Transcript PowerPoint-presentatie

“The Industrial Relations in the commerce sector: analysis of
organizational models and tools developed by social partners at
European and national member States level to guarantee more
opportunities to workers and companies”.
Budget Heading 04.03.03.01
Kick-Off Meeting
Perugia, 16th -17th of February 2012
1.Social dialogue in Belgium
 Interprofessional dialogue between employer organisations and employee
organisations: National Labour Council
 Framework agreement for further sectoral dialogue: e.g. apart from
indexation there is 0.30% wage increase in 2011 - 2012
 UNIZO represents SMEs
 Sectoral dialogue between employer organisations and employee
organisations: Joint Committees
 concrete collective labour agreements on wage and terms of
employment
 Buurtsuper.be represents employers:
- e.g. Joint Committee for Independent Supermarkets (JC 202.01 /
white-collar workers)
- e.g. Joint Committee for blue-collar workers in the food business (JC
119 / blue-collar workers)
 Every two years there are negotiations on the collective labour agreements
(e.g. 2011 – 2012)
Luc Ardies
16 juli 2015
2. Example of collective labour
agreements JC 202.01 2011 – 2012:
 Monthly wages +€7.17 (=+0.30%)
 Annual bonus €250
 Bicycle allowance increase from €0.10 to €0.15 per km
 Entitlement to early retirement from 58 years subject to certain
conditions (e.g. length of service)
 Industrial peace clause: employee organisations make no-action
commitment
Luc Ardies
16 juli 2015
3. Social dialogue in SMEs
 Obligatory: pay and employments provisions of the collective
labour agreements of the Joint Committee
 Employer and employee organisations defend members’ interests
in the Joint Committee
 No trade-union representation and negotiations in SMEs
 In case of conflict between employer and employee in the
company: regional dialogue bodies for mediation
Luc Ardies
16 juli 2015
4. How is personnel involvement
increased in SMEs?
 According to HIVA research, employee satisfaction is highest in
SMEs:
 greater autonomy to take decisions personally
 varied work
 direct contact with manager (lack of unwieldy management
structure)
 more transparency vis-à-vis company mission, vision and
strategy
 Pay is lower in independent supermarkets than in supermarket chains
(c. 10%)
 Twenty-five year old supermarket employee earns € 1700/month
• Employer cost is € 2900/month
 Weekly working time is 38 hours
 Social Fund premiums
 Employers pay extra contribution to social security costs (0.10%)
 Employees enjoy subsidies for nurseries, etc.
Luc Ardies
16 juli 2015
5. Our questions for the future
 What will motivate an employee in 2020?
 Today’s teenagers (our employees in 2020) do not like strict
structures, want to multitask, prefer job enjoyment to job
security and a career with one and the same employer
 How should the employer capitalise on this?
 What about the growing number of over-fifties on the labour market?
 How can we deploy them meaningfully in the labour market?
 How can our collective labour agreements respond to this?
Luc Ardies
16 juli 2015