Nicer work?

Impactts Benefits for Business and

Workers Programme 2011-2013
Better jobs for workers in Indian and Bangladeshi garment factories

Nicer Work? Impactts Benefits for Businesses and Workers Programme 2011 2013
Author: Rosey Hurst

WHO ARE WE?

IMPACTT
Impactt enables organisations to improve working conditions and livelihoods across
global supply chains in a way that brings clear business benefits to both ends of
the chain. We are a leading consultancy specialising in ethical trade, human rights,
labour standards and international development. Impactt works with a wide range of
stakeholders, from large retailers and government bodies to factory workers and local
communities. Often the experiences and languages of these different stakeholders are
so far apart that they do not see or interact with each other. Impactt helps to bridge
the gap and deliver real change on the ground. Impactts approach is change-focused,
innovative and practical. We are a passionate and committed team with extensive local
experience. We have offices in the UK, China, Bangladesh and India, and a network of
Impactt associates across Cambodia, Ethiopia, India, Kenya, Malaysia, Poland, Romania,
South Africa, Sri Lanka, Turkey, Thailand, Vietnam and elsewhere.

RAJESH BHEDA CONSULTING

Rajesh Bheda Consulting (RBC) is a knowledge organisation focused on enhancing
competitiveness of fashion industry organisations. Since its inception in 2006, RBC has
been working to make the fashion industry aware of its improvement potential, draw
strategies for improvement and supporting in implementation of these strategies. Led
by founder, Dr. Rajesh Bheda, previously Professor and Chairperson with the National
Institute of Fashion Technology, New Delhi, the team at RBC includes globally known
highly accomplished senior consultants and professionally qualified associates who are
committed to working with clients for achieving their goals.
RBC is associated with leading apparel manufacturers, retailers, industry associations,
non-profit organisations and development agencies. Over 200 organisations in India,
Bangladesh, Sri Lanka, China, Kyrgyzstan, Tajikistan, Fiji Islands, UK and USA have
benefitted from the consulting advice of RBC.

Published: October 2013

Impactt Limited 2013

NICER WORK? IMPACTTS BENEFITS FOR BUSINESS AND WORKERS PROGRAMME 2011-2013

CONTENTS
EXECUTIVE SUMMARY ......................................................................................................... 4
INTRODUCTION............................................................................................................................. 7
WHAT WE DID ............................................................................................................................. 10
THE RESULTS............................................................................................................................... 15
What participants say ...............................................................................................................

16

Bangladesh .......................................................................................................................................

18

India.......................................................................................................................................................

20

Does BBW make a difference to compliance with labour law?...................

22

What brands say...........................................................................................................................

24

LESSONS LEARNED ............................................................................................................... 25

APPENDIX I: ABOUT BBW DATA .......................................................................... 28
APPENDIX II: ABOUT IMPACTTS FACTORY DATA .......................... 29
ACKNOWLEDGEMENTS ................................................................................................... 30

RAGS

Responsible and Accountable Garments Sector fund

BBW

Benefits for Business and Workers programme

RBC

Rajesh Bheda Consulting

CONTENTS

ACRONYMS

NICER WORK? IMPACTTS BENEFITS FOR BUSINESS AND WORKERS PROGRAMME 2011-2013

EXECUTIVE SUMMARY

EXECUTIVE SUMMARY

BRANDS AND RETAILERS HAVE LONG

been looking for the silver bullet to solve
the problems of social compliance in
their supply chains. Audits, training and
beyond auditing approaches are all much
discussed, and the flaws and benefits of
each are increasingly understood. However,
as Impactts 2012 publication Nice Work1
makes clear, workers around the world are
experiencing increasing levels of exploitation, working ever harder for wages which
can buy them less of what they need. The
tragedies in Bangladesh demonstrate all
too clearly that compliance alone has not
been able to achieve a transformation in
the ability of many factories to be good
businesses providing good jobs for their
workers.

its results and the lessons we learned.

We hope that others will find it useful.

Impactts work since 2001 has demonstrated that such a transformation can
be achieved,2 by supporting better quality
jobs funded through productivity and
quality improvements. However, this
approach is expensive, and therefore
not scalable. In 2011, with the launch
of the UK Department for International
Developments RAGS (Responsible and
Accountable Garments Sector) Challenge
Fund, we saw the opportunity to build a
coalition of retailers, brands and factories
to develop a replicable and cost effective
methodology to strengthen export garment
factories in India and Bangladesh and
support them to become better businesses
offering better jobs for workers. This report,
Nicer Work, presents the Benefits for
Business and Workers Programme (BBW),

Working with Rajesh Bheda Consulting,

Impactt developed a 6 month training
course for participating factories, training
key managers in problem-solving and

BBW aims to develop a virtuous circle of

competitive businesses with skilled, well
paid, safe and loyal workforces producing
excellent product. The programme focused
on export garment manufacturers in India
and Bangladesh and was supported by a
coalition of retailers and brands, initially
Arcadia Group, Marks & Spencer, Mothercare, New Look, Sainsburys and Tesco,
subsequently joined by Ralph Lauren and
Varner Group. All 73 participating factories
made financial contributions and the
programme benefited from matched funding
from the Department of International
Developments RAGS Challenge Fund.

The tragedies
in Bangladesh
demonstrate
all too clearly
that compliance
alone has not
been able
to achieve a
transformation
in the ability of
many factories
to be good
businesses
providing good
jobs for their
workers

1 http://www.impacttlimited.com/resources/nice-work-are-workers-taking-the-strain-in-the-economic-downturn
2 2011 Impactt: Finding the Sweet Spot, section 3.1 http://www.impacttlimited.com/wp-content/uploads/2012/01/Impactt-15th-anniversary-report_finding-the-sweet-spot.pdf
2008 Impactt: Ethical Trading in the Downturn, Section 3.1 http://www.impacttlimited.com/wp-content/uploads/2012/01/Getting-Smarter_Ethical-Trading-in-theDownturn1.pdf

decision-making techniques, and

upping their skills in HR management,
communications, production and quality
management. In Bangladesh, we also
added a health and safety module to
support better decision-making and more
effective management, particularly of fire
safety. Factories contributed the equivalent
of 2,000 to participate. Over its two
years, BBW reached a total of 102,110
workers, 54,186 (53%) of them women.
In Bangladesh we reached 41 factories
employing 80,526 workers (57% women)
and in India, we reached 32 factories
employing 21,584 workers (38% women).
The results are extremely positive across
the board BBW does seem to support an
improvement in both the capability of businesses and the quality of jobs for workers.
The programme champions investment in
the workforce, proper induction systems,
better communications and better access
to skills development and promotion,
increasing employee satisfaction and
prompting a sense of self-worth.

Efficiency improved by 18.28%. Cut-to-ship ratio by improved by 1.14%, meaning

that factories were able to ship (and get paid for) more garments from the same
inputs. This represents a significant cost saving for factories. On average, participating
factories saved 40,293; a 6-month ROI of 21.
Absenteeism reduced by 33.67% on average, indicating that workers were more
motivated to come to work each day. In perhaps the most pleasing result, worker
turnover is down on average across all factories by 52.16%. This means that fewer
than half the number of workers were leaving every month than at the start of the
programme.
Overall, year 2 factories saw an increase in average take-home pay of 491 Taka per
month or 7.63% equivalent to an increase in annual pay of 3.4 million across the
67,640 workers employed by participating factories. Factories also performed strongly
on hourly pay, increasing this by 11.94%. Workers quality of life was also improved
by significant reductions in working hours, with the percentage of workers working
more than 60 hours per week falling by 43.48%.

EXECUTIVE SUMMARY

IN BANGLADESH

BBW aims
to develop a
virtuous circle
of competitive
businesses with
skilled, well
paid, safe and
loyal workforces
producing
excellent
product

NICER WORK? IMPACTTS BENEFITS FOR BUSINESS AND WORKERS PROGRAMME 2011-2013

IN INDIA
Efficiency improved by 26.25% and cut-to-ship ratio by 1.38%, enabling Indian
factories to realise 24,919 of savings due to cut-to-ship and efficiency improvements, a 6-month ROI of 13. Absenteeism reduced by 26.73% and worker turnover
by 26.08%. In year 2 factories, average take-home pay increased by 264.60 Rupees
or 5.09%. This would be equivalent to an increase in annual pay of 614,000 across
all the 17,442 workers employed by participating factories. Factories also performed
well on hourly pay, increasing this by 7.99%.
We compared the performance of BBW factories to a comparable group of 28
factories which did not participate in the programme. Factories in both groups were
broadly similar, in terms of location, product type, price point, export volume and type
of customer. We looked at BBW factory performance at the end of the programme. We
found that BBW factories performed far better overall on all key labour issues in which
we monitor, in both India and in Bangladesh.
This may indicate that BBW participants have improved their labour standards
performance during the programme, and/or may show that the type of factory willing
to join and invest in such a programme is likely to have higher standards. At the
very least, better factories, which are more open to change and prepared to make a
commitment themselves are able to make improvements, with the support of BBW.
There are also strong indications that BBW acts to boost factories which already have
potential, and may also be powerful in starting under-performing factories on the road
to improvement.

Over its
two years,
BBW reached
a total of

102,110
workers,

53%

of them women

WAGES
BBW has been successful in distilling a
low cost group training methodology which
is extremely effective at delivering better
businesses and better jobs in the export
garment industry in Bangladesh and
India. The group plans to roll out the BBW
programme in India and Bangladesh and
trial it in China over the coming months. We
call upon interested brands to come together
to promote Nicer Work within their supply
chains so as to strengthen their supplier
businesses ability to provide good jobs.

EXECUTIVE SUMMARY

Looking at wages, in both Bangladesh

and India, BBW factories at the end of the
programme were paying significantly more
than non-BBW factories, in Bangladesh,
25% more per month. However, in neither
country did wages approach current
estimates of living wage.3 Nevertheless,
the project has clearly been successful in
putting more money into workers pockets,
both in comparison to the amount they
received earlier, and in comparison to other
equivalent factories.

3 The Bangladesh living wage is based on the 2011 Asia Floor Wage (12,248 Taka) adjusted up for inflation. The India living wage is an average of: living wage
estimates from 3 NGOs in Tirupur, Gurgaon and Bangalore from 2013, and the Asia Floor Wage from 2011 (7,697 Rupees) adjusted up for inflation.

NICER WORK? IMPACTTS BENEFITS FOR BUSINESS AND WORKERS PROGRAMME 2011-2013

INTRODUCTION

In the interim, the tragedies at Rana Plaza,

Tazreen and Smart Fashions have made
it clear that, at a very basic level, some
garment manufacturers in Bangladesh are
failing to take responsibility for the safety
of their workers, let alone their livelihoods.
This report, discusses the Benefits for
Business and Workers (BBW) programme
which aims to break this vicious circle of
inefficient businesses, under pressure, failing
to deliver either decent jobs for workers or
right-first-time product. The programme
aims to develop instead a virtuous circle of
productive businesses with skilled, well paid,
safe and loyal workforces producing excellent

We leave our villages with a heavy heart and

come to Delhi for employment; any penny saved
here by us is crucial to ensure food on the table
back home. We have a lot of expectations from
this factory; employment here will ensure
education for our children.
Bimal, Delhi, India

My family back home is dependent on my

employment at this factory; God bless this
factory; the factory is an extended family for us.
Faisal, Delhi, India

When my child grows up I never want to let

him join [a] garment factory. If I have to, then he
will take a job in the office not on the production
floor like me.
Rina, Dhaka, Bangladesh

product Nicer Work for all. The programme

focused on export garment manufacturers in
India and Bangladesh and was supported by
a coalition of retailers and brands, initially
Arcadia Group, Marks & Spencer, Mothercare, New Look, Sainsburys and Tesco,
subsequently joined by Ralph Lauren and
Varner Group. All 73 participating factories made financial contributions and the
programme benefited from matched funding
from the Department for International Developments RAGS Challenge Fund.

4 http://www.impacttlimited.com/resources/nice-work-are-workers-taking-the-strain-in-the-economic-downturn

INTRODUCTION

IN 2012, IMPACTT PUBLISHED NICE

Work: are workers taking the strain in the
economic downturn?.4 The report described
the increasing level of exploitation experienced by workers working ever harder, for
wages which can buy them less of what
they need, without the ability to bargain for
more. It also highlighted the bind in which
manufacturers find themselves. Their
customers are ever more demanding in
terms of quality and price, putting a strain
on their production and management
systems. Their workers are also demanding
more, moving regularly from factory to
factory to try boost their income. Manufactures are finding it increasingly difficult to
attract and retain skilled workers capable
of meeting customers demands. We noted
that employers in general are making slow
progress in implementing the obvious
solution of providing jobs which motivate
workers and meet their needs.

NICER WORK? IMPACTTS BENEFITS FOR BUSINESS AND WORKERS PROGRAMME 2011-2013

Impactt has worked with a broad variety

of retailers5 and factories6 since 2001 to
demonstrate7 that factories can improve
labour practices as an integral part of
improving their business performance.
We have demonstrated that good
businesses and good jobs can go hand-inhand. However, these approaches tended
to be very costly and tailored to individual
circumstances and thus not easily replicable at scale. The RAGS Challenge Fund
offered Impactt, working in partnership
with RBC, the opportunity to develop a
low-cost, scaleable methodology for transforming garment factories and delivering
better jobs for workers.

We have been able to increase our knitting

workers incomes by 1/3, whilst also cutting their
working hours and making it easier for them to
take time off. Workers can go home on time and
spend evenings and weekends with their families.
Our workers stay with us for longer and have
better skills. This makes us more productive,
and our products are higher quality than ever.
Director of Operations, Dhaka, Bangladesh

The biggest change is the change in mentality

from the management to the root level.
Welfare Officer, Dhaka, Bangladesh

We have zero defect system in our line for that

I need to be more attentive in my work, now I
realize my quality of work improve a lot.
Sewing machinist, Dhaka, Bangladesh

This is the first time I have come across an

opportunity for supervisors to partake in a
factory-development programme; I feel more
important & recognized in this company because
of this meeting [] Such programmes will help
us to get the best out of all of us. I assure of
my best support for the development of this
company.

INTRODUCTION

Supervisor, Tirupur, India

5 Including Boden, H&M, Marks & Spencer, Mothercare, Next, New Look, Pentland, Gap, Next, Ralph Lauren, Sainsbury, Tesco.
6 In Bangladesh, India and China.
7 Impactt (2009) Getting Smarter: Ethical Trading in the Downturn; Impactt (2008) Progress not Perfection: 10 years of making an Impactt; Impactt (2006)
Changing Overtime: Tackling supply chain labour issues through business practice

MEASURING SUCCESS
We developed a set of indicators to measure the effectiveness of the programme.
Good businesses indicators

Good jobs indicators

Efficiency measuring how much

product the factory actually produces
against its theoretical capacity.

Average take-home pay workers total

income including overtime payments
and bonuses. This is what matters to
workers and enables them to pay the
bills.

Cut-to-ship ratio a measure of quality,

which looks at how much of the fabric
cut is made into finished garments
which pass the final quality inspection.
In knitting factories, we measure the
yarn-to-ship ratio. Spoiled and wasted
garments are a major financial loss to
many factories.
Worker absenteeism measuring how
motivated workers are to come to work
on time each day.

Average hourly pay this enables us

to look at whether workers are getting
more or less money per hour that they
work.
Worker turnover a proxy for job
satisfaction, reducing worker turnover
indicates that workers are more
satisfied with their jobs and choose
to stay.

We also looked at the social compliance status of factories participating in BBW against
a control group of 28 non-participants to see whether BBW factories were more likely to
be meeting local and international labour law. For details and caveats on the data, please
see the Appendices on pages 28 and 29.

INTRODUCTION

We gathered feedback from workers and managers to understand how the programme
had impacted them.

NICER WORK? IMPACTTS BENEFITS FOR BUSINESS AND WORKERS PROGRAMME 2011-2013

WHAT WE DID
PHASE 1
Building management skills and improving working conditions in 10 pilot factories in India and
Bangladesh.
During the first year of the programme, Impactt and RBC
worked with six factories in India (Delhi, Ludhiana, Bangalore, Tirupur and Chennai) and four in Dhaka, Bangladesh.
Factories were proposed by retailers and selected on the basis
of enthusiasm and highest possible overlap of customer base
with the retailer group. We delivered individual consultancy on
productivity, quality, human resource management, communication and decision-making. Factories produced a broad range
of product including jersey, knitwear, wovens and embellished
garments.
We delivered seven modules in each factory, amounting to an
average of 200-300 hours training per factory.
We identified five key learnings from Phase 1:
The model works factories reported high levels of satisfaction with the consultancy and highlighted
some areas for improvement.
Progress is easier to achieve on good businesses indicators, progress on good jobs tends to lag
behind. Need for more focus on good jobs.
Training must be in local language.
More space needed for practical learning, co-creation and peer learning.

WHAT WE DID

Stronger communication needed between implementation teams and brands in the UK and their
local teams.

10

PHASE 2
Roll-out and Scale-up group training and implementation support for 63 factories
The objective of Phase 2 was to build on the learnings from Phase 1 to develop a training programme
which provided the same or better benefits to participants, but at a much reduced cost and on a much
larger scale. We developed a model based on training factories in groups of six for a six-month period
with factories hosting modules so that learning could be practical. Each factory also received three days
individual follow-up in-factory. Factories paid a fee equivalent to around 2,000 plus local taxes.
Impactt and RBC worked closely with retailers and, in Bangladesh, the Bangladesh Garment
Manufacturers Exporters Association (BGMEA) and UK Trade and Investment (UKTI) to recruit 63
factories for Phase 2. In India, the British High Commission hosted the launch event.
Efforts included:
Brands suggesting factories from their supply bases, some brands made participation a condition of
contract.
Large scale launch events with high profile speakers including testimony from Y1 factory owners.
Small scale events in Chittagong and Tirupur.
Meetings with suppliers hosted by brands.
Individual follow-up with factories, by phone, email and through in-person visits.
Retailers/brands jointly approaching shared suppliers.

Each factory was asked to release six managers to attend each session of the training, specifically the
HR Manager, Welfare Officer, Trial line Supervisor, Production Manager, Industrial Engineer, and Quality
Manager. Bangladesh factories tended to send more participants, including health and safety managers
in latter batches. In total, the team delivered 2,080 training and consultancy hours to 426 people.

WHAT WE DID

The team divided factories into 12 batches, each of up to six factories, according to geographical location
and product type. Batches took place in Dhaka and Chittagong (Bangladesh) and in Delhi, Tirupur and
Bangalore (India). Training was delivered as far as possible in-factory, with factories taking turns to host
modules. This resulted in more practical, shop-floor based training and direct interaction with workers.
In response to the Tazreen fire, later batches in Bangladesh included a fire safety module.

11

NICER WORK? IMPACTTS BENEFITS FOR BUSINESS AND WORKERS PROGRAMME 2011-2013

WHAT WE DID: THE CURRICULUM

FIGURE 1: The BBW curriculum

Building a vision

Setting clear targets for employee retention, absenteeism,

HR

Production Improving Efficiency

Improve retention
Better induction
Introduce buddy system
Proper skills assessment and career progression

Improve production line flow

Line balancing
Capacity studies
Measure and analyse efficiency data
Capture and reduce non-productive time

Improve attendance
Convert unplanned into planned leave
Easy to use leave process
Increase attendance bonus
Formal structures & commitment to invest
in people
Co-created job descriptions
Skills assessment and pro-active training
programmes
Specific training for supervisors

Improved methods
Method study and standardising operations
Better cross-departmental working
Upskilling supervisors to proactively improve
line performance
Rewarding better performance
Production bonuses and incentives schemes

WHAT WE DID: THE CURRICULUM

Improved communication Buddies,

12

Improved teamwork and cross

Problem solving skills
Professionalisation of management

for each factory

efficiency, quality and workplace communications

Quality

Fire Safety*

Measurement
Understanding and reducing rework
Measuring and reducing Cut-to-ship losses

Review
Why is this important to our business?
Understand current systems
Difficulties within current systems

Incentives
Zero defect operators
Building ownership for quality

What good looks like

What needs to change?
Putting people first
How do we make better decisions in policy and
implementation?
How can we keep this going on a daily basis?
Tools
Tools and techniques to strengthen existing
systems
Taking ownership
Technical requirements

departmental working and respect

and a can-do attitude
systems and managers

WHAT WE DID: THE CURRICULUM

supervisor soft skills, committees

13

NICER WORK? IMPACTTS BENEFITS FOR BUSINESS AND WORKERS PROGRAMME 2011-2013

DESCRIPTION OF TRAINING

Each batch received 21 days of group

training and three individual factory
follow-ups. Factories took turns to host
batches, enabling training to be handson and extremely practical. Each factory
sent a core group of around six people to
the sessions. These included industrial
engineers, production managers, HR
managers, quality managers, welfare
officers and the trial line supervisor.
Production people attended the HR
sessions and HR people attended the
quality sessions. This was very important in supporting teams to respect each
others work and understand its value.

WHAT WE DID

When a factory hosted the training,

they were able to include more team
members and trial techniques with
their own workers. Trainers used a wide
variety of methods to inspire and motivate participants, including role play,
story-telling, songs, games and humour.
Participants commented that they had
never found learning to be as much fun
as this. Training was extremely practical
the in-factory setting enabled participants to experiment with line-setting,
interact with workers, make changes
and see the effect. This made it easier
for them to implement their learnings
back at their own factories. The team

14

carried out three full-day follow-ups at

each factory, between training modules,
to embed the learning and support
implementation.
We found that training factories in groups
was extremely positive. It encouraged
peer-to-peer learning and sharing experience. For example, each factory worked
on their lines to find ways to improve
sewing techniques, and videoed six examples. These were then shared, enabling
each factory in a group of six to have
access to 36 examples which they could
roll out. Group training was also very
useful in encouraging lagging factories to
improve the example of successful peers
proved to be a strong incentive.

We found
that training
factories in
groups was
extremely
positive. It
encouraged
peer-to-peer
learning and
sharing
experience

NICER WORK? IMPACTTS BENEFITS FOR BUSINESS AND WORKERS PROGRAMME 2011-2013

RESULTS
OVER ITS TWO YEARS, BBW reached a total of 102,110 workers, 54,186 (53%) of
them women. In Bangladesh we reached 41 factories employing 80,526 workers (57%
women) and in India, we reached 32 factories employing 21,584 workers (38% women).

32

Indian factories

41

Bangladeshi factories

8,201

Indian women

13,382

Indian men

34,626

Bangladeshi men

45,899

Interestingly, in both India and Bangladesh, results were better in the Phase 2 group
training than in the bespoke consultancy delivered in Phase 1. This is due largely to
more integration between all elements in the curriculum and the effect of group working,
prompting sharing good practice and peer pressure on laggards.
Overall, participants were extremely positive about the training. 96% of feedback received
from participants scored both the quality of the sessions as either good or very good.

RESULTS

Bangladeshi women

15

NICER WORK? IMPACTTS BENEFITS FOR BUSINESS AND WORKERS PROGRAMME 2011-2013

RESULTS

WHAT PARTICIPANTS SAY

Developing systems to manage the factory:

RAGS BBW has opened our eyes.

We had the systems but not the way
to implement them. Now we know,
being owner and managers, how to
grow together with our workforce.
Factory owner, Bangladesh

Improved problem-solving and analysis:

In the Garment sector most of us

learn our work by watching what
other people do. But there is no time
to judge whether weve learnt the
right or wrong way! Now BBW has
made us judge for ourselves. After
this training we try to find the right
way of working before doing anything!
Production Manager, Bangladesh

Understanding and communicating with workers:

Keep in mind workers are also humans.

Every difficult task is possible to

achieve by co-operation.
Production manager, India

I have learnt about the need for

worker participation committees and
the skill to solve worker problems
with good results.

RESULTS: WHAT PARTICIPANTS SAY

More money for workers:

16

I feel like there has been lots of

change in this factory over the last 6
months. There is less absenteeism
and I am not taking leave because I
can earn the attendance bonus. I am
saving it for my daughters future. I
am also using it to buy new things
for my house. It is helping me across
all aspects of my life.
Tailor, India

HR managers able to have a more positive

impact on the workforce:

Sumitra, who was promoted as a

sample tailor as a result of BBW, told
me When I handed my last months
salary to my daughter she counted
it twice and told me there must be a
mistake, she had never seen so much
money in her life. I was proud to
say it was the money Id earned last
month. As a HR person, I cant think
of another career experience which
brought such satisfaction. It gives me
goosebumps whenever I recall it.
HR Manager, India

Supervisors feel responsible for their

workers welfare and see that this is
an important part of boosting efficiency:

Earlier my work was counting and

shouting. After supervisor training
I realize my job is care and share.
Supervisor, knitting factory, Bangladesh

Earlier we didnt have conversation

with our workers around their personal problems but now after taking the
training we always tried to solve their
problems. As a result the absenteeism
is going down & also we can handle
our work without any pressure.
Supervisor, Bangladesh

Now we know how to manage our work

better. We have understood our workers
point of views. As a leader we should
look after our workers & try to solve their
all problems. Now we believe in listen
more rather talking too much.
Supervisor, Bangladesh

Workers can raise grievances through the buddy

system:

In the starting of my job within this

company, I raised my voice regarding the female worker issues to the
line master but there was no action
or solution. Now BBW provided me
a platform as a buddy to help other
workers. I feel really proud that yes,
I can help others of my female and
male colleagues.
Worker, Bangladesh

I am an old worker at this factory

and I love to help others of my
colleagues. Earlier I was not able
to raise the worker grievance to HR.
Before, this role of buddy, all the
workers were helpless. Now I am
there to help all of my colleagues.
The buddy system is really very
helpful to the workers, because now
they listen to our problems and revert
back to us.
Worker, India

Health and Safety (in Bangladesh):

Every year we need this training.

RESULTS: WHAT PARTICIPANTS SAY

I now understand why health and

safety issues occur.

17

NICER WORK? IMPACTTS BENEFITS FOR BUSINESS AND WORKERS PROGRAMME 2011-2013

RESULTS

RESULTS: BANGLADESH
THE TABLE BELOW SHOWS THE
aggregated Good business and Good jobs
indicators for the Bangladeshi Phase 2 factories. The results are extremely positive across
the board BBW does seem to support an
improvement in both the capability of businesses and the quality of jobs for workers.
Efficiency improved by 18.28%. Cut-toship ratio by improved by 1.14%, meaning
that factories were able to ship (and get
paid for) more garments from the same
inputs. This represents a significant saving
for factories. On average, participating
factories saved 40,293 during the 6
month course, due to cut-to-ship improvements, a return on their initial investment
(2,000) of more than 21 over 6 months.

RESULTS: BANGLADESH

Absenteeism reduced by 33.67% on

average, indicating that workers were more
motivated to come to work each day. In
perhaps the most pleasing result, worker
turnover is down on average across all
factories by 52.16%. This means that
fewer than half the number of workers were
leaving every month than at the start of
the programme. The programme championed investment in the workforce, proper
induction systems, better communications
and better access to skills development and
promotion, increasing employee satisfaction
and prompting a sense of self-worth.

18

Overall, the programme has supported

factories to make progress on pay, with an
increase in average take-home pay of 491
Taka per month or 7.64%. This would be
equivalent to an increase in annual pay of
3.4 million across the 67,640 workers

employed by participating factories.

Factories also performed strongly on hourly
pay, increasing this by 11.94%. Workers
quality of life was also improved by significant reductions in working hours, with the
percentage of workers working more than
60 hours per week falling by 43.48%.

SUCCESS FACTORS
Looking in more detail at the results, and the
profiles of the factories, we can begin to see
a pattern in terms of which factories tend to
do better, and which less well in Bangladesh.
Factories with more sophisticated
production systems tend to have a
better performance in improving efficiency. These factories also appear to
perform better at reducing absenteeism.
However, there does not appear to be
a link between the level of production
sophistication and increases in pay or
worker turnover. This indicates that this
methodology supports increases in pay
and job quality, regardless of the sophistication of production systems.
Factories which attended all the training
sessions, updated their action plans and
proactively contacted trainers for support
if they faced problems were more
successful than less engaged factories,
particularly in terms of increases in pay
per hour, cut-to-ship and efficiency.
Factories were more likely to be engaged
in the programme if they have a stable,
long term relationship with their buyer.

8 See Appendix 1 for details on the sample, time period and how data was collected and analysed.

Worker
absenteeism
reduced by

34%

FIGURE 2: Bangladesh Phase 2 good businesses and good jobs indicators

BANGLADESH RESULTS

Start

End

% Change

Efficiency

47.00%

55.59%

18.28%

Cut-to-ship ratio

95.55%

96.64%

1.14%

% of workers taking unplanned leave (per month)

7.90%

5.24%

-33.67%

% labour turnover (per month)

9.72%

4.65%

-52.16%

Average take-home pay (Taka)

6,430

6,921

7.64%

Average hourly pay (Taka)

25.87

28.96

11.94%

Average working hours (basic + OT hours)

250.10

243.63

-2.59%

% workers working more than 60 hours per week

42.11%

23.80%

-43.48%

Larger factories appear to perform better

across all productivity indicators, for
example cut-to-ship increased by 2.33%
at large factories compared to 0.73%
at small factories. This is probably
because they are more likely to have
more sophisticated production systems
and more staff available for training.
Large factories higher volumes mean
that the financial impact of cut-to-ship
improvements is significant. The production teams are therefore incentivised to
continue to pour resources into productivity improvements.

Worker
turnover
reduced by

52%

There is no meaningful difference

between the results of factories that
were required to join the programme by
their buyer and factories that were asked
to join the programme (optional). In fact
75% of compulsory factories were highly
engaged (6 out of 8) compared to 42%
(11 out of 26) of optional factories.
RESULTS: BANGLADESH

Piece rate factories (producing sweaters)

outperformed those paying monthly
salaries significantly in pay-related indicators. For example pay per hour in the
pilot line increased by 35% in piece-rate
factories compared to 10% in monthly
rate factories. Improvements in production efficiency directly impact piece rate
workers ability to produce more pieces
in an hour. This means workers experience a faster rate of increase in their
wages.

19

NICER WORK? IMPACTTS BENEFITS FOR BUSINESS AND WORKERS PROGRAMME 2011-2013

RESULTS

INDIA

INDIAN FACTORIES RESULTS ARE

positive across the board, with a positive
performance in all areas. The efficiency
result is extremely impressive, improving
by 26.25%. Cut-to-ship ratio improved by
1.38% enabling Indian factories to realise
24,919 of savings due to cut-to-ship and
efficiency improvements, a 6-month ROI of
13. Absenteeism reduced by 26.73% and
worker turnover by 26.08%.

Looking in more detail at the results, and

the profiles of the factories, we can begin
to see a pattern in terms of which factories
tend to do better, and which less well in
India.
Unlike in Bangladesh, factories in India
with low levels of sophistication in
production systems improved the most
on average. These factories increased
cut-to-ship by 3.32%, compared to
factories with high levels of sophistication which improved more marginally.
Factories with low and medium sophistication of production systems improved
efficiency by 41% compared to 11%
in high sophistication factories. By the
end of programme the low and medium
group had a similar level of efficiency to
the high group.

RESULTS: INDIA

Average take-home pay increased by

264.60 Rupees or 5.09%. This would
be equivalent to an increase in annual
pay of 614,000 across the 17,442
workers employed by Phase 2 factories.
Factories also performed well on hourly
pay, increasing this by 7.96%.

SUCCESS FACTORS

20

9 See Appendix 1 for details on the sample, time period and how data was collected and analysed.

Efficiency
improved
by over

26%

FIGURE 3: India Phase 2 good businesses and good jobs indicators

Start

End

% Change

Efficiency

40.92%

51.66%

26.25%

Cut-to-ship ratio

95.86%

97.18%

1.38%

% of workers taking unplanned leave (per month)

14.44%

10.58%

-26.73%

% labour turnover (per month)

11.62%

8.59%

-26.08%

Average take-home pay (Rupees)

5,197

5,461

5.09%

Average hourly pay (Rupees)

23.36

25.22

7.96%

216.83

212.03

-2.21%

Average working hours (basic + OT hours)

Factories with the least sophisticated

HR systems made the biggest gains in
reducing absenteeism and turnover (with
a 32% and 52% reduction respectively).
However these factories did not achieve
improvements in pay. This is likely to
reflect the level of skill and commitment
which HR teams need to bring about
pay improvements compared to absenteeism and turnover incentives which
require less change to factory systems.
Factories that implemented all of the
training recommendations (20% of total
factories) achieved excellent results
across all indicators, particularly in
pay. These factories saw an increase of
26% in take home pay and 19% in pay
per hour. The level of implementation
had the largest impact on pay of all the
indicators analysed.

The introduction of bonuses had a

significant impact on pay per hour with
an average increase of 15% compared
to 5% among factories that did not
introduce bonuses.
Factories in the Delhi region achieved
greater % improvements on average
than those in the South against all
indicators. This may be because skilled
workers are in extremely short supply in
the Delhi region, meaning that managers
were more willing to make changes to
maximise workers skills and retention.

Worker
absenteeism
reduced by

27%

RESULTS: INDIA

INDIA RESULTS

21

NICER WORK? IMPACTTS BENEFITS FOR BUSINESS AND WORKERS PROGRAMME 2011-2013

RESULTS

DOES BBW MAKE A DIFFERENCE TO

COMPLIANCE WITH LABOUR LAW?
WE COMPARED THE PERFORMANCE OF
BBW factories to a group of 28 comparable
factories which did not participate in the
programme. Factories in both groups were
broadly similar, in terms of location, product
type, price point, export volume and type of
customer. Impactt visited these factories to
carry out audits or consultancy work during
the period over which the BBW programme
was carried. Whilst these factories do not
form a proper control group, we thought that

there is some merit in comparing them. The

measures shown here are before measures
for the non-BBW group, and in many cases
the issues identified have been remediated.
We looked at BBW factory performance at
the end of the programme.
We found that BBW factories performed
far better overall on all key labour issues
in which we monitor, in India and in
Bangladesh.

BBW factories
performed far
better overall
on all key labour
issues

In Bangladesh in BBW factories we found no incidence of forced labour, non-payment of minimum wage, child labour
and harassment and reduced incidence of coached workers, double books and hours over 60 per week, whereas in
non-BBW factories, we found forced labour, in the form of illegal deductions from salaries, in 50% of sites, non-payment
of minimum wage in 11%, child labour in 13%, harassment in 57%, coached workers in 18% and double books in 43%.
FIGURE 4: Incidence of labour standards issues in BBW factories and comparable non-BBW factories.
BANGLADESH: Percentage of factories where
Impactt found labour issues

RESULTS: DOES BBW MAKE A DIFFERENCE TO COMPLIANCE WITH LABOUR LAW?

Forced Labour

22

BBW participants the

end of the programme

Non participants
0%

50%

76%

100%

Non-payment of minimum wages

0%

11%

Child labour

0%

13%

No robust age verification system

0%

25%

97%

100%

Harassment

0%

57%

Coached Workers

7%

18%

Double Books

7%

43%

Hours over 60/week

No / ineffective worker representation

In India, BBW participants also had lower incidence of labour standards issues than non-participants. In BBW
factories, there were no instances of forced labour, non-payment of minimum wage, child labour, harassment and
coached workers, and lower incidence of hours over 60 per week, no/ineffective worker representation and double
books. Whereas in non-BBW factories, we found workers working over 60 hours per week in 100% of the factories
we visited, non-payment of minimum wages in 25%, child labour in 13%, lack of robust age verification in 60%, no
or ineffective worker representation in 100%, harassment in 11% and coached workers and double books in 27%.

FIGURE 5: Incidence of labour standards issues in BBW factories and comparable non-BBW factories.
BBW participants the
end of the programme

INDIA: Percentage of factories where Impactt

found labour issues
Forced Labour

Non participants
0%

0%

78%

100%

Non-payment of minimum wages

0%

25%

Child labour

0%

13%

No robust age verification system

0%

60%

11%

100%

Harassment

0%

11%

Coached Workers

7%

27%

Double Books

5%

27%

Hours over 60/week

No / ineffective worker representation

This may indicate that BBW participants have improved their labour standards performance during the programme,
and/or may show that the type of factory willing to join and invest in such a programme is likely to have higher standards.

Looking at wages, in both Bangladesh and India, BBW factories at the end of the programme were paying significantly
more than non-BBW factories, with fewer incidences of long working hours. In Bangladesh, 1730 Tk or 25% more per
month, and in India 158 Rs or 3% more per month. However, in neither country did wages approach current estimates
of living wage. Nevertheless, the project has clearly been successful in putting more money into workers pockets, both
in comparison to the amount they received earlier, and in comparison to other equivalent factories.
FIGURE 6: Wage comparison between BBW and non-BBW factories

n India

11 The Asia Floor Wage figure for Bangladesh in May 2011(12,248 Tk) is updated in two consecutive years with the average yearly inflation rate (9,73% and 7.7%
respectively).

RESULTS: DOES BBW MAKE A DIFFERENCE TO COMPLIANCE WITH LABOUR LAW?

n Bangladesh

12 This figure is calculated based on living wage estimates of 3 NGOs in Tiripur, Gurgaon and Bangalore and the Asia Floor Wage for India in October 2012 updated
with the average yearly inflation rate (6.52%).

23

Average prevailing monthly

minimum wage
BBW
Local Cur

Non BBW
$

Local Cur

Average monthly take

home wage
BBW
Local Cur

Living wage
estimate

Non BBW
$

Local Cur

Gap between take-home and living wage

BBW

Local Cur
11

Local Cur

Non BBW
$

Local Cur

BBW

Non BBW

3000

38

3000

38

6921

87

5191

65

14474

182

-7553

-95

-9284

-117

109%

179%

4797

81

5500

92

5462

92

5304

89

1058312

178

-5121

-86

-5279

-89

94%

100%

At the very least, better factories, which are more open to change and prepared to make a commitment themselves
are able to make improvements, with the support of BBW. There are also strong indications that BBW acts to boost
factories which already have potential, and may also be powerful in starting under-performing factories on the road
to improvement.

NICER WORK? IMPACTTS BENEFITS FOR BUSINESS AND WORKERS PROGRAMME 2011-2013

RESULTS

WHAT BRANDS SAY

BBW offers a practical
solution to increase productivity
and HR systems. Working
with the other retailers we
have forged some great
collaborative working
relationships and started
consolidate and rationalise
what we expect from a
site based on all of our
requirements. This is an
important step forward.
Head of Ethical Trading, Clothing
and Home, Marks & Spencer

We liked that this training

program focused on HR
and productivity and that it
measured results by tracking
KPIs and analysed the data.
We also needed a mid/
lower level management
training tool. Lastly, this was
a non-auditing compliance
resource we could offer in
these two countries.

RESULTS: WHAT BRANDS SAY

Senior Director, Global Human

Rights Compliance, Ralph Lauren

24

BBW has greatly improved

a number of our factories
in terms of commercial and
compliance performance
Senior Responsible Sourcing
Manager, Mothercare

Asked for their top three benefits from the programmes, brands
mentioned:
The programme has shown to make some improvements at all
sites that are engaged.
--------------------------------------------- Access to solid data making communication of the programme
easier. The fact this programme has moved us into a quantitative
space is a really good thing. Its been really useful for everyone.
Ethical Trade Manager, Sainsburys
--------------------------------------------- Addressing intricate challenges through workable measures and
solutions. BBW has the potential to showcase that good CSR and
HR practices can translate into commercial benefits
--------------------------------------------- The training material, content and delivery, one commented,
what a great legacy!
--------------------------------------------- The benefits of collaboration, particularly through Impactts
coordination. Mothercare said that the programme had created
a network of trusted brands and individuals to whom each of us
can turn when we have questions about any supply chain issue.
Another brand mentioned the ability to speak with one voice to
shared factories
--------------------------------------------- A better understanding of what works and what doesnt
--------------------------------------------- Improved transparency and engagement from factories, although
some have reported that this has not always been the case in
subsequent audits.
--------------------------------------------- An internal team equipped with more answers on how to resolve
situations, one said Improved transparency and encouraged
factories to feel confident telling the internal responsible sourcing
team what is really happening and why.
--------------------------------------------- Increased feeling of partnership between brand and factory

NICER WORK? IMPACTTS BENEFITS FOR BUSINESS AND WORKERS PROGRAMME 2011-2013

LESSONS LEARNED
1. BBW WORKS

Why the low cost, group method works

Working in groups is more effective
than working with individual factories.
Results are in general better, due to peer
pressure and sharing with other group
members.

Holding modules in-factory enabling

on-the-job, practical learning.
Strengthening of the linkages between
productivity and HR teams and using
the same problem solving and data
analysis techniques.

BBW has
delivered
an additional

4 million
in salary over
12 months

Very engaging style of training, largely

practical exercises, role play and storytelling, linked strongly with topics and
key learning points.
Inviting managers from previous batches
to share their experiences and give practical and real-life examples of success.
Having an open-door policy factories
invited to come to the Impactt and RBC
offices at any time to discuss issues.
Developing cost benefit analysis for
each factory so that each team could
calculate the direct financial benefits to
their factory of changing workers financial benefit package e.g. attendance
bonus, production bonus, zero defect
incentive

LESSONS LEARNED

BBW has been successful in distilling a

low-cost group training methodology which
is extremely effective at delivering better
businesses and better jobs in the export
garment industry in Bangladesh and India. It
delivers a return on investment for factories
of between 13 and 21 over six months. It
has delivered the equivalent of an additional
4 million in salary over 12 months to
the 85,082 workers employed by Year 2
factories. In Bangladesh, the programme
was successful in delivering pay increases,
regardless of the sophistication of factories.
Better engaged factories performed better,
as did larger factories. Whether the factories
were compelled to participate by their
customer (or risk termination of business)
or whether factories participated voluntarily
did not seem to affect programme outcomes.
In India, factories with less sophisticated
production systems experienced greater
improvements in their efficiency and
cut-to-ship performance. Those with less
sophisticated HR systems were able to
make greater improvements in absenteeism
and turnover. However, those with more
sophisticated HR departments did better in
increasing wages. This is an important point,
demonstrating the link between the development of management capability and the
potential to increase wages in order to retain
better skilled and more productive workers.

25

NICER WORK? IMPACTTS BENEFITS FOR BUSINESS AND WORKERS PROGRAMME 2011-2013

2. DRIVING PARTICIPATION BY FACTORIES REMAINS A CHALLENGE

Recruitment of factories took far longer
and was far more labour intensive than
anticipated.
With a very few exceptions, factories do
not initially see the value of management
development programmes. Even when
clear benefits can be demonstrated, this
is not always sufficient to bring factories
on-board. After the programme, participants attitudes have changed markedly;
however, there are not yet a sufficient
number of BBW graduates to reach a
tipping point. To reach scale, much more
time will need to be invested in working
with local stakeholders to prepare the
market to value training programmes,
understand their benefits and be willing to
pay for them.
Key success factors for recruitment
include:
Strong links between ethical and
commercial teams in retailer and
brands so that participation in training
can become part of contractual
negotiations or at least formally
recognised in supplier evaluation

LESSONS LEARNED

One of the most successful brands

made participation in BBW a
compulsory element in the ongoing
relationship. There were some
worries that making the programme
compulsory could result in poor BBW
performance. However results show
there is no link between compulsion
and lack of engagement/performance
in the programme.

26

A highly engaged local ethical team

can be helpful, although not necessary. Some of the retailers who were
most successful at recruitment did not
have an ethical team in-country.
Making BBW a priority KPI for ethical
teams in-country. Retailers had more
difficulty in recruiting if there was a
plethora of other initiatives going on,
and BBW was not prioritised.
Pincer movements between brands
sharing factories. When two or more
brands approach a factory, the factory
is more likely to accept.
Waiving ethical audits for the duration
of the programme to reduce factorys
costs and concentrate minds on
improvement rather than compliance.

OPPORTUNITIES FOR MORE BENEFITS FOR MORE WORKERS

Encouraging brands to follow up with

factories post-programme to encourage
sustainability of new ways of working.
Some brands are continuing to ask factories to report on performance against
the BBW indicators to support this.
Developing more modules on more
advanced topics to increase positive
impact on workplace dialogue. These
may include working closely with
workers and management on how to
develop effective worker committees
that support negotiation and promote
genuine two-way communication and

feedback that is valuable for all parties.

These advanced modules will build upon
the foundations for good communication
implemented in the first stage of BBW.
Increasing the reach of the programme
so that it can begin to effect change at
a sectoral level.
Integrating commercial and ethical
priorities within retailers and brands so
that suppliers hear a unified message
of support for factory improvement
programmes from their customers.
Developing a network of suppliers
and employer organisations that are
willing to publically champion the BBW
approach and advocate participation.
Continuing to roll out the programme
to reach scale and deliver real benefits
for businesses and workers across the
sector.

LESSONS LEARNED

Further improving the impact of the

programme on wages so as to reduce
the gap between workers actual wages
and living wages. BBW demonstrates
that it is possible to move the needle on
wages, using a low cost methodology.
Further work is needed to see just how
far this approach can take us in bridging
the gap.

27

NICER WORK? IMPACTTS BENEFITS FOR BUSINESS AND WORKERS PROGRAMME 2011-2013

APPENDIX I: ABOUT BBW DATA

Factories submitted monthly data on the KPIs

throughout their participation in the programme. This
data was verified by field teams during factory visits
and follow-ups and by telephone. Data quoted in this
report is from Phase 2.

DATA SOURCES AND LIMITATIONS

Data was submitted monthly by participating factories between March 2012 and May 2013. Impactts
field and central teams and RBC verified the data by
telephone or during follow-up visits.
Most factories submitted data only during their
participation in training. Some factories continued to
submit data after training had finished.

APPENDIX I

Factories in Bangladesh submitted between two and

eight months data with an average of 5.8 months.
Factories in India submitted between six and 14
months data with an average of 8.1 months. Some
factories did not track all indicators in all months and
we have removed from the analysis factories which
have submitted fewer than three months reliable
data.

28

The analysis is based on the percentage change in

each indicator between the start and end of the data
set for that factory. We have used the first reliable
data-point when the factory is in full production as
the baseline. We have not taken baseline data from
unrepresentative months, for example when production is very low, or when a festival or public holiday
has resulted in unrepresentative data.
We have taken the last month of training for each
factory as the end point, except when we have
continued to receive good quality data from the
factory. We have not used as an endpoint unreliable
or unrepresentative data
as above.
Please note that all figures have been rounded to two
percentage points.

NICER WORK? IMPACTTS BENEFITS FOR BUSINESS AND WORKERS PROGRAMME 2011-2013

APPENDIX II: ABOUT IMPACTTS FACTORY DATA

Impactt records and analyses information from our

factory visits. The data set covers:
Six years from 2006/7. The data year runs from
1st August.

The data is gathered from a mixture of announced

and unannounced visits, using a range of on-site and
off-site worker interviews. Workers are also encouraged
to telephone the Impactt team to discuss issues in
more depth after the assessment is completed.

811 production sites around the world,

predominantly in Asia and Western Europe,
employing 924,011 workers.

Workplaces are assessed against the ILO Conventions

and local laws and regulations where applicable.

Views of 21,588 workers.

DATA LIMITATIONS

Various sectors including apparel, electronics, toys,

homewares and food. Most production sites, except
those in the UK, are export-orientated.

Data may over-represent the prevalence of issues

since Impactt often visits workplaces, countries and
sectors where there are already indications that
standards may be poor.

The control group data set is as follows:

28 factories visited by Impactt during Impactts
financial year 2012 and 2013, employing 35,913
workers.
Views of 562 interviewed workers
Factories are located across different areas including
Dhaka and Gazipur in Bangladesh and Delhi,
Mumbai and Gurgaon in India.

The data is collected from relatively short assessments. In Impactts experience, when working with
factories on a longer term basis, further issues and
further complexities tend to emerge over time.
This means that this data may under-represent the
prevalence of issues.
The prevalence of audit fraud distorts the findings as
Impactt may have failed to identify all the instances
of document tampering and worker coaching. When
audit fraud is successful it prevents us from verifying
the reality of working practices.

IMPACTTS APPROACH TO ASSESSMENTS

Impactt was unable to collect data on every issue at
every visit. Prevalence figures are calculated based
on the number of sites for which we have data on
that point.
Impactt has not included health and safety concerns
in the analysis. Health and safety issues were found
at almost 100% of the sites visited, ranging from
severe, life-threatening risks to relatively minor
issues. These are not analysed here, since the focus
of this report is on rights-based issues.

APPENDIX II

Impactts methodology focuses on accurate diagnosis

of issues. Assessments were carried out by specialists
working with local worker interviewers, some of whom
are former workers themselves. In some countries we
work with NGOs to interview workers; in other countries we collaborate with social scientists. Assessments
prioritise the testimony of workers, and create understanding of what is really going on in the workplace,
and why.

29

NICER WORK? IMPACTTS BENEFITS FOR BUSINESS AND WORKERS PROGRAMME 2011-2013

ACKNOWLEDGEMENTS

Impactt would like to thank the companies and organisations which have supported
the Benefits for Business and Workers Programme, in particular the Department for
International Developments RAGS Challenge Fund, Arcadia Group, Marks & Spencer,
Mothercare, New Look, Ralph Lauren, Sainsburys, Tesco and Varner Group.
We would also like to thank Professor Stephanie Barrientos, Institute of Development
Policy and Management Brooks World Poverty Institute and Rachel Wilshaw of Oxfam GB
for their assistance in contributing to and/or critiquing this report.

ACKNOWLEDGEMENTS

We would like to congratulate the amazing field teams, in particular Dr Rajesh Bheda and
his colleagues Maneesha Sharma, Manoj Singh and Santosh Subudhi of Rajesh Bheda
Consulting (RBC), Selima Akhtar and the Impactt team in Bangladesh, Mohammed
Saleem and the Impactt team in India, Dionne Harrison, Magali Martowicz, Holly
Presdee, Alexia Ward and Alex Eastham of Impactt in the UK for their tireless efforts
in making the world of work a little nicer.

30

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