In search for coherence and sustainability, IKEA took decisive steps to place the Fair Wage methodology at the core of its different policies: of Human Resources, of Compensation, and of Sustainability. It also decided to have it applied not only for its suppliers but also for its own employees, with a series of pilot Fair Wage Assessments carried out among suppliers, service providers, stores and own industry groups.
Unilever has put in place a global Fair Compensation strategy that was inspired by -and has taken many dimensions and principles from- the Fair Wage approach. It is a multi-dimensional approach that fights against sources of discrimination for instance by gender and also commits to pay a living wage.
H&M in 2013 decided to put in place a Fair Living Wage strategy. It is within this programme that it asked the FWN to carry out Fair Wage assessments on its first-tier suppliers. The Fair Wage Method implementation by the end of 2018 had covered 8 markets, involved 336 suppliers, and surveyed nearly 30,000 workers (27,591).
CLP is committed to the payment of fair wages. Following a fair wage assessment at its Headquarters in Hong Kong in the second half of 2018, Hong Kong energy supplier CLP was found to have excellent performance in almost all fair wage dimensions and was thus granted the Fair Wage certification in January 2019.
The Standard Chartered Bank has put in place a global ‘Fair Pay’ policy that encompasses a number of Fair Wage dimensions. At the top of the list is its commitment to pay a living wage in all its markets by 2020. Reducing the gender pay gap, promoting competitive and motivating pay systems, enhancing communication on pay are other objectives pursued through its wage policy.
Within -and to serve- its commitment to human rights and to international labour standards, AstraZeneca has defined a global rewards policy aimed at paying its employees ‘what is fair and just’ but also to attract and retain talents. It also committed to pay a living wage in all its markets.
Adidas is following a global fair wage approach to possibly progress on all Fair Wage dimensions. It has incorporated this approach in its Human Resources Management Systems in order to monitor individual factories’ wage performance and implement remediation when required.
After having defined a number of basic principles on Fair wage dimensions, PUMA has carried out different initiatives to implement them on the ground first with Fair Wage assessments across factories in five countries and then through some remediation exercises in few selected suppliers in one country, Indonesia, that led to concrete improvements. The assessment exercise was reproduced more recently in 2018 in selected suppliers in Bangladesh and would merit to be followed by remediation again while also being extended to more factories and to more markets.