Findings by Theme
Overall Score: 30
The 2020 benchmark assesses 49 of the largest ICT companies across the benchmark's seven themes, which were developed to capture the key areas where companies need to take action to eradicate forced labor from their supply chains: commitment; traceability and risk assessment; purchasing practices; recruitment; worker voice; monitoring; and remedy. There are a total of 21 indicators across the seven themes. For each theme a company can score a total of 100 points.
SEE SCORES & RANKINGS
Summary of Results
This theme measures the extent to which a company has established corrective action processes for non-compliant suppliers and ensures that remedy is provided to its supply chain workers who are victims of labor rights violations. It incorporates allegations of forced labor that have occurred in...
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SEE METHODOLOGY
Indicator Sectors
Corrective Action Plans
The company has a process to create corrective action plans with suppliers found to violate its policies, with the goal of improving conditions and achieving respect of the ILO core labor standard...
Read MoreRemedy Programs
The company has a process to provide remedy to workers in its supply chains in cases of forced labor and human trafficking. If no allegation regarding forced labor in the company's supply chains h...
Read More
NOTABLE EXAMPLE
Process for Responding to Reported Rights Violations
Fast Retailing discloses that it aims to respond to complaints to its hotline within 24 hours. It notes that it investigates root causes and informs the complainants of the action taken with the supplier. The company states that it committed to engaging with impacted workers, and that it asks complainants to inform the company if remedies have not been implemented. It also provides a flow chart of its hotline detailing how complaints from workers are dealt with at the factory and at Fast Retailing; the process includes escalation to Fast Retailing’s Business Ethics Committee and/or Human Rights Committee if no remedy is achieved.
Remedy Outcomes
Adidas stated that at a sub-contractor of a first-tier supplier in Myanmar, four workers had been dismissed as they had tried to form a union. It stated that it initially asked that the workers be reinstated, but as the supplier then closed the factory, remedy efforts focused on compensation instead. The company disclosed that a severance package was agreed with the dismissed workers that included back-wages from the date of dismissal, annual leave, and other allowances. The company reported that the dismissed workers were satisfied with the settlement. Adidas stated that it worked with a supplier to repay workers approximately US$697 each for transport fees they had been made to pay.
Overall Score: 28
The 2020 benchmark assesses 43 of the largest food and beverage companies across the benchmark's seven themes, which were developed to capture the key areas where companies need to take action to eradicate forced labor from their supply chains: commitment; traceability and risk assessment; purchasing practices; recruitment; worker voice; monitoring; and remedy. There are a total of 21 indicators across the seven themes. For each theme a company can score a total of 100 points.
SEE SCORES & RANKINGSSummary of Results
This theme measures the extent to which a company has established corrective action processes for non-compliant suppliers and ensures that remedy is provided to its supply chain workers who are victims of labor rights violations. It incorporates allegations of forced labor that have occurred in...
READ FULL RESULTS
SEE METHODOLOGY
Indicator Sectors
Corrective Action Plans
The company has a process to create corrective action plans with suppliers found to violate its policies, with the goal of improving conditions and achieving respect of the ILO core labor standard...
Read MoreRemedy Programs
The company has a process to provide remedy to workers in its supply chains in cases of forced labor and human trafficking. If no allegation regarding forced labor in the company's supply chains h...
Read MoreNOTABLE EXAMPLE
Process for Responding to Reported Rights Violations
Fast Retailing discloses that it aims to respond to complaints to its hotline within 24 hours. It notes that it investigates root causes and informs the complainants of the action taken with the supplier. The company states that it committed to engaging with impacted workers, and that it asks complainants to inform the company if remedies have not been implemented. It also provides a flow chart of its hotline detailing how complaints from workers are dealt with at the factory and at Fast Retailing; the process includes escalation to Fast Retailing’s Business Ethics Committee and/or Human Rights Committee if no remedy is achieved.
Remedy Outcomes
Adidas stated that at a sub-contractor of a first-tier supplier in Myanmar, four workers had been dismissed as they had tried to form a union. It stated that it initially asked that the workers be reinstated, but as the supplier then closed the factory, remedy efforts focused on compensation instead. The company disclosed that a severance package was agreed with the dismissed workers that included back-wages from the date of dismissal, annual leave, and other allowances. The company reported that the dismissed workers were satisfied with the settlement. Adidas stated that it worked with a supplier to repay workers approximately US$697 each for transport fees they had been made to pay.
Overall Score: 41
The 2021 benchmark assesses 37 of the largest apparel and footwear companies across the benchmark's seven themes, which were developed to capture the key areas where companies need to take action to eradicate forced labor from their supply chains: commitment; traceability and risk assessment; purchasing practices; recruitment; worker voice; monitoring; and remedy. There are a total of 21 indicators across the seven themes. For each theme a company can score a total of 100 points.
SEE SCORES & RANKINGSSummary of Results
This theme measures the extent to which a company has established corrective action processes for non-compliant suppliers and ensures that remedy is provided to its supply chain workers who are victims of labor rights violations. It incorporates allegations of forced labor that have occurred in...
READ FULL RESULTS
SEE METHODOLOGY
Indicator Sectors
Corrective Action Plans
The company has a process to create corrective action plans with suppliers found to violate its policies, with the goal of improving conditions and achieving respect of the ILO core labor standard...
Read MoreRemedy Programs
The company has a process to provide remedy to workers in its supply chains in cases of forced labor and human trafficking. If no allegation regarding forced labor in the company's supply chains h...
Read MoreNOTABLE EXAMPLE
Process for Responding to Reported Rights Violations
Fast Retailing discloses that it aims to respond to complaints to its hotline within 24 hours. It notes that it investigates root causes and informs the complainants of the action taken with the supplier. The company states that it committed to engaging with impacted workers, and that it asks complainants to inform the company if remedies have not been implemented. It also provides a flow chart of its hotline detailing how complaints from workers are dealt with at the factory and at Fast Retailing; the process includes escalation to Fast Retailing’s Business Ethics Committee and/or Human Rights Committee if no remedy is achieved.
Remedy Outcomes
Adidas stated that at a sub-contractor of a first-tier supplier in Myanmar, four workers had been dismissed as they had tried to form a union. It stated that it initially asked that the workers be reinstated, but as the supplier then closed the factory, remedy efforts focused on compensation instead. The company disclosed that a severance package was agreed with the dismissed workers that included back-wages from the date of dismissal, annual leave, and other allowances. The company reported that the dismissed workers were satisfied with the settlement. Adidas stated that it worked with a supplier to repay workers approximately US$697 each for transport fees they had been made to pay.