It was past midnight. Four days
into my job as the new Director of the ILO Country Office in Bangladesh. Ten days after the Rana Plaza building
collapse, which killed more than 1,100 garment factory workers.
A high level mission from ILO
headquarters had been in the country for several days and we had been in
discussions since morning, shuttling between unions, employers and government
and were close to agreement on the joint statement we would issue the next day.
The country was still in shock at
the enormity of the tragedy but it was only at that point, in the early hours,
after meeting with ambassadors from a number of countries, that I realised that
this was not just about Bangladesh.
It was not about an accident in
one building. It was about an issue that had severe implications for many
countries, particularly Europe and the United States. It was about global governance, global rules
and regulations.
These garment workers are working
for millions of consumers and hundreds of global employers. We are all affected and we all need change.
That change has started to happen
– with the ILO playing a pivotal role in coordinating the various initiatives –
both national and global – which have sprung out of this tragedy.
Our technical specialists are
assisting government, employers and workers on safety and health, labour
standards, labour inspections and training.
We’re also launching a major
US$24m Ready-Made Garment Industry Programme, which aims to improve working
conditions in the industry.
Nearly 200 specialist engineers
have been trained, in partnership with the Bangladesh University of Engineering
and Technology, to carry out buildings’ inspections. They’ll be starting work soon.
A major challenge, though, has
been managing expectations.
Everyone, of course, wants to see
tangible changes on the ground fast. It’s easy to say that progress has been
slow. The fire in October at a garment
factory north-west of Dhaka shows there’s still a long way to go.
But to make sure that another
Rana Plaza doesn’t happen, we need to put in place long term measures. That’s
what’s been happening with the passing of new labour law amendments, the
building assessments training, the joint discussions on common standards, the
work with the global brands and buyers.
The rehabilitation of those
workers affected by the building collapse is also a long term task. They need time – and help – to go through the
process of recovery.
My first six months as head of
the ILO Dhaka office have been deeply coloured by this tragedy. It’s been a
challenge. It’s been demanding. Yet,
from the day of the building collapse until now, it has also been a great
opportunity to affect change.
When I see the commitment of so
many organizations, companies, agencies and governments at national and international
level, it gives me confidence that we can make real improvements in
Bangladesh’s garment sector. It gives me strength. That’s why I don’t feel
tired.
Source:
ILO. 24 October 2013
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