The company does not explicitly report the indicators against which the company measures the effectiveness of its actions to combat slavery and trafficking.
pg. 6
"Forced labour: development of a forced labour categorisation grid
In order to allow a more detailed analysis of situations deemed to be at risk by the auditor, a system of categorisation of forced labour (defined as unfree labour in which persons are coerced to work through the use of violence, intimidation or by more subtle means such as accumulated debt, retention of identity papers or threats of denunciation to immigration authorities) has been developed in order to determine the nature of a situation: excessive work, forced labour, child labour, modern slavery."
pg. 7
"Excessive working hours: partnering with HR Without Frontiers
As part of its human rights assessment, prevention and risk management efforts, CHANEL wanted to work specifically on the risks of excessive overtime in certain countries. Human Resources Without Frontiers (HRWF) has the uniqueness of investigating with highly operational methods and a broad experience in the subject. The company has therefore been leveraging their expertise since 2018. Specialising in preventing the risks of abusive work, HRWB is a field NGO proving that unfit working conditions, including forced and child labour, can be prevented without sacrificing product quality and productivity. HRWB builds on the ILO (International Labour Organization) conventions and implements its guiding principles on Equitable Recruitment, a major risk prevention process.
The launch of a comprehensive project involving two key CHANEL suppliers aimed at:
• Equipping both suppliers with solutions to reduce (or maintain the reduction of) excessive overtime
• Validating a replication model of the methodology allowing it to be extended to other suppliers with similar risk profiles.
This project included:
• The analysis and formalisation of practices that work in terms of reducing overtime
• Adapting training modules for local companies to ensure learning and ownership of HR fundamentals
• The trial, within a pilot production department, of the HR management model built with suppliers based on the fundamentals transmitted and the practices observed and validated in the field."