People.
Our suppliers.
Since May 2019, we are transparent about the locations of the factories that manufacture products for Zeeman. By signing the Transparency Pledge, we confirm our commitment to greater openness. Zeeman does not have its own factories, so the factories we use also produce for other brands and retailers. We invest in long-term partnerships and know the factories we work with well. All our factories have signed our Two-Way Code of Conduct.With 98% of our 50 biggest suppliers, we have been working for five years or longer.
In addition, 100% of our 1st tier suppliers and a part of our 2nd tier suppliers like spinning mills can be found on the website opensupplyhub.org, where any overlap with other brands and retailers is also visible. We report annually on the major points for improvement that emerge during factory inspections. By being open, we enable stakeholders to address potential points for improvement. In addition, this openness has given us more insight into the overlap that exists with other retailers in shared factories.
You can also take a look at our supply chain on this world map. Here you can navigate to different countries and see where the production sites are located. 100% of our tier-one suppliers are disclosed on this world map. We share the following details: name, address, number of employees, the start date of partnership, whether they make textiles or other products, and whether they use sustainable cotton and/or have Oeko-Tex certification. The data is updated annually.
Monitoring the supply chain.
We expect all our supply chain partners to comply with our Two Way Code of Conduct. In addition, all production facilities are required to undergo independent social compliance audits, such as Amfori BSCI and Sedex SMETA audits.
Through our partnership with Fair Wear, our textile suppliers are regularly assessed on working conditions. Fair Wear also supports suppliers through onboarding training, and assessments focused on topics such as living wages and responsible labour practices.
Zeeman monitors key social and workplace standards throughout its supply chain. We investigate that there is no forced labour, child labour, discrimination, or harassment, and that working conditions are safe, healthy, and respectful for all workers. We also assess whether factories have effective quality management procedures in place.
We believe that transparency and collaboration are essential for driving meaningful improvements. Therefore, when an audit is planned, we inform suppliers in advance. This approach helps us maintain an open and constructive relationship with our suppliers. All Fair Wear audits within our supply chain are announced in advance.
At Zeeman, we recognize that our own purchasing practices can have a direct impact on working conditions in our supply chain. That is why we continuously assess how our business decisions affect suppliers and workers. We aim to be a reliable and responsible partner by maintaining transparent communication, building long-term relationships, and ensuring timely payments. As part of this commitment, we pay suppliers within 14 days after goods have been shipped.
Our aim is to do a little better every day. Read the detailed report here.
Two-Way Code of Conduct.
At Zeeman, we expect both ourselves and our business partners to uphold high standards of ethical and responsible business conduct. These expectations are set out in our Zeeman Two-Way Code of Conduct, which applies to all suppliers, manufacturers, agents, and our own buying teams.
The Code is based on internationally recognised labour and human rights standards and covers key topics such as:
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Fair wages and working hours
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No forced labour
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No child labour
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No discrimination or harassment
Our goal is to build long-term partnerships with suppliers who share our commitment to responsible production and continuous improvement. By maintaining strong and long-lasting supplier relationships, we are better positioned to influence working conditions and drive meaningful improvements throughout our supply chain.
When onboarding new manufacturing partners, we follow our New Supplier Procedure. This includes a process in which our CSR team plays an active role in reviewing the social audit report and assessing the risks. Only suppliers that meet our requirements are considered for cooperation.
We work closely with our agents and suppliers to address challenges and improve working conditions. However, due to unforeseeable differences in working ethics, we sometimes are forced to end a business relationship. Therefore, we follow a responsible exit strategy.
Living wage.
At Zeeman we believe that everyone working for our suppliers deserves to earn a living wage. Living wages allow workers to meet their basic needs, including food, housing, transportation, and healthcare. We actively contribute to closing the gap between legal minimum wages and living wage benchmarks for our share of production. To calculate these benchmarks, we use internationally recognised methodologies and work closely with suppliers to implement tailored solutions that reflect local realities.
In 2025, our living wage programme covered 12 factories across Bangladesh, India, Pakistan, Turkey and China and enabled 12,734 workers to receive a living wage bonus. Through these programmes, 29% of our textile purchasing value in South Asia, East Asia and Turkey was covered by living wage initiatives.
Providing a living wage is a long-term process that requires collaboration, commitment, and continuous evaluation. We regularly assess the effectiveness of our programme, engage with suppliers and stakeholders, and adapt our approach to respond to challenges such as inflation, economic uncertainty, and changing local circumstances.
Our approach.
At Zeeman, we believe that achieving living wages requires long-term commitment and close collaboration with suppliers, workers, industry partners and other brands. A living wage cannot be realised through a one-size-fits-all solution. Economic circumstances, labour markets, inflation levels and social challenges differ from country to country, which is why we apply a tailored approach in every programme.
We help suppliers make a living wage financially possible for our share of production by closing the gap between current wages and recognised living wage benchmarks. To determine this gap, we use internationally recognised methodologies, including the Anker Living Wage methodology and benchmarks from organisations such as the Global Living Wage Coalition, Asia Floor Wage, Wage Indicator and TÜRK-İŞ.
Scaling impact through long-term partnerships.
Our living wage programmes focus on suppliers with whom we have long-standing relationships and where our production share is significant. This enables us to create meaningful impact and establish stable, long-term improvements for workers.
In 2025, our living wage programme was active in 12 factories across Bangladesh, India, Pakistan, Turkey and China. Through these programmes, 12,734 workers received a living wage bonus, while 29% of our textile purchasing value in South Asia, East Asia and Turkey was covered by living wage initiatives.
Where possible, we also explore opportunities to collaborate with other brands sourcing from the same factories. By combining our efforts, a larger proportion of workers can benefit from living wage improvements and the overall impact can be significantly increased.
Goals.
Providing a living wage is not only about increasing income. It is also about understanding the broader impact on workers, their families and factory communities. In 2025, we carried out an extensive evaluation of our living wage programme. The findings confirmed that the benefits go beyond financial support and contribute to wider social and societal improvements. The evaluation also provided valuable insights into how our programmes can become even more effective and better reflect local realities. As a result, we will further refine and strengthen our approach in 2026.
We continuously monitor local developments, engage with suppliers and stakeholders, and adapt our programmes when necessary. This flexibility is essential in regions where inflation, political developments or economic instability can rapidly change living conditions.
Method.
Expanding our living wage programme remains one of Zeeman's key social ambitions. Although political developments in Bangladesh limited expansion in 2025, we remain committed to increasing the programme's reach in the coming years.
In 2026, we aim to increase coverage to 42% of our textile purchasing value in South Asia, East Asia and Turkey. By 2027, our goal is to make a living wage possible for at least 50% of our purchasing value in these regions. We will continue to evaluate, improve and scale our programmes while working together with suppliers, workers, Fair Wear and industry partners to drive lasting change.
This long-term approach reflects our belief that fair wages are fundamental to improving livelihoods, reducing poverty and creating a more responsible and resilient supply chain.
Country
Bangladesh
Turkey
India
Pakistan
Lowest paid wage
8000 BDT
5500 TL
9776 INR
25000 PKR
Target wage
16000 BDT
9470 TL
17775 INR
28500 PKR
Zeeman Project
Zeeman supported 1 supplier increased wage to 9680BDT + 1 supplier increased wage 10240BDT
Zeeman supported 1 supplier increased wage to 7723 TL (we also include tax costs additionally)
Zeeman supported 1 supplier increased wage to 16775 INR
Zeeman supported 1 supplier increased wage to 26680 PKR
Our buying practices.
At Zeeman, responsible buying goes beyond quality, price and delivery performance. We also consider the impact of our purchasing decisions on workers, communities and the environment. To ensure these considerations are embedded throughout the sourcing process, our Buying, CSR and Quality teams work closely together and regularly evaluate purchasing practices and supplier feedback.
Responsible business relationships require transparency and mutual accountability. In 2020, we invited our suppliers in Asia and Turkey to evaluate Zeeman’s purchasing practices through an anonymous 360-degree assessment. The survey provided valuable insights into how our decisions can influence working conditions at factory level and helped identify areas for improvement.
The findings reinforced the importance of realistic lead times, clear communication and responsible planning. When delivery schedules are too tight, factories may face increased pressure, resulting in excessive overtime, higher labour costs or operational challenges. To minimise these risks, Zeeman places orders for its core product ranges well in advance, often six to twelve months before production.
The evaluation also highlighted that suppliers sometimes accept orders under challenging commercial conditions, for example when margins are low or production costs increase unexpectedly. We recognise that sustainable supply chains can only be achieved when all parties operate on a fair and viable basis.
Our Two-Way Code of Conduct reflects this principle. It clearly defines not only what Zeeman expects from suppliers, but also what suppliers can expect from us. By establishing mutual responsibilities, we aim to strengthen long-term partnerships and support responsible business practices throughout our supply chain.
Offering affordable products has been at the heart of Zeeman for decades. At the same time, we believe that affordability should never come at the expense of responsible production.
For this reason, we increasingly focus on understanding the composition of production costs and maintaining open discussions with suppliers about pricing. Our objective is not to negotiate prices below sustainable production costs, but to ensure that suppliers can operate responsibly while providing safe working conditions and fair wages for their employees.
By combining affordability with responsible sourcing, we continue to work towards a supply chain that delivers value for customers, suppliers and workers alike.
Women in the garment and textile industry.
Zeeman is a long-time supporter of several projects in South Asia, on the principle of giving back
to our production countries. The goal of those projects is to prevent sexual exploitation of girls and
aid girls and young women who have become victims of human trafficking. In 2024 we launched a
new project in Pakistan with an entirely different focus: women’s participation in the workforce.
India.
We've had a presence in Mumbai in India since 2005. Our partner the Vipla Foundation runs a project for us there, called Save Our Sisters. The project helps girls who have been rescued from forced prostitution. The rescued girls are taken in by the local authorities, and we provide support to help them build a new life.
In 2024, our various programmed helped 698 girls. 208 of them received an education, from primary schooling to vocational training. 25 girls chose entrepreneurship training, while 93 opted for beauty & wellness and garment making. In total, we helped 6 girls find employment and guided 42 girls in establishing their own small businesses. The girls we help in this programme receive three years of follow-up support.
We also helped to organise numerous group sessions to provide psychological support for girls admitted to shelters after their rescue. Some 300 girls took part in those sessions. We also help to provide legal support to girls who manage to initiate criminal proceedings against the people responsible for their human trafficking.
Bangladesh.
In Bangladesh we have a project similar to the one in Mumbai, on the Indian border. Between 2016 and 2022, we supported other shelters in Bangladesh that housed girls rescued from prostitution. Because those organisations could not meet our standards, however, we had to find another organisation.
We now have an effective partnership with a new shelter.
Many of the young girls working in prostitution in India are from Bangladesh. The project's goal is to take in these girls as soon as they arrive at the Bangladeshi border after being rescued in India, and give them shelter and guidance. The new shelter was up and running by the second half of 2023, with capacity to take in 20 girls. Between March and December 2024, the project provided shelter for a total of 43 trafficking victims. Another 8 girls were saved from sexual exploitation before it could occur.
As part of the project, we see whether its possible to return the girls to their families. We help them process the trauma, provide them with education and follow up with them after they leave the shelter. We also do a lot of prevention work in the area around the shelter. In nearby villages, we provide counselling sessions for parents and young girls in the 10-16 age bracket. We warn them about the tactics that pimps use, to prevent girls from being drawn into prostitution. We also encourage them to go to school. We believe it’s important to support these preventive sessions such as these: the results can't be quantified, but the impact is often great.
Pakistan.
Where our focus India and Bangladesh is on helping young women recover from prostitution and human traficking, in Pakistan we focus on women’s participation in the labour market. The project draws funding from a subsidy from the Netherlands Enterprise Agency (RVO). In Pakistan, it is still common for women to be banned from working in factories. The project provides groups of women with training and
equipment so that they can work independently in Zeeman's partner factories. Previously, those factories almost exclusively employed men.
In 2024, we joined with Schijvens Corporate Fashion to launch a project at 3 factories, 2 of which are suppliers of Zeeman. At each factory, a group of 30 women have been selected to receive training so that they can work in a sewing workshop. The factories had to update their facilities, creating separate spaces for women. The male workers have also been prepared for the new situation. A visit to Pakistan in 2024 showed how well the project is going, and that the women are very proud of the path they have taken. Earning their own money suddenly gives them new opportunities and possibilities, allowing them to help pay for their children’s education or save money for a wedding.The project will be reviewed at the end of 2025. Although initiatives like this require a significant cultural shift, we hope to expand the project to other factories as well.
Sustainable partnerships.
Improving working conditions in global supply chains requires collaboration. That is why Zeeman works together with suppliers, industry partners, trade unions, NGOs and multi-stakeholder initiatives to address social risks and create lasting improvements for workers.
Fair Wear Foundation.
One of our most important partnerships is with Fair Wear, of which Zeeman has been a member since October 2019. Through this partnership, we work to strengthen human rights due diligence in our supply chain and improve working conditions in the factories that produce our products.
As a Fair Wear member, we are committed to implementing the Fair Wear Code of Labour Practices, which is based on the conventions of the International Labour Organization (ILO) and the Universal Declaration of Human Rights. The Code covers eight fundamental labour standards:
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Employment is freely chosen
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No discrimination in employment
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No exploitation of child labour
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Freedom of association and the right to collective bargaining
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Payment of a living wage
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No excessive working hours
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Safe and healthy working conditions
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A legally binding employment relationship
These standards form the foundation of our approach to responsible sourcing and supplier engagement.
Brand performance Check
As part of our Fair Wear membership, we undergo an annual Brand Performance Check (BPC). This assessment evaluates how effectively we identify, prevent, mitigate and remediate human rights risks in our supply chain, while also reviewing purchasing practices, supplier management and due diligence processes.
In 2025, Zeeman achieved a Good rating with a score of 57%. While this was lower than the 68% achieved in the previous year, the result reflects Fair Wear's stricter assessment methodology introduced across its membership. The assessment also highlighted opportunities to further strengthen our risk management systems, data collection and monitoring processes. These insights help us continuously improve our approach and integrate human rights due diligence more effectively across our organisation.
Factory monitoring and training
Independent monitoring remains an important tool for identifying risks and opportunities for improvement at factory level.
In 2025, 12 factories were audited against the Fair Wear Code of Labour Practices. The most common themes identified during these audits included:
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Safe and healthy working conditions
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Living wages
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Working hours
Fair Wear's local teams support both Zeeman and suppliers in addressing identified findings and implementing corrective actions.
Training and awareness building are essential parts of this process. In 2025, four suppliers participated in Fair Wear training programmes, with additional suppliers scheduled for training in 2026. These programmes help strengthen social dialogue, raise awareness of workers' rights and improve understanding of grievance mechanisms at factory level.
In addition, Fair Wear onboarding and worker awareness programmes continue to support worker representation and social dialogue in our sourcing countries, including China and Bangladesh.
Grievance mechanism
An effective grievance mechanism is essential to ensuring that workers can safely raise concerns and access remediation when needed.
Workers can report concerns confidentially through local Fair Wear helplines. Information about the procedure is shared through factory posters in local languages and through information cards distributed directly to workers. When complaints are submitted, Zeeman works together with Fair Wear, local NGOs, suppliers and worker representatives to investigate the issue, identify root causes and implement remediation measures.
We see every complaint as an opportunity to improve. The continued use of the mechanism demonstrates that workers are aware of their rights and increasingly trust the system to address their concerns.You can find the complaints and remediation process here. For an example of a complaint click here. Find an English version of the Fair Wear helpline poster that is hung up in all factories here.
We will continue expanding Fair Wear audits, worker awareness programmes and supplier training initiatives. We will also further strengthen our risk management systems, improve data collection and continue integrating human rights due diligence into our sourcing practices.
Together with Fair Wear, suppliers and other stakeholders, we remain committed to creating safer workplaces, stronger worker representation and better working conditions throughout our supply chain.
Systemic risks in the chain.
We complement factory-level monitoring with a broader risk-based approach. Together with insights from supplier assessments, stakeholder dialogue, audit findings and country-specific risk analyses, we identify the most significant social risks within our sourcing countries.
These risks differ by country and may include topics such as gender inequality, limitations on freedom of association, excessive working hours, wage-related challenges or occupational health and safety risks. Understanding these systemic issues allows us to focus our efforts where they can have the greatest impact and to develop targeted improvement programmes together with suppliers and stakeholders. This approach aligns with Fair Wear's human rights due diligence framework and our broader CSR strategy.
International Accord for health and safety
Safe workplaces are a fundamental requirement throughout our supply chain. Zeeman has been a signatory to the Bangladesh Accord since its early years and has witnessed the significant improvements it has delivered to worker safety in Bangladesh. Following the success of the Bangladesh Accord, Zeeman signed the International Accord for Health and Safety in the Textile and Garment Industry in 2021, reaffirming our commitment to maintaining safe working conditions in garment and textile factories.
The International Accord is a legally binding agreement between brands and trade unions that focuses on preventing workplace accidents through independent inspections, remediation programmes, worker training and accessible grievance mechanisms. It aims to strengthen occupational health and safety systems while promoting long-term, sustainable improvements at factory level.
Bangladesh
Through the Accord framework, factories in Bangladesh are subject to independent assessments covering fire, electrical and structural safety. Workers also receive health and safety training and have access to a confidential complaints mechanism that allows them to report safety concerns without fear of retaliation. These systems have contributed to substantial improvements in workplace safety across the Bangladeshi garment sector since the Accord was established.
At Zeeman, we continue to monitor the progress of factories producing for us and follow up on remediation activities where necessary. Safe working conditions remain a key requirement in our supplier relationships and due diligence processes.
Pakistan Accord
In January 2023, Zeeman signed the Pakistan Accord on Health and Safety in the Textile and Garment Industry. This programme operates under the International Accord framework and extends the proven Accord model to Pakistan's textile and garment sector.
The Pakistan Accord focuses on identifying and remediating fire, electrical, structural and boiler safety risks through independent factory inspections, corrective action plans, worker health and safety training, and an accessible complaints mechanism. The programme also works closely with suppliers and local institutions to strengthen long-term safety systems across the industry.
We are convinced that the Pakistan Accord will contribute to lasting improvements in worker health and safety and supports our broader objective of ensuring safe and responsible working conditions throughout our supply chain.
Worker voice and grievance mechanisms
Both the Bangladesh and Pakistan Accord programmes include worker-centred grievance mechanisms. These systems enable workers to raise concerns related to health and safety confidentially and support effective remediation when issues are identified. Together with our suppliers and industry partners, we actively support these mechanisms as an important tool for identifying risks and continuously improving working conditions.