Canada goose is a Canadian company that began in the 1970s in Toronto. Its founder was David Reiss. The company’s purpose was to offer individuals warmer apparel and anything else required to make it through the hard Canadian winter (Kumar & Perepu, 2020). Practicality is at the core of everything this company does. The sticker prices and recommendations do not detract from the work at hand for each item. The number of individuals who purchase their products has increased dramatically. World-class athletes, adventurers, risk-takers, and others are now among their customers. It can be difficult to recall the humble beginnings as its popularity grows.
The Expedition Parka was the company’s first set of releases aimed at researchers in the Atlantic. This product provided a large amount of weather shielding. The workers at the McMurdo facility were kept warm from the bitter cold as long as they worked (Kumar & Perepu, 2020). The Expedition was dependably a monster of a parka, and it looks a lot like the model sold today. No other apparel weighed much more than the Expedition Parka when initially produced. Its bulk, nevertheless, was not attributable to a plethora of bells and whistles. On the other hand, This Parka had a heavy Arctic-Tech outer layer with 625-fill-power goose down (Kumar & Perepu, 2020).
The company’s growth strategy began when Dani gave Canada Goose items to film crews operating in subzero temps. In Park City and Toronto, the company also supported cold-weather cultural events. However, these were not the same as today’s celebrity sponsorship deals; the coats were quickly included in movies and performed a superb job of maintaining the stars warm. Various celebrities wore the jacket offsets so that the media could photograph the distinctive patches on their arm. This move boosted parkas to a prestige symbol that few other outdoor clothing businesses had accomplished. Canada Goose became popular quickly compared to high-end labels such as Gucci and Prada (Aldridge et al., 2014).
How does The Company Encourage Ethical and Responsible Business Standards?
When manufacturing went overseas, the company’s skillsets in Canada almost lost their jobs. One of the largest challenges the company faced was acquiring skilled employees who could meet the continued growth and demand for the company’s products (Aldridge et al., 2014). The corporation saw an opportunity to lead by proactively addressing the gap and acting unprecedentedly in the Canadian manufacturing industry. The approach is to open Textile Training Centers in seven cities across Canada to teach people from all origins who are prepared and motivated to learn while creating a unique labor pool. The Sewing Training Centers welcomed jobless, underemployed, and immigrant workers and trained them for skilled manufacturing roles at Canada Goose. Canada Goose hired the vast bulk of students with the possibility of progressing to management positions (Aldridge et al., 2014).
Furthermore, the company is geared towards promoting corporate citizenship, meaning it operates within a sustainable mindset. The company takes a long view before making significant decisions and considering the impact on the affected individuals, such as customers, suppliers, investors, and the community (Georgiev & Bernadetta, 2019). The company has created a structure that identifies duties and obligations to help them entrench this spirit of citizenship across their entire company. They have built procedures and started using the resources and technologies that will enable them to realize their sustainability goals. The new Global Sustainability Taskforce, which answers the Executive Steering Committee, is at heart. Environmental vulnerability, ethical requirements, and other dangers are eventually the duty of the Canada Goose company.
At Canada Goose, they cultivate a culture of honesty. It comes with standards for the employees, senior executives, and CEO, outlined in a Code of Conduct. While they recognize that honesty and integrity are greater than a policy, they also understand that they must maintain their Code of ethics at the forefront of company plans (Georgiev & Bernadetta, 2019). To do so, every worker must read through our Standards of Ethics once a year and confirm that they comprehend company expectations and honesty standards. Sustainability will always affect company decisions as a developing global company with an entrepreneurial spirit.
Creating significant change on a global scale necessitates buy-in from all levels of the organization. In 2019, they launched three local Sustainability Councils encompassing their primary areas of operations: North America, Asia, and International, to enhance the opportunities for workers to help (Georgiev & Bernadetta, 2019). Over Fifty workers from across the company are represented on these committees, each with expertise and a genuine interest in sustainability. These council members are the company boots on the ground. They are the change-makers who assist the organization in recognizing, seizing, and encouraging the sustainable thinking that already exists (Georgiev & Bernadetta, 2019).
These groups help the company raise awareness of humanitarian and environmental concerns in their communities and promote sustainability measures in line with the worldwide Sustainable Effect Strategy. They also help with data and information compilation for reporting requirements and benchmarking (Georgiev & Bernadetta, 2019). Additionally, they assist in Determining issues, prospects, solutions, and execution plans to aid in implementing the company’s sustainable impact strategy. They meet once a quarter and present their results to the international Sustainability Taskforce. Adopting an extensively used worldwide textile manufacturing standard will ease adherence efforts for corporate suppliers by establishing a consistent set of requirements and offering customers a tool to assist them in comprehending what is in their products. Canada Goose is a member of the Textile Exchange’s RDS International Taskforce, ensuring that the RDS specification improves and represents sector best practices.
Additionally, the Canada parka company has battled to protect polar bear habitats through a relationship with Polar Bears International. It established Canada Goose Resource Facilities, which provide free materials and other resources to Inuit sewists whose handcrafted jackets kept their families warm and assisted northern Inuit populations through partnerships and programs such as Project Atigi. As the COVID-19 outbreak wreaked havoc on retail sales, the corporation announced a new Sustainable Impact Strategy accompanying its first global sustainability report, demonstrating its environmental commitment (Georgiev & Bernadetta, 2019).
As demand increases for brands to use their operations to do good, Canada Goose has consolidated its sustainable development and “values-based programs” into a specific brand strategy called Humanature to keep the world cold and the persons on it warm (Aldridge et al., 2014). They decided to develop the network to bring the band together around the same goal. The pledges made under “Humanature” are divided into two categories: those aimed at sustainability and those aimed at cultural, the arts, and other charitable and community requirements.
The debut of the Standard Expedition Parka is the company’s largest sustainable parka to date, making it one of the most crucial components of its sustainability initiatives. The Standard Expedition Parka, made from reused and unbleached cotton materials, lining and interlayer spacing, and 100 percent responsibly procured down and regenerated fur, will emit 30 percent less carbon than its flagship Expedition Parka, according to its footprint (Gacek, 2020). Simultaneously, “Humanature” advances on efforts other than sustainability, including Project Atigi and the firm’s “reaction program,” which saw it convert to manufacturing hospital gowns and aprons at COVID-19. Monetary support to help underprivileged voices be acknowledged in the film sector.
Finally, the parka manufacturer has introduced the “Humanature Permit,” a one-hour weekly permit accessible to full commercial Canada Goose workers who want to interact with nature within work hours (Gacek, 2020). According to Brook, being outdoors can have profound consequences on our psychological health, such as dropping blood pressure, lowering anxiety levels, and increasing folk’s mood — all of which will be critical as the nation enters a long epidemic winter rife with psychological health hazards. Like many other garment businesses, Canada Goose has been compelled to reorganize some of its marketing initiatives as the epidemic wreaks havoc on sales.
References
Aldridge, Z., Ursino, A., & O’Rourke, J. S. (2014). Canada Goose Holdings, Inc.: Ethical Sourcing of Down and Fur. The Eugene D. Fanning Center for Business Communication, Mendoza College of Business, University of Notre Dame. DOI:https://dx.doi.org/10.4135/9781529735710
Gacek, J. (2020). Corporate greenwashing and Canada goose: Exploring the legitimacy-aesthetic nexus. International Journal for Crime, Justice and Social Democracy, 9(4), 148-162. https://search.informit.org/doi/pdf/10.3316/agispt.20210518046845
Georgiev, B., & Bernadetta, S. (2019). Insights Among European Consumers Towards the Cultural Branding and Identity of the Clothing Manufacturer “Canada Goose (Doctoral dissertation, Master Thesis, Aalborg University). https://projekter.aau.dk/projekter/files/311773041/MASTER_THESIS_GEORGIEV_STUNDYTE.pdf
Kumar, K. B. S., & Perepu, I. (2020). Canada Goose–Building a Global Luxury Apparel Brand. IUP Journal of Brand Management, 17(3), 46-63. https://www.proquest.com/openview/1837a1d8971b6bb48b45d10d7683516b/1?pq-origsite=gscholar&cbl=2029986
