Nike and Global Labor Practices
Nike and Global Labour Practices
Nike and Global Labour Practices
A case study prepared for the New Academy of Business Innovation Network for Socially Responsible Business by David F. Murphy & David Mathew
The strategic concept for Nike entering the new century is to be an archetype of the responsible 21st century global company, in the sense that we are providing a sustainable footprint everywhere, not only with environmental performance, but with people performance as well. The triple bottom line of people, planet and profit is our goal. Dusty Kidd, Vice President Corporate Responsibility, Nike Inc.
As we continue to engage in conversations and projects with NGOs around the world, one thing is certain: the better we become at outreach and communication, the more opportunity we’ll have to improve our labor practices. www.nikebiz.com
January 2001
1
Nike and Global Labour Practices Introduction The following case study outlines Nike’s experience in developing and implementing various labour practice initiatives in its footwear and apparel factories worldwide. Initially written as a working draft by the New Academy of Business for the members of its Innovation Network for Socially Responsible Business1, the case study is based upon publicly-available material, information provided by Nike and interviews with selected Nike staff and external stakeholders. The working draft case formed the basis of a learning activity at a meeting of the Innovation Network in early 2000.2 Based upon feedback from Nike and Innovation Network members, the case study has been re-drafted. This revised case study also incorporates additional information gathered during a research visit to China and the Philippines later in 2000. The field research included visits to 3 Nike contract factories in China and 3 in the Philippines, as well as interviews with Nike staff and external stakeholders in Guangzhou, Hong Kong and Manila. The case study is not an attempt to ‘put Nike
Nike and Global Labour Practices
A case study prepared for the New Academy of Business Innovation Network for Socially Responsible Business by David F. Murphy & David Mathew
The strategic concept for Nike entering the new century is to be an archetype of the responsible 21st century global company, in the sense that we are providing a sustainable footprint everywhere, not only with environmental performance, but with people performance as well. The triple bottom line of people, planet and profit is our goal. Dusty Kidd, Vice President Corporate Responsibility, Nike Inc.
As we continue to engage in conversations and projects with NGOs around the world, one thing is certain: the better we become at outreach and communication, the more opportunity we’ll have to improve our labor practices. www.nikebiz.com
January 2001
1
Nike and Global Labour Practices Introduction The following case study outlines Nike’s experience in developing and implementing various labour practice initiatives in its footwear and apparel factories worldwide. Initially written as a working draft by the New Academy of Business for the members of its Innovation Network for Socially Responsible Business1, the case study is based upon publicly-available material, information provided by Nike and interviews with selected Nike staff and external stakeholders. The working draft case formed the basis of a learning activity at a meeting of the Innovation Network in early 2000.2 Based upon feedback from Nike and Innovation Network members, the case study has been re-drafted. This revised case study also incorporates additional information gathered during a research visit to China and the Philippines later in 2000. The field research included visits to 3 Nike contract factories in China and 3 in the Philippines, as well as interviews with Nike staff and external stakeholders in Guangzhou, Hong Kong and Manila. The case study is not an attempt to ‘put Nike