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Summary

In 2011, approximately 400 J-1 student guest workers from around the world protested exploitative working conditions at a Hershey’s packing plant in Palmyra, Pennsylvania. The students, supported by unions and activist groups, walked out, held sit-ins, and organized protests in multiple cities. The campaign led to government investigations, penalties against subcontractors, and reforms to the J-1 Summer Work Travel program in May 2012, though it is unclear if students were fully compensated.

Background

The J-1 exchange visa program, created in 1961, allows international students to work in the U.S. for cultural immersion. In June 2011, about 400 students were sent to a Hershey’s packing plant in Palmyra, Pennsylvania, by CETUSA, a contractor criticized for poor treatment of guest workers. The students faced heavy labor, uncomfortable conditions, and severely reduced wages, with some earning less than 3,000 to $6,000 each had paid for the program.

What happened

In June 2011, about 400 J-1 students from various countries began working at a Hershey’s packing plant in Palmyra, Pennsylvania, under conditions they found exploitative [source: nv-database]. After meeting with local AFL-CIO union leaders, the students faced ‘captive meetings’ where managers threatened deportation if they continued organizing [source: nv-database]. On August 17, 2011, students, along with AFL-CIO and National Guestworker Alliance (NGA) members, walked out of the factory and held a sit-in on company grounds, leading to the arrest of three union officials [source: nv-database]. Protests continued the next day, and the students were dismissed from the factory [source: nv-database]. The campaign spread to Pittsburgh, Philadelphia, and New York City, including a protest at Hershey’s building in Times Square on August 31 [source: nv-database]. On September 7, students presented a 67,000-signature petition and a Human Rights Commission report to Hershey executives, which were ignored [source: nv-database]. On September 23, 400 students and 1,000 supporters rallied outside the Palmyra plant [source: nv-database]. Hershey’s claimed the subcontractors Exel, SHS, and CETUSA were responsible [source: nv-database]. Protests continued on Halloween in New York City, and the next day, United Students Against Sweatshops activists rallied outside CVS stores to urge a boycott of Hershey’s products [source: nv-database]. In February 2012, the Department of Labor penalized Exel and SHS for safety and health violations, and CETUSA was removed as a J-1 recruiter for threatening students and failing to pay full earnings [source: nv-database]. In May 2012, the J-1 Summer Work Travel program was modified to prevent exploitation, disallowing work in dangerous fields and emphasizing cultural exchange [source: nv-database].

Key people & organizations

  • Tudor Ureche
  • Godwin Efobi
  • Ignacio Torres Sibaja
  • Rick Bloomingdale
  • Saket Soni
  • National Guestworker Alliance
  • United Students Against Sweatshops
  • AFL-CIO
  • The Hershey Company
  • Exel North American Logistics Inc.
  • SHS Onsite Solutions
  • CETUSA

Tactics used

The campaign combined direct action (walkouts, sit-ins, picketing) with coalition-building (unions, activist groups) and public pressure (petitions, media attention) to escalate the issue from a local labor dispute to a national scandal, forcing government intervention. [source: nv-database]

Outcome

Verdict: partial.

The campaign achieved 5 out of 6 specific demands, including government penalties against subcontractors and program reforms, but it is unclear if students were ever properly compensated or received refunds of their program fees [source: nv-database]. The partial success was due to sustained protests and media coverage that prompted federal investigations and regulatory changes.

Lessons

  • Building alliances with established labor unions and activist networks can amplify the power of a small group of workers.
  • Sustained public protests and media attention can pressure corporations and government agencies to act, even when direct negotiation fails.
  • Targeting a company’s brand through protests at retail locations and petitions can increase public pressure.

Sources

Disclaimer: Included as a teaching example of campaign craft, not as endorsement.

Sources & verification

  • nv-database — grounding: primary — license: link-only
  • Rewritten: 2026-06-25 via worker_casestudies_v2.py

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