Rockwell Automation Modern Slavery Statement 2024 – Highlights, Commitments, and Supply Chain Transparency

Recommendation: Begin with a three-tier risk map for suppliers; use independent monitoring; require public reporting via a newsletter; prioritize issue areas, prices; protect worker safety.

In June, field reviews flagged instances where dockworkers faced trafficking risk; the assessment highlighted issues across regions; a government agreement requires concrete actionsз training mandated for supervisors and crews.

У "The team said risk management must be monitored continually; inclusive practices prioritize women, their workers; the assessment informs planned actions; feedback from their voices informs future modules.

The plan builds guaranteed remediation; audits; penalties if violations surface; training content targets trafficking signs, workers’ rights, reporting channels; governance requires timely court actions when mispractices are verified; prices reflect fair costs, avoiding exploitation.

To track progress, use a risk index; measure quarterly; include dockworkers’ welfare indicators; the newsletter tells stakeholders about progress, risk shifts; their voices inform reform targets; tornone status remains in several regions, requiring targeted improvements.

In sum, a guided assessment with government collaboration, worker voices, plus a training cadence could reduce issues; dockworkers gain protection; guaranteed remediation improves price integrity; accountability strengthens governance.

Scope and coverage: which operations, facilities, and suppliers are included

Recommendation: clearly delineate coverage as owned facilities, contract manufacturing sites, distribution hubs, warehousing lines; core sourcing groups from Tier 1 to Tier N; allow expansion for strategic partners approved by governance.

Coverage includes operations under direct control or management; packaging locations; third-party logistics centers; direct workers; temporary staff; dockworkers; site managers; vendors providing essential materials or services incorporated into production or distribution processes.

Geographic reach follows the operational footprint worldwide; facilities in major regions; daily operations proceed under oversight; supplier relationships span multiple lines; third-party partners operate under local regulations; government requirements guide due diligence; annual risk assessments identify rising risks.

Governance and accountability rely on an ombuds framework; confidential reporting lines; routine reviews; training modules mandatory for managers; line workers complete modules; actions after reports tracked with defined timelines; during investigations safeguards protect whistleblowers; oversight rests with a governance committee; progress is reviewed quarterly.

Data collection and documentation: sites submit standard metrics; lines of production, shift counts, staffing levels; supplier rosters maintained; onboarding includes due diligence checks; training completion rates logged; audit results feed continuous improvement.

Implementation and monitoring: scope document refreshed annually; June reviews align with governance timetable; lessons learned inform updates; managers ensure compliance within their regions; dockworkers, daily operations, site teams participate in reporting.

2024 highlights: key findings on risk, training, and disclosures

Recommendation: initiate a formal assessment by June to map potential risk across operations, focusing on ports, dockworkers, truckload movements within this business; require a supplier agreement that enforces humane conditions plus reporting.

There are most concerns around overtime exposure for dockworkers, potential strikes at key ports, plus gaps in reading of regulations by managers, their teams.

Assessment results show a structured training plan boosts productive output; courses target general employees, supervisors, fleet managers.

Public disclosures should clearly spell risks, controls, plus remaining gaps; reading of audits tells what remains beyond initial checks, said auditors.

Regulations require current disclosures; a form exists to report debts from noncompliance, supplier friction, force behind nonconforming bids, rejection signals seriousness; rule updates needed.

Call to action: implement quarterly reviews, publish what controls exist, whether they will meet minimum expectations, plus how overtime is monitored; this could tighten accountability.

Reading of annual data over years informs where to place resources, identifies what remains unaddressed, guides a risk-based venture approach.

Governance and metrics: targets, ownership, and progress reporting

Recommendation: appoint a Chief Human Rights Officer; require quarterly reviews by the executive team; publish progress against defined KPIs; attach funding allocations to demonstrated improvements in worker welfare.

Ownership rests with a cross-functional council comprising procurement; HR; manufacturing; logistics; legal; designate a data steward responsible for data quality; implement a monthly data package to the top leadership. Being explicit about responsibilities reduces risk; this structure turns governance into timely remediation.

Targets include: raise the share of suppliers with completed risk assessments to 95 percent by year-end; overtime hours per production hour reduced by 15 percent; daily incident reporting rate improved to 90 percent; identified concerns resolved within 30 days; worker welfare score from audits rises; employee training on rights reaches full site coverage; inclusive employment expanded across the south region; trucking partners aligned with a uniform code of conduct; plan to broaden supplier audits to medium-risk markets; sustainability readings feed into board discussions; progress is reviewed quarterly via a dashboard accessible to leaders; potential risks flagged, with corrective actions defined for each case; upon remediation, higher productivity is expected; turn strategy toward a more productive workplace.

Communication; escalation: a general plan ensures daily updates reach employee groups across the workplace; a call to action circulates in all operations; response times to concerns are tracked; trucking partners receive targeted guidance; reading of KPI dashboards happens monthly by site leads; cross-border trade lanes monitored for risk indicators; efforts to raise participation among remote workers continue.

Supply chain transparency: supplier mapping, audit cadence, remediation, and verification

Begin by mapping every Tier 1 supplier by spend, risk, location; product line; assign a unique ID; compile workforce data: number of workers; hours; wage bands; create a risk index covering workplace conditions, overtime exposure, salary practices; set a 60‑day completion target.

Adopt risk-based cadence: high-risk suppliers receive on-site review annually; medium risk every 12 to 18 months; low risk every 24 months; remote desk checks supplement on-site visits.

Findings trigger corrective action plans (CAPs) with owners, milestones; deadlines 30, 60, 90 days; include documentation; schedule follow-up audit within 90 days post CAP closure; verification performed by external auditor; maintain an evidence pack accessible to regulators.

Publish metrics covering workplace conditions, overtime intensity, salary ranges, child-labor risk; report compliance with regulations; share supplier participation, including the percentage under signed contracts; provide informa dashboards translating data into actionable signals for executive review.

Engage transport partners via formal contracts; renegotiate leases to guarantee fair terms; implement awareness training for drivers; address debt burdens; verify compliance across trucking, rail, trains, truckload ecosystems; monitor overtime, hours per week, wage practices.

Kathryn chairs the governance group; global scope informs decisions; government regulations align operations; jobs data feed inclusive practices; workplace reforms tracked across suppliers; living plan supports continuous improvement.

Disability unemployment context: interpreting the 105 figure and inclusive action plans

Recommendation: treat the 105 figure as a risk index; set a four-quarter inclusive action plan with clear ownership, milestones; monthly updates delivered to stakeholders.

Interpretation of the 105 figure: a composite score capturing access to opportunity, retention, progression, wellbeing for workers with disabilities. A value above baseline 100 signals higher risk; target reduction to 95 within twelve months; monitor monthly via four data streams: hiring rates, turnover, overtime hours, contractor performance; decompose by women, mothers, employee groups; identify blockers.

1. Demographic drivers show most risk among workers with disabilities; women; mothers; younger staff. Action demands workplace climate improvement; capture employee opinion via surveys; data tells management where to focus; report results through a regular newsletter; leadership responds with timely measures.
2. Contractual relationships require monitoring beyond compliance; monitor supplier relationships; ensure paid internships for disabled youth; track on-time deliveries; offset training costs through productivity gains.
3. Operational controls address line managers; overtime; working limits; implement flexible hours; avoid press on balance sheet stress; ensure fair pricing for accommodations; monitor debts tied to caregiving obligations.
4. Risk signals include potential strike pressures; prepare contingency plans; maintain clear contact with government partners; ensure support for child care; provide resources for mothers turning to work; track results in the most impactful metrics.
5. Data-driven decisions rely on robust reporting; implement a four-point framework: identify, measure, respond, review; offset negative trends; boost confidence among employees; prioritize actions with the strongest impact.

Inclusive action plan

1. Governance structure: appoint disability inclusion lead; tie goals to budget; publish quarterly progress report to the newsletter circulation; set monitoring by business lines.
2. Recruitment practices: rewrite job descriptions for accessibility; ensure accessible interview processes; offer roles with flexible schedules; use external partners for outreach; monitor contract worker pipeline.
3. Training and mentorship: targeted programs; supports for mothers; address child care needs; on-the-job learning; measure improvements in employee confidence; collect opinion data; translate into action.
4. Work arrangements: implement flexible hours; provide remote options where feasible; ensure accessible workplaces; make reasonable accommodations; monitor overtime usage; maintain balance between workload and wellbeing.
5. Supplier engagement: require inclusive hiring policies from vendors; perform audits; share best practices; assist them with affordable accommodations; offset costs via joint procurement; ensure payments on time to avoid debts.
6. Measurement framework: set quarterly metrics; track year-over-year trajectory; publish results; review with government partners; maintain transparency with workers.

Additional notes: tornone framework supports a structured approach featuring four practical stages; language used in communications targets worker trust; press coverage remains positive when the workplace shows improvement; the opinion of employees matters most in designing workplace changes; beliefs about inclusion grow with visible support from government bodies, company leadership, fellow workers; company efforts bolster confidence among workers and clients alike.