The New Sheriff in Town

The Government Accountability Office (GAO) recently concluded a nine month investigation into the complaint processes of the Wage and Hour Division of the Labor Department. The investigation, sponsored by the House Education and Labor Committee, conducted fictitious undercover calls to Wage and Hour Division employees. The study concluded that complaints were inadequately handled in various ways, including failure to follow-up on employee complaints, failure to be persistent with unresponsive employers, closing cases after employers stated inability to pay back wages, and advising callers to seek legal assistance.

Of the 10 fictitious complaints posed to the Labor Department, two cases concluded with Division employees falsely recording the successful payment of back wages in the Division database.  Five cases were completely left out of the database, one of which was a child labor complaint involving heavy machinery work at a meat packing plant. The remaining three cases failed to be investigated.

The investigation also included an examination of various real complaints handled by the Division in the last nine months. One such complaint, issued by a group of restaurant workers, involved $230,000 in off-clock labor and misappropriated tips. After taking 22 months to initiate an investigation into the complaint, the Division closed the case once the restaurant agreed to pay back wages, not including tips.

What does this mean to the social responsibility professional? An immediate response might be one of indignation: without scrupulous enforceability from the powers that be, why utilize resources to ensure that high levels of labor standards exist within your supply chain? Government enforceability of labor standards always acted, along with brand protection, consumer confidence and pure ethics, as an impetus for proactively assessing supply chain labor standards. Thus, if enforceability is apparently falling short, what should be done?

If you find yourself treading down this thought path, stay calm.  Remember, the GAO investigation focused on the last nine months of Wage and Hour Division complaints. Rather than highlighting the lack of performance of the current Labor Department, the investigation is a “shame on you” to the previous department. In other words, the investigation will set precedence for the “new sheriff in town”, Secretary of Labor Hilda L. Solis, who was confirmed by the Senate just a few weeks ago. Solis already plans on increasing the Labor Department workforce by 30%, hiring 150 more wage and child labor law investigators, as well as 100 additional wage and hour investigators to focus solely on stimulus project contractors.

Thus, government enforceability of labor standards will not only remain an impetus for proactive supply chain labor standard assessments, but will play an even more important role in the next few years.

 

Furthermore, the GAO investigation highlights the value of checks and balances. One mechanism alone should not be assumed to be sufficient. It is essential to “check the checker” to ensure effective enforcement, and to identify weaknesses as opportunities for improvement. Although the Wage and Hour Division fell short in its mission, the GAO investigation acted as a balance by checking the checker. Using the shortcomings identified by the investigation, the new Department under Solis can implement any changes needed to improve processes. 

This case shows that a system of checks and balances is essential to any monitoring effort, whether internal, external, governmental or non-governmental. Companies that rely solely on one monitoring mechanism should implement a check the checker system, or diversify their program to include additional components to act as a balance. When it comes to storing eggs, we all know the dangers of only one basket.

 

Rishi Arora

Research Associate

Beyond Monitoring's Missing Link

Check out my latest blog post on the Global Strategic Management Institute's Community site.

I'll also be speaking at the GSMI's upcoming conference in New York City next month.

Counterfeit vendors resist closures

The below article appeared on the front page of the online edition of the NYTimes on Sunday regarding a conflict between stall owners in a Beijing shopping center famous for selling counterfeit goods, and the law firm hired by the brand owners to shut down the operations.  It appears this is becoming something of a social conflict, and that there is backlash against the brand owners. For brands sourcing in China currently, this article is interesting because it illustrates trends related to counterfeiting and to grey market goods or unauthorized production by approved suppliers. Below are some highlights from the article:
 
- It took four years from start of the lawsuits till now for the stalls to be shut down.
- There is reference to “super A” knock-offs, almost surely “grey market” goods. If they are good enough to be almost indistinguishable from real products, it means they probably have authentic labels and other branded trim. They could be made either by an authorized vendor overproducing, or they point to the possibility of an authorized vendor who is selling trims and tech packs/patterns to other factories. In either case, it most likely points to an "inside" job.
- It appears that IPR issues are becoming something of a populist issue in China, with vendors accusing brands of being the aggressors in this case.. If suppliers feel the same way, there is a likelihood that they would more willingly infringe on their clients' intellectual property rights.

The full article is copied here, as well as a link to the NYTimes article.
 

http://www.nytimes.com/2009/03/02/world/asia/02piracy.html?hp=&pagewanted=print


March 2, 2009

Facing Counterfeiting Crackdown, Beijing Vendors Fight Back
By SHARON LaFRANIERE

BEIJING — Any tourist who has stepped foot in this city’s famous Silk Street Market can testify that it is home to some of the wiliest, most tenacious vendors who ever tried to palm off a fake handbag on a naïve foreigner.

So when the market managers temporarily shut down 29 stalls over the past month for selling counterfeit goods, no one expected the merchants to acquiesce quietly to the loss of business.

“We expected trouble,” said Zhao Tianying, a legal consultant with IntellecPro, a Beijing firm specializing in intellectual property rights, who represents five foreign luxury-brand manufacturers that have sued the market for trademark violations. “But we never imagined this.”

The vendors have responded with the same ferocity with which they nail down a sale. Dozens of them have staged weekly protests against IntellecPro lawyers who are pursuing the trademark case, mocking them as bourgeois puppets of foreigners. The vendors confronted witnesses who provided evidence of trademark violations and filed a countersuit asserting that only the government can shutter a business.

A few characters scrawled in pencil on the wall outside IntellecPro’s office sums up the vendors’ message: “We want to eat!”

The skirmish between the crafty but mostly uneducated hawkers and five of the world’s best known producers of designer goods is part of a much bigger fight over China’s vast counterfeit industry. American movie, music and software companies alone estimate that Chinese pirated goods cost them more than $2 billion a year in sales.

Any successful product is likely to be illegally copied in China, warns the Web site of the American Embassy here. China’s government has pledged to crack down, and it faces increasing pressure to show progress. But some doubt much will change until China graduates from manufacturing goods to designing them, and has more to lose than gain.

The Silk Street Market case suggests that change is slow and painful.

It has been four years since Burberry, Gucci, Chanel, Louis Vuitton and Prada first sued the market’s operator, the Beijing Silk Street Company, and individual vendors for trademark violations. Only now has the legal pressure produced tangible results.

As part of a court-mediated agreement, the market’s managers agreed to punish offending vendors, shutting down six to eight at a time for up to a week. George Wang, the market’s general manager, said the manufacturers threatened to renew their suit if sales of counterfeits were not curtailed in six months.

In response, dozens of vendors descended on IntellecPro’s office on Feb. 4, occupying the reception area for hours while the police tried to mediate, said Ms. Zhao, the legal consultant. The next day, she said, they stormed past the receptionist, banged on the walls and swore at the staff. The firm’s senior partner, Hu Qi, was afraid to go home and slept in a hotel for three nights.

Last Monday, more than 50 vendors showed up for the sixth protest. They waved signs and chanted slogans outside the firm’s building while IntellecPro lawyers, with 12 hired guards on hand, had their lunch delivered.

“We are trying to run businesses here,” said one 37-year-old vendor in a red coat, a fake Dolce & Gabbana handbag on her arm. “They don’t have any proof.” She refused to give her name, saying she already faced enough scrutiny.

Asked about her handbag, she insisted: “We don’t read English. We don’t know what the letters mean. We just think it is pretty.”

Another vendor, 24, who gave her last name as He, said: “We want to be compensated for our losses. And we want a public apology.”

Mr. Wang, the market’s amiable, 43-year-old manager, said he was “stuck in a terrible position.”

“The five brands are saying, ‘You are not doing a good enough job in protecting our intellectual property rights,’ ” he said. “And the vendors are saying, ‘You are going overboard in protecting intellectual property rights.’ But hey, what can we do? We would rather be known in the world as going overboard than for not.”

There is little risk of that now. Tourist guidebooks call the Silk Street Market, a seven-story glass box near Beijing’s diplomatic quarter, one of China’s most popular spots to buy cheap, good-quality imitations. With some 1,200 stalls, it attracts 15 million shoppers a year, two-thirds of them foreigners, Mr. Wang said.

In the noisy basement, hawkers of leather goods buttonhole passing foreigners, cajoling until all hope of a sale is lost. They chat easily in broken English and can assess a copy’s quality in seconds; the best, rated “super-A,” are almost indistinguishable from genuine products.

Their shelves bulge with fake handbags bearing the designs and tags of Coach, Dolce & Gabbana, Chloé and other famous companies, which, Mr. Wang said, “have not come to us with a complaint.”

Fake Gucci and Louis Vuitton bags are still offered, but are hidden inside cupboards; buyers are invited to seal the transactions outside the building. “There is too much pressure on right now,” whispered one vendor, a few yards from a stall shrouded in a gray curtain.

Xu Shengzhong, the vendors’ lawyer, tries to portray his clients as too ignorant to distinguish fake goods from real or to recognize brand names. “They have no idea this says Louis Vuitton,” he said, tapping a brown wallet with the brand’s distinctive logo.

More potent than such equivocations, though, may be the threat of social unrest. The police, saying their first priority is to maintain order, organized a meeting between some vendors and Mr. Hu, IntellecPro’s senior partner, according to the firm’s spokeswoman. It went poorly.

The merchants lectured Mr. Hu on the need for intellectuals like him to respect workers, while Mr. Hu tried to defend his patriotism, according to an audio CD made from one vendor’s clandestine cellphone recording.

“These ordinary people work for decades, to their deaths!” one vendor said. “How can you say you are patriotic?”

Mr. Wang said that while he sympathized with the vendors, “the Silk Market must fundamentally change” and shift its focus from counterfeit goods to genuine pearls, silks, homegrown brands and tailoring services.

Last year, the market began its own line of products, warning counterfeiters to stay clear.

Mr. Wang said he hoped that shoppers changed their habits, too. At present, “they want the knockoffs,” he said ruefully. “You can see it in their eyes. That is the brutal reality.”


Effective Corporate Compliance Programs

Download and listen to our latest podcast where Lara Blecher, Senior Research Associate for STR Responsible Sourcing (formerly CSCC) speaks with Carole Basri, President of the Corporate Lawyering Group LLC.  In the podcast, Carole shares her experiences and answers questions about the things corporate compliance programs should take into consideration and how to effectively implement these programs within an organization.

Left-click the link below to listen to the audio stream or right-click on the link below and choose "Save Target As" from the dropdown menu to download the file to your computer.

Download Podcast

Carbon Footprinting: Just one aspect of a robust climate change strategy, PART 2

Editor's Note: This is a two-part article by Michael Kelly of KPMG, discussing his firm's climate change strategy.  Part one of the article, which provides details of the KPMG program, appeared last week and is available at http://cscc.typepad.com/responsiblesourcing/2008/06/carbon-footprin.html.

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Some of the challenges

The scope of what we are measuring is not the entirety of our foot print and takes no account of the embedded carbon in our buildings or vehicles. If you really adopt a life cycle costing methodology then you will want to know whether changing a vehicle to a newer more efficient one will reduce your overall carbon footprint or if the carbon cost of producing it outweighs any savings in revenue terms. Likewise measuring the embedded carbon in a building new or old is in the ‘too difficult’ box at the moment. Further scope issues arise in terms of such as commuter travel to work and the impact of suppliers providing the business with goods and services.

As the systems have developed we have added additional dimensions and coupled these with programmes to address behaviour change. For example we previously ran a suggestion scheme with environmentally focused prizes open to all staff, suppliers and clients as well – challenging them to suggest how we might change for the better. Internally our Responsible Consumption programme is now in its fourth year. This looks at all aspects of office life and in recognition of any environmental (and financial) savings shares the benefits with the staff selected charity. All of these programmes need constant refreshment and targeted innovative communication if they are to remain at the front of peoples mind and help embed change.

The Future

It will not be too many years before all of the emerging standards and systems in this area come together and there is a common global standard. This will help us all to understand our own businesses’ performance more clearly and challenge ourselves more robustly to achieve more.

We are due to occupy a new head quarters building currently under construction in Canary Wharf in 2010. At that time we will know whether all of the environmental strategies adopted will operate as planned. It is designed to exceed all current regulations and to be future proofed for the medium term. Our people can now talk about tri-generation as an energy strategy and the benefits or otherwise of a sedum roof. We do not yet know what the market will be for recyclates but by thinking it through now we will be better prepared when that day comes. Increasingly our clients expect it and our people whether potential employees or alumni do so as well. Our current employees are all part of that journey.

Finally it is expected that a global agreement on targets for emission reductions will emerge in Copenhagen before the end of next year. With this the long term framework within which we all operate will have greater certainty and that will support longer term investment decisions. This will drive the environmental technologies market and carbon foot printing will be one of the parameters used in such decision making.

----------------

Mkelly_photo Michael Kelly is the Head of Corporate Social Responsibility for KPMG Europe. 

Mike leads KPMG’s CSR programme in KPMG Europe and contributes to its developing programme across Europe, Middle East and Africa.

Reporting directly to the Europe Board he is responsible for the policy development and implementation of environmental management and community engagement across all activities of the firm.

Under his direction KPMG has been ranked 1st for Giving Something Back by The Sunday Times for the last two years and 1st for Corporate Social Responsibility by the Financial Times.

Additional activities include Chairman of the Corporate Responsibility Group, main Board member of Business in the Community (BITC) and Director and Trustee of Missionfish – delivering charitable giving capabilities for E-Bay. He is also a Visiting Professor in Finance and Accounting, Strathclyde University, Glasgow Scotland.

He can be reached at michael.kelly@kpmg.co.uk.

Carbon Footprinting: Just one aspect of a robust climate change strategy, PART 1

Editor's Note: This is a two-part article by Michael Kelly of KPMG, discussing his firm's climate change strategy.  Part two of the article, which summarizes of the challenges and future outlook of the KPMG program will appear next week.

--------------------------------

KPMG in the UK has had a pro-active approach to environmental issues for a long time - our environment policy was first placed in the public domain some 8 years ago. This long term commitment to addressing issues of consumption patterns, resource use and of course climate change means that we have been measuring and managing our environmental footprint for a long time before it became fashionable to do so. Our work has influenced investment decisions, particularly around our new Head Quarters building being constructed in Canary Wharf and our management systems; we are still the only professional services firm to have all of its UK offices certified to the International Management Standard ISO 14001.

We do consider it is important to know what our carbon footprint is and how to influence it, however there are a large number of steps to be taken before a professional services firm focuses on the carbon footprint itself. The detail below deals with carbon foot printing but it would be wrong not to flag up the need to take a much more strategic approach to all environmental issues, one aspect of which would be the reporting mechanism and methodologies. If the purpose of measuring the businesses’ carbon foot print is to consider how best to reduce it then that should be part of a wider discussion around the whole environment strategy.

Calculating our carbon footprint

The carbon footprint for KPMG is reported to the Board regularly and in a form that enables all Board members to quickly identify where our environmental impact is lightest and broken down geographically as well as by sources of carbon. The engagement at Board level means that the discussions on specific environmental strategies are grounded in the reality of the business strategies and integrated into decision making – rather than an add on or after thought. It takes a cross-functional team to put together the numbers for the Board and the role of the CSR function in the process is that of ‘collator’ of information rather than ‘owners’. This has two explicit benefits; the individual functions and disciplines own their aspect of the carbon footprint of the Firm and the decisions on actions to mitigate or adapt are made as business decisions by those with the ability to make them happen – which is not the role of the CSR function.

Carbon Management

The first decision to be made is what is to be measured; this might seem obvious but there are no global standards in this area, they are under development but there is guidance from National Government as well as the EU and specific industry and sector standards. The boundaries of responsibility and the existence or otherwise of measurement systems generally dictate what is to be measured. For instance the carbon foot print of the supply chain is not something that is generally captured by existing management information systems but the expenditure on business travel is.

For KPMG the first cut in 2001 included energy in buildings we occupy as well as business travel by car. The energy data, gas, electricity and oil, was needed as part of a broader project to look at the efficiency gains of procuring these goods from a single supplier rather than simply measuring for measurement’s sake. At that time the UK Government was introducing the climate change levy and as part of our broader approach our electricity tender asked for the comparative pricing from sourcing electricity from renewable sources. We did find that the information most valued by potential suppliers was our ability to forecast when and how much energy we would be drawing from the grid; rather than simply the financial size of the contract. Our own use of that data allowed us to benchmark comparable buildings and look for further efficiencies in the way in which the buildings were run as well as consider specific investments We now have a Utilities Steering Group (which includes water management) chaired by our European Head of Facilities and including attendance by two key suppliers who address all aspects of our performance. This ranges from the changing needs of the IT Functions through to the comfort of our people at work. We know that a well managed office environment supports our people and poor conditions impact on efficiency and productivity as well as increasing our environmental impacts.

The taxation authorities' guidance around mileage allowances and the alignment with the carbon emissions of the vehicle mean that it is quite a simple exercise to map financial spend across to the carbon load from this mode of travel. It is also a very good time to promote car sharing for environmental, economic and societal reasons. None of our clients would expect a team of 4 to arrive on site in 4 separate cars nor would it in any way add to the strength of the client relationship. Additionally by incentivising drivers to take passengers we have avoided between 600,000 and 800,000 miles of travel a month.

Since that first iteration we have worked across the different business functions so that now we can report on our impact from air travel and the carbon equivalent emissions from the waste we send to landfill. This latter aspect is frequently overlooked but is a significant proportion of the foot print for any office based service business.

-------------------------

Mkelly_photo
Michael Kelly is the Head of Corporate Social Responsibility for KPMG Europe. 

Mike leads KPMG’s CSR programme in KPMG Europe and contributes to its developing programme across Europe, Middle East and Africa.

Reporting directly to the Europe Board he is responsible for the policy development and implementation of environmental management and community engagement across all activities of the firm.

Under his direction KPMG has been ranked 1st for Giving Something Back by The Sunday Times for the last two years and 1st for Corporate Social Responsibility by the Financial Times.

Additional activities include Chairman of the Corporate Responsibility Group, main Board member of Business in the Community (BITC) and Director and Trustee of Missionfish – delivering charitable giving capabilities for E-Bay. He is also a Visiting Professor in Finance and Accounting, Strathclyde University, Glasgow Scotland.

He can be reached at michael.kelly@kpmg.co.uk.

Event Summary: 2008 Ethos Conference, Sao Paulo, Brazil

As many of you know, the Ethos Conference is one of the largest CSR events in Latin America.  This year, STR Responsible Sourcing (formerly CSCC) was able to send one of our research associates, Rishi Arora, to the event to take in the activities and discourse.  We recorded an interview with Rishi where he talks about what is hot in the Latin American CSR world based on his time at the conference.  We now share this experience with you, in case you were not able to make to Sao Paulo yourself.

Click here to download the podcast.
To stream the podcast, simply left-click your mouse on the link. To download the file on to your computer for listening at a later time, right-click your mouse on the link and choose the "Save Target As" option.

Eu criticizes US 100% cargo scan requirement

The European Commissions has recently issued a critique of the US requirement to scan 100% of cargo destined for the US (the Homeland Security Bill came into force in August 2007, requiring that all US bound cargo by scanned in the ports of origin by 2012). The EU has repeatedly expressed opposition to the concept of a unilateral requirement to scan cargo destined for the US in ports of origin. 

According to the article:
• "The unilateral US initiative imposing 100% scanning in European ports of US bound containers is a high cost option compared to alternative approaches that would produce benefits to security." 
• "It would tend to divert scarce resources from other essential measures and might create a false sense of security and complacency." 
• "It would call for a shift of European resources away from European security requirements."
• "It could have serious repercussions for EU-US maritime transport and trade, and on transport organisation within the EU and worldwide, without any clear benefits in terms of enhanced security." 

The article offer the following interesting data on the 100% cargo scanning pilot project carried out at the Southampton port of Felixstowe.
• "In Southampton, three Radiation Portal Monitors, one Advanced Spectrographic Portal and one X-ray scanner (NII) were used…The total cost is estimated at $18 million for scanning around 5,500 US bound containers over a period of six months." 
• "In the case of Southampton a simple calculation of total cost relative to the number of scanned US bound containers gives an average cost/container that exceeds $500." 
 
In terms of impacts on other EU ports, the article mentions the following considerations:
• "The US legislation does not contain any financial clause or spending authorization for equipping foreign ports." 
• "The presence of multimodal incoming container traffic needing increased handling (unloading, transporting, and reloading) and transhipment would pose tough challenges for 100% scanning in many ports."
• "…changes (required by the scanning equipment) would often require expansion into nearby land side areas that would be very expensive or unavailable."
• "The share of containers scanned ranges from 0.1% in bigger ports to 3% in smaller ones." 
• "[Regarding transhipment]… resources would have to be readily available to perform the scan near the vessels, or the US bound containers would have to be stacked in extra storage area, and wait for the scan, raising costs significantly."
• "….scanning transhipped containers is likely to lengthen the average waiting time significantly.  The need to secure the scanned containers until they are loaded on the final carrier vessel adds extra costs.  Preliminary feedback from large EU ports offers cost indications in excess of $300/container for moving stacked containers to scanning stations,"

Lastly, the European Commission highlights these policy issues associated with the requirement::
• "In addition, 100% scanning would tend to divert transport flows towards those ports –mostly the larger ones- with the necessary financial leverage and container traffic volume to amortise the additional 100% scanning costs." 
• "An additional "transaction cost" to international trade would raise transport prices and depress growth (via reductions of imports/exports) without offering any real security benefit."
• "In many less developed countries [which handle approx. 66% of container traffic] 100% scanning would hinder the development of freight container operations in domestic ports and of the related shipping, logistics and trading sectors."
• "Finally, the US 100% scanning initiative assumes compatibility with WTO rules which is not established."

The final point appears to indicate that the European Commission may consider pursuing this matter further at the World Trade Organization’s Dispute Settlement Body, based on the argument that the cargo scanning requirement represents a new barrier to trade. As developments occur, CSCC will continue to update readers about developments along with analysis on the issue.
For a copy of the full text of the article, click on the following link:
1. http://www.americanshipper.com/PDF/comments.pdf

Ruggie's Recommendations

In the world of corporate social responsibility, there are two primary schools of thought on how to approach corporate compliance with human rights standards.  One approach is to push for legislation meant to enforce these standards; a second approach is to use market-based incentives as a means of encouraging corporate compliance with these standards.  On April 7, 2008, John Ruggie, the Special Representative to the UN on business and human rights, issued his draft report on how to conceive of business and government roles in upholding accepted human rights standards going forward.  The framework for his recommendation is rooted in a well-established international law concept: protect, respect, fulfill (or remedy, in Ruggie’s terms).

1. The State has a duty to PROTECT against human rights abuses by third parties, including business – this is a legal stipulation;
2. There is a corporate responsibility to RESPECT human rights – this is a societal expectation;
3. There is a need for more effective access to remedies – this need to FULFILL is a functional necessity.

Ruggie states that “there is no single silver bullet solution” to bridge the gap between law and practice, asserting that everyone involved “must learn to do things differently.”  He takes pains to distinguish his approach from that of the failed UN Norms, whose demise he attributes to a delineation of rights to be upheld rather than, as he proposes, the assignment of roles in upholding all rights. 

An Argentinian group (CEDHA, Center for Human Rights and Environment) issued a commentary on Ruggie’s latest piece and stated, “Ruggie again (as in previous reports) clearly steers the UN away from pressing for binding legislation, which was once conceived under the … UN Norms…” And Ruggie does use different language for States (who have a DUTY) and businesses (who have a RESPONSIBILITY).  He also states that corporations should not have the same duties as states and encourages states to “support and strengthen market pressures on companies to respect rights.”

Clearly, Ruggie supports market incentives for actors to uphold human rights, but does his framework preclude binding legislation, or does it allow for such legislation conceived of in a format different from the UN Norms?  At the national level, he refers to reporting requirements, redefining fiduciary duties and socially responsible investment as incentives.  Is he being politically astute in not mentioning alternative binding frameworks, or does he genuinely believe there are no such options?  An interview with Ruggie in Ethical Corporation Magazine reveals that he thinks the time is not right for a binding international treaty as there is not sufficient buy-in from stakeholders.  However, I felt he could have provided more ideas on state level legally-binding solutions to drive this process forward.

A recent development regarding the Central American Free Trade Agreement (CAFTA) demonstrates the delicate interplay between a standard-setting approach and an incentive-based approach to enforcement.  The law firm of Sandler Travis has reported that the AFL-CIO has filed the first ever labor rights complaint under CAFTA, in part to protest the U.S.-Colombia Free Trade Agreement.  The complaint cites fives cases in Guatemala where local labor laws were not upheld and the U.S. government failed to implement CAFTA labor provisions to remedy the situation.  The AFL-CIO’s chief international economist cites the incentive structures of free trade agreements as problematic stating that “once the U.S. approves a free trade agreement the partner country no longer has any incentive to make labor rights improvements.”  The U.S. government evidently responded by claiming that at least free trade agreements allow the U.S. to investigate the labor violation allegations.

This situation highlights the “governance gaps caused by globalization” that Ruggie refers to and shows why an incentive-based structure is so important to facilitate compliance with labor standards.  But an incentive-based structure, while important, is not sufficient.  At present, Ruggie points to a disincentive to uphold labor standards through bilateral investment treaties because “… treaties … permit… investors to take host States to binding international arbitration, including for alleged damages resulting from implementation of legislation to improve domestic social and environmental standards…”  So clearly, the national level legislative component is important and must not be negated by the incentives created.

The AFL-CIO complaint also highlights the third prong of Ruggie’s framework, the need for effective remedies.  Clearly, the right to investigate referred to above does not equate with fixing the problem.  The NAFTA labor rights component has faced similar criticisms of inefficacy.  Unless there are remedial mechanisms, judicial and non-judicial, as Ruggie alludes to, it seems unlikely that these provisions will be enforced at all in any trade agreement. 

The way forward will not be easy – Ruggie’s framework seems to be based largely on the good faith of the relevant actors to subject themselves to measures that would enforce their respective duties and responsibilities, if only through market mechanisms.  Relying on the good faith of these actors hasn’t worked so far, and there’s no indication it will work going forward.

If you have questions and comments about this blog, please contact Lara Blecher at lblecher@intlcompliance.com

Podcast with Michael Kobori (Levi Strauss & Co.) and Carrie George (CSCC)

The responsible sourcing world has been abuzz this past year with talk of increased collaboration among brands and their supply chain partners, NGOs, and other industry associations in the monitoring and remediation of “sweatshops”.  In the era of new media, CSCC has turned to podcasting to explore the issue of brand collaboration with Michael Kobori, Vice President of Supply Chain Social and Environmental Sustainability at Levi Strauss & Co., and Carrie George, Client Service Manager at CSCC.  The podcast is a frank and open dialogue on the benefits and challenges of increased collaboration in fighting exploitative labor conditions.

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