Management. Administratie. Kwaliteit. Marketing Verkoop Logistiek Inkoop

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1 Start date membership September 2005 Reporting period (financial year) Organisation chart Management Administratie ICT HRM Kwaliteit Marketing Verkoop Logistiek Inkoop 1 / 12

2 Contents Summary: goals & achievements Sourcing strategy Sourcing strategy & pricing Organisation of the sourcing department Production cycle Supplier relations Integration monitoring activities and sourcing decisions Coherent system for monitoring and remediation Factory A/Country A Factory B/Country B External production Complaints handling Training and capacity building Activities to inform staff members Activities to inform agents Activities to inform manufacturers and workers Information management Transparency & communication Stakeholder Engagement Corporate Social Responsibility / 12

3 Summary: goals & achievements 2016 Describe what you have achieved in the past financial year in terms of implementing the FWF Code of Labour Practices along your supply chain. -We hebben productie kunnen verplaatsen vanuit azie naar Varna Confectia. Daarnaast hebben we meer aankopen ondergebracht bij andere FWF members zoals tricorp, texowear, suit supply, havep, greiff etc. Daarnaast hebben we productie van turkije voor aanzienlijk gedeelte kunnen overbrengen naar Portugal als low risk country en onder kunnen brengen bij tricorp FWF member. -We have moved production from Asia to Varna Confectia Bulgaria. Besides this we bought more from other FWF members like Tricorp, Texowear, Suit Supply, Havep, Greiff etc. Besides this we moved production from Turkey to low risk country Portugal and part of it we moved to Tricorp FWF member. -Varna confectia heeft FWF audit gehad in Varna Confectia was audit in 2016 Include a statement from the most senior decision maker of the organisation about the relevance of improving labour conditions to the organisation and its strategy. -Piet Goossens ondersteept het belang van het continue verbeteren van labour conditions bij onze suppliers. Duidelijke strategie en visie van heigo is zoveel mogelijk productie onderbrengen bij Varna Confectia in bulgarije, zoveel mogelijk aankopen doen bij andere FWF members en daarnaast zoveel mogelijk productie onderbrengen in low risk countries zoals Portugal. Piet Goossens underlined the need to improve continious the labour conditions at our suppliers. Clear strategy and vision of Heigo is to buy as much as possible for Varna Confectia, to buy as much as possible from other FWF members and to buy as much as possible from low risk countries like Portugal Describe broader trends affecting the organization s sustainability strategy. -Circulaire economy / circulaire bedrijfskleding en maatschappelijk verantwoord ondernemen is de toekomst. Dit heeft direct invloed en effect op de duurzaamheids /MVO strategie die heigo volgt. -Circular economy /circular workwear and MVO is the future. This is affecting our sustainability strategy. Briefly list key events, achievements and failures during the reporting period related to social compliance. 3 / 12

4 -hetgeen we bereikt hebben conform onze strategie staat hierboven beschreven. The achievements are mentioned above -Failings: During the reporting period we did not get a good overview on living wages in the different production countries. We want to make improvements in living wages. We will follow workshops at the SER about living wages to get more detailed knowledge about living wages. 1. Sourcing strategy 1.1. Sourcing strategy & pricing Onze sourcing strategie is erop gericht om zoveel mogelijk te kopen bij Varna confectia en daarnaast bij andere FWF members. Daarnaast is strategie om zoveel mogelijk de aankopen onder te brengen in low risk countries zoals portugal, strategie is terug trekkende beweging vanuit azie naar europa richting low risk countries. Our sourcing strategy is to focus on our own factory Varna Confectia and to buy as much as possible from other FWF members. Besides this our strategy is to produce as much as possible in low risk countries like Portugal. Our strategy is to move production from Asia to Europe specially to low risk countries like Portugal. -Ook kijken we heel duidelijk bij potentiele leveranciers of deze reeds beschikken over FWF membership. Deze leveranciers hebben de voorkeur met als duidelijke reden namelijk het FWF membership. In 2016 zijn we gestart om af te tasten of we gaan starten met Fristads/Kansas als nieuwe toeleverancier. Fristads/Kansas is FWF member. -At potential new suppliers we focus if they are already member of FWF. FWF members are our prefered suppliers. For example In 2016 we started talking with Fristads/Kansas to start a longterm business relationship for the future. Important reason is also FWF membership of Fristads/Kansas 1.2. Organisation of the sourcing department Organisatie van de sourcing department is onder gebracht bij de afdeling inkoop welke onder directe leiding staat van de directie Organisation of our sorucing department is in hands of our purchase department with supervision of the management Production cycle Describe the production cycle -De productcyclus verloopt over meerdere jaren. Deze is echter per model of productgroep verschillend en wordt vooral beinvloed door nieuwe ontwikkelingen in combinatie met vragen vanuit de markt. Zo hebben we cicuralaire bedrijfskleding ontwikkelt vanuit MVO en corporate social responsibility oogpunt. Bedrijfskleding die volledig te recyclen is tot nieuwe garens waarvan weer nieuwe bedrijfskleding gemaakt kan worden. Dit proces kan tot 8X herhaaldt worden. 4 / 12

5 The productsyclus is over many years.this is different for each style and collection and is influenced by new developments in combination with demands from the market. We developed circular Workwear with view on MVO and corporate social responsibility. This circular Workwear can be recycled up to 8 times Supplier relations Describe whether you have selected new suppliers last year. if so, describe the selection process of new factories. -Heigo is in 2016 gestart met de productie bij 2 fabrieken van Suit Supply namelijk JYY en ASONI. Tevens zijn we in 2016 gestart met gesprekken met Fristads/Kansas waarvan we verwachten in 2017 dealer partnership overeen te komen. In deze selectie speel FWF membership een belangrijke rol. We willen hiermee kleding omzet van een niet FWF lid (mascot) ombouwen naar omzet bij een FWF lid namelijk Kansas/Fristads Heigo began production with two new suppliers in 2016, these are the Suit Supply factories JYY and ASONI. Also in 2016 we start talking with Fristads/Kansas and we will start a dealer relationship with Fristads/Kansas in FWF membership is important that we will chose for Fristads/Kansas as new supplier. In this case we move turnover from a not FWF member to a FWF member like fristads/kansas In case you have terminated relationship(s) with supplier(s) last year, describe the process and reasoning behind it. -We zijn gestopt met de productie van artikelen bij GML Pakistan. Doelstelling is dat we jeans broeken zelf gaan produceren bij Varna Confectia in bulgarije. Dit is onderdeel van onze strategie om zoveel mogelijk artikelen te produceren bij Varna confectia. Dus jeans productie van Pakistan onder brengen bij Varna Confectia. -We stopped sourcing jeans trousers form GML pakistan. We want to focus on the production of jeans trousers in our own factory Varna Confectia. This is part of our strategy to produce as much as possible articels in our own factory Varna Confectia. So we moved with jeans production form Pakistan to our own factory Varna Confectia Integration monitoring activities and sourcing decisions Describe the way in which (the outcomes of) your monitoring activities influenced your sourcing strategy in We hebben besloten om minder in turkije te gaan inkopen en deze aankopen te verleggen naar Portugal maar ook naar tricorp die member of FWF is. -We decided to buy less in turkey and to move these productions to Portugal low risk country and to move part to Tricorp member of FWF -Het is de bevestiging van het beleid om zoveel mogelijk gebruik te maken van de reeds geselecteerde leveranciers. -This is our strategy to buy as much as possible from our current suppliers. We work with our current suppliers already for many years. State how supplier code performance was connected with sourcing decisions, including policy for termination and selecting new suppliers. -Situatie in turkije heeft ons besloten om productie over te brengen naar Portugal low risk country en meer promotioneel textiel te gaan kopen bij tricorp die FWF member is. 5 / 12

6 -Because of the situation in turkye we decided to move production to portugal low risk country and to buy more promotional textile from Tricorp another FWF member. -Situation in Turkey give us the focus to bring over production of promotional textiles to Portugal in low risk country and factories we visited in Portugal. When tensions arise between the prevention or mitigation of impacts related to a salient issue and other business objectives, how are these tensions addressed? -Does not apply 2. Coherent system for monitoring and remediation 2.1. Factory A/Country A Describe per country (one country per paragraph) and per factory¹ your monitoring activities and outcomes and how you followed up on Corrective Action Plans. Also describe how workplaces are selected for auditing. -Bulgarije vier bezoeken aan Varna Confectia door de directie gebracht -Bulgarije een bezoek aan Maiatex in bulgarije door de directie gebracht -Portugal een bezoek aan Ulta Creative door de directie gebracht -Portugal -een bezoek aan Barlope door de directie gebracht -Portugal- een bezoek Carmo Saraiva door de directie gebracht -Belgie een bezoek Turnicon door johan peters -Hongarije -Body Wear is op bezoek geweest in elst. -Bulgaria 4 visits to Varna Confectia visited by Piet Goossens After the Audit in 2016 Piet Goossens discussed the outcomes of the audit internal in the factory in bulgaria to book progress on these points.. This point is also discussed with Piet Goossens during the BPC Bulgaria 1 visit to Maiatex visited by Piet goossens We increased the prices for Maiatex in 2016 so that they can continue work and production. We pay all the invoices immediately after shipment so that they can pay the workers in time. We give them block orders so that they can make their own continuous production plannings for every 4-6 months time. Result and outcome is that they do not need overtime for our production orders. Portugal - 1 visit to Ultra Creative visited by Piet Goossens Social and financial situation in Portugal and at Ultra Creative has been discussed with owner of Ultra Creative. And also production location has been visited and inspected both sewing and also fabric processing factory. Also production plannings have been discussed to give the supplier more block orders so that they are free to make their own production plannings. Result and outcome is that they do not need overtime for our production orders. Portugal 1 visit to Barlope visited by Piet Goossens 6 / 12

7 Social and financial situation in Portugal and at Barlope factory has been discussed with people of Barlope together with agent Carmo Saraiva. And also production factory has been visited and inspected. Also production plannings have been discussed to give supplier more block orders so that they are free to make their own production plannings. Result and outcome is that they do not need overtime for our production orders. Portugal 1 visit to Carma Saraiva visited by Piet Goossens This is the agent we work with in Portugal, Carmo Saraiva is follow up the productions at Barlope. Belgium 1 visit Turnicon visited by johan peters. We discussed that order will be send earlierso that Turnicon has enough time to produce our oders. Hungary Body Wear visited our company in elst. Johan peters discussed with Body Wear about social situation in hungary. We gave Body Wear more block orders so that they are free to make their own production plannings.result and outcome is that they do not need overtime for our production orders. Report the most important findings per FWF labour standard. See the guidelines. -Audit uitgevoerd door FWF bij Varna Confectia in Audit done by FWF in 2016 at Varna Confectia. Specifically about the use of the FWF Wage Ladder: what conclusions can you draw from the Wage Ladder? -No conclusion If applicable, explain your additional activities regarding your sourcing and monitoring in Bangladesh and Myanmar. Please refer to the Myanmar Position paper and the Enhanced Monitoring Program for Bangladesh to see what additional actions are needed. -Wij sourcen niet in Bangledesh en Myanmar. -We are not sourcing from Bangladesh and Myanmar Factory B/Country B -andere landen tijdens de leveranciersbeoordelingen navraag gedaan over de stand van zaken.. -for other countries this was discussed during the anual supplier evaluations External production If applicable, describe which monitoring activities were conducted at suppliers of "external production". External production = finished goods which are bought by affiliate from other brands for resale in a retail or wholesale (web) shop owned by the affiliate. 7 / 12

8 Affiliates generally have limited influence over the sourcing behaviour of external brands. However, FWF believes it is important for affiliates that have a retail or wholesale arm to at least know if the brands they resell are members of FWF or a similar organisation, and in which countries those brands produce goods. If applicable, please describe how you have collected this information and whether you have sent the FWF questionnaire for external production. FWF encourages affiliates to resell goods from another FWF affiliate or a member of Lair Labour Association. FWF believes affiliates who resell products should be rewarded for choosing to stock external brands who also take their supply chain responsibilities seriously. Please describe your efforts into ensuring this. -Tricorp meeting waarbij ook FWF membership besproken is -De Berkel meeting waarbij ook FWF membership besproken is -Suit Supply meeting waarbij ook FWF membership besproken is. -Greiff meeting waarbij ook FWF membership besproken is --Havep meeting waarbij ook FWF membership besproken is -Hydrowear/Texowear waarbij ook FWF membership besproken is - Meetings with Tricorp, De Berkel, Suit Supply, Greiff, Havep, Hydrowear/Texowear at these meetings also the FWF membership has been discussed as important part of the business relationship and partnership we have with these suppliers. 3. Complaints handling In case there were complaints received at your supplier(s) please describe how you dealt with the complaints. -Er was 1 klacht betreffende Karamans in Sept 2016 betreffende buitensporige overuren -Their was a complaint made at Karamans Sept 2016 for excessive overtime Describe what you have done to make sure workers at your suppliers are aware of the FWF complaint mechanism. -In Varna Confectia de complaint mechanism is besproken tussen directie en workers.. -At Varna Confectia this complaint mechanism is discussed by the management with the workers. -Bij alle andere suppliers is FWF complaint mechanism besproken tussen Heigo en management van de supplier 8 / 12

9 -At all other supplier the FWF complaint mechanism was discussed between Heigo and the management of the supplier Report on the policy for receiving, investigating and responding to grievances and complaints. Is there a system in place to post and monitor information regarding complaints? Have you investigated if the root causes of the complaint are present in other factories, and if so taken corrective action? Have you revised your sourcing/monitoring practices to address root causes of received complaints? 4. Training and capacity building 4.1. Activities to inform staff members Describe activities undertaken to inform and train staff about FWF membership. -De directie informeert tijdens vergaderingen het management en het personeel over het gekozen beleid rond Maatschappelijk Verantwoornd Ondernemen in combinatie met de deelname aan FWF. Het management en personeel wordt gevraagd mee te denken over mogelijkheden op dit gebied. En over MVO en om de deelname aan FWF actief tijdens externe contacten aan de orde te stellen. Tijdens onze wekelijkse maandag lunch meetings worden alle medewerkers van heigo uptodate op de hoogte gehouden van informatie/nieuws/ontwikkelingen rond FWF membership. Dit in kader ook van Inform, train en transparency. The board is informing and train the management and staff during meetings about the FWF membership and the MVO strategy. The management and staff is asked to give their suggestion about the FWF membership. During our weekly Monday lunch meetings all staff is uptodate informed about information/news/developments about the FWF membership. Monday lunch meetings we use to inform, train our staff and to show transparency Activities to inform agents Describe activities undertaken to inform and train agents. -Heigo werkt met 1 agent in Portugal Carmo Saraiva. -Heigo works with one agent in Portugal Carmo Saraiva Activities to inform manufacturers and workers Describe activities undertaken to inform and train manufacturers and workers. In case you have participated in any of the trainings FWF offered, please describe the process and results. -De huidige geselecteerde fabrikanten zijn geinformeerd over onze deelname in FWF en de eisen vanuit de FWF gedragscode. Zij zijn op de hoogte en worden tijdens de 9 / 12

10 leveranciersbeoordelingen daar nogmaals op gewezen dat het voldoen aan de eisen vanuit de FWF gedragscode voor heigo mede bepalend is bij hen aan te kopen. In onze contacten bieden wij onze hulp aan in het concretiseren van zaken. All current suppliers are informed about our FWF membership and the rules from the FWF Code of labour practices. Also during the anual suppliers evaluations this topic isl be discussed very clear. During the meetings we also over our support and help to the suppliers. -Bij leveranciers waar wij kopen die ook een FWF membership hebben wordt elk jaar gechecked of dit FWF Membership geldig is. -At suppliers with FWF membership we check every year if they are still member of FWF and we also discuss with these suppliers the FWF membership. We want to know what is their progress every year. Describe strategy and scope of efforts to strengthen capacity of management, workers and other staff to improve in social performance. 5. Information management Please describe the system for keeping track of progress on the implementation of the Code of Labour practices. -Tijdens afspraken /bezoeken aan de suppliers wordt deze voortgang besproken. -During meetings/visits to suppliers we discuss the progress on the implementation of the code of labour practices. What efforts did you take to identify all production locations, including subcontractors? -tijdens afspraken wordt hier naar gevraagd of onze artikelen in de eigen productie wordt gemaakt of bij subcontractors. Daar waar bezoeken zijn gebracht is dit ook ter plekke bekeken in de productie bedrijven. Zie 2.1 -During meeting with the suppliers we ask for if our articles will be produced in the own factory of at subcontractors. At the suppliers we visited we also checked this in the production facilities. 6. Transparency & communication Describe the activities undertaken to inform the public in general and consumers in particular about FWF membership and the progress made in the implementation of the FWF Code of Labour Practices. -Heigo communiceert de deelname aan FWF zeer actief. In al onze offertes en inschrijvingen op (europese) aanbestedingen wijzen wij hier nadrukkelijk op. Bij marktconsultaties is dit een vast onderwerpt bij de presentatie. En ook in de bedrijfsfilms 10 / 12

11 die wij klanten tonen en eveneens op onze website staan komt de deelname duidelijk naar voren. In aanbestedingstrajecten waar arbeidsomstandigheden niet of onvoldoende als eis/wens staan beschreven stellen wij hier vragen over. In communicatie naar de markt en klanten is het een vast onderdeel. Ook interm bij heigo blijven wij continue communiceren over FWF door middel van onze maandag middag lunch meetings waar we alle medewerkers op de hoogte houden van informatie/nieuws/ontwikkelingen rond FWF Heigo is communicating the FWF membership is all our activities. In all our offers and European tenders we are communicating about our FWF membership. Also during market consultations we always put FWF membership on the agenda. Also in our company film and on the website we mention very clear FWF. In tenders where ILO is not mentioned very clearly we also put FWF on the agenda. In all our communications to the market and to customer FWF membership is part of our communication strategy. Also internal in our company we continious inform our staff about the FWF membership during our Monday lunch meetings, we keep our staff informed about information/news/developments from FWF 7. Stakeholder Engagement List the stakeholder groups engaged by your company both in Europe and in production countries and the key topics/concerns that have been raised through stakeholder engagement. E.g. trade unions, other NGOs etc. Did you make use of any FWF stakeholder resources such as a country study or other input? During the reporting period, how have the views of stakeholders influenced the company s understanding of each salient issue and/or its approach to addressing it? 8. Corporate Social Responsibility If applicable, describe other activities undertaken in the field of corporate social responsibility. Any policy regarding gender or corruption can be added here to when it is not covered in the report. -Heigo heeft het Convenant Duurzame Kleding en Textiel ondertekendt. -Heigo signed the Convenant Duurzame Kleding en Textiel. We are now middle in the proces to send all needed information to SER -Heigo is gestart met het produceren van circulaire bedrijfskleding. Bedrijfskleding die na gebruik helemaal gerecycled wordt tot garens waarvan weer nieuwe bedrijfskleding gemaakt kan worden. Deze cycles kan tot 8 maal herhaaldt worden. Heigo started with the production of circular workwear, this 100% circular workwear can be 100% recycled and we can make new Workwear again. This recycling proces can be done up to 8 times. -Verder monitoren we bij onze grootste stoffen leveranciers hun corporate social responsibility bijvoorbeeld of ze Step by Oeko tex hebben zodat ook voor de stoffen we hierover meer zekerheid verkrijgen. -we also monitoring our fabric suppliers for their corporate social responsibility, for example we check if the suppliers have already Step by Oeko Tex. 11 / 12

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