The biggest impact of our operations takes place in our supply chains in terms of both environmental and social impact. Also, our biggest financial investments are directed to our manufacturers. Our products are manufactured in China, in the factories of two of our long-term partners. Our fabric is produced in Taiwan, China, and Japan. To find more detailed information on the manufacturing countries of our materials, see the “Materials and Care” tab on each product page.
We recognize that production in China involves risks. Our priority is to ensure the minimization of the negative environmental effects and the social sustainability of our production. In accordance with our company values, our approach on the matter is based on working together. We make sure to communicate with our factories on a weekly basis and share our thoughts on sustainability through our goals and actions. We actively involve our manufacturers in our sustainability work, e.g., in calculating our carbon footprint and supplying more sustainable materials.
We strongly believe that business can be sustainable and have a positive impact on people, economy, and the world around us through its value chain. However, as we continue to grow, we felt it necessary to ensure that we all commit to the same principles together, and so in 2021 we defined our ethical guidelines, the Code of Conduct.
The same principles travel through our entire value chain, from our own operations and employees to our partners, especially suppliers and their subcontractors. The ethical guideline is not only made for the supply chain, but it also binds us here at Pomppa. The guideline tells our current and potential partners about our internal rules and principles but also what we expect from them as well.
We have gone through the Code of Conduct together with our current manufacturers, and they have both committed to it with their signatures and via discussion. Unfortunately, due to the restrictions caused by the pandemic, we have not been able to visit the factories for more than two years. Next, we’ll scope out the best ways to ensure that there is no conflict between commitment and reality, and the risks and points of development we’re able to identify in order to work together in an increasingly sustainable manner from this point onward.
We recognize that developing the sustainability of the supply chain requires persistent work. However, we have already noted that by understanding our own sustainability goals, our suppliers have also become more active in developing their sustainability work after understanding its importance.