Table of contentsSummaryReflectionProfessional applicationSummaryIn the factories of one of the Levi Strauss suppliers in Mexico, a program called “Improving worker well-being” is implemented in its clothing factories. workers. The program is a 10-week course that teaches health, hygiene and sanitation, as well as communication and critical thinking. According to Kim Almeida, program manager, “it’s about creating a culture that embraces wellness.” The goal is to build a network of more productive factories with happier, healthier employees and lower rates of costly absenteeism and employee turnover. Say no to plagiarism. Get a tailor-made essay on “Why Violent Video Games Should Not Be Banned”? Get an Original Essay The program plan began with peer-led sessions with factory line supervisors and managers as early learners and, ultimately, they championed the program to members of their organization. . Ten weeks into the wellness program, workers, supervisors and managers are talking about a transformed workforce. The program is indeed clear about its intentions; however, sustainability is a challenge. Chip Bergh arrived at Levi's as CEO in 2011, where the wellness program was already underway. He fully supports the initiative, but he needs to think more broadly about how to make the program sustainable over time, thinking: "We need to prove to factory owners that this is good for their business so that they will finance themselves. Although it would be a huge task, Levi's had organized a method that would allow them to achieve greater success. They have integrated a sustainability team into its supply chain. Now the person who asks a factory to produce 5,000 pairs of pants a day is the same person responsible for the well-being of the workers. When the initiative launched, Apparel International (AI) was one of the first suppliers contacted by Levi's. The AI ​​now only works for Levi Strauss. With Oscar Franch as president and Tomas Bello as CEO for 30 years. They admitted that in the beginning, the general well-being of their 4,000 employees wasn't something they would devote a lot of time to. But as Kim Almeida presented, the importance of the program resonated with them. AI's Franch and Bello realized that the limited state of the community around them plays a critical role in implementing well-being within the organization. The community where most workers live has limited financial and health care services. This realization was a turning point. This led the organization to focus on improving the workforce. NGOs have played a vital role in the welfare programme. They helped out by organizing factory training sessions. In addition to training, management has added work facilities such as a breastfeeding room, soccer field, ATM, and motorcycle shelters. The technology has also been improved with a facial recognition system, an improved cafeteria, cooler water, fresher air and of course a nicer supervisor. Above all, the worker welfare program has also motivated AI to invest in the community. Today, AI leaders are proud of the impact of the wellness program and how it has transcended the factory walls. The community now has an improved health care facility, as well as a financial model that would support the health care program..