Source of Prosperity – Balanced Development - About PUMA

Source of Prosperity – Balanced Development 

2011 Sustainability Report 

B.P. BAG CO., LTD.

Content 

2011 Report Theme About the Report Speech of Directors Company Profile 

P.1 P.2 P.3 P.5 

Sustainability Team Environmental Protection & Management Enhancement Production Optimization & 

P.11 Green Life P.21 P.32 Quality Enhancement P.34 

Labor Rights, Communication Health & Safety Staff Development Training Support from Customers 

& Welfare P.41 P.50 Program P.52 P.55 

Our Partners – Suppliers Community Care & 2012 Prospect Summary 

P.58 Education P.60 P.63 P.63 

Appendix: GRI G3.1 

Index Reference Table P.64

2011 Report Theme~~~ Source of Prosperity – Balanced Development 

The prosperity in front of her eyes now comes from her toiling efforts 

of farming and logging and her husband’s dangerous work in the coal and 

oil mines in the past. Thanks to their hard work, we now have constant 

supply of food, paper, nicely-packaged products and enjoy the convenience 

of electricity, lights, water, cars and trains. 

Everything she enjoys comes from the nature that she loves so 

much – it is her home and root, as well as the root of life for her offspring. 

The dove is a symbol of purity and peace. A peaceful world depends on 

balanced development of the planet earth. The vision of sustainable 

development is to maintain and keep everything that we now enjoy for our 

future generations to continue to enjoy on a basis of balanced development. 

The theme of this year’s BP Sustainability Report is “Source of 

Prosperity – Balanced Development”. 

An old lady who has gone through every stage of life has no more to 

want for herself but the hope for her family and offspring to live happily on 

this wonderful homeland. The old lady smiles and looks back, under the 

dazzling neon lights and skyscrapers of the bustling city, she still remembers 

what she saw and felt years ago in the countryside she came from – the 

giant green pasture, the pine and cypress trees, the soothing sounds of a 

mountain stream, the fresh air in the garden. She misses the feeling in the 

embrace of Mother Nature. 

Caring for and protecting the environment is one of the things we 

can do, but it is not enough for fulfilling all the needs of the planet earth 

and human beings. The principle of balanced development is the 

foundation stone. If everyone from a small organization to a big 

community or even a nation can utilize what it has and allocate and 

develop in a smart way, everyone can benefit equally and enjoy consistent 

quality of life and rights. This way we can all afford to share the passion to 

appreciate and protect our beautiful world. 

With less competition and more love, the world will keep its peace 

and the planet earth will sustain. 

“Balanced development” is BP’s 2011 operation vision that leads the 

organization and its staff moving forward. 

*Artist of the Theme Paint: Denny Ong 

P.1

About the Report 

This report is the second Sustainability Report issued by B.P. Bag Co., 

Ltd. (hereinafter referred to as "BP", "the Organization" or "the Company") 

after 2010 Sustainability Report. It is prepared in accordance with the 

standards of Global Reporting Initiative's GRI G3.1 Application Level B 

(www.globalreporting.org). This report is issued in the Chinese and English 

languages. In the event of any discrepancies between the two versions, the 

Chinese version shall prevail. 

Unless otherwise specified, the information disclosed herein includes 

information regarding the labor, human rights, occupational health & 

safety, environment, supply chain management etc. of BP's Hong Kong 

head office and its subsidiaries including "Da Lang Chang Fu Travel Bags 

Mfg" (hereinafter referred to as Chang Fu Factory), "Qi Fu Bags 

Manufacturing Ltd." (hereinafter referred to as Qi Fu Factory) and "Wealth 

Team Industrial Co., Ltd." (hereinafter referred to as Wealth Team Factory) 

for the period between April 1, 2011 and March 31, 2012 (hereinafter 

referred to as the "Year 2011"); except that information regarding "Wealth 

Team Industrial Co., Ltd." shall only cover the period between July 1, 2011 

and March 31, 2012 as its operation only started in early July 2011. BP’s 

sustainability report is published annually. 

Industrial Co., Ltd" since July 2011. 

BP prepared this report based on the organization's principles of 

sustainable development. The key points of the report, priority of 

presentation and stakeholders to be included were determined by way of 

scoring during several meetings held in the Year 2011 in order to provide 

the latest information about BP's sustainable developments in a clear and 

organized way. 

BP hereby declares a GRI's G3.1 Application Level of B for this 2011 

Sustainability Report of B.P. Bag Co., Ltd. 

The data information and analyses herein are collected from the Hong 

Kong head office and the aforesaid three factories and do not include 

"Chung Ah Bags & Caps Manufacturing Ltd" mentioned in the 2010 

Sustainability Report as its operation has been replaced by "Wealth Team 

P.2

Speech of Directors – Active Improvements and Steady Growth 

After nearly half a century of development since 1967, BP has witnessed the 

changes of the society through five generations. The small company in the past 

has now become an enterprise with several factories due to the dedication and 

wisdom of BP’s leaders, diligent work of our staff, support of our customers and 

contribution of our suppliers. 

2011 was a year of challenges. Despite the continued gloomy outlook for the 

global economy, BP strived to move forward with its motto of “Active 

Improvements and Steady Growth” on the foundation of sustainable 

development as our business philosophy. We aim to achieve balance among the 

three areas of economics, environment and society to make sure our company 

can expand steadily and healthily. 

Active Improvements 

The changing factors of the global macro economics such as the euro debt 

crisis and the shadow over US economy continued to impact the business 

environment of industries and consumer confidence. There are also other 

problems such as heated inflation around the world, slowing demand in most 

emerging markets, reduced orders for export companies, rising costs etc. 

Faced with such economic environment, BP proactively established the 

Sustainability Division in recent years to form a team for continued 

improvements for the whole organization. Using this “Active Improvements” as 

our basic approach helps us to build a strong foundation during the economic 

downturn and pave way for our future developments. 

Mr. Thomas Tsui 

Chairman of the Board and CEO 

Mr. Sampson Tsang 

Executive Director 

Based on our 2010 outlook, in order to stabilize the Organization within a 

short period of time, BP carried out a series of sustainability efforts such as 

eco-factories, energy-saving programs, workflow streamlining, expansion of 

testing center, strengthening of labor welfare and training etc. These were all 

carried out with an approach to proactively improve internally and to achieve 

environmental protection, caring for employees, energy saving and balance 

between income and expenses. We strive to live the spirit of sustainable 

development with positive thinking and energy amid the pessimistic external 

economic outlook, lead our organization to develop steadily and provide 

comfortable working and living environment for our staff. This way all members 

of the big BP family can enjoy quality life and career with peace of mind. 

P.3

In the long run, BP will continue to uphold the target of developing its original 

brand in order to link its products to the concept of sustainability and promote it 

to all levels of the society. We hope the society can share the BP mission and 

join hands to protect our home and build a beautiful environment and future for 

our coming generations. 

Mr. Thomas Tsui, Chairman of the Board & CEO 

& 

Mr. Sampson Tsang, Executive Director 

B.P. Bag Co., Ltd. 

Steady Growth 

“Steady Growth” is the long-term development strategy the BP leaders 

established for the Organization. The continued improvements we made have 

laid a solid foundation favorable for the progressive development of the 

Organization. Last year, BP Marketing Division carried out projects to expand the 

levels of marketing based on the mid-term development plan of the Company, 

leading the Organization to reach out to more customers of different levels and 

pave the foundation for future developments. 

The development of sustainability concept requires a long time of cultivation 

and understanding in terms of its education, promotion and acceptance by the 

society. As there is a global trend of manufacturing base relocation, to align with 

the Company’s mid- and long-term business plan and sustainability development, 

after in-depth consideration in 2011 the BP leaders decided to establish an 

overseas production line in 2013. We believe this will further prepare the 

Company for more balanced development in the future. 

P.4

Company Profile 

Introduction 

B.P. Bag Co., Ltd. was incorporated in Hong Kong as a limited company in 1967. 

During the decline of the manufacturing sector in Hong Kong in the mid-1980s, BP 

moved its factories northwards in the Dongguan province. Now the company has 

its headquarters based in Hong Kong with the production based in mainland 

China. In the beginning, BP ran three factories, namely Qi Fu Bags Manufacturing 

Ltd., Dalang Chang Fu Travel Bags Mfg and Chung Ah Bags & Caps Manufacturing 

Ltd. In order to cope with the continuous expansion of the Company and the 

macro-economic trend, BP invested and opened a new factory in the Hunan 

Province, Wealth Team Industrial Co. Ltd., in September 2010 to replace the 

operation of Chung Ah Bags & Caps Manufacturing Ltd. in Huizhou, Guangdong. 

The new factory commenced production in July 2011. 


employees, suppliers and the community. 

Mr. Thomas Tsui serves as the Chairman of the Board and the Chief 

Executive Officer (CEO), who leads the Board to monitor the internal operations. 

There is no remuneration for the Board members, as provided by the Board, any 

member shall abstain from any matter of conflicting interest with the 

Company’s operation to make sure the Company is run with integrity and 

fairness. 

BP reports to the shareholders on the corporate economic, environmental, 

and social matters in the form of periodical reports to clearly account for the 

Company’s situation and operation directions. Members of the Board have 

regular meetings with the department heads to collect suggestions and discuss 

future initiatives before they are submitted to the Board for resolution. 

Da Lang Chang Fu Travel 

Bags Mfg 

Qi Fu Bags 

Manufacturing Ltd 

Wealth Team 

Industrial Co., Ltd. 

Sales Department 

R& D Department 

Purchasing Department 

The Board and Organizational Structure 

The governance body of BP consists of the Board of Directors and senior 

management who are responsible for different departments with a mission to 

ensure mutual understanding among departments and a holistic planning 

approach to ultimately achieve balance within the organization and thorough 

Board of Directors 

CEO 

Production Department 

QC Department 

Warehoulse Department 

Shipping Department 

Sustainability Department 

Human Resources Department 

implementation of strategic developments. 

Finance Department 

Testing Department 

In addition to guarding the Company’s interest, the Board governs the 

General Services Department 

Company with the interest of its valued stakeholders in mind, including its 

P.5

Corporation Contact 

B.P. Bag Co. Ltd. Headquarter (Location A on map) 

Address:Room 1401—6, 14/F., Block B, Hi-Tech Industrial Centre, 491-501 

Castle Peak Rd., Tsuen Wan, N.T., Hong Kong 

Tel:+852 2415 5633 Fax:+852 2413 8409 

Website:www.bpbag.com E-mail:info@bpbag.com 

Da Lang Chang Fu Travel Bags Mfg (Location B on map) 

Address: No.199, East Changfu Road, Dalang, Dongguan, Guangdong 

Top: Qifu Factory, 

Bottom Left: Wealth Team Factory, 

Bottom Right: Changfu Factory 

Qi Fu Bags Manufacturing Ltd. (Location C on map) 

Address: Liujia Industrial Area, Liujia Village, Hengli Town, Dongguan, 

Guangdong 

Wealth Team Industrial Co., Ltd. (Location D on map) 

Address: Shi Li Pu Industrial Area, Ningyuan, Yongzhou, Hunan 

P.6

Compliance of Law, Social Responsibility & Company Regulations 

BP operates with respect for and strict compliance with the local legal system 

and develops its business by competing in the market in a fair and responsible 

manner. 

BP Sustainability Goal 

The Company also upholds the code of conduct requirements and suggestions of 

our clients, based on which we have developed the ‘BP Code of Conduct’ (please 

refer to outline of BP Code of Conduct and Sustainable Development on P.6). We 

are actively training our employees and require them to comply with the law and 

be socially responsible in order to be aligned with our goal towards a more 

sustainable development. 

Through promotion, education and training, we are nurturing the concept of 

sustainability within the organization. Our staffs have a good understanding the 

sustainability concept and participate in realizing the BP mission, making 

sustainable development and social responsibility our unique corporate culture. 

85% Rated 

Safe Grade A 

Water 

Saving 

Outline of BP Code of Conduct and Sustainable Development 

Energy 

Saving 

Year 2015 

25% Improvement 

as goal 

CO2 Emission 

Reduction 

Reduction of 

Waste 

Management System 

Social & Moral 

Labour & Human 

Rights 

Occupational Safety & 

Health 

Environment & Product 

Responsibility 

•Corporate 

commitment & 

responsibility 

•Duties of 

Management Team 

•Risk Management 

•Goals of Sustainability 

•Training 

•Audit & Evaluation 

•Archival records & 

Employees' 

suggestions 

•Probity & impartal 

•Open & transparent 

•No corrumption 

•Fair Trade 

•No child labour 

•Guide to juvenile 

employees 

•Employees' health & 

sexual healthy 

•Non discrimination 

•Reasonable working 

hours, compensation 

& treatment 

•Welfare 

•Employees' rights 

•Work & association 

Freedom 

•Occupational safety & 

sanitation 

•Emergency measures 

•Work-related injuires 

& occupational 

diseases 

•Machine maintenance 

& safely use 

•Sanitation of 

dormitory & canteen 

•Attention on 

restriction of product 

contents 

•Training about 

knowledge of 

chemicals & hazardous 

substances 

•Solid waste & wasted 

water treatment 

•Reduce exhaust 

emission 

•Training on energy 

saving 

P.7

Corporate Risk Management 

Based on the principles of basic operational risk management, BP adopts the 

‘Plan, Do, Check, Action’ (PDCA) approach to continuously manage and 

streamline the company’s internal operations. The Sustainability Department 

was established in 2010 to supplement the risk management model on the 

design and inspection of every project, system and SOP with the aim of ensuring 

smooth operation in each department and strengthen the monitoring, evaluation 

and improvement efforts. 

Communications with Stakeholders 

BP communicates with its stakeholders in the form of reports which covers 

communications frequency, subjects of concerns and selected areas of 

sustainable development etc., with the mission of accomplishing our goals 

with our stakeholders together. 

BP Main Stakeholders 

BP is striving to think outside the box of conventional evaluation approaches 

which only reveal superficial problems without offering a solution for the long 

run. In 2011, BP’s Sustainability Team introduced a new evaluation mechanism 

for its factories - a set of evaluation standards for factory improvements is now in 

place for regular in-depth assessment of the factory facilities, its management, 

departmental operations, product quality inspection, employee’s welfare, 

training and education, environmental consciousness etc. After conducting the 

objectives review, the Sustainability Team will work out improvement plans 

together with the relevant departments. This mechanism of continuous 

monitoring and improvements, in addition to our consistent principles of risk 

management, can further minimize the potential operational risks faced by our 

stakeholders and perfect our organization on an ongoing basis. 

Suppliers 

Investors 

Customers 

Community 

Employees 

P.8

Stakeholders Definition Selected Areas Subject of Concerns Company’s Response & Actions 

Investors All investors / Operation situation; Report of operation situation; Release of the 2011 Sustainability Report; 

Shareholders Development prospects; Company plans and programs; Improvements by the team mentioned in 2011 Sustainability Report; 

Improvement plans Improvement plans and progress Establishment of 2012 Strategic Development Plan 

Customers All customers Environmental protection plan; EEP & emission reduction training;; Close communications with clients; 

Energy Efficiency Program; Staff Development plans; Regular reports on sustainable development and progress; 

Employee welfare and treatment; Round-Table Meetings; Employee welfare development and growth plan; 

Concept education and training; Supplier Summit; Energy-saving and recycling plans; 

Regulations & communication to suppliers; Social Responsibility Conferences; Working safety and health training; 

Occupational safety and health; 

Invites clients to regular factory inspection and review 

Community communication and education; 

Balance of economic, environment society developments 

Employees All employees Welfare and treatment; Continuous communications; Employee suggestion box and hotline; 

Salary; Greetings and care; Home and family visits 

Working environment; Trainings and seminars; Communications workshop; 

Career opportunities; 

Life and career goal programs; 

Physical and mental health 

Employee growth plans; 

Provision of entertainment facilities and leisure activities; 

Training and education; 

Suppliers Priority Labor Rights; Meetings with suppliers; Regular communications with suppliers on sustainable 

determined by Environment impact of products; Information Sharing; development information; 

level of contact Economic and environmental indices; Provision of clear product requirements of clients; 

& sustainability Education and training; Release of sustainability report; 

communications Supply chain communications; 

Community Focusing on the Environmental protection; Influence on surrounding community; Energy-efficiency and emission reduction program; 

community nearby Treatment of workers Workers’ salary, treatment & welfare Employee training and communications programs; 

the Company 

Child sponsorship programs; 

Employees’ family care and education promotion program 

P.9

Operating Situation 

As the uncertain global economic prospects have shaken the consumer’s 

confidence, companies are now being cautious with their sales forecasts. 

Therefore, order volume in 2011 showed a more conservative tendency. Since 

2010, with the aim of stabilizing its corporate foundation, BP has carried out a 

series of improvements to its internal operation, environment optimization and 

staff stability etc. We have developed a sales expansion plan in 2011 to prepare 

for the implementation of the mid-term target set in 2010 and tackling upcoming 

challenges. Despite the difficulties faced by the export business in 2011, with the 

sales expansion plan in place, BP achieved an increase of gross operating income 

from HKD162,063,475 last year to HKD168,456,378 this year. 

Despite the smaller order volume, the operating cost of export business shot 

up in 2011 due to the rise of factory rent and expenses mostly caused by inflation. 

BP inputs its main income back into the production operations. For example, the 

newly established factory, Wealth Team Industrial Co. Ltd implemented, from the 

beginning, various new facilities and equipments to increase its environmental 

performance and sustainability approach. The fixed operating cost of the 

Company jumped to 65.24%, a 6.38% rise over the ratio of operating cost 

compared to the total expenditure of the last year. BP has a long-term 

development plan of cost-efficient investment enhancements with the aim to 

improve the Company’s production efficiency and cost control and contribute to 

environmental protection so that the Company can maintain competitiveness 

and more sustainable operations with continuous improvements in the long run. 

BP strictly abides by the law and upholds the United Nations Global Compact. 

The Company has raised wages and welfare for its employees in light of the 

current inflation to help improve and stabilize their living standards. However, 

due to the surge in operating cost last year, the salaries as a percentage of total 

expenditure have declined. Our strategies for the next year are to streamline the 

overall operations and the production processes, improve and increase the staff 

trainings and strengthen the quality control of our product. We ultimately aim to 

minimize costs through our production base relocation plan developed in a 

balanced and sustainable way. 

BP Economic Value Distribution 

2011-2012 2010-2011 2009-2010 

Community investments 

Payments to government 

Payments to providers of capital 

Employee wages & benefit 

Operating costs 

0.66% 

0.83% 

0.81% 

5.45% 

0.92% 

0.99% 

0.00% 

3.36% 

3.71% 

28.65% 

33.56% 

34.74% 

65.24% 

61.33% 

59.75% 

P.10

Sustainability Team 

Introduction of the Team 

BP Sustainability Team (the “Team”) was established in 2010 with the 

aim to achieve balanced development in the areas of economics, 

environment and society to make sure that the Company is improving 

continuously and developing steadily. In order to boost the improvement 

projects and support the Company’s new factory in Hunan, the team was 

re-structured in 2011, now with more members working on sustainable 

development projects. The team structure remains similar but the division 

of work among team members has been re-arranged. 

P.11

Structure of the Team 

Members of the Team come from our Hong Kong head office and all three 

factories, consisting of top management, members of the Continuous 

Improvement, Production, HR, Finance divisions and Testing Center etc. so 

that the Team can see things from different perspective and unify the power 

of different departments. The concept of sustainable development has 

penetrated into all levels of the Company and all our management and staff 

understand that sustainable development is closely related to everyone’s 

work. 

Contacts of BP Sustainability Department: 

Ms Melissa Leung:melissa@bpbag.com 

Ms Bobie Dai: bobie@bpbag.com 

Ms Anry Zhong:anry@bpbag.com 

Sustainability Team Members & Their Duties in 2011 

Melissa Leung: 

In charge of co-ordination, strategic planning and monitoring of all sustainable 

development projects, data analysis and reporting, tracking of enhancement, 

implementation of economic and environmental projects, promotion and education. 

Bobie Dai: 

In charge of labor policies, performance review of human rights, occupational safety and 

health projects; product responsibility performance etc. 

Andy Dan / Mag Zhou / Anry Zhong : 

In charge of ISO projects, social performance, education, training and promotion, 

employee welfare, data collection etc. 

Hung Chan / Lian Kwong / Wah Lau : 

In charge of resource allocation and monitoring of projects 

Quan Li / Guong Heng Fung / Chen Ho Quan / Wu Zhing Li: 

In charge of lean production, production line improvement and monitoring of ancillary 

facilities 

Chen Ying Yan / Li Wan Xia / Weng Dai Li: 

In charge of collection, analysis and tracking of production data, assistance in 

production line improvement 

Qing Ye / Chen Xiao Lian: 

In charge of collection and tracking of environmental data 

Ye Yen Er / Wai Bai Hua / Lu Yan Yan / Zhang Xiao Yin: 

In charge of collection and tracking of HR data, employee welfare improvement and 

survey, arrangements of education promotion 

Li Qiao Ling / Li Xiao Hong: 

In charge of assistance in performance review of human rights, enhancement projects, 

document control etc. 

Jackie So / Kitty Lie: 

In charge of assistance in product performance review 

P.12

Messages of Sustainability Team Members 

otherwise the balance will gradually collapse and the consequences will spread 

from one level to another like dominos. 

Not only “balanced development” is BP’s philosophy, it is also the principle of 

BP’s Sustainability Team. A company can grow steadily only when every aspect of 

its business is moving forward in a balanced way. It has to achieve economic 

benefits and at the same time take good care of environmental protection, 

employee welfare, social responsibility, product and service quality etc. 

Ms. Melissa Leung, Sustainability Manager 

Many of us ask ourselves a question when we are alone: looking back, after all 

these years, how do I think of my life? 

When we are young, we are always learning and struggling because of our lack 

of experience. We often find ourselves at crossroads, confused about which way to 

go. Most of us will make the decision based on our interest and aspiration, but not 

all of us can maintain a good balance of life. Sometimes when we choose to go for 

one direction, we neglect the other things in life. When we gain something, we 

lose something at the same time. 

The growth of an organization is also like one’s life. From its start, development 

to expansion, there must be ups and downs, each of the decision its leaders make 

will affect its future path. Whether a company can achieve balanced growth 

depends on whether its leaders can take the interest of all stakeholders into 

consideration when making decisions. 

Sustainability is not just a visionary concept, but a practical way to lead us to 

extend our well-being on this planet earth with balanced developments. The three 

areas of sustainable development, economics, environment and society, are 

equally important that we cannot work on one only but neglect the other, 

It is easier to talk about sustainability than to put it into practice, as it requires 

in-depth execution. When carrying out BP’s sustainability work in last two years, I 

have deeply felt that real, effective sustainable development must be based on 

in-depth understanding of the concept, the organization and the stakeholders, it 

requires personal participation, care, love and patience to carry out real changes. 

The effect of sustainable development may not be obvious within a short period of 

time as the focus is to educate and transform thinking, which are about changing 

things in the long run. If someone said he did something that changed everyone’s 

thinking right away, it is just a gimmick to achieve instant changes without a 

long-term strategy, which is pointless since once the focus is shifted, people will be 

distracted again. 

Let me cite two simple examples here. In an effort to protect the environment, a 

company installed a lot of energy-saving equipment, but it has neglected the 

essential part of educating its employees on how to save energy. One day when 

one of its employees leaves to work for another company without energy-saving 

policy, this employee will just put the idea of energy-saving behind his mind. 

Another example is a company which takes employee compensation seriously pays 

its staff very attractive salary. However, it does not pay much attention to health 

and safety at work, consequently one of its employees choose to give up 

P.13

the good salary due to stress and health problems, because he knows money is not 

as important as his health and life. These are good examples that show the 

importance of education and balanced development – they are not stories but 

things that happen in our surrounding every day. 

Many people think that education is only required within the organization; 

however, real sustainability education should extend beyond the employees of the 

organization to their families, friends, children, neighbors etc. We all know that 

education has to start at an early age in order to help our children establish values 

and view of life. The mind of children is like a blank sheet of paper, open to new 

knowledge. They can easily learn from parents and family members, therefore, we 

have to teach them by example. If we make effort to save energy and classify 

waste at home, our children will follow our example and make it their habit. This is 

how wisdom is passed on from one generation to another. 

Our planet earth is our home and the prosperity of our home depends on 

whether we human-beings could work hand-in-hand to protect and develop it. As 

the Chinese saying goes, “with harmony in the family, everything will thrive”, to 

achieve prosperity of our planet in the future, we must give up our selfish motive 

and think for others in order to achieve balance in all aspects of life. 

Story Sharing of Love Education – Everything Starts with Two “Smalls” 

Children are the future pillars of our society and the future of our world. It is all up to us to instill 

values in our children and therefore education by parents is a very important part of social 

development. The growth and education of children depends on the love and care of parents. We 

have to be patient in guiding them to learn everything, and we need to start with two “smalls”. 

First, we have to start teaching children when they are small. The younger they are, the faster 

they learn and easier to be influenced by parents when learning new things. Learning at an early 

age will help children establish a set of disciplines which will become their habits naturally when 

they grow up. Second we have to teach with “small” things. Talking difficult theories is not as 

effective as teaching by example. Every small thing in our daily life is the start for developing a 

good habit. With a solid foundation, children will grow up healthily. 

My child grew up in an atmosphere full of environmental awareness. We live close to the nature 

and therefore he can learn from real life. For example, we observe insects, animals and marine life 

to understand the natural ecology. When he became old enough to develop self discipline, we 

taught him to classify different kinds of waste into different bins, save electricity, save water and 

reuse water etc. We also have organic planting at home as part of our real-life education, and we 

established a habit of eating more green food at home to teach him about low-carbon diet. 

I was delighted to see a drawing by my child when he was about 5 or 6, in which he drew about 

a person with two big bags of rubbish that he was going to dispose, and in front of him were the 

bins we used to sort out waste at home. When we have guests at home, he often reminds the 

guests to sort out the waste when disposing. There was another painting by him that I couldn’t 

understand at first, which was something like a pool. “This is a public shower facility which can 

recycle water; the used water will be treated and become clean water again in the system under 

the pool, so drinking water will not be wasted”, he explained. There was another time when my 

child turned off the independent switch on our power strip and said, “Mom, let me help you and 

dad to remove your cell phones when I see they are fully charged, and I will remember to turn off 

the switch to save power.” 

Children learn from the teaching of their parents from an early stage. It is a tradition that each 

generation passes on to the next generation - teaching our children to care for our environment, 

Educating the child of organic planting at home 

with patience and love. P.14

Ms. Bobie Dai, Sustainability Supervisor 

Sustainable development means the harmonious development among human, 

environment and society. How can we achieve harmonious development? 

Each of us should think of the ways to reinforce the harmony among human, 

environment and society, especially those engaged in promoting the concept of 

sustainability like me. 

Human behavior tends to be directed by traditional thinking. Only by changing 

our thinking that we can change our behavior. How can we change our thinking? 

The answer lies in continued promotion and education. 

In recent years, terms such as “environmental protection”, “energy-saving”, 

“waste reduction”, “harmonious development” are frequently mentioned by the 

media and in conversations. More industries and different walks of the society are 

also putting increasing focus on sustainable development. 

Sustainable development is important and requires a lot of efforts. As long as we 

persist, we are getting closer and closer to success. 

Ms. Anry Zhong, Sustainability Supervisor 

Before joining the Sustainability Team, little did I know about the concept of 

sustainable development. Now as a member of the team, I think of sustainable 

development as the Company, individual, society and the environment depending 

on and promoting the growth of each other. By planning and implementing 

projects related to the company, I get to learn more of its importance. The 

difficulties I encountered also help me learn and hone my problem-solving skills. I 

am learning from my work about the importance of harmonious development 

between the individual and the society. 

Soon after I joined the organization I was put in charge of planning an organic 

farming activity. It was then that I discovered the conventional way of vegetable 

farming requires a lot of input despite the low output. Not only vegetables planted 

this way are exposed to chemicals and hence nutrition and quality issues, the 

conventional way is also not reasonable that the mono-specie mode can easily 

lead to imbalances such as insufficient or excessive supply. Organic farming is 

changing this with high-level management, advanced production technology and 

natural fertilizers to maintain ecological balance. 

I have come to understand more about the measures to preserve the ecological 

environment – the system of protect-as-you-develop, restore-as-you-destroy and 

pay-as-you-use. It is essential for us to clearly establish the rights, obligations and 

interests of environmental preservation and use the means of law, economics, 

administration and technology to protect the environment. P.15

As I have learnt more about sustainability, I also found out that a low-carbon 

lifestyle is healthier, more natural and safer. It is a low-cost and low-price lifestyle 

as well as the trend of our generation. “Low-carbon” is not difficult to achieve and 

it is just one step away from talking about it to putting into action. Reducing 

emission of carbon dioxide and living a low-carbon lifestyle is the responsibility of 

each individual. 

As a conclusion, a low-carbon economy can help to reduce emission of 

greenhouse gases and fight against the global warming and the climate crises it 

brings about. We must start now to promote low-carbon lifestyle and I believe a 

green planet is ours to have if we can make the effort. 

Company. For example, the team organized different activities to make our work 

and lifestyle more positive. Now we are more united in carrying out the actions to 

change. 

The effective operation of a team relies on mutual respect and co-ordination 

between superiors and subordinates. We have to be helpful, encourage each 

other and work hand-in-hand in order to optimize our work and maximize the 

effects of improvements. I hope our staff will participate in the Company’s 

activities more actively and work harmoniously like a big family. We can take care 

of each other and work together in the Company happily. 

Mr. Hung Chan, Sustainability Team Member 

This year the Sustainability Tem has led the employees to take part in a lot of 

meaningful activities. For example, the organic planting was a refreshing activity 

and strengthened our sense of belonging to the Company. We learnt a lot about 

organic planting and the benefits of organic food, increasing our awareness about 

environmental protection and healthy lifestyle. 

Since the Sustainability Team was set up, it has introduced many new concepts 

into the Company and presented new ideas to the staff. After frequent 

communication and training, we have opened up to the new concepts. The team 

has conveyed the new customers’ requirements and environmental information to 

all staff and departments, bringing in constructive influence throughout the 

Ms Lian Kwong, Sustainability Team Member 

I have been working in the Company for 24 years. I started in the finance 

department and now I am the head of factory. Not only have I accumulated 

working experience, I have also mastered new management skills that allow me to 

manage effectively to raise productivity and quality. 

The Sustainability Team has provided training on environmental awareness, 

waste classification, factory improvements etc. Now our staff know how to protect 

the environment and the planet, refrain from discarding waste irresponsibly and 

contribute to a more organized and cleaner working environment. 

I can see a lot of staff born after 1980's working diligently. Faced with the need 

to build a family and a career, their career plans are starting to shape up. (To be 

continued…) P.16

Therefore, providing appropriate opportunities of career development is the key to 

keeping them. On the other hand, those belonging to the post-1990's generation 

are still in the early days of working and have not thought through their future 

plans yet. They are more mobile and therefore the Company should provide more 

guidance on life-planning for them. 

Last year, activities such as Mid-Autumn festival and company trips gave our 

staff sense of belonging and home-like warmth. Everyone participated actively and 

gave positive feedback. These activities fostered communication between staff and 

management and strengthened their mutual understanding. 

This year, I represented the Company to attend some external training. During 

my exchanges with other companies, I got to learn about the outstanding and 

more systematic approaches out there, such as how HR performance is handled. 

Therefore, exchanging ideas and learning is very important for a Company to stay 

sustainable. 

Mr. Guong Heng Fung, Sustainability Team Member 

I am happy to see the changes brought by the active improvements 

implemented by the Company. For a production line to operate smoothly, the 

management must have the experience and ability to give professional advice, 

make efficient work arrangements for better productivity, and carry out regular 

inspection and reviews to make continuous efforts to improve product quality. 

During my over twenty years of management work since 1988, I have enjoyed 

the trust from my superiors that I could freely utilize my experience to put into 

practice in my work. I believe in the old Chinese saying: “If you use a man, don't 

suspect him; if you suspect him, don't use him.” On the other hand, as I understand 

that staff and management have different standpoints and directions, I strive to 

reach mutual understanding through active communications and guidance. When 

staff members express intention to leave the Company, I will talk to them with care 

to help them find out solutions for the problems so that they can have the peace of 

mind to stay in the organization. Some traditional-minded managers prefer to 

use reproach as a way of showing power and educating subordinates; however I 

find such approach out-of-date now. It requires mutual respect to build harmony 

between individuals; therefore, it is my management style to win respect from my 

staff instead of being overbearing. 

I have known my superior for more than 10 years. When he came to me and 

asked me to join this organization, I took up the job right away. The reason is that 

he has great personality and is highly trustworthy. I see him as a brother and work 

with him closely at work. Working here gives me a strong sense of loyalty and 

security. It is not just money but the leadership directions, strong teamwork, trust 

and approval from superiors that will affect our career choices.。 

I deeply appreciate the continuous improvements brought by the Sustainability 

Team to the organization as well as their care for the environment, devoted 

education for the staff, training and promotion work. I give them their full 

support and I hope we would put our strength together like one family and 

continue to help our organization move forward. 

P.17

Mr. Chen Ho Quan, Sustainability Team Member 

I have been in the Company for 24 years and witnessed the progress it made 

over the years. Not only does my job provide for my living, it also gives me the 

space for growing and developing. The growth of employees relies on the platform 

laid by the Company, its success and development. 

With the training provided by the Sustainability Team on environmental 

consciousness, waste classification, factory improvements etc, we are now more 

aware of the need of environment protection. Each of us has our own family, and 

so do waste – they have to be put into their “home”. Toxic and harmful substances 

should be placed in the red bin, recycle waste in the blue bin – this is a habit we 

and our families have developed. 

An employee should have a good attitude towards work. The way young 

people are raised nowadays may have made them too egocentric. They have a lot 

of inspirations but lack commitment towards family responsibilities. They only do 

what they are capable of and give up anything they cannot handle. The lack of 

perseverance is not a matter of generation but a matter of mindset. 

Last year, activities like Mid-Autumn Festival event and company trips improved 

our welfare and strengthened our unity as fellow staff, and at the same time 

provided a good platform for various departments and staff of different levels to 

connect and mingle. We all participated actively and enthusiastically, and 

participants gave positive feedback that they all enjoyed the fun and the prizes. 

Employees and management have become closer towards each other throughout 

these activities. 

This year I had the chance to represent the Company to attend an external 

training organized by one of our clients, which covered a wide range of subjects 

including time management, lean production management etc. I learnt a lot, 

especially now I have a more in-depth understanding about lean production - 

everything starts from improvements, changing traditional practice to 

implementation with scientific and effective methods. This way waste can be 

eliminated and hence higher corporate profit can be achieved. I’ve learnt that 

concepts and methods based on common sense can boost efficiency without 

costing much. 

Ms. Qing Ye, Sustainability Team Member 

Since joining the Sustainability Team in 2010, besides benefiting from the 

teamwork spirit, I’ve also learnt the importance of accurate environmental data 

collection to future analysis from our continuous efforts of upgrading data analysis 

in the past year. Members in the team work closely with and help each other. The 

team gives me support and encouragement at work as well as in life, and it has 

become a motivation for my personal development. 

P.18

Mr. Jackie So, Sustainability Team Member 

Since its establishment in 2007, BP Testing Center has undergone development 

for 5 years and two expansions with continuous addition of testing facilities and 

equipment. Now the center has more than 20 types of state-of-art testing 

equipment that can test more than 50 items, covering most of the scope of bags 

testing. Under the supervision of the Company’s directors and thanks to the efforts 

of our colleagues, the Testing Center has won the compliments and trust of many 

customers, contributing to the business development of the Company. As a 

member of the center, I feel deeply honored and satisfied. 

When receiving the training and supervision by the accreditation institution in 

the beginning, we were under great stress but insisted on rational planning and 

elaborate preparation to ensure smooth completion of the certification. At the 

same time, during the process we were introduced to qualified testing 

professionals and benefited a lot by learning the advanced testing technologies 

and sharing their experience. I realized that the technologies out there are 

constantly upgrading that there are a lot to learn to better myself. 

“By guaranteeing the product quality of our customers, we are protecting our 

own interests” are the words of Mr. Thomas Tsui, the President of the Company, 

during the initial stage of establishment of the testing center. Conducting testing 

and inspection of our products on one hand protects the safety and health of 

consumers, on the other hand, it protects the interests of our customers and our 

own. During our daily operation we intercept substandard materials and prevent 

them from entering into our production process and use by consumers, at the 

same time saving unnecessary costs and expenses. I have a strong sense of 

responsibility as well as enthusiasm for my work. In other words, I feel the 

recognition for my work. 

I joined BP five years ago and time really flies. Over the years I’ve felt that the 

generation keeps moving forward and technology is making great progress every 

day. I keep reminding myself to continue exploring and learning so that I can 

contribute more to the Company– this is another definition of “sustainability” for 

me. 

Surrounding of Hunan Factory 

Hunan Factory Planting Area 

P.19

Review of Sustainability Projects 

Category Items QF CF WT 

Solar thermal hot water generating system ✔ ✔ 

Purchase of new waste classification bins ✔ ✔ ✔ 

Communication, 

Education and 

Training 

Training on raw material restrictions 

The Whole BP 

Training on chemicals and harmful substances 

The Whole BP 

Training and promotion of occupational safety and health ✔ ✔ ✔ 

Introduction of 

Environmental 

Facilities / 

Equipment 

Production and 

System 

Improvements 

Communication, 

Education and 

Training 

Installation of water cooling curtains 

Installation of energy efficient central air conditioning system ✔ ✔ 

Computerized paper-grid making machine 

Fume purifier 

Installation of energy efficient lights ✔ ✔ ✔ 

Installation of LED lighting ✔ ✔ ✔ 

Trial run of permanent magnetic motor on sewing machine 

Installation of separate electricity meters 

Introduction of lean production ✔ ✔ 

Re-organization of warehouse 

ISO9001 & ISO14001 certification 

Salary and welfare improvements 

Management and control of raw material procurement ✔ ✔ 

Internal Assessment and Improvement Program ✔ ✔ ✔ 

Production Line and Factory Improvement Program ✔ 

Quality Inspection and In-line Training Program 

6S Training ✔ ✔ ✔ 

ISO9001 Training 

Expansion of testing center and addition of new equipment 

Introduction of a new supplier assessment and control mechanism 

Communication workshops 

Life goals-setting for employees 

Employee Capability Building training 

✔ 

✔ 

✔ 

✔ 

✔ 

✔ 

✔ 

✔ 

✔ 

✔ 

BP Testing Center 

Suppliers 

✔ 

✔ 

✔ 

Anti-corruption and anti-bribe training ✔ ✔ ✔ 

Education and guidelines on critical illnesses and health ✔ ✔ ✔ 

Fire drills and emergency handling training ✔ ✔ ✔ 

Use of Enablon environmental data control system 

The Whole BP 

Promotion of low-carbon lifestyle ✔ ✔ ✔ 

Training and promotion of energy efficiency and emission reduction ✔ ✔ ✔ 

Environmental Color code system of waste classification ✔ ✔ ✔ 

Protection, ISO14001 training ✔ ✔ ✔ 

Eco-Life, Low Use of pencils made from recycled newspaper & FSC paper in the 

Carbon Lifestyle office 

✔ ✔ ✔ 

New sustainable development announcement board ✔ ✔ ✔ 

Organic planting program 

✔ 

Giving of Christmas gifts with green messages 

Customers 

Recycling of Signing of hazardous waste handling agreements ✔ ✔ ✔ 

Common Waste / Waste classification and treatment ✔ ✔ ✔ 

Wasted Materials Detailed recording and statistics of waste collected ✔ ✔ ✔ 

Labor Welfare 

Improvements 

Promotion of 

Sustainability 

Diet improvements 

New leisure facilities and interest classes 

Setup of staff hotline & Establishment of team’s suggestion box ✔ ✔ ✔ 

Establishment of library 

Collective bargaining ✔ ✔ ✔ 

Employees and family caring activities 

Hunan Chinese New Year caring activity 

Promotion of the 2010 Sustainability Report 

World Vision child sponsorship program 

✔ 

✔ 

✔ 

✔ 

✔ 

All Stakeholders 

The Whole BP 

*QF, CF, WT hereinabove referred to Qifu Factory, Changfu Factory and Wealth Team Factory respectively. 

P.20

Environmental Protection & Green Life 

Energy Efficiency Projects 

In 2010, BP set up the Eco-Design 5R Principles (Revalue, Reduce, Reuse, 

Renew, Recycle) to establish the eco-values of the Company, focusing on 

environmental protection, energy saving and emission reduction. 

After two years of comprehensive collection, analysis and evaluation of the 

environmental data of its factories, the Company has laid a robust foundation for 

its environmental protection efforts and designed some energy-saving programs 

in 2011 with the aim of achieving the sustainable development goals of the 

organization. 

LED in the offices 

independent LED for sewing machines 

Our energy saving efforts include installation of solar-powered water heating 

facilities, use of energy-saving lights and LED in the offices, introduction of 

cooling water curtain on the production floors etc. After the establishment of 

Wealth Team Industrial Co., Ltd. in 2011, we introduced solar-powered water 

heating facilities, central eco-friendly AC system, independent LED for sewing 

machines, energy-saving lights for the whole plant and more into the new factory 

to make sure it is in line with the Company’s sustainable development plan and 

further achieve our target of energy saving. 

Cooling water curtains 

Central eco-friendly AC system 

To better understand the actual situation of the factories and in order to carry 

out appropriate enhancements and achieve the Company’s energy saving target, 

BP started, in 2011, to search for a new way of organizing environmental data. 

With the support of PUMA, we introduced the environmental data system called 

‘Enablon’ into the Company and provided energy-saving and emission reduction 

training at the same time. We are now able to carry out more in-depth analysis 

off our environmental data and hence identify appropriate energy-saving 

enhancements and investments which can balance with the Company’s economic 

developments. 

Solar-powered water heating 

facility in Qifu Factory 

Solar-powered water heating 

facility in Wealth Team Factory 

After an on-site assessment and analysis as a part of the 2011 energy-saving 

and emission reduction plan, BP has installed additional separate meters 

so that, in the future, more accurate environmental data can be collected . 

P.21

According to the analysis of the electricity consumption of the whole 

organization in 2011, the average power consumption of each product was 

Electricity Consumption per Product (kWh) 

0.2008 KWh, a 1.857% decrease compared to 0.2046 KWh in 2010. BP is now 

0.43 

in the stage of testing new energy efficient motor and collecting relevant data 

0.38 

in hope of getting closer to the energy-saving targets. 

kWh 

0.33 

0.28 

0.23 

0.18 

0.13 

Year 2010 

Year 2011 

2010 Average 

2011 Average 

0.08 

Newly installed separate meters 

Trial run of energy efficient motor 

Total Electricity Consumption & Average per product (KWH) in 2010 Total Electricity Consumption & Average per product (KWH) in 2011 

Month 

Total Electricity 

Consumption 

Monthly Production 

(pcs) 

Per Product Electricity 

Consumption (KWH) 

Month 

Total Electricity 

Consumption 

Monthly Production 

(pcs) 

Per Product Electricity 

Consumption (KWH) 

April 2010 68,306 207,323 0.33 April 2011* 52,146 265,929 0.20 

May 2010 91,122 506,624 0.18 May 2011* 64,246 604,772 0.11 

June 2010 109,777 486,664 0.23 June 2011* 80,046 539,494 0.15 

July 2010 103,205 495,006 0.21 July 2011 101,646 462,901 0.22 

August 2010 108,021 331,542 0.33 August 2011 102,798 270,340 0.38 

September 2010 97,466 223,226 0.44 September 2011 88,090 272,170 0.32 

October 2010 86,664 427,769 0.2 October 2011 73,278 290,477 0.25 

November 2010 96,139 680,986 0.14 November 2011 61,890 395,274 0.16 

December 2010 77,296 360,435 0.21 December 2011 60,214 520,911 0.12 

January 2011 72,405 609,979 0.12 January 2012 52,410 158,125 0.33 

February 2011 37,245 233,888 0.16 February 2012 60,970 167,645 0.36 

March 2011 63,355 377,233 0.17 March 2012 65,290 350,243 0.19 

*Above table includes data of Qifu, Changfu & Wealth Team Factories, but consumption of April-June 2011 do not include Wealth Team Factory data 

P.22

Emission Reduction Projects 

Regarding the emission reduction progress we have made this year, in order 

to further break down the data of energy consumption and emission of 

greenhouse gasses, we expanded our data analysis to cover the emission from 

firewood cooking in the factories and the direct and indirect emissions of 

greenhouse gases within the organization. In 2011 the energy consumption of 

firewood burning was 595,434 KWh, while during the period between January 

and December 2011, the total emission of greenhouse gases generated from 

the production and transportation of our three factories was 513.09 metric 

tons. 

Total direct & indirect green house gas emission in Jan to Dec 2011 

Chang Fu Qi Fu Wealth Team All Factories 

Energy related CO2 emissions 

+ CO2 emissions from owned 246.07 200.75 66.27 513.09 tones 

fleet (gasoline & diesel oil) 

total recycled waste was 66,511.77 kg, which was about 55.09% of our total 

waste. (See Tables “Breakdown of Total Waste in 2011” and “Process of Waste 

Treatment in 2011”) 

Fume Purifier 

FSC Paper 

Breakdown of Total Waste in 2012 

Non hazardous Waste (kg) 

Hazardous Waste (kg) 

Production 

Year 

Waste Fabric 

Other 

Production Paper Waste 

Other Non Waste light tubes, waste 

hazardous Waste cartridges, waste ball pen, 

CO2 emissions per product 0.08 0.16 0.28 0.11 kgs 

Type 

Waste 

Without Recycled 

waste batteries, etc. 

Total Production 3,011,092 1,277,172 234,377 4,522,641 pcs 

*Above data for Wealth Team Factory only includes July to December 2011. 

2011 38,596.70 10,867.30 17,047.77 54,152.00 72.60 

2010 74,732.00 8,818.00 No data collection 302.76 

In the past, BP installed a fume purifier to reduce the carbon dioxide emissions 

and carried out waste classification management. In 2011, we also continued to 

use FSC paper from forests with management certificates and pencils made from 

recycled newspaper. In addition to providing a series of training on waste 

classification and environmental management, in order to reach the Company’s 

environmental protection targets, we introduced the color code system of waste 

classification to our staff, after which we conducted an organization-wide 

assessment to make sure all our staff clearly understand our environmental 

protection target and requirements. The Company has outsourced the handling 

of dangerous waste to a qualified company, and we have added a category of 

non-recycled waste other than production waste to the 2011 data. In 2011, the 

*Above table includes data of Qifu, Changfu & Wealth Team Factories 

Process of Waste Treatment in 2011 

Recycled Other Method of waste treatment 

44.91% 

55.09% 

P.23

As the production process of BP does not involve discharge of waste water in 

production, this part is not included in the data analysis. However, in terms of 

general water consumption, the 2011 data shows that our annual per capita 

water consumption was 11.1m 3 , which was up from the figure of 2010, as 

Wealth Team Factory is still in transitional stage after its start only since July 

2011 and there was leakage from broken underground water pipes at Qi Fu 

Factory To solve these problems, BP carried out staff training at Wealth Team 

Factory to improve productivity, repaired the broken water pipes and installed 

separate water meters at Qi Fu Factory to monitor our general water 

consumption more accurately. 

We also provided education on water use and discharge reduction within the 

organization with the purpose to lead our staff towards the direction of saving 

resources and minimizing waste. 

Total Water Consumption & Average per Capita (M3) in 2010 Total Water Consumption & Average per Capita (M3) in 2011 

Month Total Workforce Total Water Consumption Water Consumption per Capita Month Total Workforce Total Water Consumption Water Consumption per Capita 

April 2010 850 5273 6.2 April 2011* 495 6544 13.22 

May 2010 901 6220 6.9 May 2011* 503 6693 13.31 

June 2010 850 6963 8.19 June 2011* 486 7546 15.53 

July 2010 850 6990 8.22 July 2011 723 8493 11.75 

August 2010 850 7334.3 8.63 August 2011 751 8876 11.82 

September 2010 850 6323.3 7.44 September 2011 740 8690 11.74 

October 2010 850 5776.3 6.8 October 2011 716 7731 10.8 

November 2010 850 6798.3 8 November 2011 661 6702 10.14 

December 2010 845 5868.75 6.95 December 2011 615 6655 10.82 

January 2011 697 5287.75 7.59 January 2012 593 4379 7.38 

February 2011 660 4440.75 6.73 February 2012 630 5605 8.9 

March 2011 703 6433.75 9.15 March 2012 642 5957 9.28 

*Above table includes data of Qifu, Changfu & Wealth Team Factories, but consumption of April-June 2011 do not include Wealth Team Factory data 

P.25 

M3 

Water Consumption per Capita (M3) 

18 

16 

14 

12 

Year 2010 

10 

Year 2011 

8 

2010 Average 

6 

2011 Average 

4 

2 

0

The Company has made a big improvement in the area of materials 

procurement control in 2011 compared to the previous year. By using more 

stringent ways to calculate the amount of materials required for production and 

strengthening the inventory control to reduce the material waste, the total 

amount of raw materials procured for production in 2011 was 5,501,894 kg. Even 

though our production decreased by 13%, it is still a significant reduction 

compared to the amount of raw materials procured in 2010. It has showed the 

fruitful result of the Company’s efforts of improving the monitoring of the 

procurement and consumption of major productions and packaging materials as 

well as its inventory control. The product and packaging design by our clients and 

material selection by their product development teams based on concepts of 

sustainable development and minimalistic, low-carbon philosophy also 

contributed to encourage positive results. 

In 2011, BP took a further step towards its commitment to use more recycled 

materials by establishing a trial plan to use biodegradable materials for some 

products. In 2011, recycled materials took up about 21.86% of the total amount 

of materials used; the figure went down from 30.7% in 2010 due to the external 

factors of global economic trends and repositioning of clients’ material 

requirements. (See table: “Raw Materials Total Consumption in 2011” and 

“Percentage of Recycled Materials Used in 2011”) 

Percentage of Recycled Materials Used in 2011 

21.86% 

Common Materials 

78.14% 

Recycled Materials 

Raw Materials Total Consumption in 2011 

Main Materials Year 2011 (kg) % Year 2010 (kg) % 

Nylon / Polyester 6,290,391 90.96 9,601,756 92.71 

Cotton 154,966 2.24 130,933 1.26 

Imitation leather 470,106 6.80 624,312 6.03 

Total 6,915,463 10,357,001 

Other Materials Year 2011 (kg) % Year 2010 (kg) % 

Plastic Accessories 84,675 20.55 87,051 32.84 

Metal Accessories 114,417 27.77 120,906 45.61 

Padding (Sponge, PE foam, 

PE board, etc.) 

212,349 51.54 56,922 21.47 

Others (Lubricant, etc.) 566 0.14 232 0.09 

Total 412,007 265,112 

Packing Materials Year 2011 (kg) % Year 2010 (kg) % 

Plastic Type (Poly bags, 

Plastic Needle, Adhesive 

41,785 22.44 38,668 15.18 

tape, etc. 

Cartons 134,811 72.41 208,009 81.67 

Paper Type (Tissue papers, 

hangtags, etc.) 

9,585 5.15 8,011 3.15 

Total 186,181 254,687 

Year 2011 (kg) % Year 2010 (kg) % 

Total Consumption per 

Year 

7,513,651 10,876,800 

Recycled Materials Used 1,642,484 21.86 3,339,178 30.70 

*Above table includes data of Qifu, Changfu & Wealth Team Factories, but consumption of 

April-June 2011 do not include Wealth Team Factory data 

P.26

Environmental Protection 

Part of BP’s commitment to sustainable development and environmental 

protection is to make sure its materials comply with safety standards and use 

recycled materials when possible. BP already set up a testing center for 

monitoring materials and products by the end of 2007. The center was expanded 

in 2011 February in size with the addition of new testing facilities and additional 

staff with the purpose of ensuring product quality – we want to be responsible 

for both our clients and consumers. BP Testing Center has received recognition 

from the Hong Kong Standards and Testing Centre according to the standards of 

the international sports brand PUMA. Another Japanese sports brand, Mizuno, 

also accredited our testing center after assessment and issued a certificate to 

recognize its qualification since 2007. 

The organization takes responsibility for its products, consumer health and 

safety, as well as reducing the impact of the products on the environment. In 

2011, BP participated in a seminar organized by a customer on the standards for 

chemical and harmful substances to ensure the Company shares the same 

thinking and understanding about environmental protection with the customer 

and implements the standards thoroughly in its production. 

Certificate issued by HKSTC 

(PUMA standards) 

Certificate issued by Mizuno 

BP’s Testing Center 

In the area of chemical testing, we procure raw materials which meet 

international safety standards for our products and send the materials for 

production to international accredited testing center for testing. Our products 

will be delivered only after the testing reports have proven that no harmful 

substances are contained. About 80% of the production materials have to 

undergo this inspection process to minimize the risks to the Company and our 

customers. 

Bally Leathers Flexing Tester 

P.27

Green Factory Plan 

In BP’s Sustainable Development Plan, green factory is one of the key 

environmental protection projects of 2011. After the accreditation of 

ISO14001:2004 of the Qi Fu Factory in 2010, we further strengthened the 

environmental management of the factory by implementing a series of 

enhancements in the areas of training, waste classification, control of 

environment data collection etc. Not only did we achieve improvements of 

quality control and production, we were also able to minimize the negative 

impact of our production activities on the environment, striking a balance 

between operation expansion and environmental protection. 

BP’s Environment Protection Principles: 

1. To uphold the law and regulations related to the environment; 

strengthen the control of various kinds of solid waste; adopt measures 

integrating prevention and improvements of “3 Wastes” and noise. 

2. To carry through the strategies of continuous improvement and 

sustainability development; minimize the material used and waste of 

resources and energy while guarantee product quality at the same time 

ISO14001:2004 Certificate 

At the moment, we are actively leading our staff to develop the habit of waste 

classification. However, in the area of collected waste tracking, we are faced with 

difficulties at different levels. Currently, most waste recyclers in China operate by 

centralized collection and have not yet established clear standards for tracking 

where the collected waste will go to. Therefore, even our factories make the 

effort of classifying the waste; we have no means to track whether the waste is 

really recycled. In light of this, we hope to strengthen our communication with 

the recyclers so that we can get more accurate information about the 

whereabouts of collected waste in the future. We want to contribute to 

environment protection with a responsible attitude. 

Waste Sorting Rooms 

P.28

Case Sharing: Organic Planting – 3.12 China Arbor Day 

In addition to our green production projects, health and education of employees are 

always the top concern of a people-oriented company like BP. The 2011 green factory 

plan included a project outside of production – organic flower and vegetable planting. BP 

organized a day of organic planting activities on March 12, the China Arbor Day, to 

encourage our staff to learn more about the benefits of organic planting. Those who 

were interested in organic planting were encouraged to try it within the factory area with 

seeds and organic fertilizers provided by the Company regularly. This way we help to 

support our staff’s healthy diet, beautify the environment surrounding the factory and 

reduce the environmental pollution from carbon emission and chemical fertilizers in the 

community. We had the honor to invite Ms. Prunelle Paquette, Sustainability Manager at 

PUMA Accessories to participate in our activity, giving us a chance to interact with our 

customer and exchange information about sustainable development. 

On that day, the Sustainability Team distributed information and guidelines about 

organic planting to the participating employees and put up posters throughout the 

factory area. Not only did we arouse awareness of personal health and low-carbon living, 

the positive feedback and support from our staff help to spread the idea of caring for the 

environment to the whole community. As we mentioned in our 2010 report, we hope 

every step we take can remind our staff that even a little can contribute to a better planet 

in the long run. In 2011, it is our hope that the seeds we sowed will disseminate the 

sustainability concept to more members of the society and pave the way for sustainable 

development in the community. 

Organic planting guidelines Employees enjoyed the activity 

Our Organic Crops 

Photos of Organic Planting Activity 

P.29

Ms. Prunelle Paquette, Sustainability Project Manager of PUMA Accessories 

“In the last 2 years I have followed B.P Bag’s progress, various and multiple initiatives and 

projects and I can clearly say that their devotion towards sustainability is grounded on a 

solid foundation and maturing rapidly. They have broadened their actions and focus to 

increase the engagement of each employee’s part of the B.P Bags family and together 

there are making the changes, one step at the time.” 

Employees participated in organic planting activity 

“Organic planting activity is a good memory worth to remember; remember the good 

times we share that moment.” 

“The organic planting activity this year not only gave us a lot of knowledge about health 

and healthy diet, but also brought us to the nature. It was like returning to my hometown, 

I felt very relaxed.” P.30

Low Carbon Living 

Lifestyle education is the foundation for promoting sustainable development, 

and such education must be done with care and patience. By demonstrating the 

connection between low carbon footprint and sustainable development in the 

daily life, we are showing our staff that sustainability is not only a concept that 

BP adopts, but something closely related to their living, health and life. We are 

sowing the seeds of sustainable development through different channels like 

education and seminars, posters, E-circulars and publications. We also 

encourage our staff to pass on the messages and information to their family and 

friends, telling them the importance to teach our children to care for the 

environment and save resources. 

Mr. Dixon Zhu, Sales Department 

“I joined the Company in December 2002 and since then 9 years have passed. BP is a 

company with great prospects and excellent working atmosphere among co-workers. We 

have strong team work and always try our best efforts in serving every customer. I hope 

the Company can organize more group activities and skills training in the coming year so 

we can further improve at work and develop ourselves. 

Since its launch in 2010, the plans of Sustainable Development have been continuously 

carried out throughout the whole BP organization and factories. The changes brought by 

the plans are all positive and have aroused our awareness for the environment, leading us 

to participate in the improvement of the environment of the factories and office. The 

improvement of staff quality is particularly obvious. 

Besides, the Sustainability Team has been promoting low-carbon lifestyle and green office 

recently. These concepts remind me to save water and electricity in daily life and use more 

environmental-friendly products with low carbon print.” 

publications, posters, seminar materials, organic healthy food for low carbon life in 

BP’s factories 

P.31

Management Enhancement 

Management Enhancement Programs 

As a high-quality manufacturing enterprise, we always regard product quality and production efficiency as our core competiveness in the market. To raise product 

quality and production efficiency of a company, the prerequisite is to have an extraordinary management team. Only a well-managed company with strong unity 

among employees can ensure smooth and successful operation. In order to further develop BP’s business, besides implementing a series of improvement projects, we 

also have trainings designed for upgrading management quality. Based on our in-depth analysis and understanding of our management after the Communication 

Workshop and Life and Career Goals-Setting programs, in 2011 we established a training program of management skills and communication skills, including 

management of superiors and subordinates, communication skills, EQ control, bolstering of staff morale, conflicts handling and management, raising team quality etc. 

The purpose of these trainings is to strengthen the management and interpersonal skills of our management team and promote inter-departmental communications to 

ensure that the whole BP team can work seamlessly together to prepare for the different improvement projects in the future. 

Projects for improving management, product quality and production lines: 

Area of improvement Program Purpose 

Management Skills 

Management quality 

To reinforce management skills and interpersonal relations; 

Improvement Training 

improvement 

strengthen inter-department communication 

Program 

Monitoring and 

improvements of 

management and 

Internal Assessment and 

Improvement Program * 

To explore issues of management and production lines, 

analyze and suggest solutions 

production lines 

Optimization of production 

lines and factory 

Production Line and Factory 

Improvement Program * 

To implement and carry out improvement proposals in 

order to reach improvement goals 

Raising product quality and 

productivity 

Quality Inspection and Online 

Training Program * 

To understand staff abilities and conduct training to 

improve productivity and product quality 

* Trial run in 2011, official launch in 2012 

P.32

In order to ensure all members of our management can put their knowledge 

from training into practical work effectively in a sound working environment and 

help the Company accomplish its targets of improving production lines and quality, 

in 2011 BP introduced the new Internal Assessment and Improvement Program, 

which aims to carry out in-depth investigation of corporate management and 

production line issues. The Sustainability Team is responsible for analyzing the 

fundamental causes of the problems, suggesting improvement proposals for 

departmental discussion and conducting the Production Line and Factory 

Improvement Program simultaneously. Recurring assessment is carried out 

throughout the improvement process to ensure the whole plan achieve the 

improvement targets set by the team. The two plans complement each other to 

carry out reviews on a continuous basis to keep the management team abreast of 

the times and constantly improving, ultimately maintaining the high quality level 

of BP's production lines. 

Photos of Management & 

Communication Skills Enhancement 

Training Courses 

Outline of the Internal Assessment and Improvement Program: 

◇ Management system review 

◇ Management skills assessment 

◇ Resources management evaluation 

◇ Production lines and factory on-site evaluation 

◇ Management evaluation of different production divisions 

◇ Quality inspection management assessment 

◇ Evaluation of continued improvement and training 

Ms. Liang Mei Lan, Production Department 

“I am a team leader promoted from the Sampling Department. It takes time to adapt and 

learn; luckily I have the Company’s guidance and training to help me.” 

P.33

Production Optimization & Quality Enhancement 

Production Line Optimization 

Since the introduction of lean production management to BP's production lines 

in 2010, our production lines have been gradually optimized, reducing unnecessary 

waste by organizing the production area and managing material procurement in 

particular. Benefiting from lean production, our production team and quality team 

can now discover production and quality issues quickly and take action promptly, 

hence product quality has improved. 

In the course of the lean production improvements in 2010 and 2011, BP has 

analyzed and reviewed the measures taken in 2010 with the following conclusions: 

In the process or production line optimization, we received positive feedback as 

well as opposition. Employees have different ideas about tidying up – some hope 

to have neat production lines so that work can be easier and safer, while some feel 

too exhausted to do the cleaning up after a day of work. It takes time to build and 

change habits, and the best way is to let them penetrate into their daily life over 

time. Through system reform, encouragement and continuous reminder by 

Sustainability Team, and support among employees, we hope that our staff will 

eventually understand the benefits of maintaining a clean and organized 

workplace to their work and personal safety. 

2010 Reform Measures Results accomplished in 2011 

Reform of the workshop and Saving of preparation and personnel movement 

improvement of the balance time of about 3% for the same product design; 

and layout of production decluttered working environment due to reduced 

lines 

accumulation of semi-finished products 

Reform of the warehouse Reduced waste by material control; clean and safer 

and production lines - 6S production lines; saved time by orderly workflow 

improvements, visual 

management etc. 

FIFO approach 

Saved space and more organized warehouse 

Cause & effect analysis for Able to discover issues quickly and saving time and 

product quality analysis re-work; enhanced product quality and customer 

satisfaction 

Ms. Yang Ju, Production Department 

“Our plant is now a more comfortable working environment after the organizing and 

clean-up. There have been times when things were not done properly, but now our 

supervisor set up some new rules for the department, we all try our best to comply with 

them. Superiors who are understanding and treat staff fairly create a happy working 

environment for all.” 

P.34

Improvement works carried out in 2011: 

◎ 

Continuous improvements of the production area 

◎ 

◎ 

◎ 

◎ 

Improvements in SOP content 

Optimization and improvement of production tools 

Better control of the Seven Wastes 

Additional training courses 

Before Improvement 

6S & Visual Management 

After Improvement 

SOP Board 

Warehouse 

Use of Computerized pattern cutting machine 

P.35

Quality Enhancement 

ISO9001:2008 Quality Management System 

Our customers are always our priority and product quality is the ultimate goal 

that we spare no efforts for. In 2010, our Qi Fu factory obtained the ISO9001: 2008 

Quality Management System Certification successfully, paving a rigid foundation 

for the sustainable development of the Company. We have carried out the 

following factory improvements to enhance the system: 

◇ 

◇ 

◇ 

◇ 

◇ 

◇ 

◇ 

◇ 

Re-arrangements of duties and positions 

Establishing SOP for different departments 

Efficient use of machine to match with human input 

Preparation of working instructions 

Using effective procedures to strengthen supplier monitoring and 

ensure the quality and accurate delivery of raw materials 

Rational planning of warehouse areas, re-arrangements and labeling, 

adoption of first-in-first-out approach to eliminate waste 

Improving the workflow of the shipping department and customer 

satisfaction research procedures 

Launching lean production with SOP to improve production efficiency 

Mr. Huang Yi Hui, Production Department 

“After the trainings on workflow and system, I have a clearer understanding about the 

working procedures now. In the past I just got on with whatever work I was assigned 

without thinking much of the workflow. Now with clear working procedures, I understand 

what the next step is in the flow, it makes operation smoother and easier to make 

appropriate arrangements.” 

ISO9001:2008 Certificate 

Ms Ling Ye, Shipping Department 

“Since the introduction of the ISO management system to lead operation, the Company has 

changed and grown a lot. We have also learnt a wide variety of environmental information. 

Personally I hope for the prosperity and advancement of the Company. By working 

together in a systematic way, the Company has a lot of room for further development.” 

P.36

Mr. Huang Yin Hai, Production Department 

“The Company has set up work in process standards to remind us what to pay attention to 

in the production process. These WIP standards make requirements clear to us and provide 

guidelines to train our staff, taking pressure off from our work. The Company also takes the 

initiative to lead us improve our working environment hygiene by teaching staff how to 

keep the place clean and organized. This has also lessened our burden.” 

Mr. Liang Xiao Wu, Purchasing Department 

“The introduction of management system has brought many positive changes to the 

control of raw material procurement. Compared to last year, we have more accurate 

calculation of material usage and more precise control of purchase volume to avoid waste. 

In the area of suppliers’ quality, due to strengthened communication with suppliers as well 

as the clear and strict requirements, we have achieved improvements in raw material 

control and reduced the occurrence of problems.” 

During early stage of introduction 

of ISO9001 system in 2010 

Lack of understanding about the 

system, staff held on to the old 

system and reluctant to change 

When the SOPs were introduced, 

many departments were not used to 

the changes 

During the early stage of rational 

warehouse planning and 

introduction of FIFO approach, it 

took a long time for warehouse staff 

to reorganize 

It took time for some staff to receive 

training on how to work according to 

the working instructions 

Improvements accomplished in 

2011 

After training, staff took the 

initiative to learn and work with the 

system, making suggestions for 

improvements frequently 

After the adjusting period, staff 

found that there were less potential 

errors and thus started to accept the 

SOPs 

The warehouse became more 

organized, with more space for 

storage and better control of raw 

materials, reducing waste of 

materials and search time (for 

material control information please 

refer to the "Emission-reduction 

Projects" section on P.23-26) 

The clear instructions reduced 

re-work rate and boosted product 

quality and productivity. Staff 

commented that the working 

instructions boosted their confidence 

at work 

(Defect rate dropped 1.37% 

compared to before ISO9001 was 

introduced) 

P.37

Comparing before and after implementation of the ISO9001:2008 system, the 

productivity and production efficiency of Qi Fu factory have increased: daily 

productivity rose by 5%, product passing rate went up 5.9%, delivery timeliness 

increased by 3.8%.*(Analysis of 2010 data) 

100% 

95% 

90% 

85% 

80% 

ISO9001:2008 Implementation Comparison 

Product'n 

target 

achievem't 

rate 

Delivery on 

time rate 

Product 

qualified 

rate 

Ms. He Feng Ying, QC Department 

“I have worked in the Company for almost eight years, starting as a team leader. Now I 

have become a supervisor of the quality department thanks to the experience I’ve 

accumulated as well as the appreciation and trust from my boss. 

I am very active in 

expressing my ideas and always make suggestions when I see there are improvements that 

are necessary or when there is any department not doing their job properly, because I want 

to help the organization grow and advance. 

Suppliers' 

delivery on 

time rate 

Sampling 

delivery on 

time rate 

Before 

After 

I have witnessed the Company’s expansion all these years. I feel honored as a part of it and 

my efforts have paid off. As I have grown together with the Company as a member of its 

management, I have realized that in additional to listening to my subordinates’ voices, I 

also have to understand my superiors’ difficulties, so that we can find the balance for the 

Company’s developments and everyone can work happily in the organization. To this end, 

communications is very important - regular meetings, proactive proposals, frequent 

reviews for improvements etc. contribute boosting the quality of work. Personally I like to 

reflect on myself to find out the problems I have and think of solutions to solve them. As a 

supervisor, I don’t hold myself unapproachable but listen to my staff’s voices at the right 

time to communicate with them effectively and show my appreciation where appropriate. 

As the Company’s is making great progress, I can also see the changes and improvements 

made by our superiors. They are not just making changes for the Company’s profit but 

really thinking of what they can do in order to build better connections with the staff so 

that the Company can keep up with the society. I really appreciate their hard efforts. 

It is not easy to manage an organization. Using the right people for the right positions is 

essential, as well as the charm as a competent leader. Only by working closely with the 

supervisors of other departments to communicate, support and make suggestions to each 

other we can lead the Company forward together. There are times when new managers 

find it difficult to adapt to the management’s philosophy right away and have difficulties 

performing their tasks or technical problems. Leadership skills training and requiring them 

to uphold the standard operating procedures are very important in this situation. It is our 

belief that letting our people learn from the errors they made, together with continued 

training and helpful reminders, is much more effective than blaming them for what they 

did wrong. 

Nowadays, employees in particular the young ones are more mobile than they used to be. 

The education level of our workers has also improved. Everyone wants to be respected, and 

hopes to communicate with the management and receive fair treatment. I see the 

Company as my second family and my daughter has also joined the organization after she 

graduated. We are here to grow with the Company and we truthfully hope to see it 

becoming better and better over time.” 

P.38

Improvement works of the quality system in 2012: 

‣ Continued review of system imperfections and improvements 

‣ Additional communication with and training of sub-divisions to 

enhance system operation 

‣ Established the "Quality Inspection and In-line Training Program" to 

provide timely training and correct in-line error in order to reduce 

waste and improve quality 

‣ Raised quality improvement target: drop of another 1% in defect rate 

than 2011 

QC & Packing 

Expansion of BP Testing Center 

In the process of quality control, other than the control measures taken on the 

production lines, BP also strictly upholds the law and regulation to ensure the 

products meet the international standards specified by our customers. As a 

responsible and professional company, we constantly review and improve every 

aspect including product design development, material procurement, production 

process, material identification safety labels provided by customers etc. to ensure 

the products conform to environmental standards and health and safety 

standards. 

At the end of 2007, BP already established a testing center to conduct physical 

inspection of materials and products with the purpose of upholding our customers' 

product quality and being responsible for consumers (please refer to 

"Environmental Protection" on P.27 for information about the laboratory). In the 

area of chemical testing, the Company procures raw materials that meet 

international safety standards and send them to internationally-recognized testing 

centers for chemical testing. By being responsible for the product, BP strives to 

minimize the risks of the Company as well as our customers and protect the health 

and safety of consumers. As a result of these efforts, up to 2011, there has been no 

issue of breaching law or regulation of provision and use of product or services in 

BP. 

In order to catch up with the latest norms, meet international standards and 

fulfill the Company's commitment to sustainable development, in February 2012 

BP expanded its testing center with the purpose to further improve product quality 

and reduce operating risks. We want to ensure customers and consumers that they 

can buy our products with peace of mind and lead the whole organization to take 

a further step towards the target of sustainability. 

Humidity Controlling Room 

Metal Detection Equipment 

P.39

Expansion outline: 

◇ Area expansion of Testing Center 

◇ Expanded crew at the Testing Center 

◇ Additions and replacements of testing equipments 

Area Expansion Floor Plan 

Mr. Jackie So, BP Testing Centre 

After Expansion 

“Now the center has more than 20 types of state-of-art testing equipment that 

can test more than 50 items, covering most of the scope of bags testing. Under the 

supervision of the Company’s directors and thanks to the efforts of our colleagues, 

the Testing Center has won the compliments and trust of many customers, 

contributing to the business development of the Company. As a member of the 

center, I feel deeply honored and satisfied. 

‘By guaranteeing the product quality of our customers, we are protecting our own 

interests’ are the words of Mr. Thomas Tsui, the President of the Company, during 

the initial stage of establishment of the testing center. Conducting testing and 

inspection of our products on one hand protects the safety and health of 

consumers, on the other hand, it protects the interests of our customers and our 

own. During our daily operation we intercept substandard materials and prevent 

them from entering into our production process and use by consumers, at the 

same time saving unnecessary costs and expenses. I have a strong sense of 

responsibility as well as enthusiasm for my work. In other words, I feel the 

recognition for my work.” 

P.40

Labor Rights, Communication & Welfare 

BP Employees 

We are a people-oriented company – one of the important elements of BP’s 

philosophy is that we see employees as our core asset. Compensation, welfare, 

career opportunities, training, education, work and living environment are all 

areas that BP pays close attention to. BP upholds the code of human rights and 

principle of equal employment and boycotts any discriminatory behavior in all 

aspects of recruitment, promotion, training, compensation etc. 

After streamlining its production in 2010 and relocation of production base to 

the north in 2011, the total number of employees of BP head office and its three 

factories remained between 630 and 800 in 2011, relatively less than that of 2010. 

79.7% of our staff came from provinces outside of Guangdong, a rise over the 75% 

of 2010, due to the reason that the younger generation of Guangdong province 

now enjoys wider career choices as their education has improved in recent years. 

100% 

90% 

80% 

70% 

60% 

50% 

40% 

30% 

20% 

10% 

0% 

2011 2010 2011 2010 2011 2010 2011 2010 2011 2010 2011 2010 

Board 

Members 

Proportion of Employees by Gender 

Senior 

Management 

Middle 

Management 

Administration Production Others 

Male 3 3 8 10 27 26 4 17 174 262 20 27 

Female 0 0 12 14 34 26 41 44 338 290 19 16 

4.9% 

1.3% 0.7% 

1.9% 2.2% 2.6% 1.2% 0.6% 

4.1% 

37.1% 

Total Workforce by Region in 2011 

20.3% 

23.1% 

Guangdong 

Guangxi 

Hunan 

Sichuan 

Guizhou 

Hubei 

Henan 

Jiangxi 

Hainan 

Yunnan 

Chongqing 

Others 

P.41

As of March 2012, the three BP factories employed 680 full-time staff, 

including 23 directors and senior management, 512 production staff, of which 

53.2% are under 35 years of age and all staff over 18 years of age. All employees 

are recruited through a stringent recruitment process and evaluation system to 

make sure they are of legal working age and to establish and maintain authentic 

personal profile of each employee. Therefore, there was zero case of inappropriate 

employment of child labor in 2011. When an under-age person comes to apply for 

a job, the Company will arrange a position according to the legal regulations to 

ensure the work does not compromise their physical and mental wellness. At the 

same time, we are extending such requirement to our suppliers to work together 

with them in regulating staff management in the whole supply chain. 

Labor Rights 

We highly value labor rights and strive to protect our employees’ rights by 

setting up a reasonable, legal, open and transparent compensation system in 

accordance with international labor conventions, local law and regulations and 

social responsibility standards of our clients. We have also set up a management 

system based on these standards with the aim to build harmonious 

labor-management relations. There is a robust framework to prevent any behavior 

of forced labor and to eliminate any obstacle of freedom of association and 

collective bargaining so that employees can elect their representative as they see fit. 

We have also established a regular communication mechanism between employee 

representatives and management and hired a NGO to set up a labor hotline. 

Proportion of Mangement & Ordinary Staff in 2011 

Board Members Senior Management Middle Management Ordinary Staff 

Total Workforce by Age Group in 2011 

0.4% 2.9% 9.0% 

87.6% 

11.3% 

17.2% 

18-22 

Proportion of Directors & Senior Management by Age Group in 2011 

35.4% 

36.0% 

23-35 

36-45 

>45 

22% 

43% 

35% 

23-35 

36-45 

>45 

P.42

Proportion of Directors & Senior Managemet by Gender 

48% 

52% 

Female 

Male 

In addition, in terms of basic salary, regardless of gender, region, working in 

Guangdong or Hunan, employees of the same rank and ability working in the 

same district will receive equal compensation. The Company only adjusts one’s 

compensation based on his/her working experience, performance and seniority. 

Therefore, there was no case of discrimination, serious forced or compulsory labor, 

breach or serious harm of freedom of association and collective bargaining 

neither in 2010 or 2011 

This year 65.3% of our total employees and more than 50% of our top- and 

mid-level management are female. We ensure that there is no discrimination of 

race, gender, region, religion, social background, political perspective etc. and 

everyone is treated equally. In 2011, in order to express our respect for freedom 

of association and labor, in addition to encouraging employees to join union 

freely and elect union representatives, we have extended the signing of binding 

collective bargaining agreement to 100% of our employees that now everyone 

can choose to take part in the negotiation of compensation and welfare. This 

shows our high regard for our employees and creates a sense of belonging. 

Staff Communication 

We have included the percentage of new employees in the 2011 data so that 

our 2012 data analysis can provide a better understanding about the internal 

personnel movements to our stakeholders. First, our average staff turnover ratio 

in 2011 was 9.9%, a drop of 1% from 2010. Looking at the breakdown of age 

ranges, the loss of 18-35 year-old employees was 10.3% less than the previous 

year. In order to reduce employee turnover effectively, BP has conducted an 

in-depth staff situation analysis since 2010. We found that there is a higher ratio 

of quitting in the 18-35 age group, therefore, as part of the solution we are 

recruiting more employees in the 35-45 age group who are more experienced 

and value work stability. 

Proportion of Workforce of 

Minority in 2011 

Proportion of Directors & Senior 

Management by Minority 

Employee Turnover Rate by 

Age Group in 2011 

Employee Turnover Rate by 

Age Group in 2010 

4.7% 

95.3% 

Han 

Nationality 

Minority 

4% 

96% 

Han 

Nationality 

Minoriy 18-22 

34.8% 

23-35 

40.4% 36-45 

Others 18.3% 

24.8% 

>45 

6.6% 

23-35 

34.3% 36-45 

Others 10.1% 

14.5% 

18-22 

51.2% 

>45 

4.4% 

P.43

Total Number and Ratio of Staff Turnover in 2010 and 2011 

Monthly Turnover Monthly Total 

Turnover Rate 

Month 

(FTE) 

Workforce (FTE) 

Year 2011 Year 2010 Year 2011 Year 2010 Year 2011 Year 2010 

Apr 39 85 540 850 7.2% 10.0% 

Employee Turnover Rate by Gender in 2011 

41.4% Male 

58.6% 

Female 

May 49 129 552 901 8.9% 14.3% 

Jun 71 91 537 850 13.2% 10.7% 

Jul 86 106 774 850 11.1% 12.5% 

Aug 68 133 801 850 8.5% 15.6% 

Sep 64 91 792 850 8.1% 10.7% 

Oct 88 94 767 850 11.5% 11.1% 

Nov 59 43 705 850 8.4% 5.1% 

Dec 27 55 657 845 4.1% 6.5% 

Jan 137 77 636 697 21.5% 11.0% 

Feb 74 75 666 660 11.1% 11.4% 

Mar 43 82 680 703 6.3% 11.7% 

Annual Total & 

Average 805 1061 8107 9756 9.9% 10.9% 

Turnover Rate 

BP Guangdong Turnover Rate by Region (except Wealth Team Factory) in March 2012 

Total FTE Turnover FTE Turnover Rate 

Guangdong Area 135 6 4.44% 

Other Provinces 349 16 4.58% 

Wealth Team Factory Hunan Area Turnover Rate by Region in March 2012 

Total FTE Turnover FTE Turnover Rate 

Hunan Area 184 20 10.87% 


Monthly Total Number & Proportion of New Employees Hired 

New Employees Annual Total Workforce Proportion of New Employees 

357 8107 4.40% 

BP Guangdong Employee Hiring Rate by Region (except Wealth Team Factory) in March 2012 

Total FTE New Hiring FTE Hiring Rate 

Guangdong Area 135 5 3.70% 


Wealth Team Factory Hunan Employee Hiring Rate by Region in March 2012 

Total FTE New Hiring FTE Hiring Rate 

Hunan Area 184 38 20.65% 


New Employee Hiring Rate by Age Group in 2011 

28.0% 

6.2% 

40.9% 

24.9% 

18-22 

23-35 

36-45 

>45 

P.44

We also understand that more than half of our employees are post-80’s or 90’s 

generation, who are more educated and have different expectations towards their 

career and standards of living from the older generation. In light of this, we invited 

a non-government organization, The Institute of Contemporary Observation (”ICO”) 

to organize a communication workshop in 2010 to show our respect for our 

employees as members of the organization and encourage their participation in 

the decision-making process. In 2011 we continued to launch a series of activity 

such as employees’ hotline, questionnaire surveys, visits and family care etc. to 

find out what our employees really need. We also help our employees to set their 

life and career targets, organize classes in collaboration with ICO to support their 

growth, and provide a wide range of after-hours activities and recreational 

facilities. 

Our management values the communication between management and 

employees. On the weekly meeting, our senior management puts forward the 

most recent and important items for review, discussion and resolution, while on 

the monthly meeting, union representatives will talk to management about the 

topics of most concern to employees such as salary, working hours, occupational 

safety and health, work stability, opinions about the Company’s development and 

management. 

The foundation of effective communication is to let representatives to reflect 

the voice of our workers, so that they have a say about their welfare. Therefore 

worker representatives are elected by way of secret ballot. The management and 

Sustainability Team review the union meeting minutes of the factories regularly. 

From the meetings, we can see that in addition to the routine meeting, a lot of 

discussion has been about workers’ welfare and living. Each of the proposals and 

concerns raised during the meeting will be discussed in detail among the 

management, the team and the worker representatives in order to respond and 

work out solutions actively. 

Balanced development of work, physical and mental is an idea that BP always 

advocates. Like the concept of sustainable development, we also need to achieve 

our own balance in order to carry on our work. From organizational development 

to individual growth, every level of our plan is based on a concept of balanced 

development. This way our employees can envision a foreseeable, promising and 

bright future. Our Sustainability Team will continue its in-depth investigation by 

interviewing employees from all ages, gender, race and regions to care for their 

needs and give them the opportunities to express their opinions. We strive to 

create a harmonious working and living environment for everyone from 

management to workers. 

In order to bolster the relations between the management and staff, 

according to the survey statistics from the 2010 Goals Setting Project, BP invited 

ICO to design an interpersonal skills course for the Company so that both 

management and staff have better understanding of how to communicate at 

work. This has helped to fill in the communication gap at work and our employees 

have also benefited from the professional management training, paving the 

foundation for the Company’s growth. P.45

Case Study Sharing: Communication Workshop 

On 3 and 4 December 2010, BP invited a non-government organization (NGO), 

Institute of Contemporary Observation (“ICO”) to organize a communication 

workshop for our staff with the purpose to gather staff together to brainstorm 

ideas of problem solutions, strengthen their sense of belonging and improve the 

communication channels between staff and management. 

Employees are encouraged to write down the company issues they are concerned 

with and select the top five issues by way of voting. Votes of all staff were then 

counted to determine the top five issues of the Company. Following the morning 

sessions, three discussion meetings were held in the afternoon to encourage staff 

to come up with solution proposals for the five issues identified. Their suggestions 

are gathered and summed up right away. 

Senior Management - ICO Advisory Panel Communication Meeting 

From 3 December, with the assistance of BP Sustainability Team a consultant 

from ICO started to interview our mid- and top- management, leaders from base 

level, clerks and production staff to have an initial grasp of our staff situation and 

in-depth understanding of the thoughts and feelings of our management and staff. 

Staff enthusiastically holding up Staff actively writing down their 

hands to speak out questions comments in solution meeting 

After reviewing concluding the solutions suggested by our staff, the ICO 

consultant submitted an action plan for solving the top five issues to the 

Company’s decision-makers. After thorough consideration, the management found 

the suggestions practical and workable, therefore agreed to improve the working 

environment and living environment of the Company according to the employees’ 

proposals. An all-hands meeting was held to announce the management’s 

commitment. 

ICO Consultants assembled the grassroots employees for communication meeting 

to find out problems and to vote 

In the morning of 4 December, we organized three “Problems Discovery” 

sessions for our production staff, management and office clerks respectively. 

Smile on staff face & active participation showed sense of ownership P.46

The two-day communication workshop gave our staff a chance to raise 

suggestions or even complaints about their work and living environment. We 

encourage our staff to come up with improvement proposals, and our adoption of 

their ideas gives them the feeling of being in charge. The workshop has boosted 

employees’ confidence in the Company and their sense of belonging. 

After the successful Communication Workshop in 2010, employees became 

more positive and enthusiastic at work and had better interactions and 

communications among each other in 2011. Other than actively discussing opinions 

of employees, BP Sustainability Team also introduced many work and training 

projects that allow direct interactions with employees and reinforce their 

participation in decision-making by giving them opportunities to express their 

opinions and thoughts in each area. We carefully listen, actively assist and respond 

to our staff to fortify their sense of belonging and trust. 

Employee Welfare 

Most BP employees come from other provinces. We understand that the 

Company is like a second home to our staff and it is important to provide a warm 

“home” in order to retain them. In the Chinese Confucian thinking, it is believed 

that to convince everyone under the same sky to move towards the same goal, 

one should govern a nation well. In order to do that, one must have a harmonious 

family first, and before being able to have that, one must learn to train 

himself/herself to be a better person. The planet earth is what we share under the 

same blue sky, and in order to achieve sustainable development for the world, we 

must first bring good order to our family, that is, the BP organization. Our family 

members rely on us to provide them a warm and stable environment to help them 

become a better person. 

We care about the working environment and quality of life of our staff; 

therefore we listen carefully to the voices of our grass-root employees about how 

to improve their living and welfare. We provide recreational facilities and 

activities for staff to enjoy and expand their knowledge outside of work. 

Dormitory & Canteen 


“I was impressed firstly by the devotion of the owners and business partners of BP to 

initiate and engage in this communication workshop. By hiring a sustainability manager, 

BP has made a huge step towards deep improvement within this company.” 

P.47

◎ Free accommodation: We provide free dormitory for employees 

who need accommodation. We ensure that everyone has enough 

living space and provide sufficient facilities in the dormitory such as 

shower rooms, lockers etc. We also provide family room for couples 

who both work for us so that they can feel a sense of belonging. 

Cleaning is provided for the dormitory to ensure the hygiene and 

cleanliness of the living environment. 

◎ Free catering: Each of our three factories is running a canteen to 

provide free food to our employees. We emphasize the freshness, 

hygiene and nutrition; balanced-nutrition in particular. Our 

canteens have received hygiene permits and health check 

certificates for the canteen staff issued by the local authorities. We 

also have regular sterilization programs and food poisoning 

emergency procedures in place. 

◎ Library: BP wants to improve the quality of our employees’ 

after-work life as well. In 2010, we have set up a trial library in the 

Qi Fu dormitory where we provide books of different genres to 

support nurturing of knowledge and concepts of sustainable 

development. 

Library 

Basketball matches 

◎ Basketball team: We established the BP basketball team for our younger 

staff to strengthen their relations with each other and boost their sense of 

belonging to the Company. The players get to train physically and enjoy 

themselves during the many basketball games we organize. 

◎ 

◎ 

◎ 

Recreation: In addition the existing basketball and badminton facilities, 

in 2010 we added new recreational facilities like table tennis, Chinese 

chess, checker games etc according to the opinions of 80% of employees 

interviewed. Our Sunday after-dinner movies are also popular among our 

elder employees and those who prefer less physical activities. 

Snooker Table tennis 2011 Company Trip 

Company trips: In 2011, BP organized a trip to Chime-Long Water Park for 

our employees and their families. Not only did we make it an event of fun 

and mingling, we also promote environmental awareness among our staff 

by encouraging them to bring their own dining utensils and reduce use of 

disposable utensils. Our staff enjoyed themselves to the full in the rain and 

took a lot of pictures to remember the happy moments. 

Interest activities: In order to help our staff to enrich their pastime and 

achieve a balanced lifestyle, we have organized events such as Chinese 

New Year Festival, Mid-Autumn Festival gathering, snooker contest, 

makeup classes etc. Employees of all ages and levels enjoyed the activities 

and felt the Company’s care for them. We were in particular delighted to 

see the enthusiastic participation at the Chang Fu factory’s Mid-Autumn 

Festival gathering and receive positive feedback from our staff asking for 

more similar recreational activities. 

Winners of snooker 

contest 

P.48

Ms. Fu Shun Lan, Production Department 

“Soon after joining the factory, I became one of the employee representatives of the labor 

union and have since witnessed many changes in the Company. In 2009 we brought up the 

issues of time management of incoming materials and overtime working on the union 

meeting, for which obvious improvements have been seen as a result of the continued 

efforts of workflow and system enhancement in 2010. The Company has made our work 

easier. 

Regarding quality control, as the team leader of the Downstream Preparation Team, I 

have observed that since the strengthening of on-line quality control by the Company, the 

rework ratio of finished products has decreased and we no longer need to work overtime 

to meet deadlines. Our life has resumed the rhythm it is supposed to be. 

In terms of welfare improvements, we are happy with the Company’s reform of reward 

approach and ratios. My subordinates have become more proactive at work under the 

reward system. We also participate in the after-hour activities organized by the Company 

such as interest classes. We benefit from the expanding variety of activities as they make 

our life more meaningful. 

In the area of staff training, as a team leader I always provide training for my team 

members to keep up with the company’s developments and new knowledge to help 

them understand the organization’s system, requirements of work standards, 

occupational safety and health education etc. Thorough understanding of the company 

gives workers a good sense of security at work. 

Communications among individuals is very important. My communications with my 

co-workers and subordinates is based on mutual respect, kindness and care. I treat 

those elder than I am as older brother and sisters, whom I respect and be amiable to. I 

also make sure to be kind to young newcomers to build mutual trust and give them the 

sense of security. They call me their “bigger sister” and I also guide them as if they were 

my children, correct them when they are not meeting the Company’s or the clients’ 

standards to ensure work efficiency and top quality. 

I look forward to more training from the Company for us to add value to ourselves and 

contribute to the Company’s future improvements.” 

Mr. Zhang Jian, Warehouse Department 

“I joined the Company more than 8 years ago and learnt a lot from my work. Many 

employees like me left our hometown in hope of making more money for a better living. 

When we are busy to make ends meet, we don’t think too much about learning outside of 

work. To change this kind of atmosphere and to improve our culture, the first thing to 

change is the mindset. 

Our company welfare gives us motivation for work. I hope the Sustainability Team will 

continue to introduce more leisure facilities of different types for employees of different 

generations and interests to enjoy, so as to encourage employees to participate in more 

activities and more frequently.” P.49

Health & Safety 

Health & Safety Education 

“Home” is where we feel comfortable, safe and warm. A lot of BP employees 

work far away from home, and we understand the feeling of nostalgia. We know 

only by providing a warm home for our staff, where they can feel the sense of 

belonging, stability, safety and comfort, that we can keep them in the BP family 

and grow with them together healthily. As a manufacturing company, the working 

environment and safety at all factories, dormitory hygiene as well as the health 

issues of our staff are all top concerns of BP. 

We design and build our working and living premises according to the local laws 

and regulations on occupational safety and health, national compulsory industry 

standards and our customers’ requirements, and at the same time monitor the 

safety of our production process strictly to ensure the health and safety of our 

staff. 

In order to ensure each of our staff work and live in a healthy and safe 

environment, in addition to routine fire drills and fire-fighting system inspection, 

we also have a safety and production management system in place to govern the 

prevention and emergency handling of work-related injuries, occupational 

diseases and major safety incidents at the factories. In 2011 , the Sustainability 

Team and Safe Production Management Team worked together to carry out 

inspection, re-organization and improvements of the working environment, 

develop the “6S” improvement materials for training and put on educational 

posters to help create a clean, comfortable and safe working environment. We also 

fostered education and promotion to boost the self-discipline of our staff in order 

to maintain our accomplishment after improvements. 

6S 

Improvement 

Training 

Materials 

EHS 

Advertisement 

Employees work safely with machines & wear ear plugs for protection 

P.50

The Company provides an intensive health and safety training every month for 

the new employees, which includes explanation of factory safety production 

regulations and equipment operation demonstration. In addition, leaders of the 

basic levels of each division will independently supervise their subordinates on the 

best practice of operating the equipment for their job duties and key points of 

safety production. In 2011, the Sustainability Team prepared and printed 

education information on health and safety at work for employees and 

encouraged them to teach their family to pay attention to occupational health and 

safety as well. Besides, the Sustainability Team also arranged seminars to increase 

the knowledge of critical illness and these were taught specifically for the 

prevention and control of the recent avian flu, tuberculosis, hepatitis B and AIDS. 

Booklets and leaflets are distributed to the employees and their family to pass on 

the health-related information in the community. In 2011, there was no case of 

work-related injury or occupational disease in the Company, and the monthly 

absence rate was 2.44%, which has risen from 2010. The reasons for taking leave 

included family reunion during the summer holidays and national day holidays, 

returning to hometown during the Chinese New Year and the transitional changes 

for the Wealth Team factory staff, however, the situation did not impose any 

adverse impact on our operation. In fact, we made special arrangements for 

employees taking leave as we understood the feeling of working far away from 

home. This has strengthened the employees’ sense of belonging to the Company, 

which is in the end, favorable for the Company. 

Rates of Absenteeism 

Month Year 2011 Year 2010 

April 1.70% 1.47% 

May 1.21% 1.58% 

June 1.14% 1.58% 

July 2.46% 2.24% 

August 3.35% 1.63% 

September 3.03% 3.92% 

October 3.86% 1.45% 

November 3.10% 2.18% 

December 2.30% 1.78% 

January 3.23% 0.70% 

February 2.65% 3.13% 

March 1.29% 1.21% 

Average 2.44% 1.91% 

Staff paid 

attention in 

seminars of 

critical illness 

Frill Drills P.51

Staff Development Training Program 

Case Study Sharing: Life and Career Goals Setting 

Following the Communication Workshop in 2010, this is the second staff 

development project that the BP’s Sustainability Team and ICO carried out within the 

Company in late 2010. As most o the workers at that time mostly came from other 

provinces in China than Guangdong area and received little education, a lot of them 

were confused about their needs, career development and future path. The aim of this 

project was to help each employee to find out what they truly need and aspire after in 

life, so that they have clear directions for their future and know how to realize their 

goals of life. 

Participants were divided in to 16 Goals Setting teams voluntarily, each team 

consisting of 6 to 12 employees. ICO assigned a consultant to each team to help the 

team members learn how to use analysis tools such as fishbone diagram, SWOT etc. to 

draw out their own goals in life. Team members encouraged and helped each other to 

realize their goals in life and career planning. 

On 17 December 2010, all employees from the office and Qi Fu factory joined this 

activity. They were excited and serious when setting their own goals while helping 

each other to find theirs and make their career plans. Each participant drew their goals 

of life on the fishbone diagram, which they put near their bedside to motivate them or 

bring back home during the Chinese New Year to share with their family and friends. 

knowledge and needs of most employees, the consultants formulated the Employee 

Capability Building Education Program to nurture ability of self-learning, 

self-development and self-protection. 

On the day of the event, BP had the honor to invite one of our customer 

representatives, Ms Prunelle Paquette, PUMA Accessories Sustainability Manager, to 

join our activities. We hope to grow together with our customers in an open and 

transparent environment. 

In 2011, BP continued to interview new employees and provides guidance on 

goals-setting to find out the needs and capabilities of employees. We also continued to 

design various kinds of training program for our employees so that our people can grow 

together with the Company. 

Employees learned how to carry out their plans & presented their own goals to teammates. 

The ICO consultants reviewed the life and career plan of each employee and 

concluded their strengths and weaknesses. Identifying the lack of some particular 


“About the Goals Setting, the responses and details that came out of my assigned group 

were impressive. My teammates all then revealed high ambitions along with detailed 

planning on how to achieve their dream and goals; and some were even to tears by how 

impressed they were of each other.” P.52

Case Study Sharing: Employee Capability Building 

BP Sustainability Team discovered that despite their strong will to develop themselves, 

most employees lack the knowledge and ability to do so, which hinder the continued 

growth of their personal strength. In light of this, BP invited ICO professional trainers to 

carry out the third staff development project “Employee Capability Building”, on the 

foundation laid by the Communication Workshop and Life and Career Goals-Setting 

Program. The purpose is to help our employees to catch up on the way of thinking, 

communication skills, learning ability, health knowledge and wealth management etc. 

through external training. 

Trainings & employees received certificates after trainings 

Based on the needs of our employees, in 2011 we set up the Occupational 

Multi-Talent Training Program. Regarding personal growth of management and 

employees, we have invited professional trainers to talk about personal wealth 

management, food hygiene and nutrition, management skills, communication skills, 

health and mental well-being etc. The program offered a class each month to cultivate 

the development ability of both management personnel and production workers. The 

classes were welcomed by our employees. 

The statistics of number of employees who received training in 2011 showed that BP 

has made appropriate adjustments and arrangements so that all members of the 

Company have the chance to receive training of different kinds in light of the 

unsatisfactory ratio of number of senior management who received training in 2010. 

Employees of all levels are given opportunities to foster their competitiveness and 

chances to further develop themselves. In 2011, classes designed based on the Employee 

Capability Building Program introduced our employees to training of different topics. The 

total number of training hours in 2011 rose obviously above that in 2010. 

Mr. Lu Xu De, Human Resources Department 

“Last year the Sustainability Team arranged many activities for us such as snooker contests. 

We all had fun together and it took away our fatigue from work. 

The organic planting activity this year not only gave us a lot of knowledge about health 

and healthy diet, but also brought us to the nature. It was like returning to my hometown, I 

felt very relaxed. 

I also joined different trainings and seminars arranged by the Company, which improved 

my ability to communicate with others and express myself. 

I hope the Sustainability Team can introduce more variety of leisure activities for us, such 

as singing activities, to enrich our after-hours, so that we can enjoy our work here more.” 

P.53

Training Hours of Employees in 2011 

Total Training Hours(hr) Employee(FTE) 

Average Training 

Hours per 

Employee (hr) 

Senior Management 622 20 31.1 

Middle Management 2,684 61 44 

Administration 1,485 45 33 

Others 1,033 39 26.5 

Production 14,080 512 27.5 

Ratio of Training Hours of Employees by Gender in 2011 

Average Training Hours 

Total Training Hours(hr) Employee(FTE) 

per Employee (hr) 

Male 6,940 233 29.8 

Female 12,964 444 29.2 

Anti-Corruption Policies and Implementation 

In addition, in order to ensure the Company’s operations complies with the 

laws and regulations and to eliminate the risks of corruptive behaviors that may 

affect our business and reputation, BP re-formulated, at the end of 2010, the 

anti-corruption policies and implementation approach at the corporate level. We 

have carried corruption risk assessment to identify the ratio of high-risk 

personnel among the management and conducted anti-corruption training for 

50% of these employees. In 2011, in order to further fulfill its commitment to 

social responsibility by laying a corporate foundation of incorruptible 

management and culture, BP provided anti-corruption training and education for 

all employees including management and non-management. On the foundation 

of such virtuous culture and education, in 2011 there was no illegal behavior 

such as fraud, corruption, bribe etc recorded. 

The Sustainability Team also assumes the responsibility to promote 

anti-corruption awareness and ideas to the younger generations by actively 

circulating educational leaflets to the staff, so that they can bring the messages 

against corruption to their family and friends. We hope to gradually change the 

culture of the society and continuously make efforts for our future generations to 

develop on a foundation of probity and justice. 

P.54

Support from Customers 

The major products of BP are backpacks, travel bags, handbags etc. and BP's 

points of sale cover Europe, Japan, US and all over the world. Since its 

establishment, the Company has been actively expanding its international market 

with the spirit of openness, fairness, transparency and co-operation. It has earned 

the trust of well-known brands around the world such as PUMA, Mizuno, Converse 

etc. and become an important global partner of these customers. 

In 2010, BP received the “Accessory Supplier of the Year” award from PUMA 

and was invited to PUMA's Global Supplier Summit and Sustainability Round-Table 

Meeting, as well as the "Global Brands Social Responsibility Summit" co-held by 

different international brands. On the 2010 PUMA Global Supplier Summit , BP 

was invited to share its experience of implementing sustainable development to 

PUMA's suppliers around the world. In the 2011 PUMA's Sustainability 

Round-Table Meeting, BP shared the best practice of corporate social responsibility 

with all participants. 

Since BP established its mid-term development strategy of marketing expansion 

in 2010, our Marketing Department has been working actively throughout 2011 to 

win support from customers and carried out sales and marketing activities, leading 

the Company to prepare for future development on a robust foundation. 

In addition to our expansion activities of sales and marketing, BP has also made 

a lot of effort to promote sustainable development. In 2011, our Sustainability 

Team took the initiative to contact our stakeholders including customers to provide 

our 2010 Sustainability Report by mail, portable disks and updating company's 

website. The report provided an in-depth understanding of BP's development and 

sustainability work to our stakeholders, echoed with our customers' developments 

and called for co-operation from the whole supplier chain to bring out the spirit of 

sustainable development. 

BP is grateful for the support and encouragement from our customers that 

helped our successful development for decades. This year, BP continued to move 

towards our goal of sustainable development hand-in-hand with our customers. In 

particular, PUMA helped us to arrange energy-saving and emission-reduction 

training, human resource and production lines enhancement training by external 

parties. In addition, in order to optimize our collection of environmental data, 

PUMA also helped us to introduce the environmental data collection system 

"Enablon" with the purpose to improve data accuracy and transparency. PUMA is 

leading the whole supplier chain to protect the environment and work together to 

achieve sustainability. 

“Accessory Supplier of the Year” 

award from PUMA in 2010 

P.55

Dr. Reiner Hengstmann, Global Director PUMA. SAFE 

“BP Bag has embraced PUMA’s sustainability strategy and is now investigating 

ways to truly integrate this into its core business decisions. BP Bag participates in all 

of PUMA’s projects so far, including GRI project within this report is being written. 


"With this second B level GRI sustainability report, B.P Bag is once more showing 

their unwavering engagement and their determination to contribute to a more 

sustainable future. 

BP Bag was also the first PUMA supplier in China to produce a Level B GRI report. 

Our impression is that with top management support we can begin to witness BP Bag 

early transformation into a more sustainable supplier for PUMA. 

We obviously want to see all of the indications PUMA have defined as being 

important to us. In addition, you should mention all of the projects and efforts that 

you are doing to become more sustainable. 

The majority of recent focus has been on measuring e-KPIs. You need to measure 

before you can manage. However, hopefully now you have a stable data collection 

system and we can see more actual resource savings through project implementation 

and see real progress of reaching their 25% sustainability targets through solid 

investments.” 

This GRI sustainability report will further enable them to illustrate, in a transparent 

and exhaustive manner, the ways in which they pursue their economic, environmental 

and social development goals as well as monitor closely their results and therein 

identify areas for potential improvements and guide them to drive their future 

initiatives. 

In the last 2 years I have followed B.P Bag's progress, various and multiple 

initiatives and projects and I can clearly say that their devotion towards sustainability 

is grounded on a solid foundation and maturing rapidly. They have broadened their 

actions and focus to increase the engagement of each employee's part of the B.P Bag 

family and together there are making the changes, one step at the time. There are still 

many challenges ahead to overcome and I'm convinced that they will succeed and 

achieve their set targets as their devotion is tenacious and energetic. " 

P.56

Mr. Sergio Colombini, Global Director Sourcing Accessories of PUMA 

“I think the best attitude for suppliers to achieve their Sustainability goal is to keep 

on looking for any possible flaw in their organizations and trying to be self-critical. 

We can suggest goals, ideas and options to suppliers or we can show examples of 

other factories in order to make sure they understand what we need from them. 

Every supplier should develop its own approach and solutions that will help to 

overcome the problems creating gaps between the goals and the current situation. 

PUMA has already started putting suppliers in touch with third parties that can 

help those manufacturers to re-organize the production or to measure the 

consumption of electricity, water etc. 

At the end, it is up to suppliers’ own judgment to decide what they are willing to 

do to improve, since it involves investment in the organization. Suppliers should do as 

much as possible to stay profitable while fulfilling PUMA’s goals. These goals are 

mostly shared by many players in this business, and they define the direction where 

the market is going now. 

We cannot urge our suppliers to just apply all the existing sustainable innovations 

as different factories have different needs, so the approach must be different for each 

factory, according to their needs. 

Communication on Sustainability probably is not enough at the moment. PUMA 

Safe is trying its best to do as much as possible from its side. Though there are not 

many people in PUMA Safe to deal with hundred factories, they have tried to arrange 

presentations, round table meetings, etc. in order to create interactive opportunities. 

In the round table meetings, they should probably give more concrete directions and 

promote more discussions in order to achieve a better result. 

Actions and situations which cannot be taken or improved by either PUMA or its 

suppliers should not be repeated in the meetings so to leave more time and increase 

to focus on valuable topics where something can really be done. 

The biggest job in the communication work is done by the Sustainability 

Managers in PUMA, like Prunelle for Accessories, who transfers the information to the 

factories and helps the implementation. Suppliers can approach the Sustainability 

Manager anytime. The Sustainability Managers sit together with suppliers for 

discussion and action planning. 

In terms of improvement, I am concerned about quality and production issues. To 

create a solid base for possible future production increase, suppliers need to make 

sure that what we do now is at a good level of quality. We have to see more 

transparency on this part, therefore we have established a QA department with a QA 

manager and QC supervisors with the goal to further increase quality. Though BP Bag 

has its own QC team, some other suppliers may not pay high attention on this 

important topic. World Cat QA team will need to raise their attention on quality and 

minimize the risk related to lack of attention and structure. 

Puma has cooperation with other brands and we might source and produce on their 

behalf. They may have their own standard of quality, which might differ from what we 

use for Puma products. Once we train our QA people on those standards it is easier to 

transfer them to the suppliers and ensure a compliant production. I am sure BP Bag is 

doing a good job on labor part, this year I want to see more on the economic part, for 

example the short, middle and long term strategies and goals, not only in relation to 

Puma but to the market itself. I would like to see how BP Bag is interpreting the market 

and plan to improve their competitiveness.” 

P.57

Our Partners - Suppliers 

Communication with Suppliers 

In every supplier chain, a client and its suppliers are always interconnected 

and interacting closely. As a supplier for various well-known brand names, BP 

highly respects our clients’ requirements and standards and strives for 

improvements in different areas to honor our long-term relationship and align 

our future developments with those of our clients. 

clients’ requests by paying attention to the safety and 

environmental-friendliness of the materials selected. We regularly convey the 

new requirements and standards to our suppliers to make sure they can provide 

quality materials that meet the standards. All materials that enter BP’s factories 

must undergo testing by a qualified testing institution to makes sure they 

conform to international safety standards and environmental standards. 

BP and its management team are proactively pursuing improvements in all 

areas of product quality, productivity, environmental protection, occupational 

safety and health etc. to ensure smooth operation of the supply chain and 

excellent quality. BP understands the chain reaction within the supply chain, not 

only is BP a supplier, at the same time we have our own suppliers, therefore we 

also endeavor to communicate with our important suppliers to clearly express 

the product and sustainability requirements of our clients. We constantly make 

sure we share the same goal with our suppliers and move towards the goal in 

the same pace. 

In 2011, we provided copies of and promoted our 2010 Sustainability Report 

to our suppliers to improve transparency and introduced BP’s sustainable 

development. We also provided information that introduces the concept of 

sustainability, environmental protection, green production etc. to our suppliers 

to foster communication and interaction so that all of us can grow and develop 

hand-in-hand. 

As part of our factory operation enhancement efforts, the Sustainability 

Team introduced new measures that strengthen supplier control in 2011. These 

include annual evaluation of supplier’s delivery, quality, management etc and 

working with suppliers to develop improvement programs, to make sure we only 

use suppliers with outstanding standards to be responsible to our clients and our 

products. 

For our 2011 Sustainability Report, we interviewed two of our major suppliers, 

Duraflex Unitex International Button Accessories Ltd. who also talked to us last 

year, and Tai Hing Zipper Factory Co., Ltd. 

In the past two years, BP has been looking for more suppliers that support 

the use of green materials. We also develop our products in accordance with our 

P.58

Left: Mr. Jochen Schulz 

Right: Mr. Patrick Wong 

Duraflex Unitex International Button Accessories Ltd. is a supplier with the 

Blue Sign certification, proving that their manufacturing process and products 

all conform to ecological, health and safety standards with measures to minimize 

its impact on the environmental and provide consumer safety protection. “We 

really appreciate BP’s efforts of supporting sustainability development and I 

particularly admire the great work BP did in terms of sharing information of 

sustainable development in 2011. It’d be encouraging to see more companies 

working as hard as BP does for sustainable development. It is important for a 

company to provide its sustainability report to the stakeholders within its 

supplier chain in order to get the best results,” said Mr. Jochen Schulz, Europe 

Regional Sales Manager, Duraflex Unitex International Button Accessories Ltd. 

When asked about his views on the new system of supplier assessment, Mr. 

Schulz said: “I’ve always regarded supplier assessment as a good way to control 

quality; however, I think the methods used should be simplified to avoid 

excessive input of human resources and time. A simple yet effective evaluation 

approach will be useful to the whole supply chain and contributes to 

environmental protection. Besides, during the annual supplier round-table 

conference, I suggest the arrangement of some one-on-one meetings for in-depth 

discussion, this can shorten the time of meeting and at the same time achieve 

more interactive exchanges of ideas.” 

We also had the honor to interview Tai Hing Zipper Factory Co., Ltd., another 

supplier of BP. Mr. Patrick Wong (“Mr. Wong”), leader of Tai Hing has shared 

with us how he felt about BP’s communication with its suppliers on sustainable 

development. Mr. Wong made a special mention about the information the BP 

Sustainability Team prepared to share with suppliers on sustainable 

development and environmental protection in this couple of years: “BP has 

provided plenty of information of sustainable development with us; in particular 

there are a lot of data and case studies in the presentation for our reference. I 

think it’d be great to have one to two meetings with BP each year to exchange 

information and updates on sustainable development, which will be a great 

opportunity for us to learn from each other.” In 2011, during the annual supplier 

conference of PUMA, BP talked to Mr. Wong about the possibility of organizing a 

meeting or round-table discussion for better communication. “I think it’d be 

great if BP could provide more information to material suppliers like us before 

the supplier conference so that we can prepare better. I also suggest adding a 

brief discussion session on sustainable developments for everyone to bring up 

their ideas so that the conference can be more interactive. In addition, I think 

the traditional factory auditing of suppliers is not a good approach. As each 

company establishes its sustainability goals specific to its industry, it is difficult 

for someone outside the industry to judge. Besides, the score-basis audit 

method should not be taken as a tool to get more orders, because regardless of 

size and corporate goals, we should share the same goal when it comes to 

taking care of our planet. I’d like to say that BP is really doing an amazing job in 

sustainable development and stands out in our industry. I look forward to 

receiving some good examples provided by BP in future sustainability meetings 

on how to reduce cost, which will help us to explain to our factory investors. It 

requires a large amount of capital input to kick start sustainable development 

projects, but I believe in the long run they will contribute to cost-saving. This will 

be an interesting point to attract investors who are having problems with cost 

control to join sustainability movements”, said Mr. Wong. P.59

Community Care & Education 

World Vision’s Child Sponsorship Program : “Education of love” 

Education is the best way to spread the idea of sustainable development. 

Good education uses love and caring to open people’s mind to listen and accept. 

Since 2010, BP extended its care for children through the World Vision’s 

children sponsorship program. During our communications with our sponsored 

children, we shared with them the ideas of treasuring resources and protecting 

our planet Earth. In 2011, BP continued its efforts by conveying more knowledge, 

love and care by writing letters to the children, which were encouragingly 

rewarded with their positive reply that they do understand the importance of 

protecting the environment and some of them even pledged to share the 

messages with their friends and family. What we have gained from this program 

means a lot to us - educating children with patience is the most effective way to 

change social trends and culture. 

Caring for our staff and their families 

In 2011, the Sustainability Team had the chance to talk to the family member 

of one of our staff, Miss Liu, when she came to our factory to visit her mother 

who previously received help from the team. We were glad to learn that BP’s 

training and Education of Love program did have a positive impact on our staff 

and also on their families. “Mother talked to us about wealth management and 

healthy lifestyle when she came home during the New Year. We were really 

impressed and wondered where she got those ideas from. Then I found out it 

was the seminars organized by her company. It surprised me that a factory 

would offer this kind of knowledge education to its staff – it must be a good 

company. BP’s Sustainability Team showed me the inner and outer beauty of 

humanity. I’m really grateful for your company’s care and support for my mother. 

Words cannot express my gratitude to Ms Melissa Leung, Mr. Quan Li & Miss Li 

and all other team members, and the senior management of BP. My mother and 

I are both very lucky!” said Miss Liu. 

Left top & bottom: letters from 

sponsored children told us that 

they will protect the 

environment and share the 

messages with friends. 

Top right: Gifts & letters we sent 

to the children. 

It was delightful for the team to hear about Miss Liu’s impression about our 

work related to environmental awareness. “After my conversation with Melissa 

on the train, I am truly impressed with BP’s Sustainability Team. There are not a 

lot of people in my surrounding who think like Melissa does. Now I am paying 

more attention to environmental protection, for example, I seldom ask for 

plastic bags when shopping at the supermarket; I bring my own bag when 

buying breakfast; I don’t throw away things without thinking. I hope BP can hold 

on to its work and those changed by BP will also give back to the society with a 

grateful heart. This way our world could be a better one.” 

P.60

Chinese New Year Caring Event in Hunan 

Last year, in addition to our education of sustainability concepts within the 

organization, BP has reached out to the families of our staff to show that we 

care about them and also to strengthen employees’ sense of belonging. The 

environment and living conditions in Hunan are different then from the 

Guangdong area and families of some of our Hunan staff are not as well-off as 

their Guangdong fellows. In 2011, Wealth Team Factory asked our employees 

what they needed for the Chinese New Year celebrations and decided to start a 

caring event. We then visited some of the families to bring them food and 

greetings so that they could enjoy the holiday and have a happy Chinese New 

Year with their family. The smiley faces of our staff and their families have 

become the motivation of the Sustainability Team – the satisfaction of our staff 

proved to us the importance of caring for others. This is a good example that we 

use when we talk to our employees about caring for each other and to 

strengthen the unity of BP team. 

P.61

Interaction with the Community & Community Promotion 

In 2010, BP’s Sustainability Team started communications with the Liujia 

Village Committee, the community where our Qi Fu Factory is located. We were 

glad to know that the Village Committee is also paying attention to our 

sustainable development activities. In 2011, BP actively communicated with the 

Village Committee and also provided a copy of the 2010 Sustainability Report to 

the committee to inform them of our work. From our last communications, we 

know that the development and environmental protection activities of the Qi Fu 

Factory have received attention from the Village Committee. This year we have 

had the honor to interview two representatives from the Committee: Mr. Xiang 

Jie Ming, Safety and Hygiene Manager, who also talked to us in 2010; and Mr. 

Xiang Fu Xin, Deputy Secretary of Party Branch and Village Manager. They 

commented, “The organic planting activity of BP’s Qi Fu Factory has spread the 

ideas of environment enhancement, eco-balance and protection of trees and 

plants. The District Branch Office and Village Committee both highly support such 

efforts. Not only do we have a more pleasant environment now, people in the 

neighborhood have also learnt how to care for the nature and plants. 

In the last two years, the District Branch Office and Village Committee have 

input more than RMB 1 million to carry out water conservancy works in order to 

solve the flooding problem during heavy rains. The Hengli Town Committee and 

Town Government have built a sewage treatment plant and laid sewage pipes to 

handle industrials sewage and domestic sewage, ensuring environment 

protection.” 

During the interview, BP reached an agreement with the Village Committee, 

which pledged to assist promotion of environmental protection and carry out 

sustainable development work throughout the community.” 

Environment protection is an area of concern to the District Branch Office and 

Village Committee. In the past, we have dealt with many cases of corporate 

pollution such as exhaust gases, sewage, noise etc. For example, when some 

villagers complained about a strong smell of burning plastic in the morning, the 

Village Committee and the local Environment Protection Bureau went to 

investigate the case. After finding out the root cause was the fume emitted from 

a factory in a neighboring village, they requested the suspension of operations 

until the problem was solved. Now, after rectifications, the factory’s exhaust gas 

emission meets the national standards and our people do not have to suffer from 

the harmful gases. 

P.62

2012 Prospect 

◇ Continuous development of energy saving and reduction 

emission of harmful substances plan 

◇ Further education of sustainability idea to employees 

◇ Strengthen the quality assurance management 

◇ Further communication with suppliers and start new 

assessment plan 

◇ Actively communicate with the community and promote the 

sustainability idea by education 

Summary 

By reviewing the Year of 2010 and 2011, BP invested resources and did 

improvements on different aspects gradually by sincere and fortitude 

attitudes, leading the organization and our employees to grow step by 

step. Meanwhile, BP will face new challenges in the future by upholding 

positive and optimistic attitudes, in order to walk towards our 2015 

sustainability goals on the targeted path. 

Thank you very much for all readers of our 2011 Sustainability Report 

in all sincerity. The growth of the corporation relies on supports and 

feedbacks from all stakeholders; your voices are the cornerstones of our 

growth. If you have any comment or feedback about this report, you are 

welcome to send e-mails to the report Chief Editor, Ms Melissa Leung, 

melissa@bpbag.com. 

P.63

APPENDIX: GRI G3.1 INDEX REFERENCE TABLE 

Report Standard Disclosure 

INDICATOR DESCRIPTION PAGE 

Strategy and Analysis 



Report Parameters & Boundary 

1.1 Statement from most senior decision-maker of the organization Page 3 / 4 

1.2 Description of key impact, risk and opportunities Page 3 / 4 

Organizational Profile 

3.8 Basis for reporting on subsidiaries that can significantly affect 

comparability from period to period and/or between 

organizations 

Page 2 

2.1 Name of Organization Page 2 

2.2 Primary brands, products and / or services Page 55 

2.3 Operational structure of organization Page 5 / 6 

2.4 Location of organization’s headquarters Page 5 / 6 

2.5 No. of countries that the organization operates Page 5 / 6 

2.6 Nature of ownership and legal form Page 5 

2.7 Markets served Page 55 

2.8 Scale of reporting organization Page 5/10/23/41 

2.10 Awards received in the reporting period Page 55 

Report Parameters 

3.1 Report period Page 2 

3.2 Date of most recent previous report Page 2 

3.3 Report cycle Page 2 

3.4 Contact point of questions regarding the report or its contents Page 12 

Report Parameters & Boundary 

3.9 Data measurement techniques and the bases of calculations Page 2 

GRI Content Index 

3.12 Table defining the location of Standard Disclosures of the 

Page 64-65 

report 

Governance 

4.1 Governance structure of the organization Page 5 

4.2 Indicate whether the Chair of the highest governance body is Page 5 

also an executive officer 

4.3 For organizations that have a unitary board structure, state the Page 5 / 41-43 

number of members of the highest governance body that are 

independent and / or non executive members 

4.4 Mechanism of shareholders and employees to provide 

Page 8 / 42-46 

recommendations or direction to the highest governance body 

4.5 Linkage between compensation of members of the highest 

governance body, senior managers and executives 

Page 5 

3.5 Process of defining report content Page 2 

3.6 Boundary of the report Page 2 

3.7 State any specific limitations on the scope or boundary of the 

Page 2 

report 

P.64



Strategy Analysis 



Commitments 

4.6 Processes in place for the highest governance body to ensure 

conflicts of interest are avoided 

4.7 Process for determining the qualifications and expertise of the 

Page 5 

Page 5 

4.11 Precautionary approach or principles of the organization Page 8 

Stakeholder Engagement 

4.14 List of stakeholders group engaged by the organization Page 8 / 9 

members of the highest governance body for guiding the 

organization 

4.15 Bases of identification and selection of stakeholders with whom 

to engage 

Page 8 / 9 

4.8 Internally determined statement of mission or values, code of 

conduct, principles relevant to economic, environmental, and 

social performance and the status of their implementation 

4.9 Procedures of the highest governance body for overseeing the 

organization’s identification and management of economic, 

environmental and social performance 

4.10 Processes of evaluating the highest governance body’s own 

performance, particularly with respect to economic, 

environmental and social performance 

Page 7 

Page 8 / 11-12 

Page 5 

4.16 Approaches to stakeholder engagement Page 9 

4.17 Key topics and concerns that have been raised through 

stakeholder engagement, and how the organization had 

responded to those key topics and concerns, including through 

its reporting 

Page 9 

P.65

Key Performance Indicator Disclosure 

INDEX DESCRIPTION PAGE 

ECONOMIC PERFORMANCE INDICATORS 

Economic Management Approach Disclosure Company Profile / 


Economic Performance EC1 Direct economic value generated and distributed Page 10 

Indirect Economic 

EC8 

Development & impact of infrastructure investments & services provided primarily for public benefit through 

Page 10 / 60-62 

Impacts 

commercial, in-kind, or pro bono engagement 

ENVIRONMENT PERFORMANCE INDICATORS 

Environmental Management Approach Disclosure 

Environmental Protection & Green Life 

Materials EN1 Materials used by weight or volume Page 26 

EN2 Percentage of materials used that are recycled input materials Page 26 

Energy EN3 Direct energy consumption by primary energy source Page 23 

EN4 Indirect energy consumption by primary source Page 21-22 

Water EN8 Total water withdrawal by source Page 25 

Emissions, Effluents and Waste EN16 Total direct and indirect greenhouse gas emission by weight Page 23 

EN21 Total water discharge by quality and destination Page 25 

EN22 Total weight of waste by type and disposal method Page 23 

P.66



SOCIAL PERFORMANCE INDICATORS: LABOR PRACTICES & DECENT WORK 

Labor Practices & Decent Work Management Approach Disclosure 


/ Health & Safety / 

Staff Development Training Program 

Employment LA1 Total workforce by employment type, employment contract and region, broken down by gender Page 41-42 

LA2 Total number and rate of new employee hires and employee turnover by age group, gender and region Page 43-44 

Labor / Management Relations LA4 Percentage of employees covered by collective bargaining agreements Page 43 

Occupational Healthy and 

LA7 Rates of injury, occupational diseases, lost days, and absenteeism, and total number of work-related fatalities by region Page 51 

Safety 

LA8 

Education, training, counseling, prevention, and risk-control programs in place to assist workforce members, their 

Page 51 

families, or community members regarding serious diseases 

Training and Education LA10 Average hours of training per year per employee by employee category Page 53-54 

Diversity and Equal 

LA13 

Composition of governance bodies and breakdown of employees per category according to gender, age group, minority 

Page 41-43 

Opportunity 

group membership, and other indicators of diversity 

Equal Remuneration for Women 

LA14 Ratio of basic salary and remuneration of women to men by employee category, by significant locations of operation P.43 

and Men 

SOCIAL PERFORMANCE INDICATORS: HUMAN RIGHTS 

Human Rights Management Approach Disclosure 


Non-discrimination HR4 Total number of incidents of discrimination and actions taken Page 41-43 

Freedom of Association 

HR5 

Operations identified in which the right to exercise freedom of association and collective bargaining may be at 

Page 42 / 43 / 45 

and Collective Bargaining 

significant risk, and actions taken to support these rights 

Child Labor HR6 Operations identified as having significant risk for incidents of child labor, and measures taken to contribute to the 

Page 42 

elimination of child labor 

Forced and Compulsory 

HR7 

Operations identified as having significant risk for incidents of forced or compulsory labor, and measures taken to 

Page 43 

Labor 

contribute to the elimination of forced or compulsory labor 

P.67



SOCIAL PERFORMANCE INDICATORS: SOCIETY 

Society Management Approach Disclosure Staff Development Training Program / 


Local Communities SO1 Percentage of operations with implemented local community engagement, impact assessments, and development 

Page 62 

programs 

Corruption SO3 Percentage of employees trained in organization’s anti-corruption policies and procedures Page 54 

Compliance SO8 Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and 

Page 54 

regulations 

SOCIAL PERFORMANCE INDICATORS: PRODUCT RESPONSIBILITY 

Product Responsibility Management Approach Disclosure Environmental Protection & Green Life / 

Production Optimization & Quality 

Enhancement 

Customer Health and Safety PR1 Life cycle stages in which health and safety impacts of products and services are assessed for improvement, and 

Page 27 / 39 

percentage of significant products and services categories subject to such procedures 

Compliance PR9 Monetary value of significant fines for non-compliance with laws and regulations concerning the provision and use of 

Page 39 

products and services 

P.68


Address: Room 1401—6, 14/F., Block B, Hi-Tech Industrial Centre, 491-501 Castle Peak Rd., Tsuen Wan, N.T., Hong Kong 

Tel:+852 2415 5633 Fax:+852 2413 8409 Website:www.bpbag.com E-mail:info@bpbag.com 

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