WE@WORK

STORIES WORTH SHARING

Where Responsible Business Conducts lead to Organisational Resilience

4 STORIES 

FROM 4 MANUFACTURERS

In Apparel - Footwear - Electronic - Furniture Industries
Cotton Threads

Apparel

Manufacturer

- Long-term supplier for international brands

- Significantly investing in ESG private & public commitments

- Leading in due diligence by third parties & internal audits

- Proactively adopting new RBC & CSR initiatives

Footwear

Manufacturer

- Long-term supplier for international brands

- Recognized CSR actor & industrial RBC leader

- Significantly contributing to national policy & law reforms

- Proactively adopting new RBC & CSR initiatives

Electronic

Manufacturer

- Long-term supplier for international brands

- Significantly investing in ESG certification ​& best practices

- Leading in due diligence by third parties & internal audits

- Proactively adopting new RBC & CSR initiatives

Furniture

Manufacturer

- Long-term supplier for international brands

- Significantly investing in ESG certification ​& best practices

- Transparently providing due diligence results & remedies

- Proactively adopting new RBC & CSR initiatives

SHARED EXPECTATIONS FROM

RESPONSIBLE BUSINESS CONDUCTS (RBC) 

All 4 manufacturers shared the same RBC expectations
Contractor

​What employees expect

  • Increased Employee Belief in RBC outcomes that lead to Long-term Job Security, Income/Right Protection & Career Development;

  • Increased Employee Belief in RBC outcomes that lead to Strengthened Employee-Employer Relation

  • Increased Employee-Employer Consensus about Employers' RBC Objectives & Key Results (OKR)

Contractor

​What employers expect

  • Increased Employer/Leader/Manager Consensus in RBC outcomes that lead to a resilient organisation that is free of high-cost risks, conflicts & crisis

  • Increased Employee-Employer Consensus about Employers' RBC Objectives & Key Results (OKR)

  • Increased Clients & Communities' RBC Buy-in based on Positive Employee Feedbacks on RBC ourcomes

SHARED CHALLENGES

FACED BY 4 MANUFACTURERS

All 4 manufacturers faced the same RBC challenges

CHALLENGE

No.1

Incoherent (inter)national standard interpretation

CHALLENGE

No.2

Incoherent (inter)national RBC/CSR benchmarks

CHALLENGE

No.3

Overlapped

due diligence measures 

CHALLENGE

No.4

Unmeasurable & costly efforts lead to short-term inconsistent investments

SHARED SOLUTION PACKAGES

To help all 4 Manufacturers overcome RBC challenges & overachieve RBC goals

KEY​ CHALLENGES

  • Manufacturer No.1's Code of Conduct was lengthy, incoherent & hard to interpret for the majority of Persons-in-charge (Members of Compliance, Human Resource Management, ESG Teams) as well as Non-PIC (Finance, Operation, Quality Control)

  • Compulsory CoC Training requirements were met in quantity yet not in quality. 90% of production workers & 50% of supervisors were unsure about key standards;

  • Relevant OD/HR policies & regulations were not on par with the CoC & local laws

 

KEY ​SOLUTIONS

  • Code of Conduct was redesigned in infographics for the whole workforce's interpretation at ease (the target group was production workers)
  • The relationship & comparison between CoC & other relevant OD/HR policies were captured in infographics for cost-effective discussions, training & decision-making
  • Training about CoC & relevant policies was delivered in comics & infographics

Manufacturer.01

More coherent RBC policy Frameworks & Toolsets

Use design thinking to explain incoherence & suggest changes in RBC policy frameworks

  • 05 Policy Incoherence explained in 4P (Problem/Procedure/People/Policy)

  • 05 RBC Policy Incoherence root causes analyzed in RCCC (Risk - Conflict - Change - Crisis) management formula

  • 25 Changes in Policy Coherence & Frameworks suggested in Employment Life Cycle (from hiring to firing)

Manufacturer.02

Integrated

multi-layer

organizational Learning Platform

Adopt technology & design thinking to provide a 24/7 learning platform for all layers of personnel

  • 25-area RBC Policy Knowledge Library provided in an integrated learning platform for all layers of personnel with 24/7 access & special member permissions for confidentiality & security

  • 03 Separate & inclusive webpages for 03 personnel layers to fill the policy knowledge gap between layers

  • Communication tools in form of Q&A, cheatsheet, crash courses, etc. provided in each webpage for participants in 3 layers to reach the same page

KEY​ CHALLENGES

  • Manufacturer No.2 failed to meet the worker training requirements by their clients in areas of International labor standards & national labor laws as a result of to poor due diligence;

  • High-season production pressures & low conventional training quality challenged Manufacturer No.2 in meeting training requirements;

  • Blue-collar & white-collar workers even managers only got to learn policies, regulations & laws when conflicts arise in relevance to their legitimate rights & economic benefits;

KEY ​SOLUTIONS

  • The online learning platform offered an integrated knowledge library in 4P policy framework for consistent online/offline in-house learning & education;
  • The learning platform was customized to be in line with Manufacturer No.2's culture/DNA
  • The platform is learner-centric & encompassed the whole \employment life cycle 

KEY​ CHALLENGES

  • Manufacturer No.3 invested in annual due diligence efforts. However, ESG audit results vary year to year, even subject to different auditors; 

  • Leaders agreed that 70% of the suggested remedies were quick-fix, sometimes window-dressing & unable to address the systematic problems or root causes;

  • Compliance & Training Teams have been investing in a great number of beyond due diligence initiatives yet the outcomes are generally unmeasurable, resulting in their failures to persuade the leadership to continuously invest;

KEY ​SOLUTIONS

  • Leaders & PICs trained to agree on the ultimate goal to invest in measurable & sustinable "bey due diligence" efforts that directly benefit both employees/employers;
  • Leaders & PICs reached consensus about Integrated internal conflict/change management might lead to 4P (Problem/People/Procedure/Policy) improvement;
  • Data on integrated conflict/change management suggested 4P issues, their root causes & the solutions to systematically resolve that posistively affect all due diligence

Manufacturer.03

More sustainable Due diligence based on Conflict/change management

Invest in In-house conflict

& change management to drive more measurable & sustainable due diligence

  • 30 Key Due Diligence Problems (P1) identified & 20 quickly resolved;

  • 15 Key People Management (P2) issues identified & 10 resolved systematically;

  • 9 Key Produral Issues (P3) identified correctly & 5 improved systematically;

  • 3 Key Policies in Organisational Development & Human Resource Management (OD/HR) revised & designed in frameworks/infographics;

Manufacturer.04

RBC Goal Consensus on Organisational Model Canvas

Reach Goal Consensus on RBC Cost/Fund/Impact on Organisational Model Canvas

  • The concept of RBC Goal Consensus on Org. Model Canvas introduced to leaders & Persons-in-charge

  • RBC Cost/Fund/Impact presented on 9-building-block Org. Model Canvas;

  • All layers of personnel trained & agreed on RBC Cost/Fund/Impact Goals on Org. Model Canvas (on platform);

  • Three-year RBC Strategies made/agreed on Org. Model Canvas

KEY​ CHALLENGES

  • Manufacturer No.4 invested heavily in due diligence & beyond due diligence in the past years. However Covid19-hit financial pressures made them revisit the annual investment; 

  • ESG teams found it hard to explain all the relevant costs & benefits to top leaders as most of ESG impacts are umeasurable;

  • The biggest challenge they faced was how the ESG cost/benefit affects corporate branding/values & how to make all relevant personnel understand the relationship;

KEY ​SOLUTIONS

  • WE@WORK's concept of RBC Goal Consensus on Organisational Business Canvas introduced to the top leaders of Manufacturer No.4;
  • RBC Goal Consensus on Org. Model Canvas must be reached among top leaders and then among the rest of the organisation;
  • Exclusive webpage on Weatwork.co platform designed for each layer of personnel & each relevant department  to study & customize their Goal Consensus on Org Model Canvas;
  • Three-year strategies developed & owned by responsible departments & teams within the timeframe defined by the top leaders; 

TESTIMONIALS

Man Reaching Star

"If Manufacturers can measure their due diligence efforts, they will invest more sustainably & more proactively"

"Nothing more directly benefit workers 

than the investment into the relationship 

between them & their employers.."

 

"Cost of disagreement & conflict about

RBC makes due diligence so expensive.."

 

"4 levels of Policy Coherence - Learning

Organisation - Due Diligence Strategies -

Goal Consensus on Org. Model Canvas 

simply explain all RBC efforts.."

Man Reaching Star

"If Manufacturers can measure their due diligence efforts, they will invest more sustainably & more proactively"

"Nothing more directly benefit workers 

than the investment into the relationship 

between them & their employers.."

 

"Cost of disagreement & conflict about

RBC makes due diligence so expensive.."

 

"4 levels of Policy Coherence - Learning

Organisation - Due Diligence Strategies -

Goal Consensus on Org. Model Canvas 

simply explain all RBC efforts.."

Wee is a perfect tool for HR professionals like to better engage our employees & make a better workplace. However, Wee also acts as an impartial & fair job guru that help us reach win-win solutions. This makes Wee so unique

Mr Lê Quang Thu Ngọc, an experienced and accredited HR professional in garment & apparel sector

If you care about Wee, please let us know 

(84)888061222  -  info@respectvn.com 

Respect Vietnam is the leading organisational excelence expert in Vietnam & in the region

 

 

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