Html - PUMA CATch up
Html - PUMA CATch up
Html - PUMA CATch up
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p : 69 | c : 3 <strong>PUMA</strong>.SAfe<br />
f.16 t.1<br />
f.17 t.1<br />
7. 8 3 %<br />
2012 final audiT key non-compliance issues 2012 worker complainTs By major failure caTegory<br />
Figure 16: The diagram shows the percentage of areas in which factories<br />
failed to comply with <strong>PUMA</strong>’s standards<br />
In 2012, factory workers in China, Indonesia,<br />
Vietnam, Cambodia, Bangladesh, India,<br />
Americas and EMEA contacted <strong>PUMA</strong>.Safe<br />
directly to complain about workplace issues.<br />
109 issues were raised in various areas,<br />
with wage-related issues coming out as<br />
the main complaint area. These complaints<br />
came from factories across all grade classifications.<br />
<strong>PUMA</strong> BUSineSS And SUStAinABility RePoRt 2012<br />
Basic h&s<br />
environmenTal<br />
4 .0 0 % 6 %<br />
managemenT<br />
h&s managemenT<br />
6. 8 5 % 2 2 .7 3 %<br />
7 %<br />
freedom of associaTion<br />
8 . 49 %<br />
1. 31 %<br />
2 .74 %<br />
1 %<br />
0.77% 1 %<br />
2 .0 8 %<br />
2 %<br />
8.87 %<br />
8 .9 3 %<br />
wages<br />
general hr<br />
managemenT<br />
BenefiTs<br />
7 %<br />
14 .6 8 %<br />
working hours<br />
grievance procedure<br />
conTracTs/Terms of<br />
employmenT<br />
dormiTory/welfare<br />
12 %<br />
10.7 3 %<br />
ameniTies<br />
harassmenT<br />
oThers<br />
12 %<br />
18 %<br />
Bringing our social<br />
compliance and performance<br />
sTandards <strong>up</strong> To speed<br />
<strong>PUMA</strong>.Safe initiated a review of its stakeholder<br />
engagement, monitoring and remediation<br />
systems and procedures that also<br />
analyzed incidents of 2011 and 2012. It<br />
was clear that <strong>PUMA</strong> had to strengthen<br />
and <strong>up</strong>date its systems in order to better<br />
3 4 %<br />
wages<br />
working hours<br />
conTracTs and Terms<br />
of employmenT<br />
forced laBor<br />
oThers<br />
BenefiTs<br />
harassmenT and aBuse<br />
Basic h&s<br />
general hr<br />
managemenT<br />
dormiTories and<br />
welfare ameniTies<br />
Figure 17: The diagram shows the percentage of issues that workers complained about<br />
address s<strong>up</strong>ply chain challenges. <strong>PUMA</strong>.<br />
Safe strengthened its collaboration in terms<br />
of audits with other brands that <strong>PUMA</strong> is<br />
sharing production facilities with so that<br />
also audit results can be shared.<br />
<strong>PUMA</strong>.Safe s<strong>up</strong>ported the development of<br />
the Core and Follow-Up Questions of the<br />
Sustainable Compliance Initiative (SCI) tool<br />
of the Fair Labor Association (FLA). <strong>PUMA</strong>.<br />
Safe initiated a restructuring of its tool<br />
incorporating both the tools of the ILO/Better<br />
Work program and the Core/Follow-Up<br />
questions of the FLA SCI. The ILO/Better<br />
Work tool is designed to be universally<br />
accepted because it is founded on ILO Core<br />
Conventions as well as national government<br />
input. The FLA SCI is aimed to be a performance<br />
management benchmark to attain