SOCIAL REPORT 2021
www.thewoodygroup.com
“
We are proud of what we have accomplished so far, and by continuing our pragmatic approach to sustainability, we will take further steps to take up a prominent position in the nightwear and homewear industry.
” Steven Van de Velde Managing director - The Woody Group
Consciously curated by Nelle Matthys, Production & CSR manager Supported by Studio D Approved by Steven Van de Velde, Managing Director This paper reports on the period of January 2021 to January 2022. The images used in this report may be subject to copyright.
Content About The Woody Group Summary: goals & achievements in 2021 1. Our sourcing process 1.1. Sourcing strategy Production countries Organization of the sourcing department Pricing The impact of extreme inflation in Turkey Our living wage project 1.2. Production cycle in sourcing 1.3. Supplier relations Supplier relations in covid 19 times 1.4. Integration of monitoring activities in sourcing decisions 2. Monitoring & remediation 2.1. FWF Code of Labour Practices 2.2. Audits & Corrective Action Plans 2.3. An employee survey @ Tekumut 3. Complaints procedure 4. Training & capacity building FWF living wage incubator & Fair Price App 5. Transparency & communication Information management Our Brand Responsibility Conduct Policy Our supplier list External communication
About The Woody Group We are a Multi Brand Company specializing in High Quality Home and Night Wear for Women, Men and Children. The Woody Group’s flagship brand is Woody. A Leader in home and nightwear since 1993. Woody offers Fun, Wholesome and Cheeky Designs for the Whole Family. Woody is a happy and colorful brand. We care about animals which is why we have animal imprints on our pyjamas.
At Woody, we care about people and especially children. The Woody Group’s brand lordsxlilies is known for its typical Belgian attention to detail in übersoft fabrics! It is your go-to for super comfortable & elegant home-, night- and leisurewear with fresh & feminine contemporary design. Our signature & handdrawn prints are inspired by the welcoming beauty and abundance of nature. With the rebranding in winter 2020, this collection became a balanced and full-fledged collection for all women with a wide range of functionality. This is how the term freewear came about.
Highlights
7
350
Own shops in BE
+/- 350 retailers Carrying the brand
Organization
0,7 M +/- 700 000 Articles sold
Finance & Accounting Human resource Knitting devision
HAKAN ÖZSEN MANGING DIRECTOR
TEKUMUT TURKEY
Fabric warehouse Accessories warehouse Cutting department Embroidery & printing Stitching department Finishing & ironing Packing & warehouse Dispatch department Logistics department
MEHMET BATUR
STEVEN VAN DE VELDE
OWNER CEO
MANAGING DIRECTOR
BELLA TEKSTIL TURKEY
THE WOODY GROUP BELGIUM
STEVEN VAN DE VELDE MANAGING DIRECTOR
Finance & Accounting Human resource IT-department Sales department Marketing department Styling & modeling Production & CSR Logistics & warehouse Customer service
Woody Store Hasselt Woody Store Antwerpen Woody Store Knokke
WOODY RETAIL
Woody Store Gent
BELGIUM
Woody Store Brugge Woody & lxl BOTé Finance & Accounting Human resource IT-department Sales & retail Marketing & CSR Styling & production Customer service
Woody Outlet Zonhoven
Summary: goals & achievements 2021
was a year full of challenges.
After a first and second wave of covid
2020, covid remained prominent in 2021 as well. Furthermore, in 2021 in
supply chain. Over
85
percent of our
production is made at Bella Tekstil - Tekumut, producing partner in The Woody Group, where we continued our living
the entire industry was confronted with
wage project and where we invested
gigantic price increases in raw materials
in significant wage increases. We con-
and transport. On top of that, we were
ducted also a worker survey to ask the
confronted with extreme inflation waves in our main production country Turkey.
workers of Tekumut about the working
But it didn’t stop us from creating and
launching
sustainable,
our
highly
soft underwear line:
new
and
fully
functional
and
ndrwr
conditions, whether they think they are earning a living wage and how they rate the social dialogue in the company.
We are proud of what we have accomplished so far, and by continuing our
Furthermore, we invested consciously
pragmatic approach to sustainability,
in a Responsible Business Conduct
we will take further steps to take up
Policy, which gives an overview of our
a prominent position in the nightwear
principles, practices and requirements
and homewear industry. In the coming
in order to ensure ethic and responsible
years, the focus will be on adapting the
sourcing of our products. An important
business model to future challenges
part of responsible business is taking
and to take an active part in working
care of the people throughout our
towards a more sustainable society.
ndrwr
“
2021 was a year full of challenges. But instead of loosing energy to short term problems, we focus on the long term. At The Woody Group we have a formula to deal with the future: We question ourselves “Is our product sustainable? Do we have sustainable relationships with our workers, suppliers and customers?” Thinking this way made us stronger and resilient against crises.
” Mehmet Batur, CEO Bella Tekstil/Tekumut and The Woody Group
1. Our sourcing process 1.1. Sourcing strategy & Pricing
This year
2021 our brands were carried by +/350 retailers in Europe and Turkey. Above that we also have 7 of our own
produced by our main partner Bella
stores, all located in Flanders, Belgium.
more than
In
All the products in our assortment
85 %
of our products were
Tekstil - Tekumut in Turkey, who has produced for The Woody Group, for
a
partner
10 of
years and who became our
company
group.
have been designed by our styling team
The factory is specialized in knits, a
in Belgium. As for collections, both
material widely used in our flagship
of our brands are working with spring/-
brand’s Woody pyjamas. They are
summer,
also very trustworthy, agile and have
winter/autumn
collections.
fast reaction times. They are
Production Countries Due to the covid pandemic,
2020
and
percent
producing
for
our
100
brands.
2021 were special years for The Woody Group, but we managed to continue our sourcing, production and sales in the best possible way. Our volumes were kept up to normal standard. The
production
hand
is
in
handled
Turkey,
on by
China
11% China
the our
other partners
and
India.
4% India
In China we have
7
suppliers all
together they are making
11 %
of our
production volumes, with the highest volume in winter. Our main Chinese 85% Turkey
supplier is the specialist of very warm winter fabrics made in fluffy and
As every year, our goal was to keep our
supply
chain
as
consolidated
as possible. All of our brands have only
small
number
of
suppliers,
giving us a good overview of our supply chain. In
2021 ,
there were no
major changes in our supplier base.
super soft polyester quality. Materials which are all made in China. When producing these qualities in China, there is a geographical advantage, which allows us to cut down transportation distance necessary between the mills and producers. This lowers transportation time and energy consumption.
Our sourcing process In China the challenge is to deal with
always look for producers with whom
small order quantities. For our Chinese
we could develop a long-term relation-
suppliers even our biggest orders are
ship and who are open to a dialogue.
very small as the scale is not comparable. So often we have to add up on our
Organization of the sourcing dept.
orders to reach their minimum order
All our company sourcing decisions
quantities, which is not always workable.
are made by our Production & CSR Manager and the Collection & Plan-
2018
The Woody Group is
ning Manager. They always visit a
also sourcing in India. This country
location before we start a business
was really new to us and we have expe-
relationship
rienced some difficulties with stability
visits
So since
and
throughout
conduct the
interim
relationship.
and communication. That’s why we decided in
2020 to stay with only 1
sup-
This in-person interaction and visits
plier in India. This producer is very com-
are an important cornerstone of TWG’s
mitted to implementing and maintain-
strategy of responsible sourcing. We
ing FWF’s COLP, which is part of TWG’s
always prefer to work directly with our
official Suppliers Handbook. Because
suppliers without any intermediates, to
of their motivation and the presence
keep close contact with our product.
of another FWF member, TWG has the
When our company is in search for
trust to build long term relationship
a new supplier, we look at multiple
at this supplier. They informed us that
parameters such as the quality of the
they started to use a subcontractor
workmanship, price-quality ratio, CSR
for our production. So we asked them
engagement of the supplier and possi-
to sign the FWF Code of Labor Practic-
ble risks in the production countries.
es, to fill in the FWF questionnaire
We ask new suppliers to sign the FWF
and for an available audit report.
Code of Labour Practices, to fill in the FWF questionnaire and in our due
Our sourcing department is aware of
diligence process we use a risk list
different risks that come with each
and we check available audit reports.
country. An overview of possible risks per production country is included in our sourcing strategy and thus we
Our sourcing process Pricing
inflation reached extreme levels like
When it comes to pricing and making
never seen before. The weak lira trans-
sure our buying prices are fair, our
lated into extremely high inflation
companies strategy is quite simple. We
because
have a good knowledge about pricing
products and semi-finished goods for
due to our vertical integration. Our sup-
industry became more expensive. This
pliers are familiar with our products and
situation affected the living costs of
order quantities, so they set their prices
our workers in Turkey, so several wage
accordingly. If a supplier says that our
increases
imports
have
of
been
energy,
food
implemented.
MOQ is too low we pay an extra fee. In general TWG also pays
30% deposit to
finance the material purchase. For the year of 2021 one of TWG’s goals was to have a better overview of garments cost breakdown and have more price transparency. We experimented with the FWF fair price app, which seems a very interesting tool to us. It is still in development phase, but we believe in the potential to use it in a structural way in the future.
“
“We experimented with the FWF fair price app, which seems a very interesting tool to us.”
”
Our living wage project In
2020,
we started the dialogue with
the management of Bella Tekstil-Tekumut on living wages. We created more transparency in the wages of the different worker categories and we had an insight in pay slips. In 2021 we continued this dialogue, especially in the context of the Turkish inflation situation. The management of Teku-
Nelle Matthys, Production and CSR
The impact of extreme inflation in Turkey In Belgium, inflation was still quit under control in
2021 ,
but in Turkey
mut is convinced of the importance of living wages and offered further transparency. We have now a good and updated overview of net-brut wages, financial bonuses, transport and food bonuses offered to the workers.
Our sourcing process
difficult situation, the ambition to pay
2022, category 1 workers (218 persons) received 95 % of the national Turk-is living wage, category 2 workers (17 persons) received 127 % of the national living wage, and category 3 workers (8 persons) received 141 % of living wage.
viable wages remained. We compared
Important to mention is that Tekumut is
the actual wages of the workers with
located in Duzce, a rural province where
the living wage spearheaded by Turk-is,
the cost of living is significantly lower
the national trade union. In February
than in more urban areas in Turkey.
A first wage increase was realized in December
2021,
a second and third
2022. At with 50 %,
one in February and March the time inflation went up wages increased by
“
60%.
Despite the
This wage increase is a win-win for the company and for the workers, both emotional and financial. We keep our good folks by offering good salaries, and I prefer to spend this money to our own people than to use it to pay subcontractor.
”
Mehmet Batur, CEO Bella Tekstil/Tekumut and The Woody Group, Using the Fairprice calculator tool in Duzce @Tekumut
Our sourcing process @Tekumut, in
2021
a daycare center
Since
many
female
workers
was installed on the business park.
struggle to find affordable childcare,
A warm daycare house was completely
this is a major advantage.In the mean-
new
installed
to
welcome
8
kids.
time they already have
10 children and
a few women are pregnant. Reasons enough to think about expansion now, because there is already a waiting list.
Warm atmosphere in the daycare center, the children bring togetherness and playfulness into the company
Our sourcing process 1.2. Production cycle in sourcing As
mentioned
before,
our
brands
Woody and lordsxlilies have two main collections per year, a Spring/ Summer and a Autumn/Winter collection. When there are special events, such as Olympics, The Woody Group also produces small and pre-sold capsule collections.
period, all the production locations receive the
a
forecast
moment
all
order.
our
That's
suppliers
to
buy raw materials and fabrics at the mills. They plan the cut, trim and prepare the capacity on their production
lines.
Planning
is
done
respecting our priorities and requested delivery times, as much as possible.
Our collection manager is aware of the capacity during the planning of the collection, which is done following the season and according to the fabric specialization of the factory. This is important to prevent excessive overtime for workers. Collections are made by the factories in the original fabrics and each colorway is physically sampled. This avoids surprises during the production,
Negotiation with China via WeChat
as same fabrics in other colors can react
If needed, this is the moment a supplier
very differently. Each color combo has
will negotiate an extra fee for a small
his own different artwork which makes
order quantity. While waiting raw mate-
it unique. Samples are delivered to TWG
rials all garment details are inspected
with an according price quotation.
and size sets approved. When final
This is done so our customers can
orders are placed the starting up of bulk
see the real product during the sales
production goes fast and easy. For the
period in TWG showroom, in Ghent.
production locations in India and China the typical lead time is
90-120 days. If
The Woody Group is ordering only
there is a delay, we can adapt the date
pre-sold pieces and a small B 2 B work-
of delivery, or we opt for a different
ing stock in bulk production. Since
transportation mode. To guarantee that
2018
we have an online shop which
garments arrive on time The Woody
is considered as a physical store.
Group changes sometimes from SEA
A month before the end of the sales
shipment to AIR freight.
Our sourcing process With our partner in Turkey we work
styles and a highly automated factory.
hand in hand to have the work done. It's
Consequently, the lead times in Turkey
a full partnership in which also our
are shorter with the best lead time
computer
systems
are
exchanging
being
60 days.
information. They have full access to our PLM-system and have software to
During spring, the factory in Turkey
make their production planning follow-
also observes the Ramadan, which is
ing
materials.
considered during the planning. In sum-
Furthermore, if there are any delays,
mary our pre-sales system is providing
they have the power to adjust the de-
us a low risk bulk order.
livery date directly, which is adapted
Our experienced long term suppliers
automatically.
are in our functional products. The high
the
arrival
of
the
quality materials are very well chosen. This planning is uploaded in our logis-
As we only produce the sold garments,
tics system and visible on the B2 B
avoiding unused stocks and left overs.
website. In Turkey we work a lot with
This is our long term business model
repeated fabrics, removing a layer of
which
complexity, and a lot of carry-over
solid and sustainable.
Highly automated cutting for a maximum quality and flexability
Inline embroidery machine for extra reactivity
helps
us
to
be
financially
Our sourcing process 1.3. Supplier relations We have a very small number of suppli-
Struggling the climat change
ers within our supply chain and most
Above Covid
relationships take longer than five
serious flood in the city of Zhengzhou.
years. FWF membership has allowed us
We have
to develop new insights in the social
lived the situation by following up and
context of our production countries. We
requesting their wellbeing in the first
are more aware of possible risks, such
place. Luckily nobody was personaaly
as the current risk for forced labor of
affected but there were serious prob-
Uygur minorities in China. If we are
lems for the factories. Minor damage to
aware of possible social risks, we dis-
our goods, which were repairable but
cuss it with our respective suppliers.
there were major power outages and
Supplier relation in covid
19 times
1
19
situation there was a
supplier located there. We
logistical problems resulting in delivery delays. As a result, we were obliged to incur high air freight costs in order to
Furthermore, the covid situation was in
get the goods to Belgium within a work-
2021 still an important topic to discuss
able period. These additional costs
with suppliers. It is not only important to
were, of course, in no way recovered
keep good communication with suppli-
from the supplier.
ers on pending orders, we took extra care to keep close contact to follow up the covid crisis and its effect on workers in Turkey, China and India. We checked how the health and safety situation was in the factories, and we checked if workers received their salaries also in period of lock down. Given the crisis and lock down situations in production countries China and India, our suppliers coped well with the crisis. Mr. Mehmet Batur our CEO meeting Mr. Luty Mai owner of DETEX China, A way to reconnect after Covid-19 period and delivery problems due to flood
Our sourcing process 1.4. Integration of monitoring activities in sourcing decisions
Furthermore, our CSR advisor informs the Buying and CSR manager on possi-
Each new supplier needs to sign the FWF Code of Labor Practice and to fill in the questionnaire on production location data. A “due diligence check” will be done, based on country and/or specific
risks
and
performed
audit
reports. If a new supplier refuses to sign or to post the Code of Labor Practices, or if he is not transparent on the pro-
ble risks, for example on the possible risk related to forced labor of Uygur minorities in China. As soon as we were well informed about this issue, by FWF seminars and by info from specialized media, we contacted our Chinese agent and suppliers to ask for the current status. An example of the answers we received:
duction locations, we will not work with this supplier. In 2021 , a new subcontrac-
Subject: Re:
tor
Dear Nelle,
in
India
signed
and
posted
the Code of Labor Practices.
For other suppliers, if key issues are found during an audit or serious issues are reported within the complaint pro-
Possible risk on forced labour in China
Thanks for your email. The Chinese Foreign Ministry has already replied to such questions. Chinese Foreign Ministry spokeswoman Hua Chunying has made it clear that there is no such thing as forced labor in Xinjiang. And on March 26th, 2021, the. Shanghai department of BCI also issued a statement saying that there was no forced labor in Xinjiang Our factory is strictly follow the FWF Code of Labor Practices, There has never been forced Labour.
cedure, our company will immediately start an open discussion with the supplier to see how it can be solved, and
Best Regards. Rebecca Tian rocasocks.com
which immediate actions are possible. A plan of action will be set up together with the supplier and followed very closely by The Woody group. Our company will stop placing orders in case of unwillingness to improve, unwillingness to negotiate and set up a corrective action plan, or in case of refusal to take actions.
Find me on whatsapp: +86 177 1514 8020
2. Coherent system for monitoring and remediation The Woody Group makes use of a coherent monitoring program, which includes factory audits, the follow up of corrective action plans, informing agents, manufacturers and their employees about the Code of Labor Practices, questionnaires, a complaints procedure for workers, and factory visits.
wages
and
compensation,
working
safety including health and safety. By filling out and signing the questionnaire, they endorse the labor standards of the Code of Labor Practices. All current producers must display the Code of Labor Practices at the work floor in the local language, at a visible, private place for employees, where they can read it privately. During audits and during visits by The Woody Group staff, this is verified and followed up.
CSR is now a standard topic during all factory visits. In
2021 , due to covid
we only had the chance to visit our
2.1. FWF Code of Labor Practices
factory in Turkey, Chinese and Indian
All
have
suppliers were contacted by mail or
received a letter and a questionnaire
zoom meetings. We also use a Health
to inform them about the FWF Code
& Safety Checklist during factory
of
implies
visits. This is a useful tool to have a
international labor standards includ-
Health & Safety overview, and if there
ing human rights, labor rights, child
are points for improvement, these are
labor,
quickly detected, named, and resolved.
our
Labor
current
producers
Practices,
forced
labor,
which
working
time,
Irem Gültan, FWF follow-up @Bella/Tekumut with TWG-CSR visiting Tekumut, Duzce
Coherent system for monitoring and remediation 2.2. Audits and Corrective
during the lockdown periods. As we
Action Plans Audits are based on the FWF Code of Labor Practices. In the past three years, we organized audits at most of
90 %
our main suppliers. Over
of The
Woody Group’s production has being audited within the past three years.
are
2
FWF-members
producing
at
Sunknit, our collegues of a Germany based FWF member is taking the lead for following the CAP’s. To our info, everything goes well. Sunknit also obtained the GOTS-certification, which is reinforcing their ethical standards and provide us with organic cotton items.
At Tekumut in 2021 we further followed up on the Corrective Action Plan that came out after their very first social audit in
2019.
An important point
for follow up was the air quality in the factory, some workers had some complaints on dust. The management asked an independent agency to conduct a study on the air quality in the
Furthermore,
from
factories making production,
we
our
Chinese
11 % of our garment received
updated
BSCI and/or SEDEX audit reports. For us it is an opportunity to interpret the audit report by using the FWF Audit Quality Assesment Tool. This makes also CAP follow up possible.
factory, and the results were satisfying and posted at the info board for the workers. Nevertheless Tekumut has invested in new overlockmachines, all equiped with an extra dust suction. Also
a
FWF
Program
took
Worker place
in
Education Tekumut.
At Sunknit, our Indian supplier which makes 4 % of our cotton volume, a FWF
2020. Covid-19
audit took place in November The audit took place under
measures and despite this the report looked very positive. It was clearly written that salaries were covered
Self cleaning machine with airblow and dust-suction @Tekumut
Coherent system for monitoring and remediation 2.3. An employee survey
The survey was introduced to the work-
@ Tekumut
ers on 11 November 2021, in attendance of Mrs. Nelle Matthys, production and
The Woody Group took the initiative for a worker satisfaction survey in its main production location, Bella Tekstil – Tekumut in Turkey, Duzce. 198 workers ( 90 % of the employees) responded to the
survey, which contained
27
questions related to general satisfaction, safety & working conditions, their function, their wellbeing & worker participation
and
social
dialogue.
CSR manager of The Woody Group Belgium. She collected the paper questionnaires and sent them to Studio D, an independent sustainability agency that
analyzed
the
questionnaires.
From this results, we can conclude that there is a high level of employee satisfaction and a good level of working relations. Attention points are stress prevention, good ergonomics, expressing appreciation by supervisors and a more social dialogue. The results were presented to the management and a follow up plan is discussed.
Satisfactory survey @ Tekumut
The results of the analysis:
Employee Survey Bella Teks l - Tekumut
0%
10%
20%
No answer
Is
I am sa sfied with my work I am proud to work for this company I would recommend family or friends to work here
I feel safe at work The necessary personal protec on mechanisms for my job are available My employer has a en on for ergonomics at my workplace My abili es match with the work I do My tasks are sufficiently clear I get apprecia on from my direct supervisor if I do my job well If I have a problem, I can talk with my supervisor I can regularly a end a training I am sa sfied with my salary My salary sufficiently covers my living costs I have no inten on of changing jobs I feel good at work The management pays sufficient a en on to the well-being of the employees I experience stress at work I work regularly over me We treat each other with respect in the workplace There is a good collabora on among colleagues I am sa sfied with the quality of the food that is offered by the company I am sa sfied with the transport services offered by the company I am sa sfied with the quality of the kinder garden offered by the company There is sufficient consulta on between management and employees The management listens sufficiently to the concerns of employees The employees are regularly informed about the performances of the company
“
There is a high level of employee satisfa
%
30%
strongly disagree
40%
50%
I disagree
60%
Neutral
70%
I agree
80%
90%
100%
I completely agree
ction in Tekumut, where we produce
85%
”
3. Complaints procedure The FWF complaints mechanism is
language and displayed it in a visible
an important system to give each
place. They also shared pictures of this.
individual worker their own voice if
The physical on site follow-up was,
their rights are not respected. By
due to Corona, only possible in Turkey.
following the procedure, a complaint about the employer can be submitted
If a complaint arises, our general
anonymously. This complaint is then
responsible for production handles this
investigated by FWF and well-founded
claim, in consultation with our external
complaints are communicated with
CSR advisor. Through close contact
the brand and asked for a satisfactory
and open communication this can be
solution. All our suppliers have received
dealt with in an appropriate manner.
the workers info sheet in the local
4. Training & Capacity building At
Tekumut,
Program beginning
a
Worker
took
place
of
Education in
December
We have scheduled a new FWF-WEP in
the
March 2022 . In this way, the complaints
2021.
procedure is gone through with all employees and we are assured that everyone has understood the system.
To keep our staff in our HQ in Gent
informed,
engagement
our
and
fair
wear
progress
is
discussed regularly in staff meetings. During
management
meetings
about general sustainability it was decided as the most important pillar. The covid period offered also an opportunity for our CSR manager and CSR advisor to attend several FWF online trainings, f.e. on living wages, alternative
trainings
for
supplier,
excessive overtime tools, how to deal FWF - WEP at trainingcenter Tekumut
with the covid situation in communication guidelines, etc.
China,
Training & Capacity building FWF living wage incubator & Fair Price App
get direct feedback on our own actions and next steps from the FWF experts. It was an interesting and stimulating
The Woody Group also participates
trajectory to build up our own capacity
2.0.
to strive to real living wages for all
in the FWF living wage incubator
As it is a good mix of informative and
textile workers in our supply chain.
interactive sessions, it was a good way to dive into the issue and to learn
We also experimented with the Fair
more about the complexity of various
Price App. We served as a pilot to
aspects of striving to living wages. The
FWF, and we discussed possibilities
incubator meetings gave the opportu-
and points for improvement with our
nity to discuss the topic with other FWF
liaison officer. We are convinced that
brands who could tell about their expe-
this app can be a useful and practical
riences and learnings, as well we could
tool
in
future
price
calculations.
5. Transparency & communication Information management
and address. The objective is to keep the complete supplier file up to date.
Information and reporting lines have
So that we always have our criteria and
always been important at TWG. In
parameters in view. It will also be visible
2020
which specializations, certificates and
we installed a new Product Life
Management software. Centric
8
is a
audits the supplier has in its portfolio.
fashion-oriented PLM system that will
This makes this information easily
also enable integration of
3D
in the
available to all people who need it.
future. With this we share the same
The project went live in October
program with the Turkish development
Our Responsible Business Conduct Policy (RBC)
department. Where previously links
2021.
had to be made between our different programs. This will mean progress in
Stimulated by Fair Wear Foundation,
which all product information is fully
in the past year we worked on drawing
visible and transparent on both sides.
up a Responsible Business Conduct Policy. We described explicitly our com-
In this new system, the suppliers file
mitment to responsible business, both
will contain much more than just name
social and environmental responsibility.
Transparency & communication This policy explains how The Woody
ers, but also suppliers, on our engage-
Group assesses, mitigates and prevents
ment
towards
sustainable
business.
possible risks in our supply chain: We take care of a new supplier strategy,
Our supplier list
long term business relations, a responsible production planning system to
Having our own production facility
avoid overtime, gender equality and
making slightly over
diversity, social dialogue, a grievance
ucts is a real added value to us. We
mechanism, a responsible exit strategy
can do deep research and development
and transparency. Principles of trust
with our technical collegues in Turkey.
and co-operation are important to us.
This way we can well monitor all param-
85% of our prod-
eters inhouse. Another big advantage After internal discussion and agree-
is that it can keep our supplier list
ment, this policy is signed by our man-
very short. We trust upon specialized
aging director (based in Belgium) and by
companies
our CEO (based in Turkey). It serves as
such as our plush toys,
an important internal policy and com-
knitwear. This gives each supplier a
munication document to inform work-
very dedicated task in our organization.
for
specific
accessories slippers and
Country Factory
Product
lev.
Audit
TURKEY BELLA-TEKUMUT
WO - lordsxlilies - underwear
85%
FWF 2019
INDIA
SUNKNIT
WOODY
4,2%
FWF 2020
WOODY - lxl ultrasoft PES
4,8% 0,5% 0,3% 3,1% 0,8% 0,6% 0,7%
close contact long relationship SEDEX 2022
CHINA
DESEN CHUANGZHI GLOBE-ANHUI RAVDEE CHAMTEX ROCA WAYTONE
WOODY toys WOODY toys lordsxlilies woven lordsxlilies knits WOODY - lxl socks WO - lordsxlilies slippers
AMF/BSCI 2020 close contact long relationship SEDEX 2021 AMF/BSCI 2020 close contact long relationship
Transparency & communication External communication
Since last year we join the FAIR
Towards our customers and stake-
FRIDAY
holders,
our
and consciounsly do not give any
website,
discounts on that friday of Octobre .
(where also the Brand Performance
We communicate this via social media:
FWF
we
communicate
membership
on
our
on
Check Report is published), on our brochures, and on our garments. From S 21 onwards, all our products will have a hangtag containing the FWF logo. Fairwear is also featured in our web shops, both Woody and lordsxlilies. For our new webshop of lxl we also mention and
the
production
manufacturers
location
name.
This
way we strive for upgraded transparency During we
towards
the
Fashion
communicate
end
consumer.
Revolution in
our
Week,
newsletter
and social media with “I Made your Clothes”, with pictures from our workers.
movement
in
autumn
