As a growing brand we continuously assess factory ethical and quality management systems to ensure our factory partners are set up to make the best quality product in fair and safe conditions, in line with our Ethical Trading Code of Practice.

Download our Ethical Trading Code of Practice

Following recommendations set out by the UN Guiding Principles for Business and Human Rights, our ethical trading programme aims to ensure:

Respect: We maintain accurate benchmark information on factory conditions in line with our Ethical Trading Code of Practice.

Remedy: Where we find issues we support factories to make improvements with the aim providing decent work and economic growth (Sustainable Development Goal #8) to all people operating in our supply chain.

Our ethical trading team remains an integral component of the sourcing team. This enables us to link ethical trading strategy with our sourcing priorities and provide effective feedback on factory conditions.

Independence is maintained through regular reporting mechanisms to the Transformation Director, Executive Committee and the Board of Directors.

Any questions? Please contact our Ethical Trading team

Respect: Maintaining an accurate benchmark of factory conditions

We have Superdry dedicated labour standards experts operating in each key source country – Turkey, India and China. Our teams are able to work closely with factories to secure transparent disclosure so we are able to obtain an accurate baseline view of working conditions.

Working alongside our preferred audit partner, in partnership with our suppliers and through our own local teams, we formally benchmark working conditions on an annual basis in all factories. All audits are completed on a semi-announced or unannounced basis.

We ensure the ongoing quality of audits by aligning protocol with internationally recognised SMETA Best Practice. Our local teams continuously monitor audit output by shadowing third party auditors, and through a system of control audits which are completed by dedicated integrity auditors.

We work with local community organisations and wider labour standards experts to complete offsite interviews with workers where we need a broader view of worker concerns, where we have transparency concerns and/or where we seek feedback on improvements made in factories.

In addition to ethical audits, we have developed policies and procedures to protect less visible/ vulnerable groups of workers including migrants, contract workers, Syrian refugees (Turkey) and homeworkers.  All policies and procedures form a condition of doing business with our suppliers.

Remedy: Access to local innovative solutions to issues

While factories often share common issues, we have found that sustainable solutions are often best adopted when developed in partnership with factories with active involvement from workers. We often partner with local experts, including Community and Non-Governmental Organisations (“NGOs”) to help drive innovation here.

Our local teams work closely with factories to establish practical action plans, training, and capacity building with management, supervisors and worker committees. We prioritise biweekly or monthly training and capacity building where factories demonstrate non-compliances which pose the greatest risk to worker wellbeing – and closely monitor improvement in line with agreed milestones. Where factories fail to engage in this process and fail to meet the minimum required standard within a defined time period, we implement a phased exit plan.

Case Study

Launch of Change Alliance / Workforce Empowerment

At Superdry we continuously risk assess Modern Slavery risk, and a core part of our human rights strategy is to ensure workers in our supply chains have access to remedy through effective grievance mechanisms in our vendor factories.

In July 2017, we co-funded an innovative programme led by Change Alliance, Treble Partners and Christian Aid-UK, alongside the British High Commission and three other brands which aimed to facilitate gender equality and a safe working environment for women factory workers in 11 garment factories in India.

Out of the 11 factories taking part, Superdry nominated five to take part, three of which are based in Delhi (specialised in making men’s t-shirts, women’s tops and outerwear) and the remaining two are based in Bangalore (that make shirts, shorts and chinos), employing a total of 6,181 workers between all five of them.

Between August 2017 and May 2018, 104 supervisors and 6,181 workers (100%) received training on rights of the aggrieved under India’s Prevention of Sexual Harassment Act (2013). The schedule of training ran alongside strengthening of grievance mechanisms, election, empowerment and education of committee members to ensure any allegations are properly investigated through effective committee structures. All factories have now established hotlines which anonymously report grievances to the Internal Complaints Committee to initiate investigation, and to identify suitable remedy within the factory.

Feedback from factory management and workers has been generally positive. Rita, a tailor from Assam, aged 34, came to Delhi in 2012 to find work. “This training has empowered me with all the knowledge I require to fight any injustice I might face whether at home or workplace. I am grateful to the trainers for answering all my questions. I am well prepared to train others about creating a gender friendly and safe workplace for all.”

Case Study

Launch of Migrant Worker Assessment

Utilising best practice including the Dhaka Principles, this year we trialled our first dedicated Migrant Worker Assessment – developed to assess factories employing significant proportions of migrant workers. Trialled in two factories in March 2018, the assessment focuses on core risk areas and includes an assessment of the recruitment agent’s procedure and practice.

The assessment enables us to benchmark and establish detailed, practical and consultative action plans with factories where we find issues and further supports our ongoing commitment to eliminate risks of Modern Slavery in our business and supply chains.

As an outcome we were able to negotiate the elimination of recruitment fees in one factory.

We plan to extend this assessment over the next 12 months to any factory employing migrant workers.