HUGO BOSS has business relationships with its strategic partners that go back eleven years and more. Long-term partnerships are essential to finding answers to social and environmental challenges together.
Verification of new partners
New partners run through a standardized, multi-stage process before they are added to the HUGO BOSS supplier portfolio:
Potential suppliers must disclose general information about their business activities, how they handle social and environmental topics, and adherence to basic compliance roles and customs regulations.
In the second step, potential partners must approve contracts regarding the general purchasing and production conditions. Among other elements, this includes a self-commitment to the HUGO BOSS Supplier Code of Conduct and the Restricted Substances List as well as the Manufacturing Restricted Substances List (MRSL) of the Zero Discharge of Hazardous Chemicals (ZDHC). It is also necessary to successfully complete an online training course on the topics of social responsibility and the environment – including chemical management.
All suppliers must submit valid certificates for examination before entering into an active business relationship or, if these documents are not sufficient, fill out a self-disclosure. Depending on the country risk, an audit is carried out between one and twelve months later. The company uses SAQs in particular to verify compliance with the social standards specified by HUGO BOSS for fabric and trimming suppliers prior to the start of the collaboration. You can learn more about our social compliance audit process here.
Collaboration with existing partners
HUGO BOSS works together closely with its suppliers after they are added to the portfolio. HUGO BOSS holds training courses on social standards, environmentally compatible behavior and chemicals management for all suppliers, to help them implement the high standards. Should a social audit reveal that a partner is not maintaining the agreed standards, HUGO BOSS and the supplier will develop a corrective action plan (CAP), which contains measures to correct the deficiencies. For more information, see our supplier factsheet.
HUGO BOSS also places value in ongoing dialog, for example, through events such as the Supplier Days, which HUGO BOSS holds in a variety of locations each year. The aim of the Supplier Days is to notify partners about important targets and measures at HUGO BOSS, promote common developments in the supply chain, and strengthen the partnership through interaction. In addition, external speakers share their expertise on relevant current topics, such as digitalization, to inspire the participants to evolve. Insights from this dialog are incorporated directly into the sustainability strategy.
The Supplier Council also provides a platform for exchange. It is a selected group of suppliers who exchange ideas on specific topics. They meet under the leadership of the COO of HUGO BOSS and discuss opportunities and challenges together. The aim is to understand the needs of suppliers even better and to drive future developments forward together.