supporting over 500,000 employees . Anyone who has been involved in the transformation of corporate work-wear will attest to the fact that it is deceptively complex .
Work-wear is also an emotional subject and understandably so . The saying goes , ‘ if you dress well , you feel well ’ and this meant that any changes were scrutinised and challenged by many , from works councils to Managing Directors . The business was interested in improving how they managed work-wear and reducing costs , but the countries often lacked the capability to implement sustainable change .
The competing dynamics of works councils , customer standards , staff churn , uniform customisations , bulk manufacturing lead times , mobilisation of new business ( typically 30-day go-live from contract signature ), seasonality , special events , quality and cost vs . garment design life , create a rather complex algorithm when blended together .
Since 1996 G4S has owned a garment manufacturer in India called IBG , which currently supplies 15 % of G4S ’ s uniforms globally . IBG had a difficult relationship
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