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Companies that are really paying attention to their supply chains, not just in terms of quality-price-delivery but also in working conditions and employment practices, will have a greater likelihood of better performance in terms of retention of workers and productivity.
IBM has taken corporate responsibility seriously, driving it at the highest levels of the company. IBM’s supply chain work is a part of that commitment. With IBM purchasing $39 billion worth of product, IBM can utilize its influence to bring about positive changes for workers making its products and providing services.
The leadership that IBM is giving to the Electronic Industry Code of Conduct initiative (EICC) is really critical, as well. Often, a factory producing for IBM will also be producing for a number of other companies. If those companies are singing from the same sheet of music, the expectations for that factory will be clear. Thus, the combined influence of a number of companies can leverage changes in factory performance on labor rights issues and health and safety. IBM understands that, with suppliers in more than 80 countries, you can’t roll out a program everywhere at the same time. You have to start with areas of high risk. You want to have a quality program and an approach that is not superficial.
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What remains to be done? Along with EICC partners, IBM can expand its compliance program into additional countries and further develop a deeper and richer plan for monitoring code while engaging managers and workers to make workplace improvements that stick. Socially responsible investors would like to see IBM continue to create a clear picture of its own goals, successes and plans for improving the supply chain—then reporting on its findings. We need to know, on an ongoing basis: What are the goals for improvement? What is IBM’s vision for where it wants to be in two years, five years, 10 years? ICCR members will not only be following these developments, but actively engaging with IBM to implement these changes as we move forward.
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