Republic of Turkey
Ministry of Labour and Social Security,
Directorate General of Occupational Health and Safety
and
Occupational Health and Safety Center (ISGUM)
SOCIAL DIALOGUE
Social dialogue plays a key role in achieving the ILO's objective of
promoting opportunities for women and men to obtain decent
and productive work in conditions of freedom, equality, security
and human dignity.
SOCIAL DIALOGUE
Social dialogue is defined by the ILO to include all types of
negotiation, consultation or simply exchange of information
between, or among, representatives of governments,
employers and workers, on issues of common interest relating
to economic and social policy
COULD WE DISCUSS ON WAYS OF EXCHANGING
INFORMATION IN YOUR WORK ENVIRONMENT?
SOCIAL DIALOGUE
It can exist as a tripartite process, with the
government as an official party to the dialogue
or it may consist of bipartite relations only
between labour and management (or trade
unions and employers' organisations), with or
without indirect government involvement.
Concertation can be informal or institutionalised,
and often it is a combination of the two. It can
take place at the national, regional or at
enterprise level. (WHICH ONE IS THE MOST
EFFECTIVE?) It can be inter-professional,
sectoral or a combination of all of these.
SOCIAL DIALOGUE
The main goal of social dialogue itself is to
promote consensus building and democratic
involvement among the main stakeholders in the
world of work. Successful social dialogue
structures and processes have the potential to
resolve important economic and social
issues,(WHICH OHS ISUUES CAN BE SOLVED
WITH SOCIAL DIALOGUE?) encourage good
governance, advance social and industrial
peace and stability and boost economic
progress
SOCIAL DIALOGUE
ILO DECLERATION
Social dialogue and the practice of tripartism
between governments and the representative
organizations of workers and employers within
and across borders are now more relevant to
achieving solutions and to building up social
cohesion and the rule of law through, among
other means, international labour standards
(WORKERS’ UNIOINS CAN NOT HAVE ENOUGH
MEMEBERS BEACUSE OF PRESSURE FROM
EMPLOYERS. IS THIS AN OBSTACLE FOR
SOCILA DIALOGUE?)
SOCIAL DIALOGUE
The ILO encourages tripartism within Member States by promoting
social dialogue to help design and implement national policies
(NATIONAL POLICIES CAN NOT BE AGRRED UPON FOE
EXAMPLE UNDER CONTRACTED WORKERS ARE THEY MOR
VALNUARABLE TO OHS RISKS?). Achieving fair terms of
employment, decent working conditions, and development for the
benefit of all cannot be achieved without the active involvement of
workers, employers and governments, including a broad-based
effort by all of them. To encourage such an approach, one of the
strategic objectives of the ILO is to strengthen social dialogue
among the tripartite constituents. It helps governments, employers'
and workers' organizations to establish sound labour relations,
adapt labour laws to meet changing economic and social needs and
improve labour administration.
SOCIAL DIALOGUE
Successful social dialogue structures and processes have the potential
to resolve important economic and social issues, encourage good
governance, advance social and industrial peace and stability and
boost economic progress. Effective social dialogue depends on:
•
•
•
•
Respect for the fundamental rights of freedom of association
(POLITICAL ISUUE ABOVE US, BUT WHAT CAN WE SAY TO
OUR TOP MANAGEMENT ABOUT THIS?) and collective
bargaining
Strong, independent workers' and employers' organizations with
the technical capacity and knowledge required to participate in
social dialogue
Political will and commitment to engage in social dialogue on the
part of all parties
Appropriate institutional support (I THINK THIS IS OUR PART,
WHAT CAN WE DO?)
SOCIAL DIALOGUE
ASSOCIATIONS (ILO)
The Tripartite Consultation (International Labour Standards)
Convention, 1976 (No.144) requires consultation between
representatives of government, employers and workers on ILO
standards - related activities. The spirit of this convention requires
that representatives of employers and workers freely choose their
representative organisations. Depending on specific national
contexts, the tripartite partners may openthe dialogue to other
relevant actors in society in order to gain a wider perspective.
I THINK, REPRESENTATIVE ORGANIZATIONS SHOULD BE
SUPPORTED? WHAT DO YOU THINK?
SOCIAL DIALOGUE
ILO THINKS:
The enabling conditions for social dialogue are
(i) strong, independent workers’ and employers’ organisations which are broadbased and representative and have the technical capacity and access to the
relevant information to participate in social dialogue,
(ii) political will and commitment to engage in social dialogue on the part of all
the parties,
(iii) respect for the fundamental rights of freedom of association and collective
bargaining
and (iv) appropriate institutional support.
However in many countries, these conditions do not simply exist with the result
that they cannot aspire to get the full benefits of social
SOCIAL DIALOGUE
FREEDOM OF ASSOCIATION
Effective dialogue implies the right freely to form and join groups
for the promotion and defence of their occupational interests.
Freedom of association and collective bargaining (CAN OHS
ISSUES BE A PART OF COLLECTIVE BARGAINING? AND
HOW?) are among the founding principles of the ILO. Soon
after the adoption of, the ILO came to the conclusion that the
principle of freedom of association needed a further
supervisory procedure to ensure compliance with it in
countries that had not ratified the relevant conventions. As a
result, in 1951 the ILO set up the for the purpose of examining
complaints about violations of freedom of association,
whether or not the country concerned had ratified the relevant
conventions
SOCIAL DIALOGUE
ILO DOCUMENT: BEST PRACTICES IN SOCIAL DIALOGUE
Social dialogue, including collective bargaining, is an invaluable
mechanism for reducing social tensions in times of crisis and
designing policies to fit national priorities. It is a strong basis
for building the commitment of employers and workers to joint
action with governments to overcome the crisis and sustain
recovery. Labour administration and inspection are important
elements of action in this regard. (CAN LABOUR
INSPECTION HAVE GENUIENE SOCIAL DIALOGUE WITH
EMPLOYERS AND EMPLOYEES?) (WHAT ABOUT LABOUR
ADMINISTRATION?)
SOCIAL DIALOGUE
WEAKNESS:
Despite its proven worth social dialogue is far from being effectively utilized. For social
dialogue to be successful, we need to link the process to tangible outcomes so that
social dialogue is not merely seen as a Local phenomenon but rather, as a process
capable of addressing complex social and economic issues. There is a need to
document and analyse the processes of social dialogue so as to deepen the knowledge
base on what is happening therein. There is also a need to strengthen the capacity of
the key players in social dialogue, namely, the workers’ and employers’ organizations
as well as that of the labour ministry so that it can play a catalytic role at the national
level. (WHAT MIGHT BE THE CATALYTIC ROLE?)
SOCIAL DIALOGUE
SEVERAL CONUTRIES
Past experience of social dialogue in different countries presents a
mixed picture. The future holds new opportunities and challenges.
Globalization has created the need for wider and deeper social
dialogue involving different interests, specially the young, women
and minority groups. Poverty reduction has become a major
challenge for social partners. Furthermore, there is a growing
recognition of the role of social dialogue in promoting good
governance. Social dialogue is a flexible tool in the hands of the
government and the social partners giving a competitive advantage
to country’s committed to balanced economic and social
development
(How was the vulnerable groups affected in terms of OHS?)
SOCIAL DIALOGUE
PROBLEMS OF TURKISH SOCIAL DIALOGUE
IN OHS ISSUES
1. CONFLICT OF INTEREST BETWEEN MOH
AND MOLSS
2. OVERLY POLTOZED WORKER UNIONS
SOCIAL DIALOGUE
PROBLEMS OF TURKISH SOCIAL DIALOGUE
IN OHS ISSUES
3. LACK OF INTEREST IN OHS ISSUES IN
WORKERS AND EMPLYER UNIONS
4. LACK OF AWARANESS IN OHS ISSUES
5. LACK OF AGREEMENT CULTURE
SOCIAL DIALOGUE
6. MATHEMATICS, GAME THEORY:
EVERY PLAYER MAKES THE MOVE THAT IS
THE BEST AND THE MOST BENEFICIAL
MOVE FOR HERSELF!!!
MOST OF THE GAMES(EG. FOOTBALL) ARE
GAMES OF SUM 0.
(IF ONE SCORES A GOAL (+1) THE OTHER
MUST BE SCORED AGAINST(-1) WHICH
SUMS UP TO BE 0.)
SOCIAL PARTENERS ARE PLAYERS!!!
SOCIAL DIALOGUE
SOLUTION TO GAME THEORY: WIN-WIN
SITUATION!!!
SOCIAL MARKETING
PROBLEMS
1. ATTRACTING ATTENTION TO OHS
ISSUES
2. CORRECT PLANNING OF OHS
PROMOTION CAMPIGNS
3. HIGH ADVERTISEMENT COSTS
4. PARTICIPATION TO EVENTS
5. MEDIA COVERAGE AND CONVEYING
RIGHT AND INTERESTING
MESSAGES TO THE MEDIA
SOCIAL MARKETING
PROBLEMS
6. TIMING!!!
7. LACK OF INNOVATIVE SOCIAL
MARKETING (SOCIAL MEDIA,
INTERACTIVE PROMOTION ETC. )
8. LACK OF ADVERTISEMENT
PROFESSIONALS