SummaryReflectionProfessional ApplicationSummaryIn the factories of one of Levi Strauss' suppliers in Mexico City, a program called “Improving Worker Welfare” is implemented among its workers' clothing. The program is a 10-week course that teaches health, hygiene and sanitation, as well as communication and critical thinking. According to Kim Almeida, head of the program, “It's about creating a culture that embraces well-being.” The goal is to build a network of more productive factories with happier, healthier employees and lower rates of costly absenteeism and staff turnover. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an Original Essay The program plan began with peer-led sessions with factory line supervisors and managers as the first students and eventually promoted the program to members of their organization. Ten weeks into the wellness program, workers, line supervisors and managers are reporting a transformed workforce. The program is truly brilliant in its intentions; however, sustainability has been a challenge. Chip Bergh arrived at Levi's as CEO in 2011, where at that time the Wellness program was already underway. He fully supports the initiative, but needed to think bigger about how to make the program sustainable over time with the thought “We need to demonstrate to the factory owners that this is good for their business, so they have to fund it themselves.” Even though it would be a huge task, Levi's had organized a way that would ensure greater success. They have incorporated a sustainability team into its supply chain. Now the person who asks a factory to produce 5000 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 Levi's turned to. AI now only works for Levi Strauss. With Oscar Franch as president and Tomas Bello as CEO for 30 years. They admitted that at first the broader well-being of their 4,000 employees wasn't something they would spend much time on. But as Kim Almeida presented, the meaning of the program resonated with them. AI's Franch and Bello realized that the limited state of the community around them plays a vital role in implementing well-being within the organization. The community where most workers live has limited financial and healthcare services. That 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 lent a hand in conducting training sessions in the factory. In addition to training courses, the management has added work facilities such as a breastfeeding room, football pitch, ATM and motorbike shelter. The technology has also been improved with a facial recognition system, an improved cafeteria, cooler water, fresher air, and of course, a kinder supervisor. On top of everything, the worker welfare program has also pushed AI to invest in the community. Now AI leaders are proud of the impact the wellness program has had and how it has gone beyond the factory walls. The community now has an improved healthcare facility and financial model that would support the wellness program through a foundation that generates income by turning Levi fabric scraps into goods and is sold locally.ReflectionLiving in the rapidly developing city of.