Partos oktober 2010 fair wair foundation
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FWF is a multi-stakeholder initiative dedicated to improving working conditions globally. It has over 10 years of experience working with over 60 member companies and verifies working conditions in over 1200 factories employing 275,000 workers. FWF focuses on the sewing phase of production and uses a process approach, conducting audits and trainings to develop corrective action plans with factories. Member companies work with FWF and their suppliers to implement codes of conduct through monitoring, improvement plans, and transparency in annual reports.
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Percentage of total market in the business printing sector
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Demonstrate cost savings in the organization as a result of business processes being streamlined.
Use process value analysis on all change initiatives in the organization.
Percentage of change initiatives that produced cost savings in the organization.
75%
PROCESS OR INTERNAL OPERATIONS PERSPECTIVE
Implement strategies to maximize resources and infrastructure present in Neon Software, Inc.’s facilities.
Make use of creativity and innovation in order to improve internal processes and keeps the business progressing.
Ensure high utilization of company facilities.
Improve process delivery
Create business project management process
The process is implemented in full.
PASS/ FAIL
Ensure effective implementation of initiatives
Initiative delivered project goals
Percentage of goals met
90%
Initiative delivered on time
Percentage of initiatives delivered on time
90%
Initiative delivered on budget
Percentage of initiatives delivered on budget
90%
CUSTOMER VALUE PERSPECTIVE
Maximize customer collaboration in order to identify and understand customer needs and expectations.
Deliver timely, accurate, and high-quality services and products to increase value and achieve customer satisfaction.
Products offered by Neon Software, Inc. to be affordable with the firm acting as a market leader.
Identify customer needs and inefficiencies and implement relevant solutions.
Map existing business processes
Number of business processes mapped
4
Facilitate the management of change in the company.
Change management plan implemented
PASS/ FAIL
Build effective customer relationships
Increase customer contacts
Number of new customer contacts per week
4
Learn and apply communication techniques
Number of feedback sessions
2 per person
LEARNING AND GROWTH (EMPLOYEE) PERSPECTIVE
Promote a culture and working environment that embraces growth and development.
Meet the needs of each of our employees which will more often than not result in employee engagement and employee satisfaction in general.
Ensure that employees are compensated sufficiently which will help with retention.
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The document outlines the challenges and accomplishments of Egypt's Consumer Protection Agency (CPA). It discusses establishing consumer education programs, handling consumer complaints, coordinating with government authorities, and forming partnerships with consumer organizations. However, many consumer organizations lack resources and capacity. The CPA aims to develop these organizations through training, funding, and establishing relationships between local and central organizations using a bottom-up approach. This will help empower consumer organizations and improve consumer protection in Egypt.
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- 1. Partos Plaza Oktober 2010
- 7. Traditional supply chain view
- 8. Reality of supply chains
- 9. The Fair Wear formula
- 14. Multi-level verification is FWF’s core activity
- 15. Transparency at all levels FWF’s public, 3rd-party findings give your CSR claims legitimacy with consumers, investors and advocacy organisations
- 17. What do members do?
- 21. If you have any questions, please ask them now or visit our website: http://www.fairwear.org
Editor's Notes
- Standards are set on independent basis.
- Multi-level verification in fifteen production countries.
- If life was simple your supply chain would look like this….
- But reality is that supply chains are much more complex. Especially when you consider that most brands use a variety of raw materials and many suppliers. As you all know, many actors are involved. Because of this complexity FWF has developed the Fair Wear formula which sets us apart.
- The Fair Wear formula was devised to address this complex reality. Each component of the formula represents a key aspect of FWF’s system. Taken together, these promise sustainable changes for garment and textile workers.
- And this is what we are good at!
- Next ingredient is our multi-stakeholder structure. It ensures our independency and credibility. The voice of all stakeholders we need on all levels of action and decision-making. Provide explanation on the organisations in the board/ including CCC what is and what is not discussed. Terms of engagement. The individual companies and the content of their workplans, supplier registers etc is not discussed -> for staff only.
- A process approach: we meet companies where they are and reward change.There are no ‘perfect’ factories (yet!).
- Audit process: geared towards collaboration, rather than policing.
- Transparency for accountability