Collective bargaining in multinational firms
• Project promoter: National Commission of NSZZ “Solidarność”
• Project partner: Norwegian Trade Union Confederation: LO
• Duration: 24 m-ths: 01.01.2013 – 31.12.2014
• Budget: 477 394 EUR
• Grant from Norway: 426 669 EUR
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
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 PLANNED REACHED
Research report PL and EN 1 + 1 1 + 1
- companies covered 80 81
- interviews 800 681
Guide on collective bargaining in Norway 1 1
training program on collective bargaining 1 2
Union trainers prepared 14 14
Union leaders trained 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
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
• 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
• Problems with sending the application (it „disappeared” between the computers)
Once we started: time & money
• 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:
• Changes in the activities costs: reasonable accepted by Innovation Norway with no delay
• Minimum bureaucracy
• 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:
1. Clearly defined „social partner”
2. Funding for SOCIAL PARTNERS
3. 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
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