All over the world, companies, governments, NGOs, trade unions and workers use social dialogue to achieve the desired outcome on social issues at the workplace.
Discover 5 best practices of social dialogue presented below.
Negotiations, consultations, social dialogue training
Where: Benin
Sector: Healthcare
In the hospitals in the West African country of Benin, strikes were an everyday occurrence. It was the hospital employees’ way of making their desire for better working conditions known. The strikes were not particularly successful.
Ultimately, the success factor turned out to be social dialogue training. Trade union partner COSI engaged CNV Internationaal to do this, and CNV manager Suzanne Kruizinga travelled to Benin to teach the trade union negotiators the skills to successfully negotiate, consult, and exchange information. She taught them to get people to start thinking about things by asking them rather than by judging them. “Showing the people you talk to that you see them as real people who are trying to help others, and showing them that you understand them is the key to being able to properly talk to acht other”, according to Suzanne Kruizinga. After the training, the trade union negotiators initiated a constructive dialogue with the government and the employers, which eventually put an end to the strikes.
Sources:
CNV Internationaal. (2017). The Value of Social Dialogue (pp. 1-40). Utrecht: CNV Internationaal.
Improved safety and health, melon plantations, improved productivity
Who: CNV Internationaal, CGT, government of Honduras, Grupo Agrolibano,
Where: Honduras
Sector: Melon plantations - horticulture
The employees of the melon plantations in Honduras had to work with pesticides that were harmful to their health and they did not have protective workwear. Before, employees did not succeed addressing the problems.
The Honduran trade union CGT took the initiative not only to talk to the company that owns the melon plantations, the Grupo Agrolibano, but also with the ministries of labour, social security and health. Through constructive consultation with several stakeholders they succeeded in addressing and discussing the problems.
Employees received protective work-wear combined with information on safe and healthy work, and the company now benefits from the improved health of its employees. There is less absenteeism, less staff turnover and productivity improved. In addition, the reputation of this international company has improved. The government also saves on spending on health care. Higher productivity also increases export and tax revenues. In short, a win-win situation. The outcome is so positive that a sugarcane plantation also asked the trade union CGT to come to a similar agreement. Social dialogue thus generates money for the company. And the profit for the union? More members, but above all, better working conditions for plantation employees.
Sources:
CNV Internationaal. (2017). The Value of Social Dialogue (pp. 1-40). Utrecht: CNV Internationaal.
Minimum living wage, social dialogue, labor union
Who: Oxfam, Nike, KSBSI independent labour union, The Freedom of Association Protocol
Where: Indonesia
Sector: Footwear
What: minimum living wage, social dialogue, labor union
When: 2013
One of the footwear factories in Indonesia is managed by a large Korean manufacturer and produces athletic footwear for Nike, the world’s largest sportswear brand. The factory worked with a union to gain a waiver from the government in relation to a recent increase in the regional minimum wage. When gained, such waivers allow employers to delay implementation of the legal minimum wage for a negotiated period of time, so that they are effectively always behind in paying any annual increase in legal minimum wage to the factory mployees.
The factory employees formed an independent union in 2012 and this union formally affiliated with KASBI (Indonesian Congress of Allied Unions) in 2013. The new union actively called on the factory to forego the waiver and comply with the new minimum wages. After this, the union experienced extreme forms of violence and intimidation. Employee representatives received beating and threats, some even got abducted. The issue was continuously raised by the union to Nike’s local representatives. Nike (even though denying such statement) was not responsive at the time and did not take the issue seriously. The union raised this issue at the meeting of the national committee of The Freedom of Association Protocol in May 2013, in addition to sending a written testimony to the Oxfam representatives attending. The Freedom of Association Protocol (the Protocol) is a multi-party agreement created by Indonesian unions, factory owners and global brand-owning companies, including Nike, Adidas, Puma and New Balance. The Protocol establishes specific standards for freedom of association in participating factories, as well as grievance resolution procedures for violations of those standards.
In response, Oxfam promptly contacted Nike’s compliance staff at the international headquarters and relayed an English translation of the testimony, calling for an immediate response. This time, Nike immediately responded by setting up an extensive investigation and ensuring a disciplinary action process to provide safe working conditions and security, as well as to improve the factory’s management and industrial relations.
These actions resulted in staff changes within the factory and a formal recognition of the independent workplace union. In addition, the factory agreed to pay the full legal minimum wage and eliminate waiver scheme. The Protocol facilitated negotiations and social dialogue among the actors. The follow-up audits in 2014, 2015 and 2016 confirmed that the factory workers do not feel a fear of violence and other forms of intimidation.
Sources:
Connor, T., Delaney, A., & Rennie, S. (2016). The Freedom of Association Protocol A localised non-judicial grievance mechanism for workers’ rights in global supply chains (pp. 1-53). Corporate Accountability Research.
Silaban, R. (2016). Draft research Social dialogue in Indonesia and its contribution to decent work. KSBSI Indonesia.
Working conditions, Nike, trade union space,
Who: CNV Internationaal, factory employees, Nike, trade union
Where: Cambodia
Sector: Textile
In the factory that produces clothing for the well-known sports brand Nike on the outskirts of Phnom Penh, Cambodia, there is literally room for social dialogue. The company union even has its own office, its own ‘trade union space’, in the factory itself.
Over the past few years, the trade union negotiators have brokered agreements with the factory management concerning various labour issues. For example, the employees are now allowed to take a lunch break, the factory grounds contain a school for the factory employees’ children, and a clinic has been built on the grounds. All this in the Cambodian textile industry, which is known for its low salaries, its lack of safety, and its poor working conditions. One important factor was the fact that Nike is a well-known brand that will do anything to prevent damage to its image. In other words, international pressure on famous brands creates room for social dialogue.
Sources:
CNV Internationaal. (2017). The Value of Social Dialogue. Utrecht: CNV Internationaal.
Working conditions, trade union
Who: CNV Internationaal, Kerns, SITREMKANCO, CGTG
Where: Guatemala
Sector: Food
What: Working conditions, trade union
Guatemala is one of the most dangerous countries for trade union work. Trade union leaders are still getting killed in the Central American country. In the past, two trade union leaders at Kerns, a producer of fruit juices and sauces, were murdered.
After subsequent consultation it was decided that trade union leaders would no longer work night shifts in order to guarantee their safety. The trade union of Kerns, SITREMKANCO, does not go out on the streets to strike. Thanks to assistance from CNV Internationaal and the confederation CGTG, the union has been trained in this, and they have managed to improve the mechanism of social dialogue with their employer. This enabled them to build trust with their employer. As a result, good agreements on matters including pensions, health care and education have been made. The company also benefits, because the Collective Labour Agreement includes provisions regarding productivity. The production figures are published every month. On the basis of these numbers, bonuses are paid on top of every individual employee’s salary, including that of the managers, every six months. This means that employees and management have mutual interests.
Sources:
CNV Internationaal. (2017). The Value of Social Dialogue (pp. 1-40). Utrecht: CNV Internationaal.