Accueil > The consequences of the Rana Plaza tragedy

KETU 2130 - The Rana Plaza disaster impact on CSR and on the stakeholders strategies in the fashion industry

Type d'enseignement : Seminar

Semester : Autumn 2018-2019

Number of hours : 24

Language of tuition : English, French


To read the case study provided before the first session of the course.To get an overview of the global value chain in the apparel and fashion industry, see websites of UNIDO, World Bank and Business of Fashion (BoF). On CSR, for a short introduction, Moon Jeremy “Corporate Social Responsibility”, Oxford, Oxford University Press, 2014. In addition, see International Center for CSR Copenhaguen Business School website

Course Description

This case study examines the consequences, in the field of CSR, of the Rana Plaza disaster, in April 2013, causing more than a thousand dead and two thousand injured in Dhaka, capital city of Bangladesh, one of the poorest countries in the world and the world's third largest garment exporter after China and the EU. The case is about the remedies to improve the CSR in the global clothing and fashion value chain. This global value chain is characterized by the fragmentation of production for assembling garments all over the planet with a massive use of global outsourcing. Working conditions still vary widely across sourcing regions, workers facing unsafe factories, not fair living wages and general non-compliance with international standards. Beyond the immediate Rana Plaza victims' financial compensation, labour rights, including wages and trade unionization, are called into question. From a broader and longer term perspective, the integration of CSR approaches in the global value chain management by industry stakeholders raise the issues of the responsibility of multinational client corporations (buyers) and local suppliers, sometimes hidden subcontractors. How do they address these issues and what is their interest in term of business (do they have much to gain from improving working conditions?)? All this, in turn questions the reforms, regulations and remedies undertaken so far by business associations, NGOs, public stakeholders such as national governments, European bodies or multilateral organizations (UN, ILO, OECD…). What are their own goals, strategies and agendas? What are the policy, the legal and the technical tools used? What are the constraints faced by each category of players. What are the achieved results, the prospects and future options? The case study will examine and assess the different institutional mechanisms implemented and possible action plans as well as the obstacles to be faced and the role played by academia and research for such issues.


JACOMET, Dominique (Directeur général)

Pedagogical format

Case study with team work (oral) and individual work (oral and written). The conceptual foundations will be presented by the lecturer. The class will separate into several teams of students (according to the size of the class). Each team will have to present the strategy and the agenda of each category of stakeholders involved in the case study (according to the number of groups). Each team will designate its own coordinator to interact by email with the lecturer. The subject of the notes to be individually done will be discussed with the lecturer for approval

Course validation

40%: Individual note of 3 pages maximum 20%: Oral team presentation 20%: Oral individual presentation (keynote) 10%: Individual participation The details on student assessment will be provided at the first session of the course.


Each student and each team of students will have to study the case with the extensive bibliography attached. They have to do their own additional research to prepare the 6 sessions of the course for delivering individual notes and individual oral keynotes, team oral presentations.

Required reading

  • MOON(Jeremy),Corporate social responsibility, a very short introduction,Oxford,Oxford University Press, 2014
  • CROUCH (Colin), The responsible corporation in a global economy, Oxford, Oxford University Press, 2011

Additional required reading

BCG and Global Fashion Agenda, Pulse of the fashion industry,2018,