The ALDI Factory
Advancement
Project
INSIGHTS & RESULTS
AFA
Project
3
New Steps
Towards
Sustainable
Supply Chains
A
s one of the leading discount retailers, ALDI’s actions have
an impact in markets across supply chains. The value and
quality of a product are increasingly synonymous with
continuous improvement of social and environmental standards
in production. Especially in Bangladesh, which is a strategically im-
portant sourcing country for apparel, additional efforts are needed
to enhance the working conditions.
The ALDI Factory Advancement (AFA) Project seeks to improve the
working conditions at factories that produce our textile goods in
Bangladesh beyond social compliance. During this two-year train-
ing programme, which may be extended by another three years,
workers and managers are empowered to identify problems in their
working life and find appropriate solutions that fit their needs.
BANGLADESH IN THE FOCUS
Bangladesh has become the world’s second largest textile producer,
after China. The boom has spurred impressive economic growth,
lifting millions of families out of extreme poverty. But the rapid de-
velopment of the garment industry has not come without challenges.
Several tragic factory fires and accidents, low wages, limits to workers’
freedom of association, and long working hours exemplify this.
MOVING BEYOND AUDITING WITH CAPACITY BUILDING
Auditing is an important tool for monitoring factories’ compliance with
our Code of Conduct. However, auditing alone only helps to iden-
tify the problems related to working conditions and labour rights;
it does little to solve them. For this, factories need comprehensive
support in identifying and implementing solutions. The intensive
training of the AFA Project contributes to knowledge transfer and
capacity building in the factories, and furthers a partnership with
ALDI towards long-term and sustainable improvement. •
A production line
in a Bangladeshi
textile factory,
producing for ALDI
and participating in
the AFA Project
AFA
Project
4
AFA
Project
5
During the
one-day training
at the factory’s
premises, up to
50 workers and
managers work
on issues specifi c
to their factory.
Factories
independently
practise the tools
and methods
during a two-
month exercise.
Generally, 30–50
participants are
involved.
Three repre-
sentatives –
owners and key
decision-makers
– of each factory
come together
for one day to
review the facto-
ry’s performance
and the goals
for the next
activities, and to
strengthen their
commitment.
Three managers
and three
workers from
each factory
participate in the
two-day train-
ing. This fosters
peer learning
and exchange
among factories.
A survey of up to
150 participants
and group inter-
views illuminate
improvements
and measure
the effect of the
project. During
the training day,
WORKSHOP
OW NE RS ‘
MEETING
INDEPENDENT
ACTION
FACTORY IMPACT
ASSESSMENT
ON-SITE
FAC TO RY
TRAINING
the members of
the AFA Project
team learn useful
methods, which
they can sub-
sequently apply
independently
at their factories.
D
riving change is diffi cult. There have been many attempts
by companies to address labour rights concerns and yet
problems persist. The AFA Project takes a new, innovative
approach. Currently, twenty factories in Bangladesh, producing
textile goods for ALDI, participate in the AFA Project. Workers and
managers are at the centre of training activities, engaging
in intensive dialogue with each other during inter-
active sessions. Workers and managers learn how to
better communicate with each other about the
challenges they face with regard to working
conditions (for example, occupational health
and safety, fi re safety, wages, working time).
At the end of the two-year programme
and, possibly, a three-year follow-up
programme, factories will not only have
improved in terms of the working con-
ditions, but better worker-manager rela-
tions will also ensure that future problems
are addressed in an effective and sustain-
able way. This bottom-up approach to the
improvement of working conditions, pro-
motes the commitment and ownership of the
factories to the change process. Only in this way
can improvement be sustainable. •
PROJECT INFO OVERVIEW OF TRAINING ACTIVITIES
Snapshot of the
AFA Project
ON-SITE
FAC TOR Y
TRAINING
18 TRAINING
ACTIVITIES IN
2 YEARS
OWNERS’
MEETING
Only managers
INDEPENDENT
ACTION
FAC TOR Y
IM PA CT
ASSESSMENT
2×
2×
3×
WORKSHOP
5×
6×
AFA
PROJ ECT
GOALS
3. Enable workers
and managers to
jointly solve workplace-
related problems
2. Improve
implementation
of social
standards
1. Improve
worker-
manager
relations
INDIA
BANGLADESH
POPULATION
156.6
million (nearly
double the population
of Germany)
AREA
144,000
km
2
(less than half
the size of Germany)
GDP GROWTH
6.1
% per year
ADULT LITERACY RATE
OF 15+ YEARS
59
POVERTY RATE
31.5
% (down from 56.6 %
in 1992)
CORRUPTION
PERCEPTIONS
INDEX
145
out of 175 countries
20
factories
18
training activities
per factory
3-50
participants per factory,
per activity (depending
on the type of training)
45,000
employees have
benefi ted (approx.)
7
local trainers
3
international
coaches
AFA
PROJECT
4.5
million textile
workers
80
% women
1/8
of the population
(about 20 million
people) are directly or
indirectly dependent
on the textile industry
MONTHLY
MINIMUM
WAGE
62.85
EUR
BANGLADESH‘S
TEXTILE
INDUSTRY
two AFAP Factories
one AFAP Factory
four AFAP Factories
nine AFAP Factories
BANGLADESH
DISTRICT DHAKA
BAY OF
BENGAI
INDIA
MYANMAR
GANAKBARI
SAVAR
MYMENSINGH
TONGI
GAZIPUR
KALIAKOR
Sources: World Bank, Central Intelligence Agency World Factbook, Transparency International, Bangladesh Garment
Manufacturers and Exporters Association (BGMEA), Federal Ministry for Economic Cooperation and Development
ALDI
SOURCING IN
AFA PROJECT
FACTORIES
6
years average busi-
ness relationship with
AFA Project factories,
to date
38
% of ALDI’s buying
volume in Bangla-
desh comes from AFA
Project factories
41,256
pieces produced
by each AFA Project
factory for ALDI per
order, on average
7
months, on average,
from order to ALDI
store
AFA
Project
6
AFA
Project
7
CREATING
IMPROVEMENT
Workers and managers analyse
reasons for high turnover in their
factory and exchange views
on the topic. Workers learn why
high turnover is a problem and
managers understand why
workers are leaving. In a next step,
workers and managers identify
a common objective, e.g. to
reduce turnover in order to
increase productivity and working
conditions. Afterwards, solutions
for improvement are identified
and realized in an Action Plan for
implementation. Trainers facilitate
this process and review the out-
comes after a defined deadline.
INCREASE
KNOWLEDGE AND
AWARENESS
Through dialogue training,
participants become aware of
how important it is to maintain
equipment. Factories define
responsibilities and train fire
fighters to react properly in case
of an emergency. Fire Safety
Committees are formed to create
a platform for dialogue to discuss
and initiate improvements.
Dialogue for
Lasting Change
HIGH WORKER
TURNOVER
HOW TO BREAK
THE VICIOUS CYCLE
Worker fluctuation is typically high
in factories: as much as 20% of the
workforce may leave a factory each
month. Reasons are many: poor
working conditions, rude commu-
nication, family obligations, no clear
resignation policies, no promotion
opportunities. For every worker that
leaves the factory, a new one has to
be recruited. Productivity is reduced
until the new hire has been trained.
Consequently, working conditions
and worker-manager relations
often suffer. This leads to even
higher worker turnover.
FIRE SAFETY
WHY FI RE
EXTINGUISHERS
ARE NOT ENOUGH
Factories frequently undergo
audits; fire safety is one item on the
checklist. But even if the factory is
outfitted with state-of-the-art fire
equipment – fire doors, sprinkler
system, fire extinguishers – if no
one knows how to maintain or use
that equipment, what good is it
and what happens in case of a fire?
Sharing
Knowledge
Raising
Motivation
Finding Win-
Win Solutions
HOW
DIALOGUE
WORKS
T
he core principle of the AFA Project is
the joint involvement of workers and
managers in solution-finding processes
in the factories. Training participants learn
the skills and tools to engage in dialogue in
order to solve existing workplace-related
problems. Effective communication between
management and employees leads to coop-
erative behaviour and mutual understanding.
Giving workers a seat at the table empowers
them to demand better working conditions.
By identifying win-win situations both par-
ties experience a sense of joint ownership
and become motivated to strive further.
Strengthening existing Worker Participation
Committees (WPCs) and other dialogue struc-
tures contributes to the sustainability of the
approach. •
PROJECT INFO THE DIALOGUE METHODOLOGY
»
In a factory, the communication gap between management
and workers can be significant, and lead to conflict and labour
unrest. The AFA Project is directly involved in breaking
the communication barrier and bringing everyone to the
same table, engaging workers as part of the dialogue process.
«
Suraiya Haque, Founder and Executive Director
of Phulki Society
The AFA Project team develops a survey
to evaluate further training needs
AFA
Project
8
AFA
Project
9
TRAINING
TOPICS
Occupational
Health
& Safety
Fire
Safety
Financial
Management
Working
Time
Environ-
ment
I
n the fi rst year of the project, parti-
cipants learn and practise the AFA
Project methods and tools, focusing
on effective communication channels
and fi re safety. In the second year, parti-
cipants apply the methods and tools to
additional topics such as overtime, discri-
mination, and fi nancial management.
During training sessions, participants
develop specifi c Action Plans to address
the workplace challenges in the factory,
thereby taking ownership over the change
process. To achieve continuous improve-
ment beyond the training, factories are
required to establish AFA Project teams,
consisting of workers and managers.
These teams take part in AFA Project activ-
ities, are responsible for disseminating
project tools and knowledge, and follow
up on Action Plan development and im-
plementation. In this context the teams,
for example, collaborate with Worker
Participation Committees and exchange
ideas for improvement with them. •
High-Risk Issues
Addressed
Sustainably
The AFA Project places workers and managers at the centre of activities
to address social compliance effectively. Only with their commitment and
ownership can real change be achieved in the long run.
PROJECT INFO TRAINING TOPICS
A participant
at an AFA
Project training
writes an Action
Plan negotiated
by workers and
managers to
tackle a problem
on the production
fl oor
Productivity
& Quality
Activities Factory Group 2
Selection
of trainers
June 2013 Sept. 2013 August 2014 December 2015 July 2016
Activities Factory Group 1
Figure Timeline of activities during the fi rst three years of the project
TIMELINE OF FACTORIES
Child
Labour
Social
Management
Systems
Forced
Labour
Discrimination
& Harassment
Project
continuation
is envisaged
AFA
Project
10
AFA
Project
11
OTHER TOPICS
• Empowerment of young
female workers
• Legal maternity leave
and benefits granted and
prenatal care provided in
factory health care centre
• Childminder hired, more
toys and books in childcare
centre
• Separate prayer room
opened for female workers
• Improvement of cooling
system
• Improved canteen manage-
ment: new opening hours,
shorter wait times, better
equipment
• Lockers installed for
workers
• Overtime at the discretion
of workers
• Smoother leave procedure
• Factories assessed the
need for internal training
How Have Factories
Advanced?
By structuring the dialogue between workers and managers at factories,
the AFA Project can achieve measurable and far-reaching results. In joint meetings, workers
and managers develop Action Plans for improvement in various compliance areas. Regular
impact assessments at factories measure the effect of the project. This overview highlights
some of the factories’ achievements during the first 18 months of the project.
FIRE SAFETY
• Clearing of aisles
• Construction work in
order to make factories
more secure
• Water hydrants and fire
doors mounted
• Emergency lights installed
• Electrical wires relocated
for fire safety
• Worker training on fire
safety launched or
expanded at factories
• Fire safety committees
formed
• Notice boards updated
with important emergency
procedures, evacuation
routes, etc
WORKER
PARTICIPATION
COMMITTEES (WPC)
• Higher awareness and
acceptance by managers of
the need to involve workers
in decision-making
• Effective and regular
meetings of Worker
Participation Committees
• Increased committee
membership
• Greater sense of responsibility
of WPC members
• Decisions of WPC meeting are
communicated to workers
PRODUCTIVITY
• Absenteeism rate decreased
from 8 % to 5 %
• Workforce migration was
reduced from 7 % to 4 %
• Rearrangement of machines
• Repairing of machines
• Skills training conducted in
every section
• More responsibility of
workers
HOUSEKEEPING
• Cleaners hired to reduce dust
• Training of cleaners
• Cleaner toilets
• Cleaning of ventilators
• More waste bins at work-
places
OCCUPATIONAL
HEALTH AND SAFETY
• Improvement of drinking
water supply and aware-
ness raised regarding
water waste
• Improved distribution
of medicine and first aid
material
• Construction improve-
ments for better safety,
e. g. railing on rooftop
• Repairing of damaged
electrical installations and
loose wires
• Extensive training on
the benefits and proper
use of personal protective
equipment, for example,
in order to increase the
use of soft masks
COMPENSATION
• Increase in bonuses of up
to 25 %
• Payment of new minimum
wage levels
• Workers paid on time
and without deductions
• Paid leave
Dialogue
between workers and managers
is the foundation for resolving
conflicts, finding joint solu-
tions, and making good use of
workers‘ knowledge. Structures
such as Worker Participation
Committees, where workers
and managers discuss and find
solutions, are needed.
Productivity
is the basis for sound business
performance which enables
investment in social compliance.
Awareness
of risks is the first step to
removing them. In our health
and fire safety training sessions,
workers and managers identify
hazards in their workspaces
jointly. Managers and workers
learn to talk about the issues
and how to solve them.
Housekeeping
contributes significantly to
fire safety. Clean working areas
reduce the risk of dust explosions
and fires.
COMMUNICATION
AND DIALOGUE
• General improvement in
the level of communication
between the workers and
management
• New channels for workers
to voice concerns, e. g.
surveys or regular worker-
manager meetings
• Better worker-manager
relations: friendly and
open attitude
• Increased motivation of
workers
• Use of AFA Project tools
and methods in commi-
tees and meetings
• Enhanced use of suggestion
or complaint boxes, better
processing of complaints
• Workers point out concerns
more specifically and build
up communication skills and
confidence
AFA
Project
12
AFA
Project
13
An AFA
Project trainer
reviews the
results of group
work exercise
to highlight
possibilities for
improvement
L
ocal trainers are key to the success
and sustainability of the AFA Pro-
ject. The seven trainers selected
work for various consultancies, univer-
sities or NGOs in Dhaka. Their profound
experience and knowledge in the social
compliance field are valued by training
participants.
During Workshops and On-site Factory
Training sessions, trainers share substan-
tive information and insights, and facili-
tate the dialogue between workers and
managers. Over the two-year programme,
trainers build strong relations with facto-
ries and gain their trust.
CONTINUOUS COACHING
OF TRAINERS
In-country capacity building enhances
the sustainability and the culturally
sensitive approach of the AFA Project.
Moreover, it develops local resources to
facilitate the change process in factories,
even beyond the immediate scope of the
project.
AFA Project trainers receive intensive
coaching before, during, and after each
training activity, via both in-person and
virtual meetings, from Sustainability
Agents SUSA GmbH. During such meet-
ings, SUSA coaches offer direct input,
guidance, and feedback to trainers. As
the developer of the training design and
content, SUSA is in an excellent position
to provide coaching.
The coaching strives to promote the
development of each trainer and ensures
a strong team performance. Special im-
portance is placed on training and mod-
eration, conflict-resolution and project
management skills, always keeping the
individual factories’ needs in mind. Train-
ers are sensitised to power relations in a
group, inequalities, and to identify ways
to empower marginalised groups such as
ethnic or religious minorities. •
Trainers
as Drivers
of Change
The AFA Project aims to build training capacity in
Bangladesh, to make improvement continuous and
sustainable. Trainers are equipped to provide professional,
innovative, and successful training at factories.
PROJECT INFO CAPACITY BUILDING
SELECTION
OF TRAINERS
5-day
Training-
of-Trainers
Workshop
Topics
AFA Project tools,
presentation skills,
conflict resolution
Out of 20 potential
trainers, 7 trainers
were selected to be
AFA Project trainers
A diverse trainer
team makes
them responsive to
training participants
»
Dialogue programmes are very important for the sustainable and
responsible development of the Bangladeshi textile sector. The AFA Project
builds a bridge between workers and management, where workers get
space to speak regarding their rights. I personally hope this bridge
will even ensure that workers can exercise their rightful demand
to freedom of association.
«
Nazma Akter, Executive Director of Awaj Foundation
AFA
Project
14
AFA
Project
15
OUR
TRAINERS
»
The Real
Improvement
Is the Involvement
of Workers in the
Decision-Making
Process
«
How does the AFA Project differ from other
programmes of brands?
Harunur: The main difference from other projects
is that three groups are brought together at one
table: workers, managers, and owners. This is not
easily conceivable in Bangladesh but it has been
achieved through the AFA Project.
Helal: This project has reduced the communication
gap between workers and managers a lot, so
that now the workers can talk openly and freely
in front of the managers, and the managers can
better see the perspective of the workers.
Shamima: The AFA Project offers a new approach:
it’s about a technique, not a particular issue, in
which we come together and work together. This
is a big change from other programmes.
Why do factories need training?
Farzana: Workers often resort to unrest to push
for their demands, while managers reject any
discussion of increasing wages or other benefits.
Dialogue training helps to bring the two sides
together under a single umbrella, develop a sense
of belonging in the factory, and push for joint im-
provement.
Monjury: Trainings help factories learn how to
identify their own problems and, by breaking the
shyness of the workers, give all participants owner-
Through their extensive experience working and living in Bangladesh,
the AFA Project trainers have a unique perspective on the challenges
of the country’s textile industry and what is needed for change.
In an interview with Sustainability Agents SUSA GmbH, they share
their thoughts on the AFA Project and its impact.
INTERVIEW VOICE FROM BANGLADESH
ship over the success of their factory. The training
builds a common vision among the participants:
where are we and where do we want to go?
Can we already see improvement with regard
to working conditions?
Helal: Yes, the real improvement is the involve-
ment of workers in the decision-making process
of the factory. The training engages workers and
managers and, in that way, benefits the factories
and the country as a whole. Factories, for example,
are more aware of how to improve productivity
and address bottlenecks. This project is designed
in such a way that factories can train others
internally without the help of AFA Project train-
ers. Achieving effective communication, in the
long-run will benefit the country because there
will be less labour unrest.
Monjury: Some factories have expressed that, in
the past, workers and managers never spoke.
Now they can sit together, and workers have
room to express their views and feel a sense of re-
sponsibility for improving the working conditions.
Specific improvements include, for example, bet-
ter drinking water supply, increasing the number
of workers in the Worker Participation Committee,
and providing the workers with on-the-job train-
ing where there had been no training at all. The
achievements may seem small but they are help-
ful for the factories.
AFAP Trainers, from left to right:
Khandaker Farzana Rahman, Shamima Sultana,
Taherul Islam, Helal Hossain Dhali, Harunur Rashid,
Monjury Banerjee, Tahura Khanam
»
This project has reduced the
communication gap between workers
and managers a lot, so that now the
workers can talk openly and freely
in front of the managers, and the
managers can better see the perspective
of the workers.
«
Helal Hossain Dhali
Monjury Banerjee is a trainer
at Phulki, an internationally
recognised NGO in the area of
early education and child care
centres.
Helal Hossain Dhali is
an assistant professor at
the Department of Women
and Gender Studies at the
University of Dhaka.
Tahura Khanam is the CEO and Co-owner
of MSD Global Compliance as well as the
Managing Director of Qtex Solutions Limited.
Social and environmental compliance topics
are the focus of her companies.
Taherul Islam is a trainer at OSHE
Foundation – a development organi-
sation promoting workers’ rights and
enabling dialogue between workers,
government, and employers.
AFA
Project
16
AFA
Project
17
What are the challenges?
Harunur: A general challenge is that, in Bangla-
desh, there is a lack of appreciation for what train-
ing can bring in terms of benefits in the long term,
not only in the short term.
Monjury: Sometimes the participants are shy and
are not always open in front of the management.
Another challenge is that the Worker Participa-
tion Committee is not active in many factories; it is
only formed to meet legal requirements. Unfortu-
nately, there are still many factories that don’t
want an effective Worker Participation Committee
or true worker representation.
Shamima: Another challenge is the high migration
rates in the factories. Constantly having new work-
ers at the training makes achieving our goal of
progress more difficult. Finally, the present, unstable
political situation is a challenge as well.
What kind of feedback do you get from factory
owners, managers, and workers?
Monjury: All the factory participants like the dia-
logue methodology and express that the AFA
Project is a good platform for them to identify real
problems and solutions on their own. We only pro-
vide support, all the actual work is done by the
factories. This is the beauty of the AFA Project.
Shamima: Mid-level management tells us that it is
a fantastic method but it just takes some time to
digest, especially because owners are so used to
being focused on profit.
Taherul: There has been much positive feedback,
especially regarding: practical training content,
dynamic tools, and techniques compared to other
training programmes, sincerity of all parties involv-
ed and a systematic work procedure.
Tahura: Since the beginning of the project, the
biggest challenge was building trust in the change
process. After one and a half years I can say that
we have achieved the trust from the factories, the
importers, and the workers. This is the biggest
achievement.
What have you personally gained or learned
from the AFA Project?
Tahura: I was sceptical at the beginning of the
project because I had heard from friends of other
dialogue projects that flopped, and I was unsure
whether the factories would cooperate. But, with
time, we now feel that it is a natural process that
factories appreciate and have interest in; it does
not stem from the pressure of buyers. The tools
and techniques, especially the communication
channel analysis, are awesome and I have also
applied them in my organisation. We as a team are
always thinking about how to make the program-
me more successful and effective. I try to develop
new, creative tools. I have gained the confidence
to implement training on topics that are new to
me. Peer learning is an important aspect of the
project – my colleagues know so much from other
areas, develop their own ideas, and they share
»
We are trying to
overcome the
problems like Rana
Plaza with our
heart and soul.
«
Shamima Sultana
this knowledge. This is enriching and gives me
confidence that I can do something new. There are
no words to express that feeling.
Should international brands like ALDI buy in
Bangladesh?
Shamima: Yes, in fact they should be buying more
from Bangladesh because, in addition to having
good infrastructure, a skilled labour force, mod-
ern machines, and good quality, we are trying to
overcome problems like Rana Plaza with our heart
and soul. Unfortunately, Rana Plaza has caused
Bangladesh to become stigmatised, which has
hindered the continued development of our
country. But our workers are involved in the im-
provement process, and everyone has a positive
attitude and wants to do something for the indus-
try. If brands like ALDI do not buy from Bangladesh
we cannot achieve anything and 4.5 million work-
ers, most of them women, would lose their jobs.
»
After one and a half years I can say
that we have achieved the trust
from the factories, the importers
and the workers.
«
Tahura Khanam
Harunur: There is a paradigm shift in the owners’
and managers’ perception. They are now more
committed to compliance which has led to im-
provement on all sides. Outside pressure has
made them more alert than before.
Helal: While previously the buyers only looked at
the price, due to some accidents, now the buyers
are also looking at compliance. New projects, such
as the AFA Project, send the message that they are
also concerned with human rights, workers’ rights,
and working conditions. Bangladesh is attrac-
tive because labour is cheap but, still, factories
care about workers’ rights, working conditions,
and payment.
What is your vision regarding the develop-
ment of the textile industry in Bangladesh?
Farzana: Bangladesh has many challenges and
it’s a long road ahead. But, despite this, brands
should place more orders here to really support
the development process. Training and capacity
building programmes will help us to improve the
social and environmental performance of facto-
ries. The AFA Project is a very good start for this but
it needs to be broadened and deepened to achieve
more improvement.
Thank you for the interview! •
»
The training builds a common vision
among the participants: where are we
and where do we want to go?
«
Monjury Banerjee
Khandaker Farzana Rahman
is a lawyer and works as a lecturer
at the Department of Criminology
at the University of Dhaka.
Harunur Rashid is Director of Research,
Training and Management (RTM) Inter-
national. RTM is known for capacity building
and research, mainly on health, nutrition
and education related issues.
Shamima Sultana is a project
coordinator at Awaj Foundation. The
organisation helps to settle disputes
regarding working conditions and
delivers training to workers.
Sustainability Agents SUSA GmbH
is a Berlin-based consultancy that
created the AFA Project training
package, manages the project, and
conducts all coaching of trainers.
AFA
Project
18
AFA
Project
19
Training participants
enjoy a team-building activity
Vision for
the Future
T
he AFA Project has demonstrated that capacity building is the key to a
strong supply chain in terms of economic, social, and environmental
performance. While improvements are already apparent, there is still a
long way to go. Better compliance with our policy and expectations is needed in
other sourcing countries, as well as on issues such as freedom of association and
living wages. We will continue our efforts to promote sustainable improvement
in our supply chains; the interactive dialogue approach of the AFA Project will
play a key role. We will continue our training efforts with the two factory groups
currently participating in the programme; and we will extend the AFA Project to
include more factories as well as social projects. •
Imprint 2015 © ALDI Einkauf GmbH & Co. oHG | Layout by Franziska Söhner Graphic Design
Text by Sustainability Agents SUSA GmbH | Photos by Sebastian Siegele, Sustainability Agents SUSA GmbH
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Sources World Bank, Central Intelligence Agency World Factbook, Transparency International, Bangladesh Garment
Manufacturers and Exporters Association (BGMEA), Federal Ministry for Economic Cooperation and Development
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