open, instead of being a lifeline, they become a chimney," says Nova. .

Without working sprinkler systems or exterior fire escapes, "this building was clearly a firetrap," says Charles Kernaghan, director of the Institute for Global Labour and Human Rights, which is trying to organize Bangladeshi workers. "Clearly the executives of the factory did not have their own exit strategy."

The sweater fiirm's managing director Rahman was also a director of the country's powerful Bangladesh Garment Manufacturers and Exporters Association (BGMEA). The death of an executive â?? rather than factory floor workers â?? and his BGMEA status may cause this fire to have broader impact.

"I hope the government and industry will make greater changes" than after earlier fires, said Ripom.

Nova, whose group is funded by colleges and universities who wanthigher standards at factories that produce their licensed clothing, hopes so too.

"It's madness," he says. "It's indicative of the fact these guys are pursuing a strategy that is so high risk, they are risking their own lives."

Said Gap senior director of public affairs Debbie Meshosh, "We are hopeful there is momentum in bringing parties together to achieve lasting change."

Meanwhile, repercussions for apparel brands continued from the Rana Plaza collapse.

Biagio Chiarolanza, CEO of Benetton, has confirmed that his company had bought small numbers of shirts from a manufacturer called New Wave that operated in the collapsed plant. In an interview with the Huffington Post from Italy, he said that at the time of the disaster one of Benetton suppliers in India had subcontracted work to a company in the