Trade Union Rights and COVID-19

By | Social dialogue


This brief details various governments responses to the COVID-19 crisis and how they have attempted to use it as an excuse to undermine international labour rights. A breakdown of attempts, and the ETUC response to them is given, as well a detailed guideline of international labour rights and how to uphold them in times of crisis.

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Social Dialogue in Developing Countries

By | Angola, Brazil, Case-study, Costa Rica, Ghana, India, Indonesia, Kenya, Mozambique, Social dialogue, South Africa, South Korea, Zambia

This is a study of Social Dialogue in developing countries. It was commissioned by the Norwegian Agency for Development Cooperation (Norad) on behalf of the Royal Norwegian Ministry of Foreign Affairs (MFA) in November 2010. It was prepared by Michael Fergus, partner in Nordic Consulting Group AS. The purpose of the study is to map experience with dialogues on socio‐economic issues between government and organisations in productive sectors, and possibly civil society organisations, in selected developing countries. In countries where a system of social dialogue has been established the study also assesses whether the experience is of interest for other countries to learn from. Norway may then consider supporting some form of interaction between countries in the South. It is not the purpose of the study to try to assess whether the Norwegian model of social dialogue can be copied into different political systems and cultures.


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Restructuring enterprises through social dialogue: Socially responsible practices in times of crisis

By | Brazil, France, Germany, Ireland, Social dialogue, United States

The paper analyses examples of companies in which management, in collaboration with workers’ representatives and unions, has designed and implemented socially responsible enterprise restructuring plans. The selected examples show that by creating space for dialogue and (self-)regulation aimed at protecting the levels, as well as the terms and conditions, of employment in specific plants (plant-level agreements) or across different operations of multinational companies (transnational company agreements), win-win situations can emerge, even in times of crisis.


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