<p>This study critically examines the intricate interplay of Corporate Social Responsibility (CSR), Human Resource Management (HRM), and technological interventions within Bangladesh’s ready-made garment (RMG) sector, as the RMG sector of the country plays an important role in global fashion supply chains. Drawing on empirical data from interviews, focus groups, documents, and site observations, the research reveals a persistent gap between CSR rhetoric and workplace realities, where HRM struggles under production pressures, and technology serves both transparency and surveillance functions. The current buyer-driven governance model fosters fragmented compliance, marginalises worker agency, and perpetuates power asymmetries, undermining sustainability ambitions. The study advocates for a transformative governance model that emphasises shared responsibility, strengthened state regulation, worker co-governance, strategic human resource management empowerment, and ethical technology design. It highlights the necessity of inclusive digital governance frameworks that empower workers through accessible, transparent, and participatory technological tools. The aim is to ensure that technology serves as a catalyst for labour justice and sustainable industrial development. By moving beyond superficial ethics and technology-driven solutions, the research advances a comprehensive vision for sustainable labour governance, prioritising worker dignity, accountability, and systemic resilience.</p>