Women, by Women.
As we move into Gameplan 3.0, we have dedicated one of our strategic pillars to Women. Women are at the heart of GANNI and that's exactly why we're taking a stronger, more active stance on advancing their empowerment.
Nearly 80% of the global garment workforce are women, making them an important stakeholder in the fashion industry. That same truth is reflected closer to home: the majority of our own team are women, and so are the majority of the customers we design for. Advancing women's rights and wellbeing is a natural and necessary extension of who we are, and is a necessary pathway to being a more responsible business.
That's why we're deepening our existing commitment to social impact through three interconnected priorities — ensuring safe workplaces, advocating for living wages, and formalising our support for UN Women through the launch of a global partnership. Underpinning all of this work is traceability and transparency – none of this work is possible without knowing our supply chain.
Traceability & Transparency
What is a tier?
Tiers refer to the different levels of suppliers in a supply chain, from finished products back to raw materials. In essence, the higher the tier number, the deeper in the supply chain the supplier is.
Tier 1
Finished Product Suppliers
Tier 1 suppliers manufacture and assemble the final product. These manufacturing locations are owned by or have a direct relationship with our Contractual Suppliers (suppliers that GANNI has a direct contractual relationship with). Finished products are shipped directly from our Finished Product Suppliers to our warehouse partners.
Tier 1+
Subcontractors
It is common practice for Tier 1 suppliers to outsource part of the production process to subcontractor facilities due to production capacity, specific skill or processing requirements. Products are often sent out to subcontractor facilities by the Tier 1 supplier for a specific part of the production process (e.g. sewing, embroidery, washing) and returned back to be finalised and shipped.
Tier 2
Material Suppliers
Tier 2 suppliers produce the materials used to manufacture and assemble the finished product. This involves processes such as weaving and knitting, and material printing, dyeing, and finishing.
Tier 3
Yarn Suppliers
Tier 3 suppliers transform raw material into yarn by undergoing spinning, dyeing at yarn stage, and other preparatory processes.
Tier 4
Raw Materials
Tier 4 corresponds to the raw material source, such as cotton and animal farms as well as man-made fibre producers.
Tier 1
Finished Product Suppliers
Tier 1 suppliers manufacture and assemble the final product. These manufacturing locations are owned by or have a direct relationship with our Contractual Suppliers (suppliers that GANNI has a direct contractual relationship with). Finished products are shipped directly from our Finished Product Suppliers to our warehouse partners.
Tier 1+
Subcontractors
It is common practice for Tier 1 suppliers to outsource part of the production process to subcontractor facilities due to production capacity, specific skill or processing requirements. Products are often sent out to subcontractor facilities by the Tier 1 supplier for a specific part of the production process (e.g. sewing, embroidery, washing) and returned back to be finalised and shipped.
Tier 2
Material Suppliers
Tier 2 suppliers produce the materials used to manufacture and assemble the finished product. This involves processes such as weaving, knitting, material printing & dyeing, and finishing.
Tier 3
Yarn Suppliers
Tier 3 suppliers transform raw material into yarn by undergoing spinning, dyeing at yarn stage, and other preparatory processes.
Tier 4
Raw Materials
Tier 4 corresponds to the raw material source, such as cotton and animal farms as well as man-made fibre producers.
Products Origins by Tiers of Suppliers
Traceability and transparency are what make all of this work actionable. This year, we've continued building our Supply Chain Map, to show what’s made where, and by whom. Scroll over the map to learn more.
Safe Workplaces
GANNI doesn't own its supply chain, but that doesn’t mean it’s not our responsibility.
Like most fashion brands, our products are made by a global network of suppliers — many in regions where legal protections for workers are limited or unevenly enforced. Safe workplaces matter for everyone, but not everyone faces the same risks. Women in global supply chains face heightened vulnerabilities as they are disproportionately exposed to harassment, discrimination, and limited access to protections. Acknowledging these realities is necessary for building effective monitoring systems.
The Safe Workplaces workstream forms the foundation of our social responsibility work and embodies our commitment to human rights in the supply chain. Safe Workplaces builds on the Social Accountability workstream from Gameplan 2.0, but with a deliberate shift – by naming the outcome front and centre, we're focusing on what has always been: that every standard, audit, and accountability measure exists to ensure people making our products are treated with dignity and respect in safe working conditions.
We hold ourselves accountable and deliver on this commitment through policies, effective due diligence systems, action, and transparency – remediating issues where they arise, driving continuous improvement with suppliers, and embedding safety as a shared responsibility across the business.
Please find our policies on Supplier Code of Conduct, Forced Labour Policy, Migrant Workers Policy, Child Labour Policy, Ethics, Anti-Bribery and Anti-Corruption Policy, and Modern Slavery Statement 2025
Since the launch of Gameplan 2.0, we set the goal of ensuring that 100% of Tier 1 and Tier 1+ suppliers will be audited and continuously monitored by 2025. In Gameplan 3.0, we will continue our commitment to monitoring suppliers and expand our scope to Tier 2 suppliers.
To assess supplier facilities against standards in our Supplier Code of Conduct, we use a combination of third-party audits, in-person visits, and remote assessments. No single approach tells the full story, so we apply them in combination — adapting to the context of each supplier to build the clearest possible picture of conditions on the ground.
Understanding conditions in our supply chain means going beyond what audits and assessments can capture – worker voice channels are needed. In 2025, we completed a pilot with & Wider, introducing anonymous worker surveys across two core suppliers in India. The surveys gave workers a confidential channel to raise concerns and share feedback on our Living Wage Programme and day-to-day labour conditions — ensuring workers have a safe and meaningful way to be heard.
GOAL: 100% of Tier 1, Tier 1+ and Tier 2 suppliers monitored through social audits or assessments by 2028
Tier 1
Tier 1+
In Gameplan 3.0, we're extending audit and assessment coverage further into the supply chain. Our Tier 2 assessment framework is under review and progress will be shared once completed.
Our supply chain is global, and we can't be everywhere at once — that's why we work in collaboration with suppliers and independent third-party auditors to help us understand conditions on the ground. By 2028, our goal is for 100% of Tier 1, Tier 1+ and Tier 2 suppliers to be covered through social audits or assessments.These cover topics including wages, working hours, health & safety, worker representation, and collective bargaining. We reference audits conducted by third parties in line with reputable industry standards — such as ERSA, SMETA, BSCI, SLCP, SA8000, and Fair Wear — to promote transparency and help reduce audit duplication for suppliers.
But we know audits alone don't tell the full story. That's why we're also exploring worker-centred approaches that bring us closer to the realities workers experience every day.
Living Wages
Living wages are essential for women's empowerment
A minimum wage is a legal requirement calculated based on the overall economic condition of the country; as part of our Supplier Code of Conduct, all of GANNI’s suppliers are obligated to pay the minimum wage. A living wage, on the other hand, refers to a wage level high enough to afford a basic but decent standard of living for the worker and their family. When possible, GANNI takes on the additional cost to ensure a living wage for workers, absorbing this expense ourselves rather than passing the responsibility onto our suppliers.
The Global Living Wage Coalition describes a living wage as follows: “The remuneration received for a standard workweek by a worker in a particular place sufficient to afford a decent standard of living for the worker and their family.” Elements of a decent standard of living include food, water, housing, education, healthcare, transport, clothing and other essential needs, including provision for unexpected events.”
Even though living wages are not mandatory by law, ensuring that workers receive living wages is crucial to creating more responsible fashion supply chains, which is why we are committed to this work.
Living wages are essential for women’s empowerment because they provide dignity, financial independence, and greater influence at work and home, reducing vulnerability to exploitation.
Our commitment - GANNI’s Living Wage Programme
GANNI’s Living Wage Programme, launched in 2022, aims to empower garment workers by ensuring fair pay in the garment industry, where low wages disproportionately affect them. We recognise that workers earning a minimum wage, which is standard practice in our industry, is often not enough to afford a decent standard of living for themselves and their families. Therefore, we are working with suppliers to take on the additional cost to ensure a living wage for workers.
How does it work? GANNI’s Living Wage Programme bridges the gap for suppliers who are not (yet) paying a living wage to workers, by paying a premium to suppliers on top of the cost price for our product. We conduct wage assessments and compare wage levels to the regional living wage benchmarks to understand which suppliers can be considered for the programme. GANNI uses living wage benchmarks calculated and published by the Anker Research Institute and Wage Indicator in some regions.
In 2025, eight Tier 1 suppliers continued to receive a living wage premium from GANNI, while two suppliers came off the programme as the relationship ended. This is a practical illustration of why we've always said living wages are a moving target, prompting us to take a closer look at how the programme is structured. Building something more durable is part of what Gameplan 3.0 is pushing us towards.
Since the launch of Gameplan 2.0, where we set the goal of ensuring that 100% of Tier 1 suppliers pay a living wage by 2025, we have tested different approaches to scale the programme to reach our goal. We've come to understand the complexity in tracking progress and achieving sustained wage growth the programme aims for. This is largely shaped by how the premium is distributed: worker committees within each factory decide how funds are allocated, and immediate payments such as bonuses are often prioritised over permanent increases to monthly wages.
While we continue to strive towards an industry where all workers in our supply chain are paid a living wage, the learnings over the last three years have pushed us to rethink our approach. We’re redirecting our effort toward the suppliers where we have the most leverage, the longest relationships, and the greatest opportunity for lasting impact.
In Gameplan 3.0, we will focus our attention on our core suppliers, who represent 80% of our business (volume and value). This shift to core suppliers is for the following reasons:
- Increased leverage: Our core suppliers are where we have the highest business and leverage to really effect change
- Long term partnership: Our core suppliers are those with whom we have some of the longest-standing partnerships, making our programme more resilient to supply chain shocks
- More impact: Workers earn a higher total premium at suppliers where GANNI represents a larger share of the supplier’s business.
GOAL: 100% of core suppliers paying a living wage or receiving a living wage premium by 2028
By 2028, our goal is that 100% of our core suppliers will be paying a living wage to workers, or receiving a living wage premium where the current wage is below the living wage benchmark.
We conducted a wage assessment across our 15 core suppliers to understand where wage levels stand today. Of these, seven are either paying a living wage to all workers or receiving a living wage premium from GANNI — representing 46% of our core suppliers in 2025.
What matters most to us is not a single snapshot, but the direction of travel of our Living Wage Programme. Progress on Living Wages in global supply chains are influenced by complex factors that need to be considered in order to build a programme that lasts.
- Annual benchmark updates: Living wage benchmarks are recalculated each year to reflect changes in the cost of living. This means the target is always moving, and progress made in one year may not be sufficient the next.
- Inflation: Living wage benchmarks often lag behind high inflation rates: the research, data collection, and analysis required to produce them takes time, meaning that by the time a new benchmark is published, inflation may have already moved on.
- Methodology fragmentation: The two most widely referenced frameworks to calculate living wage benchmarks — the Anker Research Institute and WageIndicator — use different approaches, arriving at different benchmark figures for the same regions. This makes it challenging to set consistent targets, and compare progress across suppliers and regions.
- Fluctuating order volumes: Order volumes in fashion are rarely stable — and that instability makes it challenging for suppliers to maintain living wage commitments over time.
- Supplier leverage: GANNI doesn’t own the supply chain or manufacturing facilities that produce our products. As a result, our ability to influence living wages within the supply chain presents a unique challenge.
In Gameplan 3.0, our focus moves from scaling our Living Wage Programme to deepening it in partnership with our suppliers. In a landscape where supply chains are constantly fluctuating, that means updating premiums where needed and testing better verification systems – building a more resilient Living Wage Programme.
UN Women Partnership
GOAL: A Global advocacy programme with UN Women by 2026
GANNI is a brand for women, by women.
From our internal teams to our garment workers and our global community of women, that is why it has become a key component of our Gameplan 3.0 strategy. However, we know we cannot tackle systemic challenges that women and girls face across the globe in isolation, and that’s why we have partnered over the next 3 years with UN Women.
UN Women exists to advance women’s rights, gender equality, and the empowerment of all women and girls. As the lead United Nations entity on gender equality, UN Women shifts laws, institutions, social norms, and services to close the gender gap and build an equal world for all women and girls.
The partnership between GANNI and UN Women will serve as our flagship global advocacy initiative, and through the collaboration, GANNI will support the work of UN Women across mentorship programmes, volunteering initiatives, financial contributions, and future product collaborations.
