grupo m $123 million sales, 12000 employees, 22 plants in dr biggest apparel producer in caribbean...
TRANSCRIPT
Grupo MGrupo M
• $123 million sales, 12000 employees, 22 plants in DR• Biggest apparel producer in Caribbean• $20 million corporate financing for DR operations and
export zone in Haiti• Haiti now in operation/1000 employees/potentially 1000’s
more . . .• Grupo M Socially Progressive in community/treats
employees well• Initially IFC not focused on labor issues/Reassured by Code
of Conduct
Labor IssuesLabor Issues
NGO/Unions Advocate Inclusion of Core Labor Standards in Investment Agreement
Concern re Haiti Given Lax Enforcement/Textiles/FTZ
IFC Reassured by Grupo M treatment of employees/Codes of Conduct
Precluded from Including CLS in Investment Agreement Given Lack of Policy
September 2003: September 2003: And then this…And then this… Zacarias Gonzales and Genaro Rodriguez,
Dominican Republic Violent attacks, abductions, unfair dismissals… Zacarias and Genario tell us about the intimidation and repression faced by workers at the FMI (Grupo M) textile factory in Santiago. And all the while their employer, Grupo M, the largest clothing producer in the Caribbean/Central America region, is planning to extend its activities to Haiti, with financial assistance from the World Bank...
External Pressure IntensifiesExternal Pressure Intensifies
Union letter to CEO of Levis: “ . . .clear evidence of serious violations of workers rights” by Grupo M
Letters sent to Board by ICFTU, etc. Board date one month away Client denies wrongdoing Serious Charges = Third Party Investigation No $ Until Results Are In
December 2003: The OutcomeDecember 2003: The Outcome
Findings– Workers were illegally fired – Workers beaten but no management role – Evidence of union discrimination– Evidence of union corruption– Recent Grupo M/union relations improving
Remedial Action Plan Remedial Action Plan
• ILO standards via Code of Conduct (IA Mandated)• Labor-focused Mgmt Capacity in HR (Social
Compliance Officer)• Training for Supervisors then Others• More Frequent Audits• Better Record-keeping and Communication of
Performance• Ombudsman
And then Haiti EruptsAnd then Haiti Erupts
Codevi in Operation for 4 months when:– Political Meltdown/Chaos/Rebel Justice– 25 Workers Fired then Reinstated– Allegations of anti-FoA; beatings; DR army presence;
aborted pregnancies; anything goes– Small group=arbitrary work stoppages; intimidation– Batay vs. GM Management = No Love– International Campaign
Over Before It Began ?Over Before It Began ?
CODEVI Looks Dead But Keep Trying– In the midst of recriminations productivity
declines and the losses mount– Independent Observers (IFC/WRC/Levis)– 50% RIF and one factory shuts down– IFC Persuades GM to Stay Open w/ $ to cover
losses; mediation; labor advisor & fear of Biz Implications
– Communicate w/ Customers and WRGs
At Last the BreakthroughAt Last the Breakthrough
Mediation Bought into by All Former MoL Joins GM 6 Months to Agree on 2 Mediators 3 days to Reach an Agreement
– Recognized Union– Reinstatement– Labor-Management Dialogue and Grievance Mech.– Commitment to Produce
Set the Stage for CBA in Dec. 2005
IFC Labor FirstsIFC Labor Firsts
Formal Labor Investigation (IFC absorbed cost) Remedial Action Plan FoA included in IA via Code of Conduct Explicit Collaborations w/Workers Rights Groups
and Levis Factory Observers TA $ Support for Labor Mediation $ Support for Labor Advisor/Negotiator
OBSERVATIONS/ISSUESOBSERVATIONS/ISSUES
How to Assess Labor Performance/Recognize Problems Upfront/Vet the Client
Client Capacity is Key—Former MoL was Difference-maker
Objectively defining respect for FoA is Tough For Textiles CLS are a Business Issue IFI’s Can Help Turn a Liability into Competitive
Advantage