PPB May 2018

Chr i s Fox O n one of his first days of work at Sara Lee Corporation— nowHanesBrands—Chris Fox was introduced to the world of factory compliance. The Kathy Lee Gifford sweatshop scandal had just broken, revealing the appalling conditions and child labor practices that were prevalent in the factories that produced clothing under her label. As legal counsel for Sara Lee, Fox witnessed firsthand the seeds of amovement that, over the course of many years, would result in a change to consumer consciousness and buying behavior. A lawyer by trade, Fox earned his joint MBA and JD degrees fromWake Forest University in 1993. His long-term goal was to apply critical thinking from his legal training to solve problems in the private sector. Marrying business growth goals in a price-driven industry with the seemingly conflicting ethical mandate to do the right thing was right up his alley. In 2007, after HanesBrands broke off from Sara Lee, Fox was tasked with spearheading the company’s corporate social responsibility (CSR) efforts. As part of reinventing the culture at the newly formed company, the entire work force—at every level, in every function—became increasingly accountable for sustainable, ethical production of apparel. For starters, the entire management team signed a comprehensive energy policy, and the corporation committed itself to aggressive five-year goals in reductions of energy use, carbon dioxide emissions and water usage, and significant increases in energy production from renewable sources. Since about 80 percent of HanesBrands’ products are manufactured in company-owned factories, that was the logical place to start. “Ninety-five percent of the industry is entirely sourced,” says Fox. “But since the vast majority of our products are made in our own plants, how we think about environmental and social issues is fundamentally different. The interaction with our factories and communities is driven by the fact that they are made up of our people, and that is where they live, work and raise their kids.” By 2012, the five-year goals for environmental stewardship had been exceeded, and they were subsequently increased with a 2020 deadline. As a bonus, the process changes in manufacturing resulted in a direct and immediate benefit to the bottom line. “Since we reduced energy consumption by 20 percent, we reduced cost by millions every year,” explains Fox. “It has made perfect business sense.” Despite the company’s Chris Fox led the crusade for corporate social responsibility long before it was a trend. by Terry Ramsay Ahead Of His T i me “Since the vast majority of our products are made in our own plants, how we think about environmental and social issues is fundamentally different. The interaction with our factories and communities is driven by the fact that they are made up of our people, and that is where they live, work and raise their kids.” —Chris Fox 20 | MAY 2018 | INNOVATE