BP4GG Learning Brief 8- Leveraging Digital Tools to Support Factories and Garment workers

Business Partnerships for Global Goals COVID-19 Vulnerable Supply Chain Facility Business Partnerships as a Force for Good Learning Series

Business Partnerships as a Force for Good Leveraging Digital Tools to Support Factories and Garment workers Learning Brief No. 8

By Nicola Doody, Business Innovations Advisor, BP4GG and Rahul Malik, Garments Projects Lead, BP4GG Business Partnerships for Global Goals is a UK Aid funded programme implemented by Mott MacDonald, with support from Accenture Development Partnerships and IIED. We partner with UK and international retail brands, not-for-profit organisations, farms, and factories to provide economic, social, environmental, and health benefits to more than 1 million vulnerable women and men impacted by COVID-19 in 7 countries across Africa and Asia.

Reflecting on the four garments projects run as part of the Vulnerable Supply Chains Facility (VSCF) (which is set up under BP4GG), this paper shares the key benefits found in leveraging digital tools. It also shares some of the lessons learnt on delivering projects with digital components in a time of crisis. Three key points highlighted are: 1. In a time of crisis, starting with what you have can fast track impact, 2. Digital alone is often not the answer and 3. Developed the right way, digital tools can help build digital literacy.

These lessons can be used by donors, businesses, or not-for-profit organisations in future project delivery.

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C w om Ph ellb mu ot ein nit o g y cr ce me ed n m it: tre be C in rs A B u R an si E n In gla g a te de M rn s a at h ya io na l

The COVID-19 pandemic has had a huge impact on the way we interact and work.

Lockdowns, social distancing and remote working—for those privileged to have access to digital tools and infrastructure—have made us value the connectivity and flexibility it brings even more. For organisations working to deliver programmes in low- or middle-income countries digital tooling has, at times, been a lifeline. Travel restrictions and mandated lockdowns have meant many not-for-profit organisations (NFPs) have had to rely even further on digital tools and technology to ensure initiatives, designed to help protect and support those that have been most marginalised in society, can continue to be delivered.

Learnings presented at BP4GG garments sector learning event on 29 June 2021, attended by the following Vulnerable Supply Chain Facility partners: • • • • • • • • • • • •

CARE International Ethical Trading Initiative Dimensions GoodWeave International Impactt Marks & Spencer Monsoon New Look Primark Quizrr VF Corporation

Mott MacDonald | BP4GG | Business Partnerships as a Force for Good Learning Series | Learning Brief No. 8.

Through the Business Partnerships for Global Goals (BP4GG) programme managed by Mott MacDonald, the UK’s Foreign Commonwealth and Development Office (FCDO), garment retail brands, factories and NFPs have been working together in the garments sector to safeguard workers, combat gender inequality, provide access to primary health services and increase supply chain transparency in Bangladesh and Myanmar. All four garments sector projects funded by the Vulnerable Supply Chains Facility (VSCF) set up under BP4GG were reliant on digital tools and technology (such as tablet and smart phone-based trainings, information sharing and cash transfers) to deliver programmatic work and engage with people in need of support.

Digital tools and capabilities are becoming increasingly important in delivering development programmes with many initiatives now leveraging these capabilities to drive long-term impact, access and in some instances cost efficiency.

These benefits were even more important when faced with the challenges the pandemic brought when delivering programmes to garment workers and their communities in Bangladesh and Myanmar. With travel restrictions and mandated lockdowns, delivering programmes face-to-face was, at times, impossible. When open, garment factories were under increased pressure, and faced balancing the health risk and interruption that comes with face-to-face programming, whilst also catching up with delayed production.

GoodWeave Hidden Supply Chains in Bangladesh (Location: Bangladesh, Lead: GoodWeave International; Partners: Awaj Foundation, Monsoon Accessorize, VF Corporation, Humanity United) Building Bangladeshi apparel workers’ livelihoods and addressing the hidden nature of informal work through modern day slavery identification and remediation. The project aimed to map the full extent of garment supply chains – leveraging support from four local factories – and identifying examples of child, forced and bonded labour. Furthermore, it provided remediation/referral services to these individuals; shared COVID-19 prevention and legal rights information; provided immediate food and other aid to informal workers; and shared best practices with brand retailers.

Mott MacDonald | BP4GG | Business Partnerships as a Force for Good Learning Series | Learning Brief No. 8.

The project worked with mobile money provider WAVE Money to send cash transfers direct to factory workers Photo credit: The Myanmar Times

Impactt Bridging the Gap: Supporting the transition from Crisis to Resilience (Location: Myanmar, Lead: Impactt; Partners: Primark, Women Win) An innovative application of the concept of conditional cash transfers. This project delivered direct financial support, funded by UK Aid, to vulnerable garment sector workers – who were impacted by COVID-19.

In addition, it worked towards strengthening sustainable supply chain solutions, through partnerships between supply chain partners, civil society and technical experts with the aim to generate more widespread benefits to women workers in the longer-term.

Ethical Trading Initiative Supporting the garments sector in Bangladesh and Myanmar through the COVID-19 crisis

A Garment factory worker wearing a mask as part of covid-19 awareness Photo credit: GoodWeave International/Magnifier Creatives

(Location: Bangladesh, with additional learning focus in Myanmar. Lead: Ethical Trading Initiative; Partners: Arco, Dimensions, M&S, New Look, Primark, Sainsbury’s, Tesco.)

CARE International Preventing COVID-19 Garment Sector Health and Supply Chain Crisis

Building a strong and resilient garment sector that is confident, connected, and better prepared for future crises such as COVID-19. The project consisted of a coalition of garment retail brands working together through the Ethical Trade Initiative (ETI) to provide technical support for repurposing 6 factories, knowledge sharing on repurposing best practices with 14 additional factories and sharing COVID-19 occupation health and safety training and awareness.

(Location: Gazipur District, Dhaka, Bangladesh, Lead: CARE International UK; Partners:CARE Bangladesh, and Marks & Spencer) Strengthening community and garment factory health and Gender Based Violence (GBV) systems in response to the COVID-19 crisis in Bangladesh. This project focused on COVID-19 and GBV awareness for factory workers and community people, training for health champions and committees, supporting the functioning of satellite clinics and setting up digital wellbeing centres, behavioral change, and capacity building across 25 factories and 15 communities.

Wider learning is being shared through a digital platform and industry Expert Support Network, with best practices increasing the understanding on how to best implement ETI’s Base Code in the context of a crisis such as COVID-19.

A screenshot from the tablet-based training, highlighting women in leadership roles Photo credit: Ethical Trading Initiative

Participants at a Gender Based Violence training session Photo credit: CARE International

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Mott MacDonald | BP4GG | Business Partnerships as a Force for Good Learning Series | Learning Brief No. 8.

Benefits of using digital tools in VSCF There were consistent benefits in using digital tools across the VSCF garment projects: • Maximise reach in short time frames: Pace was important in each project to protect garment workers as quickly as possible. With a lifespan of only 12 months, the projects needed to work with as many people as quickly as possible. The Occupational Health and Safety (OHS) project led by the Ethical Trading Initiative (ETI), leveraged a tablet-based animated learning programme to deliver training more quickly and at greater scale than would have been possible with in-person classroom sessions. This enabled over 25,000 workers receiving OHS / COVID-19 prevention training in seven months.

• Timely monitoring and feedback: Given the importance of ensuring the effectiveness of health-based training, digital tools can provide real time feedback and monitoring. ETI used the downloadable participant feedback function pre-programmed on the tablets to track progress and participants’ training response. This enabled them to flex their approach to users’ needs. Through the online dashboard ETI was able to identify factories which required additional support when rolling out the training component while also being able to provide up-to-date information. This information could be shared within suppliers and garment retail brands keeping them engaged in the process. For Impactt, as they looked to assess workers needs and the impact of immediate relief cash transfers, keeping things simple with their uncomplicated monitoring and evaluation approach enabled them to easily understand workers’ vulnerability and assess the impact of the cash transfers.

• Securing factory and user buy-in: ETI found that by utilising pre-programmed tablets, factory management had greater ownership of training schedules as it enabled them to more easily combine training offered via digital tools with their ongoing work. This in turn increased the level of buy in and engagement received from the 20 factories involved in the project. For Impactt lockdown meant for one factory their COVID-19 and sexual harassment needs assessment process was moved from being in person to being conducted virtually. Whilst there were concerns this would result in workers being less open during the assessment process, they saw an increase in openness from workers. Giving workers ownership of the process, as they were able to select the time and place they spoke, resulted in them being more candid during the assessment process.

Mott MacDonald | BP4GG | Business Partnerships as a Force for Good Learning Series | Learning Brief No. 8.

In some instances, the digital tool required to support programme delivery was not available and innovation was required. CARE in partnership with Maya established 5 Digital Wellbeing Centres. These centres provided workers and communities with a service point to provide digital medical advice on general health, COVID-19, gender-based violence & mental health issues. As anticipated with a pilot, there were some initial teething problems, in this instance with the video component of the centres. By developing a digital tool that was not solely reliant on one channel (video) but also had tele-provisions the centres were able to continue to support users whilst these video issues were resolved.

“We cannot afford visiting government hospitals every time we have a health problem. So, we usually go to a nearby pharmacy. Then I learned that there was a digital Wellbeing centre set up called ‘Maya’ in my community by the VSCF project. I talked to the doctors through the Maya app and the doctor prescribed me some medicine. The service is very cheap and affordable. I feel healthy and happy now”.

Garments worker, Chandona Upazila, Gazipur, Bangladesh Project: CARE International- Preventing COVID-19 Garment Sector Health and Supply Chain Crisis

When an organisation does not have the option of using a tried and tested digital tool during a crisis when rapid results are required, it is important to consider how easy it is to implement. For Impactt, when selecting a cash transfer tool to provide immediate relief to workers whose income had fallen as a result of COVID-19, ease of implementation and user registration process were deciding factors in tool selection. Considering these elements led to the selection of Wave Money (a mobile wallet application that you can use with your mobile phone), enabling Impactt to make digital payments via a local banking partner. Whilst Wave was selected for its ease of implementation, with 98% of users utilising the tool for the first time and with Impactt having not used the tool before it required more support than anticipated to assist workers with setting up their accounts. When, such as times of a health crisis, timescales to impact are important, considering both user experience in using digital tools, as well as organisations experience in delivering them, is important.

Whilst it is important for organisations to continue to innovate and develop new digital tools to support programming, where possible this is most appropriately done during disaster planning and preparedness rather than during an emergency response.

As these projects come to an end, the programme has reflected not only on the benefits these tools have brought but also on lessons for the future use of digital tools for businesses, donors and NFPs when delivering projects.

Whilst these lessons have been drawn from using digital tools during the pandemic, they can be applied within and beyond other crisis situations facing supply chains. The learnings are summarised below:

1. In a time of crisis, starting with what you have can fast track impact Each of the BP4GG projects was designed and delivered during the time of a health crisis. The VSCF project partners recognised that impact needed to be achieved as quickly as possible to support garment workers to stay safe in the COVID-19 environment. This meant it was not necessarily the time to test new technology or technology partnerships as these could have teething problems, detracting from impact. As a result, whilst impactful, it can take longer for programmes to ramp up and reach the full target audience. For CARE, by building on existing programmes and the apps used, they knew they had a greater chance of successfully strengthening community and factory health systems at pace. By leveraging existing CARE apps (covering topics such as gender-based violence and first aid) and adding content related to COVID-19 awareness, prevention messages and proper mask usage, they were able to quickly provide instant services to factory workers and the community at a low or no cost service.

ETI also recognised the value of building on previously tested technology and relationships leveraging a previous partnership with the service provider Quizrr (a digital training platform) with whom they had previously implemented a tablet-based blended learning programme on Social Dialogue. The previous collaboration meant that the two parties were familiar with each other’s needs and way of working, in turn facilitating for contracting, design and roll-out which could be concluded within a shorter timeframe than otherwise required. Similarly, GoodWeave International utilised its existing Supply Chain Transparency Platform to store audit information and generate reports.

Poster promoting the QR code developed to expand the reach of awareness raising training Photo credit: Ethical Trading Initiative

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Mott MacDonald | BP4GG | Business Partnerships as a Force for Good Learning Series | Learning Brief No. 8.

2. Digital alone is often not the answer Whilst digital tools and technology were leveraged within each of the VSCF garments projects, there was also a strong recognition that digital tools alone would not result in the impact needed, particularly given the well documented, unintended consequence of marginalisation when relying on digital technologies to deliver programmes. Those who lack access to internet connectivity, digital skills, or affordable devices are left behind. CARE recognised this issue in the design of their programme, noting that some of the workers and community members they were targeting would not have access to the smartphones necessary to access many of the learning apps. In addition, such apps often require data usage which is too expensive for many. They therefore designed a method to ensure that those excluded by the need for a smartphone or data usage would still have access to the training and awareness building, via home visits (when possible) by volunteers.

Mott MacDonald | BP4GG | Business Partnerships as a Force for Good Learning Series | Learning Brief No. 8.

In addition, in times of crisis where access to face-to-face channels is limited, digital tools can be utilised by those who previously may not have had the confidence or capability. The Maya Wellbeing Centres and apps provided the community with access to free or inexpensive and affordable primary health services, which they found to be useful and lifesaving. These centres not only provided the community with health services but also helped build the digital literacy of its users who previously may not have had the confidence to use such tools.

It must be noted, however, that when developing and implementing programmes, consideration should be given so users do not feel pressured into using a tool they do not feel comfortable with or cannot afford to use. As noted, for each of the VSCF projects additional channels were used to drive as much inclusion as possible.

Looking ahead - the sustainability of digital resources

Maya health service app supported by CARE International Photo credit: CARE International

A key consideration for ETI when designing their awareness raising strategy was ensuring they could reach those users who did not access to their own smartphone. Through the provision of tablets, they could ensure they could reach all targeted workers independent of whether they have smart phones or not.

For Impactt the importance of non-digital channels was also crucial in raising awareness of the cash transfer programme and informing users on how to use the tool. Impactt used videos, posters, social networks, peer educators and one on one support to help build this awareness. In addition to building awareness, non-digital methods were also key for verification and risk management. For example, the use of a support line was critical to assisting workers and identifying high risk issues. Furthermore GoodWeave and its partner Awaj Foundation shared safety information on COVID-19 with workers through posters and stickers, as well as through in-person seminars that also included awareness on workplace rights.

Whilst overcoming challenges in providing face to face support was difficult, a blend of digital and non-digital approaches was important to ensure inclusion and achieve target reach.

3. Developed the right way, digital tools can help build digital literacy As noted, there was a risk of excluding the most marginalised target users of the VSCF projects through the utilisation of digital tools. There was, however, a realisation that through human-centred design the VSCF projects could become an opportunity to build the confidence and literacy of those who may not have previously engaged with digital tools. ETI utilised animations to make content more engaging for their target users. They also ensured that users would be able to recognise themselves in the content they were seeing to ensure it felt relevant and relatable. Through the provision of tablets in factories, ETI reduced the risk of marginalising those who did not have access to smartphones and enabled those, usually marginalised from such provisions to engage with digital tools and build digital literacy.

The use of digital tools by VSCF projects has been a key factor in their notable success in delivering relevant services to workers, at pace and at scale within a sector in crisis. Considering the sustainability of these tools once the projects have come to an end has been a key focus considering their role in the resilience of the sector to future shocks.

Sustainability needs to be considered from several perspectives including financial sustainability and continued user engagement. VSCF partners have taken a number of steps to ensure the sustained and continued impact of their learning content across these different considerations.

For ETI deploying a train-the-trainer approach enabled ongoing support through a trained in-factory resource person. This aimed at creating greater sustainability as the trainers will be able to continue to provide support and training within the factories after the project has come to an end. In addition to training in-factory support, ETI developed, printed, and distributed a set of five separate flipcharts covering different training components from COVID-19 to Accident Investigation. These physical tools supported digital learning and combined with the training provided to in factory support is expected to increase quality and longevity of learning.

Both ETI and CARE have published the material developed through the facility publicly, enabling it to be used by others to scale and sustain the impact of their solutions. In addition, ETI have developed a brand value proposition to support factories with a number of the elements provided through the VSCF [e.g. OHS training]. This will be offered to brands on a commercial basis for deployment to factories beyond those reached by the VSCF project ensuring existing content continues to be delivered to garment workers. Following the success of cash transfers within the project delivered by Impactt and Primark, Primark are committed to supporting digitalization of wages as part of their long-term supply chain strategy and thinking about how FinTech such as Wave Money can be used to bring financial services to some of the unbanked in future work.

Garment retail brands and governments must encourage and support factories and NGOs in utilising these tools in other factories as well, so that more players can benefit from these tools and their content.

As the garments industry players focus on building back better after the COVID-19 pandemic, garment retail brands, factories, governments, and NFPs must come together to consider how more stakeholders can be made aware of the value of these tools and work together to ensure their sustainability. In doing so garment organisations will see value from both a worker standpoint but also for the benefits to supply chain resilience.

“ETI’s training techniques are very effective. Two of the factories of Modele Group have received tab-based training which is fantastic - this type of training is innovative, and our workers are enjoying it. Most of our workers have never used a tab before but this project has given them the opportunity to use and learn through a tablet. I believe that they are also sharing these perceived knowledges to their coworkers and family members”.

Arup Kumar Saha, DGM Admin, HR & Compliance, Modele Group

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Pakistan

Bangladesh

Ghana

Myanmar

Ethiopia Kenya Tanzania

Zimbabwe

VSCF countries

Business Partnerships as a Force for Good Learning Series VSCF Vision “To enable vulnerable people and supply chains to recover from and remain resilient to the economic and social impacts of COVID-19, by leveraging the reach and influence of responsible businesses through partnerships.”

VSCF Mission “To enable recovery and resilience from the COVID-19 pandemic by forming strategic partnerships with global businesses. Working within supply chains in Africa and Asia, we will test and scale approaches to provide additional health and safety support, increase incomes, safeguard jobs, and ensure continuing access to markets. We will support vulnerable people within supply chains to recover from COVID-19, and support responsible businesses to build on these experiences to become more sustainable.”

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