Escuela Johanna Ortíz
Johanna Ortíz Zona Franca S.A.S
(
Private sector
)
#SDGAction59529
Description
Our Escuela JO, founded in 2016, is a platform that fosters haute couture knowledge within the community, enhances local talent, and promotes employability and labor inclusion among vulnerable populations. Through two key training modalities—the Haute Couture Training Program and our Masterclasses—we generate value by positively impacting the textile sector, contributing to local development and improving the quality of life of our students. The Haute Couture Training Program offers over 1,080 hours of technical, practical, and social training, complemented by continuous emotional well-being support. This comprehensive training empowers individuals from vulnerable backgrounds, fostering economic independence and emotional strength. Students receive certification, psychological support, a monthly salary, social security, transportation, meals, provisions, equipment, and sewing kits. Upon graduation, they have the opportunity to join the Johanna Ortiz team, streamlining the learning curve by integrating highly qualified profiles aligned with the company's needs. Our Masterclasses and Complementary Programs provide intensive, short-term training, accessible to those with prior experience or those wishing to enter the fashion industry. These sessions refine advanced haute couture skills, covering design techniques, garment construction, embroidery, and accessory development. With a practical approach, participants work on real projects and receive direct feedback from experts, enhancing their performance and facilitating their integration into the workforce or the development of their own ventures. To date, through our nine cohorts of the Training Program and Masterclasses, we have benefited more than 408 individuals, with 70% joining the Johanna Ortiz team. The implementation of this program has represented an investment of over USD 182,000 between the 2016 and 2025 cohorts. This comprehensive training model has been made possible thanks to valuable strategic partnerships with Fundación Alvaralice, Gases de Occidente and its Fundación Promigas, the Servicio Nacional de Aprendizaje (SENA), the Ministry of Cultures, Arts, and Knowledge, ZASCA, IDLA, the Fundación Acción Interna, the Fundación Club Campestre, and the Mayor's Office of Cali. These collaborations enrich the training experience, expand the program's impact, and consolidate a unique space for professional and personal development, positioning Johanna Ortiz as a benchmark in the sector.
The Escuela JO operates under a comprehensive and scalable training model designed to address the technical, personal, and professional needs of participants. This model is delivered in two formats: a specialized six-month Haute Couture Program and Masterclasses and Complementary Programs, which are short, intensive sessions aimed at external communities. The Haute Couture Program begins with an assessment of essential skills and psychosocial follow-up to identify areas for improvement. Participants receive practical technical training in haute couture, covering machine handling, specialized stitching, flat machine embroidery, basic skirt pattern creation, accessory development, and complete garment construction. Simultaneously, participants develop personal, social, and professional competencies through modules on healthy living habits, women's rights, and financial management, complemented by training in draping, pattern making, quality control, creative design, textiles, technical sheets, and English leveling. A key differentiator of the program is access to the Johanna Ortiz career plan, which offers educational opportunities for graduates to continue expanding their knowledge and take on diverse roles within the company through a structured onboarding process. The Masterclasses and Complementary Programs provide intensive training ranging from 50 to 100 hours, strengthening advanced technical skills for individuals seeking to enter or progress within the fashion industry. Each session starts with an evaluation of participants’ profiles and competencies to tailor the training experience. Attendees work on practical projects with direct feedback from industry experts, culminating in evaluations that validate skill mastery and knowledge retention. These programs enhance employment opportunities and promote entrepreneurial initiatives aimed at improving participants’ quality of life. Both methodologies ensure that graduates acquire sector-aligned skills and are prepared to meet the demands of the fashion industry, with clear pathways for professional growth within Johanna Ortiz.
Escuela JO fosters capacity-building and technology transfer through a comprehensive and scalable training model. This model encompasses both extensive programs and intensive sessions, ensuring that participants acquire specialized technical competencies and master the company’s exclusive processes. The training is designed to be progressive, advancing from basic concepts to advanced Haute Couture techniques, including machine handling, flat machine embroidery, pattern making, draping, quality control, and technological innovations applied to garment construction. Participants engage in real projects, allowing them to receive direct feedback from industry experts and apply their knowledge in a practical context. To guarantee effective learning, the program incorporates periodic evaluations and continuous assessments to determine technical and personal competency levels. This approach enables the implementation of personalized reinforcement strategies and ensures a robust learning process. Additionally, a comprehensive systematization of results is conducted, complemented by final reports that help identify gaps, integrate improvement opportunities, and adjust methodologies to optimize the program’s impact. The approach also includes the development of personal and social skills, covering essential topics such as basic financial education, emotional management, and healthy living habits, contributing to the participants' overall well-being.
The Escuela JO operates through a comprehensive coordination mechanism, led by key teams at Johanna Ortiz and supported by strategic partnerships. Our training offer includes two main modalities: a specialized haute couture cohort, a 6-month program for 20 participants that delivers over 1,080 hours of technical, practical, and psychosocial training with continuous guidance; and Masterclasses, short, intensive sessions designed to enhance essential haute couture skills through a hands-on approach. The main objective is for participants to master Johanna Ortiz's haute couture techniques and enhance their quality of life, whether by joining the Johanna Ortiz family or pursuing their own entrepreneurial projects. Our partners are key at every step of the process. They work hand in hand with Johanna Ortiz, facilitating access to communities, offering training spaces, and providing technical and financial support. Each of them plays a fundamental role:
SENA (National Learning Service): A public institution that provides official certification and specialized technical training in garment making. It has strengthened cohorts and masterclasses by providing infrastructure, educational resources, and academic support.
Fundación Alvaralice: A social organization that enhances the development of soft skills and employability strategies, increasing participants' job opportunities through workshops, counseling, and psychosocial support throughout the training process of our Specialized Haute Couture Cohort and Masterclasses in Haute Couture Garment Making and Accessory Development.
Gases de Occidente and Fundación Promigas: Energy sector companies that provide financial support, support networks, and key logistical resources for the sustainable development of the various training programs at Escuela
JO. Compromiso Valle: A regional initiative that drives economic and social development by generating employment opportunities and productive projects for participants.
ZASCA: A platform that fosters entrepreneurial spirit by guiding participants in structuring and launching their businesses through personalized technical assistance. This collaboration allowed entrepreneurs of all sizes to visit our company and apply the knowledge and processes shared with them. Adquirieran conocimientos respec toa como emprender, sus requisitos y cómo potenciar sus ideas de negocio.
Tecnocentro Somos Pacífico: A cultural and educational center that provides spaces and connects with local communities. In collaboration, we conducted a Masterclass in Accessory Craftsmanship for women from Comuna 21 in Cali.
Escuela Taller de Confección de Cali: An initiative by the Ministry of Culture aimed at preserving and recovering ancestral garment-making practices, adding heritage value through training in arts and crafts. Together, we developed our Masterclass in Haute Couture Techniques, benefiting 28 migrant participants who refined their techniques and improved their quality of life through haute couture.
Fundación Acción Interna: An organization that provides second chances to people deprived of liberty through training programs that promote social and labor reintegration. In collaboration, we developed a Masterclass in crochet and creative embroidery at the Jamundí prison, fostering the development of artisanal skills, strengthening self-esteem, and encouraging the creation of personal projects to transform their future.
IDLA (Institute for the Development of La Paila): An institution that reinforces complementary technical skills by offering training in basic operations, facilitating production processes, and strengthening technical development. In collaboration with our company, this enabled manufacturing workshops (maquilas) to refine their production processes and prepare for future employment opportunities with us.
Alcaldía de Cali – Mi Cali Bella Se Integra Program and Fundación Club Campestre de Cali: An initiative that promotes the city’s social and cultural development through projects focused on inclusion, community strengthening, and opportunity generation. In partnership with Johanna Ortiz, it drives training processes in haute couture with a Pro Employability and Pro Entrepreneurship approach, providing participants with technical and creative tools to strengthen their skills for entering the job market or developing their own businesses, contributing to local talent growth and building a more equitable and sustainable Cali. The process concludes with a focus on employability and entrepreneurship, complemented by the voluntary participation of Johanna Ortiz collaborators, who contribute to building confidence and preparing participants for professional integration through mentorship and training sessions.
The evaluation of the program is based on key indicators that accurately measure its sustained impact on the participants’ quality of life. It assesses dimensions such as the retention rate (individuals who complete each training stage), graduation percentage, employability after program completion, percentage of graduates employed at Johanna Ortiz, entrepreneurship development, and employment placement in other companies within the sector. Additionally, the strengthening of technical, practical, and personal skills, as well as long-term professional growth and overall well-being, are evaluated. These metrics are tracked through periodic performance evaluations, satisfaction surveys, continuous monitoring of professional trajectories, and final reports that systematize results, key learnings, and areas for improvement. The consolidated results, which include graduates from the nine cohorts and participants from the Masterclasses, highlight a significant impact: 300 individuals have benefited from our training programs, with 97% being women, 68% Afro-Colombian, and 18% victims of armed conflict. On average, 80% of participants successfully complete the training process. Of these graduates, 100% access employment opportunities: 70% are directly employed by Johanna Ortiz, 1% pursue their own fashion-related businesses, and 29% secure positions in other companies within the sector. For those joining Johanna Ortiz, a personalized follow-up process is implemented to support long-term retention and professional growth, ensuring a lasting positive impact on their lives.
Our Escuela JO has established strategic partnerships that strengthen our training programs and expand their impact. We collaborate with Fundación Alvaralice, Gases de Occidente and its Fundación Promigas, the Servicio Nacional de Aprendizaje (SENA), the Ministry of Cultures, Arts, and Knowledge, ZASCA, IDLA, the Fundación Acción Interna, the Fundación Club Campestre, Swiss Contact, and the Mayor's Office of Cali. These alliances provide essential support, enriching the educational experience through technical expertise, additional resources, and opportunities for broader community engagement.
SDGS & Targets
Goal 1
End poverty in all its forms everywhere
1.1
By 2030, eradicate extreme poverty for all people everywhere, currently measured as people living on less than $1.25 a day
1.1.1
Proportion of the population living below the international poverty line by sex, age, employment status and geographical location (urban/rural)
1.2
By 2030, reduce at least by half the proportion of men, women and children of all ages living in poverty in all its dimensions according to national definitions
1.2.1
Proportion of population living below the national poverty line, by sex and age
1.2.2
Proportion of men, women and children of all ages living in poverty in all its dimensions according to national definitions
1.3
Implement nationally appropriate social protection systems and measures for all, including floors, and by 2030 achieve substantial coverage of the poor and the vulnerable
1.3.1
Proportion of population covered by social protection floors/systems, by sex, distinguishing children, unemployed persons, older persons, persons with disabilities, pregnant women, newborns, work-injury victims and the poor and the vulnerable
1.4
By 2030, ensure that all men and women, in particular the poor and the vulnerable, have equal rights to economic resources, as well as access to basic services, ownership and control over land and other forms of property, inheritance, natural resources, appropriate new technology and financial services, including microfinance
1.4.1
Proportion of population living in households with access to basic services
1.4.2
Proportion of total adult population with secure tenure rights to land, (a) with legally recognized documentation, and (b) who perceive their rights to land as secure, by sex and by type of tenure
1.5
By 2030, build the resilience of the poor and those in vulnerable situations and reduce their exposure and vulnerability to climate-related extreme events and other economic, social and environmental shocks and disasters
1.5.1
Number of deaths, missing persons and directly affected persons attributed to disasters per 100,000 population
1.5.2
Direct economic loss attributed to disasters in relation to global gross domestic product (GDP)
1.5.3
Number of countries that adopt and implement national disaster risk reduction strategies in line with the Sendai Framework for Disaster Risk Reduction 2015-2030
1.5.4
Proportion of local governments that adopt and implement local disaster risk reduction strategies in line with national disaster risk reduction strategies
1.a
Ensure significant mobilization of resources from a variety of sources, including through enhanced development cooperation, in order to provide adequate and predictable means for developing countries, in particular least developed countries, to implement programmes and policies to end poverty in all its dimensions
1.a.1
Total official development assistance grants that focus on poverty reduction as a share of the recipient country’s gross national income
1.a.2
Proportion of total government spending on essential services (education, health and social protection)
1.b
Create sound policy frameworks at the national, regional and international levels, based on pro-poor and gender-sensitive development strategies, to support accelerated investment in poverty eradication actions
1.b.1
Pro-poor public social spending
Goal 4
Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all
4.1
By 2030, ensure that all girls and boys complete free, equitable and quality primary and secondary education leading to relevant and effective learning outcomes
4.1.1
Proportion of children and young people (a) in grades 2/3; (b) at the end of primary; and (c) at the end of lower secondary achieving at least a minimum proficiency level in (i) reading and (ii) mathematics, by sex
4.1.2
Completion rate (primary education, lower secondary education, upper secondary education)
4.2
By 2030, ensure that all girls and boys have access to quality early childhood development, care and pre-primary education so that they are ready for primary education
4.2.1
Proportion of children aged 24–59 months who are developmentally on track in health, learning and psychosocial well-being, by sex
4.2.2
Participation rate in organized learning (one year before the official primary entry age), by sex
4.3
By 2030, ensure equal access for all women and men to affordable and quality technical, vocational and tertiary education, including university
4.3.1
Participation rate of youth and adults in formal and non-formal education and training in the previous 12 months, by sex
4.4
By 2030, substantially increase the number of youth and adults who have relevant skills, including technical and vocational skills, for employment, decent jobs and entrepreneurship
4.4.1
Proportion of youth and adults with information and communications technology (ICT) skills, by type of skill
4.5
4.5.1
Parity indices (female/male, rural/urban, bottom/top wealth quintile and others such as disability status, indigenous peoples and conflict-affected, as data become available) for all education indicators on this list that can be disaggregated
4.6
By 2030, ensure that all youth and a substantial proportion of adults, both men and women, achieve literacy and numeracy
4.6.1
Youth/adult literacy rate
4.7
By 2030, ensure that all learners acquire the knowledge and skills needed to promote sustainable development, including, among others, through education for sustainable development and sustainable lifestyles, human rights, gender equality, promotion of a culture of peace and non-violence, global citizenship and appreciation of cultural diversity and of culture’s contribution to sustainable development
4.7.1
Extent to which (i) global citizenship education and (ii) education for sustainable development are mainstreamed in (a) national education policies; (b) curricula; (c) teacher education and (d) student assessment
4.a
Build and upgrade education facilities that are child, disability and gender sensitive and provide safe, non-violent, inclusive and effective learning environments for all
4.a.1
Proportion of schools offering basic services, by type of service
4.b
4.b.1
Volume of official development assistance flows for scholarships
4.c
By 2030, substantially increase the supply of qualified teachers, including through international cooperation for teacher training in developing countries, especially least developed countries and small island developing States
4.c.1
Proportion of teachers with the minimum required qualifications, by education level
Goal 8
Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all
8.1
8.1.1
Annual growth rate of real GDP per capita
8.2
Achieve higher levels of economic productivity through diversification, technological upgrading and innovation, including through a focus on high-value added and labour-intensive sectors
8.2.1
Annual growth rate of real GDP per employed person
8.3
Promote development-oriented policies that support productive activities, decent job creation, entrepreneurship, creativity and innovation, and encourage the formalization and growth of micro-, small- and medium-sized enterprises, including through access to financial services
8.3.1
Proportion of informal employment in total employment, by sector and sex
8.4
Improve progressively, through 2030, global resource efficiency in consumption and production and endeavour to decouple economic growth from environmental degradation, in accordance with the 10-Year Framework of Programmes on Sustainable Consumption and Production, with developed countries taking the lead
8.4.1
Material footprint, material footprint per capita, and material footprint per GDP
8.4.2
Domestic material consumption, domestic material consumption per capita, and domestic material consumption per GDP
8.5
8.5.1
Average hourly earnings of female and male employees, by occupation, age and persons with disabilities
8.5.2
Unemployment rate, by sex, age and persons with disabilities
8.6
8.6.1
Proportion of youth (aged 15-24 years) not in education, employment or training
8.7
Take immediate and effective measures to eradicate forced labour, end modern slavery and human trafficking and secure the prohibition and elimination of the worst forms of child labour, including recruitment and use of child soldiers, and by 2025 end child labour in all its forms
8.7.1
Proportion and number of children aged 5‑17 years engaged in child labour, by sex and age
8.8
Protect labour rights and promote safe and secure working environments for all workers, including migrant workers, in particular women migrants, and those in precarious employment
8.8.1
Fatal and non-fatal occupational injuries per 100,000 workers, by sex and migrant status
8.8.2
Level of national compliance with labour rights (freedom of association and collective bargaining) based on International Labour Organization (ILO) textual sources and national legislation, by sex and migrant status
8.9
By 2030, devise and implement policies to promote sustainable tourism that creates jobs and promotes local culture and products
8.9.1
Tourism direct GDP as a proportion of total GDP and in growth rate
8.10
Strengthen the capacity of domestic financial institutions to encourage and expand access to banking, insurance and financial services for all
8.10.1
(a) Number of commercial bank branches per 100,000 adults and (b) number of automated teller machines (ATMs) per 100,000 adults
8.10.2
Proportion of adults (15 years and older) with an account at a bank or other financial institution or with a mobile-money-service provider
8.a
8.a.1
Aid for Trade commitments and disbursements
8.b
By 2020, develop and operationalize a global strategy for youth employment and implement the Global Jobs Pact of the International Labour Organization
8.b.1
Existence of a developed and operationalized national strategy for youth employment, as a distinct strategy or as part of a national employment strategy
Goal 12
Ensure sustainable consumption and production patterns
12.1
Implement the 10-Year Framework of Programmes on Sustainable Consumption and Production Patterns, all countries taking action, with developed countries taking the lead, taking into account the development and capabilities of developing countries
12.1.1
Number of countries developing, adopting or implementing policy instruments aimed at supporting the shift to sustainable consumption and production
12.2
By 2030, achieve the sustainable management and efficient use of natural resources
12.2.1
Material footprint, material footprint per capita, and material footprint per GDP
12.2.2
Domestic material consumption, domestic material consumption per capita, and domestic material consumption per GDP
12.3
By 2030, halve per capita global food waste at the retail and consumer levels and reduce food losses along production and supply chains, including post-harvest losses
12.3.1
(a) Food loss index and (b) food waste index
12.4
By 2020, achieve the environmentally sound management of chemicals and all wastes throughout their life cycle, in accordance with agreed international frameworks, and significantly reduce their release to air, water and soil in order to minimize their adverse impacts on human health and the environment
12.4.1
12.4.2
(a) Hazardous waste generated per capita; and (b) proportion of hazardous waste treated, by type of treatment
12.5
By 2030, substantially reduce waste generation through prevention, reduction, recycling and reuse
12.5.1
National recycling rate, tons of material recycled
12.6
Encourage companies, especially large and transnational companies, to adopt sustainable practices and to integrate sustainability information into their reporting cycle
12.6.1
12.7
Promote public procurement practices that are sustainable, in accordance with national policies and priorities
12.7.1
Number of countries implementing sustainable public procurement policies and action plans
12.8
By 2030, ensure that people everywhere have the relevant information and awareness for sustainable development and lifestyles in harmony with nature
12.8.1
Extent to which (i) global citizenship education and (ii) education for sustainable development are mainstreamed in (a) national education policies; (b) curricula; (c) teacher education; and (d) student assessment
12.a
Support developing countries to strengthen their scientific and technological capacity to move towards more sustainable patterns of consumption and production
12.a.1
Installed renewable energy-generating capacity in developing and developed countries (in watts per capita)
12.b
Develop and implement tools to monitor sustainable development impacts for sustainable tourism that creates jobs and promotes local culture and products
12.b.1
Implementation of standard accounting tools to monitor the economic and environmental aspects of tourism sustainability
12.c
Rationalize inefficient fossil-fuel subsidies that encourage wasteful consumption by removing market distortions, in accordance with national circumstances, including by restructuring taxation and phasing out those harmful subsidies, where they exist, to reflect their environmental impacts, taking fully into account the specific needs and conditions of developing countries and minimizing the possible adverse impacts on their development in a manner that protects the poor and the affected communities
12.c.1
Amount of fossil-fuel subsidies (production and consumption) per unit of GDP
SDG 14 targets covered
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Deliverables & Timeline
Tenth Cohort – Haute Couture Training Program, and Masterclasses by Escuela Johanna Ortiz
Ninth Cohort – Haute Couture Training Program, and Masterclasses by Escuela Johanna Ortiz
Eighth Cohort – Haute Couture Training Program, and Masterclasses by Escuela Johanna Ortiz
Seventh Cohort – Haute Couture Training Program, Escuela Johanna Ortiz
Resources mobilized
Partnership Progress
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Geographical coverage
Other beneficiaries
As part of our commitment to comprehensive training, we have benefited over 300 individuals through nine cohorts and multiple Masterclasses, generating a direct impact on their lives and communities. 97% of the beneficiaries are vulnerable women, mostly Afro-Colombian and victims of violence, who have found new life opportunities, with many now part of the Johanna Ortiz team. 70% of these women are mothers, allowing us to transform the quality of life of their families, creating a long-term positive impact. Our goal is to empower individuals aged 18 to 43 from vulnerable sectors in Valle del Cauca, Colombia, primarily located in socioeconomic strata 1 and 2 in municipalities near the company’s area of influence. We provide them with the necessary tools to develop their life projects and access better opportunities, both locally and internationally. The comprehensive program is tailored to different training modalities. The Haute Couture Training Program includes 1,080 hours of technical, practical, and social training. Meanwhile, the Masterclasses offer between 50 and 100 hours of intensive training, enabling participants to refine specific skills in a shorter time frame. Both modalities include continuous support for mental health and emotional well-being, fostering economic independence and emotional resilience for each participant. Key benefits for our students include certification, continuous psychological support, monthly salary, social security, transportation, meals, provisions, equipment, and sewing kits. Additionally, upon graduation, 70% of the participants are directly integrated into the Johanna Ortiz team, creating a strong link between training and employability. 1% pursue their own entrepreneurial projects, while the remaining graduates join other companies in the sector, thereby strengthening the fashion industry in Colombia through local talent.
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Contact Information
Juliana Sardi Libreros, Chief People & Corporate Affairs Officer