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Level – Corporate

Apr 18
0

A practical CNV Guide to the RUGGIE principles

By | Case-study, Indonesia, Macedonia, Netherlands, Nigeria, Social dialogue, United States

Introduction: an important resource

Is this a situation you recognise? For some years you have been negotiating with the branch or a supplier of a large international company which by now has also firmly established itself in the ‘low wage countries’. You negotiate about collective bargaining agreements and you can’t manage to reach a good consensus about wages and working conditions for employees. Even though you know that the company
has arranged these things properly in its country of origin. So what do you do?

As a trade union leader you have a particular responsibility within your company, sector or industry: you protect and promote labour rights. It’s certainly not easy to protest against abuses or wrongs at the local branches of foreign companies.

With the help of your international network of trade union organisations and your status as a partner organisation of CNV Internationaal, you can in fact play an important role here. That’s because the CNV trade unions work to benefit people and the environment, and look further than the national boundaries. After all, CNV leaders, officials or members of the Works Council are active within international companies in the Netherlands that also operate branches abroad or purchase from foreign suppliers. Sustainability and international solidarity are two of CNV’s core values. We believe it is important that employees’ human rights are respected all over the world.

 

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Apr 13
0

Paying a Living Wage: a Guide for Companies

By | Guide, Kenya, Social dialogue

Introduction

As a company owner, you want your employees to earn enough to make a decent living so they can provide for themselves and their families. Sounds obvious, right? Well, not always. When you do business in developing countries or emerging markets, this may not be so easy to achieve. In many of these countries, the vast majority of workers and their families struggle to survive on wages that are not sufficient to cover their daily subsistence needs. How can you contribute towards improving this situation and work towards living wages? This brochure will help you get started.

 

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Apr 13
0

Social Dialogue as a Means of Enhancing Productivity and Quality of Work Life: A Case Study of the Maha Oya Group of the Bogawantalawa Plantations Company

By | Case-study, Social dialogue

Perspectives on Productivity Improvement

The productivity improvement movement has a long history having had its beginnings with the work simplification practices advocated by F.W. Taylor under the famous ‘scientific management principles’. Since then there has been an
increasing attention on evolving various approaches and strategies to enhance productivity, and more particularly labour productivity, at the enterprise level. The Asian Productivity Organisation, a regional organisation established in 1961, to
support productivity promotion efforts in the Asian countries, has identified two generic approaches to productivity improvement: socio-cultural and technoeconomic. The socio-cultural approach deals with such matters as moral values
of a society and work ethics, while the techno-economic approach deals with more enterprise-specific factors such as industrial relations, human resource development, financial analysis and in-house entrepreneurship (APO 1989; 1998). Moving a step further, management writers have identified more specific approaches to productivity improvement planning at the enterprise level. These include work simplification, mechanisation, automation, facilities improvement,
better planning and scheduling of work, more efficient use of manpower and employee participation and involvement (Armstrong 1990).

 

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Apr 12
0

Assessment of the complaints mechanism for Cambodian migrant workers

By | Cambodia, Social dialogue

Foreword

Labour migration provides an opportunity to earn higher incomes and upgrade knowledge and skills. However, without effective protection measures these potential benefits of migration cannot be harnessed. For Cambodian migrant workers who face problems, either during the recruitment process, while working abroad or after returning home, access to an effective complaint mechanism is critical. The timely resolution of a grievance can be the difference between a worker returning to Cambodia with confidence in their ongoing financial and occupational security, or returning without access to restitution where harm has been suffered, or a burden of debt that cannot be repaid. This report is the first assessment of the efficacy of the complaints mechanism available to migrant workers, and explores the complexities facing workers and authorities when a complaint is lodged. Assessment of the Complaints Mechanism for Cambodian Migrant Workers presents the results of an assessment that considered the legislation and policy governing migrant worker complaints and the experiences of migrant workers and authorities in navigating the complaints system. This report provides important context regarding the challenges that arise during the complaints process, prompting recommendations to strengthen the system.

The assessment finds that the legislative framework launched in December 2013 to enable complaints has provided migrant workers a clear avenue and process for lodging complaints and receiving compensation. The assessment finds that there has been considerable use of the complaints mechanism by migrant workers and that staff from the Ministry of Labour and Vocational Training (MOLVT), Provincial Departments of Labour and Vocational Training (PDOLVT), Migrant Worker Resource Centres (MRCs), trade unions and service providers have demonstrated strong commitment to pursuing migrant workers’ right to justice through the dispute resolution process. The assessment also reveals inconsistencies in the implementation of these processes, and provides recommendations to address these gaps.

The International Labour Organization (ILO) Tripartite Action to Protect Migrant Workers within and from the Greater Mekong Subregion (GMS TRIANGLE project) has supported labour migration governance in Cambodia through improving policy legislation, capacity building of stakeholders, and support to migrant workers, including in the receipt and resolution of complaints. This assessment of the complaints mechanism will contribute to improving migration governance in Cambodia by initiating analysis and beginning an evidenced-based discussion on the complaints process with stakeholders.

The ILO is grateful for the support for this assessment from its partners, in the research and validation of this report. The ILO would like to acknowledge the MOLVT, the PDOLVTs, and MRCs in Prey Veng, Kampong Cham and Battambang, as well as Legal Support for Children and Women and the National Union Alliance Chambers of Cambodia for their role in facilitating the complaints mechanism, and beginning to examine how this process can enable greater access to justice for Cambodia’s migrant workers.

Maurizio Bussi
Officer-in-Charge
ILO Country Office for Thailand, Cambodia and Lao People’s Democratic Republic

 

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Apr 12
0

Win–win arrangements: Innovative measures through social dialogue at company level

By | Social dialogue

Introduction

This study examines how management, employees and their representatives achieve common solutions to common problems. It also identifies measures, particularly innovative approaches, that have been established through social dialogue in response to new workplace challenges. The qualitative research was based on 20 company case studies in five Member States in a sample drawn from the European Company Survey 2013.

 

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Apr 12
0

Base Code Guidance: Modern Slavery

By | Guide, Social dialogue

This guide will help businesses understand key concepts, legal definitions and their responsibility to tackle modern slavery. It provides examples and practical steps to assist companies in applying ETI Base Code clause 1, on the prohibition of forced labour, Employment is freely chosen, as well as tips on how to embed modern slavery awareness and due diligence within business practice. Section 2 contains advice on identifying risks of modern slavery in supply chains and business operations, as well as stakeholder engagement.

Sections 3 and 4 will guide companies through the process of remediation and provides tips on what to do when modern slavery is found in supply chains and how to prevent it.

The Annexes include details on international and regional standards concerning modern slavery, information on selected geographies linked to a high risk of forced labour and frequently asked questions about strategies to address modern slavery.

 

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Apr 12
0

Value of Social Dialogue

By | Guide, Social dialogue

Social dialogue for the improvement of global working conditions

Social dialogue. A concept with a seemingly simple meaning: to talk to each other A constructive social dialogue is an essential tool for improvements where work and income are concerned. During the last 50 years, CNV Internationaal and its trade union partners learned important lessons on social dialogue.

In the Netherlands we know the ‘polder model’ or ‘consensus decision-making’. Trade unions, employers and often the government as well, reach agreements about employment conditions, working conditions and workers’ rights through social dialogue. Despite the fact that this is not always easy, not even in the Netherlands, we realise that constructive dialogue is an important tool for sustainable improvements and development. The Netherlands has proper procedures in place for this type of dialogue. This is not always the case in other countries. This is concerning to me and CNV Internationaal. Social dialogue is part of CNV’s DNA. Our Christian and social principles mean that we are committed to treat each other with respect. Social dialogue has the same intention. It means that nobody should be excluded (inclusivity) and that we cooperate in finding solutions. This is a prime example of the way in which CNV Internationaal is socially engaged and achieves results.

This booklet outlines how and why social dialogue works. It gives examples of best practice from our trade union partners. The basic idea of social dialogue is that the parties reach a consensus. However difficult this may be at times. As far as we are concerned, this is the only sustainable way of improving working conditions worldwide.

Pieter de Vente,
Chairman CNV Internationaal
General secretary CNV Vakcentrale
(National Christian Confederation of Trade Unions in the Netherlands)

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