Amfori Bsci System Manual Guides English 2023-2-3

amfori BSCI System
Manual Guides
Contents
GUIDE 1: How to start with the amfori Sustainability Platform 3
GUIDE 2: Supply Chain Mapping of Business Partners 7
GUIDE 3: How to Set Up a Social Management System 9
GUIDE 4: How to Set Up an Effective Operational-level Grievance Mechanism 14
GUIDE 5: How to Follow the Zero Tolerance Protocol 24
GUIDE 6: How to Prepare for amfori BSCI Monitoring 30
GUIDE 7: How to Use the amfori BSCI Checklist 33
GUIDE 8: How to Quickly Assess Other Monitoring Systems 35
GUIDE 9: How to Promote Fair Remuneration 40
GUIDE 10: How to Cascade amfori BSCI through the Supply Chain 45
GUIDE 11: How to Understand the amfori BSCI Commitment Formula 48
GUIDE 12: How to Assess a Small Producer 50
GUIDE 13: How to Promote Capacity Building 56
GUIDE 14: How to Integrate Gender Equality in the Due Diligence Strategy 60
GUIDE 15: How to Pre-Assess Potential Business Partners 64
GUIDE 16: How to Draft and Read the amfori BSCI Monitoring Findings Report 71
GUIDE 17: How to Promote Responsible Recruitment 73
GUIDE 18: How to Monitor Producer Organisations in the Food Sector 75
P 2 amfori BSCI - System Manual

Guide 1: How to start with the
amfori Sustainability Platform
This guide provides amfori Sustainability Platform users with details on the rights and obligations they have
when using this tool.
Additionally, it describes the steps for accessing the amfori Sustainability Platform and the main functions
related to each user or group of users.
Additional information can be found at the amfori Academy.
amfori Sustainability Platform terms of use

The amfori Sustainability Platform is administered by the amfori Secretariat. The first time any user logs in to the amfori
Sustainability Platform they must accept:
• The amfori Sustainability Platform terms and conditions of use
• The amfori BSCI Code of Conduct
Access granted: Parties may be granted access to the amfori Sustainability Platform if they are:
• amfori BSCI members that participate in the amfori BSCI system
• amfori BSCI members’ business partners that have been invited to participate in the amfori BSCI system
(e.g., receive an amfori BSCI monitoring or participate in capacity building activities)
• Monitoring partners, auditing companies that have a valid framework contract signed with amfori BSCI to conduct
an amfori monitoring activity
Type of information: The amfori Sustainability Platform collects and records information generated by amfori
BSCI members, their business partners, and authorised monitoring partners relating to:
• Their own companies (e.g., the information monitoring partners maintain in the amfori Sustainability Platform
about their monitoring persons)
• Business partners, particularly producers who are eligible to be audited or to be invited to capacity-building
activities posted in the amfori Academy
User profile methodology: There are three types of profiles that identify users of the amfori Sustainability Platform.
The table below shows the terminology used in the amfori Sustainability Platform and its correspondence to the amfori
BSCI system:
amfori BSCI System

Platform Terminology Example
Terminology
amfori member amfori BSCI member A company that is an amfori BSCI member and
has endorsed the amfori BSCI Code of Conduct
amfori business partners Business partners to be monitored

A business that manufactures a good (food or
(Producers, sites)
non-food) or produces raw material in the
amfori BSCI member’s supply chain and has
been selected to participate in amfori BSCI
Monitoring partner Monitoring partner A business that has a valid auditing framework
contract with amfori to conduct amfori BSCI
audits
amfori BSCI - System Manual P

How to obtain a Username
Every profile in the amfori Sustainability Platform is associated with a unique email address. This email address is
the username used to access the amfori Sustainability Platform.
Please note that username and password will allow the user to access the Sustainability Platform, the amfori Community,
amfori Insights and the amfori Academy.
For amfori BSCI members: Once amfori BSCI membership has been confirmed, amfori members have access to the:
• amfori Academy
• Sustainability Intelligence Dashboard (Insights)
• amfori Country Due Diligence Dashboard
After they have received the credentials for the amfori Sustainability Platform, amfori BSCI members can:
• Invite different employees onto the system
• Build up their list of business partners
• Access their business partners’ audit and monitoring histories
• Follow up on continuous improvement of their business partners
• Receive Zero Tolerance alerts
On the amfori Sustainability Platform, admin users and/or members can:
• Add business partners to their SUPPLY CHAIN MAP
• Take responsibility (RSP) for business partners
• Request MONITORING, including full or follow-up audits
• Work with business partners on CONTINUOUS IMPROVEMENT
• Verify ZERO TOLERANCE cases
For detailed information about how to manage the supply chain, visit Part III of amfori BSCI System Manual. On the
amfori Sustainability Platform, as an amfori member, supply chains and business partners can be managed in the
following ways:
• Sustainability Directory: The sustainability directory is the search function on the amfori Sustainability Platform. It
allows amfori members (member admin, member users and member buyers) to search for a business partner with
a verified profile on the amfori Sustainability Platform, including linked and unlinked business partners
• Adding or removing a business partner: amfori members can invite their business partners to join their supply
chain or remove them as necessary
• Overview of business partners’ sustainability profiles: The sustainability profile provides an overview of the
site Sustainability Performance of business partners. There members can see the number of sites at each
business partner, the contact details, and the amfori ID, as well as site IDs
 Business partners are responsible for maintaining their own data on the amfori Sustainability Platform.
 Neither linked members, nor the RSP holder can change company information on the behalf of the business
partners.
• Creating and Assigning Custom Labels: Members can add and assign custom labels to their business partners. For
example, by specifying which colleagues work with which business partners, among other options

• Filtering the supply chain: Members can filter their supply chain by initiative (amfori BSCI, amfori BEPI or amfori
QMI) and see business partners separated as upstream and downstream in the supply chain map
• Onboarding of business partners: Members should verify that business partners complete the onboarding to
the amfori Sustainability Platform, so they have access to their sustainability profile and the activities history
Please visit the Guide for members for more detailed and up to date information as the functionalities of the
amfori Sustainability Platform are improved regularly.
For more information, please visit the amfori Academy.
For business partners: amfori business partners (producers) who have been selected to receive an amfori BSCI
Monitoring Activities will create their profile by:
• Receiving an email from amfori
• Clicking on ‘Register a New Company’
• Logging in
• Confirming the link with the amfori member who sent the email
• Entering the product(s) or service(s) that they provide to this member
Please note that once logged in, business partners must classify their company and for each invitation received,
business partners need to confirm their business relationship with that amfori member.
On the amfori Sustainability Platform, business partners can:
1. Manage their company details (change the company name or the address)
2. Add a new site or change the address of a site (= is the physical location where the audit/monitoring takes place)
3. Add and remove business partners (e.g., 2nd or 3rd tier producers of the member)
4. Manage company users (change the main contact person, add, or remove employees)
5. Manage notification to employees
6. View audit results and download summary reports
7. Develop continuous improvement impacts and update measures accordingly.
For more information, please see following Guide.
Please note:
• Business partners are responsible for maintaining their own data on the amfori Sustainability Platform and
this includes activities tracked in the continuous improvement section
• Neither linked members, nor the RSP holder can change company information on the behalf of the business partners
Please visit the platform Guide for business partners for more information.
For monitoring partners: Upon signing the amfori BSCI framework contract, the amfori Secretariat invites the
company’s scheme manager to the amfori Sustainability Platform via email. There are 4 different roles with different level
of permissions for monitoring partner to identify and assign their team:

• Scheme Managers
• Qualified monitoring person/Auditor
• Monitoring Trainee
• Monitoring Reviewer
Please visit the Guide for Monitoring Partners for more information.
New Definitions
amfori ID: An amfori ID is a unique number generated for every company and individual site on the platform. However,
this is an internal number to amfori systems and not a government official identifier.
Member is the term which replaces amfori BSCI participants and BEPI participants and we will use this moving forward.
Business partners: In the amfori Sustainability Platform, we use the umbrella term ‘business partners’ to indicate
all businesses that are linked to members, whether they are intermediaries or producers.
RSP: RSP stands for responsibility. This relates to amfori BSCI members having the responsibility to help the business
partners to ensure improvement in their working conditions.
• Only the RSP holder has the right to request and authorise monitoring activities.
• In the amfori Sustainability Platform, there is the concept of ‘claimable’ RSP. This means that under certain
scenarios, the RSP for a business partner can or may have already been claimed by a different linked member.
a. Scenario 1: if a member claims RSP for a business partner that has a valid audit, but does not schedule an audit
within a certain timeframe (2 months) of the audit expiry date, another member is able to claim RSP if they wish.
b. Scenario 2: if a member takes RSP for a business partner who does not hold a valid audit, they have 3 months
from that date to request an audit.
The RSP members’ contact details are available for business partners so business partners can communicate directly with
them in case any changes are needed.
Explanatory Tutorial on How to Use the amfori Sustainability Platform

amfori regularly makes video tutorials for different audiences available in the amfori Academy.
Tutorial topics include:
• Basic knowledge of the amfori Sustainability Platform (e.g., general introduction to the platform)
• Extended knowledge of the amfori Sustainability Platform (e.g., managing users’ roles in the platform)
• New features of the amfori Sustainability Platform (e.g., insights sustainability directory, continuous improvement)
Confidentiality and Data Protection

All information gathered in the amfori Sustainability Platform is protected by amfori Sustainability Platform terms
and conditions. Platform users shall maintain the amfori Sustainability Platform with up-to-date and accurate information
and will instruct their employees and representatives to use such information in compliance with the Regulation (EU)
2016/679 (General Data Protection Regulation), which is also referred to as EU GDPR.
amfori complies with all obligations applicable to data processors under GDPR.

Guide 2: Supply Chain Mapping
of Business Partners
This guide of the amfori BSCI System Manual helps business partners and producers to collect information about
their own business partners in their own upstream supply chains.
Business partners registered on amfori Sustainability Platform may use one sheet for each business partner.
Additional information is available in the Part IV, amfori BSCI Guidelines for Business Partners Chapter 1: Data
Collection and Management and in Guide 10: How to Cascade amfori BSCI Through the Supply Chains.
This information is verified during the amfori BSCI audit.
Business partner name:
Identification code assigned by the producer (if any):
Contact person: First name

Last name
Email
Full address: Street number

ZIP code
City
Region
Provinc
e
Country
Type of business partner:

(e.g., subcontractor, farm)
Business partner since: Year
Number of total workers

(please indicate number of female and
male workers separately):
Number of migrant workers

(please indicate number of female and
male workers separately):
Distance from producer’s head

Kilometres
office (Km):
Significance of this business partner

for the producer (select one): Low Medium High
For farms only - size in hectares: Hectares

Production seasons Main season From month
To month
Secondary season From month
To month
Is this business partner part of the internal social

management system? Yes No
Is it internally audited? Yes No
Is there a social management system which monitors social

areas referred in amfori BSCI CoC and does this system
regularly meet social compliances' requirements of the
production site of the business partners? More explanation can
be provided in this section.
Is there an operational-level grievance mechanism? Yes No
Does it have a social certificate? Yes No
Validity date of social certificate (if any):

Day Month Year
Has it signed the amfori BSCI Code of Conduct

(mandatory for farms)? Yes No
Additional comments about the business partner (if any):

Guide 3: How to Set Up a Social
Management System
This document advises amfori BSCI members and their business partners on how to set up a functioning social
management system (SMS). Doing this will support their efforts to translate the amfori BSCI Code of Conduct
into practice and to progressively follow risk-based due diligence steps. Furthermore, it provides guidelines to
monitoring persons, which complement the amfori BSCI System Manual Part III, the amfori BSCI monitoring
interpretation guidelines.
DEFINITION
A SMS is the set of policies, processes, and procedures that allow a business to manage its due diligence process
and sustainability performance on a continuous basis and in order to identify, manage or mitigate any risks, remediate
adverse impacts, and track improvements.
An effective SMS will help a business to:
• Demonstrate it is a responsible company
• Consolidate reputation vis-à-vis clients, customers and investors
• Proactively identify, assess and mitigate any adverse impact of its business activities
Each business should adapt the SMS depending on to its size, sector or business culture.
BASIC PRINCIPLES
Engagement: The development and implementation of an effective SMS requires regular engagement with several
functions within a business enterprise.
The crucial functions to engage with include (but are not limited to):
• Senior management
• Human resources
• Occupational health and safety
• Quality and compliance
If the business is a micro or small enterprise, chances are that these functions are executed by the same individual.
Nevertheless, coordination between functions must exist to ensure the SMS works.
Cyclical: A SMS is not static but needs to be continuously adjusted based on the verification of its effectiveness.
This approach can be summed up as:
Plan: Identify the practices in the business enterprise

that may need improvements to be socially responsible
(e.g., identify lack of policies, processes, and procedures)
Do: Identify and implement necessary changes. This

may require appointing responsible individuals or teams
to implement the necessary changes
Check: Monitor the success of the implementation in

relationship to possible improvements
Adjust: Move towards agreement and take the

necessary corrections to continue the improvement process

Inter-connected: The SMS should involve several departments within a business, thus preventing individuals working
and acting in isolation.
Finally, setting up an effective SMS is not an aim in itself, but a tool to support companies in their endeavours and boost
their social responsibility.
SOCIAL POLICY AND PROCEDURES

An effective SMS has to be supported by a credible social policy and internal and external functioning procedures.
Social Policy
A social policy acts as a compass within the business enterprise. It sets the vision, the position, and in some cases even
the strategy that a business has towards human and labour rights.
A social policy does not need to be a long and technical document, but rather an easy-to-understand document to be
used by internal and external stakeholders.
Recommendations to stakeholders developing a social policy are to:
• Use the amfori BSCI Code of Conduct as a reference
• Assess if there is no contradiction between the social policy and the law and if any specific law or regulation needs
to be stated explicitly to ensure consistency and transparency
• Have one policy for the entire business, instead of separate policies per topic, in order to avoid confusion and
contradiction between areas and individuals within the business
Drafting Procedures
If the social policy acts as the compass within the company, procedures are the different avenues needed to move
the policy from paper to reality. Procedures ensure that the social policy is implemented in a systematic way within the
daily operations of the business.
Procedures provide clarity to managers and workers on:
The appropriate decision-making level: Who decides what?
Operational level: Who implements what?
Timeframe: How often? How long?
Procedures they should aim to be as clear and accessible as possible for the targeted audience.
In cases where the workforce does not have a good command of the local language(s), the procedures need to be
translated. Further, using infographics and/or pictures can make procedures more accessible.
To ensure procedures are known and understood, business partners, particularly those that may be monitored
(producers), should be able to explain to the monitoring person(s):
• How does the business partner define and review their social improvement goals?
• How are social risks and impacts assessed? Who defines what is a risk for the business?
• How are business practices updated in order to meet relevant legal requirements?
P 10 amfori BSCI - System

• How does the business partner ensure workers’ awareness about and competence within the company’s social
policy and objectives?
• How does the business partner define responsibilities?
• How does the business partner deal with internal corruption? How is it defined? How is it mitigated?
Here are some examples of social policy procedures that are looked for during the amfori BSCI monitoring activities:
• Human Rights policy
• Anti-corruption procedure
• Responsible human resources management (e.g., responsible recruitment, fair remuneration, adequate disciplinary
measures, respectful dismissal)
• Grievance mechanism (e.g., procedure and granting access)
• Responsible supply chain management (e.g., selection of business partners in a way that respects the amfori BSCI
Code of Conduct has been taken into consideration)
• Remedy procedure (e.g., how root cause analysis is performed, how different responsibilities, and feasible budget
are allocated)
• Occupational health and safety Risk Assessment procedure
• Access and eligibility for workers’ training
RECORD KEEPING SYSTEM

An effective SMS has to be supported by an effective record keeping system.
The table below shows the characteristics of a good record keeping system. ISO-certified businesses are already familiar
with these requirements.
Record Keeping
Explanation Examples
Should Be…
Compliant The record keeping system is in line with the • Does the business keep the records as long
legal and administrative requirements for the as required by law? (And at minimum 5
jurisdictions in which they operate, including years)
specific documentation, operational, and
reporting requirements. • Does the business respect privacy and
information security regulations?
Responsible The record keeping system is directed by
policies with assigned responsibilities, along • Does the business have procedures in
with formal methodologies and procedures for place about how records need to be kept?
their management.
• Who is the responsible for each set of
records? (e.g., accident records; compliance
Implemented The record keeping systems are employed records; payrolls)
consistently in the normal course of business • Does the business adjust the system to
and record keeping follows the defined policies the way in which business is conducted?
and procedures. The records are legitimate
and not a face-saving exercise. • Is decision-making based on the
relevant records that are kept for that
purpose?

Reliable The record keeping system processes the • Regarding evidence on business partners, does
information in a consistent and accurate way, the business have specific measures to ensure
to ensure that the records they hold are that the information is and remains credible?
credible.
• For example, concerning age verification:
does the business have additional measures
to check the validity of identity cards?
• Would the business, if that business is a

Available The relevant person can find relevant producer involved in amfori BSCI, be able
information in the record keeping systems in a to provide information on demand if
timely manner. requested to do so during an ‘unannounced
audit’? Or during a buyer’s visit?
A good record keeping system must file and make accessible all procedures drafted to implement the social policy and
relevant records concerning:
• Employees’ contracts, remuneration, working hours, training (e.g., for migrant workers, seasonal workers)
• Agreements with recruitment agencies
• Occupational health and safety Risk Assessments
• Accidents
• Machine maintenance
• Licenses, certificates
• Internal monitoring and remediation plans
• Human rights impact assessments (including of the supply chain)
• Grievance mechanism tracker, including the way the issue was solved
• Any records kept and tracked on the basis of gender
MONITORING AND UPDATING

The SMS should be monitored and updated on a regular basis. To do this, the responsible person(s) will assess the
system from at least three angles:
Intent: Does the SMS fit its purpose? Are all the elements of the SMS in place?
Implementation: Were the targets achieved? Have the procedures been followed? If not, why? Do the responsible
people have sufficient knowledge, competence, and engagement? If not, why not?
Effectiveness: Has the business’s social performance improved since the implementation of the SMS? If not, why not?
Does the company observe the law? If not, why not? Are there practices or procedures that need to be improved?
The actual process of monitoring should include:
Conducting checks: Monitoring the success of the implementation and possible improvements
Adjusting: Agreeing upon and taking the necessary actions to update or adjust the system
At the very minimum, the following should be included in the monitoring process:
• Overall success of every item of the policy
• Remediation plans and the effectiveness of their implementation

• The suitability of procedures
• Effectiveness and practicality of forms and records keeping
• Effectiveness of the grievance mechanism
• Possible adjustments based on Risk Assessments
• Priorities defined for the next three, six, and twelve months
• Resources approved by senior management
The person(s) responsible for this is advised to assess historical records in order to support and quantify
improvements made over time, for example:
• Wage level increases
• Frequency of disciplinary measures
• Frequency of absenteeism
• Frequency of complaints
Based on the outcomes and lessons learned through this, the SMS should be adjusted and updated.
• The frequency of this process will depend on the maturity of the business practices and the severity of the
shortcomings. For example, a cycle of three months is appropriate at the beginning of setting up a SMS.
Later, monitoring once a year is sufficient.
• All relevant stakeholders should be consulted as part of this process, including workers. The minutes of these
meetings, which must include the key topics discussed and the decisions made, shall be kept in writing in the
central record keeping system.

Guide 4: How to Set Up an
Effective Operational-level
Grievance Mechanism
This guide of the amfori BSCI System Manual provides guidance to amfori BSCI members and their business partners
on how to set up an effective operational-level grievance mechanism (OGM).
Additionally, it provides guidelines for monitoring persons, as a complement to Part III of the System Manual and the
amfori BSCI monitoring implementation guidelines.
EFFECTIVENESS CRITERIA THAT AN OPERATIONAL-LEVEL GRIEVANCE

MECHANISM SHOULD INCLUDE
Following UN Guiding Principle 31, the table below describes the necessary criteria of an effective grievance mechanism.
Understanding and respecting these criteria will help companies to:
• Establish and maintain an effective OGM that is trusted and as a result used by their workers
• Receive and handle grievances in a mature and effective manner understanding that each grievance is an
opportunity for continuous improvement
Legitimate All involved stakeholders should recognise the grievance mechanism as legitimate.
Criteria Checklist
Particularly, stakeholders should feel that they are able to raise their grievances without fear of
victimisation or negative consequences. Key actions ensuring that your grievance mechanism is
legitimate include:
• Consult all relevant stakeholders (such as management, workers, workers representatives,

etc.) when setting up and as part of a regular evaluation exercise to tailor it to the needs of
your OGM users, especially those at heightened risk of vulnerability or marginalisation, and
continuously improve where necessary
• Adopt a gender perspective to understand the structural, sociocultural and economic

barriers that may prevent women from participating in the OGM process on an equal basis
with men
• Inform all relevant stakeholders on the OGM’s mandate, objectives, operations and process
and uphold these consistently to manage expectations where needed
• Make sure that the OGM staff is suitably qualified and enjoys continuous training
opportunities to adequately assess and handle incoming complains and are held to high
standards of personal and professional conduct
• Guarantee the independence of the OGM from the company and other actors whose
activities may be subject of grievances by adopting and disseminating, robust policies on
safeguarding against retaliation, internal investigations and ethical matters (e.g. conflict of
interest)

Accessible Internal and external stakeholders should know that the mechanism exists and how to use it. Key
actions ensuring that your grievance mechanism is accessible include:
• Inform workers about the rights they have and how the grievance mechanism contributes
to realising them
• Make sure that the criteria to access the grievance mechanism are clear, minimal and
properly disseminated and fairly applied
• Design the grievance handling process in such a way that:
 There are multiple (informal) access channels that address access barriers for
particularly vulnerable groups (such illiterates, women, children, etc.)
 It promotes dialogue-based conflict resolution methods
 Sufficient time is given to people to identify, raise and respond to an issue
 People can defend themselves or are allowed to be represented by a third party
 People can collaborate and submit a collective grievance
 You do not require any person to waive their right to seek a remedy using an
alternate grievance mechanism, as an access condition
 There is no access fee and potential financial costs are minimised
 It assigns an appropriate degree of confidentiality for the person raising the

grievance and minimises the risk of retaliation
• Guarantee that any grievance mechanism information is displayed (face to face

engagement, notice boards, new hire orientation, social media, education sessions, etc.) in
the format (leaflets, posters, etc.) and in the language(s) appropriate for the people using
it
Predictable The stakeholders using the mechanism need to be informed about the (ongoing) processes,
outcomes and performance of the mechanism. Key actions ensuring that your grievance
mechanism is predictable include:
• Set-up of grievance resolution processes that include well-defined, reasonable and flexible
frames for each grievance handling stage
• Consult the people that submitted a grievance when:
 Joining similar grievances
 Appointing a third party to investigate, mediate or adjudicate the grievance
 Undertaking any joint investigations with a third party
• Publish understandable information relating to the received grievances and their outcome

Equitable The mechanism should address (potential) power imbalances between the different stakeholders.
Key actions ensuring that your grievance mechanism is equitable include:
• Provide advisory and/or financial support to stakeholders filing a grievance
• Design the grievance handling process in such a way that:
1. Relevant case documents are shared regularly with and copies can be requested by
the case parties
2. Information can be verified and commented upon by the relevant case parties before
a material decision is made
• At the end of the process, case parties receive in a readily- understandable format an
overview of: (i) the process, outcomes and reasons for made case handling decisions; (ii)
any agreement between the case parties regarding the remediation activities; and (iii) steps
and time limits to challenge the grievance process and/or its outcome, and, options for
further action in case of non-compliance with the agreed remediation activities
• Seek, where possible, the views of stakeholders as is claimed by third parties acting on
their behalf
Transparent Internal and external stakeholders should be able to see that the mechanism is working. Key
actions ensuring that your grievance mechanism is transparent include:
• Engage continuously and pro-actively with the case parties informing them about the status
of each grievance handling process step
• While considering the need for confidentiality and minimising the risk of retaliation, provide
regular updates on the grievance mechanism’s performance, including:
 Types and nature of grievances
 The number of grievances
 The number of rejected grievances and on which ground they were rejected
 The number of completed grievances including by type of grievance
 A short description per grievance, without revealing sensitive details, including the
receiving date, a description in general terms, the investigation and remediation
measures and the resolution date
Rights-
The mechanism’s grievance handling process and its outcomes are aligned with key legislative
compatible
frameworks. Key actions ensuring that your grievance mechanism is rights-compatible include:
• Ensure that provided remedies are adequate, effective, prompt and aligned with
(international) human rights standards; and are culturally appropriate and gender-sensitive
• Consult impacted stakeholders meaningfully about the type of remedy and how it should be
provided
• Assess the effectiveness and implementation of outcomes and remedies and take corrective
action where needed
• Make arrangements to address non-compliance with remedy outcomes, such as:
 The use of mechanisms with the power to compel performance
 Establishment of a (third party) implementation monitoring process
 Referral of the grievance to another mechanism in accordance with rules, policies and
agreements regarding confidentiality and consent

Continuous Install the processes and tools that guarantee that the mechanism is trusted, used and
Learning & continuously improved. Key actions ensuring that your grievance mechanism is based on
Dialogue continuous learning and dialogue include:
• Seek feedback from stakeholders during the mechanism’s set-up and throughout the
grievance handling process to better understand how it can be improved
• Keep databases (with necessary safeguards to manage this amount of data) on frequency,
patterns and causes of grievances to gain more insights as to how to prevent future
grievances
• Use of dialogue, mediation and joint problem-resolving techniques and provide training to
the mechanism’s staff
• Install a system to track the effectiveness of the mechanism’s management and grievance
handling process
• Consider the use of external experts (independent advisory panels, civil society
organisations, trade unions, etc.) in the grievance handling process
BASIC CONTENT
A grievance can be defined as any concern, unhappiness, or discontent that an individual or groups might have in or
regarding the workplace.
Grievances can be related to a wide range of issues (non-exhaustive list):
Infrastructure: For example, the working room does not have sufficient lighting or ventilation, or the space assigned
to the worker is not sufficient to safely conduct the work
Personal relations: For example, a supervisor has used physical or verbal harassment, or there is a conflict between
co-workers
Contractual rights: For example, payment is systematically delayed, there are illegal deductions, or overtime is not
paid at the premium rate or is paid in a lower amount than initially agreed
Human and labour rights: For example, a worker has suffered discrimination based on gender, religion, or place of origin;
a worker has been punished because of attending a trade union meeting; or the water available during working time is
not drinkable
Customary rights: For example, requested time to pray or to participate in community activities has not been allowed
Workers’ grievances may also be related to issues other than what is described above in the five categories. In such
cases, an individual or groups may still lodge the grievance internally while seeking third party assistance (worker
representatives, trade unions, etc.)
Grievances can also originate from groups (workers, local community members, etc.) relating to business operations
impacting them negatively. The reach-out and possibilities to access the operational-level grievance mechanism
should reflect this and ensure accessibility for those groups in addition to individuals.
BASIC ELEMENTS OF A GRIEVANCE MECHANISM PROCEDURE

The effectiveness of the grievance mechanism is part of the amfori BSCI monitoring scope. At a minimum, the grievance
mechanism procedure should ensure that individuals or groups have:
Access to supervisor: The possibility to hold an open and constructive meeting about a grievance with their
immediate supervisor or manager can prevent escalation of the problem

The right to appeal: An escalation channel to a more senior manager to challenge a decision made by their
supervisor or manager can add impartiality
Access to support: Individuals or groups should have the right to be accompanied by a (legal) representative of their
choosing (fellow worker, trade union representative, NGO, etc.) Access to support can make workers more comfortable
with the process
The questions below can help to assess the soundness of the grievance mechanism procedure:
Who can lodge a grievance? A good grievance mechanism procedure must ensure that all individuals or groups
regardless of their roles or seniority can lodge a grievance. Additional channels for external grievances by impacted
communities should be created. Additionally, Individuals or groups might seek the support of a (legal) representative of
their choosing (fellow worker, trade union representative, NGO, etc.)
How is a grievance lodged? A good grievance mechanism procedure must describe the preferred mechanism for filing
a grievance and specify if a specific grievance form is needed (see example below)
Usually, the first step is to make a verbal grievance to someone (e.g., verbal grievance to the direct supervisor). The
escalation of the grievance to a higher level of management (or the person in charge of the grievance mechanism) occurs
most often through a grievance form (see an example below). Although both verbal and written systems may work,
for tracking purposes, members and their business partners are recommended to have individuals or groups use a
written grievance form.
Who collects the grievance forms? In general, it is recommended that the individual or group should lodge the grievance
firstly with their immediate supervisor or manager.
If the grievance is raised about their own supervisor or manager or it cannot be adequately addressed by their immediate
supervisor or manager, the grievance will need to be submitted to the person in charge of the grievance mechanism. It is
also recommended that members and their business partners appoint somebody well trained to deal with grievances and
that workers are aware of who that person is. If not, workers’ grievances should be processed through the company’s
existing management structure. The responsible person(s) should be well aware on non-retaliation practices grievances
can be filed on a trust-basis and complainants feel comfortable coming forward.
Appointing a person to deal with grievances enforces:
Transparency and predictability: Everyone in the company knows from the beginning who is supposed to learn about a
grievance first
Efficiency: The grievance does not get lost throughout the different departments in the company, and it can be
addressed immediately
RECOMMENDED STEPS FOR HANDLING GRIEVANCES

Step 1: Acknowledge Grievance
The supervisor or person in charge of the grievance mechanism should acknowledge receipt of the grievance form in
writing with a simple statement.
Simple statement: Include the date of receipt, high level summary of the facts, follow-up timing and signature of the
person receiving the grievance. For example:
“Grievance number 3/2018 was received on 13/03/2018. The worker states that he is structurally performing
overtime which is not being reimbursed. The worker will be contacted within 10 days to proceed to the next steps.”
(signature)

Timeframe: The grievance mechanism procedure should aim at resolving grievances as quickly and effectively as
possible. However, the timeframes should be realistic and not create false expectations, as resolution may vary depending
on the complexity of the grievance.
Step 2: Investigation
The supervisor or the person in charge of the grievance mechanism should:
• Analyse the issue
• Try to identify the root cause(s) of the problem
• Engage and align with the relevant parties: complainant(s), any accused parties, experts, management, etc.
• Identify the potential solutions
• Assess the cost, feasibility and timing of potential solutions
• Make the necessary arrangements to resolve the problem (or remediate)
This analytical approach:
• Identifies the most feasible solutions
• Involves all relevant stakeholders and makes sure all parties are heard during the investigation
• Identifies the most appropriate solution for the specific type of grievance
For example, a grievance against the conditions of the workplace infrastructure will require a different approach and
timeline for finding the solution than a grievance related to personal relations with a supervisor or co-worker.
Step 3: Remediation
Once the analysis of the grievance is completed, the supervisor or person in charge of resolving the grievance should call
the individual or group for a meeting. The invitation for a meeting can be extended orally or in writing. The advantage of
a written invitation is the documented proof. However, depending on the context of the grievance or the company’s
procedures, a written form may not be an option.
Regardless of whether the invitation to the individual or group is written or oral, it should communicate:
• The day of the meeting
• The place
• Who else will be present (if applicable)
The individual or group should also be informed of her/his right to come to the meeting with a (legal) representative of
their choice (fellow worker, trade union representative, community stakeholder, NGO, etc.).
During the meeting, the person in charge will provide some background and present the tentative grievance analysis.

Useful tips on how to conduct these conversations
• Right setting: Meeting in a neutral setting where workers feel comfortable
• Small talk: Starting with small talk (music, films, sports) to let the worker feel at ease, relaxed and more
willing to talk about work subjects
• Body language: Paying attention to facial expressions, gestures and attitudes
• Exploratory: Asking open-ended questions
• Comfortable: Listening carefully and not repeating questions if the worker does not seem to understand or
is clearly unwilling or uncomfortable to discuss the subject
• Sensitive: Changing the topic when emotions are too intense
• Neutral: Resisting to make facial expressions of shock, sadness, frustration or other emotions in reaction to
what the worker says
• Notes: Making sure workers feel comfortable notes are taken at this meeting and they agree to the record
after the meeting
• Empathy: Being on the same level as the workers (e.g., positioning oneself at the same level as the worker,
for example sitting at a table together and not standing above)
• Ensure a woman (if possible, an auditor) interviews a woman especially for sensitive issue such as
discrimination or sexual harassment
The individual or group should be given the chance to contribute at every step with explanations, and they should be free
to provide feedback on whether the analytical process has been consistent and accurate. They should also be consulted
on which solution to the issue would be best for them. Possible solutions can be: restitution, financial or non-financial
compensation, prevention of harm, public/private apologies, and more.
Eventually, the person in charge will present the potential solution and he/she will seek the worker’s reaction and
approval. Minutes should be taken at this meeting.
Ideally, during the remediation meeting, an agreement is reached on the corrective or remediation measures to be taken,
as well as the timeframe and responsible actors for the implementation of these measures. After the meeting, the solution
for the grievance and those responsible for the implementation of the measures should be posted on the notice boards to
inform workers, with full respect of the involved parties’ confidentiality.
Step 4: Monitoring, Evaluation and Possible Appeal

The company should verify that the agreed-upon solution and corrective actions are implemented correctly by those that
were appointed to do so.
Disagreement on the analysis and proposed corrective actions, as well as any delay in the implementation of agreed upon
corrective measures, are grounds for appeal. In addition, the individual or group may raise an additional grievance if they
believe their grievance were not addressed accordingly, or if the worker believes he/she has been the victim of retaliation
following the grievance (process).
The management should investigate the worker’s grievance immediately. Misuse of the grievance mechanism to victimise
or harass workers resulting in retaliation should be disciplined (including dismissal of the supervisor or manager), as this
behaviour compromises the integrity of the mechanism. The worker may seek other channels of appeal outside the
business enterprise. What is possible depends on the national laws and the different arbitration processes and platforms
available in

the region to address workers’ and communities’ grievances. Proceedings should be enabled and allowed to be conducted
parallel to each other and can be conducted at the same time. Collaboration between the two proceedings can prove to
be a benefit at such a time, but only with the explicit and freely given approval of all parties. Finally, national labour laws
may define other relevant legal dispute mechanisms to be considered by the individual or the group.
Step 5: Closing and Publication

A high-level summary of the grievance, including the outcome of the investigation, the solution and any corrective
measures taken should be publicised on any channels typically used by the company. This can be a website, a notice
board or any other communication channel. This should be done in a way that safeguards the privacy (and anonymity) of
the involved parties – especially of the individual or group submitting the complaint.
Publication of the solution, respect for the procedure’s timeframe, and implementation of the corrective measures in due
course are crucial for maintaining the credibility of the grievance mechanism.
RECOMMENDED GRIEVANCE HANDLING FORMS

Grievance forms should not be complicated documents, but they should:
• Allow the workers to describe the actual grievance
• Allow the business enterprise to track the investigation, conciliation, and remediation steps, when applicable
• Be available to all individuals or groups within and outside the production site
Copies of the forms should be left in places where individuals or groups can access them easily and privately (e.g.
changing rooms, the workshops, and other places where workers spend a lot of time). An identification number may be
assigned to the grievance (e.g., number / year). This practice will facilitate tracking both the investigation process and the
communication process without actually revealing the identity of the worker or the nature of the grievance.
For any workers who face accessibility barriers due to illiteracy or other causes preventing them from filling in the form,
the grievance form could be used by the person responsible receiving a grievance to fill it in together with the
complainant. Note that for reasons of potential retaliation the person or group submitting the complaint might not feel
comfortable to share its name and/or job title. In this case, do not include it in the below forms, but make sure you can
follow-up with the individual or group accordingly.
1.Grievance Acceptance Form
Grievance number: n/yyyy

Submitted by: First name Last name Job title Date Signature
CATEGORIES Description (please be as specific as possible):

◻ Infrastructure
◻ Personal Relations
◻ Contractual Rights
◻ Human Rights
◻ Labour Rights

◻ Customary Rights
◻ Other
Grievance Handling
How would you like this
issue resolved? What
solution would work for
you?
For administrative use

only:
Received by: First name Last name Job title
Date grievance received Signature
2. Grievance Handling Form
Questions to Answer
I.Grievance • Infrastructure related
Category
• Personal matter
• Contract Related
• Human and labour rights
• Customary rights
• Other:
II. Summary
of the Facts
III. Summary
of the
conducted
interviews (if
necessary)
IV. Root-cause
analysis
V. Potential
solutions and
feasibility
assessment
(presence
of leverage,
financial & human
resources, etc.)

VI.Recommended
Solution
VII. Feedback
of the case
parties
VIII. Final
proposed solution
IX. Timing and

responsible
actors to
implement the
solution
X. Follow-up:
was the solution
implemented
accordingly? If
not, why not?
XI.Recommended
appeal process
amfori’s SPEAK FOR CHANGE PROGRAM – Complementary supply chain grievance

mechanism
Members and their business partners may have a procedure to receive grievances from the local community. The
steps described above for grievances from workers, as well as the grievance form, may be valid (or require small
changes) to address grievances from local communities. Business enterprises should ensure that local community
members are aware of their rights and the related channels to lodge grievances.
SPEAK FOR CHANGE PROGRAM

The aim of amfori is to strengthen Operational Grievance Mechanisms (OGMs) at production locations and farms through
capacity building, training and amfori BSCI tools and functions so that access to remedy can be provided at the local
factory- level first. However, we understand that factory-level mechanisms do have their limitations and are not always
trusted by complainants. Furthermore, current and upcoming national and regional legislation is obliging amfori members
to develop a supply chain grievance mechanism which is complementary to the factory-level grievance mechanism.
Therefore, amfori has set up a supply chain grievance mechanism, the Speak for Change Programme, for its members
and their business partners. The Speak for Change programme treats all grievances relating to the BSCI Code of
Conduct or Responsible Purchasing Practices Guidelines that have not or could not be addressed through the OGMs.
How to promote Speak For Change in their companies?
• Programme Introduction
• Speak for Change Deployment Guide
• Promotion materials

Guide 5: How to Follow the Zero
Tolerance Protocol
This guide assists amfori BSCI members and auditors on how to proceed when Zero Tolerance issues are identified
during an amfori BSCI audit.
The Zero Tolerance Protocol (ZTP) supersedes the regular audit process. It must be followed by the auditor, the
monitoring partners’ scheme managers, the amfori main office, and amfori BSCI members.
Possible Zero Tolerance Situations

The following actions or issues are to be distinguished from regular social performance findings and may qualify as Zero
Tolerance cases:
Child Labour
• Workers who are younger than 15 years old (or the legal minimum age defined by the country)
• Workers younger than 18 who are subjected to any forms of forced labour
Bonded and Forced Labour
• Not allowing workers to leave the workplace or forcing them to work overtime against their will
• Using violence or the threat of violence to intimidate workers to force them to work
Inhumane Treatment
• Inhumane or degrading treatment, corporal punishment (including sexual and gender-based violence), mental or
physical coercion, and/or verbal abuse
Occupational Health and Safety
• Occupational health and safety violations that pose an imminent and critical threat to workers’ health, safety, and/
or lives
Unethical Behaviour
• Attempted bribery of auditors
• Intentional misrepresentation in the supply chain (e.g., hiding production sites, lacking a business licence, and
purposefully under-declaring the size of the workforce)
AUDITORS’ PROFESSIONAL JUDGEMENT

It is the auditor who, using their professional judgement, will need to:
• Ponder the level of severity of the finding
• Decide to trigger a process towards immediate remediation (Zero Tolerance Protocol) or report the finding under
the specific social performance area
Here are some elements auditors can use to develop their judgement:
Assessment of the severity: The situation must be:
Flagrant: It is obvious and serious regardless of whether it is one-time or a recurrent violation
Factual and proven at the time of the audit: The breach is tangible, not hypothetical, and proven with documentary
evidence

Interviews may be the only source of information in the case of discrimination, incidents of violence, sexual harassment,
or illegal disciplinary measures.
If this is the case, the auditor should be extremely vigilant in identifying the best way to:
• Capture information from interviews (e.g., auditors’ team may include a female auditor to make communicating
with sexual harassment victims easier)
• Report the findings with full respect for the victims’ identities and honour. Victims’ identities must only be disclosed
to the amfori main office, where necessary
Precautionary principle: There may be situations where auditors are confronted with flagrant breaches or behaviours
that were not able to be proven at the time of the audit. There may also be cases of serious suspicion of child labour,
bonded labour, forced labour, and inhumane treatment that the auditor cannot prove.
In these cases, practical wisdom and the precautionary principle will help auditors decide whether to trigger the alert
for the sake of protecting possible (but yet unproven) victims.
If the auditor decides to use the precautionary principle, the auditor will:
• Undertake their best efforts to investigate the issue
• Follow the Zero Tolerance Protocol even in the absence of compelling evidence
• Clearly mention in the alert that they are using the precautionary principle
amfori BSCI members are still expected to react to the ZT even if it is based on the precautionary principle and they can
seek advice from amfori main office and request for more information from the monitoring partner
Responsible alert: Taking all these elements into consideration, the auditor may make the decision to trigger a Zero
Tolerance alert, which must be as descriptive as possible of:
• The identified human rights violation and/or unacceptable business behaviour that compromised the independence
of the audit
• The reasoning process followed by the auditor to judge the severity of the situation and the need for immediate
remediation
Practical wisdom: A qualified and experienced auditor will be able to know how to:
• Do the right thing to meet the intent of the amfori BSCI audit
• Improvise, balancing conflicting intentions, rules, and the particularities of each context
• Read a social context
• Take on the perspective of another and thus understand how the other person may feel
• Make emotion and intuition allies of reason, without distorting their judgement
Practical wisdom will also help auditors to be brave and seek the best option available to protect:
• Possible victims
• Their own integrity
• The amfori BSCI system’s credibility

Protocol for the Auditor
Step 1: Due Diligence
Collect evidence: The auditor must collect as many facts and as much evidence as possible to illustrate the identified
Zero Tolerance issue (e.g., pictures taken and workers’ testimonies).
Protect victims: If relevant, auditors should make efforts to inform the victims of their options to seek assistance and to
provide referral information to them. Victims should never be exposed to further danger or vulnerability because of
auditors’ actions or omissions.
Reassess audit time: The auditor shall determine the best way to maximise the audit time available to:
• Collect as much evidence as possible
• Ensure the victim(s) are protected and in a known and traceable location
This reassessment may demonstrate that the auditor prioritises gathering evidence and protection of victims over
finalisation of the regular audit report.
Step 2: 24-hour Alert Deadline

Within 24 hours of the detection of the Zero Tolerance issue, the auditor must trigger the alert through the amfori
Sustainability Platform. They will do this to give notification of their professional judgement and collected evidence to:
• The amfori main office
• Linked amfori BSCI members
In some cases, the auditor may have already communicated the issue to the amfori BSCI scheme manager at the
monitoring partner to:
• Seek advice
• Request that the scheme manager trigger a Zero Tolerance alert through the amfori Sustainability Platform on their
behalf
In such cases, the auditor must provide the scheme manager with all relevant information, so the Zero Tolerance
notification is in line with the requirements of this document.
IMPORTANT: The Zero Tolerance alert can only be triggered through the amfori Sustainability Platform, which will automatically send a no
Not using this channel is a breach of the monitoring partners’ obligation to respect amfori BSCI system requirements and
may initiate actions from the amfori main office to protect the integrity of the amfori BSCI system.
Information provided through the Zero Tolerance alert must be treated as confidential by all parties involved (e.g., amfori
main office, amfori BSCI members, and monitoring partners) to protect potential victims.

Step 3: Reporting
Auditors will need to make themselves available to the amfori main office for any further clarification needed in
preparation of the Zero Tolerance conference call. This includes:
• Additional information on the victim’s identity and details on the issue
• Additional clarification on the professional judgement or use of the precautionary principle
The audit report: Due to the urgency of the issue, this report must be uploaded on the amfori Sustainability Platform
within 5 working days from the alert.
Protocol for the amfori Main Office

Step 1: 2 Working Days Due Diligence
Within two (2) working days following the Zero Tolerance alert the amfori Membership Team will carry out the necessary
steps to prepare an ad-hoc conference call with amfori BSCI members who are linked to the business partner at the time
of the Zero Tolerance alert.
These actions may include cross verification with the following amfori departments:
Risk and Monitoring Team
• To validate the reliability of the auditor‘s collected facts and evidence
• To assess auditor’s training and level of competence
• To verify any previous allegations/complaints regarding either the auditor’s or the business partner’s behaviour
• Any additional information or supporting documents
Communications Department
• Media monitoring to assess if the case may be directly or indirectly related to ongoing news
Stakeholder Engagement Department
• The amfori BSCI local stakeholders’ network that could support addressing the specific issue(s)
• The amfori BSCI regional network’s ability to support further investigation and/or remediation
Step 2: 3 Working Days Conference Call Coordination

Within three (3) working days following the alert the Membership Team should facilitate:
• A conference call with all linked amfori BSCI members
• Agreement among the amfori BSCI members on the qualification of the case as Zero Tolerance and a
strategic decision on:
 The use of the Zero Tolerance label
 The timing and need for scheduling a Zero Tolerance investigation
 The timing and need for scheduling amfori BSCI monitoring activities (e.g., full audit or follow-up audit)
• Definition of investigation and remediation steps. amfori may recommend training companies that can support with
the remediation of Zero Tolerance cases
• A summary of the decision made by the ad-hoc remediation group which may include:

• Link to relevant business partner trainings offered in the amfori Academy
• Link to the training material on “continuous improvement” on the amfori Sustainability Platform
• Information on possible additional engagement with local stakeholders and the amfori BSCI regional network
(when relevant)
Step 3: Follow-up and Communication

The Membership Team may organise an additional follow-up conference with the amfori BSCI members linked to
the relevant business partner when it is necessary to follow up on the success of the immediate remediation (e.g., during
the 10 days of incidental disclosure).
After the Zero Tolerance conference call, the Membership Team will communicate to the concerned monitoring partner,
and when needed to the specific auditor, on the learnings from the ad-hoc remediation (e.g., the Zero Tolerance label has
been removed).
Furthermore, within maximum three (3) months after the alert was triggered, the Membership Team should organise
a follow-up conference with the amfori BSCI members that were linked to the business partner at the time of the Zero
Tolerance alert to:
• Verify that the agreed upon Continuous Improvement Plan with identified impact and measures has been
implemented in a satisfactory way
• Maintain or remove the Zero Tolerance label based on confirmation from the linked amfori BSCI members
• Request support from the local authorities (when relevant/if possible)
• Assess the level of communication between amfori BSCI members and the business partner
• Gather lessons learned and satisfaction ratings from the actions taken by amfori BSCI members to support
the business partner in the remediation process
A Zero Tolerance case can be resolved if,
• The business partner has developed a continuous improvement plan and uploaded it to the amfori
Sustainability Platform
• A follow-up monitoring proves that the business partner has successfully implemented their improvement plan in
accordance with the identified measures
• The ad-hoc remediation group agreed with majority to mark the Zero Tolerance case as resolved
It is recommended that the monitoring company for the follow-up monitoring is the same that raised the Zero Tolerance
alert. Prior to the follow-up monitoring, the leader of the ad-hoc remediation group shall inform the monitoring company
about the improvement activities of the business partner and include a summary of the feedback.
Protocol for all amfori BSCI Members Linked to the Case

The Zero Tolerance Protocol relies on the close collaboration between the concerned amfori BSCI members, which, due
to the nature and severity of the issue, requires incidental disclosure and a collective and pre-competitive
remediation approach.
In this context, all amfori BSCI members linked to the concerned business partner at the time the alert is triggered, must:
• Participate in the conference call to develop the ad-hoc remediation group facilitated by the amfori main office
(refer to Guide 11: How to understand the amfori BSCI Commitment Formula)
• The Ad-hoc remediation group nominates a lead to be the main facilitator of the remediation process. If no lead is
identified, then the RSP holder is to take the lead

• Never share Zero Tolerance alert information with the concerned business partner, unless otherwise agreed upon
by the ad-hoc remediation group after the conference call or if they were informed by the auditor
• Cooperate within the ad-hoc remediation group to, among other things, communicate collectively to the business
partner
• Not use the conference call for any reasons that may breach competition law
• Commit to verification in due course that the Continuous Improvement Plan has been successfully
implemented (may be by means of a second or third-party Zero Tolerance investigation or an amfori BSCI
monitoring)
• Participate in a three (3) months follow-up call to give feedback on the implementation of the Continuous
Improvement Plan
• Share any relevant evidence with the ad-hoc remediation group
The ad-hoc remediation group created will make decisions based on consensus or absolute majority (50% +1) on the
following issues:
• Nature of the Zero Tolerance issue
• Maintenance or removal of the Zero Tolerance label within three (3) months of the alert
• Need for scheduling a Zero Tolerance investigation with a training company or an amfori BSCI monitoring
when relevant, so the business partner may get back on its audit cycle
If both, parent- and child company, are linked to the business partner, they account for one vote.
Liability Disclaimer
amfori and its directors, officers, employees, or agents shall not be liable vis-à-vis any party (e.g. the members, the
business partners, or the monitoring persons, auditors) for any damages of any kind (e.g. losses, debts, liabilities,
costs, claims, actions, demands, expenses, or charges) caused by amfori or its directors, officers, employees, or agents
in direct or indirect relation to any services or activities by amfori or the content of this document, with the sole exception
of fraud.
Reminder: For the avoidance of doubt, amfori does not take up duties in and cannot be held liable in any way for issues
in the context of the implementation of the amfori BSCI Framework in specific cases (e.g. by amfori members, or by their
business partners or by amfori BSCI auditors). amfori does not bear any responsibility whatsoever (a) for the respect of
human rights and the law or (b) for the actual (full) implementation of the framework(s) at and by amfori members and
their business partners.

Guide 6: How to Prepare for
amfori BSCI Monitoring
Relevant Documents for the amfori BSCI Monitoring Activities
This guide provides a list of the documents needed for implementing an effective social management system (SMS).
As part of the amfori BSCI audit, monitoring persons will review and verify, and other relevant documents. Therefore,
it should not be considered as an exhaustive list, but as guidance and, in particular, small producers may find
many of these documents not applicable to them. Business partners can also utilise this list for their self-
assessment activities.
amfori BSCI members and their business partners commit to set up an effective and gender responsive social
management system. Therefore, following the 2022 revision, the following documents and records are highly
recommended to be kept on the basis of gender and auditors are encouraged to report differences, if any,
between male and female workers.
1 Job descriptions in which the implementation of the amfori BSCI system is included
Certificates and Contracts
2 Evidence of the qualifications of the person in charge of implementing amfori BSCI
3 Employment contracts including those related to security personnel, cleaning and other services, particularly
recruiting agencies or intermediary agencies if relevant
4 Contracts with any service provider including food services, transportation, agents, hostels, dormitories, and
recruitment agencies
5 Worker contracts or agreements, including with recruitment agencies or intermediary agencies
6 Employment contracts and/or posters where workers’ rights and obligations are displayed
7 Valid inspection and insurance documents for machinery and vehicles
8 Purchase invoices of the PPE bought by the business partner

9 Valid business license and all necessary official approvals to run operations
10 Official building certificates about safety and appropriateness for the industry
11 Valid certificates and environmental licenses
Training
12 Evidence of a training calendar for workers and management
13 Documentary evidence of training given to workers, management, and human resources (e.g., list of attendees
with signatures, gender breakdown of the attendees)
14 Documentary evidence of trainer competence
15 Documentary evidence of workers training on occupational health and safety
16 Documentary evidence of training, consultations and informative sessions held for workers
17 Documentary evidence of workers’ qualifications for those who deal with dangerous machines, electrical
installation, and any other activity that requires specific training due to the high level of risk
18 Documentation of all trainings given to young workers
19 Communications and trainings to promote and reward integrity
Records and Reports

20 Documentary evidence on production capacity planning

21 Evidence that the amfori BSCI Code of Conduct has been distributed to business partners
22 Signed amfori BSCI Code of Conduct by the business partner/auditee and the same is applicable if farms are part
of the scope of the monitoring
23 Evidence of business partners’ social performance (e.g., quarterly reports, audit reports, valid certificates)
24 Documentary evidence of the social policies including human rights policy and procedures to implement
amfori BSCI
25 Documentary evidence of workers’ representative elections
26 Documentary evidence of regularly scheduled workers’ meetings
27 Records of agreements with workers’ representatives

28 Documented working rules
29 Documentary evidence of grievances lodged/investigated (Please visit your profile on amfori sustainability profile
and check Self-Assessments: Grievance Mechanism for guidance)
30 Collective bargaining agreement (if applicable)
31 Minutes or documents of meetings that led to the collective bargaining agreement (if applicable)
32 Recruitment and dismissal procedures and records (hiring and firing workers)
33 Documentary evidence on disciplinary procedures

34 Documentary evidence on disciplinary cases and the measures taken
35 Documentary evidence of workers’ performance assessments and procedures
36 Letters of dismissal (e.g., if letters showed that there were dismissals due to family responsibilities this could be
discriminatory)
37 Pre-signed resignation letters / exit interviews records
38 Documentary evidence of legal deductions for goods and services
39 Documentation on legal minimum wage relevant for the sector

40 Pay slips for workers separated by gender and documentary evidence of payments
41 Completed living wage calculated based on the self-assessment context on the amfori Sustainability Platform
42 Personal data files for all workers (including seasonal workers and workers hired using recruitment agencies,
part- time and temporary workers)
43 Documentary evidence of additional benefits (commercial insurance, if applicable)
44 Documentary evidence of updated contributions to social security benefits including but not limited to insurance
funds
45 Lists of wage ranges and calculations including for piece rate workers
48 Working time records (time sheets)
49 Documented overtime procedures including agreements with workers
50 Documented records of accidents in production and in accommodation premises of workers provided by the
business partner
51 Risk Assessment regarding safe, healthy, and hygienic working conditions
52 Action plan for implementing safe, healthy, and hygienic working conditions

53 Occupational health and safety regulations applicable for the industry
54 Documentary evidence of the election process for the health and safety committee
55 Minutes of the health and safety committee meetings

56 Age-verification procedures
57 Procedures to avoid child exploitation

58 Child labour remediation procedures
59 Risk Assessment and related action plans in the context of specific measures to protect young workers,
young female workers and vulnerable workers
60 Young workers’ overview records
61 Young workers’ work cycle overview

62 Overview of subcontractors
63 Overview of apprenticeships granted in the company

64 Overview of seasonal workers
65 Environmental Risk Assessment

67 Map identification of water springs, rivers, and/or lakes in the area of producer activities
68 Waste management plan

69 Water management plan
70 Environmental management policies and procedures
71 Documentary evidence of consumption, withdrawal, and disposal of chemicals (including Material Safety
Data Sheets – MSDS)
72 Official inspections conducted to ensure building and equipment safety, including date of validity and corrective
actions, if any
73 Dangerous machines, including, but not limited to, lifts, electrical equipment, and high-pressure equipment
Inspection Reports, Maintenance Records, Operating, and Safety
74 Firefighting equipment (e.g., inspection tags on fire extinguishers)
75 Periodic inspection records of emergency lights, smoke detectors, first aid kits, etc.
76 Potable water at production facilities and dormitories

77 Drinking water test reports
78 Health and safety for the facilities and dormitories, including but not limited to temperature, noise level, and lighting
79 Calculation of the necessary financial and personnel resources to comply with the minimum social and
environmental requirements
80 Anti-corruption policies
81 Corruption Risk Assessment
82 Procedure for investigation and discouragement of unethical behaviour

Guide 7: How to Use the amfori
BSCI Checklist
This guide helps amfori BSCI members and their sustainability teams to deliver regular Risk Assessments on
their business partners.
INTRODUCTION
amfori BSCI members’ employees, such as buyers, quality and compliance teams and sustainability teams, visit business
partners regularly. These visits should be seen as a way to involve stakeholders from across the organisation and are a
good opportunity to assess, identify and report risks that can be identified by a casual observer without the need for
professional social expertise.
amfori BSCI members may organise these visits in coordination with amfori BSCI audits, (e.g. by visiting producers
in between amfori BSCI audit cycles, or before entering a business relationship) to further build the risk picture and
track progress over time.
To get the most out of these visits, amfori BSCI members should consider providing those visiting sites with:
Country background such as an extract from the Country Risk Classification
Most prominent social issues identified in the region
Any known issues that have been identified previously at the site
This checklist to write down information after the visit (the buyer should not use the checklist in front of the business
partner)
The buyer’s checklist is not a substitute for amfori social monitoring activities but helps visitors without specific
social compliance expertise to identify and assess risks related to a producer‘s social performance and due diligence.
HOW TO USE THE INFORMATION

Those visiting sites are not necessarily expected to do any evaluation or make a professional judgement of the
business partner‘s social performance and due diligence process and implementation.
However, they should collate and share the information with their relevant colleagues (e.g., CSR manager, sustainability
team) in a timely manner, so they can consider this information when defining the next steps within the amfori BSCI
system implementation strategy. If those visiting do identify a Zero Tolerance issue that was unknown prior to the visit,
this should be raised with relevant teams within 24 hours.
For more information see the amfori BSCI System Manual, Part I and Part II.
Question YES NO Comment

1. Are workers aware of the amfori BSCI Code of Conduct?
2. Is the person in charge of implementing amfori BSCI in a
senior role?
3. Is there any kind of complaint mechanism or
suggestion box available to workers? If yes, is it in a
place workers’ would feel comfortable using it.
4. Do people address colleagues and subordinates with
respect?
5. Is there any visible information about how shift,
lunch breaks, or working hours are organised?

6. Are the workplace, eating facilities, and food storage area
clean and organised?
7. Are the toilets clean and equipped with soap and e.g., separated by gender, locks in
the necessary accessories to respect workers' hygiene good condition
and morals?
8. Is drinking water made available and accessible
to workers in the workplace (and in housing
provided to workers if applicable)?
9. Are workers using Personal Protective Equipment (PPE) e.g., PPE used in noisy areas and wet
and is it clean and in good condition? areas
10. Are there first-aid kits with enough materials available?
11. Are signs and warnings posted in the right place e.g., are restricted or dangerous
and easily understood regardless of the level of areas properly marked
literacy?
12. Are escape routes/aisles and exits properly marked, e.g. at least two exits for each floor/
unblocked, and easily accessible? workshop and the doors open from the
inside
13. Are there fire extinguishers available and are they
in good condition?
14. Is a fire alarm system installed?
15. Is the evacuation plan posted in a visible place and
easily understood regardless of the level of literacy?
16. Are electrical wiring and/or electrical installations in
good condition and can imminent hazards be seen?
17. Are chemicals stored and disposed of in a way e.g. Both the workplace and
that avoids leakage? surroundings should be visibly free of
waste.
18. Do workers look old enough to be allowed to work?
19. Is there a place that allows visitors to wait without e.g. children waiting for their
having to enter the work area? parents in the working area, which
is not safe for them
20. Is the building in a good condition without any e.g. roof, walls, humidity signs, window
visible imminent hazards? glasses, and locks in good condition
21. Is the management aware and conscious of protecting
vulnerable persons and taking specific measures?
TOTAL
Other comments or recommendations
Any other circumstance you would like to report? For example, workers show what could be perceived as too much respect
towards their supervisors, or security guards hold weapons in the workplace.
Did you feel comfortable and safe at the site? Did anything make you feel uneasy?
Did you identify any good practices?

Guide 8: How to Quickly Assess
other Monitoring Systems
This guide explains how as part of amfori BSCI members’ due diligence process, members can quickly assess
other monitoring systems.
INTRODUCTION
amfori BSCI members should encourage all business partners in their supply chains to adopt their social values and
principles in accordance with amfori BSCI Code of Conduct. Further, when appropriate, the amfori BSCI member can
request their business partners to be monitored against the amfori BSCI Code of Conduct. However, these business
partners may already adhere to a different code of conduct or have already been audited against a different social or
environmental standard.
In the case of business partners adhering to other monitoring systems, the question is raised as to whether another
monitoring (e.g., amfori BSCI monitoring) is necessary. That question is relevant because companies are wise to
maximise their resources and use them towards balanced and coherent due diligence processes throughout their supply
chains, and, where possible, reduce duplication of monitoring activities.
Therefore, whenever amfori BSCI members have business partners using other monitoring systems, they are encouraged
to conduct a quick assessment to determine if those systems could be:
Comparable: Does the system or standard include similar principles and quality guarantees as the amfori BSCI system?
Compatible: Does the system or standard cover additional aspects, while also not contradicting or invalidating the
amfori BSCI system?
This quick assessment is not a substitute for a professional third-party benchmarking, and it cannot be mistaken for
the mutual recognition agreements that amfori may pursue with other organisations with similar goals.
However, it is an operational tool that supports members’ decisions when selecting new business partners, conducting
Risk Assessments, or defining the monitoring strategy for the business year.
UNDERTAKING THE QUICK ASSESSMENT

The quick assessment of other monitoring systems focuses on two main aspects:
Content: The minimum, non-negotiable principles that any relevant social and environmental standards should cover
System: The minimum, non-negotiable quality and reliability features that any relevant social and environmental
standards should guarantee
The table below is a template that can help amfori BSCI members compare the content of a specific monitoring
system against the amfori BSCI minimum requirements. This does not judge the actual performance of a business
partner following the monitoring system in question. For example, the business partner may respect the legal standards
for resting time, but the monitoring system might not include this essential element. Similarly, the monitoring system
might cover all the social requirements listed below, but this does not speak to the level of compliance of the business
partner.

7. Audit follow-up
6. Audit Reporting
5. Auditors’ competence
2. Performance Areas : 1 to 13 4. Audit Implementation
3. System accreeditation
2. System integrity
1. Governance
1. ILO Core Convention
The table below is a template that can help amfori BSCI members compare the content of a specific monitoring
system against the amfori BSCI minimum requirements. This does not judge the actual performance of a business
partner following the monitoring system in question. For example, the business partner may respect the legal standards
for resting time, but the monitoring system might not include this essential element. Similarly, the monitoring system
might cover all the social requirements listed below, but this does not speak to the level of compliance of the business
partner.
NAME OF SYSTEM: Name of the business partner

Date of the comparison:
Conducted by:
Valid for the business partner until: Covered? Comments
ILO Core Conventions

Forced Labour Convention, 1930 (No. 29)
Freedom of Association and Protection of the Right to Organise
Convention, 1948 (No. 87)
Right to Organise and Collective Bargaining Convention, 1949
(No. 98)
Content Minimum
Abolition of Forced Labour Convention, 1957 (No. 105)

Requirements
Minimum Age Convention, 1973 (No. 138)

Worst Forms of Child Labour Convention, 1999 (No. 182)
Equal Remuneration Convention, 1951 (No. 100)
Discrimination (Employment and Occupation) Convention, 1958
(No. 111)
Working Hours
Regular Working Hours: Maximum 48 hours per week and 8 hours
per day, with the exceptions as specified by the ILO
Limit on Overtime: The national law and the characteristics of
exceptional, voluntary, and premium paid
Resting Time: Resting breaks in every day and right to at least
one day off in every seven days unless valid Collective Bargaining
Agreement specifies otherwise

Minimum Wage: At least minimum wage according to the national
law or industry minimum standard is enforced
OHS
Conducting Risk Assessment
Workers' Training
Personal Protective Equipment (PPE)
Chemicals
Accident and Emergency Procedures
Electricity
Fire Protection
Escape Routes and Emergency Exits
Machine and Vehicle Safety
First Aid
Workplace, Social Facilities, Housing
Land Use Rights (for agricultural systems only)
Integrity

Minimum Effort: The social audit takes minimum one person-day
(8 hours x one auditor)
Duration: The duration of the monitoring must be visible in

the monitoring report
Validity: The certificate or social report shall not be older than

12 months
Verification: The social audit shall include verification of
documents, worker interviews and the site visit
Corrective Actions: The social audit report shall describe the

findings and define deadlines for required corrective actions
System Minimum
Requirements
Certificates: Audit reports must have further explanations of

findings
(e.g., it is insufficient to only have YES/ NO approach, graphics,
or traffic light answers without further details)
Standardised report: The social audit used a standardised report

with information that is up to date with the latest version in use
Competence
Second-party: At minimum, it is a second party audit, as

self- assessments cannot be considered as sufficient
Auditor Qualifications: The system must define the minimum

competence requirements of the auditor
Updates: The system must have in place mechanisms to ensure
that auditors and/or auditing companies are regularly informed on
any system’s update
Governance
Revision Process: The system must have a structured revision
process with defined steps and a responsible person appointed as
a minimum structure
Transparency: The system must be transparent on its

governance (e.g. organisational charts available on the website)
Annual Updates: The system must make available annual updates

on its activities and/or impacts
Once the assessment has been conducted, the amfori BSCI member will need to either make a timely decision (e.g.,
exceptionally and for this particular business partner, I will recognise their work is in line with this standard) or a strategic
decision (e.g., in principle, I will not conduct amfori BSCI monitoring for those business partners that can show me a valid
audit report related to this standard).
In either case, the business partner should sign the amfori BSCI Code of Conduct to support cascading the amfori
BSCI values and principles through the supply chains. See Guide 10: How to Cascade amfori BSCI through the Supply
Chain.

UNILATERAL ACCEPTANCE OF ANOTHER MONITORING SYSTEM
The decision to unilaterally accept another social standard system to avoid duplication of monitoring activities (whether it
is ad-hoc or strategic) shall be made by the RSP holder and should be revisited every 12 months.
Because the RSP holder is driving the amfori BSCI monitoring cycle for its business partners, the other amfori BSCI
members linked to those business partners rely on the RSP holder’s decision. Thus, it is crucial that the RSP holder
maintains records that validate its decision. These are some examples:
• Valid certificate and audit report
• Valid continuous improvement measures or equivalent document
• Up-to-date quick assessment or equivalent document
Regardless of the decision, it is recommended that the RSP holder invites a business partner to create their own
profile (unless it already exists in the amfori Sustainability platform) and ensures that the business partner signs the
amfori BSCI Code of Conduct. This way, the business partner will have access to the:
Continuous improvement section: This will allow the business partner to develop, implement and report its
progress and remediation on findings to all linked amfori BSCI members
amfori Academy: This will allow the business partner to select and complete any relevant courses to raise its
knowledge and competence
CHALLENGING THE DECISION OF THE RSP HOLDER

The decision of the RSP holder to accept the audit against another monitoring system as equivalent to the amfori BSCI
monitoring can be challenged by any other linked member(s) who may have serious concerns on the equivalence or
quality of that social standard. These serious concerns may be based on:
Professional experience: For example, the linked member has happened to visit the producer and identified serious
social performance deficiencies
Stakeholders position: For example, relevant NGOs in the country or region where the linked member operates have
publicly expressed serious concerns on the credibility of the concerned standard
Grievance allegations: For example, through the linked member‘s grievance mechanism or amfori grievance
mechanism, there have been allegations against the concerned standard or the concerned producer
These above cases also apply to business partners in the amfori Sustainability platform with a valid SA8000, or Equalitas
certificate.
Before challenging the RSP decision, the concerned linked member(s) will need to:
Contact the RSP holder through the amfori Sustainability Platform: The RSP holder may provide additional
information to the concerned linked member or revise its approach and consequently request Self-Assessment
monitoring or/and an amfori monitoring
Communicate its concerns to the amfori main office: In case of disagreement, the linked member can share its
concerns using the amfori grievance mechanism. Following the amfori grievance mechanism procedure, the amfori
main office will assess the admissibility of the case and take any necessary steps. Those steps may include classifying
the case as an emergency, in which case all linked members will be informed, and a request made for joint efforts in
addressing the issue.

Guide 9: How to Promote Fair
Remuneration
This guide assists amfori BSCI members and their business partners on how to assess and promote fair remuneration
in their supply chain. Furthermore, it provides guidelines to monitoring persons, in addition to what is in the
amfori BSCI System Manual Part III.
INTRODUCTION
Before starting, stakeholders need to understand the different definitions used in the context of promoting fair remuneration
through the supply chain.
It is commonly accepted that everyone who works has the right to fair remuneration. However, there are different
understandings on:
• What fair remuneration means
• What fair remuneration entails
• Who is responsible for providing it
The Universal Declaration of Human Rights states in its article 23.3 that:
“Everyone who works has the right to just and favourable remuneration ensuring for himself [themselves] and his [their]
family an existence worthy of human dignity, and supplemented, if necessary, by other means of social protection.”
amfori BSCI translates this universal right to ‘everyone who works’ into the operational principles of fair
remuneration, which embed:
• Legal minimum wages, at minimum
• Living wage calculations
• Pay gap assessments
• Additional qualitative elements that should apply to any wage payment
LEGAL MINIMUM WAGE

Legal minimum wage is a legal instrument used by many governments to set a minimum baseline for pay:
• It has a binding nature
• It is quantifiable and due in legal tender
• Farmers are included in some legislations, but self-employed entrepreneurs are often not
• In some countries, it varies by sector and job categorisation
Methodology
Legal minimum wage is usually the result of an inclusive process that includes government representation, employers’
organisations, and workers organisations. In a nutshell, it is:
• Reached through tripartite consultations
• Possibly superseded by collective bargaining
• Enforced by law
amfori BSCI monitoring activities will verify that legal minimum wage or the industry standard approved through collective
bargaining – whatever is more favourable for workers – is respected by business partners.

amfori BSCI monitoring activities will also assess the pay gap between lowest wage paid at the site based on a worker
sample and the living wage. The following sources can be used for this:
• GLWC website (i.e., Anker benchmark) – if available
• Anker Living Wage Reference Value Methodology
• Living wage calculated by the monitoring partner
Through the amfori BSCI audit methodology, the auditor will also assess if part-time workers, piece-rate workers,
and workers hired through brokers or recruiting agencies all receive a remuneration consistent with the values and
principles of the amfori BSCI Code of Conduct.
Furthermore, when auditing producer organisations such as cooperatives, auditors will assess that their members (e.g.,
family farms) also receive an adequate income that corresponds to what is needed to meet a decent standard of living.
As cooperatives are not for-profit companies, but social enterprises, auditors’ assessment shall take into consideration
how cooperative members are compensated. For example, activities or infrastructures funded by the cooperative, based
on a decision democratically taken. These collective investments need to be taken into consideration when calculating the
fair income.
LIVING WAGE
Living wage is a concept introduced by civil society to address the gap between the prevailing wage and the wage level
that provides workers and their families with a decent standard of living. Living wage:
• Is not defined by law
• Has no binding nature
• Does not include qualitative elements but only quantitative ones
• Applies to wage earners
• Does not apply to self-employed entrepreneurs and farmers – for farmers, the concept of living income has
been introduced
• Can vary considerably between regions, and even different parts of the same city
Methodology
There are many different methodologies for calculating a living wage. For the purpose of amfori BSCI monitoring activities
including self-assessment on remuneration practices on the amfori Sustainability Platform and audits, we highly
encourage the internal staff of the business partners and monitoring persons to follow the Anker Methodology.
The Anker Methodology defines a living wage as follows:
“Remuneration received for a standard work week by a worker in a particular place sufficient to afford a decent standard
of living for the worker and her or his family. Elements of a decent standard of living include food, water, housing,
education, health care, transportation, clothing, and other essential needs including provision for unexpected events.
(Global Living Wage Coalition, 2022)”
If monitoring persons use a different calculation methodology, they should reflect it in the audit report and explain the
reason why the chosen method is more appropriate in that context.
If the internal staff of business partners use a different calculation methodology in the self-assessment section, then
again, they should reflect it in the general description and explain why the chosen method is more appropriate for
that actual context.

Living wage calculations shall estimate the food costs, health costs, and education costs for a family, as well as the cost
of housing and unexpected events (e.g., an accident of one family member). That shall be estimated with the number of
full- time workers, per family, in mind.
Figure 1: Living wage calculation

(Food + housing + health + education) x average family members ÷ full time workers per family = Net Living
wage
The Anker Methodology is particularly relevant when calculating:
Food costs: Monitoring persons and business partners should look at a model diet that meets World Health
Organisation (WHO) nutritional guidelines
Housing costs: Monitoring persons and business partners should aim at internationally accepting healthy housing and
not a standard that perpetuates poverty
Full time workers per family: The number of workers per family should always be between one and two, varying by
country and location. Monitoring persons and business partners should add labour force participation rates,
unemployment rates, and part-time employment rate information that helps them picture the most common situation
within the families they are assessing.
The net living wage will refer to the amount earned in regular working hours (e.g., 48 regular working hours or whatever
the maximum standard hours per week are, according to local or national law).
ADDITIONAL QUALITATIVE ELEMENTS

Fair remuneration includes other components, which are excluded from the legal minimum wage and living wage
calculations. These include:
• Premium paid overtime
• Social benefits, including maternity and sick leave
• In-kind benefits and bonuses
• Subsidised or free transportation
• Subsidised or free-living space
• Subsidised or free canteen services
• Subsidised or free childcare services
• Subsidised or free health services
• Opportunities for education or training
Furthermore, it should be paid as follows:
• In a timely way: As agreed and communicated to workers prior to their engagement
• Regularly: With a frequency that allows the worker to make use of her/his earnings without incurring debts

• In a stable way: Wages remain approximately at the same level month to month or week to week, allowing
workers to plan and budget
• Fully in legal tender: The work performed by the workers in regular working hours is to be paid in legal tender only
STIMULATE CONSTRUCTIVE DIALOGUE

By requesting that factories and farms learn how to calculate their workforce’s decent standard of living, amfori BSCI aims
at stimulating constructive dialogue between the employer and the workforce. Furthermore, it raises employer
understanding on current efforts to provide workers with a fair remuneration and the gaps that need to be overcome in
order to do so. For that purpose, business partners are encouraged to calculate a living wage as part of the amfori BSCI
Self-Assessment in the remuneration practices on the amfori Sustainability Platform.
When business partners can show a thorough calculation of the living wage components relevant to their own workforce
(including seasonal workers), this effort will be captured during the amfori BSCI audit and disclosed as good practice in
the audit report.
Dialogue between workers and employers on decent standards of living and wages may help to build trust and discuss
other relevant topics (e.g., OHS), which contribute to the overall improvement of working conditions.
HOW AMFORI BSCI MEMBERS CAN CONTRIBUTE TO FAIR REMUNERATION?

Awareness raising: amfori BSCI members should create necessary channels to raise awareness among their staff
(particularly buyers) on the fair remuneration discussion. They should have a good understanding on the risks their own
business could face if sourcing from business partners that systematically fail to provide fair remuneration to their
workforce.
Increased production costs: When production costs rise due to external factors (e.g., inflation or increased transport/
material costs), this should be absorbed by the price.
Risk Assessment: amfori BSCI members should assess the pay gap accurately and have a good understanding of the
share of business partners that may not meet fair remuneration standards. amfori BSCI audits provide a good basis of
information to identify where these business partners are and who they are (e.g., how significant they are in the supply
chain and in terms of purchasing volume). If the available data does not allow an accurate assessment, further
investigation should be carried out using additional wage data collection tools as appropriate.
Goal setting and implementation strategy: amfori BSCI members should establish goals and determine an implementation
strategy to work progressively towards the payment of a living wage.
Root cause analysis: amfori BSCI members should leverage their expertise to calculate the commercialisation costs and
have a good understanding on how their preferred buying price impacts the wages in production facilities. When
production costs rise due to external factors (e.g., inflation or increased energy/material/transport costs) this should be
absorbed by the price.
Furthermore, amfori BSCI members should map out their purchasing practice against those business partners who do not
meet the fair remuneration standard. This comparison may identify some purchasing practice that could help addressing
the fair remuneration gap. In making that comparison, amfori BSCI members may ask themselves:
• Is this business partner’s remuneration gap endemic or could it be attributed to my own purchasing practice? Is it
a punctual gap or is it being identified as recurrent?
• Is there any common denominator in the purchasing practices used with these business partners and not with others?
• Are these business partners new in my portfolio of suppliers? Have they attended relevant training on
improving working conditions?
• Does my business include progress on fair remuneration as part of the selection criteria for new suppliers?
These questions may help amfori BSCI members to identify if they could be directly or indirectly contributing to the fair

remuneration gap in some areas of their supply chain.
Dialogue with business partners: amfori BSCI members should follow a partnership approach with their business
partners and maintain a close and open dialogue with them about pricing. amfori BSCI members should work with their
business partners to ensure the prices paid allow to increase wage levels and to ultimately reach a living wage in line with
the recognised methodologies by amfori.
Social dialogue: amfori BSCI members should put workers at the centre of any effort to raise wages. Collective
bargaining is key to work progressively towards the payment of a living wage and to sustain it. This can only really occur
when there is a union in the factory with external support in the negotiation process. amfori BSCI members should
therefore consider freedom of association as a vital part of their living wage implementation strategy.
Continuous improvement: amfori BSCI members should support their business partners in developing and
implementing continuous improvement plans to close the living wage gap. amfori BSCI members should support their
business partners with the involvement of workers and/or worker representatives throughout this process.
Collaborate: amfori BSCI members should collaborate with their peers and leverage their amfori membership to increase
their leverage and impact through collective action.
Ring fencing labour costs: If ring-fencing labour costs, to enable wage increases towards living wages, all direct and
indirect labour costs are isolated as a non-negotiable costing block, detailing labour minutes per product. This
methodology can be applied by either supplier or purchasing company to strengthen the understanding for price
negotiations. Transparency can just include labour cost aspects and does not require full cost breakdown. Transparent
costing is done in good faith, on the basis of equal partnership and openness and is not used to pressure suppliers into
cost reduction.
GOOD PRACTICES ON THE PROMOTION OF FAIR REMUNERATION

As businesses identify possible avenues to promote fair remuneration practice in their supply chains, some examples may
inspire other businesses to take their practices to the next level:
• Request business partners to share their cost breakdown, separate their labour cost from the total and allow
that price negotiation does not impact labour costs
• Reward business partners, who have a credible plan to raise minimum wages, with commercial incentives and
long- term contracts
• Have business partners rate buyers’ purchasing practices (e.g., in the textile sector through the Common
Framework for Responsible Purchasing Practices) and allow producers to rate business practices related to:
 Planning and forecasting
 Design and development
 Cost and cost negotiation
 Sourcing and order placement
 Production management, payment, and terms
 Management of purchasing practices
Regular surveys, or tackling these topics during business visits, can provide very valuable information and insights on how
to become a more responsible company.

Guide 10: How to Cascade amfori
BSCI through the Supply Chain
This guide assists amfori BSCI members and their business partners on how to increase the number of business
partners that observe the amfori BSCI Code of Conduct throughout all tiers of their supply chain.
INTRODUCTION
By signing the amfori BSCI Code of Conduct, business partners commit to cascading those values and principles:
Within their own operations: By communicating about the company’s adherence to the amfori BSCI Code of
Conduct and developing and implementing the appropriate social management system to ensure the business lives up
to it
Within their supply chain: By communicating and promoting the amfori BSCI Code of Conduct to direct and indirect
business partners, and supporting them, where possible, to implement it
CASCADE EFFECT WITHIN THE BUSINESS STRUCTURE

Senior management (or the owner in case of micro and small business enterprises) should lead the cascade effect and be
supported by at least the following key departments (or individuals):
• Human resources
• Operations (production, procurement, and sourcing)
• Legal
• Communication
To reach this level of buy-in requires conviction and resources (time and money). These are some of the actions top
management may consider pursuing:
• Approve business policies, procedures, and systems that embed the amfori BSCI Code of Conduct in business
operations, e.g., recruiting, OHS, access to grievance mechanism
• Ensure regular training to workers and employers considering their specific needs within the structure e.g.,
disability, language, training hours
• Define annual targets to assess the implementation progress
CASCADE EFFECT WITHIN THE SUPPLY CHAIN

Business partners may start cascading the values and the principles of the amfori BSCI Code of Conduct through
their supply chains even before having it cascaded within their own business structure.
However, it is advisable that a minimum level of buy-in exists within the business structure to succeed in the cascade effect
throughout the supply chain. For more information see Guide 13: How to Promote Capacity Building.
Business partners may have limited resources to communicate and develop the necessary systems, procedures, and
competences to promote the amfori BSCI Code of Conduct among all direct and indirect business partners. For that
reason, mapping will help them prioritise where to start.
Mapping the Sourcing Models

There are three major sourcing models:
Direct sourcing: Direct sourcing is between a producer that produces a final product and the business (an amfori BSCI
member) when there are no intermediaries
Indirect sourcing: Indirect sourcing is between a producer that produces a final product and the business (an amfori
BSCI member) when there are one or more intermediaries

Hybrid sourcing: Hybrid sourcing is between a producer that produces a final product and the business (an amfori
BSCI members) when there are no intermediaries, whereas for other products there are one or more intermediaries
Mapping Business Partners

The producer can record a list of business partners, indicating the type of business partner, if it has signed the amfori
BSCI Code of Conduct, and whether or not it has been monitored (e.g., internal assessment).
Alternatively, the producer can gather this information using Guide 2: How to Map Supply Chain or any other system
he/she may find appropriate.
Within the complete list of business partners, some business partners will be considered significant for a business, some
will be considered high risk, and some will be both (see amfori BSCI Systems Manual Part I for further information on
this). Eventually, some of these business partners will need to complete an amfori BSCI audit. Others will be monitored
by other means (e.g., business visits, other monitoring programs). When a producer is required to complete an amfori
BSCI audit, it needs to map and document its own sourcing models and business partners because the auditor will want
to understand how the producer:
• Selects its own business partners, taking into consideration their capacity and willingness to respect the amfori
BSCI Code of Conduct
• Communicates and requests the signature of the amfori BSCI Code of Conduct to its business partners
MOST COMMON BUSINESS PARTNERS INCLUDED IN THE CASCADE EFFECT

Prioritising certain business partners in the cascade effect is a strategic business decision.
In case of a business to consumer (B2C) partner, the perceived social risks from the market will be a key factor in
determining to which business partners, and in which countries, the amfori BSCI Code of Conduct will be cascaded, and
its observance eventually monitored.
In case of business to business (B2B) partners, such as producers and their intermediaries, not only will they need to
map their supply chain from their own perspective, they will also take into consideration the perspective and social risk
perceived by their clients (e.g., amfori BSCI members)
For business partners that receive an amfori BSCI monitoring, these are the most common significant business partners
that are mapped out:
Sub-contractors: Many clients (e.g., amfori BSCI members) will only allow the business partners to use sub-
contractors if their use was previously approved. This will ensure that the business partner has an overview of the
subcontractors’ social performance, as if they were part of its own business
Recruitment agencies (or brokers): Many clients (e.g., amfori BSCI member) will identify negative social impacts in the
way workers are engaged. A business partner will have the greatest influence on how the recruitment agency or broker
(if applicable) engages workers in a responsible manner. For more information see Guide 17: How to promote
responsible recruitment practice
Farms and smallholders: Many clients (e.g., amfori BSCI members) identify the agricultural work environment as a
specific priority in their business and human rights due diligence. For this reason, the business partners will aim at
having good overview and influence on the social performance of farms and smallholders that deliver fresh produce to
it. This overview can be achieved through regular internal assessments. Eventually an amfori BSCI monitoring may
include a sample of these farms as part of the audit scope

THE CASCADE EFFECT IN THE FOOD SUPPLY CHAIN
Since many food producers will be sooner or later linked to the agricultural work environment in their supply chain,
the amfori BSCI system includes a specific audit methodology that allows:
• amfori BSCI members to have an in-depth understanding of the working conditions in the agricultural sector
• Food producers to create synergies and economies of scale by adding a sample of farms into the scope of their
own amfori BSCI audit
Both the amfori BSCI member and the significant business partner (food producer) will have an interest in having a good
overview of the social performance of farms and smallholders that deliver fresh produce to it. Particularly, when this fresh
produce is delivered directly to the food producer (i.e., no intermediary), it becomes paramount to aim for the greatest
level of transparency on working conditions, recruitment procedures, and any other procedures at the farms.
Food producers sourcing directly from farms should aim to have a good understanding of their supply chains and a social
management system in place to monitor the social performance of at least two thirds of these farms. See Guide 18: How
to monitor producers organisations in the food sector.
After the mapping of the most significant farms, including smallholders, the food producer will need (to):
Set priorities: It may not be possible to assess all farms that are significant business partners, but the food producer
should get a good understanding of those that represent the highest risk for its business
A functioning social management system: A systematic approach to manage and monitor the farms will save resources
and build confidence on the level of risk management. See Guide 3: How to Set Up a Social Management System (SMS)
Support person: Appointing a person who can accompany the farms through the amfori BSCI Code of Conduct
implementation process may be the most cost-effective approach to ensuring continuous improvement and long-lasting
engagement
To support this process, the amfori BSCI system recommends that amfori BSCI members allow for a six-month
preparation period before auditing a farm for the first time.
Alternatively, amfori BSCI members may start by auditing only the food producer as main producer, while allowing
internal monitoring, or even other farm specific standards, to monitor the farms separately.
The ultimate goal should be to always have a good understanding of the supply chains and promote continuous
improvement, while avoiding duplication of efforts and wasted resources.
As commercial relations with farms may fluctuate, food producers should keep their farms’ monitoring system up-to-date
and reflecting the current reality. Failing to do this may be counterproductive and damage the trust and reputation of
clients.

GUIDE 11: How to Understand the
amfori BSCI Commitment Formula
This guide assists amfori BSCI members in articulating and understanding their commitment towards responsible
business practices for the benefit of amfori members and their business partners.
INTRODUCTION
The amfori BSCI system provides guidance to amfori BSCI members to adopt and eventually abide by the amfori BSCI
commitment formula, which will help them structure their goals and targets towards responsible business practices.
The amfori BSCI commitment formula applies to all amfori BSCI members and it consists of six minimum
engagement requirements which outline the minimum activity all amfori BSCI members must fulfill.
The amfori BSCI members’ performance is assessed based on their minimum engagement.
These assessments will be based on data primarily gathered through:
• The amfori Sustainability Platform
• The amfori Academy
• The Zero Tolerance Tracker
• Speak for Change Programme
MINIMUM ENGAGEMENT REQUIREMENTS
Requirement Description of the requirement Minimum Engagement

Onboarding Accept platform invitation and register company Within the first 30 working days after joining
on the amfori account correctly. amfori, members can log in to the amfori
Sustainability
Member admin user shall invite all platform website, amfori Sustainability platform, amfori
Platform
users (internal staff) onto the company account Academy, amfori Insights via Single-Sign-On
on the Platform. (SSO).
Member admin updates company users.

Mandatory Complete mandatory trainings:
trainings on the Completion within the first 6 months after
amfori • Introduction to amfori BSCI for members joining amfori.
Academy
• amfori Sustainability Platform training for
amfori members
• Review member guide on the amfori

Sustainability Platform
Supply Chain Map your supply chain with significant business
Mapping – partners, with which you have a business Within the first 6 months after joining amfori
and relationship, on the platform. Regularly, at least once per quarter, update
Management
The amfori Sustainability Platform is not a supply chain and unlink from business partners
sourcing platform. with which you are not working anymore.

Taking RSP Take RSP only for business partners with RSP holders must support business partners
for Business which you have a significant business with monitoring and continuous improvement.
Partners relationship and intend to monitor and support. The RSP holder must request the monitoring
The RSP holder maintains the validity of the activities in a timely manner (full- and follow-up
audit cycle for the business partners and monitoring)
coaches the business partner in the continuous
improvement phases.
amfori highly recommends that amfori members
take the RSP for business partners where
they have sufficient leverage to facilitate
remediation for any identified findings during
any monitoring activity.
Expired Expired monitoring activities in the system < 50 %
Monitoring
Business partners should have valid monitoring <75 %
Activities
on each profile. The monitoring includes:
Continuous • Valid amfori BSCI activity, whether a

Monitoring monitoring, self-assessment or buyer's
checklist
• Ongoing remediation activities, including

updates from either the business partner,
site, or responsible member
Engagement in Maintain active and responsiveMembers who are linked to business partners
Zero Tolerance communication channels for the remediation at the time the Zero Tolerance alert/grievance
and Grievance of Zero Tolerance and supply chain grievanceis raised, are obliged to participate in the
Cases cases remediation thereof in the ad-hoc
Active contribution in the remediation of Remediation group.
those cases following specific standards of
Zero Tolerance and supply chain grievance
procedures.
amfori BSCI members with insufficient engagement levels will be notified by the amfori main office. They will be informed
and engaged in the necessary remediation process.
If an amfori BSCI member shows no improvement in the minimum engagement requirements, the amfori President may
decide to trigger Article 9 of the amfori By-Laws on exclusion of amfori membership.
LIABILITY DISCLAIMER
amfori and its directors, officers, employees, or agents shall not be liable vis-à-vis any party (e.g. members,
business partners, monitoring persons or auditors) for any damages of any kind (e.g. losses, debts, liabilities, costs,
claims, actions, demands, expenses, or charges) caused by amfori or its directors, officers, employees, or agents in direct
or indirect relation to any services or activities by amfori or the content of this document, with the sole exception of
fraud.
Reminder: For the avoidance of doubt, amfori does not take up duties in and cannot be held liable in any way for issues
in the context of the implementation of the amfori BSCI Framework in specific cases (e.g. by amfori members, or by their
business partners). amfori does not bear any responsibility whatsoever (a) for the respect of human rights and the law or
(b) for the actual (full) implementation of the framework(s) at and by amfori members and their business partners.

Guide 12: How to Assess a Small
Producer
This guide explains amfori members and their business partner how and when to request a Small Producer
Assessment (SPA), both as a full or a follow-up SPA. Furthermore, it provides guidelines to monitoring persons and
complements the amfori BSCI System Manual Part III.
DEFINING A SMALL PRODUCER

In the context of amfori BSCI monitoring activities, a business partner may claim to be a small producer and
therefore eligible for a SPA, if it meets all criteria below:
Independent business unit: The small producer must not be a branch or part of a group
35 workers: Over the last 12 months prior to audit request, the small producer has employed directly or indirectly a
maximum of 35 workers, including permanent and seasonal workers (seasonal workers should not be employed for a
longer period than 90 days per year )
Annual turnover: Equal or below 2 million EUR
Manufacturer: it is a food or non-food manufacturer or processor, but not a farm
THE SMALL PRODUCER ASSESSMENT (SPA)

The Small Producer Assessment (SPA) has been developed by the amfori to support:
• amfori members’ due diligence when sourcing from small businesses
• Micro and small enterprises in understanding their responsibilities at the scale within which they operate and to
show their commitment as responsible businesses without having to participate in the complexity of an audit
The following elements are relevant to the SPA, it:
• follows the amfori BSCI audit scheduling, audit validity, and rating
• is semi-announced by default
• covers the 13 performance areas extracted from the amfori BSCI Code of Conduct
• is subjected to amfori BSCI audit integrity
• follows the amfori BSCI Zero Tolerance Protocol
• is linked to continuous improvement process
The following elements are specific for the SPA:
• It relies on the small producer self-declaration, which needs to be assessed by both the RSP holder and eventually
the monitoring person
• Its use may be challenged either by amfori members through the amfori Sustainability Platform or by other
stakeholders through the amfori external grievance mechanism, if they have proof that the producer should not
have been audited with a SPA
As SPAs are an amfori Social Monitoring activity that are to be applied only when the potential producer meets all
small producer’s criteria, the amfori BSCI system foresees scenarios where the producer may change its scale of
operation within the same audit cycle.
There are three possible scenarios:
The audit cycle was initiated within a SPA environment (e.g., a full SPA was conducted), but the business partner is no

longer small by the time a follow-up audit is due:
 The audit request will need to specify the new applicable environment
 The follow-up audit report will be populated with the information captured in the full SPA
 The auditor will verify those performance areas where findings were captured during the full SPA
The audit cycle was initiated within any other environment, but the business partner meets all small producer criteria
by the time the follow up audit is due:
 The business partner needs to send a small producer self-declaration to the RSP holder
 The SPA follow-up audit report will be populated with the information captured in the full audit
 The auditor will verify those performance areas where findings were captured during the full audit
The follow up was conducted within a SPA environment and the business partner is no longer small by the time a
follow up audit or a full audit is due:
 The auditor will verify those performance areas where findings were captured during the follow up SPA
 The auditor will verify all performance areas if he or she is conducting a full audit
THE SMALL PRODUCER SELF-DECLARATION

The small producer self-declaration signed by the company owner is a pre-condition to schedule a SPA audit (both full or
follow-up) through the amfori Sustainability Platform.
Concerned business partners shall fill out and sign the Self Declaration Form and provide it to their clients (i.e., amfori
BSCI members) so that they can follow up with the audit request.
The self-declaration shall not be older than two months from the time the full audit or follow-up audit is going to be
requested. Should the business partner no longer meet all criteria of a small producer, the RSP holder shall select
the relevant monitoring activity that suits the new situation.
The RSP holder shall share the self-declaration with the monitoring partner.
AUDITOR GUIDELINES WHEN CONDUCTING A SPA

When conducting a SPA, auditors shall:
• Use their practical wisdom and adjust their judgement to the reality and peculiarities of these small producers so
the result is an accurate representation of the small business social performance
• Pay particular attention to identify evasion or misrepresentation of companies pretending to be smaller than they are
Auditors shall use the amfori BSCI auditor guidelines as reference (see amfori BSCI System Manual Part III).
However, the auditor is responsible to adapt and interpret the amfori BSCI guidelines based on the size and
characteristics of the small producer that they are auditing. Small producers are often informally organised, based
on personal and/or family interrelations.
Here are some examples on how this may be taken into consideration during the SPA:
Management systems: Management systems are assessed by taking into consideration that:

 Social management in small producers is naturally less sophisticated in terms of policies and
procedures. However, this shall not be perceived as a finding if it is effective in practice
 The owner may be multitasking while simultaneously in charge of the implementation of the amfori BSCI
Code of Conduct. However, this shall not be automatically perceived as lack of commitment or qualifications
Internal structures: Internal structures of small producers are rarely organised in departments with dedicated
responsibilities and specific qualifications:
 Responsibilities and reporting lines can be defined verbally. Management might concentrate several functions
into one or two individuals
 Service providers are rarely contracted on site (e.g., no doctor on-site or qualified person to provide first aid)
Policies and procedures: Policies and procedures are often defined and communicated verbally to workers
and/or family members:
 For example, with regard to OHS procedures and policy against child labour, the auditor shall not aim at
finding writing policies and procedures, but rather assess the level of communication and understanding that
workers and family members have on the way the small business operates in a responsible manner
Human resource management: Human resources are often managed informally and based on family or community
relations:
 Key responsibilities within the small producer may be taken by family members. Some legislation might
regard hiring of first-degree family members as evasion, which auditors must be aware of
 Selecting, recruiting, and terminating working relationships may be verbally defined
 The auditor shall assess the level of workers’ protection and understanding of their rights through interviews,
mainly (e.g., regarding payments, working hours, and disciplinary measures)
Workers’ representation: Worker’s representation may not be formal:
 The size of the business may limit workers’ representation and participation in collective bargaining
 The auditor shall assess the level of workers’ involvement, consultation, and respect through interviews, mainly
Documentation: Documentary evidence and record-keeping systems may not be formal:
 Informal record-keeping, as well as relying on third parties to manage documentation, may be frequent
among small businesses in certain countries
 Social and environmental Risk Assessments, production planning or accident records may not be
formally recorded. The auditor shall assess the level of understanding and effectiveness through interviews,
mainly
Monitoring of business partners: Business partners monitoring may be managed informally and based on
community relations:
 The understanding of who and why certain business partners may contribute to the social and environmental
risk may not always be clear for a small business
 The auditor shall assess the level of knowledge small business partners may have about their business
partners, why and how they have decided to work with them, and to which extent the small business has a
good overview on what can be done from its side to minimise risks
Grievance mechanism: Grievance and suggestions may not be recorded:
 The auditor should not expect a formal channel to receive and investigate grievances, but rather a business
culture driven by openness and constructive comments when no bullying to workers and/or family members
is detected

Fair remuneration: Living costs calculations may not be documented:
 The size of the organisation and possible family interrelations may impact the way remuneration is provided
to workers and family members
 The auditor shall have a good understanding of legal minimum wage that applies to contracted workers and
be able to assess whether all workers and family members would get such a remuneration
 The auditor shall estimate costs of living in the region and assess it against the legal minimum wage
Protection of vulnerable persons: Small sites may not have a sophisticated understanding of vulnerable persons
and their needs, or a clear policy around to manage them:
 The auditor shall also try to understand how and if cultural norms have an impact on vulnerable persons,
which may require identifying who may be vulnerable in a particular context
 Whatever the size of the site, auditors must ensure any vulnerable persons are working in conditions free
from abuse or exploitation, discrimination, and that they are offered additional protection from risks as
necessary
 Further, where possible, the auditor should determine if the site has made efforts to accommodate the needs
of vulnerable persons, within the possibilities of the site and available resources
 Where vulnerable persons are identified, they should be interviewed separately from other workers (where
safe) and if necessary, auditors with specific worker interview skills (such as language skills) should be used
AUDITOR GUIDELINES FOR FILLING IN THE SPA

The following guidelines will help an auditor fill in the SPA:
Audit duration: SPA duration has been fixed in one day for on-site audit, including reporting time for full and follow-
up audits and in 0.5 days
Interviews: The number of workers to be interviewed may vary between five to ten workers. If the producer being audited
has five or less workers, all workers must be interviewed
Attached documents: A copy of the signed self-declaration signed must be uploaded as part of the SPA before
submitting it to the amfori Sustainability Platform
General description: The auditor shall reflect the following information under the ‘General Description section in the SPA
report:
 Detailed description of the business partner’s structure and company details
 Validation method used to assess that the business partner meets the SPA criteria, including self-declaration
validation
Zero Tolerance alert: In case of factual and proven misrepresentation (e.g., the business partner is bigger that it
declared prior to the audit), the auditor shall follow the BSCI Zero Tolerance Protocol (see Guide 5) and implement a
Zero Tolerance alert within 24 hours after the misrepresentation was identified
Contingencies: If at the time of the audit, the auditor realises that the business partner being audited does not meet
one of the four small producer criteria, the auditor has three options:
 In the case of misrepresentation, the auditor will implement a Zero Tolerance alert (e.g., the producer is not
an independent unit but part of a bigger holding)
 If there is no misrepresentation but a reasonable variation, the auditor will continue the SPA and describe
under the General Description the reasonable variation that still allows the SPA to be suitable for capturing
the business partner’s social performance (e.g. over the last 12 months, the business partner employed
mostly 35 workers but in some occasions exceeded in more than 20%; the annual turnover has exceeded 2
million euros in the current year but the producer has a history of being small)

 If there is no misrepresentation, but the variation makes SPA inadequate to capture the business
partner’s social performance, the auditor will need to partially conduct the audit and report it back to the
RSP holder in due time. Monitoring partners are expected to make this scenario completely exceptional, by a
thorough due diligence and good preparation of the audit

SMALL PRODUCERS’ SELF-DECLARATION
To get this template in Word, please access amfori resources on amfori website.
amfori BSCI Small Producer Self-declaration
To whom it may concern,
I, [name and surname] as the representative of [Legal name of producer] (hereafter called the company) registered on
[dd/mm/yy], [business licence, or VAT number], hereby declare that the company has signed the amfori BSCI
Code of Conduct. Furthermore, I declare the company meets amfori BSCI criteria to be audited following the amfori BSCI
Small Producer Assessment (SPA), because:
• It is an independent business unit (no branch or part of a group)
• It has an annual turnover equal or below 2 million EUR (at current exchange rate)
• Over the last 12 months, it has employed total [number] workers, including [number] permanent and [number]
seasonal workers (seasonal workers are those not employed more than 90 days per year)
• It is a food or non-food manufacturer or processor, but not a farm
I understand that any false statements or concealment of a material fact will trigger a Zero Tolerance (ZT) alert according
to the amfori BSCI ZT protocol.
I acknowledge that the company shall inform the amfori members and/or the relevant monitoring person/auditor of any
change to the structure or turnover that may exclude the company from being eligible for amfori BSCI SPA.
I accept the disclosure of this document in the amfori Sustainability Platform's business partner profile. I agree that the
documents will be visible to all the users who have access to the business partner profile in the amfori Sustainability
Platform.
Date Signature
Name
Position
Company

Guide 13: How to Promote
Capacity Building
This guide assists amfori BSCI members, their business partners, and monitoring persons
on how to build capacities, competence, and knowledge in their supply chains.
INTRODUCTION
To react to dynamic market expectations, companies continuously need to build skills, capacities, and expertise. This
applies to:
• Companies that have endorsed the amfori BSCI Code of Conduct and want to successfully integrate it into
their business culture
• Monitoring partners and other service providers that want to excel in the market
Companies rely on competent management and staff that can:
Acquire knowledge, practices, and judgement to be autonomous and accountable for their social responsibility and
due diligence in the supply chains
Work collaboratively with others so as to contribute to positive impacts for people and the environment
Incorporate the amfori BSCI Code of Conduct in their daily work
Continuous adaptation and learning are vital for a virtuous cycle to be set in motion within a business.
GAP ANALYSIS
The continuous learning process starts by conducting a gap analysis. This is to identify:
• The abilities and knowledge that are missing within the business structure
• Any tools or infrastructure that are needed to provide the missing abilities or knowledge
A set of training courses are available on the amfori Academy to address the basic abilities, knowledge and tools that are
most relevant in the context of amfori BSCI.
The table below may serve as inspiration on the most common topics to be addressed by different departments or
roles within a company:
Topics
Department
Senior management, • Introduction to amfori BSCI/Getting started with amfori BSCI

Sustainability/CSR team
• Introduction to social management systems
• Due diligence in practice
• Continuous improvement through remediation

Human resources and Legal, • Introduction to social management systems
Sustainability/CSR team
• Worker involvement and protection (Grievance Mechanism)
• Fair remuneration and decent working hours
• Responsible recruitment
• Young worker management
• Inclusion and diversity
• Internal auditing

Production and quality • Occupational health and safety
• Building safety and fire safety
• Internal auditing
• Risk Assessment
Sourcing and purchasing • Due diligence in practice
• Risk Assessment
CAPACITY-BUILDING PLAN
Once the gap analysis has been conducted, a company should establish a capacity-building plan, in order to:
• Identify the type of abilities and knowledge missing in the company structure
• Define a plan to address the gap
• Use the best tools to transfer knowledge within the company structure
• Prioritise the areas where the lack of abilities and knowledge may put the business at risk
• Allocate a realistic budget to address the gap
• Set the Key Performance Indicators (KPI) that will help in measuring progress
The amfori Academy offers several courses in different languages related to the amfori BSCI system. Courses are either
instructor-led (face-to-face or live webinar) or self-paced e-learning.
The effectiveness of the capacity building plan within the company should be regularly monitored and adjusted to ensure
that the plan meets expectations. The success of the capacity building plan relies on the business ability to have:
• Conducted the gap analysis
• Selected the correct courses for the right audience
• Pursued a modular approach (i.e., start with basic content and only then increase the level of complexity)
• Ensured internal knowledge transfer and implementation
Besides building capacities within their own management structures, the amfori BSCI members, as well as their business
partners, will need to assess the required capacities to be developed in their respective supply chains.
Having assessed the capacities to be developed, next steps can be taken to provide support toward filling those gaps. It
is advisable that the amfori BSCI member’s capacity building plan includes its significant business partners.
Capacity building should be considered an investment that the business undertakes to embed its social responsibility
in the business culture. Over time, investing in capacity building for staff and business partners supports talent retention
and long-lasting business relationships.
CAPACITY BUILDING FOR AMFORI BSCI MEMBERS

Mandatory Introductory Course
amfori BSCI members should complete the introductory course – Introduction to amfori BSCI, within six months from the
date they joined amfori.

It is advisable that every time an amfori BSCI member engages new staff or teams to take care of the amfori BSCI system
implementation, this new staff also completes the introductory course.
After the introductory course, amfori BSCI members should have acquired sufficient knowledge about:
• The amfori BSCI values and principles
• The due diligence approach as part of their social responsibility
• How to map their supply chains and define significant business partners to be monitored
• How to analyse the information provided in the amfori BSCI monitoring report
• How to follow up on business partners’ continuous improvement
• How to communicate engagement with amfori to business partners and external stakeholders
Tutorials on the amfori Sustainability Platform

Learning how to use the amfori Sustainability Platform is essential. It enables amfori BSCI members to succeed in the
implementation of the amfori BSCI system.
The best way to learn about this tool is by using it regularly. Once amfori BSCI members have got the necessary log-in,
they can find all relevant tutorials to navigate the amfori Sustainability Platform and use it correctly.
New Topics
The amfori BSCI members can use the different governance channels to suggest new topics and/or new audiences to be
included in the amfori BSCI capacity building activities. To request a custom training, contact capacity.building@amfori.org
CAPACITY BUILDING FOR BUSINESS PARTNERS

Once the significant business partners of a member are included in the capacity building plan, amfori BSCI members need
to take the necessary steps to ensure that their significant business partners:
• Have a profile in the amfori Sustainability Platform
• Know how to access the relevant course(s) available in the amfori Academy
Once the significant business partners have a log-in for the amfori Sustainability Platform, they can enrol in any of the
courses available on the amfori Academy. They will get a certificate for every course completed.
All courses completed through the amfori Academy by the significant business partners will be shown to members in the
amfori Insights / Supply Chain performance / Academy dashboard.
There are no mandatory introductory courses to be complemented by the business partners. However, as part of the
capacity building plan, amfori BSCI members can define minimum learning objectives to be pursued in their supply chains.

The table below may be used for inspiration:
Learning
Target Audience
Objectives
Business partner / • Understanding the labour rights and obligations that apply to their workforce
Producer Management
• Understanding the benefits of an effective Social Management System
Level
and how to implement one
• Understanding the benefits of effectively using continuous improvement and

how to use this feature on the Platform
• Understanding the benefits of effective risk and impacts assessments and

how to conduct them
• Understanding the benefits of effective grievance mechanism and how to

implement it
• Understanding the role of internal assessments and supply chain mapping

and monitoring
Workers Training • Understanding their rights and duties in the workplace
• Understanding how a grievance mechanism works (its potential and

limitations)
• Understanding the importance of regular health and safety Risk Assessments

and how to contribute to the maintenance of a healthy work environment
• Understanding how fair remuneration is calculated and what other qualitative

elements shall be considered
CAPACITY BUILDING FOR AMFORI BSCI MONITORING PERSONS

Monitoring persons are key actors in the amfori BSCI system. The amfori BSCI monitoring methodology, developed
to move away from the checklist approach, relies on the monitoring persons’ ability and practical wisdom to make the
right professional judgement.
This ability to use a triangulation approach has a direct impact on:
• The quality of the information gathered through the amfori BSCI monitoring
• The trustworthiness of the Zero Tolerance alerts
Therefore, amfori BSCI capacity building for monitoring persons focuses not only on the content and interpretation
guidelines, but also on skills and relevant competence related to:
Systemic thinking: This technique allows monitoring persons to gain deeper insights into challenging and
complex situations. Monitoring persons require this competence to evaluate a business’s social performance in
relation to its larger context
Interpretation of the norms: Although social auditors do not necessarily have a legal background, it is essential that
they understand the applicable laws in the country they are operating in. When the literal reading of the norm may
cause problems with interpretation, the auditor shall:
 Seek to understand the purpose of the law and avoid illogical conclusions
 Be well-aware of the hierarchy of the different norms and authorities that issue those norms to prevent any
contradiction
 Use amfori BSCI’s mission and values to frame the interpretation of the auditee’s social performance

Guide 14: How to
Integrate Gender Equality
in the Due Diligence
Strategy
This guide assists amfori BSCI members and their business partners to avoid gender
discrimination and enable a work environment where all workers can freely exercise their
civil and labour rights regardless of their gender. Furthermore, it provides guidelines to
auditors, which complement the amfori BSCI System Manual Part III.
INTRODUCTION
The amfori BSCI Code of Conduct states that:
“…amfori BSCI members and their business partners (signatories) to not discriminate or exclude persons based
on sex, gender, age, religion, race, caste, birth, social background, disability, ethnic and national origin, nationality,
membership in unions or any other legitimated organisations, political affiliation or opinions, sexual orientation,
family responsibilities, marital status, pregnancy, diseases, or any other condition that could give rise to
discrimination”
As amfori BSCI members and their business partners abide to the amfori BSCI Code of Conduct, they are expected to play
an active role in:
• Early detection of gender-based discrimination and gendered issues in their supply chains
• Proactively raise awareness of gender equality and provide necessary tools to create a more inclusive working
environment that promotes gender equality
• Promoting solutions and continuous improvement whenever gender-based discrimination and gender issues have
been identified in their supply chain
These efforts from the business community do not replace, but rather complement, all societal efforts, particularly legal
reforms and education, needed to thrive in more equalitarian societies.
MAPPING OUT GENDER-BASED DISCRIMINATION AND GENDER ISSUES

Discrimination may have a root cause based on prejudice(s). However, it is usually felt only when the discriminatory
person uses some form of power over the person being discriminated against.
If amfori BSCI members have identified gender equality as a distinct dimension of their sustainability strategy, they
should map out their supply chain against the parameters below. This will define their priorities and allocate necessary
resources toward extra vigilance on gender-based discrimination.
Geographic scope: Imbalanced power dynamics and gender-based prejudice can manifest in different forms
depending on the geographic region, depriving women from access to their civil and labour rights. Understanding the
cultural norms can help identify country-specific challenges that women may face in the geography.
Exceptional crisis: Migration and refugee corridors may have an impact in the regions where businesses source their
goods. Over 50% of migrants worldwide are women, therefore companies sourcing or based in those regions may have
to address gender-based discrimination episodes on a scale previously unknown, due to the vulnerability faced by these
women.
Production model (e.g., home workers): Working from home, in many regions, represents a great opportunity for
women to reconcile family responsibilities with income earning. At the same time, it can be used as a vehicle to
perpetrate gender-based discrimination.

Specific sectors: Certain sectors, or production lines, have traditionally relied on women-based workforce. As a
consequence, women can be pigeonholed into those roles and be discriminated against or not considered for other
positions or roles within a company.

In line with amfori’s mission, companies can articulate these efforts as their contribution to the UN Sustainable
Development Goals (SDGs):
Quality education: Gender equality:

Targets 4.5 on equal Notably targets 5.2,
access to education 5.4, and 5.5
Decent work and

Reduce inequalities:
economic growth:
Targets 10.3 on equal
Targets 8.5 on decent
opportunity
work and equal pay
for al
SPECIFIC MONITORING MEASURES

Once amfori BSCI members have identified where in their supply chains there is a high likelihood of gender-based
discrimination, they need to identify monitoring strategies to address the issue.
Below are some examples of specific extra diligence that amfori BSCI members may incorporate in their monitoring
strategies (whether with amfori BSCI monitoring activities or other means) to early detect, monitor, and remediate
possible gender-based discrimination in the supply chain:
Use a Gender-Balanced Monitoring Team

In addition to understanding the potential gendered issues as well as the necessary skills to identify subtle or endemic
gender-based discrimination and challenges, the choice of a gender-balanced team (including for amfori BSCI audits) may
be more effective when it comes to conducting interviews (e.g., female workers may prefer talking to another woman
about their working conditions and standards of living).
Pay Attention to Specific Areas where Women may be Vulnerable

No matter who conducts the monitoring, a third-party auditor or internal staff, certain areas have a higher likelihood
of gender-based discrimination. Below are some examples of areas where special attention is required during monitoring.
Occupational health and safety: The business partner should take into consideration a women’s physiological
needs, as well as specific gender-based health and safety risks (e.g., exposure to certain chemicals, or ensuring PPE is
available in smaller sizes).
Recruitment practices: Many recruiting practices can be a vehicle for gender-based discrimination. These practices
can go from a completely draconian clause in labour contracts (e.g., compulsory virginity or pregnancy tests) to subtler
discriminatory practices (e.g., lack of access to social security). Particular attention is required for indirect recruitment,
as gender-based discrimination may be done by brokers or recruiting agencies.
Infrastructure: The way a business provides housing, toilets, showers, or even appropriate diet in the canteen, may
prevent women from receiving adequate protection and from being able to exercise their rights. Particular attention is
to be given to workers’ engagement and grievance mechanism access as a channel for women to articulate their
demands and contribute to continuous improvement of the workplace.
Grievance mechanisms: Establishing clear, accessible, confidential, unbiased and effective grievance mechanisms is
essential to ensure workers are voicing their concerns. The composition of the grievance management team may also
refrain workers (i.e., if its only men). Women are especially vulnerable to some gender issues such as sexual
harassment which may not be necessarily reported if women workers cannot access or do not trust the grievance
mechanism.

Interconnect Performance Areas to Women’s Working Conditions
In the case of amfori BSCI monitoring activities, auditors will use a holistic approach to interconnect all performance
areas that may directly or indirectly have an impact on women’s working conditions and access to their rights.
Notably, when assessing possible gender-based discrimination, amfori BSCI auditors will not only look at Performance
Area 4: No Discrimination, Violence or Harassment, they will also assess other interlinked performance areas such as (but
not limited to):
• Performance Area 2: Workers' Involvement and Protection
• Performance Area 3: The Rights of Freedom of Association and Collective Bargaining
• Performance Area 5: Fair Remuneration
• Performance Area 10: No Precarious Employment
• Performance Area 11: No Bonded, Forced Labour or Human Trafficking
SPECIFIC REMEDY MEASURES

Remedy is the expected reaction from companies if they have identified situations in their premises or supply chains that go
against labour and/or human rights.
The most common channels for capturing gender-based discrimination include:
amfori BSCI monitoring activities: Auditors may identify procedures and practices that represent a gender-based
discrimination and/or prevent women from exercising their rights. These findings, which relate to the evaluation against
the amfori BSCI Code of Conduct, will trigger the need for a measure to mitigate in the continuous improvement. In
these cases, the business partner will lead the remediation process (starting by a root cause analysis) and the
amfori BSCI linked members (or at least the RSP holder) will support and monitor the improvement process.
Zero Tolerance Protocol: Human rights flagrant violations and business behaviour that may endanger the
independence of the audit are to be reported following this protocol. In all five Zero Tolerance alert grounds (see Guide
5: amfori BSCI Zero Tolerance Protocol), any finding related to gender-based discrimination, violence or harassment
should be described by the auditor.
Grievance mechanisms: Operational grievance mechanisms or workers’ surveys can reveal gender-based
discrimination and gender issues in the supply chain of amfori BSCI members. As grievance mechanisms only capture
allegations from one side, this will require independent investigation and possible mediation towards remedy.
Once the issue(s) have been identified, the amfori BSCI system offers members and their business partners two remedy
approaches:
Individual remediation: In this case the amfori BSCI member (usually the RSP holder) will request that the concerned
business partner takes the necessary remedial actions in an agreed time period. It is suggested that business partners
can use the amfori Sustainability Platform Continuous Improvement function to define and implement remediation
actions. Additionally, the amfori BSCI member may assign through the amfori Academy specific capacity-building courses
aimed at supporting the business partner in its remediation efforts. Eventually, these efforts are verified in an amfori BSCI
follow-up audit.
Collective remediation: In this case the amfori BSCI linked members join forces to support the concerned
business partner’s remediation path. This collective remediation can be facilitated by the amfori Secretariat (see Guide
5: amfori BSCI Zero Tolerance Protocol) or it can be organised among the concerned linked members without amfori
Secretariat's participation.
In both cases, the use of a generic or tailor-made training may make a significant difference in the success of the remedy
as a shift in the mindset to enable working practices that stimulate gender equality.

SPECIFIC CAPACITY BUILDING
Here are some examples of capacity-building training to avoid gender-based discrimination in the workplace:
Target
Capacity-Building
Audience Training Content
Determine if a gender-based discrimination is an issue Management, human resources, supervisors

in the supply chain and identify potential gender issues in
the workplace
Draft and put in practice procedures to avoid gender-

based discrimination and to address other identified
Human resources, supervisors
gender issues
Create a human resources management role with a focus
Human resources, top management
on gender equality and gender sensitive management
SUCCESS INDICATORS AND REPORTING

amfori BSCI members may set specific targets and success indicators to promote gender equality in their supply chains.
By defining specific targets and related success indicators, amfori BSCI members are in a better position to:
• Communicate their gender equality agenda among their staff and business partners
• Allocate necessary budget and human resources to reach their targets
• Communicate their commitment and progress to both internal and external stakeholders
Furthermore, amfori BSCI member can leverage and monitor their progress using the amfori Insights. The workforce data
dashboard aims to provide amfori members with a snapshot of the composition of their business partners’ workforce. It
provides an overview of the number and percentage of workers per category and disaggregated by gender.
With the updated amfori BSCI Code of Conduct, members and their business partners commit to the protection of
vulnerable persons and the gender responsive business relations in their supply chains.
The dashboard enables amfori members to detect the type and number of vulnerable persons in their supply chain and
thus identify and prioritise associated risks.

Guide 15: How to Pre-Assess
Potential Business Partners
This guide supports amfori BSCI members in pre-assessing potential business partners.
Introduction
amfori BSCI members may be hesitant to embark on a continuous improvement strategy with potential business partners
(e.g., take the RSP to monitor its audit cycle and related capacity building) without having a minimum notion of the
human rights and environmental risks that the business relationship may entail.
For that reason, the amfori BSCI system offers a quick Risk Assessment tool, known at the pre-qualification
assessment (PQA). The PQA allows amfori BSCI members to gain an initial understanding of a potential business
partner’s human rights and environmental risks.
The information gathered through the PQA allows the amfori BSCI members to define their next strategic steps (e.g.,
inviting the business partner to join the amfori Sustainability Platform, to complete specific courses available in the amfori
Academy or by requesting an amfori BSCI monitoring).
Characteristics
Like the self-assessment tool, pre-qualification of potential business partners is not mandatory within the amfori
BSCI system and it is at the discretion of the amfori BSCI member to include this step as part of its Human Rights Due
Diligence strategy.
Nonetheless, it is highly encouraged as it will support members in delivering proactive Risk Assessments as part of their
due diligence.
A PQA can only be conducted for business partners that either do not have an amfori BSCI monitoring history or where
the last amfori BSCI audit expired more than 24 months ago. In these situations, the amfori BSCI member can pre-
qualify a potential business partner.
Any amfori BSCI monitoring will overrule the pre-qualification as the PQA is not conducted by accredited third party
auditors and does not relate to the amfori BSCI audit cycle.
In this context, the pre-qualification assessment does not benefit from the:
• amfori BSCI audit integrity
• amfori BSCI Zero Tolerance Protocol
amfori BSCI Continuous Improvement

How to Use a Pre-Qualification Assessment
The PQA questionnaire is a template with 70 questions which you can find below. It is recommended that amfori
BSCI members develop an internal procedure on how to deal with the different PQA results so as to provide a consistent
answer to potential business partners, as well as instruct buyers accordingly. For this purpose, amfori BSCI Guide 7: BSCI
Check List can be applied.
For additional information on how to get the most out of the PQA approach, see the amfori Academy.
Each question can be answered with Yes, No, or N/A (not available). Only questions marked with (*) can be answered
with N/A. Questions marked as crucial and as critical indicate a more salient risk.
The source(s) of evidence can be one or several of the following:

• MI: management interview
• WI: worker interview
• WRI: workers’ representative interview
• DE: documentary evidence
• SO: site observation
Question Crucial Answer Sources of evidence

MI WI WR DE SO
1 The business partner has provided all documents YES
requested for review.
2 The business partner has an Occupational Health

and Safety (OHS) policy.
3 The business partner uses subcontractors and
declares them to the concerned clients. *
4 The business partner makes workers aware CRITICAL
of their rights and responsibilities.
5 The business partner respects workers’ right to CRITICAL
bargain collectively.
6 The business partner does not interfere in

the workers’ representative election.
7 The business partner takes the necessary YES
measures to avoid or eradicate discrimination,
prevent violence and harassment in the
workplace.
8 The business partner takes the necessary

measures to ensure workers are not disciplined
or discriminated against for using a grievance
mechanism.
9 The business partner takes the necessary
measures to ensure female workers are not
discriminated against, with special attention in
the case of pregnancy and nursery. *
10 The business partner complies with the YES
government’s minimum wage legislation, or
the industry standard approved through
collective bargaining.
11 The business partner pays workers' wages in

a timely, regular and stable manner, and
fully in legal tender. (Any payment in-kind
must be beyond the minimum wage.)
12 The business partner pays apprentices, trainers,
and workers on probation in accordance with
the law. *

13 The business partner provides workers with an
understandable wage slip. (At the minimum,
this includes regular and overtime hours
worked
regular and overtime premium payments, and
any possible legal deductions.)
14 The business partner provides workers with the
social benefits that are legally granted. *
15 The business partner pays overtime at a premium
rate no lower than 1.25 of the regular rate.
16 The business partner pays public holidays in

accordance with the premium rate defined by
law.
17 The business partner pays workers additional
benefits as granted by law (e.g., bonuses,
incentives, and allowances). CRITICAL
18 The business partner ensures that deductions are

only taken under the conditions and to the extent
prescribed by the law. YES
19 The business partner grants workers the right to

rest during every working day. YES
20 The business partner grants workers the right to

at least one day off every seven days. (Collective
bargaining may allow a different combination of
days off.)
21 The business partner observes applicable OHS

relevant to its activities.
22 The business partner conducts fire drills on a
regular basis (if not defined by the law, at least
once a year) in all premises and floors and during
all shifts.
23 The business partner regularly provides OHS
trainings to ensure workers understand their
personal protection, including night shift workers
(making sure that young workers and migrant
workers have access to trainings).
24 The business partner documents the purchases

of necessary PPE to provide continuous
protection to workers.
25 The business partner implements engineering

and administrative control measures to avoid
or minimise the release of hazardous
substances in the work environment, keeping
the level of exposure below internationally
established or recognised limits.

26 The business partner makes potential hazards
visible to the workers and visitors through
signs and warnings.
27 The business partner has and properly uses

procedures and systems for reporting and
recording occupational accidents and injuries.
28 The business partner confirms that the
equipment and buildings used for production
are stable and safe.
29 The business partner respects the workers’ CRITICAL

right to remove themselves from imminent
danger without seeking permission.
30 The business partner documents each fire
drill with, at the least, information on the date,
announcement method, number of participants,
and time used for evacuation.
31 The business partner ensures that electrical

panels, wires, and outlets are protected and
inspected regularly by certified staff.
32 The business partner has installed an adequate YES
amount of properly working firefighting
equipment. *
33 The business partner ensures that firefighting YES
equipment is inspected in a timely manner by an
external party with the appropriate knowledge. *
34 The business partner has installed a fire alarm YES

that works and is heard and recognised from all
workplaces. *
35 The business partner ensures that, if a manual
YES
fire alarm is used, there is a clear designation
of responsibilities and procedures to trigger the
alarm. *
36 The business partner ensures that there are

YES
functioning fire extinguishers along emergency
exit paths. *
37 The business partner ensures that all fire
YES
extinguishers are functioning, clearly visible, and
accessible. *
38 The business partner ensures that fire

YES
extinguishers are in compliance with the legal
requirements. *
39 The business partner ensures that fire
YES
extinguishers are inspected monthly by the
responsible staff and once a year by a specialised
external party. *

40 The business partner ensures that smoke YES
detectors present in the workplace and related
facilities are inspected monthly by a specialised
external party. *
41 The business partner ensures that escape routes, YES

aisles, and emergency exits in the production site
are unobstructed, easily accessible, and clearly
marked and that they lead to an unobstructed
and safe assembly point. *
42 The business partner ensures emergency exits YES
are located in a way that facilitates smooth
evacuation (including two sets of stairs if the
facility is located above the ground floor). *
43 The business partner ensures that emergency

lightening is connected to a secondary power
source. *
44 The business partner ensures qualified first aid YES
is available at all times, including in the
housing provided, with trained staff to
administer first aid and written procedures to
deal with work accidents.
45 The business partner ensures that there is a

room for providing first-aid to its workers.
46 The business partner ensures washing and toilet
areas are equipped with soap and necessary
hygiene materials.
47 The business partner provides workers with
CRITICAL
potable water at all times, including at the
housing provided (Access to potable water is a
human right.)
YES
access to an appropriate, clean area for storing
food, eating, and/or cooking.
49 The business partner ensures that fire drills are

regularly conducted at the housing provided
and documentation on the dates and method is
maintained.
50 The business partner ensures that the housing
units are located in a safe environment, outside
the production area and the storage areas
(with particular vigilance to avoid contact with
hazardous or inflammable substances).
51 The business partner ensures that the evacuation

plot plan is posted in a visible place at several
locations in the housing zone to ensure
workers can evacuate dormitories in safe
conditions. *

52 The business partner does not engage in illegal coercion.
child labour directly or indirectly.
53 The business partner requests and keeps original

legal documentation to verify workers' ages at
the hiring time, even if hiring is done indirectly
(e.g., via brokers or recruiting agencies).
54 The business partner ensures that young workers
are protected against working conditions that
are harmful to their health, safety, morals, and
development and do not work night shifts.
55 The business partner ensures that young

workers’ working hours do not affect their
attendance at school, their participation in
vocational orientations approved by the
competent authority, or their capacity to
benefit from training or instruction
programmes. *
56 The business partner keeps accurate records

and relevant documentation concerning young
workers (e.g., copy of identity, working time,
parental permission to work, course schedules,
and vacation periods). *
understandable information concerning their
rights and obligations before they enter into
employment, even if hired indirectly.
58 The business partner does not use employment

arrangements in a way that deliberately conflicts
with the genuine purpose of the law.
59 The business partner does not engage in any
form of servitude, or forced, bonded, indentured,
trafficked or non-voluntary labour.
60 The business partner takes additional precautions

to avoid forced labour or human trafficking when
engaging and recruiting migrant workers both
directly and indirectly.
61 The business partner ensures that workers
don’t cover any of the costs related to accessing
the job.
62 The business partner maintains an overview of
the way recruitment agencies or brokers pay
subcontracted workers. *
63 The business partner does not subject workers to

inhumane or degrading treatment or verbal
abuse.
64 The business partner does not subject workers
to corporal punishment or mental or physical

CRITICAL
YES
CRITICAL
YES
YES
YES

65 The business partner has established all YES
applicable disciplinary procedures in writing
and has explained them verbally to workers in
clear and understandable terms.
66 The business partner has the required

environmental permits and licences.
67 The business partner manages its generated
waste in a way that does not lead to the pollution
of the environment.
68 The business partner actively opposes any act
of corruption, extortion, or embezzlement, or
any form of bribery, in its activities as a
business enterprise.
69 The business partner keeps accurate information YES

regarding its own activities, structure, and
performance in a way that avoids the risk of
falsified documents or misrepresentation in the
supply chain.
70 The reviewed documents are found to be free of

any manipulation or falsification.

Guide 16: How to Draft and Read
the amfori BSCI Monitoring
Findings Report
This guide assists monitoring persons and amfori BSCI members on how to draft and read
the monitoring findings report.
The monitoring findings report is one of the elements of the amfori BSCI monitoring
activities report. It allows the business partner to receive a third-party evaluation of its
social performance and serves as a guide to advance the continuous improvement process.
DRAFTING THE MONITORING FINDINGS REPORT

After verifying all sources of evidence, the auditor will have the necessary background information to make a professional
judgement (either individually or as part of a team) of a business partner’s social performance.
For each performance area, the auditor will:
• Assign the question number and corresponding evidence to each finding
• Suggest business partner to benefit from continuous improvement function on amfori Sustainability Platform for
the remediation of the findings
• Describe the identified good practices. For example, the business partner has:
 Developed a well-functioning management system, grievance mechanism, and anti-corruption procedure
 Developed an excellent mechanism for workers’ engagement, particularly regarding OHS Risk Assessment
 Calculated the living costs of its own workforce and defined a mechanism to ensure fair remuneration
In those cases where a business partner’s performance (or lack of findings) may lead to an ‘A’ rating, the auditor must
articulate in the findings report the good practices that corroborate the good performance.
CLOSING MEETING
The closing meeting represents the end of the amfori BSCI audit. The auditor must invite management and workers’
representatives to be present and provide them with first-hand information on the purpose and outcome of the amfori
BSCI audit.
The auditor(s) will:
• Describe the good practices and areas of improvement identified during the audit
• Clarify any potential doubt concerning the amfori BSCI audit and the next steps
Since an amfori BSCI rating is not accessible to the auditor, the auditor can inform the business partner of when and how
the result of the audit can be seen on the amfori Sustainability Platform. Auditors and monitoring persons do not know or
share any estimation about the result of the audit.
It is always highly recommended to use this opportunity to emphasise an amfori BSCI continuous improvement on
the amfori Sustainability Platform approach instead of speculating on the rating.

SIGNATURES IN THE FINDINGS REPORT
Once feedback and clarifications have been incorporated, a final report on findings shall be printed out and signed by:
• The monitoring partner
• The lead monitoring person
• The business partner (legal representative or top management)
• The workers’ representative
The business partner’s signature does not imply agreement on the content of the audit or the auditor’s conclusions.
However, it is required to acknowledge that the audit has been conducted in a proper manner.
The business partner and the workers’ representative may request that the auditor includes their own remarks in the
report on monitoring findings.
One copy of the findings report remains with the business partner and the monitoring person keeps one copy and attach
it to the report attachments section.
READING THE FINDINGS REPORT

Once the amfori BSCI monitoring has been finalised, the next phase for the business partners is strategic planning
for remediation of the findings following continuous improvement steps.
Reading and analysing the findings report will provide the necessary framework to:
• Discuss improvements necessary with the various departments
• Engage with workers and their representatives to get suggestions for improvement
• Estimate whether investment is needed and how to allocate budget in the most effective way
Business partners’ responses to the findings report should be incorporated into the continuous improvement function on
the amfori Sustainability Platform. Business partners can visit the following resources to learn about how to best and most
efficiently manage the continuous improvement process.
Similarly, by reading the monitoring findings report and viewing the attachments and additional information on the amfori
Sustainability Platform, amfori BSCI members can easily identify business partners’ areas of improvement and good
practices.
It is advisable that amfori BSCI members read the findings report in combination with other elements of the amfori BSCI
monitoring (e.g., interview evidence, production and employment structure) to get a better understanding of the business
partner’s situation and identify the best ways to support the business partner in its continuous improvement (e.g., inviting
it to complete a specific course in the amfori Academy).
For business partners to develop and implement continuous improvement actions and measures, please see the following
briefing document.

Guide 17: How to
Promote Responsible
Recruitment
This guide provides information to amfori BSCI members and their business partners
for increasing the promotion and monitoring of responsible recruitment practices,
particularly in regions or industries where there may be a high level of migration or third-
party / outsourced workers.
PRINCIPLES OF RESPONSIBLE RECRUITMENT

Business enterprises recruit in a responsible manner when they take the necessary measures to ensure that both direct
and indirect recruitment are based on these principles:
Transparency:
• Job seekers receive accurate information on employment conditions (e.g., payment, duties, and
responsibilities) before they leave their location of origin
• Workers receive the contract terms in a language they understand
• Recruitment does not include any form of coercion to force workers into employment
Security:
• Workers are not subject to any form of coercion in the work relationship
• Workers can keep their passports and personal possessions without risk of retention or loss
• Workers are free to resign respecting the legal notice period
Employer Pays:
• Workers are not charged for costs related to recruitment
• Workers don’t get deductions from their wages to compensate recruitment costs
Gender-responsive:
• Workers are not discriminated on the basis of gender in the recruitment processes
• Recruitment doesn’t not include any form of gender-based violence or practices
RESPONSIBLE RECRUITMENT IN PRACTICE

Business enterprises should set up the necessary procedures and infrastructure to implement responsible
recruitment practices in their own business and encourage business partners to do the same, as it is a critical element of
their human rights due diligence.
Actions to Ensure Responsible Recruitment

Mapping: The business should conduct an initial assessment of its current recruitment practices in relation to the
principles above and identify potential gaps. Such a mapping should include:
• Interviews with the human resources manager and recruitment agencies (where applicable)
• A survey of workers and workers’ representatives
• An assessment of grievances received by the business over the years
Action plan: With the findings of this initial assessment, business enterprises should plan and prioritise the actions to be
taken to embed responsible recruitment practices in its operations. The action plan should include:

• Defining the people or departments within the business enterprise that will be responsible to implement the plan
• A realistic budget to ensure the identified gaps can be addressed successfully
• Implementation procedures that describe the business’ responsible recruitment practice
Continuous improvement: Implementing responsible recruitment practices in business operations requires continuous
adjustment and feedback from different stakeholders. To that aim, continuous improvement should include:
• Regular monitoring of the progress made
• Continuous training and capacity building of workers and management
• Engagement of workers and workers’ representatives

Guide 18: How to Monitor Producer
Organisations in the Food Sector
This guide explains how to monitor producer organisations in the food sector.
In addition, it complements amfori BSCI System Manual Part III, amfori BSCI Auditing
Interpretation Guidelines.
INTRODUCTION
Producers (e.g., farmers and freelancers) can voluntarily unite forces through different kinds of producer organisations to
pursue commercial and social goals. amfori members may find the following producer organisations in their supply chains,
especially in the food sector:
FARMERS’ COOPERATIVE: Association or group of farmers who voluntarily cooperate to pool their production for sale.
That pooled production is marketed and distributed through the cooperative which is owned and controlled by the
farmers themselves.
Synonyms: 1st-level producer organisation; organised grower group; farmer cooperative; primary cooperative
COOPERATIVE FEDERATION: Cooperative in which all members are, in turn, cooperatives. Cooperative federations are
a means through which farmers' cooperatives can fulfil the sixth Cooperative Principle, "cooperation among cooperatives".
Synonyms: 2nd-level producer organisation; secondary cooperative

Cooperatives abide to the 7 Rochdale principles, a set of ideals for the operation of cooperatives:
• Voluntary and open membership
• Democratic member control
• Members’ economic participation
• Autonomy and independence
• Education, training, and information
• Cooperation among cooperatives
• Concern for community
Cooperatives are often promoted through national legislation, in line with ILO Recommendation Number 193 on the
promotion of cooperatives (2002).
PRODUCER ASSOCIATION: Producer associations are legal entities voluntarily formed by individuals (or associations)
to promote their common interests and achieve economies of scale.
Like cooperatives, producer associations conduct specific economic or commercial functions such as sales,
marketing, processing, supply of inputs, technical and extension services, access to finance, and access to
information, amongst others. However, they don’t need to abide by the principles of cooperatives.
The legal framework that defines the scope of action of producer associations varies per country.
HYBRID ENTITY: Entity combing the characteristics of different types of entities. The diagram illustrates the common
case of an entity combining the characteristics of an estate AND of a contract farming company.
PRODUCER ORGANISATIONS AND WORKING RELATIONSHIPS

The structure of the producer organisations defines the working relations and conditions, which may have an impact on
the amfori BSCI participants’ due diligence strategy.
Within producer organisations, these are the most common working relationships:
Workers employed by the producer organisation: The producer organisation may directly or indirectly hire workers to
support its activities (e.g., administration, commercialisation, processing, and production)
Members: Individual members of the producer organisation may contribute with their expertise to the organisation’s
goals. These contributions are not ruled by labour law and therefore may be compensated in other ways without
requiring labour remuneration
Member-workers: Individual members of the producer organisation may be hired by the producer organisation. This
type of relationship is ruled by labour law and therefore these member-workers should be remunerated accordingly
(e.g., wages and social security)
Workers employed by members of the producer organisation: Members of the organisation (individuals or legal
entities) may directly or indirectly hire workers to support their activities (e.g., workers on farms)
If the producer organisation has signed the amfori BSCI Code of Conduct, it will need to take the necessary measures to
ensure that working conditions are organised in line with the values and the principles of the amfori BSCI Code of
Conduct. For more information, see the amfori BSCI System Manual Part IV, Guidelines for Producers.

FACING COMPLEXITY: HOW TO SELECT THE AMFORI BSCI AUDIT METHODOLOGY
AND BUSINESS PARTNERS TO MONITOR
Once an amfori member has mapped out both the structure and the working relationships of the producer organisations
in their supply chains, they may determine the amfori BSCI audit methodology that best fits their needs:
Video: How to select Multi-tier Audit Actors?
When they have decided to conduct an amfori BSCI multi-tier audit, amfori members will have to make further choices,
on which entity in their supply-chain should be the main auditee, and which mapped farms should be selected for the
audit scope. Though a concrete example, this short video will guide you across the different options available:

amfori
The Gradient Building
Avenue de Tervueren 270
1150 Brussels
Fax: +32 2 762 75 06
Phone: +32 2 762 05 51
E-mail: info@amfori.org
Find and follow us: /amfori

Amfori Bsci System Manual Guides English 2023-2-3

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Amfori Bsci System Manual Guides English 2023-2-3

Uploaded by

Copyright:

Available Formats

amfori BSCI System

GUIDE 1: How to start with the amfori Sustainability Platform 3

GUIDE 2: Supply Chain Mapping of Business Partners 7

GUIDE 3: How to Set Up a Social Management System 9

GUIDE 4: How to Set Up an Effective Operational-level Grievance Mechanism 14

GUIDE 5: How to Follow the Zero Tolerance Protocol 24

GUIDE 6: How to Prepare for amfori BSCI Monitoring 30

GUIDE 7: How to Use the amfori BSCI Checklist 33

GUIDE 8: How to Quickly Assess Other Monitoring Systems 35

GUIDE 9: How to Promote Fair Remuneration 40

GUIDE 11: How to Understand the amfori BSCI Commitment Formula 48

GUIDE 12: How to Assess a Small Producer 50

GUIDE 13: How to Promote Capacity Building 56

GUIDE 15: How to Pre-Assess Potential Business Partners 64

GUIDE 17: How to Promote Responsible Recruitment 73

GUIDE 18: How to Monitor Producer Organisations in the Food Sector 75

P 2 amfori BSCI - System Manual

Additional information can be found at the amfori Academy.

amfori Sustainability Platform terms of use

• The amfori Sustainability Platform terms and conditions of use

• The amfori BSCI Code of Conduct

• amfori BSCI members that participate in the amfori BSCI system

amfori BSCI System

amfori business partners Business partners to be monitored

amfori BSCI - System Manual P

• Sustainability Intelligence Dashboard (Insights)

• amfori Country Due Diligence Dashboard

• Invite different employees onto the system

• Build up their list of business partners

• Access their business partners’ audit and monitoring histories

• Follow up on continuous improvement of their business partners

• Receive Zero Tolerance alerts

On the amfori Sustainability Platform, admin users and/or members can:

• Add business partners to their SUPPLY CHAIN MAP

• Take responsibility (RSP) for business partners

• Request MONITORING, including full or follow-up audits

• Work with business partners on CONTINUOUS IMPROVEMENT

• Verify ZERO TOLERANCE cases

P 4 amfori BSCI - System Manual

For more information, please visit the amfori Academy.

• Receiving an email from amfori

• Clicking on ‘Register a New Company’

• Entering the product(s) or service(s) that they provide to this member

On the amfori Sustainability Platform, business partners can:

5. Manage notification to employees

6. View audit results and download summary reports

7. Develop continuous improvement impacts and update measures accordingly.

For more information, please see following Guide.

amfori BSCI - System Manual P

• Qualified monitoring person/Auditor

Explanatory Tutorial on How to Use the amfori Sustainability Platform

Confidentiality and Data Protection

P 6 amfori BSCI - System Manual

This information is verified during the amfori BSCI audit.

Business partner name:

Identification code assigned by the producer (if any):

Contact person: First name

Full address: Street number

Type of business partner:

Business partner since: Year

Number of total workers

Number of migrant workers

Distance from producer’s head

Significance of this business partner