Li Qiang didn’t expect the McDonald’s executives would fly to New York to see him.
It was 2001, and the 29-year-old political refugee from China had just released his first report for China Labor Watch, the labor rights organization he founded. The report was on Merton, a company whose factory in Dongguan, China, produced toys for McDonald’s, Hasbro, and Disney. It followed a two-year investigation that Li, a former Merton factory worker himself, had orchestrated with his contacts there.
With detailed evidence, it found that employees were required to work for 120 consecutive days before getting one day off; that up to 20 of them were crammed into one dormitory room; and that the average salary, after required deductions, was just 13 cents per hour. Workers also complained of strong chemical smells and hands frequently burned by paint thinner. Because of an abnormal color in their urine, many told Li’s team they were “sure they will have some kind of c
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From the scandal of Luckin Coffee to the collapse of Didi, big names have dominated the discussion of Chinese companies listing on U.S. exchanges. Now, some analysts say it’s time to look more closely at the wild stock movements of several small cap Chinese companies — and the U.S. firms that advise them.
The former GE CEO talks about growing their China business, balancing U.S. interests, and why businesses need to focus on market access, not outsourcing.
