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Cause that’s what Tom Tailor is. Its people. All around the world. Through the entire supply chain.


Begin reading here, because that is where awareness starts.

We caught our first waves. Cool. Now we want to get even more people on board. Even cooler.

We aim to use our brand platform to raise awareness for the problems we are facing, and motivate our community to do better together. We believe that the basis of change is a collective mindset, and that everyone can BE PART of what we call our CULTURE OF CONSCIOUSNESS.

Our first

What we already do.
  • Starting with our inner circle by offering community events to create awareness (e.g. cleanups)
  • Integrating BE PART into our Tom Tailor strategy program & regular company updates involving all employees
  • Pursuing collaborations with non-profit organisations (e.g. MBRC the ocean)
  • Participating as one team in people & sustainability community projects

Our next

What we plan to do.
  • Launch regular workshops on sustainability & community events for all employees
  • Expand collaborations to long-lasting partnerships
  • Support and enable our crew for a more sustainable way of living: working via education programs
  • Ensure that every single Tom Tailor member knows our sustainability strategy & goals
  • Create a culture of well-being: from food & drinks to sport & mental health programs


We’re all human, right?

When we say, „Tom Tailor is its people“, we mean all of them. In our global offices. In our stores. In the factories where we produce.

We see it as our duty to attain social responsibility to every single one. It’s one of our main goals to maximize fairness, safety and wellbeing throughout our entire supply chain. Therefore, we strive to cooperate with suppliers who share our vision of sustainability, accountability and transparency.

Here are our basics for FAIR & EQUAL WORKING CONDITIONS

  • Our supplier onboarding process
  • Code of Conduct
  • Living wages
  • Better traceability
  • More equality


Read how we get everyone into the same boat.

Human rights, equality and safe working conditions are much more than just guidelines — we do not compromise on people’s lives and health. The wellbeing of our employees and the people in our entire value chain is our top priority, and integral to our social responsibility.

Because we want all of our suppliers to be in the same boat, we are committed to ethical and safe working conditions at their sites as well. To really steer in one direction, we set up an onboarding process that every potential supplier has to go through.

It’s like a compass that points towards more transparency, fairness and sustainability.

The 2021 Status Quo

What we have & do

Tier 1

garment/accessories suppliers & factories

Tier 2

fabric/yarn mills (traders included)

Tier 2

trim mills

Onboarding process 
  1. Business relevance: e.g. new product development, additional capacity, flexibility

  2. Finance/credit check: review P&L’s

  3. Onsite assessments: incl. technical and social compliance check

  4. Social compliance: incl. BSCI audit result review, online issue check

  5. Due diligence check

  1. Social compliance: incl. BSCI audit result review, online issue check

  2. Due diligence check

  3. Self-assessment: management system review, chemical management basic set-up, environmental management, social compliance and quality management

  1. Self-assessment: management system review, chemical management basic set-up, environmental management, social compliance and quality management

  2. Due diligence check

amfori BSCI Code of ConductYesYesYes
Tom Tailor General InstructionsYes--
Vendor Code of Conduct (Anti-Bribery)Yes--
Consent for Supplier DisclosureYesYesYes
Chemical Management CommitmentYesYesYes
Social Compliance CommitmentYesYesYes


The compass that leads us in one

Improving the working conditions and the wellbeing of the people who make our clothes is essential. As this can’t be achieved alone, we’ve committed ourselves to the principles of amfori BSCI.

The BSCI Code of Conduct is based on the core conventions and standards set out, for example, in the Universal Declaration of Human Rights (UDHR), the International Labour Organisation (ILO), and the UN Guiding Principles (UNGP) for Business and Human Rights.

The Code of Conduct sets out 11 core principles including:

  • The Rights of Freedom of Association and Collective Bargaining
  • No Child Labour
  • Fair Remuneration
  • No Discrimination
  • Decent Working Hours - workers are not required to work more than of 48 regular hours per week
  • Occupational Health and Safety

Before becoming a supplier for Tom Tailor, the prospective partner is required to sign this Code of Conduct.


Follow our journey towards our goal; pursuing a living wage for everyone.

Playing fair equals paying fair. At least in our view. 

We want to make sure all people working for us are able to meet their basic needs and maintain self-sufficiency. Pursuing a living wage for them is one of our utmost needs. Here is how we try to achieve this overarching goal:

The minimum wage. By signing the Code of Conduct our suppliers assure us that they pay the country’s minimum wage.Regular audit checks. We examine whether the suppliers abide by our agreement to pay at least the minimum wages.Third parties. Interest groups and industrial experts will be consulted to support our living wage programme.
Plans to close the gap. These are expected from the suppliers if the paid wages are below the calculated living wage level.Collecting data of the actual paid wages. From selected suppliers; every year. Including the applicable legal minimum wage and actual paid wage; by employee type.Transparency. We collect data of actual paid wages for every supplier, show the delta compared to living wages and define measures how to achieve them.
 Product costing model. The idea of labour costs - already incorporated in our costing model.Surveys for workers. Our goal is to get first hand information, not just focusing on audit which is a snapshot.
  True product price split. Is the maximum of transparency and fair play.
  Responsible Purchasing Practices. Develop and roll-out new guidelines. First step: Better Buying survey.


We want to be able to tell you,
who made your clothes.

To answer that question, we’ve developed a supply-chain mapping process which helps us to gain transparency and we’ve published our Tier 1 & 2 suppliers for the very first time. Our goal for 2021 was to improve our traceability in our supply chain, in comparison to the previous years.

 Tier 1Tier 2Tier 2Tier 3Tier 4
General definition*garment/accessories suppliers & factoriesfabric & yarn millstrim supplieryarn producersraw material
2020 Status Quo> 85%0%0%0%0%
2021 Status Quo98%97%0%0%0%
2022 Target>= 98%>= 97%>= 50%>= 50%>= 40%

As better traceability and more transparency go hand in hand, our aim for 2022 is to gain more transparency in Tier 3 & 4.


And our first waves of female empowerment.

We are a proudly diverse crowd. A community that values and respects each other. Knowing that every being and opinion counts.

We want to make sure that all of our employees are able to realize their full potential. That’s why Women Empowerment and Gender Equality (though not completely equivalent) are important for us.

To empower female workers in our supply chain, we participated in the `Shobola Project`: a pilot initiated by amfori BSCI, with the aim of developing and rolling-out training to top- and mid-level management in gender equality and to support women through leadership exercises and training. This was a small step in the right direction.

In 2022, we will follow this direction by participating in another Women Empowerment Programme by UN Women which we will join via amfori BSCI.

OUR 2022+

How we refine our vision in the future.

Here is what we aim to do in the future:

  • Incorporate the new update of amfori BSCI Code of Conduct into our requirements
  • Develop a company Code of Conduct
  • Work on our ‘P(L)AYING FAIR‘ initiatives (e.g. collect data on actual paid wages for core & strategic suppliers [2022] to show the delta compared to living wages by country / region, and define measures to achieve living wages)
  • Work out an overall `Handbook` for our suppliers with better and clearer guidelines (incl. social compliance, environmental & chemical management and sustainability)
  • Improve/enhance the communications with our suppliers via training, information sharing platforms, regular surveys, etc.
  • Review/identify programs that could support the sustainable development of our suppliers in addition to the regular audits
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