ETI WORKBOOK, 2nd Edition
Ethical trade
a comprehensive guide for companies
Main sections
Please choose one to jump straight to that section, or just start at the top...
- Introduction & Getting the most out of your workbook
- Part 1 - Getting started on ethical trade
- Part 2 - Getting to know your supply chain
- Part 3 - Assessing supplier worksites and following up on improvements
- Part 4 - Guidance for the more experienced
- Lists of case studies, tables and figures
- Part 5 - Resources
or...
Download
introduction and detailed contents [PDF, 1.1MB]
Detailed contents
-
Introduction
- About the ETI workbook
- Who is it for?
- Scope
- Where does the information come from?
- How to use the workbook
- How the workbook is organised
-
Getting the most out of your workbook
- About the case studies
- Definitions
- Where to find further information on ethical trade
Part 1
Getting started on ethical trade
-
1 Ethical sourcing and ETI
- 1.1 What is ethical sourcing?
- 1.2 The
‘business case’ for ethical trade
- 1.2.1 Protecting your company’s reputation
- 1.2.2 Increasing access to capital
- 1.2.3 Increasing efficiency of your business operations
- 1.2.4 Encouraging employee motivation
- 1.2.5 Protecting and increasing your sales – retailers and brands
- 1.2.6 Protecting your sales – suppliers
- 1.3 The moral case for ethical trade
- 1.4 How does ethical sourcing differ from Fairtrade?
- 1.5 How does ethical sourcing relate to corporate social responsibility?
- 1.6 Why ETI was established
- 1.7 What is ETI?
- 1.8 ETI’s philosophy on ethical sourcing
- 1.9 Other labour standards initiatives
- 1.1 The ETI Base Code
- 1.11 Getting started – and going further
- Suggested action points
-
2 Getting internal buy-in and resources
- 2.1 Building your business case
- 2.2 Getting
senior management buy-in
- 2.2.1 Why it’s important
- 2.2.2 How to do it
- 2.3 Getting
buy-in across your company
- 2.3.1 Why it’s important
- 2.3.2 How to do it
- 2.4 Managing ethical sourcing – which department?
- 2.5 Getting
the right knowledge and skills
- 2.5.1 Hiring external consultants
- 2.5.2 Training your staff
- Suggested action points
-
3 Working with others
- 3.1 Why working with others is important
- 3.2 Knowing who to work with
- 3.3 Knowing when and how to work with others
- 3.4 Working with local organisations: benefits
- 3.5 Working with local organisations: constraints and how to overcome them
- 3.6 How to identify local organisations to work with
- Suggested action points
Part 2
Getting to know your supply chain
-
4 Mapping your supply chain
- 4.1 Why mapping your supply chain is important
- 4.2 Getting
information on labour issues in your industry
- 4.2.1 What information you will need and where to find it
- 4.3 Getting
information on your sourcing countries
- 4.3.1 Comparing national laws and regulations with your code
- 4.4 Mapping
your suppliers
- 4.4.1 What information you will need
- 4.4.2 How to gather the information
- 4.5 Scoping your supply chain for code implementation
- 4.6 Dealing with small production units, homeworkers, migrant and temporary workers
- 4.7 Keeping
track of information
- 4.7.1 What information to collect
- 4.7.2 How to collect information
- Suggested action points
-
5 Communication with suppliers
- 5.1 Why it's important to communicate with suppliers
- 5.2 Some
of the challenges and how to overcome them
- 5.2.1 Which part of your supply chain?
- 5.2.2 Managing time constraints
- 5.2.3 Getting access to workplace managers
- 5.2.4 Persuading suppliers where you have little commercial leverage
- 5.2.5 Dealing with supplier scepticism
- 5.3 What
to communicate
- 5.3.1 Explaining the business benefits of working towards compliance
- 5.3.2 Explaining how to work towards compliance
- 5.3.3 Explaining what will happen if suppliers fail to comply
- 5.4 Communicating
with workers
- 5.4.1 Helping suppliers educate their workers about your code and their rights
- 5.5 Persuading supplier management to engage with trade unions
- 5.6 Getting suppliers to involve workers in code implementation
- Suggested action points
Part 3
Assessing supplier worksites and following up on improvements
-
6 Planning your assessment activities
- 6.1 Why it is important to assess your suppliers
- 6.2 The importance of planning
- 6.3 Prioritising your assessment activities
- 6.4 Using
different types of assessment
- 6.4.1 Using site visits to assess risk
- 6.5 Getting
the right team
- 6.5.1 What makes for an effective inspection team?
- 6.5.2 Different types of assessor
- 6.5.3 Pros and cons of different types of assessor
- 6.6 Operational strategy
- 6.7 Developing
checklists
- 6.7.1 What your checklists should look like
- 6.7.2 Factors to consider in developing checklists
- 6.7.3 Who should develop your indicators?
- 6.8 Who pays for inspections?
- 6.9 Planning for verification
- 6.1 How should you measure progress?
- Suggested action points
-
7 The inspection process
- 7.1 The main stages of the inspection process
- 7.2 Preparing
for your visit
- 7.2.1 Briefing management and workers
- 7.3 Introducing your team
- 7.4 Ways of getting information during inspections
- 7.5 Reviewing
documents
- 7.5.1 How to tell if records have been falsified and how to respond
- 7.6 Interviews
with workers and managers
- 7.6.1 Topics for interviews
- 7.6.2 Getting the most out of interviews with workers
- 7.6.3 Getting the most out of group discussions
- 7.6.4 Making sure workers are protected
- 7.6.5 How to respond when workers have been ‘groomed’ for interviews
- 7.7 Getting
information on 'hidden workers'
- 7.7.1 Hidden child workers
- 7.8 Meetings with trade unions and workers' representatives
- 7.9 Interviews with organisations outside the workplace
- 7.1 Visual inspection
- 7.11 Closing the inspection
- 7.12 Recording information
- 7.13 Reporting back
- Suggested action points
-
8 Corrective action
- 8.1 The importance of continual improvement
- 8.2 Responding to minor breaches of your code
- 8.3 Responding to major breaches of your code
- 8.4 When to stop trading with suppliers
- 8.5 Negotiating action plans with suppliers
- 8.6 Who should be consulted?
- 8.7 Who pays for corrective actions?
- 8.8 Following
up corrective actions
- 8.8.1 Who should follow up corrective actions?
- Suggested action points
Part 4
Guidance for the more experienced
-
9 Integrating ethical trade into your business
- 9.1 Why it is important to integrate ethical trade into your business
- 9.2 Looking
at your commercial relationship with suppliers
- 9.2.1 Using ethical trade criteria when screening new suppliers
- 9.2.2 Using ethical trade criteria in contracts with suppliers
- 9.3 Common
purchasing practices and their impact on working conditions
- 9.3.1 Improving scheduling and critical path management
- 9.4 Changing
your company's culture
- 9.4.1 Raising buyers' awareness
- 9.4.2 Building a business case
- 9.4.3 Incentivising buyers and suppliers
- Suggested action points
-
10 Supporting wider change
- 10.1 Joining forces with other companies
- 10.2 Helping
build supplier capacity
- 10.2.1 Training suppliers
- 10.2.2 Giving suppliers practical tools
- 10.2.3 Getting suppliers to share experiences and learn from each other
- 10.2.4 Helping suppliers build management systems
- 10.3 Building capacity among local organisations
- 10.4 Multi-stakeholder
initiatives
- 10.4.1 Why get involved with a multi-stakeholder initiative?
- 10.5 Engaging with government
- Suggested action points
-
11 Public reporting
- 11.1 The benefits of public reporting
- 11.2 Deciding what to report against
- 11.3 Preparing credible public reports
- Suggested action points
- Glossary
and abbreviations
- Glossary
- Abbreviations
- List
of case studies
- Chapter
1
- 1.1 The reputational benefits of adopting an ethical trade strategy
- 1.2 How Madison Hosiery incorporates labour standards into contracts with suppliers
- 1.3 Gap Inc’s ‘integrated scorecard’ approach for suppliers
- Chapter
2
- 2.1 Levi Strauss & Co.'s Responsible Sourcing 'Terms of Engagement' video
- 2.2 Tesco's 'Buying with your eyes open' course for buyers
- Chapter
3
- 3.1 Premier Foods’ experience of working with trade unions
- 3.2 How dialogue and negotiation have reduced disruption in Chiquita's supply chain
- 3.3 Benefits for trade unions of engaging with codes of labour practice
- 3.4 How Premier Foods identified trade unions to work with in East Africa
- Chapter
4
- 4.1 How Pentland builds information on issues in its supply chain
- 4.2 Different approaches of ETI members to supply chain scoping
- Chapter
5
- 5.1 Addressing audit fatigue – the Joint Initiative on Corporate Accountability and Workers' Rights
- 5.2 Linking productivity and worker welfare in African horticulture
- 5.3 Benefits of adopting management systems for code compliance - Brandix in Sri Lanka
- 5.4 Benefits of adopting management systems for code compliance - The Prem Group in India
- 5.5 Different tools for educating workers about their rights
- 5.6 How Gap Inc. persuaded supplier management to engage with trade unions
- 5.7 Educating workers - starting small
- Chapter
6
- 6.1 How Co-operative Retail prioritises its assessment activities
- 6.2 The Honduran Independent Monitoring Group
- 6.3 How Pentland involves local organisations in factory assessments
- 6.4 Chiquita's experience of working with local organisations in Central America
- 6.5 How Homegrown works with Africa Now on participatory auditing
- 6.6 The Supplier Ethical Data Exchange (SEDEX)
- Chapter
7
- 7.1 Boots the Chemists' poster for suppliers
- 7.2 'Photo comic' for workers in the South African wine industry
- 7.3 Premier Foods' experience of involving unions in site audits
- Chapter
8
- 8.1 How Levi Strauss & Co. responds to different types of code violations
- Chapter
9
- 9.1 The dangers of creating supplier dependence - Nike in Indonesia
- 9.2 The benefits of long-term relationships with suppliers
- 9.3 Levi Strauss & Co.'s approach to screening suppliers
- 9.4 Gap Inc.'s 'multistep qualification process' for suppliers
- 9.5 Gap Inc.'s experience of improving its production planning
- 9.6 Nike's 'balanced scorecard' approach
- 9.7 Otto Group - creating internal competition on ethical trade
- 9.8 Levi Strauss & Co. - integrating information on supplier compliance into business decisions
- Chapter
10
- 10.1 The Brands Ethics Working Group in India
- 10.2 The Kenyan Horticultural Ethical Business Initiative
- 10.3 On-the-job training for suppliers
- 10.4 Health and safety training on Indian tea estates
- 10.5 The Impactt overtime project
- 10.6 Training agents in code compliance
- 10.7 Collaboration to produce a workbook for suppliers
- 10.8 Verité Vendor Guidebook
- 10.9 Management Systems diagnostic tool
- 10.1 Marks &Spencer's benchmarking groups
- 10.11 The Wine and Agricultural Industry Ethical Trading Association in South Africa
- 10.12 Multi-stakeholder action in Bangladesh
- 10.13 Lobbying the UK Government to improve conditions for temporary labourers
- 10.14 Government action in Cambodia
- Chapter
11
- 11.1 Gap Inc.'s engagement with stakeholders on public reporting
- 11.2 Nike - pushing the boundaries of transparency
- Chapter
1
- List
of tables and figures
- Tables
- 2.1 The business case for ethical trade
- 3.1 Working with others – when, who and why
- 3.2 Constraints to working with local organisations
- 4.1 Information to collect on supplier workplaces
- 4.2 Types of workers and key principles for companies
- 5.1 Typical objections from suppliers
- 6.1 Pros and cons of different types of assessor
- 6.2 Sample checklist
- 6.3 Who pays for inspections?
- 7.1 Records to check
- 7.2 Topic areas for interviews
- 9.1 Sourcing decisions and their effects on workers
- 9.2 Purchasing practices and their effects on workers
- Figures
- Figure 3.1 Who to work with
- Figure 6.1 Critical path for ETI Risk Assessment
- Figure 7.1 The inspection process
- Tables
Part 5
Resources
- Resource 1 ETI Base Code
- Resource 2 ETI Base Code Principles of Implementation
- Resource 3 ILO Conventions relevant to the ETI Base Code
- Resource 4 Ethical Trade Self Assessment Tool
- Resource 5 News headlines about poor working conditions
- Resource 6 Photographs of poor working conditions
- Resource 7 Winning support for ethical trade within your own company: experiences of one ETI member company
- Resource 8 Knowledge management checklist
- Resource 9 Checklist for assessing training providers
- Resource 10 Tips on establishing contact with NGOs
- Resource 11 Example supply chain map (food supplier)
- Resource 12 Example supply chain (food retailer)
- Resource 13 Sample supplier ‘self assessment’ form
- Resource 14 Excerpts of sample draft letter to sourcing factories
- Resource 15 Sample diagram outlining the business benefits of compliance for suppliers
- Resource 16 Presentation to suppliers on the business benefits of compliance
- Resource 17 Supplier social compliance workshop agenda
- Resource 18 Checklist for choosing interpreters and translators
- Resource 19 Desired competencies for assessors
- Resource 20 Worker information leaflet
- Resource 21 Oxfam GB labour and environmental self assessment form
- Resource 22 Worker interview tool
- Resource 23 Visual monitoring checklist from the ETI experimental project in China
- Resource 24 Assessment feedback form for suppliers
- Resource 25 Audit checklist developed by the Agricultural Ethics Assurance Association of Zimbabwe (AEAAZ)
- Resource 26 Sample company audit report
- Resource 27 Questions for evaluating your inspection visits
- Resource 28 Inspection report template used in the South African wine industry
- Resource 29 Inspection report template used in the Zimbabwe horticulture industry
- Resource 30 Sample corrective action plan
- Resource 31 Management approaches and systems for achieving corrective actions – experiences of one member company
- Resource 32 Sample process for screening new suppliers
- Resource 33 Sample agreement with suppliers
- Resource 34 Contacts and information sources
Downloads
- Flyer and order form [PDF, 95kb]
- Introduction and detailed contents [PDF, 1.1MB]
- Sample pages from workbook [PDF, 290kb]
Further information
If you have any further questions, or would like to enquire about licensing, please contact:
Carol Sheldon, Office Manager
Tel: +44 (0)20 7404 1463
Fax: +44 (0)20 7831 7852
Email: workbook@eti.org.uk.
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