A case study that introduces the concepts of ethical clothing and fast fashion, and examines H&M's efforts to act ethically and sustainably since Rana Plaza, posing the question, 'Can fast fashion ever be truly ethical?
In this case study, an analysis of the change achieved in relation to workplace safety in Bangladesh following the Rana Plaza controversy through industry-sponsored initiatives (the Accord and the Alliance) are discussed, as well as the safety measures that companies enact that promote responsible sourcing.
This case study explores the changing competitive environment influencing the shift towards responsible and clean production in Bangladesh by global retailers after the Rana Plaza tragedy in March 2013. The concept of "green" and clean manufacturing in supply chains are explored.
The Rana Plaza factory building collapsed on 24 April 2013, killing 1,133 people and critically injuring thousands more; in the years prior to the Rana Plaza building collapse, numerous fatal factory fires occurred in Bangladesh. The Accord was created to enable a working environment in which no worker needs to fear fires, building collapses, or other accidents that could be prevented with reasonable health and safety measures.
Fashion Revolution was founded in the wake of the Rana Plaza disaster in 2013. Since then, they have grown to become the world’s largest fashion activism movement, mobilizing citizens, brands and policymakers through research, education and advocacy.
A collaboration between Fashion Revolution and The British Council to create a booklet that provides inspiration and ideas about how one can use their voice and power to transform the fashion industry and make a difference.
Offers the concept that larger flaws in the global supply chain must first be addressed to change the way business is conducted to prevent factory owners from taking deadly risks to meet clients’ demands in the garment industry in Bangladesh.