The journey toward sustainable industrial relations in Bangladesh’s RMG sector cannot succeed without trust at the factory floor level. Even the best policies fail when workers feel unheard or owners feel unprotected. That’s why a functional grievance redress system is no longer optional—it’s a foundational tool for maintaining operational harmony.
As Bangladesh aspires to maintain its global competitive edge in apparel exports, resolving disputes early, fairly, and transparently through proper mechanisms is essential for both worker satisfaction and business continuity.
Why Grievance Mechanism Matter
Grievances—whether related to wages, working conditions, overtime, harassment or violence—can fester into strikes, absenteeism, or reputational damage when left unaddressed. In contrast, an effective grievance redressal mechanism may contribute to increase worker retention, enhances brand confidence, reduce production disruptions.
The ILO Tripartite Declaration (2024) and BGMEA’s Strategic Plan (2025) both highlight grievance systems as pillars of industrial peace.
Grievance systems are more than just complaint boxes—they are trust-building tools. When designed with accessibility, confidentiality, and responsiveness in mind, they empower workers to speak up without fear of retaliation. This fosters a culture of openness and mutual respect. Factories that invest in grievance mechanisms often see improved worker-management relationships, faster conflict resolution, better alignment with international compliance standards.When grievance handling becomes proactive rather than reactive, it transforms the workplace into a safer, more equitable environment.
Grievance Mechanism Landscape in Bangladesh (Apparel)
🔹 Governmental Mechanisms
1. DIFE (Department of Inspection for Factories and Establishments): Operates under the Ministry of Labour and Employment, DIFE handles workplace complaints through its online portal (LIMA) and field inspections. DIFE received thousands of complaints annually, with a focus on wage disputes, safety violations, and labor rights. (DIFE, 2025)
2. GRS (Government Grievance Redress System): A centralized platform for public complaints across ministries, including labor-related grievances. Citizens can file complaints anonymously or with identity and receive updates via SMS/email. (GRS Portal, 2025)
🔹 Private Sector & NGO Mechanisms
3. RSC OSH Complaint Unit: The RMG Sustainability Council (RSC) runs a confidential OSH complaint mechanism independent of factory-level systems. Receives ~33 complaints/month; resolves ~16/month. Covers 1887 factories (51% of export industry). (RSC, CPD, 2025)
4. Amader Kotha Helpline: A 24/7 toll-free helpline for workers to report grievances anonymously. 99% resolution rate; 92% safety issues addressed. (Amader Kotha, 2025)
5. Awaj Foundation: Provides legal aid, health services, and grievance support through Workers’ Cafés and mobile outreach. Over 14,000 workers supported legal aid. (Awaj Foundation, 2025)
6. Phulki
Focuses on gender-sensitive grievance systems, including Women’s Cafés and anti-harassment training. Increased safe reporting among female workers. (Phulki, 2025)
7. Nirapon: Provides a Safety Management Program with helplines and quarterly reporting. Strengthens safety culture post-Alliance. (Nirapon, 2025)
🔹 International & Brand-Led Mechanisms
8. Better Work Bangladesh (BWB): Joint ILO-IFC initiative with factory-level grievance systems and industrial relations support. Improves internal resolution and compliance. (Better Work, 2025)
9. ACT on Living Wage: Supports grievance mechanisms embedded in collective bargaining frameworks. Promotes wage justice and dispute resolution. (ACT, 2025)
10. Fair Wear Foundation (FWF): Operates helplines and complaint systems across sourcing countries. Enables remediation and systemic change. (FWF, 2025)
11. amfori Speak for Change: Integrated with amfori BSCI, offering safe reporting and guided remediation. Enhances visibility of social risks. (amfori, 2025)
12. Ethical Trading Initiative (ETI): Provides tools and guidance for worker-centered grievance systems. Promote transparency and continuous improvement. (ETI, 2025)
13. Fair Labor Association (FLA): Third-party complaint system for serious labor rights violations. Leads to union recognition and factory-level reforms. (FLA, 2025)
Core Principles of an Effective Grievance Mechanism
The foundation for grievance systems was laid by the ILO’s Examination of Grievances Recommendation No. 130 (1967), which emphasized fair, accessible, and impartial procedures for resolving workplace disputes. These principles were later expanded by institutions like the World Bank and UNDP, and formalized globally through the UN Guiding Principles on Business and Human Rights (UNGPs) and the OECD Guidelines for Multinational Enterprises.
Today, these frameworks guide grievance systems across industries, including apparel, and are reinforced by sector-specific programs. The eight globally recognized principles for effective grievance mechanisms are:
- Legitimacy – Trusted and accountable in its operations.
- Accessibility – Usable by all stakeholders, with support for vulnerable groups.
- Predictability – Clear procedures and timelines.
- Equitability – Fair access to advice and representation.
- Transparency – Regular updates and disclosure of outcomes.
- Rights-Compatibility – Remedies aligned with international human rights.
- Continuous Learning – Feedback-driven improvements.
- Engagement & Dialogue – Stakeholder involvement in design and resolution.
These principles ensure grievance systems are not just procedural tools, but vital instruments for building trust, resolving conflict, and promoting workplace justice.
Strengthening Grievance Systems: Strategic Recommendations for Sustainable Impact
To move beyond compliance and embed grievance systems as a core part of factory culture, the following strategic actions are recommended. These are grounded in international labor standards and adapted to the realities of Bangladesh’s apparel sector:
1. Mandatory Grievance Committees in All Factories: Every factory, regardless of size or export status, should establish a grievance redressal structure. This aligns with ILO Convention No. 98 (Right to Organize and Collective Bargaining) and Convention No. 135 (Protection of Workers’ Representatives), ensuring that workers have institutional channels to voice concerns.
2. Union-Management Collaboration: Grievance resolution should be a shared responsibility. Training programs for union leaders and HR managers can shift the dynamic from confrontation to collaboration, fostering joint problem-solving.
3. Digital Reporting Mechanisms: Technology can democratize access to grievance systems. Mobile apps, SMS platforms, or QR-code kiosks allow workers to report issues discreetly and track resolution.
4. Third-Party Facilitation: In high-conflict environments, neutral facilitators—such as trusted NGOs or labor mediators—can help resolve grievances impartially. This builds trust and ensures fairness.
Policy Integration and Regional Perspective
To institutionalize grievance systems, policymakers and industry bodies can mandate factory-level grievance committees, integrate digital reporting into labor inspection systems, and incentivize third-party facilitation through compliance scoring. Embedding grievance mechanisms into national labor policy and export compliance frameworks would ensure consistency and accountability across the sector.
Compared to Vietnam and Cambodia, where grievance systems are often embedded in union-led structures or brand-driven audits, Bangladesh has made notable progress in diversifying its grievance ecosystem—through helplines, NGO partnerships, and digital pilots. However, Bangladesh still lags in system-wide enforcement and worker awareness, areas where regional peers have advanced through stronger legal mandates and centralized grievance dashboards.
Final Thought: Weaving Trust into Every Stitch
Grievance systems are not just operational tools—they are the social infrastructure of a just and resilient apparel industry. In Bangladesh’s RMG sector, where millions of workers power a global supply chain, the ability to raise concerns and receive fair resolution is central to both dignity and productivity. As this article shows, the sector has made meaningful strides—from helplines and committees to digital platforms and third-party facilitation. But the journey is ongoing.
To truly embed grievance systems into the fabric of factory culture, stakeholders must move from reactive compliance to proactive care. When workers feel safe to speak, and management is equipped to listen, operational harmony becomes not just possible—but sustainable.
By Md. Mahfuz Ul Bashar
