Baseline/GAP analysis provides a true picture of existing practices and identifies gaps against best practices. Following this assessment, the industrial partner and it's C-Suite assembles it's Change Management Team (CMT) having representation from all organizational tiers.
GIZ has been active in Pakistan since 1963, working across three priority areas; Governance, Sustainable Economic development, and Energy. Interventions by GIZ in Pakistan’s textile sector started in August 2014 and subsequently evolved overtime.
The textile and fashion industry plays a key role in modernisation processes and in the transition to an industrial society. It is here that essential entrepreneurial and management skills are developed, which form the basis for diversification of the economy, increase in value added and competitiveness through efficiency gains and technological progress associated with industrialisation.
Change is always good and ‘Dialogue for
Compliance’ evolved from DFC to
‘Dialogue For Sustainability’ after the
was added. This evolution was reflective of the inclusion of all three sustainability pillars:
AGREE ON SOLUTIONS
HOW DfS WORKS?
Members of the CMT are invited to a two day thematic area CMT workshops
Day one focuses on value added trainings (VATs) on agreed technical topics, day two of each CMT workshop is standardized and dedicated to following the six step approach from problem identification to action planning
In addition to CMTs, regular site visits (mini-CMTs) are conducted with a frequency ranging from once a week to once a month. The purpose of these visits is to monitor implementation and provision of VATs at the factory's shop floor
Post addressing agenda items on the action plan, the engagement comes to an end and with a third party end line assessment
RESULTS & WINS
Average reduction in Worker’s Turnover
Average reduction in Absenteeism
Improvement in two-way communication
Average reduction in order lead time
Average improvement in efficiency
Average reduction in DHUs
Average reduction in machine downtime
Average reduction in work in process
13.4 kWh/kg to 12.8 kWh/kg
Reduction in power consumption per kg of fabric
13.1 kg to 9.7 kg
Reduction in steam production per kg of fabric
163.4 l/kg to 126.8 l/kg
Reduction in water consumption per kg of fabric
ZDHC has been implemented and appropriate KPIs developed for partner factories
Improved environmental management practices at partner factories including regular EMS risk assessments and other best practices
DfS SUCCESS STORIES
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