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Social Report 2012 BIERBAUM-PROENEN. SEIT 1788.

Social Report 2012 - BP Berufsbekleidung & Arbeitskleidung · BP SOCIAL REPORT 2012 3 BP BIERBAUM-PROENEN FOUNDED 1788 PRODUCTS Workwear and protective clothing (PPE) CUSTOMERS Textile

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Page 1: Social Report 2012 - BP Berufsbekleidung & Arbeitskleidung · BP SOCIAL REPORT 2012 3 BP BIERBAUM-PROENEN FOUNDED 1788 PRODUCTS Workwear and protective clothing (PPE) CUSTOMERS Textile

Social Report 2012

BIERBAUM-PROENEN. SEIT 1788.

Page 2: Social Report 2012 - BP Berufsbekleidung & Arbeitskleidung · BP SOCIAL REPORT 2012 3 BP BIERBAUM-PROENEN FOUNDED 1788 PRODUCTS Workwear and protective clothing (PPE) CUSTOMERS Textile

BP SOCIAL REPORT 2012 3

BP BIERBAUM-PROENENFOUNDED 1788

PRODUCTS Workwear and protective clothing (PPE)

CUSTOMERS Textile service and trade in Europe

EMPLOYEES Approx. 370 employees, 110 of whom are in Cologne and 260 at our factory in Tunisia

WAREHOUSE We have a very broad and extensive NOS (never out of stock) range. We dispatch more than 95% of all orders to our customers within 48 hours.

PRODUCTIONSITES A total of 18 factories. In addition to the sample sewing department in Cologne and our own factory in Tunisia, we have 16 partner companies in Bulgaria, Macedonia, Albania, Tunisia, Turkey, Pakistan, India, China and Vietnam.

Page 3: Social Report 2012 - BP Berufsbekleidung & Arbeitskleidung · BP SOCIAL REPORT 2012 3 BP BIERBAUM-PROENEN FOUNDED 1788 PRODUCTS Workwear and protective clothing (PPE) CUSTOMERS Textile

BP SOCIAL REPORT 2012 5

Social Report 2012

PREFACE ................................................................. 7

MANAGEMENT SUMMARY BP BIERBAUM-PROENEN ........................................ 9

OUR IDENTITY ...................................................... 10

THE BP PRODUCTS ................................................ 12

COLLABORATION .................................................. 14

THE PRINCIPLES OF THE FAIR WEAR FOUNDATION ..... 16

MANAGEMENTSYSTEM .......................................... 17

BP ORGANISATION ............................................... 18

AUDIT RESULTS 2012 ............................................ 20

AUDIT RESULTS 2012 SUMMARY ........................... 28

THE BP COMPLAINT SYSTEM ................................. 30

INFORMATION AND TRAINING ............................. 31

BP TARGETS FOR 2013 ......................................... 32

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Page 4: Social Report 2012 - BP Berufsbekleidung & Arbeitskleidung · BP SOCIAL REPORT 2012 3 BP BIERBAUM-PROENEN FOUNDED 1788 PRODUCTS Workwear and protective clothing (PPE) CUSTOMERS Textile

BP SOCIAL REPORT 2012 7

M. Goost H H.Go.Go.Goostostostost

Managing Directors

Preface This year, we are proud to be celebrating 225 years of BP.

We are grateful to the many generations of BP who have been managing the company sustainably since its foundation in 1788. It is they who have made this anniversary possible. We regard this as both an obligation and an inspiration: however many changes and upheavals, sustainability will remain an essential part of the company management. We regard sustainability as a process of continuous improvement that will never end.

Fair working conditions for the people who manufacture BP work clothing at our production sites in East Europe, North Africa and Asia are an important part of sustainability.

We hope you enjoy reading about the results we obtained in 2012.

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WE OFFER OUR WEARERS AND CUSTOMERS WORKWEAR SOLUTIONS THAT LIVE UP TO

THE BP “FEEL THE DIFFERENCE” CLAIM. QUALITY, DESIGN AND UTILITY ARE

AT THE HEART OF OUR CUSTOMER PROMISE.Basic principle 1 of the BP identity

Page 5: Social Report 2012 - BP Berufsbekleidung & Arbeitskleidung · BP SOCIAL REPORT 2012 3 BP BIERBAUM-PROENEN FOUNDED 1788 PRODUCTS Workwear and protective clothing (PPE) CUSTOMERS Textile

BP SOCIAL REPORT 2012 9

We performed audits in three further companies, one in Vietnam and two in China. Excessive working hours in both Chinese companies were assessed as being particularly serious. After the death of the previous on-site manager, it is proving particularly diffi cult to introduce corrective measures.

The share of purchasing volume sourced from audited companies was increased from 80% to 90%.

The corrective plans specifi ed by the previous years’ audits were implemented successfully.

One particular challenge remains the payment of living wages across the board. Under the terms of the FWF, a living wage is the minimum income necessary for a worker to meet the basic needs of a family of four. This aim can only be achieved in the long-term by taking many small steps.

Thanks to the audits, wage evaluations and numerous talks between BP employees and managers at the production

partners, it has been possible to create a high degree of transparency and awareness – an important fi rst step.

The fi rst successes are already visible: in one company, the provision of training has resulted in greater employee productivity and, consequently, also in higher wages.

Our production partners focused particular attention on the area of fi re protection. All companies have implemented preventive fi re protection measures and practiced evacuation drills.

Managementsummary

On 1 July 2010, we became the fi rst supplier of workwear in Germany to join the Fair Wear Foundation (FWF) multi-stakeholder initiative. The Fair Wear Foundation aims to improve working conditions for people working in the international clothing industry. The initiative is made up of trade associations, trade unions and non-governmental organisations (NGOs) and this ensures independence and credibility.

We have now been a member of the FWF for two and a half years.

All management processes aimed at ensuring the continuous further development of working conditions at our international production companies have now become fi rmly established in the company and in the hearts and minds of BP employees.

Awareness of fair working conditions has increased signifi cantly amongst both management and employees of our production partners.

In 2012, we achieved the following important results:

>> MiMirkkoo, Stavros, Andreas and Yusuf, shown here working on rail tracks at nighght, weearar BPBP HHi-Vis Protect in warning red.PP

Page 6: Social Report 2012 - BP Berufsbekleidung & Arbeitskleidung · BP SOCIAL REPORT 2012 3 BP BIERBAUM-PROENEN FOUNDED 1788 PRODUCTS Workwear and protective clothing (PPE) CUSTOMERS Textile

BP SOCIAL REPORT 2012 11

>>>> JeJeeessssssiccaa,, shohown here ses winggg i iiiiiinnn n aa a sllslleeeeeeeeeeeevve in n ththe BP samammmmmplpplplpplpp ee Pseseewiw ngg d depeparartmtmt enenent,,,, w weaeaaarsrsr BBPP ppolo shshhhhhirirt 161624 1811 1 11.P

3. EXCELLENCEBy showing initiative and a readiness to accept responsibility, coupled with mutual support and constant learning from one another, we deliver excellence.

4. TRANSPARENCY AND TRUSTWe cultivate a relationship of trust with everyone who wears our products, our customers, our suppliers, our investors and also within BP itself; this is based on openness, transparency and honesty.

5. SUSTAINABILITYWe create sustainable values for the people who work with us. Economic success equips us for the future. We stand for fair working conditions and use natural resources responsibly.

6. DIVERSITY AND PERSONAL DEVELOPMENTWe respect and affi rm diversity and create space for personal development.

1. CUSTOMER FOCUSWe offer workwear solutions that live up to the BP “feel the difference” claim. Quality, design and utility are at the heart of our customer promise.

2. INNOVATIONWe are constantly developing our products and company through innovation and improvement for the benefi t of our customers and everyone who wears our products.

OuridentityTHE BP IDENTITY INCORPORATES THE PRINCIPLES THAT FORM THE BASIS FOR OUR ACTIONS. WE ARE MEASURED AND EVALUATED BY OUR ADHERENCE TO THESE.

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BP SOCIAL REPORT 2012 13

The BP products: quality, utility and design in fi ve catalogue worldsBP OFFERS A VERY BROAD AND EXTENSIVE NOS RANGE IN FIVE CATALOGUE WORLDS.

BProtected® Certifi ed protective clothing (PPE) that combines safety, comfort, washability, utility and design in a completely new way.

BP Workwear® This collection is aimed at industry and trade. It offers numerous solutions, ranging from the complex multifunctional concept to a price-conscious clothing solution. It comes in a large range of different CI solutions.

BP Med & Care® Solutions for medical practices, hospitals and care facilities. BP creates solutions that make the tough working day easier for people working in these areas – through top quality and attractive clothing offering high wear comfort.

BP Gourmet® Comprehensive, colourful solutions for the kitchen and service areas.

BP Industrial Food® In the food industry, HACCP concepts provide the best possible protection for processed foods. Certifi ed BP food clothing is a solution that inspires confi dence and that implements HACCP guidelines to optimum effect.

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BP SOCIAL REPORT 2012 15

>> FrFFFrFFrFrFrFrFrFrFrFrFrFraaaaanananaaa kk kk isisisi ssshhhooh wwwn hhhhherere ee e e atat w wororkk iin thheheeeeehee m mooodo ern n ssosortrtttttttttting g plplananana tt tt ofofff BBBBBBPBPPPBPP l logooggggisistiticscs p p pararrtnntneeeerrerererreeree F F F F IEIIEEGGGGEGE i inn GrGrGreeevven. HHHHHHHeH wwwwwwwwwweaearsrs PPPP BBPPB kkkkkkkkkkkkniitttttttededdd flflflflfl ee eeeecccceee--e-eeeeeeeeeeeee llllilil nnneneneneeeed dPjjjjjjjajj ckckckketetettt 1 18787333 6116 8 8 8 11111111111111 00,0,0,0,0 BBPBPBPPerformrmaaannce wwwwwwwworrrkkkkkk k kk trtrouousesserrs 1788888 8 8 555555555 5555 55 811181 annnnndd BBBBPBP T-shihirrtt 1116262626262262262111 111 11 1717171771111 10.PP

Collaboration

WE CULTIVATE A RELATIONSHIP OF TRUST WITH EVERYONE WHO WEARS OUR PRODUCTS, OUR CUSTOMERS, OUR SUPPLIERS, OUR INVESTORS AND ALSO WITHIN BP ITSELF; THIS IS BASED ON OPENNESS, TRANSPARENCY AND HONESTY.Basic principle 4 of the BP identity

To be able to continue to keep the exacting BP quality promise and provide the high BP delivery performance, BP enjoys long-term collaborations with suppliers in Europe, Africa and Asia and has been working with some of them for decades. We have been working with more than 60% of our suppliers for over fi ve years, and with more than 30% for over 10 years. Like us, many of our production partners are small and medium-sized family-run businesses. We know that a pro-fi table collaboration is based upon a clear understanding of our interaction and relations. We have formulated this as follows in our basic principles:

In more specifi c terms, this means explaining the full extent of our business model and our expectations to our part-ners. We listen carefully to our suppliers and build on their strengths. We stick to what we have agreed upon and also expect this commitment in return. A continuous improvement process requires that we challenge one another but also provide mutual support. Mutual trust is also an important element of a good collaboration: to enable the supplier to continue to meet BP’s quality requirements, a development process lasting many years is often necessary. Our fi eld techni-cians provide on-site training in the processing methods used and monitor production.

Page 9: Social Report 2012 - BP Berufsbekleidung & Arbeitskleidung · BP SOCIAL REPORT 2012 3 BP BIERBAUM-PROENEN FOUNDED 1788 PRODUCTS Workwear and protective clothing (PPE) CUSTOMERS Textile

BP SOCIAL REPORT 2012 17

Safe and healthy working conditions.

Legally binding employ-ment relationship.

Employment is freely chosen.

Freedom of association and the right to

collective bargaining.

There is no discrimination in employment.

No exploitation of child labour.

Payment of a living wage.

No excessive working hours.

The principles of the Fair Wear Foundation

BP takes the following measures to ensure that our production partners offer social working conditions:

■ At the end of the year, BP draws up a work plan describing the targets, procurement strategy, monitoring and complaint system and other social aspects of the collaboration with the BP production partners.

■ BP submits the supplier register together with all relevant information, such as contact data, quantities, turnover, etc. to the Fair Wear Foundation.

■ The production partners must acknowledge in writing the principles of the Fair Wear Foundation and commit to the continuous improvement of the working conditions.

■ This commitment, which lists and explains the principles of the Fair Wear Foundation in detail, is displayed onsite at the company in the local language

■ It also names a local contact person, giving their telephone number and email address, that employees can notify in the event of an infringement of these principles in order to discuss their complaint.

■ BP commissions an independent Fair Wear Foundation audit team to check all social aspects of the production partners. The audit teams are fl uent in the local language.

■ Based on the audit report, the Fair Wear Foundation compiles a plan of corrective measures, which includes all non-conformances found. BP and the production partner work together to develop solutions and to ensure that the recommended measures are implemented promptly. BP documents the results and reports these to the Fair Wear Foundation.

■ The Fair Wear Foundation regularly commissions a control audit of the production partners to ensure that the shortcomings established are eliminated and the working conditions improved.

■ Our production partners are audited at least once every three years.

ManagementSystemMANAGEMENT SYSTEM TO GUARANTEE SOCIAL WORKING CONDITIONS

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BP SOCIAL REPORT 2012 19

BP Organisation

BP has a very broad and extensive NOS (never out of stock) range. It is important for our customers to know that there is a ready supply of replacement clothes for employees kitted out with BP workwear. This is why our products have a service life of up to ten years and more.

The buffer effect of our large stock and the durability of our products enable us to balance capacity utilisation of our production plants with regard to quantity and model variance. This, in turn, enables us to realise rationalisation potentials, which are essential for the manufacture of competitively priced products.

Before the start of each calendar year, we agree a framework plan with our production partners that allocates a certain number of defi ned articles to each factory each month.

This plan forms the basis for the fi nal production orders for the individual models and the production partner is advised of the orders in good time to ensure that the delivery dates can be met whilst taking into account the agreed throughput times.

Involving the production partner in the planning process is not only advantageous in terms of economic effi ciency but it is also the best way of preventing unpleasant surprises due to short deadlines or the absence of orders that could have a negative impact on working conditions.

However, outdoor products are a special case as demand for them fl uctuates greatly during the course of the year and, as a result, they cannot be manufactured continuously throughout the year. It is particularly important to discuss production volumes and dates with the production partners in good time.

THE DEPARTMENT FOR QUALITY MANAGEMENT/SUSTAINABILITY IS RESPONSIBLE FOR SUSTAINABILITY AT BP. The head of this department reports directly to the management. The departments of Materials Management, Production/Logistics and Quality Management/Sustainability are together responsible for creating fair working conditions and this responsibility is documented in writing in the function descriptions of the respective areas of work.

When selecting new production partners, we start by evaluating the location. Political stability, delivery times, the general cost level and both medium and long-term future prospects are important decision-making criteria.

The willingness to enter into a long-term relationship and the determination to continue to improve are important prerequisites for a production partnership.

The ability to meet our quality requirements, competitive prices and open and smooth communication play a central role. Of course, acknowledgement of the Fair Wear Foundation Code of Labour Practices is also essential, i.e. the willingness to continue to improve social working conditions and to meet all other requirements arising from our membership of the Fair Wear Foundation.

PRICING

As a rule, BP determines the processing steps necessary to manufacture each product and the resulting standard minute requirement. This forms the basis for the price talks with the clothing manufacturer. Before mass producing a model, the clothing manufacturer creates an initial sample in order to guarantee that s/he is able to manufacture the model in the required quality. S/he can also determine any uncertainties with regard to processing or deviations from the calculated standard minute requirement and discuss these with BP. If necessary, BP provides the required processing expertise in order to achieve the calculated standard minutes.

PRODUCTION PLANNING

SELECTING NEW PRODUCTION PARTNERS

MARKETINGSALES PRODUCTMANAGEMENT

MATERIALSMANAGEMENT

PRODUCTION/LOGISTIC

QUALITY MANAGEMENT/ SUSTAINABILITY

HUMAN RESOURCES

FINANCE/IT

MANAGEMENT

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BP SOCIAL REPORT 2012 21

Audit results

Tunisia

Vetra S.a.r.l., our own company in Tunisia, was founded in 1995. Our most complex products are manufactured here. Vetra delivers a particularly high

performance in terms of fl exibility, quality and effi ciency. With its committed, well-trained employees, most of whom have been working for the company for a long time, Vetra has become an important leading expert for our company.

Our employees from Cologne working in development and fi eld technology are trained at Vetra in the fundamentals of industrial manufacture.

Vetra was audited in 2010. Overall, the factory was assessed as having very good working conditions and an outstanding working atmosphere. Areas for improvement were mainly identifi ed in the category “Safe and Healthy Working Conditions”.

All non-conformances identifi ed in the audit were eliminated in 2011.

Vetra is a good example of how working conditions can be continuously improved:

The staff council only used to meet to discuss personnel issues. However, it now meets at regular intervals and the staff council’s right to co-determination has been expanded. Company holidays and working time regulations during Ramadan are discussed with the staff council and, when commercially feasible, adapted to the needs of employees.

Unfortunately, accidents involving gas are common in Tunisia. As a result of a gas-related accident in the home of one employee’s family in which several people died of carbon monoxide poisoning, Vetra provided training on the correct use of gas and electricity; this training was offered to all employees during working hours and was well received by the workforce.

The next control audit will take place in 2013 and we are looking forward to the new ideas it generates.

AUDIT OF OUR VETRA PLANT IN TUNISIA

AUDIT OF OUR TUNISIAN PRODUCTION PARTNER

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BP has been working with this production partner since 2005. Thanks to regular visits by our German employees and additional support from our

Tunisian company Vetra, a close relationship has developed.

The 2011 audit revealed many non-conformances that have now largely been eliminated and many improvements have been introduced. We should like to express our great thanks to the employees of Vetra who, with their experience, have advised and supported our Tunisian partner company in many areas.

At present, there is still optimisation potential with regard to a structured method for improving working conditions.

With regular visits from our BP employees and Vetra’s support, we and our production partner will continue to optimise working conditions.

Audit results

Tunisia

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BP SOCIAL REPORT 2012 23

We have been working with our Macedonian partner since 2002 and, over the years, have developed a strong and trusting relationship. We appreciate that

the exacting BP quality promise is being met there.

The 2011 audit revealed some non-conformances in the “Safe and Healthy Working Conditions” category. For example, the building’s electricity supply did not meet the safety requirements. Exposed power lines posed a considerable danger to both employees and the company. On the basis of the audit fi ndings, an electrician was appointed who gradually checked and repaired all power lines.

The payment of a living wage poses a challenge. However, by means of method training and annual bonuses, it has been possible to increase wages considerably. This is a huge success, even though many more steps still have to be taken.

AUDIT OF OUR MACEDONIAN PRODUCTION PARTNER

Audit results

Macedonia

We have been working with our Turkish supplier since 2005. Thanks to many visits by both parties and one of our trainees spending several weeks in

Turkey during the course of project work, we have developed a close working relationship based on partnership.

In 2011, the Fair Wear Foundation audit team found non-conformances mainly in the categories “Contract of Employment” and “Working Hours”.

For example, in the “Contract of Employment” category, the deadline for registering new employees was exceeded. It is essential that employees are registered immediately; otherwise they are not covered by insurance. Employees are now insured as visitors during their fi rst three days at the company, which is regarded as a probationary period for both parties.

Pregnant employees had exceeded the maximum permissible working hours because they had to use the shuttle bus at the end of their working day and did not want to wait idly until the departure time. This non-conformance was eliminated immediately by extending work breaks.

The company has now increased salaries signifi cantly through wage rises, training, etc. The payment of a living wage remains an objective that can only be achieved in small steps.

Our Turkish partner took part in a worker-education programme in 2012 and we look forward to receiving the results of this.

AUDIT OF OUR TURKISH PRODUCTION PARTNER

Audit results

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BP SOCIAL REPORT 2012 25

We have been working with our Pakistani partner, also a family-run company, for almost 20 years and have established a successful and trusting working

relationship. In 2009 and 2010, when it proved diffi cult to supply clothing worldwide, this company was able to offset supply shortfalls and played a considerable role in ensuring the high BP supply capability.

As Pakistan is regarded as a high-risk region, the Fair Wear Foundation does not use local employees to monitor this country. In 2011, therefore, our partner obtained certifi cation to SA 8000, which is recognised by the Fair Wear Foundation.

The fi rst inspections established serious non-conformances in the categories “Safe and Healthy Working Conditions”, “Management” and “Working Hours”. Excessive overtime was a particular cause for concern and was due to the remuneration system: until this point, employees were being paid by the hour and were using this as an opportunity to work a lot of overtime in order to “improve” their wage; however, productivity was very low. As a result of the certifi cation, the system was replaced by a piecework rate, with the result that wages are almost the same as before but productivity is much higher without overtime. Both sides benefi t from this. In addition, comprehensive measures have been introduced, such as the construction of a canteen, the installation of emergency chutes for evacuation in the event of a fi re, as well as extensive safety drills and safety training courses.

AUDIT OF OUR PAKISTANI PRODUCTION PARTNER

Audit results

Pakistan

We have been working successfully with our Vietnamese partner for eight years. During this time, thanks to regular visits by our employees, we

have developed a trusting working relationship based on partnership.

In particular, the audit revealed great potential for optimisation in the categories “Remuneration”, “Safe and Healthy Working Conditions”, “Contract of Employment” and “Working Hours”.

In the case of remuneration, fault was found as a result of the incorrect calculation of overtime premiums and the payment of insuffi cient compensation when lack of orders resulted in the loss of working hours.

The Fair Wear Foundation team pointed out that, in the case of part-time workers, it was not clear how the reduced working hours justifi ed the lower monthly wage. In future, time cards will be used to record the working hours of part-time workers.

First-aid kits were found to be incomplete, the date for checking some fi re extinguishers had expired and canteen employees did not have health certifi cates.

Under Vietnamese law, it is dangerous for employees under the age of 18 to work with sewing machines. In future, the employees concerned will perform checks and ancillary tasks.

Deviations from the statutory requirements were found with regard to social insurance registration. It was subsequently agreed that registration must take place within a certain period.

Our Vietnamese partner is very cooperative and, together, we are continuing to work on further improvements.

AUDIT OF OUR VIETNAMESE PRODUCTION PARTNER

Audit results

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BP SOCIAL REPORT 2012 27

We have been collaborating with our Chinese partner for more than 25 years. Over this long period, we have developed a very trusting and close

relationship.

One production plant belongs to our supplier, who also acts as our agent and places our production orders with another production plant. BP has had audits performed at both plants.

The audit uncovered a number of serious non-conformances in the categories “Remuneration”, “Safe and Healthy Working Conditions”, “Working Hours”, “Freedom of Association” and “Information Management”.

Although the monthly salary is above the amount required by law, here, too, the payment of a living wage is proving challenging.

The auditors found unlit emergency exits, the stairs and escape routes were not freely accessible and machines did not have needle guards. During the audit, the shortcomings on the stairs and escape routes were eliminated. As the company is in the process of moving to a new building, the defects with regard to the lighting and machinery will be eliminated after the move.

As in almost all Chinese companies, employees regularly work on Sundays and, in isolated cases, work excessive overtime (more than 60 hours per week). There were also complaints that overtime was not notifi ed in advance. The fact that workers like to work without taking a break is problematic. They want to earn as much money as possible in as short a time as possible. In this case, the only remedy is to make clear to employees the need for periods of rest and the problems associated with overwork.

The company did not have an elected employee representative and employees were not aware of the anonymous complaints system.

Unfortunately, our partner died in the autumn after a serious illness and the company is currently being restructured. This is delaying signifi cantly the implementation of the improvement measures.

AUDIT OF OUR CHINESE PRODUCTION PARTNER

Audit results

China

The second Chinese company consists only of fi ve permanent employees. When the order situation improves, additional employees are taken on for

a limited period. Unfortunately, serious non-conformances were also revealed at this company in the categories “Remuneration”, “Safe and Healthy Working Conditions”, “Contract of Employment”, “Working Hours”, “Freedom of Association” and “Information Management”.

Overtime was not remunerated in accordance with statutory requirements; this was corrected immediately. Wages are above statutory requirements and efforts continue to increase remuneration in order to pay a living wage.

There were insuffi cient fi re extinguishers and those present were not checked within the prescribed period. Before the audit, no fi re and/or evacuation drills had been carried out. In the meantime, the company has confi rmed that the local governmental authorities performed a fi re-protection inspection in November and also provided training. It has also confi rmed that statutory requirements are now being met.

Due to the very irregular order situation, only fi ve employees had a contract of employment and, as a result, only these employees were covered by social insurance.

Here, too, work is often performed on Sundays which, in isolated cases, resulted in excessive overtime. Due to the small number of employees and the fl uctuating order situation, work is performed “as and when required”.

The audit team established that employees were not informed comprehensively about BP’s membership of the Fair Wear Foundation and were unaware of the anonymous complaint system.

Here, too, we miss our business partner of many years’ standing who would have helped us to promote improve-ments with greater rigour and speed. We expect that, after establishing responsibilities and the restructuring of our direct supplier, the areas that are still in need of correction will be rectifi ed promptly at this company.

AUDIT OF OUR CHINESE PRODUCTION PARTNER

Audit results

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Page 15: Social Report 2012 - BP Berufsbekleidung & Arbeitskleidung · BP SOCIAL REPORT 2012 3 BP BIERBAUM-PROENEN FOUNDED 1788 PRODUCTS Workwear and protective clothing (PPE) CUSTOMERS Textile

BP SOCIAL REPORT 2012 29

During the fi rst one and a half years of our membership of the Fair Wear Foundation, we made our suppliers aware of the requirements of the Fair Wear Foundation and explained the associated measures in detail. In 2012, the focus was on performing further audits and on implementing the corrective measures.

Thanks to many years of collaboration, our relationships with our producers are very much partnership-based. According to the requirements of the Fair Wear Foundation, in its second year of membership, BP has to prove that 60% of its purchasing volume is sourced from monitored producers. BP has far exceeded this target: as a result of the audits, more than 90% of the purchasing volume is supplied by monitored production partners.

The non-conformances detected have largely been eliminated.

The aim of paying living wages is proving challenging. According to the defi nition of the Fair Wear Foundation, a living wage is the amount required to meet the basic needs of a family of four. This has to take into account expenditure for accommodation and food, as well as the costs of health, education and participation in social events.

As a result of the alarming news of fi res in textile companies in Pakistan and Bangladesh with hundreds of deaths, we have performed in-depth checks at our suppliers to ensure that fi re-protection and evacuation drills are being performed.

Audit results

Summary

MEMBERSHIP OF THE FAIR WEAR FOUNDATION HAS ENABLED BP TO DEVELOP AND ESTABLISH A MANAGEMENT SYSTEM FOR SOCIAL SUSTAINABILITY.

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Page 16: Social Report 2012 - BP Berufsbekleidung & Arbeitskleidung · BP SOCIAL REPORT 2012 3 BP BIERBAUM-PROENEN FOUNDED 1788 PRODUCTS Workwear and protective clothing (PPE) CUSTOMERS Textile

BP SOCIAL REPORT 2012 31

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Creating fair working conditions starts with a clear and open information policy, as well as intensive training and support.

We have informed the BP workforce about Fair Wear Foundation membership and the associated measures. Employees who are directly involved in procurement have received the necessary training and qualifi cations.

We have informed our customers about our collaboration and the progress we have made with the Fair Wear Foundation via talks, workshops, podium discussions, trade fairs and all BP promotional material.

During visits, we continue to inform our production partners about the framework conditions associated with BP’s membership of the Fair Wear Foundation. BP has developed

a checklist for an initial assessment of existing working conditions. Companies are advised on how to eliminate any non-conformances.

Since September 2011, the employees of our Turkish supplier have been participating in a worker education programme. This is aimed at improving communication between employees and management. Training was given in workplace safety. Employees were informed about their rights. One person was appointed and trained to listen to wishes and suggestions for improving working conditions and to agree and monitor the relevant measures with management.

Participation in the workshops was regarded as very positive.

The BPcomplaint system

A notice in the local language detailing the eight Fair Wear Foundation principles is displayed in a public place for all employees to read. The notice explains what the employee can do if the company infringes these principles. It gives the telephone number and email address of a local contact person who can be notifi ed in the event of a complaint. This contact person then forwards the complaint, informs both the Fair Wear Foundation and BP and, in cooperation with the production partner, a solution is found that is acceptable to everyone involved.

BP has not yet received any complaints.

BP HAS INTRODUCED AN ON-SITE COMPLAINT MANAGEMENT SYSTEM FOR EMPLOYEES AT ALL OF ITS PRODUCTION PARTNERS.

Information and training

Page 17: Social Report 2012 - BP Berufsbekleidung & Arbeitskleidung · BP SOCIAL REPORT 2012 3 BP BIERBAUM-PROENEN FOUNDED 1788 PRODUCTS Workwear and protective clothing (PPE) CUSTOMERS Textile

BP SOCIAL REPORT 2012 33

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Increase the purchasing volume sourced from audited/controlled production partners from 90% to almost 100%. We will achieve this by carrying out audits at our production partners in China.

Together with our production partners, continue to implement all improvement measures derived from the corrective action plans.

BP targets for 2013 Check the results and measures derived from the

“Communication, Conflict Solution and Improving Working Conditions” training programme at our Turkish production partner.

Continue internal and external communication and training on social working conditions and preventive fire protection measures.

Page 18: Social Report 2012 - BP Berufsbekleidung & Arbeitskleidung · BP SOCIAL REPORT 2012 3 BP BIERBAUM-PROENEN FOUNDED 1788 PRODUCTS Workwear and protective clothing (PPE) CUSTOMERS Textile

Bierbaum-Proenen GmbH & Co. KG · im carré domstrasse · Domstraße 55–73 · D–50668 Köln · GermanyTel. + 49 221/16 56–0 · Fax + 49 221/16 56–170 · E-mail: [email protected] · www.bp-feelthedifference.com Pr

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