Published: 21 April 2016
The Rana Plaza disaster is considered a visible example of governance deficiencies and corruption in Bangladesh’s ready-made garment (RMG) sector. Following the disaster, various local and international organisations and stakeholders placed greater emphasis on establishing good governance in the sector. In TIB’s research conducted in October 2013, lack of coordination among relevant stakeholders, negligence in the discharge of responsibilities, political influence, and various forms of irregularities and corruption arising from collusive practices were identified as some of the key causes of accidents and compliance deficiencies in the sector. The study put forward 25 recommendations aimed at establishing good governance.
Subsequently, TIB conducted two follow-up studies in 2014 and 2015 to monitor the various initiatives undertaken by different stakeholders and the progress made in their implementation. These studies identified 63 issues as governance challenges in the RMG sector and reviewed 102 initiatives. The two studies found that, during the two years following the Rana Plaza disaster, the government and various stakeholders had implemented 34 of these initiatives on an ongoing basis.
As part of this continuing process, TIB conducted the present study to review the progress made over the past year (2015–16) in implementing the remaining 68 initiatives.
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