Labor Standards – Terms of Engagement Levi Strauss & Co
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Eliminating and Preventing Child Labour Copyright © International Labour Organization 2016
International Labour Organization Checkpoints for Companies Eliminating and Preventing Child Labour Copyright © International Labour Organization 2016 The designations employed in ILO publications, which are in conformity with United Nations practice, and the presentation of material therein do not imply the expression of any opinion whatsoever on the part of the International Labour Office concerning the legal status of any country, area or territory or of its authorities, or concerning the delimitation of its frontiers. The responsibility for opinions expressed in signed articles, studies and other contributions rests solely with their authors, and publication does not constitute an endorsement by the International Labour Office of the opinions expressed in them. Reference to names of firms and commercial products and processes does not imply their endorsement by the International Labour Office, and any failure to mention a particular firm, commercial product or process is not a sign of disapproval. About This is the complete text of the mobile appCheckpoints for Companies – Eliminating and Preventing Child Labour, available for download from the Apple Store and from the Google Play Store. This Checkpoints app allows you to create interactive checklists to help you eliminate child labour in your company. There are 18 checkpoints in total, divided into six different categories. Each checkpoint provides best practice recommendations for taking action. This document aims to ensure that the content of the app is available to all users, including those who do not own smartphones or tablets. Checkpoints for Companies – Eliminating and Preventing Child Labour was created by the International Labour Organization, a specialized agency of the United Nations. -
Employment Discrimination Law in the United States: on the Road to Equality?
Employment Discrimination Law in the United States: On the Road to Equality? Employment Discrimination Law in the United States: On the Road to Equality? Risa Lieberwitz Cornell University I. Introduction U.S. antidiscrimination law seeks to address a history of workplace exclusion of individuals and groups on the basis of race, sex, national origin, and religion. Added to the core protections against discrimination on these bases, more recent legislation has recognized the need to expand the law to include discrimination on the basis of age and disability. Yet, as significant as antidiscrimination law has been, the U.S. workforce continues to reflect occupational segregation on these bases. Added to these problems is the growing insecurity of workforce made up increasingly by contingent employees, who are often drawn from the same groups needing protection under employment discrimination laws. The legislative and judicial agenda, thus, must remain focused on the same fundamental questions that led to initial passage of antidiscrimination laws. What goals should these laws seek to achieve? How should progress toward equality be measured? Should the law be concerned with equal treatment of individuals as well as equal results for protected groups? Can the law provide substantive equality in addition to formal equality? This paper describes and analyzes U.S. antidiscrimination law. It begins by describing the legal context of labor and employment law in the U.S., set against the background of the doctrine of employment at will. The discussion then focuses on Title VII of the Civil Rights 1 Act of 1964, which has been central to developing discrimination theory that has been applied to subsequent antidiscrimination laws. -
The Effect of Changes in the Statutory Minimum Working Age on Educational, Labor and Health Outcomes
IZA DP No. 9092 The Effect of Changes in the Statutory Minimum Working Age on Educational, Labor and Health Outcomes Sergi Jimenez-Martin Judit Vall Castello Elena Del Rey June 2015 DISCUSSION PAPER SERIES Forschungsinstitut zur Zukunft der Arbeit Institute for the Study of Labor The Effect of Changes in the Statutory Minimum Working Age on Educational, Labor and Health Outcomes Sergi Jimenez-Martin Universitat Pompeu Fabra, Barcelona GSE and FEDEA Judit Vall Castello CRES, Universitat Pompeu Fabra and IZA Elena Del Rey Universitat de Girona Discussion Paper No. 9092 June 2015 IZA P.O. Box 7240 53072 Bonn Germany Phone: +49-228-3894-0 Fax: +49-228-3894-180 E-mail: [email protected] Any opinions expressed here are those of the author(s) and not those of IZA. Research published in this series may include views on policy, but the institute itself takes no institutional policy positions. The IZA research network is committed to the IZA Guiding Principles of Research Integrity. The Institute for the Study of Labor (IZA) in Bonn is a local and virtual international research center and a place of communication between science, politics and business. IZA is an independent nonprofit organization supported by Deutsche Post Foundation. The center is associated with the University of Bonn and offers a stimulating research environment through its international network, workshops and conferences, data service, project support, research visits and doctoral program. IZA engages in (i) original and internationally competitive research in all fields of labor economics, (ii) development of policy concepts, and (iii) dissemination of research results and concepts to the interested public. -
Managing Wage and Hour Risks in a Digitally Connected World
A Matter of Time: Managing Wage and Hour Risks in a Digitally Connected World Prepared by Jeffrey Brecher Jackson Lewis P.C. (631) 247-4652 | [email protected] Eric Magnus Jackson Lewis P.C. (404) 586-1820 | [email protected] This paper is meant to provide information of a general and educational nature and does not constitute legal advice or create an attorney-client relationship. Readers should consult counsel of their own choosing to discuss how these matters relate to their individual circumstances. The views expressed in this paper are solely those of the authors and do not necessarily represent the views of their firm or its principals or clients. Reproduction in whole or in part is prohibited without the express written consent of Jackson Lewis. ©2017 Jackson Lewis P.C. This paper is scheduled to be published in the June 2017 edition of the Journal of Internet Law, produced by Aspen Publishing. The authors would like to thank Jackson Lewis Associate, Roberto Concepcion, for his assistance with the preparation of this paper. 1 I. Introduction Many people are addicted to their phones. They check them constantly throughout the day (sometimes every few minutes) to determine whether a new e-mail or text message has been sent or a new item posted on Facebook, Instagram, Snapchat, and the myriad other social media applications that exist. To ensure immediate notification of incoming mail, users can also set their phone to provide an audio notification when a new e-mail, voicemail, or text message has arrived, and select from hundreds of tones to announce the message—whether a “chime,“ “ding,” or “swoosh.” But some of those addicts checking their phones are employees, and they are checking their phones for work related e-mail and messages. -
Minimum Wage Requirements Within Europe in the Context of Posting of Workers | 1
Minimum wage requirements within Europe in the context of posting of workers | 1 Minimum wage requirements within Europe in the context of posting of workers KPMG in Romania 2019 2 | Minimum wage requirements within Europe in the context of posting of workers 5 General overview 4 Foreword Minimum wage requirements within Europe in the context of posting of workers | 3 CONTENT 18 Country-by-country report 9 Main findings 4 | Minimum wage requirements within Europe in the context of posting of workers Mădălina Racovițan Partner, Head of People Services Our main purpose for the KPMG Guide on Posting of Workers is to give companies an overview of the potential costs and obligations related to mobile workers. The intention is for employers to understand“ the general principles around posting of workers, in order to be able to properly plan the activity of their workforce. Also, the guide includes information on the minimum wage levels and specific registration procedures required in each of the Member States. Minimum wage requirements within Europe in the context of posting of workers | 5 Foreword The freedom to provide services across EU Posting Directive – including minimum wage Member States is one of the cornerstones of requirements, as well as the country-specific the Single Market. Free movement of services requirements under the Posting Directive means that companies can provide a service and the Enforcement Directive in relation to in another Member State without needing to registration with the host country authorities, establish themselves in that country. To do that, prior to the date of arrival. they must be able to send their employees to another Member State to carry out the tasks Amid globalization, digital transformation and required. -
2013 04 26 (Clermont) A&P Technology
.. '! COURT OF COMMON PLEAS CLERMONT COUNTY, OHIO A&P TECHNOLOGY, INC. PlaintifffAppellant CASE NO. 2012 CVF 01486 vs. Judge McBride DANNY I.. ADAMS, et ai, DECISION/ENTRY Defendants/Appellees Hahn Losser & Parb, LI.P, Steven Seasly and Amanda McHenry, counsel for the plaintiff/appellant A8.P Technology, Inc., 200 Public Square, Suite 2800, Cleveland, Ohio 44114. Danny L. Adams, pro se defendantlappell~6 Westgate Drive, Cleves, Ohio 45002. Robin A. Jarvis, Assistant Attomey General, Health 8. Human Servicea Section, counsel for defendant/appellea Ohio Department of Job and Family Servlcea, 1600 Carew Tower, 441 Vine Street, Cincinnati, Ohio 45202. This cause is before the court for consideration of an unemployment appeal filed by the plaintiff/appellant A&P Technology, Inc. The appeal was submitted on the briefs and was taken under adVisement on February 25, 2013. 1 Upon consideraticm oHlhe appeal, tile record @ftlle proceeding, tile evidence presented for tile court's consideration, the written arguments of counsel, and tile applicable law, the court n@w renders tilts written decision. fACTS CF THE CASE AND PRCCEDURAllBACKGRCUND Defendant/Appellee Danny Adams wall employed by plaintifflappeUant A&P Techn@logy, Inc. (hereinafter referred to as "A&P Technology) as a machinist from July 6,2010 until February 23,2012.1 On February 22,2012, Todd Neloon, the machine shop manager atA&P Technology, was "talking to [Adams] about""" bringing [him] in to day shift for further training" " o. and Nelson testified before the hearing officer that Adams "became disgruntled about it,,2 The conversation ended with Adams gilting his verbal resignation and two-week notlce.s It was determined by A8.P Technology that It would not be in the best interest of the company to allow Adams to work out the two weeks because, according to Katie Noe, the Human Resources Manager at A8.P, "based on our bUSiness and the proprietary part of our business we felt it wasn't the beat circumstance to have somebody here who did not want to be here.n4 Ms. -
Resignation Letter Samples
RESIGNATION LETTER SAMPLES How to Write the Perfect Resignation Letter By Larry Barkdull, Award-Winning, Nationally Recognized Writer We tend to equate career success with performance on the job, but first and last impressions are just as important. Resigning from a job can be a very difficult task, and one that seldom receives proper attention. A good resignation letter can help you resign on a positive note and smooth the transition to your next job. Furthermore, a well-written resignation letter can help you to maintain a network of friendly coworkers and managers. Keep the letter short and to the point—one page is usually enough. Say goodbye gracefully. A resignation letter announces or confirms your resignation and should consist of several parts: • Inside address/date. At the left-hand margin, type the date, then skip two single returns and type the name and title of the person who will receive the letter, followed by the company's address: Example: January 30, 2005 John Taylor, Area Supervisor Thompson Publishing Co. 123 Thompson Plaza Any town, PA 16555 • Your resignation letter should then continue with a formal salutation, followed by a colon: Example: Dear Mr. John Taylor: • Last date of employment. State the effective date of your resignation— the last date you expect to be at work. It is standard to give a resignation notice two weeks prior to your last day at the company, but don't be surprised if your employer suggests you leave sooner or later than that. • Reasons. Depending on the circumstances, you may want to explain your reasons for making this decision and your regret in doing so, but your explanation should be simple and brief. -
National Commission on Technology, Automation, and Economic Progress
IlOCIIMP N1' R F SUMP. VT 003 962 ED 023 803 Technology and the American Economy.Volume I. Progress, Washington, DC. National Commission on Technology,Automation and Economic Pub Date Feb 66 Note -124p. Printing Office, Washington,DC. 20402 (GPO Available from-Superintendentof Documents, US. Government Y3T22 -2122/I, $.75) EDRS Price MF -S050 HC NotAvailable from EDRS. *Employment, Federal Legislation,Health Needs, HumanResources, Income, Descriptors ..*Economic Progress, Demography, *National Programs,Planning Commissions, Individc.;31 Needs, Job Trafnihg,Labor Market, National Technology, Unemployment,Urban Environment, *Public Policy, Skill Obsolescence,*Technological Advancement, Working Hours Welfare Problems, Work Environment , and define Public Law 88-444.askedthe Commission toidentify, assess, describe, specificlegislativeand aspectsoftechnological change andtorecommend should be taken byfederal, state, and localgovernments. administrative steps which coming decade.Their The Commission was to concernitself for 1 year with the (2)Creating an examinationcovered(1)The Pace ofTechnological Change, Change--Employment andIncome, and (3)Technology Environment for Adfustment lo (1) a programof and Unmet Human andCommunity Needs.Recommendations included in which the governmentwould be an "employerof last public service employment security resort" for hard coreunemployed, (2) an incomefloor to guarantee economic education for persons indisadvantaged environments, of families, (3) compensatory (5) a shift in the (4) the creation of anational computerized fob-manmatching system, services from the statesto theiederal goYernment, (6). administration of employment families stranded in the permanent extensionof experimental relocationassistance for of social accounts tomake possible declining areas, (7)exploratiOn of a system (8) assessment of therelative costs andbenefits of alternativepolicy decisions, and of national goals andevaluation of ournational performance in continuous study VT 005 794-VT005 relation to such goals.AppendNes are VT 003960, VT 003 961, 797. -
Recordkeeping Requirements Under the Fair Labor Standards Act (FLSA)
U.S. Department of Labor Wage and Hour Division (Revised July 2008) Fact Sheet #21: Recordkeeping Requirements under the Fair Labor Standards Act (FLSA) This fact sheet provides a summary of the FLSA's recordkeeping regulations, 29 CFR Part 516. Records To Be Kept By Employers Highlights: The FLSA sets minimum wage, overtime pay, recordkeeping, and youth employment standards for employment subject to its provisions. Unless exempt, covered employees must be paid at least the minimum wage and not less than one and one-half times their regular rates of pay for overtime hours worked. Posting: Employers must display an official poster outlining the provisions of the Act, available at no cost from local offices of the Wage and Hour Division and toll-free, by calling 1-866-4USWage (1-866-487-9243). This poster is also available electronically for downloading and printing at http://www.dol.gov/osbp/sbrefa/poster/main.htm. What Records Are Required: Every covered employer must keep certain records for each non-exempt worker. The Act requires no particular form for the records, but does require that the records include certain identifying information about the employee and data about the hours worked and the wages earned. The law requires this information to be accurate. The following is a listing of the basic records that an employer must maintain: 1. Employee's full name and social security number. 2. Address, including zip code. 3. Birth date, if younger than 19. 4. Sex and occupation. 5. Time and day of week when employee's workweek begins. 6. -
Improving Business Performance Through Gender Equality Strategies for the Apparel Supply Chain
IMPROVING BUSINESS PERFORMANCE THROUGH GENDER EQUALITY STRATEGIES FOR THE APPAREL SUPPLY CHAIN ANNIE S. O’CONNOR AND MANAUS. OCTOBER 2017 TABLE OF CONTENTS 3 THE OPPORTUNITY 11 FRAMEWORK FOR ACTION 5 TEN STRATEGIES TO IMPROVE BUSINESS PERFORMANCE 12 RELATIVE MERITS OF THE TEN STRATEGIES FOCUS AREAS FOR INVESTMENT: 13 CONCLUDING REMARKS 6 SKILL DEVELOPMENT 14 RELATIVE MERITS CALCULATION 7 PREGNANCY & PARENTHOOD 15 GENDER EQUALITY METRICS 8 MENSTRUATION 16 ACKNOWLEDGEMENTS 9 WAGES & WORK HOURS 17 NOTES 10 HARASSMENT & GENDER BASED VIOLENCE IMPROVING BUSINESS PERFORMANCE THROUGH GENDER EQUALITY: STRATEGIES FOR THE APPAREL SUPPLY CHAIN THE OPPORTUNITY GARMENT MANUFACTURERS WHO INVEST IN EQUALITY INCREASE ALL WORKERS’ WELL-BEING, IMPROVE THEIR BUSINESS PERFORMANCE, AND ARE MORE COMPETITIVE. LEVI STRAUSS & CO’S. COMMITMENT TO WORKER WELL-BEING IMPORTANCE OF GENDER EQUALITY “Profits through principles”. This ethos drives Levi Strauss & Co’s. LS&Co. promotes gender equality because it understands that (LS&Co.) business decisions and its vision for the global supply chain. all workers benefit when the most vulnerable thrive. Across the Twenty-five years after introducing the first Terms of Engagement to international apparel supply chain, women are more vulnerable than the protect workers’ rights and the environment, LS&Co. is leading the next men they work with.7 On average, women make up 80 percent of apparel wave of industry evolution. Through the Worker Well-being initiative, workers, and their basic human needs — safety, respect, fairness, and LS&Co. is partnering with global manufacturers to go beyond labor growth — are often unmet.8 compliance and improve health, financial empowerment, and equality Female workers in the supply chain are commonly paid lower wages, for the workers who make its products1. -
Minding the Manufacturing Gender Gap How Manufacturers Can Get Their Fair Share of Talented Women
Minding the manufacturing gender gap How manufacturers can get their fair share of talented women Table of contents Minding the gender gap in manufacturing 4 Driving enterprise value through gender diversity 6 The diversity journey: attracting female talent in manufacturing 10 Getting retention strategies on track 14 Forging a path to advance talented women 20 The path forward 25 Minding the manufacturing gender gap 3 Minding the gender gap in manufacturing Passengers in rail stations around the world overhear Given the severity of the issue, The Manufacturing a warning each time a train’s doors open and close: Institute, APICS Supply Chain Council, and Deloitte worked “mind the gap.” This ubiquitous message, translated into together to understand why manufacturing isn’t getting its countless native tongues, is meant to keep passengers fair share of talented women. We surveyed more than 600 from tripping or falling when crossing from train to women in manufacturing, across all functional roles and platform, or vice versa. The same urgent message – “mind levels, to get their gauge of how well companies are doing the gap” – can also apply to manufacturers looking at attracting, retaining and advancing women. We also to successfully navigate the path ahead. In the case held an executive roundtable in Washington, D.C., where of manufacturing, it is the gender gap that poses an we convened senior leaders – representing a diverse group immediate challenge that is equal-parts serious threat and of some of the world’s largest manufacturing companies significant opportunity. – to bring into focus their executive view of human capital and talent concerns. -
Workplace Bullying, Perceived Organizational Support and Turnover Intention in Manufacturing Factory: Evidence from China
Open Access Library Journal 2020, Volume 7, e6886 ISSN Online: 2333-9721 ISSN Print: 2333-9705 Workplace Bullying, Perceived Organizational Support and Turnover Intention in Manufacturing Factory: Evidence from China Xiaohui Li School of Business, Guangdong University of Foreign Studies, Guangzhou, China How to cite this paper: Li, X.H. (2020) Abstract Workplace Bullying, Perceived Organ- izational Support and Turnover Intention Basing on 305 samples from a manufacturing factory, this study examined the in Manufacturing Factory: Evidence from relationship among workplace bullying, perceived organizational support and China. Open Access Library Journal, 7: turnover intention. The results show that: workplace bullying is excellent e6886. https://doi.org/10.4236/oalib.1106886 predictor of employees’ turnover; perceived organizational support correlates negatively with the intention to leave the organization; and perceived organi- Received: October 9, 2020 zational support plays a moderating role in the relationship between workplace Accepted: October 26, 2020 bullying and turnover intention. These findings may have important implica- Published: October 29, 2020 tions from both the theoretical and the practical standpoints. Copyright © 2020 by author(s) and Open Access Library Inc. Subject Areas This work is licensed under the Creative Commons Attribution International Human Resource Management License (CC BY 4.0). http://creativecommons.org/licenses/by/4.0/ Keywords Open Access Workplace Bullying, Perceived Organizational Support, Turnover Intention 1. Introduction Workplace bullying is broadly recognized to be a widespread and serious prob- lem nowadays. Many countries, including China, have increasingly been focus- ing on raising awareness and preventing this particular problem in order to pre- vent its negative effects on the victim’s health and work performance as well as on the organization itself.