Tailored Brands, Inc.

No publicly available information was found regarding Tailored Brands’ overall commitment to gender equality and women’s empowerment across its full value chain. The company does not disclose how it integrates these issues into its governance structure, strategy, processes or management systems, or how it engages with external stakeholders to manage and improve its gender impacts. However, it has identified its Nominating and Corporate Governance Committee as responsible for the company’s sustainability efforts, which includes gender, and engages with its employees on gender-related matters such as representation through the work of its Diversity and Inclusion Council.

The company has a gender-responsive grievance mechanism that reflects an understanding of gender roles and the inequalities women face in the workplace, for instance guaranteeing confidentiality, allowing concerns to be anonymously reported to someone other than the direct supervisor via a telephone line, and ensuring non-retaliation and protection of the aggrieved party. However, the company does not allow supply chain workers to access its grievance mechanism or require suppliers to have their own local grievance mechanisms in place.

Tailored Brands does not disclose information to demonstrate that it screens for gender-related issues among its suppliers as part of its audit processes, such as sexual harassment or discrimination against women based on their pregnancy and marital status. Furthermore, no information was found regarding whether suppliers are required to take corrective action if these issues are identified.

There is limited information available with regard to how Tailored Brands considers the fair representation of women in the workplace. While the company’s board of directors currently maintains a gender balance (50%), women are underrepresented among senior executives (10%). In the United States, where the largest proportion of Tailored Brands’ operations are located, it reports that 32% of senior management positions are held by women. The company offers professional development programmes with specific support for women through its Peer Circles, particularly the Women in Senior Leadership Peer Circle which also established a Wo-mentorship Program to help younger women employees succeed in the workplace. However, Tailored Brands does not disclose the gender composition of its senior or middle managers or its overall workforce around the world. Neither were details available regarding the gender breakdown of its workforce across occupational function, employee turnover or absenteeism rates.

In the supply chain, there is no information regarding how the company addresses the systemic discrimination that women face, for example by requiring suppliers to have a policy in place that explicitly protects pregnant and married women workers. Neither were details available concerning whether the company actively procures from women-owned businesses or takes specific actions to increase the procurement spend directed to these businesses. While Tailored Brands does not require its suppliers to have recognition agreements with local trade unions, it expects suppliers to respect the rights of workers to establish and join organisations.

No publicly available information was found regarding how Tailored Brands considers the fair compensation of women in either its workplace or supply chain or specifically addresses the gender pay gap. In terms of family-friendly benefits, no information was available regarding whether the company offers parental leave to its employees or flexible working options to support their return to work after leave. However, it offers subsidised onsite day care for employees who work in its corporate offices in the United States.

No details were found about how Tailored Brands considers key family-friendly benefits to support the unpaid care burden carried by workers in the supply chain.

No publicly available information was found to suggest that Tailored Brands covers any additional costs surrounding the maternal, mental or sexual and reproductive health needs specific to its women employees. Neither were details available regarding the company’s efforts to address the specific health, safety and hygiene needs of women workers in the supply chain, for example by requiring suppliers to provide adequately lit factory facilities and toilets separated by gender. Furthermore, Tailored Brands has not made a public commitment to provide workers with gender-responsive health information and services, for example by requiring suppliers to have an on-site clinic with credentialed health providers.

No publicly available information was found on how Tailored Brands seeks to prevent violence and harassment in its workplace or in the supply chain. Neither were details found regarding the company’s effective remedy for violence and harassment grievances reported by employees and workers, such as not requiring private arbitration or silencing agreements.

No publicly available information was found regarding how Tailored Brands addresses non-discriminatory practices in marketing and advertising, for example by committing to avoid harmful gender stereotypes or ensuring gender-responsive communications and engagement with its customers to support gender equality and women’s empowerment.

Limited information was found regarding how Tailored Brands currently drives gender equality and women’s empowerment in the communities where it operates. Several subsidiaries have participated in initiatives to support breast cancer research, for example by donating to the National Breast Cancer Foundation (NBCF) in the United States and the Canadian Cancer Society, as well as asking customers to complete NBCF’s HOPE Kit cards for women undergoing breast cancer treatment.

Tailored Brands responded to the COVID-19 pandemic by temporarily closing its e-commerce fulfilment centres and retail stores for several weeks between March and May 2020. In addition, the company announced it was furloughing all store employees in the United States as well as a significant portion of employees in its distribution network and offices, both to protect employee and customer health and safety and mitigate lost sales. During the same period, it implemented tiered pay cuts for the chief executive officer and the executive vice presidents and senior vice presidents working full-time.