1. HERO SUPERMARKET UNION
Jl . H.Muhi No.21A Kebayoran Lama
Jakarta - Selatan Indonesia.
Website :
PELSPI / LOFTF Project on the Promotion of Principled, Inclusive and Business Sustainable CSR Approach in the Philippines
Manila, Philippines,
01st December 2015

2. Workers of PT Hero Supermarket Tbk (SPHS) was established on 1 September 1999 registered with the Republic Indonesia Department of Labor No. KEP 663 / M / BW / VII / 2000 and recorded in Kandepnakertrans of South Jakarta No. 103 / V / P / VII / 2001 as Enterprise Union

3. Objective of the Union Giving Protection to the Workers
Defense of Rights and Interests of the Workers
Improve the well-being eligible for workers and their families

4. Hostile IR at the beginning
Least unionised in the retail/wholesale in Asia
Union formation efforts in the sector lead to conflicts
Difficult legal challenges for the union organisers
1998: Free and Democratic TU in Indonesia
The formation of Hero Supermarket Union
Company badly affected by the financial crisis
Stores burnt during Jakarta riots, Mass layoffs
80% inflation rate

5. Hero Union at the Initial Stage
Relation with the management was highly confrontational
Strikes were common
The union was known to be one of the most militant in Indonesia
The relationship was hostile
Negotiations with the management ended in deadlocks

6. Communication at the global level
DAIRY FARM
Communication at the global level
Afiliattion
National Level
Subsidiary
Afiliattion
Company Level
HERO SUPERMARKET
HERO UNION
CBA
Bipartite

7. The role of Global Union: UNI Apro
The trust and reciprocal relationships at subsidiary is an extension of the relationship that exists and in formation at the global level between parent Multinational Company and UNI Apro Global union.

8. Tools to strengthen the Industrial Relation
Joint Workshop/Event between the Union and Management
Joint Team Building
Collective Bargaining Agreement
Labour Management Cooperation, to bridge labour and management

9. Joint Education and Training

10. CBA Negotiation

11. Social Dialogue: Institutionalised Labour Management Cooperation

12. Social Dialogue - LMC Company Share more profits
Respect the workers’/union right
Invite the union in managers’ training and company events.
Union
Improve the productivity
Helping reduce the shrinkage
Improve the customer service
Improve the discipline
Assist in Business Transformation

13. Management Attitude to the Union and Workers
Respecting the Union as partner and provided the union leaders with information to keep them aware of the company situation
Effective Communication:
Union and management have a cordial relationship where meetings are regular and constructive.

14. Union Attitude to the Management
Labour has to recognise the ‘business case’ and amend its demands accordingly
Bargaining with facts and data
Problem Solving (the need for common solutions to employment issues)
Deliberation

15. Partnership based Industrial Relation
SOCIAL
CAPITAL
TRUST
RECI-
PROCITY

16. IR in Hero as a model for Benchmark of Trade Unions in Indonesia

17. Hero Union as a model in the Tripartite Forum on Partnership IR in Indonesian Retail Sector

18. Bipartite Cooperation in Hero for OSH is a Model in the Tripartite Meeting on OSH

19. Labour Management Cooperation on CSR
Management and Union
Use Social Dialogue and Institutionalized LMC to develop and implement principled, inclusive, and business sustainable CSR strategies
Union
Union Social Responsibility (USR)

20. CSR and USR

21. We are starting from Zero to Hero Hero Union is strong with nearly 12,000 members We keep our principle: Free, Democratic and Independent and in the mean time We have a strong foundation of Social Partnership
Develop and implement principled, inclusive, and business sustainable CSR strategies