SUSTAINABILITY

REPORT 2022
CONTENTS

Chairman’s Message 06

Materiality Test 08

Materiality Mapping 10

Reporting Parameters 11
CHAPTER 1
12
SUSTAINABILITY AND DBL

CHAPTER 2
24
ENVIRONMENT

CHAPTER 3
60
SOCIAL

CHAPTER 4
102
GOVERNANCE

SASB Index 129

GRI Content Index 131
Chairman’s Message
The year 2021-22 has been challenging. In order to maintain the business and its workforce in the face of
the post COVID-19 pandemic's challenges. We are pleased to inform you that despite these difficulties, our
company has improved, leading to an increase in revenues from $780 million in 2020-21 to $870 million
2021-22. I share the great pleasure of introducing to you our Sustainability Report 2022, with the hope that
our business will continue to grow responsibly.

We are continuing with both GRI and SASB Standards in this report: moving more towards an
Environmental, Social, and Governance approach. Governance is an important aspect for Sustainability,
which requires a specific discussion of its own: thereby we include this with greater focus in our reports
now.

06 DBL GROUP SUSTAINABILITY REPORT 2022

The world is now even more engaged with addressing social and environmental issues: and we see this
further from the different sustainability targets being set by the brands themselves, based on different
SDGs. Social targets include women empowerment issues such as inclusion of Female Supervisors and
improving women in management. Environmental targets primarily include reducing carbon emissions and
water usage.

Our experiences with our Sustainability programs have enabled us to be competitive in the Sustainability
landscape and we recognize the need to expand accordingly. We get to see the impacts as we get invited to
share our experiences in different programs hosted by buyers, development partners (whom we refer to as
Knowledge Partners), and other organizations. Additionally, we get motivated when we receive recognitions
from different fronts: we received four awards from the inaugural TSL (The Sustainability Leadership)
Awards for water saving, recycling, community initiatives, and the Mini Fire Station. In terms of Governance,
once again we were recognized by the Institute of Chartered Secretariats of Bangladesh (ICSB) and the
Institute of Cost and Management Accountants of Bangladesh (ICMAB). Our Chief Sustainability Officer also
was recognized as the Global Compact Network Bangladesh SDG Pioneer. And last but not least, my younger
brother, M. A. Jabbar, Managing Director was recognized as the Business Person of the Year for 2021.

In the 2022 CDP evaluation, DBL Group received a "B-" grade, placing it in the "Management" band. Prior to
this, both in 2020 and 2021, DBL Group received a "C," which is a mark in the "Awareness" band. This was a
great inspiration for us especially with the world transitioning to net-zero by 2050.

Since Sustainability has been shown to have a solid business rationale and requirement, it has become
increasingly important to involve all firm functions in the transition to Environment, Social, and Governance
Sustainability.

In alignment with the 10 principles of UN Global Compact, we are committed to ensure a sustainable future
for people and environment and to stand against corruption. We also respect human rights as part of our
commitment to the UN Guiding Principles for Business and Human Rights.

We believe that the journey towards sustainability is ever evolving and hence, we aspire to continue our
expansions with our core sustainability values paving the way. With this, we aim to sustain our endeavors
and generate satisfaction for all our employees, our nearby communities, and stakeholders. In this regard,
I sincerely thank all our stakeholders for their ongoing understanding and continued support for our
company.

Abdul Wahed
Chairman
DBL Group

DBL GROUP SUSTAINABILITY REPORT 2022 07

 MATERIALITY TEST
Most material Material Least material Any impact:1 No impact:0

Sustainability
Category Aspects impacts, risks, or
opportunities

Economic Performance 1

Economic Indirect Economic Impacts 1

Procurement Practies 1

OHS 1

Equal Remuneration For Men & Women 1

Supplier Assesment for Labor Practices 1

Social
Labor Practices Grievance Mechanisms 1

Local Communities 1
Compliance 1

Energy 1
Water 1
Emissions 1
Environment
Effluents & Waste 1

Compliance 1
Supplier Environmental Assessment 1

08 DBL GROUP SUSTAINABILITY REPORT 2022

Sustainability interests, Future challenges for the
Legal Organizational values,
topics, & indicators sector, reported by peers Total
compliance policies & strategies
raised by stakeholders & competitors

1 1 1 1 5

1 1 1 1 5

1 1 1 1 5

1 1 1 1 5

1 1 1 1 5

1 1 1 1 5

1 1 1 1 5

1 1 1 1 5

1 1 1 1 5

1 1 1 1 5

1 1 1 1 5

1 1 1 1 5

1 1 1 1 5

1 1 1 1 5

1 1 1 1 5

DBL GROUP SUSTAINABILITY REPORT 2022 09

 MATERIALITY MAPPING

Economic: Economic:
Procurement Practices Economic Performance
Indirect Economic Impacts
Social:
Equal Remuneration for Social:
Influence on Stakeholder Assessments &Decisions

Men & Women OHS

Supplier Assessment for Labor
Environment: Practices
Compliance Labor Practices Grivevance Mechanism
Compliance
Local Communities

Environment:
Energy
Water
Emissions
Effluents & Waste
Supplier Environmental Assessment

Significance of Economic, Social & Environmental Impact

10 DBL GROUP SUSTAINABILITY REPORT 2022

 REPORTING PARAMETERS

Period: 1 July 2021 to 30 June 2022

Reporting cycle: Annual

Most recent previous report: DBL Group Sustainability Report 2020

GRI Guidelines followed: GRI Standards
‘In Accordance’ option chosen: In Accordance “Core”
Contact person Mohammed Zahidullah
Chief Sustainability Officer
Mobile: +880 1711 677 626
Email:zahid@dbl-group.comj

Defining the Report Content and the Aspect Boundaries

The content of the report is based on the social, environmental, economic and product
sustainability practices at DBL Group. Identifying of the aspect has been as per the guide-
lines of Global Reporting Initiative (GRI) and the Sustainability Accounting Standards Board
(SASB) and indicators have been selected based on the availability of information on those
practices. Some of the sustainability projects of DBL Group are beneficial to the organiza-
tion itself and some others are benefiting the community and environment as well. We
have tried to create meaningful connection between the sustainability practices of DBL
Group with the reporting guidelines of GRI and SASB.

This is our ninth reporting on sustainability, all on GRI Standards, and second adhering to
both GRI and SASB Standards. Our previous ones followed the GRI’s G4 Sustainability
Reporting Guidelines. Through this report we have focused our insights on setting goals,
measuring performance, and managing change in order to implement better performanc-
es. We would like to take our sustainability reporting practice to the next level by continu-
ous improvement in our future endeavors in reporting.

Through this report, DBL Group continues its journey in sustainability reporting on the
environmental, social, and governance dimensions of its business activities. Through
progressive advancement in reporting, DBL Group is committed to reporting transparently
on how it manages its environmental, social, and governance performance.

DBL GROUP SUSTAINABILITY REPORT 2022 11

 It is in your hands to create a
better world for all who live in it.

Nelson Mandela, Philanthropist

 CHAPTER 1
SUSTAINABILITY
AND DBL
SUSTAINABILITY 5.0

DBL Sustainability Pillars

DBL has a Five-Pillar Sustainability Strategy, which is referred to as Sustainability 5.0. The pillars
include People, Process, Product, Community, and Environment: thus, integrating a holistic
approach towards Social and Environmental Sustainability. For each pillar, there are several
Sustainability Programs in place – both on large and small scales and short and long terms –
through which the sustainability plans are translated into actions. Several of our activities are in
alignment with the UN Sustainable Development Goals (SDGs).

PEOPLE
As an organization, we realize our responsibility towards our
people: our employees. Our company understands how the
business practices impact our employees and we work to serve in
their best interests.

PROCESS
We are committed to continuously improve all our business
processes: ranging from sourcing raw materials to transporting
final finished goods. We give a strong emphasis on eliminating
non-value-added activities while delivering quality products on
time with greater efficiency and least effect on the environment.

14
20 DBL GROUP SUSTAINABILITY REPORT 2022
 PRODUCT
DBL Group is continuously working towards improving the quality
of the products, and all the processes that go into making the final
finished product and ensuring to minimize the negative impact on
the environment and the consumers. The R&D department is
actively involved in creating new and researching existing
products and the processes associated with them.

COMMUNITY
We believe that together with our employees, customers, business
partners and other stakeholders, we can create real and long- term
changes for the betterment of the community and the
environment. We can extend this impact from improving the
livelihood of our employees to the development of the local
community where we conduct our businesses.

ENVIRONMENT
Environment is an integral part of our company, and we work to
decrease carbon footprint, water consumption, and waste from
our manufacturing processes. We dedicate ourselves in
conserving energy, managing waste effectively and replenishing
the environment to the best of our capacity.

DBL GROUP SUSTAINABILITY REPORT 2022 21

15
ABOUT DBL GROUP
DBL Group is a family-owned private business which started in 1991. The first company was named as
Dulal Brothers Limited. Over the years, the organization evolved into a diversified conglomerate in
Bangladesh. The businesses include Apparels, Textiles, Textile Printing, Washing, Garments
Accessories, Packaging, Ceramic Tiles, Pharmaceuticals, Dredging, ICT, and Telecommunications.
With a dedicated workforce of 44, 000 employees, the annual turnover for the year 2021-22 was $870
Million. DBL’s activities are in alignment with the UN Sustainable Development Goals (SDG) and have
been recognized internationally by the UN Global Compact and the Business Call to Action (BCtA) of
the UN Development Program (UNDP). DBL is a signatory to the Global Compact and has been
publishing its sustainability reports since 2014 following the GRI guidelines. DBL is Trustee Board
member of CSR Center, founding member of Global Compact Network Bangladesh, member of the
International Chamber of Commerce (ICC)- Bangladesh, Premier Corporate Member of Textile
Institute, Manchester and member of World Economic Forum. The company is headquartered in
Dhaka with operations in Gazipur.

Vision -We envision to sustain and grow as a diversified global conglomerate

Values -Integrity, Passion, Adaptability, Care and Excellence

16 DBL GROUP SUSTAINABILITY REPORT 2022

BUSINESS UNITS: APPARELS AND TEXTILES

Dulal Jinnat Mymun Jinnat

Brothers Apparels Textiles Fashions
Ltd. Ltd. Ltd. Ltd.

1991 2000 2002 2006

Garments Garments & Knitting Dyeing & Finishing Garments & Knitting

Textile
Matin Hamza Atelier Testing
Spinning Textiles Sourcing Services
Mill Ltd. Ltd. Ltd. Ltd.

2006 2006 2006 2007

Spinning Dyeing & Washing, Finishing Trading Testing Lab

Parkway Jinnat Thanbee

Packaging Knitwears DB Tex
Print World Ltd.
& Printing Ltd. Ltd.
Ltd.
2007 2008 2009 2010
Spinning Garments & Knitting Screen Printing All-Over Printing

Mawna
Fashions Color City Capacity
Ltd. Ltd. expansions

2012 2014 2014 & Beyond

Garments Dyeing & Finishing All operation

DBL GROUP SUSTAINABILITY REPORT 2022 17

PRODUCTS AND SERVICES

Yarns Fabrics Casual knitwear Fashionable wear

Cotton, Mélange, Cotton, Viscose, Modal, Nylon, T-Shirts, Polo Shirts, Skirts, Skirts, Gowns
Synthetic Polyester, Wool, Silk and its Gowns, Tank Tops, Joggers,
blends along with Elastane Hooded Jackets, Cardigans,
Leggings, Trousers, Dresses

MANUFACTURING PROCESSES

State-of-the-art machineries

Best grade cotton in our Spinning Mill for all products

Fabric Dyeing operation makes use of low water to dye ratio

Fabric Knitting operation makes use of low-profile hazardous materials

Apparel manufacturing processes make use of Computer-Aided Design (CAD),

Computer-Aided Screening (CAS), and Computer-Aided Manufacturing (CAM)
systems

Washing operations make use of machines which consume less water and have best
filtering and spinning systems

18 DBL GROUP SUSTAINABILITY REPORT 2022

QUALITY ASSURANCE

Using new wave of technologies to put yarns through a series of quality control
checks, to ensure strict quality standards

R&D department and in-house Design Team help in developing new products and
process

Shared vision helps in marching towards goal of attaining acknowledged leadership

in providing quality products at competitive prices

Desire for quality shared by team of highly qualified and competent professionals,
under leadership of the Board of Directors

Concentrating on process manufacturing and process improvements

Set-up Industrial Engineering and Work Study departments

Root cause analyses done using statistical quality control tools

Apparel manufacturing processes make use of Computer-Aided Design (CAD),

Computer-Aided Screening (CAS), and Computer-Aided Manufacturing (CAM)
systems

DBL GROUP SUSTAINABILITY REPORT 2022 19

PROCESS FLOWCHART

COTTON TRANSPORTATION
IMPORT

SPINNING PACKAGING

KNITTING WASHING

DYEING AND SEWING

FINISHING

ALL OVER SCREEN

PRINTING PRINTING

CUTTING

20 DBL GROUP SUSTAINABILITY REPORT 2022

MAJOR BUYERS

DBL GROUP SUSTAINABILITY REPORT 2022 21

AWARDS AND SPECIAL RECOGNITIONS
1. M. A. Jabbar, Managing Director , Business Person of the Year 2021, DHL – The Daily Star.
2. Mohammed Zahidullah, Chief Sustainability Officer, 2022 Global Compact Network Bangladesh
SDG Pioneer.
3. 47th ICQCC (International Convention on Quality Control Circles) Awards under gold category,
2022.
4. 8th ICSB (Institute of Chartered Secretaries of Bangladesh) National Award 2021, Gold
Excellence in Corporate Governance.
5. Best Supplier Award 2021, Bestseller.
6. International Convention for Quality Control Circles (ICQCC): Par Excellence and Excellent
Awards, 2021.
7. 24th National Annual Quality Convention, 2021- 2 Platinum & 3 Gold Awards.
8. George, Sustainability Award 2021- Ethical Compliance Award, Jinnat Fashions Ltd.
9. Superbrands Award 2020-21: Bangladesh’s Choice.
10. Top 10 Esprit Global Suppliers for Autumn-Winter 2020.

22 DBL GROUP SUSTAINABILITY REPORT 2022

The Sustainability Leadership (TSL) Awards for the following categories:

11 Color City Ltd. became Champion, in the category of Environmental Excellence: Water Use
Reduction Over a Year.
12 Matin Spinning Mills PLC became Joint Champion in the category of Environmental Excellence:
Recycling of textile waste materials.
13 Flamingo Fashions Ltd. became runner-up in the category of Social Standards: Best supported
social initiative in the "neighborhood of a factory”.
14 Jinnat Fashions Ltd. became Runner-up in the category of Innovation Excellence: Best
innovation for the future.

DBL GROUP SUSTAINABILITY REPORT 2022 23

 The world is not ours to keep.
We hold it in trust for future generations.

Kofi Annan, Seventh Secretary-General of the United Nations

 CHAPTER 2
ENVIRONMENT
 ENVIRONMENT
The need for environmental preservation is growing as a result of the tangible effects
of climate change. Protecting our environment ensures a healthy planet for the
future generation. As the manufacturing industry being one of the most polluting
industries in the world, the responsibilities towards the environment are vital. Hence,
at DBL Group we want to contribute to the economy, while taking responsible action
in building an environment-friendly industry.

In our entire production processes, we need to use both renewable and non-renewable resources. In
order to tackle scarcity and adverse impact of climate change, we undertake initiatives to both adapt
with environmental changes and to mitigate the prospective negative impacts associated within our
supply chain. Over the time, our environmental practices have also led to reduction of operational
costs while improving the environmental condition, which encourage further environmental
investments from the perspective of business growth as well.

PROCESS: The process is the most significant

step in the production of any product. As a result,
we pledge to constantly enhance every area of our
production procedures.To decrease environmental
consequences and deliver high-quality products on
schedule, we place a particular emphasis on minimizing
non-value-added operations.

PRODUCT: While minimizing harm to the environ-

ment and consumers, we are always enhancing the
quality of our products.To make sure that we can
create the finest products in a sustainable manner. The
R&D department is actively engaged in developing new
products and researching existing items.

26 DBL GROUP SUSTAINABILITY REPORT 2022

ENVIRONMENT MANAGEMENT
The Environmental Management Department has been established by DBL Group as a distinct team
inside the compliance division to help decrease environmental footprint. There are also established
Standard Environmental policies and Environmental Health and Safety (EHS) policies;

Energy

Noise Water

Biodiversity
Waste

GHG ODS and others

Waste-water

We can tackle a number of environmental issues with the aid of these guiding actions. Insofar as
pollution reduction is taken care of, the company tries to ensure the environmental sustainability as a
crucial aspect of its operations. DBL evaluates performance using the Sustainable Apparel Coalition's
Higg Facility Environmental Module (Higg FEM) for ongoing improvement.

We conduct routine maintenance to make sure that our equipment, waste management systems, and
effluent treatment plants are operating at standard capacity. Additionaly, suppliers for our business
must adhere to environmental requirements that are routinely audited. Our dedication to upholding
high environmental standards motivates our customers to continue doing business with us.

We make an effort to reduce our manufacturing process's waste, water use, and carbon impact. Our
commitment to efficient waste management, energy conservation, and environmental restoration
aids us in our pursuit of SDG-13: Climate Action.

DBL GROUP SUSTAINABILITY REPORT 2022 27

CLIMATE + ENERGY
One of the greatest concerns facing the world now is climate change. If we do not continue working
toward the goal of staying below a 1.5-degree Celsius increase in global temperatures, as specified
in the Paris Agreement, the world will experience more extreme and frequent weather-related
consequences. Among the many aspects of sustainability concerns, we acknowledge that financial
issues and worries about the global climate are closely intertwined. Bangladesh, in particular, has
been identified as one of the world's most climate susceptible countries because to its physical
location in a low-lying floodplain.

We are aware of the direct and indirect hazards that climate change poses to our business, the
local community, and the next generation. Hence, committing to play our role embark on each
component of our manufacturing processes that is interwoven with climate actions and initiatives.
We have been disclosing our reports on the CDP platform in an effort to solidify our commitment
and lessen our carbon impact. Furthermore, we are considering about participating in Science
Based Targets initiative (SBTi). Additionally, many Life Cycle Assessment (LCA) projects started by
buyers are assisting us in achieving our reduction targets. 2,804,141 liters of diesel and 68,027,634
cubic meters of natural gas were utilized to produce energy in 2021 -22.

28 DBL GROUP SUSTAINABILITY REPORT 2022

 GHG EMISSION
Since greenhouse gases (GHGs) aggravate climate change consequences, we strive to reduce our GHG
emissions in all of our activities. Emissions include GHGs which are emitted from the different
machines used in the operations and from vehicles used for transportation. This consists primarily of
carbon dioxide and is calculated using IFC and GHG Protocol guidelines.
From the different operational facilities, 160,085 tons of carbon dioxide emissions were recorded in
2020-21 and we have given the details of consumption based on process so we can better identify
ways to reduce emissions in a process-specific manner.

GHG emission (in tons) by operation: 2021-22

20,281
15%
254
0.2%
3,366
2% 73,612
53%

25,792
18%

Stitching
Dyeing
16,717
AOP
135,897 in 2020-21 12%
Spinning
140,022 in 2021-22
3% increased Printing
Packaging

DBL GROUP SUSTAINABILITY REPORT 2022 29

SERVO MOTORS
In the sewing lines, we use energy-efficient servo motors rather than conventional clutch motors.
While the clutch motor uses electricity even when it is in standby mode, servo motors only use it
while the machine needle is operating

STENTER MACHINES & ECO-BOOSTERS

Stenter machines are used in our wet processing facility for fabric finishing to stretch the dyed
fabric widthwise and restore the uniform width. Each of our stenters has an Eco Booster, a
cutting-edge heat recovery device that cleans itself automatically. Additionally, the Eco Booster
consumes less water when cleaning.

EGBs
DBL uses Exhaust Gas Boilers (EGBs), a type of
heat recovery technology, to utilize the heat
emitted from the generators. Instead of using
excess fuel, heat is captured from the generator
exhausts and utilized to heat the boilers.
Different complexes have installed numerous
boilers. Up to 330 million normal cubic meters of
natural gas were saved annually by these EGBs.
More EGBs will be installed in order to further
lessen the environmental effect, notably with
regard to carbon emissions, which have
significantly reduced as a result of the use of
less fossil fuel.

EGB's Impact : Quantity of resources saved/

impact data:
24 Installed with 36,232 tones/hr. capacity.
Annual steam receives: 183,110,400 Kg steam/Year.
10,986,624 m3 gas saved in the timeline.

30 DBL GROUP SUSTAINABILITY REPORT 2022

CDP SCORE
DBL Group, being a signatory to the Fashion Industry Charter for Climate Action, has started reporting on the
CDP platform since 2020. The CDP scoring system increases our accountability and helps drive us towards
reaching higher goals and fulfilling existing gaps. In the 2022 CDP evaluation, DBL Group received a "B-"
grade, placing it in the "Management" band. Prior to this, both in 2020 and 2021, DBL Group received a "C,"
which is a mark in the "Awareness" band.

CDP Score of DBL Group

Your CDP score Average performance

B- B C C
Testiles & Fabric Asia Global Average
Goods
UNDERSTANDING YOUR SCORE REPORT

A DBL Group received a B-which is in the Management band. This is higher

then the Asia regional average of C. and lower than the Texties & fabric
A- goods sector average of B.
B
B-
Leadership ( A/A-): Implementing current best practices
C
Management (B/B-): Taking coordinated action on climate issues
C-
Awareness ( C/C-): knowledge of impacts on. and of, climate issues
D
Disclosure ( D/D-): Transparent about climate issues
D-

Non-Renewable Energy Consumption

Diesel use: Natural Gas:
Production: 6,771,284 liters 64,568,654
cubic meters

Diesel use: Natural Gas:

Transportation: 722,782 liters 978,438
Octane use: cubic meters
136,123 liters

DBL GROUP SUSTAINABILITY REPORT 2022 31

RENEWABLE ENERGY
Utilizing sustainable energy sources, like solar energy, minimizes the environmental effect. This is
because such kind of power generation reduces air pollution, hinders climate change, lowers carbon
footprints, and decreases dependency on fossil fuels. Consequently, they are frequently referred to
as "clean" energy.

This adoption has shown to be quite advantageous for business and the environment. By using solar
energy, we continue to support the sustainability objectives of our various customers.

Utilizing renewable energy helps prevent rises in energy prices. Therefore, we have already
conducted research on the viability of expanding the use of solar panels and are continuing to do so
with assistance from the International Finance Corporation (IFC) and other pertinent stakeholders.
Today, we have installed solar power generation systems with a capacity of 1,281 kW on the roofs of 8
enterprises.

Solar Usage (in kW)

229 12,674

1,003 32,165

20,784
Jinnat Complex
Matin Complex
48,890 Thanbee Complex
Mymun Complex
JKL Complex
321,079 Mawna Complex
FFL Complex

32 DBL GROUP SUSTAINABILITY REPORT 2022

WATER STEWARDSHIP
Without water, which is among the most valuable resources on the planet, life would cease to exist. The
Textile and Apparels industry is one of the extremely water intensive industries.Water accessibility is
therefore essential for the efficient operation of the production process. In accordance with a projection by
the World Bank's 2030 Water Resources Group, the water level has started to decrease from 2021, and it is
estimated to decrease by 3.9 meters annually.

When we extract water, we are aware of the need to make sure there is enough water available to support
both the communities in the area's surroundings and the biodiversity it supports. Over the years. We have
analyzed our water consumption patterns and identified ways to lower our total water footprint by:

Upgrading to water-efficient machines

Increasing the use of recycled water

Properly treating wastewater before it reaches outlet water bodies

DBL GROUP SUSTAINABILITY REPORT 2022 33

 WATER USAGE
The water used in our facilities, primarily relies on groundwater. However, due to the concerns
of depletion of groundwater, we have also set up a Rainwater Harvesting Plant as well as a
backwash water recovery plant to use recycled water. We are continuously studying to identify
ways to make our processes more water efficient to reduce water usage per garment as well.

Ground water usage 6,113,209

9% reduction compared to the year 2020-21

Groundwater consumption 2021-22

1%
7% 9%

19 %
Stitching
Dyeing
All over Printing
Spinning
Screening Printing
and Packaging
64 %

19.42% Reduction of groundwater usage/

garment compared with 2021-22

34 DBL GROUP SUSTAINABILITY REPORT 2022

 RAINWATER HARVESTING PLANT
The Rainwater Harvesting Plant in our Dyeing Unit was initially intended to use only the water
during rainfall through a multi-gate filtering system. Despite a decrease in the usage of
groundwater, the major challenge in this situation was the unpredictability of the amount and
duration of rainfall. Hence, we use the facility in a dual capacity. Earlier, the backwash water
from the water treatment plants was directly released into the water bodies. This water now
makes use of the multi-gate filtering system of the plant and is used directly in the production
processes.

The Rainwater Harvesting Plant saved

112,657 cubic meters of groundwater
till 2022.

15,791 cubic meters of rainwater

harvested and used in production
in 2021-22.

DBL GROUP SUSTAINABILITY REPORT 2022 35

E-FLOW TECHNOLOGY IN WASHING
The E-flow technology in our Washing Plant employs compressed air to
transport dyes and chemicals into a tank after that have been diluted with less
water. With the aid of compressed air passing through a nozzle into the
machine, the machines spray the diluted colors and chemicals into the
machine-like dew droplets. The benefit of this method is that it doesn't require
a water medium for dyeing, in contrast to traditional procedures that require at
least 10 liters of water to process each step of the dyeing and washing
processes for every kg of fabric.

36 DBL GROUP SUSTAINABILITY REPORT 2022

EFFLUENTS
We have a total of four biological Effluent Treatment Plants (ETPs) two for fabric dyeing and two for screen
printing operatios. These ETPs are used to handle the waste water created by the processes of fabric dyeing
and all-over printing. The first ETP, with a capacity of 4,000 cubic meters, was used as a model by the
government of Bangladesh's Department of Environment (DoE). A second ETP of 7,500 cubic meters was built
and put into operation in November 2014 in order to accommodate the increased capacity of the dyeing
process brought on by expansions.

In 2021-22, a total of 3,585,501 cubic meters of effluents were generated,

which is 3.67% less than last year. Due to growing operations, DBL Group is
adopting techniques to reduce the effluent quantity while improving the
quality of wastewater discharged. One such initiative i.e Zero Discharge of
Hazardous Chemicals (ZDHC) program, which is explained later in this
chapter.

DBL GROUP SUSTAINABILITY REPORT 2022 37

RAW MATERIALS
DBL Group’s primary raw materials include cotton and other fibers, dyes, and chemicals. We have
suppliers who were nominated in accordance with their respective sustainability practices. These
include procuring cotton being certified as Organic Cotton, an initiative to reduce the negative impact
on the environment and consumers.

Due to our backward linkage, our production processes have a diverse set of raw materials
requirement. Cotton is the dominant raw material used in our production process.

38 DBL GROUP SUSTAINABILITY REPORT 2022

MATERIALS USED IN OUR OPERATIONS:
Process Input material (s) Output from process

Spinning Raw cotton (primarily) Yarns

Fabric Knitting Yarns Fabrics

All-over printing Fabric dyes and chemicals Dyed fabric

Garments Manufacturing Fabrics, accessories Printing fabric

Finished garments, dyes Finished garments

Screen printing
and chemical

Garments washing Finished garments Printing garments

Corrugated carton Cardboard Cartons

MATERIALS USED BY WEIGHT / VOLUME:

Materials Unit Output from process

Cotton kg 17,405,998

Yarn kg 47,722,560

Fabric kg 81,516,700

Dyes kg 653,281

Chemicals kg 6,438,437

DBL GROUP SUSTAINABILITY REPORT 2022 39

RAW COTTON AND INNOVATION IN YARN PRODUCTION
We have multiple initiatives at our Spinning Mill to cut down on cotton consumption. Raw cotton is
replaced by recycled textile materials. Up to 60% less raw materials are consumed when making
yarns for loop and brush use. To create embellished goods known as Cotton Neppy Mélange yarns, up
to 30% recycled materials can be combined with virgin fiber. The body of the yarn is made up of
visible colored neps (made from recycled polyester), which serve as decoration for the fabric's
surface. Snow yarns are made by combining spinning waste, and they take their position in the new
fashion industry by adding a snow impression to completed fabrics.

As part of a project with H&M, we generated yarns from recycled pet bottles for polyester. About 20% of the
164,171 pieces of cotton-polyester-teer-terry items were produced from recycled polyester.

Traceability is also being established for the viscose used in the processes in cooperation with the Forestry
Stewardship Council (FSC). The FSC advocates for the ethical management of forests around the world. In
addition, recycled polyester blended yarn is created under the Global Recycled Standard (GRS) certification to
make a variety of sustainable goods.

40 DBL GROUP SUSTAINABILITY REPORT 2022

Cotton
Cotton is the primary raw material in our production processes. 99.79%
From 2020 onwards, almost all of the of the cotton are sustainably of the total procured is
sourced. Some of these are discussed below. sustainable cotton

Better Cotton Initiative (BCI)

The program has been implemented in order to promote the Better
Cotton worldwide standards and improve global cotton production 57.68%
for producers, the environment, and the industry. BCI accounts for BCI cotton are
sourced this year
more than half of all yarn production. Brazil and Côte d'Ivoire are
our main sources of BCI cotton.

Organic Cotton
It is an initiative to eliminate the detrimental effects on both 38.47%
of the total yarn
customers and the environment. To make organic yarn, organic
production is from
cotton is sourced from Uganda, Kyrgyzstan, Tanzania, India and Organic Cotton
Turkey.

Cotton Made in Africa (CmiA)

A globally recognized standard for ethically produced cotton from
Africa is called "cotton made in Africa" (CmiA). While enhancing the
1.29%
CmiA are sourced
living and working circumstances of smallholder farmers and this year
ginnery workers, CmiA cotton assures environmental protection.
We import CMiA cotton from Côte d'Ivoire.

DBL GROUP SUSTAINABILITY REPORT 2022 41

Long Staple (Pima, Giza)
Because of the length of their fibers, these cottons are known for being of the highest quality. A
collective word for cotton fiber with a length of ≈ 1 ⅜” or longer is known as Extra Long Staple (ELS),
which is produced in regions of the south-western United States, Australia, and Peru. This kind of
cotton has one of the world's longest cotton staple lengths and is one of the softer, more resilient
cotton fibers. These are imported from the US, Australia, Egypt, and Sudan.

Conventional Cotton
We use 0.21% conventional cotton which we source from Brazil, Zimbabwe, Benin and Kazakhstan.

Cotton Procurement
0.21%
2.36%
1.29%

38.47% 57.68%

BCI ORG CMIA Conventional Others

Other Initiatives
Textile Recycling building under construction to be completed by 2022
Recycling machine of 6 Ton capacity has arrived at the port, expected to reach factory by
2022
DBL has joined SWITCH of EU on Circular Economy with H&M, two meetings held with
implementation partner UNIDO

42 DBL GROUP SUSTAINABILITY REPORT 2022

 CHEMICAL MANAGEMENT

The apparel and textile sector are obliged to use a variety of chemicals, some of which are Hazardous
Chemical management needs to be done correctly in order to preserve our ecosystem, as well as , our
workers, our neighbors, and our final consumers.

We adhere to the restricted substances lists that our buyers submit and use chemicals that have
special certifications such as Oeko-Tex Standard 100 Product Class 1. When handling chemicals, our
employees are outfitted with the essential personal safety gear. We are aware of the significance of a
healthy environment, though, for the animals and groups that depend on the bodies of water into
which we discharge our outlet water.

All chemicals used in our supply chain are carefully stored to ensure safety. We also strive to follow
chemical management best practices according to the ZDHC program and have adopted some
internal initiatives.

DBL GROUP SUSTAINABILITY REPORT 2022 43

Zero Discharge of Hazardous Chemicals
The Zero Discharge of Hazardous Chemicals (ZDHC) initiative is
focused on preventing the discharge of hazardous chemicals and
implementing best management practices. Major clothing retailers
and brands together pledged in 2011 to drive the industry toward
zero emission of harmful chemicals.

H&M, Esprit, G-Star, and Puma are brands we produce for and are
associated with this initiative. A "Joint Roadmap" that details the
group's coordinated efforts to steer the garment and footwear
sector toward ZDHC for all goods across all paths by 2020 was issued in November 2011. DBL began its
ZDHC journey in 2012, and as of 2021, we have converted 100% of our inventory to ZDHC 2.0, the latest
version of ZDHC.

The ZDHC program focuses on input, process and output controls:

INPUT PROCESS OUTPUT

We maintain 100% MRSL We conduct chemical We disclose waste water test

compliance and disclose chemical management audit. report in waste water module.
consumption in chemical module.

Restricted Substances Chemical List

For our Spinning, Dyeing, Printing and Garments processes, we
follow the Restricted Substances List (RSL) specified by Product
Class 1 of the Oeko-Tex Standard 100 certification. The product
Class 1 meets the strictest level of requirements and limit value
and products made under this class are safe to use for sensitive
skin. The Product Class 1 meets the strictest level of requirements
and ensures products are safe to use for sensitive skin. We also
follow the requirements by the Global Organic Textile Standard
(GOTS) certification.

44 DBL GROUP SUSTAINABILITY REPORT 2022

Auto Dosing
Auto dosing is an automated process of feeding chemicals to the laundry
equipment, and is the ideal way to ensure the correct dose of chemical at
the right time during the wash. It uses a controlled measure of chemicals
to achieve optimum and desired results.

Nature to Fashion
Earth colors have been added to our washing plant to further decrease
the usage of possibly hazardous chemicals. A novel technique for
producing warm tones from natural colors is called "Earth Color Dyeing."
For cellulosic fibers like cotton, viscose, linen, bamboo, kapok, etc., these
are made available from a spectrum of seven dyes that are made from
leftovers from the non-edible agricultural and herbal sectors.

DBL GROUP SUSTAINABILITY REPORT 2022 45

 WASTE MANAGEMENT
Different raw materials are used in accordance with the different production procedures. To
prevent waste, all input materials are weighed and tracked. Systems like Lean Manufacturing,
Kaizen, and 5S are used to maximize the use of resources while minimizing waste. With internally
designed software, electronic tabs are employed for data input, bringing the possibility of
paperless systems one step closer.

46 DBL GROUP SUSTAINABILITY REPORT 2022

CATEGORIES OF WASTE
Types of Waste
Section /Area
Non-hazardous Hazardous

Cotton fabric, paper, Synthetic, fabric, poly bag, cutting knife,

Cutting
carton, fabric rolls scissors, blade

Cotton fabric, cotton Synthetic fabric, synthetic thread,

Sewing thread, cotton label, synthetic label, poly, cutter, scissors,
paper processing needle, plastic cone, button, zipper, rivet

Needle, poly, used gum tape, tag pin,

Finishing Cotton thread, cartons
empty bottle of spot lifter

Medical Syringe, synthetic packaging materials

Gauge, unused cotton
Center of medicine, empty, medicine bottle

Center Gauge, unused cotton Plastic packets, water bottle etc.

Cotton, paper boxes,

Lab Detergent (liquid and solid)
etc.

Tube lights, electric bulbs, oil,

Common Papers and others electric wires, rubber mats, metal,
empty chemical drums

Amount of 14,767,329 kg 108,895 kg

wastage

DBL GROUP SUSTAINABILITY REPORT 2022 47

 PROGRAMS & INITIATIVES

Need for Environmental Sustainability Textile (NEST)

The NEST Program is created to aid a business unit's initiatives to attain long-term profitability,
sustainability, and competitiveness. The main goals are to cut back on resource usage and waste
production, enhance chemical management, and stop using and discharging hazardous chemicals
during the production of textiles. The program complies with the demands of the industrial units' Higg
Facility Environmental Module (Higg FEM). The program aims to reduce GHG emissions as well as
water and energy use. Thanbee Print World Ltd., a screen printing division of DBL Group, put this into
practice.

A summary of implementations and savings from NEST are shown below.

1. Installation of 20 KW solar power grid

2. Installation of air trigger nozzle at open air hose pipes
3. Insulation of boiler valve, EGB, and EGB header
4. Insulation of steam trap
5. Insulation of rear side of boiler
6. Tuning of burner of boiler
7. Repairing of leakages
8. Increasing reuse of ETP

1,521,889 32,803
kWh energy cubic meters
saving water saving

48 DBL GROUP SUSTAINABILITY REPORT 2022

Partnership for Cleaner Textile (PaCT) II
PaCT is a comprehensive program that helps textile wet processing firms
adopt more environmentally friendly production methods. It has Initiated by
the International Finance Corporation (IFC) so that businesses like DBL can
concentrate on resource efficiency, wastewater management, and the
control of hazardous chemicals. The program works with businesses, the
government, neighborhoods, financial institutions, and other stakeholders to
transform the environment for the Bangladesh textile industry in a
methodical and beneficial way, benefiting both the workers and the
communities where the factories are located.To be in line with the SDGs, the
Bangladeshi government has set goals for switching to sustainable energy
consumption. We have already begun the second phase of PaCT and are
advancing our efforts to achieve SDGs 6,7,9, and 13.

Savings from implementing PaCT II

1,401,879 316,387 411

cubic meters cubic meters
tons of chemical
natural gas of water saving
saving per year
saving per year per year

PaCT II implementations

Installation of 20 kW Insulation of Exhaust Gas Boiler (EGB)

solar PV panel surface and water feeding tanks

Replacement of Water recovery from the

existing pumps by backwash process in the
energy efficient pumps Water Treatment Plant (WTP)

E-flow technology in garments washing which allows

spraying of chemicals inside the washing machines

DBL GROUP SUSTAINABILITY REPORT 2022 49

ENVIRONMENTAL PROGRAMS IN WET PROCESSING FACILITIES
DBL Group has taken a number of steps to reduce the energy used in the dyeing and finishing
processes, starting with the purchase of energy-efficient machinery.

Procuring Energy meters to

ensure proper
machineries mesasurement

Temperature
Low water to dye
ratio : using 55 liters FEATURES adjustment
done depending
to dye 1 kg fabric
on fabric

Reduced fabric Dyes used allow

weight loss during low energy
processing consumption

Use of Enzymes

4 liters of water saving 1 hour processing time saving Lesser treatment

for every production batch for every production batch requirements

50 DBL GROUP SUSTAINABILITY REPORT 2022

LATEST WATER-EFFICIENT DYEING MACHINES
A modern water-efficient machine utilized in the dyeing process helps to significantly reduce water
use. With these new Acme machines, we are saving up to 15 liters of water when compared to the older
ones by dyeing one kilogram of fabric with only 40 liters of water. Savings on steam, chemicals, and
wastewater treatment are also included in the advantages. In addition, all older, less effective dyeing
machines in our first dyeing plant have been replaced with efficient ones.

ENZYME DUST CLEANER

In our dyeing and finishing procedures, enzymes are utilized in place of hazardous chemicals because
they are biodegradable and represent less of a risk to the environment. Micro-dusts are created when
enzymes are used in the dyeing process. For cleaning, a sizable volume of water is needed. We use
enzyme dust cleaner chemicals instead of just water, which reduces water use by at least 5 liters per
kilogram.

PROCESS WATER FOR SCREEN WASHING

The printing procedures in our All-Over Printing operation utilize screens. These screens are cleaned
using the water that is taken from the Stenter machines, which are used to dry the fabric following a
dyeing or printing process. As a result, less groundwater is used.

DBL GROUP SUSTAINABILITY REPORT 2022 51

 NEW INTERVENTIONS IN WET PROCESSING PLANT

Using skylight roofs: Using transperent panels on the celling to utilize daylight instead
of turning on unnecessary lights in the area.

Sensor-based lighting sections:These activate only when people approach the specific
areas where the system is installed

Economizer systems in boilers:These are heat recovery systems that reduce energy
consumption by making use of the exhaust gases leaving the boilers

Synchronized power sources:This makes optimal choice of using different types of

fuel sources prioritizing natural gas at first, followed by purchased electricity, and
finally diesel.

Hot water recovery system:This makes use of the hot water generated from the
dyeing processes to heat water in the boiler, thus reducing energy usage.

Condensate recovery:This system recovers condensate instead of discarding

it and leads to significant savings of energy.

52 DBL GROUP SUSTAINABILITY REPORT 2022

OPERATION AUTOMATION IN FABRIC MANUFACTURING

In order to convert the manual operating methods in the Fabric Knitting division to automated ones,
the Management Information System (MIS) team of DBL Group created an internal system. Earlier
timely and online information was not available, which caused process waste and indecision. The new
technology automates the manufacturing process operation so that decisions can be made
efficiently, waste can be reduced, and convenience can be guaranteed. To input manufacturing and
operational data, employees increasingly use computers and electronic tabs.

The management now has a digital dashboard where they can see the most recent state of various
machines and, as a result, make decisions about the operation immediately. Among the essential
characteristics are:

On-line and on-time Supply chain Barcode and labeling

production and efficient traceability system for fabric tracking
monitoring system

On-line and off-line Simplified electronic Efficient inventory

quality control delivery system system

Significant reduction Completely paperless Smart” centralized

in fabric wastage operational system production planning: system
suggests what to do.

DBL GROUP SUSTAINABILITY REPORT 2022 53

 AWARENESS TRAINING ON ENVIRONMENT

Every month, all employees participate in environment awareness

training that covers both general issues and the industrial
procedures. During the induction process, all new workers, regardless
of their rank, receive a briefing on the organization's Environmental,
Health and Safety (EHS) and other related policies. Additionally,
employees are required to complete specialized training related to
their line of work. The relevant department heads do this by sending
staff members to both internal and external trainings.

In addition, community-based awareness programs are conducted on the fundamentals of

environmental awareness that focus on SDGs 13—Climate Action—SDG 14—Life below Water—and SDG
15—Life on Land. Over 93 individuals have benefited from various programs organized in Bangladeshi
communities, including "Community Awareness Program on Environment," "Social Dialogue on
Climate Protection," "Environmental, Health & Safety Program," and "SDG Ambition Program on
Climate Protection."

EIM SOFTWARE

Environmental Impact Measurement software is utilized primarily

in the garment washing process and can generate a score for
product sustainability. The identification of deficiencies using
scores ranging from low impact to high impact might help to reduce
any underlying issues so that additional sustainability strategies
can be taken into consideration.

54 DBL GROUP SUSTAINABILITY REPORT 2022

 TREE PLANTATION

Planting trees improves the environment, supports biodiversity, strengthens communities,

promotes the economy, and safeguards the future. In the nature, trees play a significant role,
not just providing the oxygen but also maintaining the ecosystem's various symbiotic
relationships:
Communalistic relationship: Birds make builds their nest on the trees without harming it.
Mutualistic relationship: Fruit and nectar from the plants (pollinato) are consumed by birds,
and the plants are pollinated and have their seeds dispersed to new locations.

Here are some examples of the trees we plant to support such symbioses are:

Java Plum Palmyra Palm

Indian Plum Jackfruit tree
Arjun tree Mahogany
Olive tree Burflower tree
Mango Tree White Plumeria

DBL has already started planting saplings aiming regions which include operational sites and beyond
to maximize benefits to our workers, the community, and the biodiversity. At least 23 species of trees
have been planted. All the species of trees are native and ecologically suited.

Since each tree is of varying age and species, it was difficult to keep track of the definitive amount of
carbon offset our planted trees contributed to in 2020-22. However, based on a secondary research,
an approximation is calculated.

Total Trees Planted till date: 10,433

According to the Arbor Day Foundation,1 in one year a mature tree will absorb more than 21.8 kg
of carbon dioxide from the atmosphere and release oxygen in exchange.

10,433 x 21.8 pounds = 227,151.8 kg of CO2

2 has been offset in 2021-22

1
https://www.usda.gov/media/blog/2015/03/17/power-one-tree-very-air-we-breathe

DBL GROUP SUSTAINABILITY REPORT 2022 55

 BIODIVERSITY MANAGEMENT

Bangladesh is a country of rich biodiversity being situated in the subtropical region at the confluence
of the Indo-Himalayas and Indo-China sub-regions of the region. Biodiversity management can boost
resilience and production while supporting a social license to operate. DBL Group developed internal
responsibilities for managing biodiversity, therefore lowering the risks involved. The initiatives are
described below.

Environmental impact assessment is done for every facility and preventative measures are done to
minimize any potential effects. This assessment takes the following into consideration:

Noise pollution
management

Safe waste Biodiversity

disposal conservation

GHG emissions Air

and energy Biodiversity emissions
Management

Due to rapid industrialization, the Kashimpur region is becoming more of ecologically vulnera-
ble. To conserve biodiversity and reverse the negative impacts the industrial pollution, DBL is
catering to in-situ conservation method. This method refers to the preservation of genetic
diversity where it is found. Through our tree plantation effort, we are aiming towards this
strategy in action.

56 DBL GROUP SUSTAINABILITY REPORT 2022

 ENVIRONMENTAL IMPACT ON COMMUNITY & BIODIVERSITY

To minimize the impact on communities, the industries of DBL are situated in remote locations.
Potentiality, however, is still present to create negative impacts on the local communities.
These include the following:

To prevent noise pollution, quality machines are procured with lesser noise than the conventional
alternatives. These machines are also placed in ideal places within the facilities to reduce the impact.

Programs such as the Zero Discharge of Hazardous Chemicals are present which further improves
the quality of wastewater discharged through the Effluent Treatment Plants (ETPs. The quality of
sludge produced is also equivalent to that of municipal waste, which contributes further in reducing
the negative impact on the community.

Carbon emissions from the different machines influences the air quality and temperature of the
local environment. With Tree Plantation Program, DBL has started to offset the carbon emissions
within the different communities where we are operating.

Relative Abundance
Nearly Threatened
Very Common Common Fairly Common Few
(IUCN category)
10 species 24 species 5 species
Overall (9.09%) 31 (28.19%) 45 (40.91%) (4.55%)
(21.81%)

2 species 3 species 1 species

Amphibians N/A N/A
(33.33%) (50%) (16.67%)

3 species 3 species 8 species 3 species

Reptiles N/A
(21.43%) (21.43%) (57.14%) (21.43%)

7 species 14 species 17 species 34 species

Birds (9.72%) (19.44%) (23.61%) (47.23%) N/A

3 species 5 species 7 species 3 species 2 species

Mammals (27.77%) (39%)
(16.66%) (27.77%) (11.11%)

DBL GROUP SUSTAINABILITY REPORT 2022 57

 ENVIRONMENTAL CERTIFICATIONS

Certification Hazardous

Environmental Clearance Spinning, Fabric Dyeing, All-Over Printing,

Certificate (ECC) Screen Printing and Packaging

Spinning, Fabric Dyeing, All-Over Printing,

Oeko-Tex Standard 100
Garments Manufacturing and Screen Printing

Spinning, Fabric Dyeing, All-Over Printing,

Global Organic Textile Standard (GOTS)
Garments Manufacturing and Screen Printing

Spinning, Fabric Dyeing, All-Over Printing,

Organic Content Standard (OCS-IN) Garments Manufacturing and Screen Printing

Spinning, Fabric Dyeing, All-Over Printing,

Global Recycled Standard (GRS) Garments Manufacturing and Screen Printing

Spinning, Fabric Dyeing, All-Over Printing,

Recycled Claim Standard (RCS) Garments Manufacturing and Screen Printing

ISO 14001 Fabric Dyeing and All-Over Printing

ENVIRONMENTAL GRIEVANCES

Till now, we have had no grievances about environmental impacts since all our facilities maintain
environmental compliance.

58 DBL GROUP SUSTAINABILITY REPORT 2022

 PRODUCT RESPONSIBILITY
CUSTOMER HEALTH, SAFETY AND PRIVACY

DBL respects the privacy of all customers and henceforth there has been no complaints regarding
breaches of customer privacy and losses of customer data. DBL does not engage itself into incidents
of non-compliance with regulations and voluntary codes concerning product and service information
and labeling.

Additionally, there were no incidents of non-compliance with any regulations or codes that deal with
marketing communications, including advertising, promotion, and sponsorship. Furthermore, DBL
incurred no fines for non-compliance with laws and regulations concerning the provision and use of
products and services.

DBL ensures the following for each product created:

Button strength test

for children-wear
Pull-testing of buttons Fusing process for embroidery
to avoid choking hazard to safeguard human skin

Created according to brand Restrictions on use of certain

specifications substances and methods

DBL GROUP SUSTAINABILITY REPORT 2022 59

How we treat the earth basically effects our
social welfare and our national security.

Jim Fowler, Zoologist

CHAPTER 2
SOCIAL
Bandhan Fair Price Shop Female Supervisor Leadership Program

Community Health Program Mini Fire Station

62 DBL GROUP SUSTAINABILITY REPORT 2022

 SOCIAL

DBL Group intends to maintain sustainable growth, thus in order to do that, we must undertake
social initiatives by focusing on two of our related pillars: People & Community. Our definition of
‘Social responsibility’ considers our own workforce, as well as the surrounding communities and
beyond to ensure a better living standard for them. Our social initiatives address several issues
including: women empowerment, health & hygiene, safety, disability inclusion, community develop-
ment, skill enhancement, etc.

PEOPLE
As a company, we are aware of our obligation to our people—our employees. Our business is aware of
its operations’ likely impact on the employees. That’s how we ensure our employee’s security and
work satisfaction as one of our top priorities. We work to serve in their best interests.

COMMUNITY
We believe that together we can make lasting changes for the betterment of the neighborhood and
the environment by working with our employees, clients, business partners, and other stakeholders.
This impact can be expanded beyond raising the standard of living for our employees to fostering
growth in the neighborhood where we do business.

DBL GROUP SUSTAINABILITY REPORT 2022 63

DECENT WORK

We adhere to the International Labour Organization (ILO’s) definition of decent work which states
“productive work for women and men in conditions of freedom, equity, security and human dignity”.
We are continually creating value additions for our workers and employees to have a positive
experience during their time with us.

64 DBL GROUP SUSTAINABILITY REPORT 2022

 TARGET GENDER EQUALITY

Despite having a large portion of female employees in total, when LEAD-E Leadership Training
we single out the management level, there are very few females Program is a joint collaboration
employed at such positions. Our female employees participate in of DBL Group and BRAC Busi-
a range of soft skill and technical knowledge training courses to ness School of BRAC University.
stay motivated and have faith in their ability to progress their 100 future potential leaders of
careers at DBL. In 2022, we have 6 female merchandisers on DBL Group, of which 60 were
board among 7 recruitments. DBL Group encourages a women, were trained with a
women-friendly work environment. For this initiative, our special focus on Women Lead-
company provides emergency feminine hygiene products to our ership. 10 potential participants
female employees, which are available at every female were nominated.
washroom.
In accordance with the United Nations Global Compact's Gender Equality Accelerator Program: Target
Gender Equality, the target of having 20% female employees at management level by 2025 was
formally established in 2020. DBL Group is one of the fifteen Bangladesh based companies listed by
the United Nations Global Compact to officially be involved in Target Gender Equality which
contributes to Sustainable Development Goal 5.5.

Target Setting
2020 2022 2024
4.80% 10% 17%

2021 2023 2025

6% 14% 20%

• 20% of female employees in management level by 2025

• 2021 to 2025, each year interim targets

DBL GROUP SUSTAINABILITY REPORT 2022 65

Bandhan Fair Price Shop The Women Health Initiative, one
“Bandhan”– a Bengali word which refers to of our ongoing programs, enables
“bonding”. Our Fair Price Shop is creating the bond
female workers to purchase
by enabling the low-income workers to access their
daily essentials and commodities at subsidized sanitary napkins from Bandhan
rate. Since 2008, Bandhan has sought to lower at a subsidized price of 13 cents,
employees' monthly expenses, protect them from which is 71% cheaper than the
economic turbulence, and improve their disposable
market price.
income. Any employee of DBL can buy items
through zero-cash and on-credit transaction and
the bills are simply adjusted with their salaries at
the end of the month. Products available at Bandhan Timeline of Bandhan:
consist of internationally and locally recognized
brands such as Unilever, Nestle, P&G and many 1. 2008- Jinnat Complex
more. Bandhan acts as an inclusive business model
since it includes the low-income workers as
2. 2014- Matin Spinning
consumers. The intervention not only made the
livings of our workers easier but also increased
their work satisfaction and commitment. Hence,
3. 2015- Mymun Complex
over the years we have set up total 8 shops at our all
complexes. The entire system has been designed 4. 2015- Mawna Fashions
and managed in-house. DBL gained membership of
the Business Call to Action (BCtA) after Bandhan 5. 2016- Thanbee Print
was acknowledged by the BCtA as an inclusive
business model. 6. 2016- Flamingo Fashion

7. 2018- Jinnat Knitwears Unit-2

8. 2021- DBL Pharma

Cash Saving of USD Sales 2,176,276

400+ 8 shops
Products 15-20% in 2021-22

66 DBL GROUP SUSTAINABILITY REPORT 2022

DBL GROUP SUSTAINABILITY REPORT 2022 67
DAY CARE CENTER
Majority of RMG employees' children are sent to their villages once they have finished nursing, which
may pose a nutrition risk and may hamper their development. In most cases, the mothers cannot
continue working. In the light of this situation, our Day Care facilities allows mothers to work while
ensuring the safety of their children.

2 additional 30-minute slots for breastfeeding

2 dedicated lactation stations
Play-based learning environment
Nutritional guidelines followed as per our
doctor’s recommendation

68 DBL GROUP SUSTAINABILITY REPORT 2022

MATERNITY FACILITIES AND BENEFITS

DBL Group aspires to create a happy workplace for mothers. All female employees at our company are
eligible for a paid maternity leave of 112 days, which they can utilize to take care of their infants.

703 Females Received Maternity Leaves in 2021-22.

DBL also instituted paternity vacation of three days, which became operational in the corporate
office in July 2022 as a way to help new parents and let them enjoy fatherhood. This initiative will be
made functional in all our businesses.

56 Males Received Paternity Leaves in 2021-22.

At DBL Group, we believe a work-life balance is vital. Careers should not be developed at the expense
of motherhood. In order to encourage expecting or current mothers to stay dedicated in their existing
work, we have signed a Memorandum of Understanding (MoU) with UNICEF to promote and improve
breastfeeding practices in the workplace. Our goal is to ensure that our superwomen to stay focus on
being mothers while developing their career path.

623 mothers are returned after maternity leave which is 94% of the total leave taken in 2021-22.

Awareness training on maternity

protection and breastfeeding

Training on Breastfeeding kit for

maternity benefits lactating mothers
provided by UNICEF

Free antenatal Facility for using

and postnatal lifts for pregnant
treatments women
Maternity
Facilities
and Benefits
112 days of paid Gift hamper
maternity leave for new babies

60 minutes extra Provision of riskless

for breastfeeding work for pregnant
breaks female employees

Consideration to work on
the ground floor and the
first floor of any building

DBL GROUP SUSTAINABILITY REPORT 2022 69

IDEA CLUB

Our dedicated "Idea Club" sustainability program welcomes ideas from all employees with the
objective to encourage a creative environment as well as innovations. Their efforts are recognized
through a monthly recognition system: the “Employee of the Month”. In 2015, a yearly recognition
system was launched as well, named the “Employee of the Year” to acknowledge the efforts of the
workers throughout the year.

The initiative was launched in the knitting section and has been adopted by other departments.
Because each employee has an equal chance of receiving this award, it inspires them to perform to
the best of their abilities and makes them feel fair. The evaluation system also takes into account the
recommendations made by workers and employees that would enhance the overall working
practices. Alongside with the financial rewards, the employees and workers also receive certificates
as an honor. Additionally, their names and pictures are posted on notice boards in the relevant
departments as recognition and to encourage them to grow as a professional and make significant
contribution to the business.

70 DBL GROUP SUSTAINABILITY REPORT 2022

QUALITY CONTROL CIRCLES

Our Quality Control (QC) Circles encourage employee participation in the workplace by giving
decision-making authority to those who are working on the particular tasks directly. We think that
employees and workers who are doing the actual task themselves have a greater insight of potential
changes than top-level management, who might not have a thorough enough understanding of the
situation.

Concerns of the DBL Group, "Nucleus" from DBL Ceramics and "SOBUJ Prithibi" from Matin Spinning
Mills PLC, received gold awards at the 47th ICQCC (International Convention on Quality Control Circles)
held in Jakarta, Indonesia from November 15 to 18, 2022. "Build Back Better via Quality Efforts" served
as the theme for this year. It was put on by IQMA (Indonesian Quality Management Association). 708
circles, representing 5 nations, made presentations on the topic. There were a total of 7 circles from
Bangladesh in attendance, including 2 circles from the DBL Group.

The name of the team ‘Sobuj Prithibi’ means

The Compliance department formed a group
‘Green Earth’. Their innovative idea titled
under the EMS team to initiate the project
‘Reducing breakdown/stoppage of ring
“20% Energy and 40% Water Consumption
frame by roving length variation’ has
Reduction from wet processing”. They
turned out to be a very efficient approach in
assessed the situation and concluded that
our production line. They worked on the
little more planning would be necessary to
breakdown of ring frame and they found out
successfully accomplish their objective.
that machine stoppage hampers production
Hence, with the assistance of the appropriate
efficiency. The target was to reduce machine
department, they optimized the operations,
stoppage time developing a new system
improved efficiency, and reused and recycled
where we provided different roving length as
water where appropriate and decreased the
input. The initiative resulted in a huge amount
consumption of energy up to 25% and water
of machine stoppage time reduces as well as
up to 35%. The SOP for processes were
increasing the productivity. Extra 2,112-hour
formalized and communicated.
machine running time was generated which
approximately result in 46,731 kg more yarn
production than previous system. Moreover, it
reduces the work stress on our workers and
also reduces roving wastages.

DBL GROUP SUSTAINABILITY REPORT 2022 71

CHILDREN EDUCATION SUPPORT INITIATIVE

We have a program dedicated to increase accessibility to education for the children of our
employees. Under this program, we provide career path counselling session to create a career
roadmap for these students. We also recognize our meritorious students who have passed grade 12 in
order to motivate them to pursue further education. In 2021, 56 students were recognized during an
online based celebratory occasion. However, our initiatives on this project have been delayed as a
result of the delay in the country's 2022 national examination. A virtual session of career counseling
was held in 2021. These deserving children received career guidance from academicians from various
backgrounds. They provided several topics for discussion with the students in virtual rooms.
Students had the option to select any of the seven virtual rooms that aligned their objectives.

Counselling provided by
Acamedecians from
Ahsanullah University of Science &
Technology
Dhaka University
Bangladesh University of Textile
Sir Salimullah Medical College
Bangladesh University Engineering
& Technology

Total 56 students attended

the counseling from which
17 were male and 39 were
female.

72 DBL GROUP SUSTAINABILITY REPORT 2022

WAGES & ITS IMPACTS

DBL Group, always abide with the government-mandated minimum wage. Regardless of gender or
geographic location, industry salary levels are a constant throughout Bangladesh. Each of our
workers are recruited in one of seven grades (apart from trainees). We provide higher range than the
minimum for all grades; in pertinent circumstances, experience is also taken into account, and the
size of the surplus amount is often based on the candidate's level of past experience.
The ratio of standard entry level salary of male to female is 1:1.

Skill matrix for wage grid of workers

To ensure the career growth of our workers/employees, we have set different strategies for
increment and promotion. Every year, work study department assess individual performance for
efficiency and multi skill information. Based on different attributes we provide increment from 3% to
10%.

Sensitivity of Wage Issue

Our Bandhan Fair Price Shop makes a significant beneficial impact through its product ranges. It is an
inclusive business model, which was established as a strategic approach. In 2007–08, when the global
financial crisis affected everyone, the company raised employees' salaries by 15%. However, this
initiative was unable to continue since it sparked disputes with other factories in the cluster. In
response, Bandhan was established, which not only lessened the workers' financial burden but also
avoided any disturbance.

Attributes assessment for the increment and promotion policy

Performance Quality Achievement Attendance Experience Conduct

DBL GROUP SUSTAINABILITY REPORT 2022 73

SUPPLIER ASSESSMENT

Assessments are made of the impacts that suppliers' interventions could have on society, the
environment, human rights, and labor practices. Based on the DBL Code of Conduct, the DBL
Compliance team evaluates suppliers using particular standards questionnaires in the social and
environmental domains. It is required that a supplier adhere to our Code before doing business with
them.

Labor Practices
DBL Code Human Rights
of Conduct Social and Environmental Impacts
Anti-corruption and others

Performs
Compliance Audit
Department

Comply
Supplier DBL Code

74 DBL GROUP SUSTAINABILITY REPORT 2022

EMPLOYEE BENEFITS

For the long-term advantage of the employees, DBL works tirelessly to assure the consistency and
high caliber of the employees. By providing various welfare benefits for its employees, the company
has increased employee and organizational productivity and fostered positive employee relations,
which has helped to sustain good industrial relations. In addition to the fair wages to which
employees are entitled, we provide attractive amenities for their wellbeing in order to make DBL a
desirable place to work for everyone. Such benefits include:

Life insurance and disability & invalidity coverage as per Bangladesh Labor Law and Group
Insurance Policy.

Retirement provisions.

Provident Fund for management employees.

Workers’ participation in company’s profit.

In-house day care center with trained professionals.

In-house medical center with a wide range of tests and even providing outpatient medical
services.
In-house pharmacy providing medicines at fair price for employees and their family members
as well.

Discount facilities in renowned hospitals and diagnostic centers.

Discount facilities in various super shops.

Fair price shop in DBL's all complexes.

Transport facilities.

DBL GROUP SUSTAINABILITY REPORT 2022 75

OCCUPATIONAL HEALTH & SAFETY

DBL Group aims on creating a healthy, environment-friendly and safe workplace by imparting
knowledge to the workforce regarding health and safety issues. In order to ensure that strict safety
standards are maintained for the physical wellbeing of the workers, we follow international standards
of safety. A good work environment not only has a direct impact on the employees’ health but also
plays a vital role on the productivity level.

OHS Policy
Our occupational health and safety policy and associated practices are in compliance with all national
and international regulations. This includes, but is not limited to:

Bangladesh Labour Law 2006 including the amendments and the rules
Other national laws
ILO Conventions
Buyers’ Codes of Conduct

Organization Specific standards

International Convention 1 (Working Hours)

Labour Conventions 29 and 105 (Forced and Bonded Labour)
Organization (ILO) Convention 79 (Young Persons' Night Work)
Convention 87 (Freedom of Association)
Convention 98 (Right to Collective Bargaining)
Conventions 100 and 111 (Equal Remuneration for Male and Female Workers for
Work of Equal Value; Discrimination)
Convention 135 (Workers' Representatives)
Conventions 138 and 142 (Minimum Working Age)
Convention 155 and Recommendation 164 (Occupational Safety and Health)
Convention 159 (Vocational Rehabilitation and Employment / Disabled Persons)
Convention 177 (Home Work)
Convention 181 (Private Employment Agencies)
Convention 182 (Worst Forms of Child Labour)
Better Work Bangladesh (along with IFC)

76 DBL GROUP SUSTAINABILITY REPORT 2022

Uniter Nations UN Universal Declaration of Human Rights
Convention on the Rights of Child
Convention to Eliminate all Forms of Discrimination against Women

Others Business Social Compliance Initiative (BSCI)

Worldwide Responsible Accredited Production (WRAP)
Social Accountability 8000 (SA8000)
Guidance Document for Social Accountability 8000
International Quality Guidelines for Auditing Companies in the Framework for
SA8000 Accreditation
Ethical Trading Initiative (ETI)
International Organization for Standardization (ISO) 9001
International Organization for Standardization (ISO) 14001
Social Accountability International (SAI) Guideline (150.1 – 150.8)
Occupational Health and Safety Assessment Series (OHSAS) 18001
IFC Performance Standards

This policy is applicable to all DBL units and covers all employees. To ensure safety standards,
dedicated teams are on hand to manage the various health and safety requirements. At DBL, all
incidents of accidents, injuries, and occupational illnesses are documented. To assess the particular
type of sickness and injury, each record of an incidence is divided into different categories. This
allows us to address the issue and make the required adjustments to reduce similar incidents in the
future. For each unit, we keep track of occupational illnesses and injuries in in order to identify any
probable root causes and implement the required adjustments. This is crucial since the number of
days missed due to occupational illnesses and accidents directly affects our bottom line. This
enables us to make the required adjustments within the relevant business divisions to improve the
working environment for our employees, which will in turn boost productivity.

2020-21 2021-22

Injury rate 1.78% 1.05%

Occupational disease rate 1.78% 6%

OHSAS Standards
Occupational Health and Safety Assessment Series (OHSAS), is a global management system standard
for workplace health and safety. One of the DBL Group's dyeing facilities obtained this certification in
April 2016, implemented by GIZ. OHSAS was chosen to promote health and safety awareness, create a
health and safety management system inside the plant, and further minimize illnesses and accidents
via continuous improvement. The multi-department committee that was established has produced a
number of advantages, including improved risk management, a stronger safety culture, and better
hazard awareness.

DBL GROUP SUSTAINABILITY REPORT 2022 77

Mini Fire Station
In cooperation with GIZ (German Cooperation), the Bangladesh Fire Service, and Civil Defense, the
Mini Fire Station (MFS) is the DBL Group's first public-private partnership (BFSCD).

The objective of the MFS rapid response and risk reduction unit is to prevent fire in the industrial
buildings around Kashimpur, Gazipur area. Narrow roads, heavy crowds, and Tazreen Fashions
calamity in 2012 showed the intense pressure on Bangladesh Fire Service and Civil Defence (BFSCD),
the only state-run department handling industrial emergencies. Distance of central fire stations,
limited manpower, and resources of BFSCD is a challenge for the growing apparel industry. This is
especially a huge issue considering the expansion of the apparel industries in the local communities
surrounding Dhaka city. The unit is located outside the Jinnat Complex of DBL Group which is also
serving the community in the Kashimpur-Konabari industrial cluster. The facility is staffed 24 hours
a day with a target to respond within the first 10-15 minutes to both industrial fire and building
collapse.

ROLES OF PARTNERS

Technical Firefighters, Operation &

Cooperation, Cocept, Maintenance Costs,
Training Via Bonn Fire Equipment, SOP &
Brigade and BFSCD, Protocols, Advising Factory
Fire Truck and Managment, Training
Equipment Factory Fire Teams

Bangladesh Fire GIZ (German)

Service and Civil Development
Defence (BFSCD) Cooperation)

Land, Building, Fittings and

Furniture, Firefighters,
Utilities Costs, Support Staffs

78 DBL GROUP SUSTAINABILITY REPORT 2022

Fire Safety
One of the most crucial aspects of workplace safety is fire safety. The Compliance
section conducts audits to make sure that needed locations have lights, clear
evacuation routes, and correctly drawn evacuation maps. To tackle the events of
fire, four teams – the fire fighters, the rescue team, the cordon party and the first
aiders – are involved.

Intervened 82 Intervened 315

incidents in incidents till
2021-22. June 2022.

DBL GROUP SUSTAINABILITY REPORT 2022 79

SAFETY MEASURES

FIRE BUILDING ELECTRICAL

SAFETY SAFETY SAFETY

• Fire extinguishers • Structural assessments • Top quality cabling

• Fire blankets • Bangladesh National and accessories
• Stretchers Building Code (BNBC) • Trained technicians for
• Smoke detectors during construction maintenance
• Sprinklers • Certification with • International safety
• Fire hose cabinet Architectural and features for equipment
boxes Structural Design • Maintenance and risk
• Water drums and Standard analysis records
buckets • Scaled as-built drawings
• Fire beaters
• Fire hooks
• Gong bells
• Lock cutters
CHEMICAL
• Emergency lights SAFETY
• Safety equipment
such as gloves,
• Careful assessment of
helmets, gas masks
chemicals
and gumboots
• Chemical usage policy
• Mini Fire Station
• Material safety data
sheet (MSDS)
• Regular trainings

80 DBL GROUP SUSTAINABILITY REPORT 2022

MEDICAL CENTER
Occupational diseases are common due to the nature of the work and the working environment,
because of the dust, heat, chemicals, stress at work, bad posture, etc. Through the right use of
Personal Protective Equipment (PPE), the majority of these illnesses can be treated or even
prevented. We have a special medical facility set up in each factory complex to handle and treat any
occupational diseases that could develop.

Some of the major

diagnosed diseases:

Migraine
Muscle strain/pain
Shoulder and neck pain
Ankle sprain
Anemia
Hearing Defective
Refractive Errors
Fungal infection
Aphthous ulcer
Conjunctivitis
Anemia

The medical center also treats common illnesses that are non-occupational common diseases.
Knowledge programs, seminars, trainings, and workshops are often held to raise the level of
awareness among employees and workers about various health concerns. The topics of these
sessions also deal with issues such as personal hygiene, for example washing hands, thereby dealing
with a preventive measure for various diseases. Health and safety committees are present in each of
the factory complexes: who comprise of 3.70% of the total workforce to ensure that concerns
regarding medical attention are resolved.manage and treat our workers.

DBL GROUP SUSTAINABILITY REPORT 2022 81

 RISK MANAGEMENT
Given the nature of the business, the raw materials and finished goods that DBL
handles, and the size of operations, our risk management systems are created
to guarantee that all of our employees and assets are secured and protected
against any form of loss. Specific risk evaluations are conducted for worker
safety based on their work environments.

These areas of labor include a broad range of configurations within the factories, such as the
chemical storage rooms and the Effluent Treatment Plants (ETPs), as well as the zones holding
various machinery, such compacting machines and generators. Risk management also ensures
pregnant women's safety in order to reduce the risk to both the mothers and the fetuses, they
must be seated while working, be permitted to leave early during lunch breaks, and not be
permitted to put in overtime. Each form of analysis covers the hazard's description, potential
effects, at-risk individuals, and available control or preventative actions. Additionally, risks and
hazards are assigned ratings based on their frequency of occurrence and severity, which helps
to identify which ones should receive priority attention.

82 DBL GROUP SUSTAINABILITY REPORT 2022

 HEALTH & WELLBEING
We want to ensure that our workers are having a proper work-life balance; in
order to do so, DBL Group provides a varying range of benefits the workers
and employees can avail.

A project called "Digital Healthcare Solutions" implemented in Jinnat Complex on May 15, 2022,
by Save the Children and USAID. Workers can receive free online medical services from
specialists such general practitioners, doctors that specialize in medicine, pediatricians,
dermatologists, gynecologists, and psychologists. The training on pain management and
mental health by Digital Healthcare Solutions on June 20, 2022 gathered 25 employees from HR,
admin, compliance, medical, and production with the aim of maintaining a healthy workforce.

DBL GROUP SUSTAINABILITY REPORT 2022 83

 WOMEN HEALTH INITIATIVE
The program, which began targeting DBL Group's female employees in March 2013, has the
long-term goal of ensuring everyone's health and hygiene. The initial concept was providing
women workers with sanitary napkins at a significantly reduced price of 12 cents each pack,
along with the freedom to use sanitary napkins are accessible in their restrooms in case of an
emergency situation. The initiative not only served to aware women but also offered chances
for safeguarding their good health.

Analysis and follow ups are conducted to encourage women to make

proper use of these products. For instance, to maintain the privacy of
workers, the pads are now made available in the female washrooms
for emergency use. The Bandhan Fair Price Shops include female
personnel for the convenience of the female workers due to the
sensitivity in purchasing such things. Counselling sessions are also
provided periodically to inform female of the health advantages of the
products. The significant growth in sanitary pad sales has provided
evidence of these programs' success.

24,504 Number of average yearly user.

16% of the female workers are using sanitary napkin.

84 DBL GROUP SUSTAINABILITY REPORT 2022

 DBL PHARMACY
Our workers' and employees' health are critical to the smooth operation
of our day-to-day activities. We maintain our on-site pharmacy open for
all employees and their families to guarantee sound health. Medicine of
all kinds is offered at discounted rates. In 2021-22, a total of $ $904,593
worth of medicines were sold in the 8 pharmacies from all our
complexes.

Total sales: $257,091

25% increase from 2020-21

FAMILY PLANNING CORNER

At DBL, our primary goal isn't only to maximize production; we also want our workers to have
contented families. In 2016, a Family Planning Corner was established in one of the DBL Group's RMG
production facilities. The setup offers pathological diagnostics, prenatal care, and family planning
services. The setup has been expanded to include DBL's various facilities as a result of its popularity,
with help from the Directorate General of Family Planning (DGFP) of the Government of Bangladesh.
The DGFP is giving away free. Family planning supplies that are offered free of charge to the
employees.

In 2016, the family planning service was run at the factory with the help of Marie Stopes until 2018.
After the completion of this project, we contact the government and are currently getting this service
for all workers for free. Average service receiver is now 203 per month.Till date, 16,229 services has
been provided.

DBL GROUP SUSTAINABILITY REPORT 2022 85

 DIVERSITY, EQUALITY & INCLUSION

Any employee, regardless of gender, socioeconomic background, physical or

psychological challenges, is a part of an inclusive workforce. We think that
everyone has the capacity to excel if given the opportunity. At DBL, we strive
to create an inclusive culture while upholding the highest levels of
productivity by providing all people with the same chances and advantages.

EMPLOYEE DIVERSITY
DBL recognizes talented people regardless of their gender, religion, race, age
group or any other challenges, creating an inclusive workplace. Respecting
and valuing the differences of others is what ultimately unites us all and can
be the key to a prosperous company with a fair work culture.

Buddhits & others Christian Hindu Muslims

0.05% 0.16% 3.9% 95.09%

86 DBL GROUP SUSTAINABILITY REPORT 2022

 GENDER RATIO

Workers 21,194 (62%) 13,156 (38%)

Supervisior & Above 5,931 (95%) 324 (5%)

(Factories)

Corporate Office 336 (91%) 35 (9%)

Total 27,461 (67%) 13,515 (33%)

Male Female

Total workforce:
40,976
(In Apparels & Textiles Units)

Above 50 years Above 50 years

1% 0.1%

30-50 years 30-50 years

23% 11%

Age Distribution Age Distribution

by Male by Female

Below 30 years Below 30 years

44% 44%

At DBL Group, we do not tolerate any form of discrimination based on religion. We treat people of all
faiths equally and encourage cultural relativism. Hence, we have a diverse workforce with people from
various beliefs.

DBL GROUP SUSTAINABILITY REPORT 2022 87

 FEMALE SUPERVISOR LEADERSHIP PROGRAM
The Female Supervisor Leadership Program is an internal training program for our female
employees. Potential in-house females who have worked in the sewing or quality departments at
DBL receive training on both hard and soft skills over the course of two months. They are
promoted to Supervisor status after successfully completing the training program, fostering a
more diverse workplace. An internal study was conducted by our work study department which
shows that female supervisors are more efficient than their male counterparts.

From June 2012 to March 2014, the Women in Factory Initiatives (WIFI) initiative was carried out
at DBL. Care implemented the initiative, which was supported by Walmart. The project's focus
was on encouraging women's leadership skills at the manufacturing level. Ten employees were
promoted to female supervisors after the project's conclusion. DBL initiated their own project to
empower women in RMG lines after learning from the project. 122 women are now supervisors at
DBL. Female supervisors outperform male supervisors in terms of performance. We will be
analyzing on how to improve the retention rate of female supervisors to ensure we meet our
gender equality targets of having 50% female supervisors within the production lines in the
future.

May 29, 2021

Female Supervisors are 2.82%
more efficient than Male
Supervisors.

January 17, 2022

Female Supervisors are 2.77%
more efficient than Male
Supervisors and 4.49 %
more efficient than average
floor efficiency.

88 DBL GROUP SUSTAINABILITY REPORT 2022

 DISABILITY INCLUSION PROGRAM
Unfortunately, persons with disabilities are sometimes stigmatized;
despite their excellent ability, there have been several situations when
they have been denied jobs. These challenges are already being
addressed through the Disability Inclusion Program, which provides
employment opportunities for persons with disabilities. We strongly
support Partnership for the Goals (SDG 17) as a means of sustaining both
our society and our ethical business practices. Hence, in order to
incorporate persons with disabilities in the workforce, DBL Group has
collaborated with the Center for Disability in Development (CDD). For the
factory HR departments, CDD has provided training and run awareness
campaigns to help them understand the value of include persons with
disabilities.

Together with GIZ and CDD, we have launched a number of initiatives. Since January 2020,
DBL has also been involved with the CDD and Bangladesh Business and Disability Network
(BBDN)-led Innovation to Inclusion (i2i) project, a disability inclusion initiative supported by
DFID and headed by Leonard Cheshire (LC). The Disability Inclusion Program is expanding
with the goal of having 1% of our workforce involving individuals with various impairments.
Up-to June 2022 DBL recruited 300 Persons with Disabilities (PWD).

96 Females

204 Males

DBL GROUP SUSTAINABILITY REPORT 2022 89

RETURN TO WORK PROGRAM
We truly believe that it is our responsibility to provide any and all assistance
required to any of our workers who are injured while performing their jobs. All
of their medical expenses are paid for in addition to their salary, which is given
during the duration of their injured leave. When they have recovered, we
encourage them to return their existing designation or in a new designation
that would be most suitable after injury-related changes. The Return to Work
(RTW) Program, in collaboration with CDD and GIZ, has led to the creation of Return-to-Work
Committees at 5 of the DBL Group's industrial locations. The RTW Clause has been added into the HR
Department's revised HR policy. We also adhere to the legal frameworks established by the
Bangladesh Labor Act, the People with Disabilities Rights Protection Act, and the Bangladesh
Constitution. The Return to Work (RTW) program with CDD and GIZ enabled DBL to establish a
Return-to-Work Committee in DBL's factories and appoint a "Return to Work Coordinator" hired by the
HR department. The program also required DBL to modify an existing HR policy to include the RTW
clause and to adhere to the international and legal context of RTW policies.

Total Return to Work (RTW) Rate: 85%

Total RTW in numbers: 367

The RTW process consists of the following:

Referral RTW Plan & Monitoring &

Assessment Designing Implementing Coordination

90 DBL GROUP SUSTAINABILITY REPORT 2022

HUMAN RIGHTS
We are dedicated to treating each of our employees with the highest respect while acting in an ethical
and responsible manner. The International Labor Organization's human rights agreements serve as a
guide for us in ensuring that the rights and dignity of our employees and workers are not violated.

DBL GROUP SUSTAINABILITY REPORT 2022 91

Forced Labor
Involuntary or coerced labor of any kind is not tolerated by DBL. The Code of
Conduct strictly emphasizes that all employees should be working at factories
voluntarily, and no such means should be adopted as a measure that may
indirectly result in an employee working forcibly. The freedom of movement of
employees is not restricted except for the protection of property and security
of factory personnel. Additionally, no employees are recruited on contract
basis and any employee may resign from the company by giving one month’s
notice in the case of desire to discontinue.

Child Labor
We do not engage with any form of child labor here at DBL. Psychological tests
are administered to candidates for employment at the time of hiring to
ascertain their ages in order to confirm that they are of legal working age. All
prospective employees are also required to provide documentation attesting
to their age, and the validity of these documents is rigorously examined. The
potential employee's age must be verified and confirmed by the registered
doctor on site at the factory in the absence of age documentation.

Non-Discrimination
DBL does not tolerate any type of discrimination in the workplace since we
regard the right to be free from discrimination as a fundamental component of
human rights. Instead of paying, promoting, or terminating employees based
on their color, age, gender, religion, disability, or other traits, we do so based
on their aptitude for the job. There have been no discrimination cases at DBL
to date because of how strongly the practice is upheld: discrimination on any
basis is not acceptable in any circumstance.

Security Practice
To ensure the utmost protection of our employees, DBL Group only employs
internal security staff and none from third party organizations. We currently
employ 428 security people, and every one of them receives monthly
specialized training on the organization's policies with a focus on human rights
issues.

92 DBL GROUP SUSTAINABILITY REPORT 2022

 FREEDOM OF ASSOCIATION &
COLLECTIVE BARGAINING
We acknowledge and value the integrity of our workers to exercise their legal freedom of
association and bargaining rights. Employees who organize or engage in legal associations
and/or collective bargaining are not subject to discrimination since the Participation
Committee (PC) is there to allow for open communication of any concerns that may emerge. The
Compliance team conducts monthly audits, noting the make-up of the committee members, the
frequency of meetings, the themes covered, and other factors, to make sure these rights are
exercised. DBL management has been able to form Participation Committees according to the
guidelines which is very effective for conveying information to both labor and management and
resolving any grievances if present. Significant operational changes are communicated with the
concerned employees a minimum of 3 months prior to the change.

DBL GROUP SUSTAINABILITY REPORT 2022 93

 GRIEVANCE PROCEDURE
At DBL, we encourage employees to be vocal about their issues without hesitation through the
procedure for managing complaints. Our welfare officials have received training in using the
complaints process professionally so that employees feel comfortable and confident disclosing any
issue they might have regarding any issue. We have formal and informal grievance handling
mechanism.

• 241 Grievance addressed

• 239 Grievance resolved

SUGGESTION /GRIEVANCE BOX

Written down issues dropped confidentially boxes
Checked every week by designated people
Grievances recorded in register

PARTICIPATION COMMITTEE (PC) MEETINGS

Expressing through a PC member
PC member puts forward the complaint during meetings

VERBAL COMPLAINT
Verbal complaints by workers
Made of Officers from the Welfare, Compliance, Human Resourse (HR)
departments and also to their supervisors or Line Chiefs

BANDHAN NEWSLETTER
Complaints placed in monthly newsletter
Section of newsletter can be detached
Written down issues dropped confidentially

94 DBL GROUP SUSTAINABILITY REPORT 2022

 LOCAL COMMUNITIES
We try to contribute as much as we can to the local areas where we
operate. We can make improvements for the welfare of the
neighborhood by cooperating with our employees, clients, business
partners, and other stakeholders.

DBL GROUP SUSTAINABILITY REPORT 2022 95

Community Knowledge Exchange
Programs
DBL is still holding community knowledge exchange programs in the many
areas where it conducts business. We think it is our duty to support the
neighborhood's development and prosperity in a positive and healthy way.
We run these programs for the benefit of the families in the communities
close to our facilities to guarantee that the locals are properly informed on
a variety of important issues.

• Male: 185; Female: 65

• Total= 250 participants

Community Education Support

DBL Group has taken part in a number of projects to support the achievement of SDG-4: Quality
Education in Bangladesh. DBL has built a four-storied structure for the Hatimara School and
College. Around 1,000 pupils can be accommodated in the building. Additionally, DBL provided
300 students at Sardagonj Government Primary School with 100 sets of benches. To further
accommodate the children, an existing building at the school has also undergone
refurbishment.

96 DBL GROUP SUSTAINABILITY REPORT 2022

 INDUSTRY-BASED TRAINING CENTER
The Industrial-based Training (IBT) Center was started in DBL's spinning manufacturing
complex with the goal of establishing a Technical Vocational Education and Training (TVET)
Center in the industry cluster. The curriculum and training modules that the Center has
previously created have both been submitted for accreditation to the Bangladesh Technical
Education Board (BTEB). Inhabitants of the community are encouraged to take part in the
three-month training sessions. To guarantee that each participant receives enough attention
to enhance their learning, each session is limited to 25 individuals. The training is free, and
while they are engaged in it, they also receive some cash incentive for their daily expenses.
Once the training is through, they are hired, and they are free to move on to other firms
afterward. Our present locations are at the Mymun complex and Matin Spinning Mills Ltd.

DBL GROUP SUSTAINABILITY REPORT 2022 97

 COMMUNITY BEAUTY PARLOR
In 2018, DBL Group collaborated with Shishu Polli Plus to provide low-cost
beauty salon services to its workers, primarily women. We have also
collaborated with Hamim-Lasics Beauty Parlor, the same advantages were
extended to the workers of Flamingo Fashions Ltd. in Joydebpur. In addition,
DBL is helping the women-owned beauty salon grow its business.
Hamim-Lasics Beauty Parlor currently has a 25,000 average monthly
revenue.

Beauty Parlor currently has a 25,000

average monthly revenue.

BETTER BUSINESS FOR CHILDREN

Phulki is implementing a second initiative with UNICEF that focuses on
Children's Rights and Business Principles (CRBP). As a result of this initiative,
64 non-formal primary schools in the Kashimpur neighborhood, that serve
children too young to attend school, have been created by UNICEF.

64 non-formal primary schools in the

Kashimpur neighborhood

98 DBL GROUP SUSTAINABILITY REPORT 2022

 COMMUNITY HEALTH DEVELOPMENT PROGRAM
DBL is continuing with Community Health Development Programs in the various locations where
DBL's operations are taking place in order to further emphasis on SDG-3, Good Health and
Well-Being. The community's elderly, women, men, and kids come to receive free treatments. A
routine is being established for this. DBL's own physicians do community visits and offer services
to community members. Since 2015, a total of six programs have been held. The COVID-19 has
caused this to be postponed. Instead, we ran a number of COVID-19 awareness campaigns.

DBL GROUP SUSTAINABILITY REPORT 2022 99

 TRAINING & DEVELOPMENT
The development of each individual employee is essential to our commitment
to ongoing progress. We must support our workers with the information
necessary to propel the business to the very top of its sector if we are to
pursue future success. Mid-level management, employees, chemical handlers
and spot removers, loaders, quality inspectors, first responders, firefighters,
evacuees and rescues, cleaners, etc. are the specialized training's target
audience. The personnel have also received skill development trainings in
addition to the aforementioned trainings.

100 DBL GROUP SUSTAINABILITY REPORT 2022

 TRAINING TOPICS
In addition to the training provided through the different
Sustainability programs, a variety of generalized training is
provided to DBL’s employees every month. These include, but
are not limited to, the following:

• Orientation on company Rules and Regulations

• Company Code of Conduct
• Buyer's Code of conduct
• Working hours, Overtime, and Calculation of Wages and Overtime Payments
• Compensation and Benefits (including leave facilities)
• Threat Awareness
• Worker Rights and Responsibilities
• Occupational Health and Safety (OHS)
• Material Safety Data Sheet (MSDS) and Chemical Handling Procedure
• Personal Protective Equipment (PPE)
• Lifting and Carrying Procedures
• Electric Safety and Operation of Boilers
• First Aid
• Fire Safety
• Machine Operating Process and Safety
• Awareness on Health and Nutrition for Pregnant Women
• Disciplinary Procedure as per Bangladesh Labor Law
• Environment, Energy, and Water Saving Awareness
• Waste-handling Procedure
• Participation Committee (PC), OHS, and Environment Committee's Functions
• Child Labor, Forced Labor, Discrimination, Harassment, and Abusive Behavior
• Anti-harassment, Anti-abuse, and Grievance Procedure
• Awareness on AIDS and Transmissible and Non-Transmittable Diseases

DBL GROUP SUSTAINABILITY REPORT 2022 101

The time is always right to do what is right.

Martin Luther King Jr., Activist

 CHAPTER 2
GOVERNANCE
GOVERNANCE

We believe that the road to attaining our vision to sustain and grow as a diversified
conglomerate is only possible if a structured governance system is in place. This is why our
focus is to ensure strong corporate governance.

A robust corporate governance structure enables DBL to gain greater access to lower
financing, higher credit ratings, higher external capital costs ratings, and strong investor
confidence. The company believes that a sound corporate governance structure has a big
influence on Bangladesh's legal system as well as how the business integrates into the
modern economy and society. We at DBL Group are aiming to bring our corporate governance
system up to par with the best practices and standards throughout the world by putting the
globally recognized standards into effect. In light of our anticipated growth, this is essential
for DBL. The need for a practical corporate governance framework will be crucial to the
company's goal to connect with new investors.

104 DBL GROUP SUSTAINABILITY REPORT 2022

 BOARD OF DIRECTORS
The Board is the leading head of the company’s governance structure and the
highest level of governing body at DBL Group. The Board currently consisting of
four Directors, and one Advisor. Our Board of Directors play an integral role in
overseeing that the company’s strategies and plans are carried out based on
the Corporate Governance Framework focusing on accountability, fairness,
transparency and responsibility

Abdul Wahed, Chairman

Mr. Wahed’s expertise in Textile technicality is what inspired Dulal Brothers Ltd.
to invest in backward linkage industries of fabric knitting and dyeing. Apart
from this, his proactiveness in fields of education, health and orphanages is a
major cause of the success towards several social initiatives conducted by DBL
Group.

M. A. Jabbar, Managing Director

Mr. Jabbar’s keen interest in CSR and Sustainability is what led him to designed
the Sustainability 5.0 which is currently integrated at the core of the company.
Alongside, his eye to identify hidden talents allows the company to recruit a
diverse and skillful workforce

M.A. Rahim, Vice Chairman

Mr. Rahim, who also serves as the Vice President, Finance of the Bangladesh
Garments Manufacturers & Exporters Association (BGMEA), has not only been
one of the instrumental members for DBL Group, but also has been contributing
significantly to the apparel industry of Bangladesh. His social involvement with
various renowned organizations has contributed to development beyond the
company’s parameters.

M. A. Quader, Deputy Managing Director & Group CEO

Mr. Quader maintains close and cordial relation with the buyers for furtherance
of business. His regular attendance in stakeholder engagement has led to him
getting invitations to several prestigious business seminars and workshops
throughout Asia, Europe and the USA.

DBL GROUP SUSTAINABILITY REPORT 2022 105

 Excellence of a business can be achieved
through a combination of integrity, passion,
adaptability, and care.

Abdul Wahed
Chairman

BOARD OVERSIGHT
The company has defined guidelines and has established a framework for the board meetings and other
proceedings. These guidelines help decision-making processes of the board members to be carried out in
a systematic, informed, and efficient manner.

The Board evaluates the following

Financial,
Strategic Management
Strategic production and
review from policies and
decisions of other business
each of the their
the company performance
board effectiveness through relevant
members
reports.

Our senior management is carefully selected by the Board of Directors because of their vast
experiences, immense knowledge, fascinating competence, cross-industry exposure, local and
overseas footage, and well accepted market reputation. This cohesive team’s agenda is to make a
difference by developing and inspiring others’ ideas with DBL Group’s values at the core. The
distinguished Board is cultivating a sustainable work culture through the employees. We credit our
strength the sustainability of a consistent approach to managing the business and the constant
growth of its people to our senior management team.

106 DBL GROUP SUSTAINABILITY REPORT 2022

 Engage. Enable. Empower. That is the motto to bring
up youths within an organization to ensure
sustainability in governance.

M. A. Jabbar
Managing Director

CORPORATE GOVERNANCE
DBL Group adheres to the definition of Corporate The company also considers a sound system of
Governance of the International Finance Corporation corporate governance as an important contribu-
(IFC). Corporate Governance Defined as the tion to the rule of law in Bangladesh and an
structures and processes by which companies are important determinant of the role of the compa-
directed and controlled. It concerns the relationships ny in a modern economy and society.
between the management, board of Directors,
controlling shareholders, minority shareholders, Through implementing the recommendations by
and other stakeholders. IFC, DBL Group aims at bringing its corporate
governance framework up to the best interna-
Good corporate governance helps companies tional practices and standards. This is critical to
operate more efficiently, improve access to capital, DBL given our expected growth. The desire to
mitigate risk, and safeguard against mismanagement. attract new investors will heavily rely on the
It makes companies more accountable and transparent existence of a concrete corporate governance
to investors and gives them the tools to respond to system.
stakeholder concerns.

A sound corporate governance system will facilitate DBL to attain:

Better access to external capital Higher credit ratings
Lower financing costs Strong investor confidence

DBL GROUP SUSTAINABILITY REPORT 2022 107

 Commitment, communication, and collaboration are
what drives financial sustainability of an organization
and all its stakeholders.

M. A. Rahim
Vice Chairman

GENERAL GOVERNANCE STRUCTURE

Company Secretary: General Assembly:
Ensures that the governing bodies follow Allows the shareholders to participate in
internal rules and external regulations to the governance of the company.
facilitate clear communications between the
governing bodies, and acts as an adviser to Internal Auditor:
directors and senior executives. Develops and monitors internal control
procedures for the business operations
CEO: of the company.
Assigns the day-to-day task of the
management of the company and carries out The Board:
strategy as approved by the board. Responsible for the strategic direction of
the company, and the guidance and
oversight of management.
Structure and Committees:
DBL Group has established the following Board Committees:

The Audit Committee The Remuneration Committee

Other committees deemed necessary by The Nominations and Corporate
the Board. Governance Committee

108 DBL GROUP SUSTAINABILITY REPORT 2022

 For sustainability in operational processes, we need
three steps: innovation, implementation, and
inspiration.

M. A. Quader
Deputy Managing Director and Group CEO

FAMILY BUSINESS GOVERNANCE

This is an important issue for DBL Group since it is a family-owned
business comprising family members vested with significant
decision-making authority. The company is investing its time and
effort on implementing Family Business Governance for the
greater good of the company and a sustainable business.

INTERNAL AUDIT & CONTROL

The Board’s Audit Committee: The audit internal control of the company’s finances and
committee focuses on three key areas: financial operations.
reporting, risk management, and internal and
external audits (legal compliance and risk Disclosure: DBL’s current disclosures through its
management. website are adequate for a non-listed private
company in Bangladesh. However, once companies
Risk Management: The company places great of DBL Group go public, there will be a much higher
importance on risk management, and it is the board level of expectations – market and regulatory. DBL
of directors that is tasked with ensuring that will improve its disclosures in two primary areas:
appropriate risk management systems are Annual Report information and website disclosures.
established. Matin Spinning Mills PLC., a concern of DBL Group is
enlisted under Bangladesh Securities and Exchange
Commission and is available for public trading. A
External Auditor: An external auditor audits the
stock enlisted company needs to comply with
company’s financial statements.
regulatory requirements for disclosure and the
company is ensuring essential disclosures of the
Internal Auditor: The internal auditor (or office of concern through Annual Reports and its own
the internal auditor) is responsible for the daily website.

DBL GROUP SUSTAINABILITY REPORT 2022 109

 GOVERNANCE & SUSTAINABILITY
Quarterly meetings of the top management on ESG related issues are held under the
leadership of the Managing Director. The other team members of the top management
comprise Chief Financial Officer (CFO), Director Technical, Chief Sustainability Officer (CSO),
Chief Production Officer and Company Secretary. Monthly operational data on Environmental
and Social related issues is generated by the Environmental Sustainability Team and the
Compliance Team respectively under the CSO. This data is converted into quarterly reporting
for discussion with the Managing Director and other members responsible for ESG issues. The
report contains different KPIs, e.g., on energy, water, raw materials consumption and
reduction of GHG emissions against each unit of production and business division.

During such meetings, guiding strategy and plans of action are approved which includes
specific and measurable targets, and the achievability and realistic approach within a
timeline. Company policies are updated as per necessity to respond to customer demands and
trends related to emerging matters. An example from the reporting year was the installation of
rooftop solar panels as demand for this has increased within the customers.

Capital investment and budget required for the installation are

addressed along with the CFO, Director Technical and CSO. Another
example from 2018-19 is the feasibility of installation of Zero Liquid
Discharge (ZLD) plant. The Chief Production Officer discusses the
optimization of the current operations considering the operational
performance objectives as this will impact the efficiency of the plant.
The Company Secretary takes the issue of high capital-intensive
investments and any other major policy change issues to the Board of
Directors’ routine meetings for their review.

110 DBL GROUP SUSTAINABILITY REPORT 2022

REGULATORY COMPLIANCE
DBL Group’s Corporate Governance framework is based on
Bangladesh legislation as well as internationally recognized best
practices and principles, such as the guidelines provided by the
International Finance Corporation (IFC) of the World Bank Group.

Regulatory compliances, if not followed properly can bring in

company risk as well. The main regulatory body is the Government
of Bangladesh (GoB) under which we follow The Company Act
(Bangladesh, 1994).

There are three aspects we need to fulfill timely:

- Income Tax
- Registrar of Joint Stock Companies and Firms (RJSC)*
- VAT Ordinance

Accountability Fairness Transparency Responsibilities

Every company has a given calendar year and the requirements rotate around that. In the case of not giving
information or finishing instructed work on time based on the Governmental Bodies legal requirements, DBL
Group will face financial penalties.

* Matin Spinning Mills PLC. is currently the only concern of DBL Group which is enlisted under Bangladesh Securities and
Exchange Commission and is available for public trading. A stock enlisted company needs to comply with regulatory
requirements for disclosure and the company is ensuring essential disclosures of the concern through Annual Reports and
its own website

DBL GROUP SUSTAINABILITY REPORT 2022 111

99
RISK MANAGEMENT IN SAFETY ISSUES

Effective risk management is at the core of sustainable performance

of any organization and is crucial to the success of any company. We
at DBL Group acknowledge that we are exposed to risks, especially
systemic risks, that are beyond our control.

Since 2019-20, the macroeconomic trend of the local market growth

was challenging due to COVID-19. Hence, we perceive that proactive
management of the risks associated is of fundamental significance
to ensure our business growth. Over the years we have put together
a Risk Control Framework in place which guides us regularly to
identify and assess risks, and to take the necessary actions in order
to minimize their impact.

Risk Control Framework

The risk control framework helps us to identify, eliminate, and minimize risks. This includes the
following.
1. Defining of high-level strategy: This ensures that the company has effective Risk Management
Guidelines
2. Setting of risk strategy, frameworks and principles: This is so that such information can be
recommended to the Audit Committee of the Board.
3. Frequent reporting at the functional level: This aids in identifying key risk areas and prioritizing
risks which are likely to occur.
4. Development of risk culture through the company.
5. Day-to-day management of risks.

112 DBL GROUP SUSTAINABILITY REPORT 2022

RISK TYPES IN GOVERNANCE
Given the nature of business, the raw materials, and products that DBL handles and the scale of
operations, our risk management systems are designed to ensure that all our people and assets
are safeguarded and protected against any kind of loss. We have categorized risk into, but not
limited to, the following types:

Regulatory Risks

Technology Liquidity
Risks $ Risks

Human Reputational
Resources Risks
Risks

Exchange Operational
Rate Risks Risks

Interest Rate Risks

(a) Regulatory Risks

We aim to ensure that effective arrangements are in place to enable us to comply
with legal and regulatory obligations. We control the regulatory risks by continually
following up on the pending license issues, proactively discussing new changes with
regulations, and timely implementing new requirements. These regulatory risks
apply towards meeting local, national and international requirements and
standards, including the Codes of Conducts of our buyers.

(b) Liquidity Risks

Our company operations may be impacted if we are unable to meets payment
obligations when they fall under normal and stress circumstances. While there
$ was some economic uncertainty during the COVID-19 pandemic period, overall, the
company’s liquidity position was sufficient to meet its payment obligations on time.

DBL GROUP SUSTAINABILITY REPORT 2022 113

(c) Interest Rate Risks
The London Inter-Bank Offered Rate (LIBOR) component of the interest rate is
exposed to volatility of market-wide interest rates of bank loans. Due to several
macroeconomic and market driven factors, interest rates on short-term and
long-term bank loans may fluctuate over time.
Inflationary pressure, increased demand for bank loan, increased volatility in money
market, restrictive monetary policy, increased government borrowing from banking
sector, etc. may compel the company’s loan giving institutions to increase their
interest rates. If the interest rates are increased beyond what the company expects,
then its cash flow and profitability will be affected adversely.

(d) Exchange Rate Risks

The major raw material we use is raw cotton, which we procure from countries
approved by our buyers. Conversely, we sell our end products to international brands
and retailers. We pay for our raw materials in foreign currency, usually in USD, and
also receive the sales proceeds in USD.
Hence, the company is directly exposed to the risks associated with exchange rate
fluctuations of Bangladesh Taka (BDT) against USD. Any significant volatility in the
exchange rates of BDT will increase the volatility of the company’s cash flow and
profitability.

(e) Technology Risks

Given the nature of the production intensity, the company’s operation is a highly
capital intensive one. The manufacturing processes are mostly mechanized and
require human involvement primarily in the apparel manufacturing operations. The
quality of the finished products is directly dependent on the sophistication of the
machinery in place, and efficiency of our workers. In terms of machinery, any
disruptions can result in significant overhauling cost and loss of production. In such
cases, delivery deadlines would be missed and revenues will be lost. This would, in
turn, affect the value of the company turnover.
All the major machineries of the company are state-of-the-art. These are costlier,
but last longer and require significantly lower maintenance costs. Since inception,
there has not been any instance of serious breakdown or stoppage of production
due to technical failure at the factories. However, constant evolvement of
technology, machinery and equipment in the global arena may mean that our current
machines will become obsolete before the actual lifetime. As more efficient
technology enters the market, it becomes a risk if competitors upgrade to the latest
versions and we do not.

114 DBL GROUP SUSTAINABILITY REPORT 2022

(f) Human Resources Risks
The company’s goals may be impacted for not having sufficient skilled people or
being unable to retain key personnel and treat them in accordance with values and
ethical standards. Hence our management structure is set in such a way that we
seek to attract, retain and develop our personnel by providing competitive
remuneration structures and long-term career opportunities. We evaluate our
human resource risk by observing the availability of skilled personnel within our
compensation bands as well as through compliance and regulatory issues. Under
the ‘People’ Pillar of the Sustainability 5.0 strategy, multiple initiatives are in place to
retain talented personnel.

(g) Operational Risks

The company’s operations can be hampered by human error, sudden breakdown of
machineries, incidents of natural calamities, and occupational hazards. The
workers and officers of the company are trained properly. Besides, the machineries
are properly maintained and overhauled whenever necessary. The factory buildings
are well constructed and has adequate fire control measures to minimize risks and
hazards. Further details are included in the Occupational Health and Safety (OHS)
chapter of the ‘Social’ segment in this report.
For worker safety, specific risk analyses are done based on their workplaces. These
workplaces include a wide variety of areas within the factories such as the chemical
storerooms and the Effluent Treatment Plants (ETPs), as well as the zones
containing different machines such as compacting machines and generators.
Pregnant women are also considered under risk management: to avoid the risk to
the fetuses, they are to be seated when working, allowed to leave early during the
lunch breaks, and not allowed to work overtime. Each type of analysis includes the
description and consequence of the hazard, the person at risk and the control or
preventive measures that can be taken. In addition, hazards are given ratings,
calculated by using the frequencies of occurrence and the severity, thereby
effectively identifying the risks or hazards to prioritize on.

(h) Reputational Risks

The company has clearly defined corporate values and ethical standards which are
communicated to employees, customers, and other stakeholders to maintain its
reputation.For example, potential employees are subject to appropriate background
checks before the final recruitment. Our values of Integrity, Passion, Adaptability,
Care and Excellence are communicated to new employees during orientation, and
they are encouraged to practice this for both professional ethics and personal
development.

DBL GROUP SUSTAINABILITY REPORT 2022 115

DBL’S APPAREL EXPORT OVERVIEW

$ 503,127,255.12 18.9%
more exports than in
Exports in 2021-22
2020-21

Europe Africa Asia Oceania North America South America

Norway Morocco China Australia Canada Argentina
Austria South Africa Hong Kong New Zealand El Salvador Bolivia
Turkey India Mexico Brazil
Belgium Japan USA Chile
Denmark Malaysia Ecuador
France Philippines Panama
Sweden Singapore Paraguay
UK South Korea Peru
Germany Taiwan Uruguay
Greece Thailand Venezuela
Italy UAE
Netherlands
Poland
Russia
Serbia
Spain
Croatia

116 DBL GROUP SUSTAINABILITY REPORT 2022

ECONOMIC SUMMARY

2020-21 2021-22
($) ($)

Revenue (gross) 716.96 870.91

Other income 2.37 7.40

Direct economic value generated 719.33 878.31

Operating costs 507.67 566.84

Employee wages and benefits 86.95 101.93

Payments to providers of capital 31.69 35.38

Payments to government 10.60 15.03

Community investments 0.03 0.25

Economic value distributed 636.95 719.43

Economic value retained 82.39 158.88

(Direct economic value generated
less economic value distributed)

Garments Tax Rate 12.00% 12.00%

Textiles Tax Rate 15.00% 15.00%

Corporate Tax Rate 30.00% 27.50%

DBL GROUP SUSTAINABILITY REPORT 2022 117

STAKEHOLDER ENGAGEMENT
At DBL Group stakeholder satisfaction is of very high concern to the company values and we take the
matter very sincerely. Our stakeholders include those who are associated directly or indirectly to our
businesses. The approach and the frequency of engagement with the stakeholders differ based on
the category of the stakeholder.

DBL Group reserves special interest in identifying all applicable stakeholders and understanding their
expectations to remain sustainable in the long run. DBL Group is growing sustainably and we believe
that a fully sustainable company will have all its stakeholders engaged in the key processes of the
business.

All organizations and entities that have significant influence on DBL Group and those that are directly
or indirectly affected by the Group’s operations are considered as stakeholders. We identify potential
stakeholders through the following process.

STAKEHOLDER ENGAGEMENT PROCESS

There is no particular frequency of engagement with the stakeholders. However, there are annual
events like vendor meetings for suppliers, annual general meetings for investors and shareholders,
exhibitions for customers and others. In addition, respective departments engage with their specific
stakeholder groups as situation demands and on need basis.

Stakeholder Consultation Prioritization Collaboration Reporting

Identification

118 DBL GROUP SUSTAINABILITY REPORT 2022

 KEY STAKEHOLDERS

COMMUNITY NGOs & CSOs SUPPLIERS MEDIA

INTERNAL STAKEHOLDERS
CUSTOMERS INVESTORS

KNOWLEDGE BOARD EMPLOYEES SHAREHOLDERS SERVICE

PROVIDERS
PARTNERS MEMBERS

EXTERNAL
STAKEHOLDERS

GOVERNMENT/ INDUSTRY
PUBLIC SECTOR ASSOCIATIONS

DBL GROUP SUSTAINABILITY REPORT 2022 119

COMMITTING TO INTERNAL STAKEHOLDERS
DBL Group’s major stakeholder group and a principal asset is the workforce. Hence, DBL reserves a
special importance to creating the proper work environment for all employees. Similar attention is
also given to their families. To maintain a fully energized workforce we maintain several initiatives to
strengthen employer-employee bonding. Some are discussed below.

PARTICIPATION COMMITTEE (PC)

Collective bargaining agreement is not prohibited in DBL Group. To make a trustworthy relationship
between the workers and the company, DBL Group has formed Participation Committees. These
committees constitute representatives of both the employers and the workers. Workers are highly
encouraged in the forming of this committee and thus, over 50% of the members of each committee
comprises workers.

To promote mutual trust, understanding and cooperation between the employers and the workers to
fulfill production targets, reduce production cost and improve the quality of products, the committees
meet once every month. They are working to effectively establish privileges as well as to improve
welfare services for the workers and their families. Through the PC, workers can freely contact the
committees to discuss any issue.

DBL Group encourages good relations between

workers and managers, through hosting training
covering topics, such as labor standards, leave
days, working hours, wages, personal protective
equipment, health and safety, environmental
issues, welfare, and so on (further details are
stated in this report). The committees’ members
are representatives of employees and top
management: they were selected by each group
respectively. The selection criterion has now been
completely replaced through a supervised
election procedure. Issues discussed include
wages, benefits, working conditions, complaints,
productivity, quality, health issues and even items
for the Bandhan Fair Price Shop.

120 DBL GROUP SUSTAINABILITY REPORT 2022

EFFECTIVE COMMUNICATION
PROCEDURES

DBL Group has established different channels to communicate with its workers; which includes the
following:

Poster Suggestion
boards boxes

Meetings COMMUNICATION Open-door

policy
PROCEDURES

GRIEVANCE MECHANISMS
Apart from formal grievance procedures which are set up as per local laws, DBL Group has informal
ways to resolve any sort of disputes quickly and effectively. The top management has an open-door
policy and grievance boxes are provided to assist employees maintain confidentiality.

DBL Group has established several channels for workers to file complaints, including anonymous
complaints. These include a suggestion box and an open-door policy. The Welfare Officers are
responsible for handling complaints. The suggestion boxes are checked every Saturday and the
grievances are recorded. Appropriate actions are taken, and results are reported back to employees.

External grievance mechanisms are present as well. Workers can call the “Amader Kotha” hotline
(established by the Alliance for Bangladesh Worker Safety) as well as numbers provided by some of
the buyers themselves. A total of 241 grievances were addressed in 2021-22 and 239 were resolved in
the year.

DBL GROUP SUSTAINABILITY REPORT 2022 121

WELFARE OFFICERS
The Welfare Officers stationed at the factory complexes oversee workers’ concerns and problems and
communicate with the Human Resource and other concerned departments as required. These
Officers are involved with multiple tasks as shown below. Workers feel very comfortable expressing
themselves to them. They handle every single case with great care and efficiency and maintain
confidentiality depending on the sensitivity. Proper measures are taken immediately to resolve any
concern over workplace or even workers’ personal issues.

Roles of Welfare Officers:

• Informing workers of any changes in policies
• Dealing with complaints from workers
• Registering and providing extra care to pregnant employees
• Ensuring washroom hygiene
• Coordinating and conducting trainings
• Facilitating meetings
• Maintaining first aid boxes and checklists

122 DBL GROUP SUSTAINABILITY REPORT 2022

KAIZEN SUGGESTION BOX
DBL Group encourages ideas from all workers and employees. Besides the Suggestion/ Grievance Boxes,
an additional box has been included with the aim of taking in suggestions from workers that relate to
improving production efficiency. This method provides a way to involve workers in the decision-making
process which makes workers feel important about themselves and they highly appreciate the
management for such initiative.

These boxes are referred to as “Kaizen Suggestion Boxes” and are present in all units. These boxes are
green in color – as opposed to the white for the Suggestion/Complaint Boxes – in order to help users
easily identify and distinguish them. Users submit their ideas in the boxes including their names in order
to be identified for recognition.

All suggestions are discussed in the Kaizen Meetings held every month: the employee or worker with the
best suggestion for the month is recognized with the “Kaizen Award”. Some of the suggestions have even
been implemented: in some cases, the best suggestion had to be chosen among the multiple good ones
received. In addition to the award, the names, photos, and ideas of the accepted ones are displayed on
the notice boards.

EMPLOYEE OF THE MONTH & YEAR

In addition to the Kaizen Suggestion system, efforts of our employees and workers are also recognized
through another monthly recognition system: the “Employee of the Month”. In 2016, a new recognition
system, “Employee of the Year” was included as well. These ideas are compiled under DBL Group’s Idea
Club Sustainability program in order to encourage employees to work at their highest potential and
move towards empowerment.

The evaluation system also encompasses suggestions provided by employees and workers that would
improve working procedures. The employees and workers that win the award are provided certificates
of achievements in addition to cash incentives. Moreover, their names and photos are displayed on the
notice boards of the respective units in order to further motivate them to grow in their careers and for
improving the company.

DBL GROUP SUSTAINABILITY REPORT 2022 123

EXTERNAL STAKEHOLDERS

DBL Group is committed to generating positive relations with external stakeholders through various
non-binding initiatives which the organization subscribes and endorses. A constant communication is
vital in order to ensure business sustainability: DBL recognizes and acts on this principle. The table
below shows the various external stakeholders that DBL is currently involved with and how interaction
is being made with each.

EXTERNAL STAKEHOLDER ENGAGEMENT

BUYERS Merchandizing Team, Emails, Exhibitions, Local and International
Management Visits, Audits, Conferences

COMMUNITY Meetings with Local Union Councils, Surveys, Accommodating

Requests, Community Engagement

INDUSTRY ASSOCIATIONS Emails, Meetings with industry associations, Interactions with

Chamber of Commerce (FBCCI, DCCI, BGCCI, JBCCI, etc.)

GOVERNMENT Interaction with different Ministries of the Government of

Bangladesh, Embassies, and Overseas Ministries

MEDIA Communications Team, Press Releases, Press Briefings,

Interviews

INVESTORS Emails, Meetings, Visits, Conferences, Internal Relations Team

SUPPLIERS Marketing Team, Sourcing Team, Emails, Meetings, Audits

NGOs and CSOs Emails, Meetings, Conferences, Workshops

124 DBL GROUP SUSTAINABILITY REPORT 2022

COMMUNITY DEVELOPMENT
A wide variety of activities are integrated within DBL’s sustainability that promotes societal
development: thus, integrating the concept of “Community” included as a branch in the
comprehensive coverage of sustainability. These activities include the following:

Health camps
Free medical care
Access to in-house medical center

School development programs

Knowledge Exchange Programs

Community surveys
Courtyard meetings

Tree plantation
Data collection

Mini Fire Station

Road maintenance

DBL GROUP SUSTAINABILITY REPORT 2022 125

LOCAL COMMUNITIES
Apart from the machinery used in the different operations, DBL procures all other products and
services from Dhaka. When DBL began its operations in Kashimpur and Mawna (Gazipur), the entire
region was under-developed. The progression was escalated by industries, and the locality has gone
through a significant transformation. Popular local branded shops and international branded
products are now available in the community.

DBL Group has also contributed to the economy through the following ways:

24/7 medical facilities Providing access to Conducting surveys to

for workers and medicine at manufacturer’s understand the needs of
consultation services price for workers and the community
for family members their families

Contribution to
Financial assistance to
educational institutions
various hospitals
in the community

126 DBL GROUP SUSTAINABILITY REPORT 2022

ANTI-CORRUPTION
DBL Group has no confirmed incidents of corruption and has not made any
financial and in-kind political contributions. In addition, there have been
no legal actions for anti-competitive behaviors, antitrust and monopoly
practices. Since DBL has always complied with the law, it has never been
penalized or subject to non-monetary punishment for breaking the law.
The reputation of the company for lawful and responsible business
behavior is of prime importance and is one of its greatest assets.

DBL Group is committed to the prevention, deterrence and detention of

corrupt business practices, fraudulent activities and bribery. The com-
pany has zero tolerance toward any unethical business practice and has
strictly enforced policies on anti-corruption, anti-fraud and bribery
which apply to all its businesses. The management seeks to promote
the adoption of regulations consistent with the principles set out in the
different company policies on anti-corruption.

It is required that all personnel:

Act honestly and with integrity and safeguard the company resources for which they
responsible.

Respect customers, suppliers, and other parties to achieve DBL’s objectives by

conducting business in an ethical, lawful, and professional manner.

At DBL, we have an effective compliance program which includes but is not limited to,
the following components:

Communicating code of conduct to employees.

Reporting and investigating any allegation of fraud, bribery, and other corrupt practices.

Appropriate disciplinary procedures for employees who are found to have engaged in such
practices.

Monitoring of the effectiveness of such controls.

DBL GROUP SUSTAINABILITY REPORT 2022 127

 DBL Group and each of its businesses take the appropriate steps to ensure all its
employees and those acting on its behalf:

Meet all legal and regulatory requirements governing the lawful and ethical conduct of
business.

Make all employees aware of their personal responsibilities and strictly adhere to this
policy.

Provide information to all employees and further guidance if they have any query or
uncertainty regarding these requirements.

128 DBL GROUP SUSTAINABILITY REPORT 2022

 SASB Index
SASB TOPIC SASB CODE SASB ACCOUNTING METRIC STATUS

Management CG-AA-250a.1 Discussion of processes to DBL Group is committed in chemical management since the wet
of Chemicals in maintain compliance with processing aspects of our backward linkage production facilities
Products restricted substances rely on the usage of chemicals.
regulations.
Since our product range includes sensitive items which stay in
contact with sensitive skin such as children and hence, we are
subject to use first class chemicals to ensure the safety of our
final consumers.

We have additonal initiatves such as auto-dosing and earth color

natural dye usage in our facilities.

Reference: pp. 43-45, 58-59

CG-AA-250a.2 Discussion of processes to We currently use chemicals which adhere to the Restricted
assess and manage risks Substance List (RSL) specified by Product Class I of the Oeko-Tex
and/or hazards associated 100 standard, which has the strictest requirements.
with chemicals in
products. We have also fully transitoned to the Zero Discharge for
Hazardous Chemicals Manufacturing Restricted Substance List
(ZDHC MRSL) 2.0.

There is third-party testing of our chemicals to ensure quality

chemicals among those approved by the standards are used.
It is as per our buyer requirement that we implement these
standards.

Chemical handling brings occupation health and safety risks for

the workers. In order to ensure there is proper management in
chemical handling, it is mandatory for the workers to wear
Personal Protective Equipment during times of chemical
exposure.

Reference: pp. 43-45, 58-59

Environmental CG-AA-430a.1 Percentage of (1) Tier 1 100% of our wastewater emitted from ETPs are in compliance
Impacts in the supplier facilities and (2) with the Government of Bangladesh’s Department of Environment
Supply Chain supplier facilities beyond Standards. Our own ETPs have been built to maintain all the
Tier 1 in compliance with necessary parameters for compliance. 3rd party assessments and
wastewater discharge external audits are carried out according to the ZDHC Wastewater
permits and/or contractual Guidelines and as per our Buyer Code of Conduct.
agreement.
Reference: p. 37

CG-AA-430a.2 Percentage of (1) Tier 1 Percentage of (1) Tier 1 supplier facilities and (2) supplier facilities
supplier facilites and (2) beyond Tier 1 in compliance with wastewater discharge permits and
supplier facilites beyond /or contractual agreement.
Tier 1 that have completed
the Sustainable Apparel
Coaliton’s Higg Facility
Environmental Module
(Higg FEM) assessment or
equivalent environmental
data assessment.

Labour CG-AA-430b.1 Percentage of (1) Tier 1 100% of our tier 1 suppliers and beyond tier 1 suppliers have
Conditions in supplier facilites and (2) been assessed to a Labor Code of Conduct.
the Supply supplier facilites beyond
Chain Tier 1 that have been 95% of the assessments are conducted by 3rd party auditors. The
assessed to a labor code of remaining 5% are conducted by buyers themselves.
conduct, (3) percentage of
total assessments Reference: p. 74
conducted by a third-party
auditor.

CG-AA-430b.2 Priority non-conformance

rate and associated

DBL GROUP SUSTAINABILITY REPORT 2022 129

 corrective acton rate for Category Score Rating
suppliers’ labor code of Green 90%- 100% A
conduct assessments. Yellow 85%-89% B
Orange 75%- 84% C
Amber 60%- 74% D
Red Below 60% E

‘’If any critical issues are found (amber), the audit rating would D.’’
For any zero tolerance or life-threatening issue (red), the audit
report rating will be E

2-3% non-conformance rate (non-critical issues) primarily due to

gap in monitoring. This is the rate from external audits conducted
by buyers or 3rd party audits.

The corrective action rate for suppliers’ labor code of conduct

assessments is 100%.

Reference: p. 74

CG-AA-430b.3 Description of the greatest The most important potential risks include:
(1) labor and (2) 1. Occupational Health & Safety
environmental, health, and 2. Working Conditions
safety risks in the supply 3. Child Labor
chain. 4. Forced Labor
5. Climate Action

In our case, the focus on labor is of highest importance because

the industry itself is a labor intensive one. Regarding these
specific issues, the major push comes from the buyers.

Issues on environment are upcoming, with a central focus on

climate action.

Raw Materials CG-AA-440a.1 Description of Since we have a backward linkage including spinning, our priority
Sourcing environmental and social raw material is raw coon. Polyester is the second most used raw
risks associated with material.
sourcing priority raw
materials. 100% of our sourced cotton has been sustainable cotton from
January 2020. Hence, even though the following risks are present,
they are at minimal levels since both water and chemical usage is
significantly less:

- Water scarcity due to water usage in cotton cultivation

- Negative impacts of chemical & pesticide usage on soil, nearby
biodiversity and water bodies

46% of the polyester sourced has been sustainable while 53% was
non-sustainable in FY 2020-21. The following risks are associated
with polyester sourcing:
- Polyester is made of petroleum which is a carbon
intensive non-renewable source
- Water scarcity due to water usage in cooling process

Risks from overall general sourcing of raw materials:

- Human rights issues for workers

Reference: p. 38-42

CG-AA-430b.3 Percentage of raw In FY 2021-22, we sourced approximately:

materials third-party
certified to an - 55% of our cotton through Better Cotton Initiative
environmental and/or (BCI)
social sustainability - 36.92% of our total yarn production from Organic Cotton
standard, by standard. - 99.8% of our total yarn production from sustainable certified sources

Reference: pp. 38-42

130 DBL GROUP SUSTAINABILITY REPORT 2022

GRI Content Index Material topics
Disclosure Page/Info Omission
This report has been prepared in accordance with the GRI Standards: GRI 200: Economic
Core option GRI 201: Economic Performance 2016
GRI 103: Management 117 No
General Disclosures Approach 2016
Disclosure Page/Info Omission GRI 201-1: Direct economic value 117 No
Organizational profile generated and distributed
102-1: Name of the organization 16 No GRI 202: Market Presence 2016
102-2: Activities, brands, 16, 18 No GRI 103: Management 116 No
products, and services Approach 2016
102-3: Location of headquarters 16 No GRI 202-1: Ratios of standard entry 73 No
102-4: Location of operations 16 No level wage by gender compared to
102-5: Ownership and legal form 16 No local minimum wage
1102-6: Markets served 114 No
102-7: Scale of the organization 20,87,116,117 No GRI 202-2: Proportion of senior 99.34% No
102-8: Information on employees No management hired from the local
87
and other workers community
102-9: Supply chain 20 No GRI 203: Indirect Economic Impacts 2016
102-10: Significant changes to the 93 No GRI 103: Management 56-57,73 No
organization and its supply chain Approach 2016
GRI 203-2: Significant indirect 56,57,73 No
102-11: Precautionary Principle or 82 No economic impacts
approach
GRI 204: Procurement Practices 2016
1102-12: External initiatives 44, 48-49,55,58, No GRI 103: Management Approach 127,128 No
72,78,85,89-90, 2016
96-99 No
GRI 204-1: Proportion of spending 127-128
102-13: Membership of 124 No on local suppliers
associations GRI 205: Anti-corruption 2016
GRI 103: Management 127-128 No
Strategy
Approach 2016
102-14: Statement from senior 6-7 No GRI 205-3: Confirmed incidents 127-128 No
decision-maker of corruption and actions taken
Ethics and Integrity GRI 206: Anti-competitive Behavior 2016
102-16: Values, principles, 16 No GRI 103: Management 127,128 No
standards, and norms of behavior Approach 2016
GRI 206-1: Legal actions for 127,128 No
Governance anti-competitive behavior,
102-18: Governance structure 17-21 No anti-trust, and monopoly
Stakeholder engagement practices
102-40: List of stakeholder groups 119 No
GRI 300: Environmental
102-41: Collective bargaining 93,120 No GRI 301: Materials 2016
agreements GRI 103: Management 39 No
102-42: Identifying and selecting 118 No Approach 2016
stakeholders GRI 301-1 Materials used by weight 39 No
102-43: Approach to stakeholder 118 No or volume
engagement GRI 302: Energy 2016
102-44: Key topics and concerns 118-126 No GRI 103: Management 28-32 No
raised Approach 2016
Reporting practice 302-1: Energy consumption within 28-32 No
102-45: Entities included in the 117 No the organization
consolidated financial statements GRI 303: Water and Effluents 2018
GRI 103: Management 33-37 No
102-46: Defining report content 11 No
Approach 2016
and topic Boundaries 303-1: Interactions with water as 33-37 No
102-47: List of material topics 10 No a shared resource
102-48: Restatements of 11 No 303-2: Management of water 37 No
information discharge-related impacts
102-49: Changes in reporting 11 No 303-3: Water withdrawal 34-35 No
102-50: Reporting period 11 No GRI 304: Biodiversity 2016
102-51: Date of most recent 11 No GRI 103: Management 55-57 No
report Approach 2016
102-52: Reporting cycle 11 No 304-2: Significant impacts of 57 No
102-53: Contact point for questions 11 No activities, products, and services
regarding the report on biodiversity
102-54: Claims of reporting in 11 No GRI 304: Biodiversity 2016
accordance with the GRI Standards GRI 103: Management 29 No
102-55: GRI content index 131-132 No Approach 2016
102-56: External assurance No No

DBL GROUP SUSTAINABILITY REPORT 2022 131

305-1: Direct (Scope 1) GHG 29 No GRI 409: Forced or Compulsory Labor
emissions No
GRI 103: Management 92
GRI 306: Effluents and Waste
Approach 2016
GRI 103: Management 37,46-47 No
Approach2016 409-1: Operations and suppliers 92 No
306-1: Water discharge by quality 37 No at significant risk for incidents
and destination of forced or compulsory labor
GRI 307: Environmental Compliance GRI 410: Security Practices
GRI 103: Management 58 No GRI 103: Management 92 No
Approach 2016 Approach 2016
307-1: Non-compliance with 58 No 410-1: Security personnel 92 No
environmental laws and trained in human rights
regulations policies or procedures
GRI 308: Supplier Environmental Assessment
GRI 411: Rights of Indigenous Peoples
GRI 103: Management 27 No
Approach 2016 GRI 103: Management 92 No
308-1: New suppliers that were 27 No Approach 2016
screened using environmental 411-1: Incidents of violations 92 No
criteria involving rights of indigenous
GRI 400: Social peoples
GRI 401: Employment GRI 412: Human Rights Assessment
GRI 103: Management 69,75 No GRI 103: Management 91 No
Approach 2016 Approach 2016
401-2: Benefits provided to 69,75 No No
412-3: Significant investment 91
full-time employees that are not
agreements and contracts that
provided to temporary or part
include human rights clauses
-time employees
or that underwent human rights
GRI 402: Labor/Management Relations screening
GRI 103: Management 93 No
GRI 413: Local Communities
Approach 2016
402-1: Minimum notice periods No GRI 103: Management 95-99 No
93
regarding operational changes Approach 2016
GRI 403: Occupational Health and Safety 413-1: Operations with local 95-99 No
GRI 103: Management 76-80 No community engagement, impact
Approach 2016 assessments, and development
403-1: Occupational health and 76-80 No programs
safety management system 413-2: Operations with significant 57 No
403-3: Occupational health 76-80 No actual and potential negative
services impacts on local communities
GRI 404: Training and Education No GRI 414: Supplier Social Assessment
GRI 103: Management 97,100,101 No No
GRI 103: Management 74
Approach 2016 Approach 2016
404-2: Programs for upgrading 97,100,101 No
414-1: New suppliers that were 74 No
employee skills and transition
screened using social criteria
assistance programs
GRI 405: Diversity and Equal Opportunity GRI 415: Public Policy
GRI 103: Management 127-128 No
GRI 103: Management 86-90 No
Approach 2016
Approach 2016
415-1: Political contributions 127-128 No
405-2: Ratio of basic salary and 73 No
GRI 416: Customer Health and Safety
remuneration of women to men
GRI 103: Management 59 No
GRI 406: Non-discrimination Approach 2016
GRI 103: Management 87,92,101 No 416-2: Incidents of non-compliance 59 No
Approach 2016 concerning the health and safety
impacts of products and services
406-1: Incidents of discrimination 92 No
and corrective actions taken GRI 417: Marketing and Labeling
GRI 103: Management 59 No
GRI 407: Freedom of Association and Collective Bargaining Approach 2016
GRI 103: Management 93 No 417-1: Requirements for product 59 No
Approach 2016 and service information and
labeling
407-1: Operations and suppliers in 92 No
GRI 417: Marketing and Labeling
which the right to freedom of GRI 103: Management 59 No
association and collective Approach 2016
argaining may be at risk
418-1: Substantiated complaints None No
GRI 408: Child Labor concerning breaches of customer
GRI 103: Management 92 No privacy and losses of customer
Approach 2016 data
408-1: Operations and suppliers 92 No GRI 419: Socioeconomic Compliance
at significant risk for incidents GRI 103: Management 111-115 No
of child labor Approach 2016
419-1: Non-compliance with laws 111-115 No
and regulations in the social and
economic area
132 DBL GROUP SUSTAINABILITY REPORT 2022
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Concept by

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