The challenges of human rights and decent working conditions

Espen LøkenFafo Institute for Labour and Social

Research19.5.2009

Working conditions and child labour

Trade union rights

Local environment and community

Some dilemmas

- How to deal with child labour- How far down the chain does the

responsibility go- HSE regulations- Basic labour rights in countries where

workers are denied their rights- Environmental rules and ethics- Responsibility for welfare

Human rights in working life

• full employment in a sustainable institutional and economic environment

• Social protection• Social dialogue and tripartism• Respecting and realizing fundamental

principles and rights at work– Freedom of association and collective bargaining– Elimination of forced labour and child labour– Elimination of discrimnation for employment and

occupation

Approaches towards governments Weak enforcement

capacity Coherence and

coordination Capacity and

resources

Approaches towards and within companies

CSRGlobal CompactILO Declarations, OECD Guidelines etc

International Frame Agreements• Between the Global Union Federations and

companies• Often the relevant national unions in the

country of origin are part• Supposed to be applied throughout the

multinational company worldwide• Often also have implications for their suppliers• Cover a range of broader subjects• Constitute a formal recognition of social

partnership at transnational company level

Why so few IFAs?

Norwegian labour relations model – not for exports?

What we looked for

• Formal and institutional arrangements• Organized social dialogue within the enterprises• Organized relations – involvement in employers’ associations and cooperation between union reps in Norway and other countries

• Informal and culture based arrangements• Involvement of employees• Management• Decent working conditions

What did we find? (1)

Mostly decent working conditionsSeveral attempts to involve employees

But this is not especially ”Norwegian”

What did we find? (2)• All Norwegian managers were positive

to social dialogue – in Norway• Very few have a global policy on

social dialogue• Great uncertainty about what

”Norwegian model” is – but many said they did not want to use it everywhere

• The companies do not try to introduce social dialogue in the workplaces

• The quality on the dialogue between management and union vary considerably

What did we find? (3)

Weak organized relationsMost companies not (active) members in employers’ associations

Almost no contact between Norwegian shop stewards and unions representing workers outside Europe

Why? (1)

Most managers pointed at cultural differences

Lack of opennessHierarchy at the workplaceLack of confidence

Why? (2)

More important: Institutional differences• Low union density (India, Estonia)• Weak organizations (India, Estonia)• Not local union structures at the workplace

But also: They don’t try

Main conclusion

The Norwegian model of labour relations is not exported by the Norwegian owned companies

But there are exceptionsExample: Norske Skog

But there are exceptionsExample: Yara

“In the past, we, the union, had no partnership with the employers. We used to be a stone in the company’s shoe, but now the situation is different. In social terms, today we have partnership. Stockholders want money, and now we understand they in fact are correct. We want the company to make millions. This makes us achieve much more to the employees.” (Union officer, Sindifértil, Rio Grande)