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Dieses Papier des OECD Centre for Responsible Business Conduct gibt einen Überblick über die Herausforderungen der COVID-19-Krise für das unternehmerische Handeln und skizziert erste Reaktionen staatlicher Stellen und Unternehmen. Es beschreibt, inwiefern verantwortungsvolles unternehmerisches Handeln zur Bewältigung der Krise beitragen kann und stellt die möglichen kurz- und langfristigen Vorteile eines solchen Vorgehens heraus.

Ein Kapitel behandelt insbesondere die Auswirkungen der COVID-19 Pandemie auf globale Lieferketten und verdeutlicht dies am Beispiel der Bekleidungsindustrie in Bangladesch.

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This article assesses the impact of the crisis on sourcing operations and spotlights the steps that companies are taking in their immediate response. Then the strategies—and the paradigm shift—that will be necessary to reshape sourcing practices moving forward are pivoted. Two key objectives for this long-term transformation are suggested: a demand-driven supply-chain model and sustainable sourcing. It is emphasized that, for every fashion close collaboration at all levels along the value chain is required.

It was conducted a largescale survey among sourcing executives and a broader group of stakeholders—asking both how companies can respond to the crisis now and how they envision the future of the industry. The survey, conducted between April 14 and April 22, 2020, engaged 116 sourcing executives from fashion retailers and brands predominantly in North America and Western Europe; between them they manage more than $120 billion in sourcing value. Insights from more than 230 other Sourcing Journal subscribers are included, who are stakeholders across the value chain, including suppliers, agents, and academics. The survey was conducted in collaboration with the Sourcing Journal. These sourcing executives and stakeholders make clear that, beyond immediate crisis management, the industry needs to shift towards a more sustainable and demand-centric future.

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Der „Synthese-Bericht: Auswirkungen von COVID-19 auf die Textilindustrie“ (PDF-Datei)stellt auf Grundlage einer systematischen Analyse bestehender Berichte konkrete Handlungsoptionen und Best Practices zusammen. Die Handlungsoptionen zeigen, wie Unternehmen negative Auswirkungen der COVID-19-Krise auf Arbeiter*innen in der Lieferkette vermeiden oder zumindest mildern können und so menschenrechtlichen Sorgfaltspflichten nachkommen.

Mit diesem Bericht will die Zivilgesellschaft im Textilbündnis die Diskussion über Lehren aus der COVID-19-Krise im Textilbündnis weiter anregen und zur Schärfung eines „neuen Normals“ in der textilen Lieferkette beitragen, in dem gute und transparente Geschäftsbeziehungen und nachhaltige Einkaufspraktiken dominieren.

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This research report presents the findings of a survey of 396 garment workers across 158 factories in nine countries, undertaken between August and September 2020. It presents new data about how garment workers’ food security—and linked dynamics of employment status and income—has deteriorated amidst the pandemic. Workers from our sample reported making clothes for over 100 apparel brands and retailers; the brands and retailers that were identified by survey respondents with the most frequency were: adidas, Gap, H&M, Nike, The Children’s Place, PVH, Gildan, Walmart, JCPenney, and Express.

Our data reveal an alarming pattern: garment workers’ declining incomes are leading to widespread hunger among workers and their families, as they are increasingly unable to obtain adequate food and nutrition. These dynamics are a direct result of apparel brands’ responses to the Covid-19 pandemic, as well as the long-term trend of low wages for garment workers in brands’ supply chains, which has left workers unprotected.

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This publication explores the implications of the Fourth Industrial Revolution (4IR) on the future of jobs, skills, and training in Southeast Asia, particularly for high growth industries in Cambodia, Indonesia, the Philippines and Vietnam. In Cambodia the garment industry is highlighted which should aim to depend less on low-cost production by moving toward production with higher value added, and that 4IR technologies could facilitate this transition.

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