Social Dialogue in China: 'WE II Project' Training in 4 Factories

Improving internal communication, worker negotiations, and addressing forced labor through social dialogue   

Worker and management representatives of one of the factories practice a theoretical face-to-face dialogue to address a sensitive issue.

On July 18 to July 22, 2011, as part of the "WE II Project" development partnership (PPP) by Tchibo GmbH and GIZ, WE II Project trainer Harrison Xu and the other team members led factory trainings across four factories in China's Yangtze River Delta region to facilitate dialogue between workers and managers on workplace issues. Sixty-one workers and 22 managers participated in these trainings at four factories which produce garden crafts, garments, hats and candles. They are all suppliers to Tchibo GmbH.

The training focused on three main topics: worker communications and improving internal workplace dialogue; negotiation; and proactive practices to ensure against forced labor.  The training was part of the third round of factory visits in the WE II Project. For the WEII Project from 2010 to 2012, there will have been a total of 6 factory visits and 4 workshops. The main goals for Mr. Xu and his Shanghai-based group of trainers were to guide the worker representatives and management representatives to help all of the factory's workers and managers understand the core definition of forced labor, connect it with their own experiences, and implement practices to ensure against forced labor.  This exercise also helps to build management's capacity to self-assess compliance with labor standards related to forced labor.

To help improve internal dialogue, the top management and workers in each factory practiced face-to-face 'dialogue' meetings for sensitive issues, such as insufficient time for rest. This was especially productive, as it opened up a new channel for workers and managers to communicate and collaboratively address grievances. These exercises supported the establishment of face-to-face dialogue as the mechanism for top management and workers to communicate, avoid conflict, and improve relations.

At the end of the trainings, workers and managers were asked to analyze 23 real case studies (related to forced labor) and come up with solutions, based on using resources such as laws books and online databases. WE Trainers will follow up in September.

WE is a pilot project to improve working conditions at production facilities in Asia and was initiated in September 2007 by Tchibo GmbH and the Deutsche Gesellschaft f�r Internationale Zusammenarbeit (GIZ) GmbH as a Public-Private Partnership (PPP). The project is co-financed by the German Federal Ministry for Economic Cooperation and Development (BMZ). The WE project training team in China consists of 12 trainers and is coordinated by Susa. SAI staff members Mr. Xu and Jane Liu lead SAI's participation in the WE project as members of the WE training team.

WE aims to achieve far-reaching improvement in working conditions in Asian manufacturing sites, from which workers and managers will benefit permanently. The core element is to establish dialogue within the local companies. Additionally, WE supports the development of a local training infrastructure to multiply the training approach.

SAI is pleased to participate in the WE Project.  It shares the approach of SAI's Project Cultivar and of our earlier worker/manager programs in China-- to enable workers and managers to drive sustainable improvement at the workplace, through locally-led training and facilitation of social dialogue. For more information on WE project learnings and trainer database, please visit www.we-socialquality.com, and on Project Cultivar, please see the above article in this month's newsletter.  

For more information, contact SAI Senior Manager, Matt Fischer-Daly at MDaly@sa-intl.org.

"Behind the Seams" Gap Inc. Releases New Report 

The comprehensive online report includes section about its efforts to improve its Supply Chain and use of certification programs 

Watch a video that takes a look inside the report. [Source: Gap Inc.]

On August 22, SAI Signatory Corporate Program member Gap Inc. released its fifth Social and Environmental Responsibility Report,  detailing its efforts and progress from 2009-2010.

Released online, this report highlights its collaborative work to improve its supply chain, including its work with SAI's Social Fingerprint� Program to help its vendors measure, and then improve upon meeting standards.  

"We're encouraging vendors producing Gap Inc. branded apparel, across a number of origins, to use Social Accountability International's Social Fingerprint^� Training Center...this tool complements our ongoing efforts to encourage our suppliers to adopt SAI's SA8000^� certification..."      

Two 'Multi-Stakeholder Initiatives' interviews, with SAI President Alice Tepper Marlin and ETI Executive Director Peter McAllister were included in the report. The interview with Ms. Tepper Marlin focused on SAI's multi-stakeholder efforts to improve global supply chains, and our collaborative work with Gap Inc. Mr. McAllister's interview focused on ETI's work in this field, and challenges and issues that they face.  

One of Gap Inc.'s key accomplishments in 2010 towards its supply chain efforts is the introduction of a Human Rights Policy that "strengthens our existing global Codes of Vendor and Business Conduct to help ensure that the more than one million workers in over 1,200 factories that manufacture our branded products are treated fairly and with respect." This policy's immediate focus is on the ILO Core Conventions -- prohibition of child labor, prohibition of forced labor in all its forms, freedom of association and the right to collective bargaining, and protection from discrimination. Additionally, the development of the policy was informed by direct and indirect stakeholder consultation-- eliciting feedback from organizations such as SAI and the Institute for Human Rights and Business (IHRB), and incorporating information from its day-to-day interactions with stakeholders, events and extensive consultation of human rights NGOs' websites.    

Responsible Business in India: "The Missing Variable"

  SAI's Rishi Singh participates in a panel discussion about CSR initiatives' opportunities and threats in emerging markets     

SAI's India Project Manager, Rishi Singh speaks at the Prakruthi-hosted event "The Missing Variable" in Bangalore India. [Source: Rishi Singh]

On August 11, Rishi Singh participated on a panel discussion at the CSR Seminar, "The Missing Variables" in Bangalore, India. The event was hosted by local Indian NGO Prakruthi. The event focused on CSR and Responsible Business in India, focusing on the 'missing variables' - the new strategies and tools required to harness the positive potential contribution of business to development issues such as poverty and social exclusion.

Over 40 attendees representing NGOs, trade unions, companies, and government agencies working at the interface of CSR and Responsible Business Initiatives in India, including GIZ, Solidaridad India, BMS-Trade Union, Bombay Rayon, and Gap Inc. During the event, achievements, limitations, and dilemmas inherent in CSR and pro-poor business models were discussed, particularly in terms of how to empower producers to incorporate and sustain these models.

The panel discussion, "Drivers of CSR, opportunities and threats in emerging markets" also included the participation of Shahamin Zaman of the CSR Centre in Bangladesh, and Periyasamy Muthulingan from the Institute of Social Development (ISD) in Sri Lanka. It was moderated by Sjoerd Panhuysen from Prakruthi.  

Mr. Singh focused on supply chain challenges pertaining to micro, small and medium sized enterprises (MSMEs) in India and shared insights on key issues. Typically, MSMEs have challenges affording the costs of certification. This is mostly because they lack the internal capacity to initiate and implement improvements. While they may exhibit good practices and potential for workplace improvement, it does not tend to be scalable without proper support. SAI's DFID-funded 'Responsible and Accountable Garment Sector" (RAGS) Program in India aims to address issues such as these by developing cost-effective training modules and technical assistance to suppliers in the garment sector. The project goals include building local training capacity for cost-effective trainings and the strengthening of local audit capacity.  

The RAGS Project is a two-year initiative supported by the UK Development Agency DFID aimed at improving conditions of home workers, a predominately female sector, and gender and caste discrimination. The 28-month project links with SAI's joint development partnership (PPP) in India with the BSCI and GIZ, and includes the participation of global retailers Gap Inc. and Timberland, who will engage a select group of their suppliers based in India.  

SAI's RAGS Project will continue throughout 2011 and 2012. In 2011, the project is focused on four activities: 1) developing a Monitoring & Evaluation plan; 2) recruiting suppliers to participate- particularly those that work with homeworkers and report having issues with gender discrimination; 3) baseline analysis to help measure project impacts; and 4) development of supplier training courses curricula on home worker issues and gender discrimination.  

2011 Supplier Workshops in India  

The Centre for Responsible Business, being established by the Strategic Alliance- "Scaling Up Indian CSR Initiatives" among GIZ, SAI and BSCI, announces the above trainings for suppliers in Delhi, Bangalore and Tirupur in 2011.

There are four workshop topics: Internal Auditing for Social Performance; Management Systems for Social Performance; Managing the Supply Chain for Social Performance; and Workplace Communications. The workshops will introduce participants to the key concepts and steps for companies to effectively assess and address their own social performance. The workshops will be conducted by CRB trainers, under the supervision of SAI Lead Trainers.   

One of SAI's key roles in the project is to develop cost-effective training materials for suppliers (especially small and medium sized enterprises) on topics relevant to the Indian context, addressing management systems and basic-level training needs.  The materials have been created with the help of project inputs derived from the trainings needs assessments and mutual brainstorming of the partners.

This course was developed from observing companies' needs for efficient and value-added ways to systematically measure how well they are meeting international standards and customers' codes.  Rather than wait until external audits identify problems, companies can benefit from internal checks. Building these internal processes can enable proactive measures and continual improvement. Companies will undergo a baseline assessment before the training, and the impact will be measured after the training is finalized.  

SAI encourages brands-- all consumer companies -- to promote these trainings to their suppliers and benefit from the learning groups. Suppliers can directly register for the trainings or be nominated by customers.  

For more information on how your company and/or your supplier can participate, view the full training announcement.  

For more information about SAI's Development Partnership (PPP) in India, visit www.sa-intl.org/indiappp. For inquiries, please contact SAI India Project Manager Rishi Singh at RSingh@sa-intl.org.