Respuestas de Asics

Propuesta A1:

Requerir a los proveedores que emitan una “Garantía al derecho de organizarse” para las y los trabajadores.

ASICS dice que acepta la idea de requerir a todos los proveedores que adopten una “política de libertad de asociación” y dice que está discutiendo imprimir información sobre el derechos la libertad de asociación en el reverso de las tarjetas de identidad en lugar de emitir una “garantía al derecho a organizarse” formal.

Respuesta completa (inglés)

It is acceptable to require all suppliers to proactively adopt a “Freedom of Association Policy”. We are discussing to insert the card describing “ Freedom of Association Policy” on the back of their ID card case to enhance awareness of workers’ rights instead of the form of a ‘Right to Organize Guarantee’. We agreed with factories that our contracted auditors can freely communicate with workers to see the “Freedom of Association”.Implementing audit, especially when internal auditor conducted, we check whether they have trade union in the facility. We conduct the management and trade union interview and review the records for trade union organization chart, number of members, workers grievance records and reaction done by trade union and/or factory management, welfare activity, fair election record by workers, etc. Asics reviews the factory policy of Freedom of Association and Right of collective bargaining and training record for workers awareness. We see the value of organization as a way of workers grievance channel and complaints procedures. Asics recommends factory to support the activity of trade union or strengthen labor-employer relationship in any forms of organization including trade union, joint consultation committee, employee committee, and welfare committee.

Propuesta A4:

Ofrecer un proceso de reclamos accesible a las y los trabajadores

ASICS dice que ha comenzado estableciendo un canal directo de reclamos para algunas de sus fábricas. La empresa dice que sus auditorías incluyen entrevistas con trabajadores fuera del lugar de trabajo para escuchar sus quejas después de dar a los trabajadores seguridades de no represalias.

Respuesta completa (inglés)

Asics recognizes the value of direct grievance channel to brands, and have started establishing direct grievance channel for a part of factories. Asics started management-training project. The aim of new training project is that the grievance channel should work through production site including trade union, and achieve factory environment to be trusted and workers can rely on factory management. Asics attempts several approach to factory. For example, the communication skill program to factory management and supervisors to promote for smoother communication with workers, Facilitating dialogue among factory management, workers and trade union representatives regarding human resource issues from hiring to termination including work operation and life in the factory. During this session, we expect the related people think about by him or her and find solution by themselves, not imposed solution by Asics. Asics implements an off-site interview to workers to hear their complaints, grievance and opinions regarding factory life after giving understanding of non-retaliation to interviewee. The interview report is shared with factory and discusses how to improve the working conditions.Through these activities sitting in worker's chair, Asics is trying to make a much wider audience aware of the value of worker organization such as factory management, worker and workers representatives and to promoting the workers activity in a long-term approach.Asics is a participant company of Fair Labor Association (FLA) and it helps and strengthens improvement of ethical standard in factories, for examples, we are moving forward through better cooperation with FLA to fill the gap of the grievance channel system.

Propuesta A9:

Requerir a los proveedores firmar acuerdos de libre acceso a sindicatos

ASICS dice que no requiere la firma de acuerdos de acceso entre gerencias locales de fábricas y sindicatos locales, pero recomienda que las fábricas comiencen un diálogo con sindicatos y trabajadores.

Respuesta completa (inglés)

We do not require to sign of access agreements between factory management and local unions, but we ask and recommend factories to open a dialogue with trade union and workers.

Propuesta B2:

Eliminar esquemas tercerizados de empleo.

La empresa no pareciera responder la pregunta planteada.

Respuesta completa (inglés)

"There are some suppliers hiring workers through third-party such as local labor bureau like China."

Propuesta B3:

Eliminar la contratación a corto plazo.

ASICS no se compromete a asegurar que los trabajadores relacionados con su operación principal tengan firmados contratos de tiempo indefinido. La empresa dice que no ha auditado para evaluar si hay disparidades económicas entre trabajadores con contratos de duración determinada y trabajadores permanentes.

Respuesta completa (inglés)

"A part of factories workers under open-ended duration contracts. Even if it is fixed duration contracts, the workers are receiving fair treatment. Auditing investigation does not reach to economic disparity between fixed duration contract workers and permanent workers. It is not clearly confirmed, however most of the local laws stipulate that the employee is automatically hired on an undetermined duration contract after working long term."

Propuesta B6:

Establecer relaciones a largo plazo con las fábricas.

ASICS dice que otorga contratos de aprovisionamiento a largo plazo y/o estables en base a consideraciones comerciales, pero que selecciona y retiene fábricas que cumplen con su código de conducta. No hay un compromiso específico de crear una estabilidad a largo plazo en la cadena de suministros.

Respuesta completa (inglés)

Long-term and/or stable supply contracts are given based on the business aspect. ASICS selects and retains partner factories that follow business practices that are consistent with ASICS policies and values on the same principles as provided for in "ASICS Vision", "ASICS Philosophy" and "ASICS Code of Conduct". Asics continues business and establish long-term relationship with the partner who shares the same spirits as our founders required, "The person who participate in the Asics business under the philosophy of common destiny should act together."

Propuesta C1:

Adoptar políticas para transiciones responsables.

“En el futuro, ASICS quisiera desarrollar y adoptar las políticas y procedimientos para apoyar el Marco Colaborativo del Foro del AMF, sin embargo, en este momento, no tenemos tiempo ni fuerza de trabajo para manejar esto y nos estamos enfocando en hacer nuestro mejor esfuerzo para establecer el sistema de gerenciamiento de la cadena de suministros efectivo y confiable.”

Respuesta completa (inglés)

“In the future, Asics would like to develop and adopt the policies and procedures to support the MFA Forum’s Collaborative Framework, however, at this moment, we have no time and no workforce to handle this as we are focusing and making our best effort to establish the effective and creditable supply chain management system.”

Propuesta C3:

Informar públicamente sobre la duración de las relaciones con las fábricas.

La empresa dice que “La duración promedio de la relación y los detalles estadísticos pueden ser provistos.”

Respuesta completa (inglés)

“The average length of relationship and details statistics could be provided.”

Propuesta C4:

Informar públicamente sobre cómo se eligen y/o eliminan proveedores.

ASICS dice que tiene una política para la selección de proveedor/vendedor y un procedimiento para comenzar negocios con un proveedor, pero no una política de terminación. La empresa da una lista de factores que se toman en cuenta cuando se consideran terminaciones, tales como: el tiempo de la relación, cambios en el clima de negocios, cambios en la estrategia de negocios de ASICS, tiempo de entrega de productos, calidad de productos, etc. La empresa también dice que trata de dejar fábricas gradualmente reduciendo órdenes de compra a través de 1-2 estaciones e informando al proveedor de su retiro con tiempo para permitirle buscar nuevos clientes. No hay mención de ligar el desempeño en RSE al aprovisionamiento.

Respuesta completa (inglés)

We have policy for supplier/vender selection and procedure for starting business. The termination policy and procedure does not exist. At this moment, data collection is not yet completed. We haven’t sufficient figures to show.There is new source investigation flow chart to see whether the factory complies with the law and our code of conduct. The investigation result is discussed at the decision making of new sourcing. After decision is made, CSR team discussed the date for initial audit to factory. Based on the compliance status, the factory visit will be scheduled at once or after a certain period of time. As a general rule, Asics conducts initial audit by internal auditor and start non-compliance remediation plan.Director and general manager of business unit make the termination decision for existing factories for case-by-case. The prerequisite conditions for termination are various; the length of relationship, changes of business environment, changing business strategy to Asics, delivery, product quality, etc. Asics thinks it is not effective to prepare the termination policy and procedure of factories. We have not a special strategy for managing impact of existing factories.When we leave the factory for instance, we dare not immediate pullout. We try to leave factory smoothly but not to exacerbate factory's economic position to an extreme degree. Asics brings complete pullout into view for 1 to 2 seasons by keeping reducing the order progressively We inform factory in advance before leaving so that they can have time to look for new clients.

Propuesta D1:

Asumir un compromiso de pagar un salario digno.

ASICS dice que reconoce la importancia de incorporar un estándar de salario digno en su código de conducta pero dice que antes de poner esto en práctica “se debe clarificar la definición de salario digno.”

Respuesta completa (inglés)

Asics recognize the importance of incorporating a living wage standard in our code of conduct. Before we put it into practice, we think the definition of a living wage should be clarified. The definition decision shall be defined after getting consensus among the stakeholders. Union's claim for a living wage is a main theme of trade union activities in the modern age. Labor trouble with this regard has a long history. The turning point of resolving the labor trouble has started from agreement of a living wage definition for both of parties. The recognition for a living wage standard is increasing among World Federation of the Sporting Goods Industry (WFSGI), Play Fair Olympics Campaign (PFOC) and a major suppliers. We expect a constructive conversation regarding a definition of a living wage will be carried in the future. It is declared at International Labour Organization (ILO) that requires the discussion for marinating appropriate living standard between labor-employee related organizations. Since the phrase of an "appropriate living standard" is quite ambiguous, it might be obstacle for negotiation between labor-employee talks. However, we believe both of the parties should keep the attitude of constructive conversation to make their best effort to reach to the agreement which both of them satisfies. Since, company hires many workers and has responsibility to assure their life security, company will not agree on excess definition for a living wage. The achievement for big goal of payable living wage to worker will discourage company if labor organization doesn't show a generous understanding for business management. The combative appearance with claiming one's own opinion is not constructive approach. It is important and core matter to keep moderate attitude based on harmonization approach. The approach trying to resolve the problem in the short time will set up disaffectedness and distrustfulness for both parties. Both of labor-employer organizations are requested to convert of a way of thinking and theory.

Propuesta D3:

Asegurar que los precios son suficientes para pagar un salario digno.

ASICS no se compromete a determinar si los precios que paga a los proveedores son suficientes para permitir que los proveedores paguen salarios que alcancen para satisfacer las necesidades básicas. La empresa dice que las fábricas determinan los salarios en forma independiente y que ASICS no paga directamente a los trabajadores.

Respuesta completa (inglés)

Factory is independent firm and they decide the wage from their viewpoint of factory management. We do not pay directly to workers. Factory has a number of clients and we are just one of them. We think even they have various clients, their worker should be paid the same amount of payment if they work the same thing. It becomes common sense to assume that pricing is basically the negotiation issue between supplier and buyer. We do not organize any talks about wage standard including NGOs yet. Asics requests factory pay employees at least a) the minimum wage required by the applicable law or b) the prevailing industry wage, whichever is higher. In addition, we implement verification audit to factories. In case of the intervention by Commission for Industrial Relations will lead the evaluation that the factory management is lack of capability of management. We expect the wages talks should be reach to agreement in a sound collective bargaining from developed and harmonized labor relationship.

Propuesta D6:

Dar pasos para mejorar los salarios de los trabajadores.

ASICS no se compromete a lograr un salario digno en el tiempo. la empresa reconoce la necesidad de lograr un salario digno y piensa la construcción de consenso hacia la adopción de una definición clara de salario digno es esencial para esto. La empresa participa en discusiones/foros con este fin.

Respuesta completa (inglés)

Asics recognize the necessity of achieving a living wage into wage system. To realize it, we think consensus-building toward the adoption of the clear definition of living wage is essential. Asics takes deep interest in discussion regarding a living wage. We make researches from our own point of view and actively participate the meeting. A living wage issue has a long history that is negotiated at the Asics labor bargaining continuously.We are participating the meeting with PFOC where a living wage becomes one of key issue. The talks with industry group such as WFSGI and/or with suppliers, a living wage is coming one of the key issue to be discussed.

Clave de Respuestas

La marca sostiene estar implementando todos los componentes de esta propuesta o ha acordado implementarlos dentro del cronograma propuesto por Juego Limpio.

La marca actualmente está implementando o ha acordado implementar algunos de los componentes esenciales de la propuesta pero se ha negado a implementar, no ha tomado en cuenta, o ha planteado problemas con uno o más componentes importantes o, la marca acuerda implementar la propuesta pero no dentro del cronograma propuesto por Juego Limpio.

La marca se ha negado a implementar los componentes esenciales de la propuesta.

La marca no ha entendido o no ha comentado la propuesta, o la marca está considerando la propuesta pero aún no ha tomado una decisión.