1. The challenges of human rights and decent working conditions Espen Løken Fafo Institute for Labour and Social Research 19.5.2009

2. Working conditions and child labour

3. Trade union rights

4. Local environment and community

5. 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

6. 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

7. Approaches towards governments  Weak enforcement capacity  Coherence and coordination  Capacity and resources

8. Approaches towards and within companies CSR Global Compact ILO Declarations, OECD Guidelines etc

9. 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

10. Why so few IFAs?

11. Norwegian labour relations model – not for exports?

12. 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

13. What did we find? (1) Mostly decent working conditions Several attempts to involve employees But this is not especially ”Norwegian”

14. 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

15. What did we find? (3) Weak organized relations  Most companies not (active) members in employers’ associations  Almost no contact between Norwegian shop stewards and unions representing workers outside Europe

16. Why? (1) Most managers pointed at cultural differences  Lack of openness  Hierarchy at the workplace  Lack of confidence

17. 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

18. Main conclusion The Norwegian model of labour relations is not exported by the Norwegian owned companies

19. But there are exceptions Example: Norske Skog

20. But there are exceptions Example: Yara

21. “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)