10 Things You Can Do to Shop More Sustainably

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Small — and big — changes you can make today.

The 2015 documentary The True Cost has largely accomplished what it set out to do: wake up Western consumers to the horrifying impact of the fashion industry on exploited workers and the environment. And more consumers watch it every day.

But there’s one criticism of the movie that rings true: After all the visual carnage, viewers are left with no next steps. If we agree that mass-produced fashion is awful, that garment workers shouldn’t die making our clothes, that rivers should not be poisoned just for a cheap T-shirt, and that 1.715 billion tons of CO2 released a year (or about 5.3 percent of the 32.1 billion tons of global carbon emissions) is way too much, what can we do to change it?

Unfortunately, there’s no equivalent in the fashion industry to Michael Pollan’s sharp, easy-to-remember instructions: “Eat food. Not too much. Mostly plants.” That’s because the fashion supply chain is so confoundingly opaque and complex, that even if you buy a purse that was handcrafted by a Peruvian artisan, the leather tannery might still have poisoned the local river, and the cows that provided the leather might have been abused. It’s exceedingly difficult as a shopper to say with any certainty that you are making the “right” choice when you buy something from a green collection or one that is purported to be fairly made.

Still, once you know all the horrible, awful, no-good things the fashion industry does to the planet (pouring carbon into the atmosphere, dumping increasingly large mounds of waste into landfills) and to (mostly female, mostly brown) workers, it feels wrong to throw up your hands and say, “Welp, everything sucks, and I’m going to do some retail therapy at Forever 21.”

As complicated as it can be, there are still things that you can do to lessen your impact on the planet and, of course, not feel like a total hypocritical dirtbag. Here they are.

According to this analysis, a full 22 percent of a garment’s climate impact comes from the process of a consumer driving to the store to try something on, driving to another store to try that thing on, then bringing their final selection home in their car. If you live in a city where you can walk or take public transportation to a store, then do that!

And don’t feel guilty about ordering items online. First, because a UPS, FedEx, or USPS truck is like public transportation for your clothing: efficient at moving a lot of stuff with minimal fuel. Second, your clothing probably comes through a distribution center, skipping the process of going to the store at all and going straight to you. And according to multiple studies, online shopping has a much lower environmental impact than brick-and-mortar shopping. It may feel wrong to get an item of clothing in a plastic bag in a box, but rest assured that if it goes to a store instead, it’s also showing up in a plastic bag — the bag’s just gone by the time you see it on the rack.

Another benefit of shopping online is the opportunity to be more thoughtful and discerning with what you buy. In a physical store, it might not be possible (or even occur to you) to research every brand you encounter then and there on your phone. But when you’re home and on the internet, you probably have more time, along with more access to resources, to do some deeper digging.

There are some excellent resources documenting the bad, good, and gray areas of shopping. The Good on You app lets you search for a brand’s environmental impact, labor policies, and even animal-friendly considerations, plus makes recommendations in different categories (dresses, hosiery, outerwear) of sustainable and ethical brands. Project JUST does about the same thing — carefully researches the impact and policies of various brands, plus puts out roundups of the most ethical and sustainable brands in categories like athletic wear and denim — but on a website.

There’s also the DoneGood browser extension, which pops up in the corner of your browser when you’re shopping and tells you whether or not the brand site you’re on is sustainable and/or ethical, and links you to alternatives if it’s not. If you’re visiting a conventional webstore, it also highlights which sustainable brands you should check out while you’re there.

Also, look through the About section or — even better — the sustainability or social responsibility section of a brand’s site to see if they say anything about how items are made. (If they don’t, it’s a bad sign. Skip ahead to step #7 and reach out to your favorite brands.) Google the brand’s name and look for recent news. And finally, check and see if it’s in the Sustainable Apparel Coalition, a trade group that requires its members to quantify their supply chains’ impact on the environment and is funding some really cool initiatives along the way. (It’s not the same as a third-party certification like the ones mentioned below, but does indicate that a company is serious about making changes.)

Of course, all of this supposed efficiency will be negated if you’re the kind of person who buys a dozen things from a dozen different stores and returns 11 of them. All of this advice really only works if you’re the type of person to use the internet to buy smarter, rather than impulsively.

Look for certifications.

There are a few gold-standard certifications that indicate that an objective deep dive into a product’s supply chain has been conducted. OEKO-TEX is an independent test and certification system for textiles, and it offers multiple levels of certification, the most basic of which indicates that the product is free of hazardous chemicals. The next level up concerns whether the textiles are made in socially and environmentally responsible conditions. GOTS (Global Organic Textile Standard) is a certification for textiles that contain “a minimum of 70% organic fibers.”

Forest Stewardship Council certification indicates that any trees involved (yup, some fabrics are made from trees — more on that later) were sustainably harvested. Fair Trade certification indicates that the factory workers are paid at least the minimum wage, and that the working conditions are safe.

Avoid these fabrics.

I’ll keep it short: Polyester is made from oil (it’s basically a plastic thread) and all synthetic fibers (excepting a few alternatives mentioned in this piece) shed microfibers into waterways. (You’ve probably ingested these fibers in your last seafood meal.) Acrylic is even more toxic to produce than polyester. Viscose rayon (this includes bamboo rayon) turns plants into a textile through a toxic, polluting process and is contributing to the disappearance of rainforests.

Conventional cotton relies on pesticides and herbicides which are improperly, excessively, and dangerously applied in underdeveloped countries, and might have led to the worldwide decline of insect populations. The typical leather tanning process is so toxic that 90 percent of the people who live in the leather-tanning neighborhoods in Bangladesh die before they reach 50.

A man shopping for rings
Photo: Thomas Barwick/Getty Images

Look for these fabrics.

It’s pretty hard to avoid polyester altogether, especially if you enjoy athleisure clothing, swimsuits, or anything with stretch. So look for polyester that’s made of recycled water bottles, fishing nets, carpet, and other post-consumer products. These products financially support the recycling industry and help to keep plastic waste from the landfill and ocean.

Tencel is a viscose rayon alternative by the Austrian company Lenzing made from sustainably-sourced eucalyptus trees in a closed-loop process that ensures no toxins are released into waterways. Silk, hemp, linen, and wool are all natural, low-impact textiles. (Just watch out if you’re vegan — the typical silk thread process kills the silkworms, and wool-producing sheep aren’t always treated the best, especially in Australia.)

Vegetable tanned leather doesn’t use heavy metals in the process (but as an FYI, that means it’ll take longer to soften up and break in). More leather alternatives are coming, but right now the best new alternative available for purchase is Piñatex, which is made from pineapple leaf waste.

Seek out brands that pay their artisans fairly.

Understanding the environmental impact of your garment’s entire supply chain is nearly impossible — all the variables (production, dying, finishing, shipping), debates (are GMOs bad or not?), and scientific reports can lead to a mental burnout on the whole idea of conscious consumption. But picturing the positive social impact of a fairly-made garment is much more inspiring — and easy.

Many fair trade brands, like LemlemVozSiizuBrother VelliesPar en ParAce & JigUniformManos Zapotecas, and more, have photos and information on their websites of the women and men who hand-make the garments or the factories they use. Other brands, like Reformation and Saint James, give factory tours. Still others, like Naja and Nisolo, give you a report on working conditions, pay, and benefits, plus how getting paid to use their community’s traditional skills positively impacts a worker’s community.

We could argue all day about relative merits of recycled polyester versus organic cotton, or how much you’re benefiting the environment by paying more for organic cotton, but it’s hard to argue with a mother getting paid a fair wage in safe working conditions. It feels a lot more rewarding, too, which can help keep you motivated.

Buy secondhand.

There is a glut of secondhand fashion in the West. Secondhand shops can only resell about 20 to 45 percent (75 percent on a really good day) of unwanted threads — the rest is downcycled into insulation, carpeting, or rags, or (if it’s still wearable) shipped to developing countries to be resold for a few dollars.

This overabundance of orphaned clothing makes secondhand the perfect solution for fashion addicts who feel guilty about their waste and wallet. It prevents production of toxic or exploitative new clothing, and it keeps textiles out of the landfill or from being shipped overseas. Secondhand stores are almost all charitable, locally, or family-owned, so you direct your dollars away from multinational corporations and to small business. And best of all, it’s a way to get fresh threads (sometimes with the tags still on!) for fast-fashion prices.

If you have something really specific in mind and find the chaos of the thrift store intimidating, you could shop online at affordable sites like ThredUp and Tradesy, or Vestiaire Collective and The RealReal for upscale and designer items.

Show your favorite brands you care.

Not ready to pass up on that so cute ruffled viscose top from J.Crew? Curious where it’s made? Email or tweet at the brand! “Consumers think their voices don’t matter, but they do,” says Jessica Radparvar, the founder of the social impact communications consultancy Reconsidered. “Tweets, emails, questions asked in retail stores — if frequent enough, these communications get laddered up. I know many Corporate Social Responsibility teams that then use these anecdotes as ‘proof points’ to show that consumers are demanding transparency,” she says. “That can in turn help them get buy-in, approvals, and funding for projects they want to push forward.”

Again, that only works if the brand has a team like that instated. If they don’t answer, and you can’t find any information anywhere about attempts to go sustainable or ethical, you might want to cross them off your shopping list.

Capsule your wardrobe.

The best thing you can do is just buy less stuff. And you can buy less stuff if you buy things that are timeless and high-quality enough to last a long time.

How you launder it, how you dispose of it, even where it’s shipped from — all these factors are a sliver of the total impact of a typical garment. But most of the impact comes from the very fact that it was produced. The longer you use a garment, and the more times you wear it, the lower the impact. This doesn’t necessarily mean you have to go out and buy exclusively locally-made, organic fashion that costs well in the hundreds of dollars. Whatever it is, if you think you will wear it 30 times or more, that’s definitely a sustainable choice.

One popular notion in the conscious fashion world is the idea of a capsule wardrobe: an extremely edited collection of versatile pieces that can be endlessly mixed and matched, so that you get maximum use out of minimal possessions. If you want some guidance in this area, try the app Cladwell, which helps you discern your style, whittle down your wardrobe, donate or sell what you don’t love anymore, and come up with interesting new combinations.

The goal is to stop getting tossed about on the expensive seas of new trends, and confidently stand in your own personal style, with a closet full of (and only of) pieces that make you feel like your best self. If you love your closet and can easily put together a great outfit, you’ll never say, “I have nothing to wear!” and run out to buy something last minute to make you feel beautiful again, nor will you be tempted by whatever fun cheap thing is in the window at Forever 21, because you already have everything you need, thank you!

Try renting.

If you’re keen to try out a new trend, have a special event coming up, or you’re just bored with your closet but on a budget, renting lets you feel fabulous while using fewer resources. You can try Style Lend, which lets you rent luxury fashion from real women’s closets; Le Tote, which sends you a box of everyday items to try; or the OG of renting, Rent the Runway.

Donate to NGOs and watchdogs.

Don’t stop at conscious consumption! Direct your dollars to organizations that are trying to create systemic change. You can help send a Bangladeshi garment worker to college, fund Canopy’s efforts to save the rainforest from destruction by rayon-viscose pulping mills, donate to Greenpeace or Natural Resources Defense Council, which respectively combat toxic garment factory effluent and increase the energy efficiency of factories, or become a supporter of Project JUST and their deep research on the sustainability and ethicality of large brands.

The main thing to know is that you can take or leave any of these tips and build a sustainable wardrobe that feels right for your lifestyle, your budget, and your personal style. There’s no one way to be a conscious consumer, just like there’s no one way to dress yourself. And as the sustainable fashion movement grows and evolves, dressing yourself with thought will hopefully only get easier with time.

*This story first appeared on Racked

Rights of Indian Leather Workers Systematically Violated

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Major footwear and garment brands react to serious human rights issues in their leather supply chain and promise collective action

Around 2,5 million workers in the Indian leather industry often face unacceptable working conditions that violate their human rights and seriously affect their health. Toxic chemicals used in tanneries often very negatively impact the health of the workers. Less known are the many labour and other human rights issues in the leather industry like wages below the stipulated minimum wage, child labour, the exploitation of home-based workers, the difficulty to organize in trade unions and the discrimination of Dalits (‘outcastes’).

DoLeatherWorkersMatter300‘Do leather workers matter?’

This is in short the plight of leather workers that is described in more detail in the report Do leather workers matter? Violating labour rights and environmental norms in India’s leather production.
The report explores labour conditions in the leather industry that are steeped into deep-rooted social inequalities in Indian society based on caste and gender discrimination. The main pillars of this study are literature research and field research at three production hubs that supply hides, leather, garments, accessories and footwear for export, namely Kolkata, Agra and the Vaniyambadi–Ambur cluster in Tamil Nadu. The report depicts labour conditions in a cross section of production units varying from homeworkers, tanneries, workshops in the informal sector to large modern export units. Of course these conditions do vary between production units.

Dalits (‘outcastes’) and Muslims make up the majority of the workforce in the leather industry. The low wages of the Dalit leather workers reflect their low status and the low status of their work in the leather industry, being dirty and polluting. In Tamil Nadu for example the official minimum wage early 2016 for leather workers is less than 2 euro per day, being less than half of the official wage of an apprentice in the textile industry. Often this minimum wage is not even paid.
Female homeworkers, responsible for a highly labour-intensive part of shoe production, are also among the most precarious workers. They face insecure and unprotected work, receive poverty wages and work under unsafe conditions. Moreover, children are often involved in leather production in India, mostly in the unorganized part of the sector, working in smaller tanneries and workshops.

Response of footwear and garment brands
A large range of major brands are sourcing footwear, leather garments, leather goods and accessories from India, which include H&M, C&A, Primark, Armani, ECCO, Esprit, Tommy Hilfiger, Zara, Mango, Walmart, Gabor, PUMA, Pentland, Prada and Marks & Spencer among many others. The report does however not look into the supply chains of specific brands, but more generally sketches human rights violations in leather and leather goods production in India.
India is the world’s second largest producer of footwear and leather garments. The footwear sector in India specializes in medium to high priced leather footwear, particularly men’s wear. Almost 90% of India’s footwear exports goes to the European Union.

A draft version of this paper was initially shared with a wide range of companies and CSR initiatives. In a joint statement 12 member companies of the Ethical Trading Initiative (UK) welcomed the ICN report and said that ‘taken together we recognize the very concerning issues in the leather supply chain’. They also said to agree that ‘there needs to be a collective response to these issues’ and ‘We commit to working with international and national stakeholders to develop a strategic response to the issues in our leather supply chain.’
In total 19 companies, including the 12 ETI members like C&A, H&M, Primark, Inditex, Marks & Spencer, Next, TESCO, Sainsbury and Pentland, reacted to the report as well as two CSR initiatives: the Leather Working Group and MVO Nederland (CSR Netherlands). Most companies recognize the urgency to address the issues identified in this research and some shared concrete commitments to combat adverse human rights and environmental impacts in their supply chain.

The report contains nine recommendations to companies and CSR initiatives in the leather and footwear industry on (the need for): due diligence, mapping of supply chains, transparency, long-term business relationships, collaboration to increase leverage, the mandatory written contracts and equal treatment and the importance of unions, collective bargaining, company level grievance mechanisms and space for civil society.

Download the full report here.

*This story first appeared on IndiaNet

Just Fix It: How Nike Learned to Embrace Sustainability

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Chief sustainability officer Hannah Jones talks to BoF about Nike‘s journey from sweatshop scandals to embracing sustainability as a tool for business innovation.

Hannah Jones with Nike trainers | Photo: Jeff Dey

“The Nike product has become synonymous with slave wages, forced overtime and arbitrary abuse,” Phil Knight, then chairman and chief executive officer of Nike, told journalists at the National Press Club in Washington DC in 1998.

The sportswear giant was sinking under a rising tide of scandals, fuelled by a new type of activism targeting consumer-facing brands as a way of curbing environmental and labour abuse further down the supply chain. In 1996, Life magazine had published pictures of a 12-year-old boy in Pakistan stitching ‘Swoosh’-emblazoned soccer balls. The following year, a leaked inspection report, prepared for Nike by Ernst & Young, revealed that 77 percent of workers at a supplier factory had respiratory problems and were being exposed to carcinogens 177 times above the legal level. Television channels like CBS and ESPN broadcast footage from inside the sweatshops where Nike products were made.

As the scandals mounted, Nike insisted it had no control over the third-party suppliers that made its products, an approach current chief executive officer Mark Parker has since described as “reputation management.” Clearly, it wasn’t working.

“The company took a very defensive approach to it for about four or five years. Really all that did was to fuel the campaign,” explains Hannah Jones, chief sustainability officer and vice president of Nike’s innovation accelerator.

A former consultant on philanthropy and community programmes to Microsoft and Kimberly Clark, Jones joined Nike as director of government and community affairs EMEA in 1998. From fiscal year 1984 to 1998, Nike revenue had rocketed from $919 million to $9.6 billion. But the scandals were taking a toll. Store openings were picketed by workers’ rights campaigners and, in fiscal year 1999, revenue fell to $8.8 billion. “The company asserted that criticism of Nike’s labour practices had nothing to do with the downturn. But it was clear that Nike was suffering from a serious image problem,” wrote professor Deborah Spar in a 2002 Harvard Business School case on Nike’s labour practices. “It was no coincidence that I was recruited at that time,” adds Jones. “There was going to be a very clear change in strategy.”

In nearly two decades, Jones has helped to transform Nike from a company that was synonymous with sweatshops to a recognised sustainability leader. Last year, Morgan Stanley ranked Nike the most sustainable apparel and footwear company in North America for environmental and social performance, including its labour record.

It moved from being a risk and reputation function to being a business lever function to being an innovation function.

Back in May 1998, Phil Knight unveiled a plan to train 100 of Nike’s over 22,600 employees on sustainability issues and require suppliers to implement minimum wages. It didn’t work. “A group of 100 people alone cannot lead the transition to sustainability at a large organisation like Nike,” reflected Nike’s CSR report for fiscal year 2001. Also in 1998, Marc Kasky filed a lawsuit against Nike in California, alleging the company’s public statements on the working conditions in its supplier factories contained false information.

For the duration of the lawsuit, which was settled in 2003 for $1.5 million, Nikestopped reporting on CSR. “We really started to look into what were the things within our business that we could change or do better, such as our purchasing practises, such as teaching designers how to design with sustainability in mind,” says Jones. Following this analysis, sustainability “moved from being a risk and reputation function to being a business lever function to being an innovation function.”

The result was three major shifts in strategy — all of which the company has maintained to this day. First, Nike committed to transparency. With its fiscal year 2004 CSR report, Nike went public with its list of suppliers — data that many companies view as among their “highest competitive advantages,” says Jones, who wrote the report. “Now NGOs on the ground know which factories we’re in, if they see any issues they know how to alert us.”

Nike also reached out to industry stakeholders, co-founding the Fair Labor Association with other businesses, universities and NGOs. Many clothing factories manufacture for multiple brands — even a company as large as Nikemight only make up 5 percent of a particular supplier’s business. If asked by only one brand to improve working conditions, “the factory manager would say, ‘Well, to be frank, you’re just 5 percent, I’d rather lose my business with you than have to invest in X, Y or Z,’” says Jones.

Finally, Nike linked sustainability to innovation, defined by Jones as “invention that creates value, whether that’s value in terms of sustainability, new offerings to the athlete or in terms of our shareholders.” From 1992, Nike spent about $50 million in R&D to swap the gas in the sole of the Nike Air shoe from FS6 — a potent greenhouse gas, which contributes to global warming — to nitrogen. This change yielded performance innovations that led to the Airmax 360. “This unlocked in the company a huge insight, which was [that] solving a sustainability problem can actually unlock new performance, new price or new aesthetic benefits,” says Jones.

Nike’s sustainability reports are noteworthy for their strategic significance,” says Lynn Paine, John G. McLean professor of business administration at Harvard Business School. “Nike is one of relatively few large, public companies making investments in potentially game-changing innovations for the sake of sustainability.”

Nike’s strategy also stands out for its organisational scope — spanning board level, design, sourcing and production teams and third-party factories. In 2009, teams at Nike became accountable for corporate responsibility as part of their business KPIs. Today, 57,000 materials in Nike’s production chain have an environmental rating; a programme tracks the company’s water footprint across over 811 vendors; and Nike product designs are rated for sustainability.

Currently, 86 percent of Nike contract factories are rated bronze or above inNike’s Sustainable Manufacturing and Sourcing Index (SMSI), an internal tool that rates factories on health, safety and the environment and indicates that legal wages are being paid. Nike is targeting 100 percent bronze-or-above-rated factories by 2020. A factory’s SMSI result “can lead to greater volume and growth, it can also lead to less volume and ultimately exit,” says Jones.

Since 2013, Nike has cut the number of factories it works with by 12 percent — from 785 to 692 — to embrace larger, longer-term partnerships. “That’s when the factories really start to invest in their workers,” says Jones. Nike declined to reveal how many factories it has cut ties with over non-compliance issues, or how many non-compliance issues were found at its factories. In fiscal year 2015, excessive overtime violations occurred at 4 percent of Nike’s contract factories, 8 percent less than in fiscal year 2014.

While Nike’s sustainability initiatives were launched as a response to past scandals, they are now a tool for future-proofing the company in a world where businesses are under pressure to cut their emissions and climate change threatens supplies of raw materials like cotton and leather.

“This is about leapfrogging into the future before regulation or price volatility hits you,” says Jones. “Post the Paris agreement [a legally binding agreement between countries to limit global warming to 2 degrees], we expect the business down the road will need to become a 2-degree business. And that equates to being able to grow whilst radically reducing your impact.” In May, Nike set an open-ended “moonshot challenge” to double its growth and halve its impact — defined as the company’s carbon emissions.

But not all agree with Jones’ assessment of progress. Nike did not rank in the Corporate Knights 100 most sustainable corporations for 2016 (Adidas, Keringand H&M all did) and has come under fire from Greenpeace for not eliminating toxic chemicals from its supply chain.

“This is a company that is investing in technology, sustainability, innovation and energy,” counters Edward Hertzman, founder of Sourcing Journal, a trade journal covering apparel supply chains and a former executive in global sourcing companies. “They’re investing in auditing the factories, mandating that certain wages are paid and forcing these wages to be paid — instead of just turning a blind eye and placing the order. And don’t forget, they have much more to lose. They can’t afford a PR crisis, so they need to be on top of it.”

*This story first appeared on Business of Fashion

Timberland announces its Q2 2015 CSR performance

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Highlights from this quarter’s performance are as follows, organized by Timberland’s four CSR Pillars: Factories, Climate, Product, and Service.

More detailed performance data and analysis can be found on the Goals & Progress section of Timberland’s Corporate Social Responsibility (“CSR”) website, http://responsibility.timberland.com.

FACTORIESOf the 320 active factories at the end of Q2, 36% are rated Accepted, which is a 16% improvement over our Q1 result (31%).  For a complete factory list, visit the factories section of our Responsbility site.  For more about VF’s Compliance audit process click here.

In 2015, we will be transitioning the measurement of suppliers’ environmental and social/labor management to the Sustainable Apparel Coalition’s Higg Index, consistent with our parent company, VF Corporation.  To have the greatest impact on VF’s supply chain as a whole, the focus will be on the top 250 suppliers across all VF brands.  In the coming quarters, we will be reporting on Timberland’s highest producing factories and their scores on the Higg Index.

CLIMATE:  In 2014, we had a 9% reduction in greenhouse gas emissions compared to 2013 (15,874 vs. 17,514), which is a 46% reduction over our 2006 baseline.  This decrease can be attributed to lower energy usage in several of our European and Asian sites, and a decrease in emissions related to employee travel.

Our use of renewable energy decreased slightly in 2014 (18.7% in 2013 vs. 16.7% in 2014).  This decrease can be partly attributed to several sites in Europe with expired renewable energy contracts.  We are working to re-establish contracts in those locations that previously had them, and 2 large US locations are new procuring renewable energy.  As such, we look forward to a more favorable result in 2015.

PRODUCTOur global average grams of  volatile organic compounds used in footwear production is 55.4 grams per pair, which is 2.7 grams more per pair than our Q2 2014 result (52.7 grams).  Our use of ROR in apparel was roughly 12.7% of total textile weight.  With respect to leather sourcing, 99.6% of Timberland’s leather volume came from tanneries scoring Silver or Gold in their Leather Working Group (“LWG”) audit.  

SERVICE: Timberland employees served 46,509 hours year to date.  YTD Hours Utilization Rate (the percentage of employee service hours used compared to the total available hours according to our Path of ServiceTM program) during Q2 2015 was 18.5%, which is even with our Q2 reslut (18.6% increased to 7.6% vs. 4.4% in Q1 2014.  Our Benefit Utilization Rate (the percentage of employees who serve at least one hour) YTD increased from 18.1% in Q1 2014 to 34% in Q1 2015.

**This story first appeared in the Timberland newsletter here.

Timberland announces its Q1 2015 CSR performance

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STRATHAM, N.H.  – June 3, 2015

Highlights from this quarter’unnameds performance are as follows, organized by Timberland’s four CSR Pillars: Factories, Climate, Product, and Service.

More detailed performance data and analysis can be found on the Goals & Progress section of Timberland’s Corporate Social Responsibility (“CSR”) website, http://responsibility.timberland.com.

FACTORIES:  Of the 350 active factories at the end of Q1, 31% are rated Accepted, which is slightly lower than our Q4 result.  For a complete factory list, visit the factories section of our Responsbility site.  For more about VF’s Compliance audit process click here.

In 2015, we will be transitioning the measurement of suppliers’ environmental and social/labor management to the Sustainable Apparel Coalition’s Higg Index, consistent with our parent company, VF Corporation.  To have the greatest impact on VF’s supply chain as a whole, the focus will be on the top 250 suppliers across all VF brands.  In the coming quarters, we will be reporting on Timberland’s highest producing factories and their scores on the Higg Index.

CLIMATE: Since the transition to our parent company’s energy reporting structure, there is a significant delay in obtaining quarterly data of our greenhouse gas emissions and our use of renewable energy. We therefore are now reporting these numbers externally on a yearly basis, in conjuction with our Q2 reporting.

PRODUCT: Our global average grams of  volatile organic compounds used in footwear production is 49 grams per pair, which is even with our result from the same period last year; and our use of ROR in apparel was roughly 23.2% of total textile weight.  With respect to leather sourcing, 99.7% of Timberland’s leather volume came from tanneries scoring Silver or Gold in their Leather Working Group (“LWG”) audit.

SERVICE: Timberland employees served 19,148 hours year to date, a 85.6% increase over the same period last year. YTD Hours Utilization Rate (the percentage of employee service hours used compared to the total available hours according to our Path of ServiceTM program) during Q1 2015 increased to 7.6% vs. 4.4% in Q1 2014. Our Benefit Utilization Rate (the percentage of employees who serve at least one hour) YTD increased from 18.1% in Q1 2014 to 34% in Q1 2015.

Timberland, a brand of VF Corporation (NYSE: VFC), is a global leader in the design, engineering and marketing of premium-quality footwear, apparel and accessories for consumers who value the outdoors and their time in it. Timberland markets products under the Timberland®, Timberland PRO®, and Timberland Boot Company® brands, all of which offer quality workmanship and detailing and are built to withstand the elements of nature. Timberland® products are sold throughout the world in leading department and specialty stores as well as company-owned retail locations and online. Timberland’s dedication to making quality products is matched by its commitment to “doing well and doing good” — forging powerful partnerships among employees, consumers and service partners to transform the communities in which they live and work. To learn more about Timberland, please visit www.timberland.com.