Workplaces and development

Workplaces in the context of poverty reduction

Despite recent years of economic growth in many developing countries poverty and inequality remains widespread and the gap between low-income and high-income earners keeps on increasing by the year. Challenges such as political instability, bad governance, weak institutions, high unemployment and climate change and lack of respect for fundamental rights and lack of implementation of the ILS, heavily impact societies on an individual, social and economic level. According to the ILO, 600 million new jobs need to be created by 2030 to keep pace with the growth of the global working age population. New jobs that need to be decent and sustainable to avoid the growing number of working poor.

Conditions also need to improve for the 780 million women and men that earn below USD 2 per day so that they can lift themselves and their families out of poverty – demonstrating that having a job does not guarantee the ability to escape from poverty. Globally, 61 percent of all workers were engaged in informal employment in 2016, excluding the agricultural sector, where 51 percent of all workers fell into this employment category. The informal sector is undesirable given its detrimental effects to achieve social goals as well as the availability of public goods (a smaller tax revenue hampers investment in new public goods) and unfair competition between law compliant firms and informal ones. Just as the formalisation of jobs are imperative so is the prevention of the informalization of formal economy jobs and the promotion, preservation and sustainability of enterprises and decent jobs in the formal economy. Indicating the importance of working with and supporting the formalisation of the informal economy.

The role of the private sector

While still a contributor to many of the global challenges, the private sector is also the main driver of the shift towards sustainability and an essential component in the alleviation of poverty. The private sector is the main creator of jobs and economic growth. On average, the private sector accounts for 60 percent of gross domestic product, 80 percent of capital flows and 90 percent of jobs in developing countries. The private sector also takes lead in the fast-technical shift. Technology and digitalisation call for industrial transformation, change of production modes and new consumption patterns across sectors. Automatisation and electrification will change labour market structures and there is a growing need for developing new skills for management and employees.

At the same time, the business environment is extremely fragile to a number of megatrends and disruptive factors such as new technology, population growth, resource scarcity or global health risks. But, the single most important challenge is a needed paradigm shift off all human activity to become more sustainable due to climate change. The impact of climate change drive other challenges and needs such as food production, migration, urbanisation and conflict. In development markets the impact of these trends is most visible, reducing people’s ability to exercise their rights and access basic services, thus remaining in poverty.

As a result, there is a growing understanding among business leaders that it is not enough for companies to only focus on short-term profits because natural disasters, social unrest or economic disparity can damage the company’s long-term sustainability. The companies that understand the challenges brought on by the megatrends and act will be a step ahead – the starting point being at the workplace.

The Workplace is a starting point

The workplace is thus the starting point to analyse the context of the programme, but workplaces do not operate in a vacuum. Workplaces are impacted by company policies and values, the community in where they are located, the national policies and regulations in where they operate and the global megatrends that surround them. All businesses therefore have an impact and is impacted by its contexts. To remain productive and profitable, the private sector is dependent on fair and functioning rule of law, regulations and institutions. Although democratic governments and states carry the responsibility to uphold these for inclusive growth to take place, companies have the responsibility to protect and remedy when doing business. Especially in markets that are fragile or were institutional frameworks are weak.

To help and guide the private sector in this mission, several global frameworks have been developed that support the development of an inclusive and sustainable business environment.

References

https://www.oecd.org/latin-america/Boosting_Productivity_Inclusive_Growth.pdf

https://www.ilo.org/wcmsp5/groups/public/—dgreports/—dcomm/documents/publication/wcms_626831.pdf

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EXECUTIVE SUMMARY

This executive summary presents the findings from the study “Workplace Cooperation: Finding Practical Solutions in the Colombian Context,” conducted by the Fundación Ideas para la Paz (FIP). The study evaluates the added value of the Swedish Workplace Programme (SWP) dialogue and cooperation model within the Colombian labor market.

Throughout 2022, FIP dedicated efforts to thoroughly understand the SWP model, including its concept, foundations, implementation process, and contributions to the labor market. In 2023, FIP documented the experiences of three companies—SKF Latin Trade, Securitas, and Epiroc—that implemented the SWP model in practice. The study also included face-to-face workshops to gather feedback from various stakeholders including civil society, businesses, government, academia, and international cooperation. The findings suggest that the SWP model has the potential to strengthen labor relations, contribute to decent work, and resolve workplace conflicts in Colombia.

The case studies highlight the importance of collaboration between employers and workers to promote decent work and sustainable development in Colombia. They demonstrate that social dialogue facilitates worker participation in labor decision-making, enhances their representativeness, and promotes cooperation between employers and employees, thus improving labor relations and contributing to the well-being of both employees and companies.

The SWP model is particularly noted for improving workplace relationships and commitment to jointly finding solutions to challenges faced by workers and the company. It empowers workers, enhances leadership, and helps integrate business policies into daily practices, reducing the initial disconnect between management objectives and the day-to-day realities of workers. The study also highlights the model’s capacity to manage conflicts constructively, transforming the perception of conflict as an opportunity for improvement. Structured dialogues deepen understanding of the underlying causes of conflicts, fostering empathy and facilitating effective resolution. This promotes a culture of collaboration and a democratic approach to decision-making, building trust.

Additionally, the model is recognized for enabling workers to make decisions, identify challenges, and propose solutions that impact their well-being, and bridging gender gaps in the workplace. Its inclusive approach adapts to the unique needs and characteristics of each company, promoting a stronger and more diverse organizational culture. It also drives good work performance and productivity by involving workers in problem identification and resolution, as well as in implementing improvements and efficiently identifying ESG (Environmental, Social, and Governance) risks for companies.

The document identifies the SWP model’s added value in empowering direct interaction among labor stakeholders in Colombia, overcoming historical or cultural reservations, and contributing to the development of stronger labor relations and improved workplace environments in the country.

Challenges and opportunities of the model are also discussed. The study points out the importance of addressing value chain risks, particularly in a global context where corporate clients demand decent work processes and due diligence. It emphasizes the need to integrate SMEs into this process and use anchor companies as drivers of social dialogue throughout the value chain. The role of the state in social dialogue and the importance of highlighting the benefits of the model for adoption across various business sectors are discussed.

The opportunities of the model include raising awareness of human rights in the workplace in line with the United Nations Guiding Principles (UNGP), to strengthen due diligence, manage risks, promote long-term sustainability, and improve organizational culture. The document also underscores the importance of involving workers in change processes, leveraging their insights for continuous improvement of processes, and fostering innovation opportunities. Lastly, it suggests replicating the model in value chains to address work environment risks and gender biases, involving suppliers and contractors, and integrating the model into corporate policies to strengthen existing programs and transform organizational culture towards resource efficiency and effective participation of employers and workers.

The intervention of the SWP programme had a direct effect at the workplaces, where shop stewards listed several cases where they had managed to intervene and secure results in dialogue with management, avert crises or find solutions based on opportunities and the communication skills obtained during the SWP training. For the Amalgamated Metal Workers Unions in Kenya, the shop stewards pointed to how the training had enabled them to design their own strategies at the workplace in relation to supervisors and staff, and to achieve many concrete results.