Ensuring socially responsible production conditions is a central component of HOLY FASHION GROUP’s corporate philosophy. The company’s own Ethical Code of Conduct for suppliers sets out clear requirements and expectations regarding the respect of human and labor rights. This Code is based on our Policy Statement and serves as a binding foundation for every business relationship.

A key lever for promoting decent working conditions in global supply chains lies in responsible sourcing and purchasing practices. HOLY FASHION GROUP actively works to embed fair procurement processes into its operations. For example, forward-looking collection planning enables realistic production scheduling—with fair payment terms, sufficient lead times, and appropriate delivery deadlines.​

To better understand the impacts of its own purchasing practices and to develop targeted improvement strategies, HOLY FASHION GROUP participated in the ILO Better Work Academy for Swiss Brands in 2023 with selected employees. This multi-week training programme combines in-person sessions with digital learning modules and provides in-depth knowledge on social responsibility in global supply chains.

Further information about the Better Work Academy can be found here:https://betterwork.org/training/.

Promoting living wages is another key pillar on the path to socially responsible and fair supply chains. In many production countries, the legally mandated minimum wages are not sufficient to provide workers and their families with a decent standard of living.​

To better understand wage conditions in our supply chain, HOLY FASHION GROUP conducts a wage gap analysis every two years at the garment manufacturing level. It compares statutory minimum wages, actual wages paid and a recognized living wage benchmark. Data on actual wages is collected through an online survey of suppliers. For the living wage benchmark, we use data from WageIndicator, which provides information on living wages in more than 3,000 regions worldwide (Source).​

Our approach to living wages currently focuses on regular analysis and internal awareness . We provide training and guidance to internal teams, including Procurement and Buying, on living wages and purchasing practices that can support fair working conditions and wages in the supply chain.​

The goal is to design realistic and long-term effective measures that are tailored to the specific local conditions. The strategy remains flexible and is regularly reviewed and further developed.

In the long term, our approach aims to contribute to real improvements in working conditions and wage practices among our Tier 1 suppliers. Through training and participation in multi-stakeholder initiatives, we also seek to strengthen awareness among suppliers regarding fair working conditions and wages.​

By joining, members commit to complying with the BSCI Code of Conduct, which is based on internationally recognized standards for the protection of workers' rights. The Code includes key principles such as responsible business conduct, workers’ involvement and protection, freedom of association and the right to collective bargaining, non-discrimination and equal treatment, fair remuneration, reasonable working hours, occupational health and safety, prohibition of child and forced labor, protection of young workers, secure employment conditions, environmental protection, and ethical business behavior.​

To implement these requirements, member companies are obligated to conduct social audits at their suppliers. The results of these assessments are made available on the amfori Sustainability Platform and are accessible to all members.​​

Further information is available at: https://www.amfori.org/content/amfori-bsci

HOLY FASHION GROUP regularly conducts social audits based on the BSCI Code of Conduct at all direct production partners—both in risk and non-risk countries. The audits take place on a one- to two-year cycle and are carried out by independent, accredited auditing organizations.​

The audit results provide valuable insights into potential risks or violations and serve as the basis for jointly developing appropriate corrective actions with suppliers. HOLY FASHION GROUP places great importance on actively supporting its partners in implementing these improvements and promoting practical solutions.​

Over the past years, we have reached consensus with our partners and achieved progress in the following areas:

• Expanding social audits to further upstream levels of the supply chain, such as selected tier 2 manufacturers​

• Developing Corrective Action Plans based on audit results, continuously reviewing improvement processes, and supporting our partners in implementing measures

• Training workers in high-risk countries on grievance mechanisms

• Enhancing compliance with safety regulations, for example regarding chemical storage, provision of protective equipment, organization of material warehouses, securing electrical panels and improving emergency concepts​

• Raising awareness about overtime issues at some of our Chinese partners, which remains a recurring concern

• Ending cash payments of wages at one of our Turkish suppliers, with mandatory social contributions now correctly paid​

Stakeholder Dialog Programm

To improve direct dialogue between workers in the textile supply chain, factory management, and the Holy Fashion Group, we have developed the Stakeholder Dialogue Program in cooperation with Hohenstein. Based on the OECD due diligence guidelines, the program aims to strengthen collaboration and improve working conditions. It includes workshops on key topics such as grievance mechanisms, workplace health and safety, and chemical management.​

A core component is the direct exchange with workers, where their concerns, suggestions, and challenges are gathered through open discussions and one-on-one conversations. The results of this dialogue feed into a Corrective Action Plan (CAP), which outlines corrective measures and is coordinated jointly with factory management and HFG. The implementation of these measures is documented and communicated regularly.

The program aims to support continuous improvements, promote worker well-being, and ensure compliance with social and safety standards.​

So far, the program has achieved the following:

• Engaged 20 factories in 4 high-risk countries (Turkey, China, India, and Bangladesh) (as of June 2025)

• Over 300 workers have received training on occupational safety, chemical management, and grievance mechanisms

• Made content available in 7 local languages

In the future, we plan to extend the Stakeholder Dialogue Program to additional high-risk countries.​