A year after
Rana Plaza: What hasn’t changed since the Bangladesh factory
collapse
By Jason Motlagh  
April 18, 2014--When I met Rajina Aktar in February of last year,
her eyes were still red and her memory still fuzzy from the toxic
smoke that had knocked her unconscious three weeks earlier.
The
15-year-old had been sewing pockets onto winter jackets when a
fire broke out at Smart Export Garments, an illegal factory on the
outskirts of Dhaka, the capital of Bangladesh.
Walking through the ruins, I saw what appeared to be handprints
and scratch marks on the walls of the stairwell where eight workers
were crushed to death as 350 people tried to push through a single
locked exit.
Someone had managed to carry Aktar to safety.
In the dank basement room where she lived, she told me that with
four relatives to support and no education, she expected to return to
the assembly line as soon as she recovered.
“There is nothing else,” she said.
Fires in the factories of Bangladesh’s $20 billion garment
export industry were occurring an average of two to three times a
week then.
I 
wrote
for The Washington Post that dangerous conditions weren’t
likely to improve as long as major Western companies continued to
send high-volume orders and consumers continued to demand the lowest
possible prices.
Then came Rana Plaza.
When the eight-story building collapsed on April 24, the scale of
suffering—more than 1,134 killed, 2,515 injured—seemed too
great for even the most apathetic companies and governments to
ignore.
Haunting
imagery fueled protests around the world.
Parallels were drawn to the Triangle Shirtwaist fire in 1911, when
the deaths of 146 garment workers in a New York City factory locked
by its owners led to lasting safety reforms.
Indeed, a year later, Bangladesh’s garment industry has
improved.
More than 150 mostly European companies have signed the legally
binding 
Accord on Fire and
Building Safety in Bangladesh, while 26 companies, most of them
American, including Wal-Mart, Sears and Gap, have joined a separate
alliance that
commits them to invest in safety upgrades (and limits their liability
when things go wrong).
The factories they source from are gradually being upgraded, and
monitoring is getting better.
Meanwhile, foreign government pressure, including the 
suspension
of U.S. trade privileges for Bangladesh, helped lead to new labor
laws that, at face value, protect workers by making it easier for
them to organize.
Emboldened workers are now speaking out against bad conditions,
walking out if necessary. 
And their collective efforts have secured a minimum-wage increase
that will provide some financial security.
But we’d be foolish to believe that the industry has thoroughly
cleaned up its act or that it will continue to try to as Western
concern flags.
Reports from 
independent
factory inspections conducted late last year painted a worrisome
picture.
Dangerously heavy storage loads sent cracks down walls and
stressed sagging support beams.
In some cases, basic fire equipment was missing, and exit routes
didn’t lead outside.
One of the best factories in the country—a client of Hugo Boss,
Marks & Spencer and PVH, the parent company of Calvin Klein and
Tommy Hilfiger—received multiple citations.
And those are the front-line factories.
The open secret in Bangladesh is that there’s a vast underworld
of off-the-books operations that backstop the export industry.
Sandwiched inside apartment buildings, in basements and on
rooftops, underpaid and overworked employees finish orders from
larger companies under fierce pressure to stay apace with fast
fashion.
Hidden from view, bosses are free to abuse workers and cut corners
on safety.
One afternoon last September, I snuck inside a signless Dhaka
factory to see for myself.
On a packed floor without windows, workers ironed T-shirts beneath
droning fans and fluorescent lighting.
In the corner, a man affixed tags to pink children’s jumpsuits
priced at 5 pounds sterling.
Though I had chosen the factory at random, the fire code
violations were plenty.
Evacuation maps were covered with flyers, hoses were missing from
their hinges, stacks of boxes and piles of synthetic fabric blocked
exits.
It was not hard to imagine the worst.
A top garment producer admitted to me that unauthorized
subcontracting remains standard practice across the industry.
With so many variables threatening to disrupt production—political
violence, strikes, electrical breakdowns—he still farms out some
work to meet deadlines.
“There will be subcontracting every day—you cannot stop it,”
he told me in his posh headquarters, flanked by a wall of framed
audit certificates commending his company.
“Officially, the brands will say ‘No more,’ that they are
controlling it.
But unofficially, it will always happen, and they know it.”
The U.S. government is guilty of the same negligence.
While President Obama espouses workers’ rights, our 
military
is sourcing clothing from sweatshops, according to a report from
the International Labor Rights Forum.
Military retail stores known as exchanges purchase millions of
dollars worth of apparel from Bangladesh each year without vetting
supply chains.
Instead, they rely on companies with dubious track records to
ensure safety compliance.
That is why clothing designs bearing the Marine Corps logo were
found among the ashes at Tazreen Fashions, where 112 workers died in
a fire in November 2012.
The Marines responded by mandating that all licensees sign the safety
accord, but a legislative measure that would have required exchanges
associated with the other branches of the military to do the same was
stripped
out of the defense spending bill last year.
******
Jason Motlagh is a writer, photographer and filmmaker.
Reporting for this essay and for “The
Ghosts of Rana Plaza,” featured in the spring issue of the
Virginia Quarterly Review, was supported by a grant from the Pulitzer
Center on Crisis Reporting.