Could you kindly elaborate on this "3rd world" that you refer to? And perhaps tell me more about the 1st, 2nd, and any other worlds we live in or are neighbours to? I couldn't care less about semantics but you use an incredibly outdated phrase that explains nothing and stinks of little but xenophobia.
Yes, the countries you refer to do have serious challenges with corruption in government and in industry, but your suggestion that the average worker hailing from India or China is dishonest is an insult to those Indians and Chinese at home and to South Asian and Chinese diaspora across the world.
The use of workers that lack a degree of luxury watchmaking experience and knowledge that would be found in greater abundance closer to the manufacture's home is of course a cost cutting measure, and if I had reason to believe that my watch may not receive the attention it deserves (due to the watchmaker's training/experience) I would ensure that it is sent to Switzerland. It should not be conceivable that I should even have to consider making such a decision (perhaps if that decision is on the table then it suggests the purchase shouldn't have been made in the first place). We should be confident that the service received at a Richemont centre will be equal to the manufacture. But, in the context of a firm such as Richemont, with its scale and scope, I would think twice before using a somewhat generic service centre, the staff of which I would not expect to be able to deliver a level of knowledge/experience that a JLC trained and employed watchmaker will be accustomed to. Nonetheless, the damage referred to by yourself and possibly others sounds like carelessness that should not be found with any service centre or dealer, and that should be recognised and resolved by the centre.
I entirely agree that it is unacceptable for an organisation with responsibility for a firm such as JLC to take any measures that may jeapordise the welfare of timepieces at their service centres. However, such measures, whether manifest in the lack of attention, care, knowledge or experience on the part of a watchmaker (/technician), are the responsibility of the firm's management and quality control procedures. If I am ever to use a Richemont service centre and find damage caused by the service centre I will not seek out the watchmaker but the manager and a counterpart from JLC, a firm that, despite its position within the Richemont structure, I have no doubt would do its utmost to ensure the best from a Richemont service centre. And if Richemont's service centre manager proves unsatisfactory (as sounds the case in your experience of the centre denying damage clearly caused by their staff) then there are clearly failures at the core of the organisation's after sales service that far transcend the use of staff from lndia or China.
Best,
Frank