SRC’s Revival Brings Hope, Dignity To Workers

Many dared to hope for a long-overdue turnaround in the living and working conditions of the Salala Rubber Corporation (SRC) when the company changed ownership in August of last year.
Socfin, a Luxembourg multinational group that owned SRC, had just divested its investment, leaving behind years of unresolved social and infrastructural problems.
But barely four months later, echoes of optimism are reverberating among workers as issues of decrepit housing units and a plethora of other problems left behind by Socfinaf are being addressed.
“What we are seeing from the new SRC management is a genuine commitment to solving all the legacy issues that existed under the previous regime,” says Henry George, a tapper headsman at Camp One. “We applaud them for the work being done as we look forward to seeing all the legacy issues solved.”
George’s comments come as business tycoon Upjit Singh Sachdeva (Jeety), in the course of acquiring the SRC, made it a priority to address the damning Earthworm Foundation report, which documents a myriad of unresolved social challenges under Socfin.
Among the most alarming findings of the report were the dire living conditions of workers and poor provision of social services, among others.
However, these dilapidated housing units, for which Socfin was criticized for having workers live in, are being renovated, with the construction of new ones taking place as well.
Over 120 homes have already been completed as part of a broader 24-month modernization plan for all the housing units in the seven camps.
“While a lot of workers at SRC are still in need of better housing, we appreciate the ongoing works so far,” says James Kollie, a rubber tapper with over 10 years of experience. “The pace at which the new management is renovating and constructing new homes gives us hope that all workers’ camps will receive an upgrade within the 24-month timeframe.”
Echoing Kollie’s sentiments, workers see the ongoing work across different segments of the plantation as a fundamental shift in how the company now treats its workforce—reflecting a management philosophy they believe prioritizes employee well-being.
However, the workers say they hope that all camps will benefit from the housing modernization process in a timely manner, so that every worker can have a home that offers better protection against rain and extreme weather—something that has been lacking for years.
In response to the concerns, Jeety says he understands the workers’ call for better homes and promises to resolve “the issues once and for all within 24 months,” as the living conditions of workers worried him more than anything else.
“My goal is to address all the structural issues along with others raised in the report, including those related to employment through a phased and systematic approach,” says Jeety in a sit-down interview discussing his vision for SRC and the Earthworm report. “I want every action taken to prioritize the well-being of the workers and, as much as possible, the surrounding communities.
“So far, I have held over three meetings with workers, shared the company reorganization plan with them, and secured their buy-in finding common ground wherever possible,” he added.
Housing at SRC has been the main source of workers’ long-standing grievances against the company.
In June 2024, tensions peaked, triggering a violent protest, which resulted in the burning and ransacking of the company’s properties, forcing Socfin to eventually shut down the company and divest.
According to Jeety, over the course of 24 months, more than 500 homes within SRC will either be renovated or newly constructed, saying the progress made so far clearly demonstrates his commitment to improving the “homes of the company’s workforce.”
As part of his vision for SRC, Jeety has announced a series of historic first-time projects which, when completed, would improve the overall quality of life on the plantations.
These projects include the provision of electricity to all camps at no cost to the workers; an amenity that was virtually unimaginable for workers years ago and the construction of a borehole system to supply running water in every camp once all are completed.
While these projects are earmarked for completion within two years, some are expected to be ready sooner.
Projects including a cost-free Starlink internet service and the introduction of an ambulance are expected to be completed by the third quarter of the year.
In planning these projects, Jeety has held countless meetings with SRC workers to discuss the final details and agree on an implementation timeline.
However, the proposed two-year timeline has led to significant disagreement, with workers describing it as “unnecessarily long” arguing that management has what it takes to complete the projects within one year.
“These projects are truly commendable but we do not agree with management’s two-year timeframe. During our meetings, we negotiated for a one-year or one-and-a-half-year timeline, but management said they could not,” says Samuel Morris, one of SRC’s longest-serving workers. “We are disappointed, but we appreciate the new management’s leadership style involving us in project planning and holding regular meetings to resolve differences and find common ground. We agreed on the projects but differed on the timeline.”
According to Jeety, he understands the workers’ desire for fast-tracked projects but economically, it is not feasible, as changes take time and considering the long-term sustainability of the projects, the “two-year timeframe is the best.”
“These projects will be provided at no cost to the workers, proper planning requires to ensure the investment long-term sustainability,” Jeety added. “I inherited a business with many unresolved legacy issues, including years of losses, and it will take time to fix all the problems. The two-year timeline is more realistic as we can only do construction for six or six months a year due to heavy rains.”
The internet and ambulance projects, when completed, would be a game-changer, as the rising cost of data and inconsistent network coverage across the plantations make internet access expensive for most workers. While the ambulance service will significantly reduce delays during medical emergencies; a situation that has forced workers to rely on makeshift solutions in critical moments.
The SRC school system and the health center, which were among the many poorly run facilities Jeety inherited as part of his acquisition of the company, have been completely renovated after years of neglect.
The clinic now boasts a well-qualified doctor and staff, and an array of medical equipment and supplies, including a lab that can perform any diagnosis; just as it can be done at any top-notch hospital in Liberia.
The schools, including the senior high, have been renovated, boasting first-of-its-kind basic necessities like electricity, ceilings, running water, and an upgraded science lab; creating a conducive learning environment while new school buses ferry children to and from home. Perhaps the most important of the changes has been the introduction of a daily meal program, which parents, students, and administrators say has dramatically boosted attendance and student retention.
“Our enrollment and consistent attendance rates have risen noticeably since we began offering meals,” observes Cuthbert Williams, the principal of the SRC school system.
Williams stated, “Parents see that their children are guaranteed a proper meal at least once a day, and it encourages them to keep them in class. As a direct result, students are more focused, and we are already seeing improvements in exam performance.”
For Daniel Henry, the most exciting of all the developments in SRC is the introduction of a scholarship scheme for graduating students. Under the scholarship scheme, students who score an A+ in the national WASSCE exams will receive scholarships to study in India, while those who earn an A will qualify for local university.
The scholarship is historic as it would be the first time SRC sponsored its graduates to seek university educations.
“For years, our schools were neglected. Students were hungry, and buildings were falling apart,” Henry siad; SRC schools’ Student Council President. “Now, classrooms have fans, bathrooms are clean, running water is available, and reading rooms and labs are up to date. The most exciting of all of these is the scheme of scholarships—both local and international.”
Beyond physical infrastructure, Jeety has also had to deal with the massive layoff of workers, which created uncertainty and economic distress among the local communities.
There was fear that he would continue with downsizing, leaving hundreds of workers unemployed. Instead, he took a different approach, re-hiring the laid-off workers, saving 900 jobs in the process as a result of Socfin’s closure.
The issue of salary advances with interest was another sticking point. The Jeety management had inherited a structure where senior Liberia staff, along with others, without the company management knowledge, had established a loan scheme in which salary advances were given as loans with a steep 25% interest rate, forcing many workers to find themselves caught in a cycle of debt, struggling to meet monthly expenses.
While the policy remains, the interest rate has since been canceled — a move employees described as life-saving.
“The management’s decision to cancel the interest rate is one of the most impactful structural changes on the lives of the workers,” said Joseph Sackie, head of Camp Two.
“Now, we have access to cash at any point in time, without the worries of running into debt,” Sackie added. “We’re thankful that the new management listened to us, and kept the policy but removed the contentious part, which was the interest rate.”
The employment reforms pursued by Jeety have seen a remarkable turnaround in the lives of rubber cup cleaners; a critical task in daily plantation operations carried out by women. Previously, a cup cleaner used to be hired by a tapper and paid US$15, which would amount to US$45 if she worked for three tappers.
But now, all of them 120 in total have been formally hired by SRC and paid $120 per month, for five-hour work shifts, which is far above their previous $45 salary.
“I used to worry if the contractor would pay me on time, or if they would deduct unexplained costs,” 30-year-old Mary David who has cleaned rubber cups for more than five years said.
She emphasized, “Now, I have a consistent wage and I’m recognized as a full SRC employee. My family’s quality of life has improved, and I feel like I’m finally being treated with respect. We now work for a shorter time than before, among other benefits.”
Mary’s view has been echoed by her colleagues; as they describe the changes as historic and a sign of growing respect for their labor and contributions.
Jeety’s nearly five months of ownership of SRC has brought about a mix of relief and cautious optimism, one common theme among workers is the issue of bonus systems.
Workers said even though their base salaries are in alignment with the Decent Work Act, the existing bonuses do not reflect the rising cost of living.
When asked about these concerns, Jeety acknowledged the workers’ desire for a higher bonus system but noted that the current arrangement was agreed upon in consultation with them.
“Back in February, we held meetings, and it was actually the workers who proposed that the bonus be given in cash instead of rice—we agreed on that,” he said. “At the same time, our reforms have saved workers about $25 on average, since they no longer pay interest on salary advances, plus another $15 because they’re not covering the cost of cup cleaners. That’s $40 in total savings per worker.”
“We inherited a business that had been running at a loss for years. Our main goal is to return the business to profitability while at the same time, looking at the welfare of our employees,” Jeety noted. “That said, we take the bonus concerns seriously and will review them in the near future.”
SRC workers remain cautiously optimistic, saying that they believe the Sachdeva ownership of SRC will bring about genuine and transformational change; one that honors their labor, values their lives, and offers their children a brighter tomorrow.