Collective bargaining in multinational firms
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Project promoter: National Commission of NSZZ “Solidarność”
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Project partner:
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Duration: 24 m-ths:
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Budget:
477 394 EUR
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Grant from Norway:
426 669 EUR
Norwegian Trade Union Confederation: LO
01.01.2013 – 31.12.2014
General objective:
Development and dissemination of methods supporting collective bargaining
in private sector
Supported by a grant from Norway through the Norwegian Financial Mechanism 2009 – 2014, in the frame of the Decent Work and Tripartite Dialogue Program
PROJECT RESULTS
Research report PL and EN
PLANNED
REACHED
1+1
1+1
80
81
800
681
Guide on collective bargaining in Norway
1
1
training program on collective bargaining
1
2
14
14
116
187
Good practises on collective bargaining: a collection
0
1
A book on trade union and collective bargaining in
the world of the global companies
1
in development
Research report in NO
1
in development
- companies covered
- interviews
Union trainers prepared
Union leaders trained
Supported by a grant from Norway through the Norwegian Financial Mechanism 2009 – 2014, in the frame of the Decent Work and Tripartite Dialogue Program
Cross cutting issues
Sustainability:
the project was designed to explain the importance and role of effective collective bargaining
system in the social and economic development of a country. This concept was consequently
introduced to the participants of the courses and it was delivered in the report and the book.
Gender equality:
gender issues were introduced as one of the possible new areas to be included in the collective
bargaining. Also participation of women in the project courses was fostered.
Supported by a grant from Norway through the Norwegian Financial Mechanism 2009 – 2014, in the frame of the Decent Work and Tripartite Dialogue Program
Partnership with LO
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Never left with no help
A lot of support
A lot of understanding
Nothing like a problem that could not been helped
LO’s experts and their knowledge and professional experience always
available
• A Lesson learnt: summer holidays are sacred
Supported by a grant from Norway through the Norwegian Financial Mechanism 2009 – 2014, in the frame of the Decent Work and Tripartite Dialogue Program
Obstacles
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Problems with sending the application (it „disappeared” between the computers)
Once we started: time & money
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Original project implementation plan – too ambitious, in two major tasks delays occurred: no
„space” for unexpected developments, ie. illness etc.,
Delay in accomplishment of project tasks – shift in payments = lower costs – decrease in the
next disbursement
Norwegian: a very expensive language
Supported by a grant from Norway through the Norwegian Financial Mechanism 2009 – 2014, in the frame of the Decent Work and Tripartite Dialogue Program
Norway grants: Decent Work and Tripartite Dialogue
Better flexibility in all aspects of project realization and management:
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Changes in the activities costs: reasonable accepted by Innovation Norway with no delay
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Minimum bureaucracy
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Perfect communication/contact between IN and project promoter: e-mails and texts if
necessary; immediate
+/- the rules for the use of the public procurement national regulations not „crystal clear”
in Polish case ( various interpretations)
Supported by a grant from Norway through the Norwegian Financial Mechanism 2009 – 2014, in the frame of the Decent Work and Tripartite Dialogue Program
Systematic difference in program management approach:
1.
Better flexibility: tailor cut activities
„The devil’s in the detail.”
2. Main focus on project objectives and results: whatever improves the results and
objectives is welcomed ( even if not foreseen before)
3.
Easier to reach and enhance the desired effects of the project.
Supported by a grant from Norway through the Norwegian Financial Mechanism 2009 – 2014, in the frame of the Decent Work and Tripartite Dialogue Program
Systematic difference in the base logic of the program:
3.
1.
Clearly defined „social partner”
2.
Funding for SOCIAL PARTNERS
Funding to reinforce DECENT WORK
Supported by a grant from Norway through the Norwegian Financial Mechanism 2009 – 2014, in the frame of the Decent Work and Tripartite Dialogue Program
What might be improved:
Reporting – technical aspects:
90% (of the incurred costs) disbursement: not possible to avoid the „money gap”
Another solution:
IF min. XX% of the planned costs has been achieved in the reporting period
THEN up to 90% of the planned costs for the next RP may be asked for
Activity based budget – form of the table – any budget change requires very careful
„analogue” check of each line – tiring and time consuming
Supported by a grant from Norway through the Norwegian Financial Mechanism 2009 – 2014, in the frame of the Decent Work and Tripartite Dialogue Program