AIM-PROGRESS
PROGramme for RESponsible Sourcing
Welcome!
Facilators:
Chris Campolongo - Director of Supply Chain,
Sustainability and Compliance at MWV
Donna Westerman - VP of Responsible
Sourcing, Mars, Inc.
Who are we?
►Global forum of fast moving consumer goods manufacturers
and their common suppliers assembled to enable & promote
responsible sourcing practices
►Providing a collaborative mechanism to more effectively
assure and move beyond supply chain compliance;
– by deploying leading practices and raising awareness throughout
the supply chain
– increasing efficiency by sharing pre-competitive data  Where
“an audit for one is an audit for all ”
– by seeking alignment with other similar initiatives
Our mission:
“Positively impacting people’s lives through our
combined leadership of robust responsible
sourcing practices throughout our supply chains”
Who’s involved?
A range of FMCG companies and suppliers, with AIM and the GMA
“One of the branded goods industry's most successful initiatives which is now operating with real scale.
Diageo is proud to be a founder member.”
Andrew Morgan, President New Businesses DIAGEO, Former President of AIM
Our objectives:
►Building member capability within our own organisations  All
member organisations are competent and executing robust
responsible sourcing programs.
►Effectively assuring compliance in our supply chains  Ensuring
increasing supplier compliance as expectations rise through
having in place increasingly aligned practices, standards and
metrics.
►Driving continuous improvement in our supply chains 
demonstrating activities of responsible sourcing which go beyond
simple compliance with local law.
“PepsiCo is pleased to be a member of AIM-PROGRESS because the organization provides a
worthwhile forum to exchange ideas, learn from corporate members and creates a setting to work
alongside peers on shared challenges.”
Mary White, Director of Responsible Sourcing, PepsiCo
Our opportunity
As individual companies, we are all asking our suppliers
for similar assurances, but…
►Using different words in questions,
►Against similar, but different standards,
►On different systems,
►With different audit protocols
►in isolation, without finding synergy with like
efforts
►Leading to confusion and complexity and
unnecessary duplication of audits
In which areas? The Four Pillars of Responsible Sourcing
► Human Rights & Labour Standards
• Defined by UNHR, ILO Conventions, local law and other norms
► Health and Safety
• Occupational H&S and Process Safety, as defined by local law and
buyer requirements
► Environmental Management
• Concerned with site operations, i.e. water, energy, waste, and
emission controls, etc. ( i.e. “the HOW”)
• Not environmental impact of products (i.e. “the WHAT)
► Business Integrity/Practices
• Compliant & ethical basis to our responsible sourcing practices, in
particular move towards elimination of bribery & corruption.
• Aligned to the 10 Principles of the UN Global Compact
Responsible Sourcing Cycle –
Commonalities on the supplier assessment journey
Commonly used
risk assessment
indicators
Common
supplier
training events
Sharing of
methodologies
for corrective
action plans.
Initial Risk
Assessment
Continuous
improvement
& Supplier
Capability
Building
Supplier
Assessment
Synergies
towards
common
methods &
data
Corrective
Action Plan
Further Risk
Assessment
Audit
Companies agree to recognise audits done on behalf
of other customers. Audits can also be shared using
online platforms.
Common
formats
include Sedex
and EcoVadis
SAQs
Determined by
individual
companies
Governance structure
Mandate
AIM
BOARD
Recommendation
Mandate
COMMUNIC
ATIONS
Recommendation
AIMPROGRESS
LEADERSH
IP TEAM
Recommendation
Consultation
Mandate
Mandate
MUTUAL
RECOGNI
TION
SUPPLIER
CAPABILIT
Y
BUILDING
ADVISORY
BOARD
Recommendation
Recommendation
BUSINESS
INTEGRITY
HUMAN
RIGHTS
ENVIRONME
NT
AIM-PROGRESS work areas
Current:
1. Mutual Recognition
•
“Audit for one is audit for all”  Benchmarking existing audit protocols with a view to harmonizing approaches;
facilitation of audit report exchange to reduce cost;
•
Continuous improvement through sharing best practices and moving beyond compliance.
2.
Supplier Capability building
•
Awareness and training seminars for the supplier community;
•
Help suppliers address non-compliances and move beyond compliance
3.
Business Integrity/Practices
•
Build this pillar as an integral part of companies’ responsible sourcing policy
4.
Human Rights
•
Develop best practice on how to ensure respect of Human Rights in the supply chain (Ruggie Framework)
5.
Environment
•
Understanding members current environmental supplier initiatives and AIM-PROGRESS members common areas of
critical mass.
•
Map and promote credible existing certification schemes and voluntary standards where appropriate.
Completed:
1. Agents / Traders
•
Develop baseline audit methodology for agents / traders
2. Systems
•
Overview of responsible sourcing systems data platforms
3. Agricultural commodities & Extractives
•
Library of agricultural initiatives
•
Definition of “hot issue” escalation process
•
Support for Bonsucro and SAI Platform
Mutual Recognition – an audit for one is an audit for all
Purpose:
MUTUAL RECOGNITION STATEMENT…..
• Reduce audit fatigue and
duplicative costs through mutual
recognition of assessments
• Align and improve standards and
share best practices
Results to date:
• Shared list of over 15,000 audited
suppliers
• All participating members
recognise at least one audit
• Some companies reducing 2050% of audits!
“We are already seeing greater efficiencies within MWV, thanks to the mutual recognition of our program
by all AIM-PROGRESS members. This recognition leads to fewer audits we have to conduct, and fewer
questionnaires to complete.
Christopher Campolongo, Supply Chain Compliance Director, MeadWestvaco Corporation
Supplier Capability Building, moving beyond compliance
together
Supplier events
Purpose:
• Awareness raising & training for the
global supplier community
• Addressing specific regional issues
• Message:
• CSR is critical to maintaining a
positive reputation and meeting
customer and societal expectations
• An opportunity to grow our
business together sustainably
Gurgaon, August 2014
Miami, March 2014
Results to date:
• 21 events for supplier organised so
far
• Over 2000 supplier companies
reached
• More to come…
Moscow, June 2013
Singapore, November 2012
Business Integrity
Purpose:
Business Integrity code Business Integrity
assurance
• Compliant & ethical basis to our
responsible sourcing practices
• Move towards elimination of bribery
& corruption
Results to date:
• AIM-PROGRESS business integrity
guide  Proposes wording for
companies to integrate into their
supplier codes
• Best practice on supplier Business
Integrity assurance
• Supplier training package
Anti-Corruption Law Compliance: How – An Effective Compliance Program
Values &
Standards
Training /
Communication
Executive
Oversight
Internal
Controls
Due
Diligence
Continuous
Improvement14
Supplier training
deck
Human Rights – Implementing the Ruggie Framework
Professor John Ruggie, UN Secretary General’s
Special Representative on Business and Human
Rights
Purpose:
• Develop best practice on how to
respect human rights in the supply
chain and ensure effective remedy
Results to date:
• Webinars to introduce and
operationalise Ruggie principles
• Library of resources to help
member companies understand and
implement Ruggie
• Self assessment questionnaire
• Training module in development
The Environmental Pillar
Purpose:
• Map members’ key environmental
initiatives with suppliers and share best
practice.
• Repository of environmental certification
schemes
• Contribute to development of the
environment sections of supplier
assessments
• Guidance to use of GSCP environmental
reference tool
Results to date:
• Mapping of member initiatives for
mutual understanding
• Guidance on GSCP env reference
module
Annual benchmarking of members’ responsible sourcing
programs
Responsible sourcing
Purpose:
benchmarking study (members
only)
• Annual benchmarking of AIMPROGRESS members’ responsible
sourcing programmes
Results to date:
• Third responsible sourcing
benchmarking study released in
March 2014
“Participation in the surveys as well as benchmarking activities has helped
support our goal of continuous improvement and driven many enhancements.”
Rona Starr, Director of Supplier Workplace Accountability, McDonald’s Corporation
Membership criteria
► We are driven by the branded, fast moving consumer goods (FMCG) sector globally
► We are open to
► all FMCG brand manufacturers, both members and non-members of AIM and GMA*, meeting the
“expectations of members”
► suppliers common to the AIM-PROGRESS brand manufacturers and meeting the “expectations of
members” (provided that proportion of brand manufacturer members remains at a minimum of 2/3 of the
overall membership).
*Any exceptions to be subject to majority approval from the Leadership Team.
► Expectations of members
►
►
►
►
►
►
►
►
Support the mission of AIM-PROGRESS
Attend at least one general membership meeting per year (out of three)
Actively participate in at least one work stream or specific short term project
Within 12 months of membership, participate in Mutual Recognition (MR) as set out in the MR
membership expectations
Agree to support member and supplier capability building through (co)-hosting at least one member
meeting or supplier event every three years
Participate in annual Responsible Sourcing Practices membership survey
Hold themselves to at least the same standards as they require of their suppliers
Be current on AIM-PROGRESS annual membership fees:
► 5000 Euro for AIM or GMA members
► 7500 Euro for others
►*with the exception of companies in the arms and tobacco industries.
Key benefits of membership
► Collaboration helps to drive continuous improvements in your supply
chain.
► Mutual Recognition enables your company to reduce audit duplication,
costs and fatigue. Some members have reduced auditing by as much as
20-50% using Mutual Recognition.
► Participating in our Supplier Capability Building events means you can
reach out to more suppliers to deliver a shared vision of responsible
sourcing. Since 2009 over 1,900 supplier companies attended these
events.
► AIM-PROGRESS meetings provide an opportunity to learn from peer
companies, share best practices and discuss solutions to CSR issues.
► Our joint recommendations/best practice guidance helps you build your
own responsible sourcing programme
“Join, save time for your buyers, save money for your suppliers, accelerate your
programme, a triple win concept!”
Benjamin Ware, Responsible Sourcing Programme Manager, Nestlé
Vision for the future?
Industry sectors, Brand Manufacturers,
Retailers and Suppliers
all Cooperating
Working to common
Standards and
Methods
With Common or connected
systems
To raise CSR performance in supply
chains
Supplier feedback on capability building events
► “Even though I have been involved with various types of quality
systems and business excellence implementation including vendor
assessment, this forum gave me a good insight into the specific
requirements and expectations of AIM-PROGRESS member
companies” Supplier comment, Gurgaon, India, 2014
► “The sessions brings more awareness on how to handle Responsible
Sourcing and how to deal with our labor force and environment”
Supplier comment, Lagos, Nigeria, 2012
► “As a responsible supplier, we are all too happy if more and more
customers hold such high expectations of their suppliers. We consider
this as an important selling point, and we hope all customers will apply
such expectations to all their suppliers consistently.” Supplier
Comment, Singapore, 2012
► “We have heard about ethical audits before but were not sure what all
the good practices were. AIM-PROGRESS guided us in closing the
minor findings we had and we appreciated that the audit was valid for
many of our other clients” Supplier Comment, Beijing, China, 2011
OK, but what’s in it for
me?
Demonstrating Continuous
Improvement
Anthony Nguyen, Kimberly-Clark Corporation
Responsible Sourcing Cycle –
Commonalities on the supplier assessment journey
Supplier
Engagement
Building
Supplier
Capability
Common
supplier
training events
Sharing of
methodologies
for corrective
action plans.
Supplier
Assessment
Synergies
towards
common
methods &
data
Corrective
Action Plan
Common
formats
include Sedex
and EcoVadis
SAQs
Risk
Assessment
Audit
Companies agree to recognise audits done on
behalf of other customers. Audits can also be
shared using online platforms.
Determined by
individual
companies
Suppliers Engaged
● Your customers may have differing
Step 1:
Suppliers
Engaged
ways to reach out to you: via email, via supplier forums, via
phone
● Contact could be made by the
customer, audit firms or other third
parties such as Sedex
● ENGAGE and PARTICIPATE
SUPPLIER SELF-ASSESSMENT
● A self-assessment questionnaire is a
useful tool to help suppliers and buyers
assess overall capabilities and ensure
processes are in place to manage.
Step 2:
Supplier Self
Assessment
● Self-assessment are only required by
some companies are NOT always
required
● If applicable, the Sedex self-assessment
Common Method
among SEDEX members;
not required by all
covers the following:
 Site Profile
 Labor Policy & Standards
 Health & Safety, Hygienic Assessment
 Business Integrity (anti-corruption)
 Environmental Stewardship
ASSESSMENT OVERVIEW – 4 PILLARS
Labor
Standards
Health &
Safety
Environment
Business
Integrity
3rd PARTY ASSESSMENTS
Who conducts the audits?
• Audits are conducted by independent, accredited professionals (examples include Intertek, UL,
SGS, BV, Level Works)
What is the role of the auditor?
Step 3:
3rd Party
Assessment
• Auditors are independent and impartial professionals trained to evaluate
compliance to laws and responsible sourcing standards.
Who pays for and owns the audit?
• Suppliers pay for the audits as this allows them to own the data and share the
reports with multiple customers through AIM-PROGRESS
Common Method
Does an audit adhere to Privacy Protection laws?
• Process and protocols are in place to ensure no personally identified information
leaves the facility.
• Goal of assessment is to protect employees not infringe on privacy
Are other standards acceptable (ISO, SQF, SA8000, etc)?
• There is no comprehensive standard (yet) that covers all the 4 Pillars
• Standards that are relevant to an individual pillar e.g. OHSAS 18001, would be taken
into account during the audit process
• Other audit protocols e.g. SA8000, may be acceptable to some brands if conducted
by an independent 3rd party auditor and within a reasonable timeframe.
• Check with your customer for specifics as requirements may vary
3rd PARTY ASSESSMENTS
How long does the audit take?
• Assessment duration varies depending on size of facility and scope of production. In
general, two auditors spend one day in a facility, but can take up to 4 person days
Time
Key Staff
45 Min
Opening Meeting
Explanation of the audit scope, deliverables and process
Review of your self-assessment information off SEDEX
Review of the document request list
Identification of documentation to be prepared for review
Site Manager, HR
and EHS Manager
1 hour
Site Inspection: Understanding site areas
Site & EHS Manager
2 hours
Document Review
Review of management documentation
Review of employee personnel files
Review of wages and payroll related information
HR Manager
Payroll Clerk
EHS Manager
3 hours
Interviews with production employees
Floor Staff only
30 min
Secondary Site Inspection/Misc
None
30 min
Preparation of Onsite Report
None
30 min
Presentation of Onsite Report to Management
Site, HR, EHS Manager
Step 3:
3rd Party
Assessment
Common
Method
Assessment Process
On Site Assessment
Common Assessment Topics
Legal Compliance
Child Labor
Forced Labor
Discrimination
Wages and Benefits
Hours of Work
Abuse of Labor
Health and Safety
Environment
Freedom of Association
Bribery and Corruption
Assessment Philosophy
Not Fault finding but solution finding
Audits for sustainable development
Collaborative effort
Focus on Continuous Improvement
CORRECTIVE ACTION PLAN
 Non-compliances identified must be
addressed through Corrective Action Plans
Step 4:
Corrective
Action Plan
 Timeframe and follow-up methods depend
on the type of issue and the severity
 Desk based verification vs. follow-up visit
 Critical, Major, Minor categorization of
issues
 Individual buying companies determine the
corrective action plans
Assessment Reporting for AIM Progress Members
SEDEX Members
Non-SEDEX Members
► Common tools to enable companies
to analyse and assess risks:
–
–
SAQ – self assessment questionnaire
SMETA – Sedex Members Ethical Trade
Audit
► Online tool that enables global
suppliers to share assessments and
audits on ethical and responsible
practices with their customers and
avoid duplication
► Company Protocols – e.g. CocaCola’s Supplier Guiding Principles
Program, McD’s supplier workplace
Accountability Program
► Own Data Management Systems
► Benchmarked against each other
and SMETA 4 Pillar Audit
–
–
www.sedexglobal.com
EX: The Coca-Cola Company and
McDonald’s are not members of SEDEX
Reports can be translated and uploaded to
respective systems in some cases for
mutual recognition
Mutual Recognition of
Reports
MWV Corporate Social Responsibility (CSR) Program
Objectives
●
●
Ensure a responsible supply base for MWV
Meet the responsible sourcing (RS) requirements of MWV customers
Fundamentals
●
●
●
MWV Human Rights Policy
MWV Principles of Conduct
MWV CSR Audit Protocol, benchmarked with the SMETA 4 Pillars
Assessment Process
Identify the need for a CSR audit:
- Supplier site RS risk pre-screening
- Customer RS assessment request
CSR audit by an
independent 3rd party
auditor – Intertek or UL
Request Corrective
Action Plan
Verify correction
With goal of continuous
improvement, capacity
building – follow-up
audit/review
Assessment Result Ratings
●
●
●
●
Acceptable – no corrective actions needed
Need Improvement, Minor – corrective actions but no follow-up audit / or Desktop review (DR)
Need Improvement, Major – corrective actions and follow-up audit / DR
Unacceptable – stop working with the site
Kimberly-Clark’s Corporate Social Compliance (CSC) Program
Kimberly-Clark’s Supplier Social Compliance Standards (SSCS) communicates
our values and expectations and emphasizes the importance of responsible
workplace policies. Kimberly-Clark views the CSC Program as a foundational
pillar of our ongoing human rights due diligence process
Identify Key
Suppliers
Audit
Internal Assessment Remediation
Supplier is required to
Key suppliers are identified Social compliance audit is K-C reviews audit results to
using criteria such as
conducted by 3rd party determine whether violations of submit a correction
geographic location,
auditing firm
SSCS have occurred and to what action plan and in some
instances, a follow up
strategic relationships, type
extent
audit is required to verify
of industry, and annual
remediation
spend
●
●
●
●
Compliant - No action is required and next audit will be conducted in approximately 3 years
Non-Mandatory Violations – Corrective action is required
Mandatory Violations – Corrective actions required and follow up audit conducted within the next
year
Ongoing Compliance – Suppliers are subject to K-C’s SSCS and auditing requirements throughout
the lifetime of our relationship
Mars Responsible Sourcing Qualification Process
Supplier Risk
Assessment
(Third party risk
assessment)
Code of
Conduct
Alignment
Supplier completes
alignment with Mars
principles and
expectations regarding
Responsible Sourcing
Sedex
Registrati
on and
Linkage
Suppliers join Sedex
and link their account
to Mars
Low Risk Supplier Management Actions
Medium Risk Supplier Management Actions
High Risk Supplier Management Actions
SAQ
Completion
Suppliers complete a SAQ
for relevant location as
requested
Initial Audit
and
Corrective
Action Plan
Developmen
t
- Approved third-party
audit partners auditing
against SMETA 4-pillar
protocol
- Mutual recognition of
existing audits
NEXT STEPS…
 Review your customer specific requirements – some have own codes
of conduct, others are Sedex members
 If required by your customer, register on Sedex and conduct selfassessment to identify areas for improvement
 Schedule assessment and share results with AIM-PROGRESS
companies
 Focus on continuous improvement by:
 addressing non-compliances in requested timeframes,
 leveraging results and remediation across business,
 engaging suppliers in similar work and requirements
www.aim-progress.com
CONCLUSION
Responsible Sourcing is no longer just a “nice to do,” it’s a critical business
imperative -maintaining a positive reputation while meeting customer
demands.
Collaboration through AIM-PROGRESS is one way to grow our
businesses together in a more sustainable and responsible manner.
www.aim-progress.com
MEMBER COMPANIES
工资、工时和社会保险
Wages, Hours & Social Insurance
君合律师事务所 冯明浩
Gordon Feng, Jun He Law Offices
2015年5月15日
May 15, 2015
提纲
Index
•
工时制度
Working Hours Systems
•
工资和加班工资
Wages and Overtime Pay
•
社会保险
Social Insurance
工时制度
Working Hours Systems
• 三种工时制度 Three Systems
– 标准工时制
Regular Working Hours
– 不定时工作制
Flexible Working Hours
– 综合计算工时工作制
Comprehensive Working Hours
工时制度
Working Hours Systems
•
标准工时工作制
Regular Working Hours System
– 每天8小时，每周40小时
Working hours: 8 hours per day and 40 hours
per week
– 每周至少休息1天
1 day off per week
工时制度
Working Hours Systems
•
标准工时制的加班小时数限制和加班费
Regular Working Hours System: Overtime
每天不超过3小时，每月不超过36小时
Maximum of 3 hours per day and 36 hours per month
– 加班费率Rates:
• 工作日 150%
Regular Working Day = 150% of wages
• 休息日 200%
Weekend = 200% of wages
• 节假日 300%
Public Holiday = 300% of wages
工时制度
Working Hours Systems
• 不定时工作制
Flexible Working Hours System
– 无工作小时数限制
No statutory working hours
– 一般需要政府批准
Generally subject to government approval
• 例外：北京（高级管理人员），珠海无需批准
Exception：Beijing (senior managers)，Zhuhai
– 适用的范围 Scope
• 高管、销售和外勤人员
Senior managers, salespersons and out-of-office employees
•
加班费 (Overtime Pay)
– 0% or 300% for overtime on public holidays (some cities)
工时制度
Working Hours Systems
•
综合计算工时工作制
Comprehensive Working Hours System
•
工作小时数按特定的计算周期统计（例如，按月或按年）
Allows calculation on specific period (i.e. monthly or annual basis)
– 平均工作小时数仍然为40小时
Working hours still average 40 hours a week, or overtime is required
– 加班小时数每月平均不超过36个小时
Overtime not exceed 36 hours/month on average
– 每天不超过11小时（某些城市）
Working hours should not exceed 11 hours/day (only required in some cities)
– 需要批准
Subject to government approval
•
加班工资（overtime pay）
– 150% or 300%
工时制度
Working Hours Systems
• 常见的问题
Common Issues
– 未申请政府批准
No governmental approval
– 加班费的计算基数
Calculation base for overtime pay
– 计件制工人的加班费
Overtime pay for piecemeal workers
社会保险
Social Insurance
• 2011年前的社保体系
• Pre-2011 Social Insurance System
– 根据国务院条例逐个省市建立
Established city by city under the State Council’s and provincial
regulations
– 仅覆盖职工 Covered employees only
• 外国人基本不要求参保，也无法参保
Participation by foreign nationals generally neither required nor allowed
– 在不同的省市之间转移社保非常困难
Difficult to transfer personal accounts among various jurisdictions
– 户籍歧视问题，例如上海曾经有3个社保系统
Discrimination based on residency, e.g. 3 systems in Shanghai for PRC
nationals
社会保险
Social Insurance
•
社会保险法 Social Insurance Law
– 2011年7月1日生效 Effective July 1, 2011
– 标准化社保项目，包括基本养老、基本医疗、工伤、失业和生育保险
Standardize social insurance programs: basic pension, basic medical, workrelated injury, unemployment and maternity
– 覆盖职工和居民
Programs for non-employee urban and rural residents
– 消除户籍歧视
Eliminate discrimination based on residency
– 便利转移
Facilitate free transfer of personal accounts
•
要求外国员工参保
– “Foreigners working within the territory of China shall participate in social
insurance by reference to the provisions of this Law. “ (Art. 97)
社会保险
Social Insurance
Shanghai 上海
Beijing 北京
Items
ER 单位
EE 员工
ER 单位
EE 员工
Pension
21%
8%
20%
8%
Medical Insurance
11%
2%
10%
2% + 3
Work-Related Injury
0.5%
0%
0.2%
0
Unemployment
1.5%
0.5%
1%
0.2%
Maternity Insurance
1%
0%
0.8%
0
Total
35%
10.5%
32%
10.2%+3
Soc. Ins. Costs
¥1145-5724
¥343-1717
¥ 1112-5526
¥357-1776
Minimum wage
2020+1145+343=3,508
1720+1112+357= 3189
社会保险
Social Insurance
• 常见问题 Common Issues
– 缴费基数
Calculation base
– 未缴或少缴社保费用
Non-payment or underpayment of social insurance
问题 Q&A
• 冯明浩 Gordon Feng
• 联系方式 Contact：
– 电话 Tel.：021-2208 6269
– 电子邮件 Email: fengmh@junhe.com
谢谢 Thank You!
问题
www.junhe.com
Social Responsibility Compliance Presentation
社会责任的合规介绍
MWV Wuxi Site
美德维实伟克（无锡）生产基地
May 15, 2015
57
Safety Compliance
58
Zero Injury Culture Initiate零事故文化的倡导
Risk Assessment Card 风险评估卡活动
在全厂开展风险评估卡活动，提供培训给全厂员工，让员工学会识别风险，提高安全意识，鼓励员工发现
风险并填写风险评估卡，积极参与安全活动，消除身边隐患。
To carry out risk assessment card activities in the plant, to provide training for all staff,
improve their safety awareness, encourage to fill in the risk assessment card and actively
involve in safety activities, eliminate hidden dangers.
隐患整改情况
1200
991
800
642
701
369
400
224
261
2010
2011
339
0
2009
2012
Wuxi Site
60
2013
2014
2015YTD
Safety--Cut Prevention 安全 -- 割伤预防
Prohibit the use of ordinary art knife in whole plant, must use the approved
security tool of automatic spring back 全厂禁止使用普通美工刀，必须使用批
准的自动回弹的安全刀具。
Safety--上锁加标签 安全 -- LOTO
Must execute LOTO plan of machinery before checking and
maintenance to avoid the hazards caused by accidental power or
energy release.检维修之前必须执行机械设备的综合上锁/加标签计划，保护
员工免于意外通电或蓄能释放可能导致的事故危险。
Safety--Machinery Prevention 安全 --机械防护
Ensure all security measures of crushed and cut dangerous in place and
running well. Invest capital each year on the mechanical protection, improve
machine safety. 确保工作场所有减少运行夹伤、压伤和剪伤危险的安全措施
在位并运行良好。每年投入资金在机器的机械防护上，提升机器本质安全
Safety--Ergonomic 安全 --人机工程
Continue to improve the ergonomic to reduce the risk of strains and sprains.
公司不断努力在人机工程方面的改善来降低拉伤和扭伤的风险。
Before, the weight of ink roller 62KG,
only two people carry it up and down
之前，墨辊有62kg，换磨辊时仅两个员
工在机器上下搬运
After, install telpher
之后，安装小吊车
Environment Compliance
65
Environment--Atmospheric emissions 环境 --大气排放
•
•
•
•
Centralized collection of waste gas车间废气集中收集
Increase the facilities of waste gas treatment增加废气处理设施
Periodic detection定期检测
After之后
Reduce the impact to Environment减少对环境的影响
Before之前
66
Environment--Hazardous waste 环境 --危废
• Through the aspects of improvement of raw materials, data analysis,
the reasonable use, reuse and avoid waste, the waste amount
reduced year by year since 2012. 通过原材料改进、数据分析、合理使
用、重复利用、避免浪费等方面，从2012年开始危废产生量逐年降低。
Annual Amount of Waste 每年危废量
120
87
90
72
69
2013
2014
60
30
0
2012
危废量（T. 吨）
67
Emergency Response 应急响应
Carry out all kinds of emergency response practices, including fires, chemical
spills, etc., to strengthen peoples’ awareness and capability.每年开展各类
应急响应演习，包括火灾、化学品泄漏等，加强员工应急响应意识及能力。
Labor Law Compliance劳动法规的合规
69
Key Initiatives 关键举措
In order to comply with relevant regulations of China Law, every year we will have
the training of Code of Conduct , Compliance and FCPA to each person to
improve employees’ compliance awareness. We have the ethic line to facilitate
employee to consult and complain if any problems in the work. In actual
operations, we strictly obey these rules as below:
为了遵循相关劳动法律法规，我们每年针对所有员工进行行为准则、合规政策及海外反腐
败法规的培训，强化员工的合规意识。同时我们还设立了道德热线，便于员工进行咨询或
投诉。在日常工作中，我们也严格遵循以下规则：
1) Not hire Child Labor不雇佣童工
2) Not use forced, prison, or involuntary labor不使用被强迫的、服刑的、或非自愿的
劳工
3) No discrimination不歧视劳动者
4) No harassment拒绝骚扰
5) Freedom of Association提倡结社自由
6) Hiring practice严格遵循法规规定的雇佣政策
……
70
Overtime Control 加班时间控制
In order to comply with relevant regulations of China Labor Law, we strictly control
the overtime in the past, our people’s income decline is larger, employee’s turnover
rate is higher. In order to improve the production efficiency and employee’s
stability, we set up the monthly performance bonus for all blue collars of FCO and
we build up the regular communication with new comer.
为了遵循中国劳动法及劳动合同法的相关规定，我们严格控制员工的加班时间，导致员工
的收入一定幅度的下降，员工离职率升高，工作效率显著降低。针对该种状况，我们采取
了相应的对策：
一、招聘更多的人员，从原来的十二小时两班制变为八小时三班制，确保员工每周有充足
的休息时间；同时申请了综合工时工作制，避免因生产淡旺季导致的加班不平衡。
二、我们额外对所有一线员工设立了月度绩效奖金考核计划，确保员工的收入不因加班控
制而大幅度减少，提高了员工的稳定性和工作效率。
71
第三方劳务派遣人员管理
实践分享
Cathy Chen
陈思颖， Cathy Chen
About
人力资源业务伙伴
Myself
玛氏箭牌上海工厂及
业务东区
74
© COPYRIGHT MARS INCORPORATED
| CONFIDENTIAL
玛氏在中国
Chocolate
Wrigley
Petcare
Drinks
我们的基础原则
五大原则
•Quality 质量
•Responsibility
责任
•Mutuality 互惠
•Efficiency 效率
•Freedom 自主
We put our Five Principles into action in our interactions and
76
operations – generating genuine, mutual benefits for people, pets
同事概念
同事——就是成为一个建立在五大原则基础上的一个可以彼此分享的
关系网络中的一员。玛氏公司对同事有着特定期望；相应的，同事也期
望公司提供一个基于这些信仰之上的文化氛围和环境.
1 为什么我们要使用劳务派遣?
2 关键指标Snapshot
3 过往面临的挑战
4 管理模块搭建及实践分享
5 新挑战
劳务派遣是非标准劳动关系的典型形式。劳务派遣机构与劳动者建立劳
动关系并派遣至用工单位，劳动者在用工单位岗位提供劳动的用工形式。
劳务派遣协议
用工单位
劳务派遣单
位
被派遣劳动
者
为什么要使用 劳务派遣?
用工方式灵活-解决临时用工
降低人力资源管理成本
降低劳动争议风险
过往 面临的挑战
第三方人员个人能力提
升
职业发展
凝聚及敬业度提
升
管理模块搭建及实践分享
 薪酬福利
 人员培训&发展
 同事激励凝聚
同事·激励·凝聚
薪酬福利：
-
完善的薪酬体系
足额缴纳社保及公积金
享有额外商业保险
与普通同事一样的福利制度及津贴标准
同事·激励·凝聚
通过课堂培训、笔试考核、师傅带教、实操演练，确保第三方劳务派遣人员能
够符合要求，独立上岗。绩效表现良好，就会有转正的机会。
人员培训&发展
2012
2013
2014
同事·激励·凝聚
同事·激励·凝聚
故事分享：多方支持 助抗病魔
2014年末，安徽合肥业务代表马某检查出身患白血病。收到消息后，
合肥团队业务员自发抽血检查，随后品牌管理员们也纷纷的加入几十人的
庞大献血队伍。
安徽省内各个城市群和负责人积极响应，主动捐款，有的以集体名
义，有的亲自去医院慰问家属。
人事部得到消息后，首先全面地了解其目前的身体状况及家庭情况，
得知他的家庭为了给他治病已承受了很大的经济负担。基于这种情况，帮
助马某在商保和医疗保险上争取了最大限度的支持，并且考虑到马某的教
育程度不高，人事部的同事帮助他咨询了当地相关劳动部门，还为他争取
到了当地特殊的福利政策支持。政府办事人员表示：这个政策都好多年没
有人来了解过了。最终马某也表示对公司的帮助非常感动。
新 挑战!
原规定
政治问题
社会问题
经济问题
修正案
劳务派遣
公司
公司制，有从事派遣 经劳动部门行政
业务资质，注册资本 许可，注册资本
不得少于50万元
不少于200万元
被派遣劳
动者
只能为临时性、
一般为临时性、辅助
辅助性、替代性
性、替代性工作岗位
工作岗位
用工单位
不得自设劳务派遣单
位向自身派遣
比例限制
新 挑战!
劳务派遣暂行规定
中华人民共和国人力资源和社会保障部令 第22号
第三条 用工单位只能在临时性、辅助性或者替代性的工作岗位上使用被派遣劳动者。
前款规定的临时性工作岗位是指存续时间不超过6个月的岗位；辅助性工作岗位是指为主营业务岗位
提供服务的非主营业务岗位；替代性工作岗位是指用工单位的劳动者因脱产学习、休假等原因无法工
作的一定期间内，可以由其他劳动者替代工作的岗位。
第二十八条 用工单位在本规定施行前使用被派遣劳动者数量超过其用工总量10%的，应当制定调
整用工方案，于本规定施行之日起2年内降至规定比例。
Thank you！
Sedex & SMETA 介绍及更新
中国上海
2015年5月15日
Copyright © Sedex 2015. All Rights Reserved. No part of this document may be reproduced or redistributed in any form without written consent from Sedex.
Sedex的愿景
全球供应商所选择的
负责任供应链解决方案
11年可持续性采购经验与分享
 25 个行业 150 个国家  38.000 会员, 750+ 全球买家公司
 24.000.000.000 场所人员
750+零售商、品牌商、制造商、中间商以及进口商
Sedex介绍
Sedex不是：
•
不是一个设定政策与准则的组织
•
不是一个进行社会责任验厂的第二方或者是第三方检验公司
•
不是一个证书发放机构或者行业协会
•
不是一个对供应商进行推广或评分的工具
Sedex是：
•
一个非赢利性的会员制组织
•
一个在线解决方案，用一个统一的方式来分享企业在道德和负责任实践方面的信息
•
一个帮助企业分析和评估潜在风险的工具
•
推动合作，增加透明度，生产力建设
运作模式
客户
1
客户
2
客户
3
SAQ*
审核
SAQ*
审核
SAQ*
审核
供应商
客户
1
Sede
x
客户 客户
2
3
SAQ*
审核
供应商
买家会员
零售商
品牌商
直接
关系
购买 & 供应商会员
多层供应
链透明
二级供应商会员
*SAQ = 自我评估问卷
三级供应商会员
间接
关系
T1
A
T2
B
T1
C
T2
D
T2
E
T2
F
T3
G
T4
H
自我评估问卷（SAQ）
SA 8000
OHSAS 18001
ISO 14001
交互式问卷（最多225个问题）帮助您了解供应商
ETI 基本准则
如何管理社会道德和环境问题。
制造业 / 重工业 / 农业
/ 服务提供商 / 中间商
97
Sedex会员道德贸易审核（SMETA）
由协理审核小组开发（AAGs）
推动融合在风险分析中，分享共同的纠正措施计划，减少重复审核。进行道德贸易的审核
模版建立于：
 两部分在健康安全和劳工标准
 两部分在商业道德和环境
•
一个汇编的审核技术的最佳实践
•
Common reading grid of audits. Integrated analyse.
•
共同的整改行动计划
•
能够被不同的零售商，品牌商和制造商所接受
请注意：SMETA不是一个标准，但是是一个最佳实践帮助工厂在审核时达到最低法律要求
以及ETI基本准则。客户的行为准则也可以用于SMETA审核
协理审核小组是Sedex聚集商业审核公司，非政府组织和会员组成的工作小组
Sedex会员道德审核指南（SMETA）
2014年12月Sedex发布新版SMETA最佳实践指南及相关文件
工作时间
6.工作时间不得过
长
6.1工作时间必须
符合国家法律和
行业标准，以对
工人提供较强保
护者为准。
6.2 在任何情况
下，不能要求工
人经常性地每周
工作超过 48小
时，并保证平均
每7天内至少休
息一天。加班必
须是自愿的，且
每周不能超过12
小时。不能要求
经常加班，且必
须按照加班工资
标准给予补偿。
6. 工作时间不得过长。
6.1 工作时间必须符合国家法律、集体协议以及下文中6.2-6.6条款中的规定，以
对工人提供较强保护者为准。6.2至6.6条款以国际劳工标准为基础
6.2 工作时间（加班除外）由合同确定，每周不得超过48小时。*
6.3 所有加班必须是自愿的。加班必须负责任地使用，考虑到所有如下方面：
程度、频率以及工人个体和工人整体工作的时间。不得以加班代替正规就
业。加班必须总是加价补偿，建议标准是不少于正常工资的125%.
6.4 任何7天内的全部工作时间不得超过60小时，第6.5款规定的情况除外.
6.5 只有在满足如下所有条件的例外情况下，任何7天内的工作时间可以超过60
小时：
• 国内法律允许这样做；
• 与代表相当比例工人的工人组织自由达成的集体协议允许这样做；
• 采取了适当的措施保护工人的健康与安全；并且
• 雇主能够证明加班确属于例外情况，例如出乎预料的生产高峰、事故或紧急
情况。
6.6 必须保证工人每7天内至少休息一天，或者在国内法律允许的情况下，每14
天内休息2天。
• 国际标准建议，在适当的条件下，并且不减少工人的工资的情况下，渐进降
低正常的工作时间至每周40小时。
主要变化
• “七天总工作时间不得超过60个小时”
之前:
48 小时
12 小时
标准工作时间
现在：
60 小时
标准工作时间+加班时间
加班时间
SMETA相关资源
SMETA最佳实践指南
SMETA衡量参考指南
SMETA审核报告
Audit Report
CAPR
供应商
工作手册
SMETA审核前
准备信息指南
如何完成审核
报告和整改
措施指南
分包商和服务提供
商最佳实践指南
准则对比
SMETA资源-仅限会员参考
当前AAG会员联系清单
延伸版环境和商业道德指南
审核员指南
问题点指南
审核员能力指南
供应商指南
整改行动指南
Sedex Horizon
• 2015年2月完成发展概念
• 未来战略确认：新系统预计2015年11月上线
• Horizon将会在视觉，功能和技术上与现有Sedex
2.0版本大不相同
• Horizon将会满足过去6年会员们所提出的需求
Sedex中国AAG工作小组
• 2015年3月20日第四次会议
#社会保险基数计算
#消防安全
#危险化学品管理
#建筑结构验收
#新环保法
• 下一次会议
#分包
#消防安全
#PPE合规性
#消防验收
#政府文件的真伪识别
能力建设
在线研讨会合作伙伴UNGC-UK
• 免费公开的在线研讨会
• 概况:
 区域采购趋势
 新型的社会责任话题
 交叉商业话题
 最佳实践案例分析
 与企业社会责任专家BSR,
Verité, Maplecroft, UNGC
• Sedex供应商工作手册
• 知识中心
Briefing Ethics & Corruption
December 2014
能力建设-Sedex知识中心
我们的目标:
交互式网络学习材料为用户提供
必要的工具来使用和了解Sedex
系统,并最终推动改善实践在全
球供应链。
 材料将根据用户的特性定
制，例如会员类型，国家和
语言等。
 材料的使用和培训将被跟踪,
监控和报告,用于持续改进
Sedex平台和学习材料。
供应商能力: 互动式内容  高清视频指南  测试和评分  下载证书和徽章  24小时不间断资源  定期更新
未来发展趋势: A和AB会员资源  能力建设（深入学习企业审核责任） Sedex新产品学习工具  审核员培训
 风险评估培训  用户论坛
其它项目
• 供应商参与项目
• 报告项目
• 审核管理项目
• 审核质量项目
Sedex帮助中心
英国帮助中心
– 联系电话： +44 (0)20 7902 2320
– 邮箱： helpdesk@sedexglobal.com
美国/加拿大帮助中心
– 联系电话： +1 888 487 6146
– 邮箱： helpdesk@sedexglobal.com
中国帮助中心
– 联系电话： +86 (0)21 6103 1622
– 邮箱： helpdeskchina@sedexglobal.com
Environment Impact Assessment Brief Analysis
in Ethical Trade Audit
Date：May 15 , 2015
Speaker：Frank Wang（SGS SSC）
If no safe water to drink …
If no free air to breathe …
If no food are safe to eat…
112
The Tengger desert was revealed by pollution
China is a drought serious country,
only 2200 cubic meters per capita,
is only a quarter of the world's
average, 1/5 of the us, ranked 121
in the world, is one of the poorest
countries in the global 13 per
capita water resources.
Experts warned:
"in 20 years China will
not find drinkable water"
113
Key lakes and reservoirs eutrophication of
2012
114
The nearshore water quality distribution diagram of 2012
The nearshore water quality distribution diagram of 2004
115
• 4·6 Zhangzhou PX Project Explosion
Accidents
116
• The Haze Weather Take Place Frequently From Place to
Place
117
The PH average rainfall isoline sketch map
118
Should
We
Do
Something
?
119
PDCA – EMS MODEL
- Environment Impact Assessment and
Approval
©All the copy rights reserved by SGS SSC@Frank Wang
120
SMETA Environment Compliance
Requirements
 SMETA 10B4: Environment 4-Pillar
10B4.1 Suppliers as a minimum should meet the requirements of
local and national laws related to environmental standards.
10B4.2 Where it is a legal requirement, suppliers must be able to
demonstrate that they have the relevant valid permits
including for use and disposal of resources e.g. water, waste
etc.
10.B4.3 The supplier shall be aware of their end client’s
environmental standards/code requirements and have a
system in place to monitor their performance against these.
©All the copy rights reserved by SGS SSC@Frank Wang
121
ENVIRONMENT IMPACT ASSESSMENT RELEVANT LOCAL
LAW
Environment Impact Assessment：
Refers to the planning and construction projects after the implementation of the
environmental impact of analysis, prediction and assessment, and puts forward
some countermeasures to prevent or mitigate adverse environmental impact
and measures, monitoring method and system.
 Range of Application: In the territory of the People's Republic of China and
other sea areas under the jurisdiction of the People's Republic of China
construction project impact on the environment shall be conducted in
accordance with the provisions of the environmental impact assessment.
 Types of Environment Impact Assessment：
 Environmental impact statement
 Environment impact list
 Environment impact registry form
©All the copy rights reserved by SGS SSC@Frank Wang
122
ENVIRONMENT IMPACT ASSESSMENT RELEVANT LOCAL
LAW
 Types of EIA Gist：List
of classified management of the
environmental impact assessment of construction
project
©All the copy rights reserved by SGS SSC@Frank Wang
123
ENVIRONMENT IMPACT ASSESSMENT RELEVANT LOCAL
LAW
 EIA Agency’s Intelligence: Tested and approved by the competent
administrative department of environmental protection under the state council.
Environment Impact Assessment Approval: ：
 EIA Approval Authority: The construction units shall, in accordance with
the provisions of the state council submitted to the approval authority for
examination and approval of the competent administrative department for
environmental protection.
 Need to re-approval:
 The construction project’s significant change for nature, scale, place and
adopted manufacturing technique or measure of pollution / ecological
damage protection.
 Did not come to operation in 5 years since the approval date.
©All the copy rights reserved by SGS SSC@Frank Wang
124
FAQ FOR EIA
 EIA could be exempted？
•
Environmental impact assessment of construction project file without
examination and approved or not approved by the authority, the construction
unit shall not start working.
•
The construction unit did not apply the EIA documents or not to apply the
approval again, but start to working, the authority with the right to terminate the
construction working and order to make up the relevant formalities within a
time limited.
©All the copy rights reserved by SGS SSC@Frank Wang
125
FAQ FOR EIA
Without EIA by historical reason?
• Construction project environmental impact report, must assess the
produced pollution in the production process and the influence on the
environment, adopt prevention and control measures, per the
preliminary hearing by the authority in accordance with the relevant
process and obtain the approval. Until the EIA report approved , plan
authority could ratify the design plan descriptions of the construction
project （1989.12.26）
• All enterprises and institutions in the constructing, reconstructing and
expansion , must put forward the environmental impact report, design
the constriction should be approved by the environmental protection
department and other departments firstly.（1979.9.13）
©All the copy rights reserved by SGS SSC@Frank Wang
126
NEW ENVIRONMENT PROTECTION LAW HIGHLIGHT
（EFFICIENT FROM JAN 01, 2015 2015)
•Ecological Civilization
•Intensify
Responsibility
•According to The
Diary Penalty
•Crime punishment
127
“Twenty years, you use a little buggy wheeled my happy childhood,
pushing me grow up happily. Twenty years, the trees behind you already
flourishing, and you have pale hairs…”
128
Looking Forward to
See the Mountain
See the River
Remember the
Nostalgia
Thank You！
129
On Occupational Disease
Simon Pan
Audit, Intertek China
15 May 2015
131
www.intertek.com.cn
Content
132
1
• About Intertek
2
• Definition of Occupational Disease
3
• Why it is important
4
• Prevention & Control
©Intertek, 2015
All Rights Reserved
www.intertek.com.cn
About Intertek
Intertek is a quality and safety solutions provider to industries
worldwide.
With a network of more than 1,000 laboratories and offices and
over 38,000 people in more than 100 countries, Intertek can
sharpen your competitive edge.
133
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Our Services
Industries we operate in
What we do
Softlines
Testing
Toys & Hardlines
Inspection
Commercial Electrical
Certification
Consumer Electrical
Automotive
Auditing
Building Products
Minerals
Outsourcing
Oil & Agri
Advisory
Food
Training
Chemical & Pharmaceutical
Medical Diagnostics Testing
Center (MDTC)
134
Quality Assurance
©Intertek, 2015
All Rights Reserved
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Audit Capability in China
• 32 locations, 300+ auditors , 20,000+ audits/year
Extensive Branch Network
• Reducing Travel cost
• Moving to where the
factories are based
Beijing
Tianjin Dalian
Weihai
Yantai
Shijiazhuang
Qingdao
Jinan
Taizhou
Lianyungang
Changzhou
Wuxi
Nanjing
Nantong
Hefei
Suzhou
Hangzhou
Shanghai
Wuhan Jiaxing
Ningbo
Taizhou
Yiwu
Jinhua
Fuzhou
Quanzhou
Xiamen
Guangzhou Dongguan
Zhongshan
Shenzhen
Zhuhai
port
office
home
NOTE: For home based offices, partial coverage
only
based on product type and workload
135
©Intertek, 2015
All Rights Reserved
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Definition of Occupational Disease
ILO Identification and Recognition of Occupational Diseases
According to the Protocol of 2002 to the Occupational Safety and Health
Convention, 1981 (No. 155), the term occupational disease” covers any
disease contracted as a result of an exposure to risk factors arising from
work activity.
The ILO Employment Injury Benefits Recommendation, 1964 (No. 121),
Paragraph 6(1), defines occupational diseases in the following terms: “Each
Member should, under prescribed conditions, regard diseases known to
arise out of the exposure to substances and dangerous conditions in
processes, trades or occupations as occupational diseases.”
Two main elements are present in the definition of an occupational disease:
• the causal relationship between exposure in a specific working
environment or work activity and a specific disease; and
• the fact that the disease occurs among a group of exposed persons
with a frequency above the average morbidity of the rest of the
population.
136
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Definition of Occupational Disease
PRC Law on Prevention and
Control of Occupational
Disease 2011
“Occupational disease” refers to
the diseases incurred to the
laborers of enterprises, institutions
and private business units
(Employer) resulted from
contacting with powder dust,
radioactive substances, other
poisonous and harmful factors
in the work.
137
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Occupational Disease Classification and
Catalogue (2013)
1. Occupational pneumoconiosis 6. Occupational disease caused
and other respiratory disease
2. Occupational dermatosis
by physical factors
7. Occupational radiation disease
3. Occupational ophthalmopathy 8. Occupational contagious
disease
4. Occupational otolaryngological
and oral disease
9. Occupational tumour
5. Occupational chemical
10. Other occupational disease
poisoning
Total 132 occupational
diseases in 10 categories
(including 4 open clauses)
138
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Why it is important
•The prevention and cure of occupational disease mattering
the health and life safety of labourers, the economic
development and social stability.
•Current serious problems：
a) Large number of patients
b) Morbidity of pneumoconiosis and occupational
poisoning staying at a high level
c) Harm is wide
d) Health damage is serious to labourers
e) Clusters of occupational disease
139
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Why it is important
•Legal liability
•Production efficiency
•Cost for remediation much higher than that
of prevention
•Cost for recruitment and training
•Reputation
140
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Pneumoconiosis diagnosed 22 years after resigned
Employment injury and RMB510K compensation
http://www.sc.xinhuanet.com/content/2015-04/11/c_1114936354.htm?tt_from=sohunews
2015-04-11 11:49 Source： Chengdu Commercial Daily
Liu Shun (alias name), now 55 years old, in Santai County, Sichuan
Province, Western South China. 22 years ago, he was working at an
Electric Power Company for 8 years as an excavator operator. In 2013, he
was diagnosed with pneumoconiosis (phase III). In the same year, he was
concluded to have employment injury by local Human Resources and
Social Insurance Bureau (HRSIB). However, the employer disagreed the
conclusion and sued the local HRSIB because they deemed that Liu had
resigned for 22 years, the prescribed period for litigation expired, and no
direct relationship between the occupational disease and the employer. So,
the employer requested a revocation to the identification of employment
injury by local HRSIB.
Yesterday (April 10), the journalist from Chengdu Commercial Daily learnt
from the intermediate Peoples Court in Mianyang City that, after the trial of
first and secondary instance, due to failure on burden of proof, the court
dismissed the suit, and the employer has agreed with Liu to compensate
RMB510,000 in a lump sum.
141
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Prevention & Control – What we need to do?
Responsi
bility
system
Health
surveillan
ce
Training
&
Educatio
n
Workplac
e
8-Must &
8-Prohibition
Regular
Testing
Protectiv
e facilities
PPE
Warning
signage &
Notice
142
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Common Finding in audits
•
No testing for
occupational hazard
factors
•
No occupational health
examination
•
No PPE (personal
protective equipment)
provided or used
incorrectly
143
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Responsibility system for Prevention and
Control
• A. Overall principles
• C. Responsibilities of
• B. Leaders organization
on occupational diseases
• C. Responsibilities of
operational departments
and personnel
a. Responsibility of
enterprise principal
b. Responsibility of
manager in charge
c. Responsibilities of
occupational health
administrative
department
144
operational departments
and personnel
d. Responsibilities of
dedicated or part-time
occupational health
control personnel
e. Responsibilities of
technical department
f. Responsibilities of
workshop manager
g. Responsibilities of
operators
©Intertek, 2015
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Preventive and Protective Facility (1/2)
145
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Preventive and Protective Facility (2/2)
146
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Personal Protective Equipment(PPE)
147
©Intertek, 2015
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Warning Signage for Occupational Hazards
148
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Notification Card for Occupational Hazards
149
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Testing for Occupational Hazards
150
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Training
151
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Health Monitoring
PRC Law of
Prevention and
Control of
Occupational
Diseases
Article 36
• Occupational Health
examination
Before take
work post
in the course of
the work post
after leave the
work post
152
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Preventive and Remedial Cost
Key preventive cost
Key remedial cost
(Initiative)
(Passive)
• Protective facility
• Penalty by government
• PPE
• Warning signage &
• Treatment costs
• Compensation costs
• Impact to patient and family
• Other costs
• Case: In the case of “Opened the
Notification Card
• Test for occupational hazards
• Training
• Occupational Health
examination
153
Chest to test his lungs”, total
compensation RMB615,000
©Intertek, 2015
All Rights Reserved
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About Cost
Remedial & Compensative Cost
Preventive Cost
154
©Intertek, 2015
All Rights Reserved
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Thank you !
155
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All Rights Reserved
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156
©Intertek, 2015
All Rights Reserved
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Human Trafficking Around Us
Maggie Pang
Training Supervisor
May 15, 2015
UL and the UL logo are trademarks of UL LLC © 2015
Agenda
Increased awareness around human trafficking
Defining human trafficking
Identifying red flags
Additional resources
158
Increased Awareness of Human Trafficking in
Supply Chains – U.S. & European Legislation
CA Transparency in Supply Chains Act - SB 657 (2010, effective 2012)
Strengthening Protections Against Trafficking In Persons In Federal
Contracts - EO 13627 (2012) and FAR effective March 2, 2015
Directive 2011/36/EU (replaced Council Framework Decision
2002/629/JHA
UK Modern Slavery Act 2015 – became law March 26, 2015
159
Agenda
Increased awareness around human trafficking
Defining human trafficking
Identifying red flags
Additional resources
160
Definition of Human Trafficking
The Palermo Protocol to Prevent, Suppress and Punish Trafficking in Persons,
Especially Women and Children (2000)
“Trafficking in persons" shall mean recruitment, transportation, transfer, harbouring or
receipt of persons, by means of threat or use of force or other forms of coercion, […] to
achieve the consent of a person having control over another person, for the purpose of
exploitation. […]
MANIPULATION
MOVEMENT
EXPLOITATION
Threat or use of force
Recruitment
Forced Labor
Coercion
Transportation
Transfer
Harboring or
Receipt of
Persons
Slavery
Abduction
+
Fraud
Deception
Abuse of Power or
Vulnerability
Giving Payments or
Benefits
+
Practices similar
to slavery (debt
bondage)
Sexual
exploitation
161
Agenda
Increased awareness around human trafficking
Defining human trafficking
Identifying red flags
Additional resources
162
Red Flags: Human Trafficking Explained
WHO
HOW
WHAT
Vulnerable
Employees
Recruitment
Practices
Working
Conditions
•Migrant workers
(internal and
foreign)
• Complex
recruitment
processes
•Seasonal/ temp
workers
• Use of labor
brokers
•Subcontractors
• Labor fees
•Illegal workers
• Illegal
immigration
• Contract
substitution
• Deception
• Passport
retention
• Deductions,
wage
withholding
• Contract
termination
penalties
• Forced
overtime/
overtime
needed to get
min. wage
163
Agenda
Increased awareness around human trafficking
Defining human trafficking
Identifying red flags
Additional resources
164
Reports on Human Trafficking and Forced
Labor
U.S. Department of
Labor’s (DOL) “List of
Goods Produced by Child
Labor or Forced Labor”
• Contains 74 COUNTRIES
and 136 GOODS believed
by DOL’s Bureau of
International Labor Affairs
(ILAB) to use forced labor
and/ or child labor
U.S. Department of State
Trafficking in Persons
(TIP) Report 2014
• 188 COUNTRIES received “tier” ranking
• Tiers: Levels of compliance with the Trafficking
Victims Protections Act (TVPA) minimum standards
for the elimination of trafficking
• Tier 1: Full compliance with standards
• Tier 2: Not in full compliance but making significant
efforts
• Tier 2 Watch List: Not in full compliance but making
significant efforts, # of victims very significant
• Tier 3: Not in full compliance, no significant efforts
made
165
DOL Report: Forced Labor Goods – China
1.
Artificial Flowers (China only)
2.
Bricks (7)
3.
Christmas Decorations (China only)
4.
Coal (3)
5. Cotton (8)
6.
Electronics (China only)
7.
Fireworks (China only
8.
Footwear (China only)
9.
Garments (8)
10.
11.
Nails (China only)
Toys (China only)
(*listed in # of countries)
U.S. Department of Labor
166
THANK YOU.
Introduction to TenSquared
Remarkable Results in 100 Days
Mike Lee
SAI Lead Trainer
mlee@sa-intl.org
Program Partners
A big thank you to…
What is TenSquared?
 Worker-Manager Engagement Program
 Addresses root-causes of health and safety issues
 Makes measureable improvement in one ambitious,
specific health and safety challenge – in 100 days
 Overcomes hurdles to change and fosters a culture of
continual improvement
100 Day Results Include:
60% reduction in employee absenteeism due to injury 
12% increase in productivity.
70% reduction in worker exposure to chemicals  12%
decrease in the cost of chemicals
36% decrease in workplace temperature (from 39˚C to
25˚C)  at 25% of the cost of installing a new ventilation
system, saving the company $12,000.
80% reduction in fire evacuation time
(from over 12 minutes to under 2 minutes).
PROCESS
GOAL
TEAM
The 3 Keys to Success
 The Power of the Team
 Managers + Workers
TEAM
 Communication, creativity, commitment
 The Power of the Goal
 100 Days, focused on visible results
GOAL
 Measurable, ambitious
 The Power of the Process
 Building practices and systems that continue
after 100 days
 Involve workers in the process
PROCESS
The TenSquared Journey
Pre-Project
Launch
Day 1
Launch
Workshop
Team Selection
Meeting
Implement
Day 50
Midpoint Review
Day 100
Sustainability
Review
Labor Link
Labor Link
Survey
Survey
Sustained Benefits
75% of workers said the project benefited all workers
at their facility
88% of workers said the project improved their opinion of
the company’s commitment to health & safety
58% of workers now feel comfortable taking ideas to management
79% of workers said other issues at the facility could be
addressed through another project
Based on Labor Link surveys conducted on day 85 and 150
Participants’ Comments (Brazil)
 "We have had a lot of projects at our company,
but this project went deeper - it produced a lot
more results and brought a lot more creativity to
the area of Health and Safety."
- Worker, Ajinomoto
 "We were able to show our Senior Management
that our efforts as a team was able to achieve the
results, even in a time of restricted financial
resources. This was one of the most rewarding
moments for me."
- Manager, Abengoa Industry
Participants’ Comments (Turkey)
 "TenSquared feels really special, not like other trainings where
participants listen passively. This program pushes us to actively
participate, express ourselves, set concrete goals and
workplans”
 Managers are surprised and excited by the perspectives and
new ideas from the workers - the workers' risk maps, root
cause analysis, stakeholder maps and process analysis really
gave them food for thought
 Workers surprised and excited to be at the same table with
managers and able to speak with an equal voice
Getting Involved with TenSquared
 China
 Launching in Shenzhen in June
 Initial funding for the pilot from HP and a well-known
apparel company
 Seeking to partner with companies to fund the expansion
of the program in China
 Turkey
 Your suppliers can participate at no cost thanks to Disney
funding
 Brazil
 Program is ongoing – participating company pays fee