected and compare against each other as shown below.
THEME & indicator score
The benchmark methodology has seven themes, selected to capture the key areas where companies need to take action to eradicate forced labour from their supply chains. The themes are comprised of a total of 12 key indicators. For each indicator, a company can score a total of 100 points.
Commitment and Governance
The company's top-level commitments on forced labor, supply chain standards, management processes, training programs and stakeholder engagement.
|Awareness and Commitment||100 / 100|
|Supply Chain Standards||80 / 100|
|Management and Accountability||0 / 100|
|Training||50 / 100|
|Stakeholder Engagement||25 / 100|
Traceability and Risk Assessment
The extent to which the company traces its supply chain and conducts forced labor risk assessments, and discloses information about these processes.
|Traceability and Supply Chain Transparency||/ 100|
The company's awareness and action on purchasing practices that can exacerbate forced labor risks, and its process for selecting suppliers, integrating standards into contracts and cascading them down the supply chain.
|Purchasing Practices||0 / 100|
|Supplier Selection||50 / 100|
|Integration into Supplier Contracts||0 / 100|
|Cascading Standards Through the Supply Chain||0 / 100|
|Recruitment Approach||25 / 100|
|Recruitment Fees||0 / 100|
|Recruitment Audits||0 / 100|
The extent to which the company proactively communicates with workers through the supply chain, enables freedom of association and ensures access to effective and trusted grievance mechanisms.
|Communication of Policies||50 / 100|
|Worker Voice||0 / 100|
|Worker Empowerment||0 / 100|
|Grievance Mechanism||10 / 100|
The company's process for auditing (including whether it includes non-scheduled visits, document review, worker interviews) and disclosure about the audit process and findings.
|Auditing Process||50 / 100|
|Auditing Disclosure||60 / 100|
The extent to which the company has corrective action plans for non-compliant factories, as well as processes for remedying workers who are victims of forced labor, and reports on remedies provided.
|Corrective Action Plans||50 / 100|
|Remedy Programs||0 / 100|