Social dialogue in the banking sector: Best practices and major challenges

Di@logos.Net
Social dialogue in the banking sector
Best practices and major challenges.
Main Comparative Findings
Nicosia, February 2013.
Dr. Vanna N. Georgakopoulou
Labor Economist, Ph.D.
IR & HRM Consultant
1

Main Issues
 Revise and complete the findings of Dialogos+ from 2008 to
2011 (some data covering until July 2012).
 Analyze, in a comparative context,
 fundamental recent developments of industrial relations &
social dialogue systems in the banking sector, based on
partners’ contributions.
 best practices and/or key challenges for an effective social
dialogue to face and overcome the crisis.
 T.Us’ strategic choices at present and for the years to come.
2V.N.GEORGAKOPOULOU.

Partners of the Di@logos.net project
-Cyprus Union of Bank Employees (ETYK- Κύπρος)
- Federation of Trade Unions in UBB AD (Bulgaria)
- Federacion de Servicios de UGT (Fes-UGT –Espana)
- Federazione Autonoma Bancari Italiani (FABI- Italia)
-Federazione Italiana Bancari e Assicurativi (FIBA- Italia)
-Malta Union of Bank Employees (MUBE-Malta)
-Ομοσπονδία Τραπεζοϋπαλληλικών Οργανώσεων
Ελλάδος (ΟΤΟΕ-Ελλάδα)
- Sindicato dos Bancarios do Centro (SBC-Portugal)
-Vakbond voor Bedienden en Kaderpersoneel- (Belgium)

Our method of approach
 New Di@logos.net questionnaire to be filled by the partners,
to ensure comparability of fundamental data
 Partners’ National Reports (for 8 countries)
 Brussels Meeting, on July 2012 – presentation/discussion of
the first findings
 New data-complements of national reports by end July 2012
 Re-writing of the 8 national reports on a comparative basis
 Comparative Report

Comparative Report-Contents
 Part A: Main comparative findings (from partners’ answers , national
reports, desk research).
 Part B: 8 national reports on:
 The sectoral collective bargaining system
 Industrial relations and management of change in the banking sector.
 New developments in collective bargaining and social dialogue during the
crisis.
 Good practices
 Major challenges and issues.
 Part C: Conclusions and basic statements
 Annex: Bibliography + Dialogos.net questionnaire.

Social Dialogue – a precious tool to face
the crisis.
 Easier in times of development – gains sharing.
 More challenging in times of crisis – costs sharing,
concession bargaining –higher needs for employment
protection.

The global background: A systemic Crisis (1)
 2008+ : Eruption of a global systemic crisis, due to:
 loose financial regulation,
 failing risk management, overleveraged banks,
 investors’ extreme search for yield
 deeper imbalances in accumulation and regulation mechanisms .
 Not a typical “keynesian” crisis.
 Need for governments to inject vast amounts of capital to prevent
collapse of the banking system
 Crisis of trust for the sustainability of government debt
 Sovereign debt crisis.
 Vain attempts “to calm markets” and rating Agencies

The global background: A systemic Crisis (2)
 A crisis of the euro-system, as well
 Austerity measures-aggressive labor reforms
 Weaker E.U. countries used as “guinea pigs” for a wider European
plan to handle the crisis.
 Deleverage, Depression & Unemployment- Financial and fiscal
crisis affect the real economy
 A vicious cycle triggered, involving financial, fiscal, economic, social
and political crises
 High risk of social destabilization and unrest.
 A Europe-wide, if not a worldwide, solution needed.
V.N.GEORGAKOPOULOU. 8

Private and public debt, % GNP, 2011
Source:
IMF

Banking sector: the heart of the crisis (1)
 Exposure to “risky” sovereign bonds, derivatives and/or real estate
bubbles
 Lack of trust- Restricted or closed access to inter-bank lending.
 Rise of non performing loans/assets = need for increased write-offs
& deleverage.
 Deposit outflows from weaker/“high risk” countries to “safer” ones.
 Need for liquidity & recapitalization. Growing dependence on ECB
 Risk of “contagion effects”.

Banking sector: the heart of the crisis (2)
 Aggressive bank restructuring and reorganization
plans, aiming to drastic cost reductions and wage cuts.
 “Good” and “bad” banks, new (and more painful) M&As.
 Employment destabilization and/or destruction. T.U. and
employees’ rights questioned.
 Critical challenges to national and sectoral I.R.
systems.

Impact on sector’s collective bargaining
 Weakening of employees’ individual and collective bargaining
power.
 T.U.s representation & recognition problems-Individualism-Public
support issues.
 Deregulation of I.R. – Need for Re-regulation
 Decentralization of CB procedures vs. need of centralized
agreements and of a better coordination at European level.
 Social dialogue as a fundamental democratic institution, or
monologue of governments and employers?

BELGIUM BULGARIA CYPRUS GREECE ITALY MALTA PORTUGAL SPAIN
Employment
levels
Decreased
(from 63.000
in 2008 to
57.000 2011)
Remained
stable
(43.000)
after
previous
downsizing
Increased
(from 10.103
in 2008 to
11.158 in
2011)
Decreased
(by -12%
2008-2011)
Decreased-
(from
343.000 in
2008 to
332.000 in
2010)
Increased
(+1072 jobs
between
2008-2011)
Slightly
increased
(Increase of
0,8% 2007-
2010, only
0,2% in 2010.
Decrease in
major banks (-
0,9% in 2010)
Increase
(+3%) in
international
activities.
Decreased
(-10% 2008-
2011)
Job security Decreased Decreased Remained
stable*
Decreased Increased Decreased Decreased Decreased
Flexibility in
working life
Increased Increased Remained
the same*
Increased Increased Increased Increased Increased
Inequality in
income
Decreased Remained
stable
Not
applicable
Increased Remained
stable
Decreased Remained
stable
Increased
Individualism Increased Remained
stable
Remained
stable
Increased Remained
stable
Increased Increased Increased
Terms of Employment – Overview of trends 2008-
2011

Employment levels 2008-2011
Employm
ent
decreased
from
63.000 in
2008 to
57.000 in
2011.
43.000 in
the sector,
relatively
stable.
Employment
increased
from 10.103
in 2008 to
11.158 in
2011.
Employment
relatively stable at
the beginning of this
period, now
declining by 10-15%.
No major
restructuring in the
sector. Expected to
happen as an
adaptation to the
crisis.
Reductions mainly
through voluntary
leave schemes.
Decreased Increase of
1.072 jobs in 3
years. Malta is
used by large
banks as a base
to service the
international
markets.
Increasing
domestic and
foreign
markets.
Increase of
0,8% 2007-
2010, only
0,2% in 2010.
Decrease in
major banks
(-0,9% in
2010).
Increase
(+3%) in
international
activities.
Employme
nt
decreased
10% over
the last
years.

Unemployment rate
Country Rate (%)
Nov. 2011
Rate (%)
Nov. 2012
Belgium 7,2 7,4
Malta 6,5 6,9
Italy 9,3 11,1
Cyprus 9,5 14,0
Bulgaria 11,7 12,4
Portugal 14,1 16,3
Greece 18,9* 26,7*
Spain 23,0 26,6
E.U 10,0 10,7
Euro area 10,6 11,8

Job security 2008-2011
High
pressure
even with
agreements
on job
security in
big banks.
Especially in
retail
branches, all
banks are
restructuring
Increased
level of
unemploy
ment,
which
diminishes
job
security,
but good
level of job
security
with
collective
bargaining.
No
significant
changes in
job security
because of
effective
trade union
action.
Problems
of the
banking
system.
General
crisis and
measures
imposed
by the
troika
increase
seriously
job
insecurity.
New sectorial
collective
agreement
(19/1/2012)
provides a
better
regulation of
employment,
temporary
jobs and job
creation.
Good level of
job security,
but voluntary
early
retirement
scheme and
employment
of junior staff
on short term
contacts.
The problem
increases due
to the
extension of
retirement age
and the gap in
financing
public health
and pensions
schemes.
Low levels of
precarious
jobs, 90%
under a
normal
employment
contract.
New
pressures
related to
recent
changes of
the Labor
Code.
Greater time
flexibility,
easier lay-
offs,
reduction in
severance
pay.
Stressed
decrease in job
security, no
more
guaranties,
since 9.000
jobs were lost
in 3 years.
New pressures
with “reforma
laboral” and
recent
problems of
the banking
sector (Dexia
etc).

Flexibility in working life: 2008-2011
People
required to
work more
flexibly
across
locations.
High
flexibility.
Job
positions
might
change
within the
bank or
another
financial
institution.
Union
action
proved
effective to
prevent
change.
Increase in
all
measures
of
flexibility,
especially
wages and
working
time.
Pressure
for higher
flexibility in
wages,
contracts
and
working
time.
Pressure for
higher
flexibility,
especially in
international
operations
(flexible
hours,
teleworking)
Increased
flexibility,
especially
in working
hours.
Higher
flexibility in
terms of post
and workplace
mobility, new
subsidiaries.

Public support to banking trade unions
 In nearly all national cases, TUs have a good public image and
support.
 Mainly in Greece and Spain, fundamental employees’ rights are
targeted as “privileges”.
 Risk of “social automatism” where tax-payers are called to
cover banks’ bail-out costs.
 Unions need to better pass their messages, especially to
younger employees and to the public.

MERGERS & ACQUISITIONS (M&As)
 In many national cases, there is a sharp increase or continuation of
M&As in the sector. (I.e. Spain and recently Greece)
 The most important Μ&Αs are to be implemented in the near future,
especially in countries under IMF-EU-ECB bail-out Plans, like Greece.
 In times of crisis M&As are far more painful and risky, than they
were in times of development.
 This creates major concerns and challenges for the T.Us, to
protect employment and employees’ benefits.

Mergers and acquisitions
Increased
Two banks
bought by
foreign
banks.
A third
bank
nationalis
ed by the
governme
nt.
Increased
2011
merger
announce
ment
between
Alpha Bank
and
Eurobank
EFG in
Greece,
affected
their
subsidiarie
s in
Bulgaria.
Increased
-Russian Rybolovlev
acquired 9.99% of Bank
of Cyprus.
-Cross-border merging
when Marfin Popular
Bank Public Co Ltd
("MPB") absorbed
Marfin Egnatia Bank SA
("MEB").
-The Cyprus
Development Bank
privatised under the
control of the EFP
consortium
-Piraeus Bank acquired
Arab Bank in Cyprus.
-BLC Bank acquired USB
BANK PLC.
-CNP acquired 50.1% of
Marfin Insurance
Group.
Decreased
1998-2002
Significant
M&As(14 M & As
+privatization of 6
public banks.)
2003-2007
Cross-border
acquisitions by
Greek banks in the
Balkans, Turkey
and Egypt.
2008 – 2011
Takeover of the
private T-Bank by
the public bank
Hellenic Postbank.
More M&As
expected.
Increased
No
specific
informatio
n from the
trade
unions.
Not
Applicable
No real
activity in
the last few
years.
Most
domestic
and
internation
al
financial
institutions
foreign
owned.
Decreased
Major
M&As took
place
before
2009.
Sporadic
M&As
between
subsidiarie
s.
Increased
M&As
main
factor of
staff
reduction
BBVA and
Santander
are the
result of
more than
20
different
banks.
Restructur
ing since
2008 due
to the
housing
“bubble”.

Trade union density rate - recent developments
TU
Density
Rate (%)
2008
26-50
11-25 76-100 76-100 76-100 51-75 76-100 76-100
2011
26-50
11-25 76-100 76-100 76-100 51-75 76-100 76-100
Comments Highly
decreasing
trend , due
to early
retirement/
pension
programs.
Expected to
improve in
the near
future, as
the union is
investing on
TU density.
No
significant
changes.
Trade Unions
active in
only 3
Bulgarian
banks and
one IT
provider to
banks.
Density rises to
nearly 100%.
Employees and
managers of all
hierarchy levels
are members.
High density rate
due to OTOE’s
efforts to establish
unions and cover
every workplace in
the sector.
Recent attacks to
collective rights +
growing job
insecurity /
individualism are
challenges.
No
significant
changes.
Stable.
MUBE has
negotiated
excellent
CAs with the
banks.
Creation of
FEBASE,
resulting in
better
coverage of
the sector.
Union
members
advance
despite
bad times
and yellow
unions.

Levels & importance of collective bargaining
Levels National
sectoral
+business
level,
additional
Only
business
level (4 CAs)
National
sectoral
(+ business level,
mainly in
Insurance
companies)
National
sectoral
+ business level
-General priority
to second level
CAs since Nov.
2011
National-
sectoral +
business
level. -
Recent
priority to
second
level CAs.
Only
business le
vel.
Compensa
tion based
on
national
inflation
levels.
National
sectoral +
business
level .
National
sectoral+
business.
With
“Reforma
laboral”
priority
to 2nd
level
Cover
age
High-
generally
binding
sectoral CAs,
every 2 years.
Low, TU
present in 3
banks and
one IT
provider
High-generally
binding.
High-generally
binding CA, by
extension, ‘till
Nov. 2011. Now
under question.
High -
generally
binding
CAs.
High- two
business
CAs
account for
90% of
employees
High, 70%
sectoral +
30% at
company
level.
High,
generally
binding
CAs
Comm
ents
Increasing
importance of
C.B and S.D, at
both levels+
special
agreements.
Positive
negotiation
attitude.
No change
expected in
the next 2-3
years. Need
for structured
S.D.
Problem with
employers’
sectoral
organisation
The “Industrial
Code” regulating
labor relations is
generally respect
ed.
New challenges
arise from the
bail-out plan
asked from IMF-
EU-ECB
Sectoral
negotiations not
concluded since
2010.
Problem with
employers’ sectoral
organisation.
Sectoral CA expires
on 14-2-2013 by
law!!!
Increased
importance
of CB and SD
to protect
employment
and basic
rights.
Problem with
employers’
sectoral
organisation.
High
importance
of CB.
Problem with
employers’
sectoral
organisation.
Decentrali-
zation, only
when
authorized by
sectoral CAs.
Decentrali
zation to
the 2nd
level.
Difficulties
for CB and
SD at the
first level.

GOOD PRACTICES
BELGIUM CYPRUS ITALY PORTUGAL SPAIN
A) Bipartite
sectoral
committees
covering
major issues.
B) Sectoral
agreement on
“economic
and financial
information
to work
councils”.
A) Bonuses :ETYK called
banks’management not to
grant bonuses for 2011, in
order to save about €20
million.
B)Establishment of a
Meritocracy Committee -3
members,1 ETYK
representative.
C)Establishment of
Disciplinary committees
and Appeals committee.
D) Employee participation
in the boards of 3 banks
(Marfin Popular Bank of
Cyprus, USB bank).
Α)National Sectoral
Agreement of
19/1/2012.-National
Employment Fund
Β) Framework
Agreement on
Collective bargaining
(24/10/2011)
C) New National
Agreement on the
Solidarity Fund
(7/2011)
D) National Sectoral
Agreement of
7/7/2010 on trade
union rights.
E) Agreement of
18/10/2010
inUnicredit Group.
F) Agreement of
2/2/2010 Intesa
SanPaolo Group.
A) Sectoral 3partite
Agreement 21-12-
2011 (FEBASE –
APB-Government)
to transfer sector’s
social security funds
(6 bn euros) to the
public system.
B) National 3partite
agreement on
Development,
Competitiveness &
Employment,
3/2/2012, revising
the IMF-EU-ECB
Memorandum for
Portugal on a
relatively better
basis.
A) Agreements in BBVA
and Santander on
ergonomics good labor
climate and working
conditions.
B) Health and security
joint protocols at
business level on
independent evalution of
health risk at the
workplace.
C) Long life training
agreements signed in
most major banks ,
including training during
the working hours and
paid
D) Sectoral CA 2011-2012
on employment
protection, organized
decentralization of
sectoral clauses, Fund to
guarantee Severance Pay
in case of business
insolvency etc. 23V.N.GEORGAKOPOULOU.

Change in I.R. Regulations
Pressures
for change
Companies try
to decrease
wage-costs &
increase
variable
elements, to
avoid some
taxes and
social security
contributions
on wages.
EU pressure to
abolish
automatic
indexation
system
No
significant
changes.
No change
in the Code
of Industrial
Relations.
Banks
putting
pressure to
diversify
salaries,
reducing the
fixed part.
A long list of
changes in
labor law
imposed by
the troika,
abolishing
workers’ rights
& giving open
priority to
business level
agreements.
Easier lay-offs,
drastic
reduction in
severance pay.
Unilateral &
cheaper
flexibility.
Mainly by
common
agreement
-New
National
Sectoral
Agreement of
19/1/2012.
-Framework
Agreement
on Collective
bargaining
(24/10/2011)
No
significa
nt
changes
Change in the
Labor Code, as
a result of a
National
3partite
agreement.
Easier and
cheaper lay-
offs, more
labor-time
flexibility,
cheaper
overtime etc
“Reforma laboral”
Dramatic reduction of
severance pay.
Employers firing staff
will have to offer 33
days’ pay per year, or
20 days if the business
is facing losses over a
sustained period.
Max. severance pay
fixed as the equivalent
of two years’ wages,
almost halved.
Increased priority to
second level CAs,
ignoring sectoral CAs.

Social dialogue in the banking sector 2008-2011
A mixed picture:
 In 4 countries (Belgium, Bulgaria –where already existing-, Italy,
Portugal) S.D. seems to increase in times of crisis.
 On the opposite, in Greece and Spain it seems to lose pace, due to a
deteriorating social climate and unilateral government intervention in
favor of employers. This exacerbates tensions and raises serious
obstacles to S.D.

Industrial action 2008-2011
 Where we have less Social Dialogue in the sector, along with
aggressive Government interventions to abolish workers’ rights,
tensions are constantly rising.
 This is the very case of Greece and Spain and, to a lesser
extent, of Portugal.
 In other countries, especially those having a long tradition in
reaching consensus, industrial action is less used, mainly as a
means to ease agreements and/or in terms of participating to
wider industrial actions.

Main challenges: banking sector
 Except for Malta and -to a lesser extent- Belgium, all national
banking systems are suffering from internal destabilization problems
and/or contagion effects, related to financial stability and/or to
sovereign debt crisis.
 Recapitalization, liquidity and M&As issues. Restore liquidity so as to
properly finance the real economy.
 Stop deposit outflow.
 Effective supervision, regulation and transparency in the banking
system.
 Overcome the crisis, ending-up with a different banking system,
sociably responsible and supportive of development.

Main challenges: M&As
 Nearly all partners are expecting a sharp revival of M&As in the
near future, arising from Government and ECB’s interventions, which
are mainly connected to banking bail-outs.
 Serious challenges for employment and employees’ benefits,
stemming from M&As, especially in times of a continuing and
deepening depression.
 To minimize negative effects, partners propose early and well
documented social plans, appropriate clauses to safeguard
employment, CAs and labour rights, as well as effective
information, consultation, negotiation & implementation
procedures, involving the unions in every step.

Main challenges: Employment protection
 The comparative outcome suggests that nearly in all
national cases, employment protection remains a
major TU’s concern, especially in terms of
avoiding redundancies.
 Therefore, it is indispensable to enhance experiences
and good practices, establishing solidarity between
generations, regulating instability, extending CAs,
regulating time and wage flexibility.

Main challenges: Wages
 Protect wages against inflation, unilateral cuts, austerity
measures and increasing taxation.
 Effectively respond to bank employees’ being targeted as “overpaid”.
 Preserve automatic indexation systems in Belgium and Cyprus.
 Limit and regulate variable elements of wages, albeit employers’
stressed will to extend them via performance evaluation or
quantitative targets.
 Negotiate flexibility, with more transparency and a better collective
coverage of wages’ variable elements.
 Moderate or abolish short-sighted quantitative targets and risky
practices due to excessive bonuses for senior executives.
 Face wage cuts in the sector.

31
19.17%
-35.19%
12.73%
51.98%
44.26%
21.77%
15.45%
6.54%
10.44%
5.86%
16.17%
43.81%
18.84%
21.33% 21.70%
-40.00%
-30.00%
-20.00%
-10.00%
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
Labor cost developments in banking, 2004-2008 (%), Eurostat Data
V.N.GEORGAKOPOULOU.

Annual total labor cost in the banking sector, 2008
Source : Eurostat *The annual labor cost in Greece equals 76,06% of the European average
(€ 66.902), whereas that of Germany equals 106,75%.

33
31,513
32,154
37,802
42,840
44,700
46,414
47,777
53,202
54,824
55,654
56,332
56,891
60,346
63,207
66,066
0 10,000 20,000 30,000 40,000 50,000 60,000 70,000
Ireland
Malta
Greece
Cyprus
Portugal
Finland
Spain
United Kingdom
Germany
France
Austria
Sweden
Belgium
Denmark
Netherlands
Gross annual salaries in the banking sector, 2008 (in euros)
V.N.GEORGAKOPOULOU.

Total labor cost to productivity ratio in banking, various countries %
Σχέση συνολικού Κόστους εργασίας προς παραγωγικότητα εργασίας κατά ΟΟΣΑ στις τράπεζες (%)
1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Austria 70,07 66,90 66,91 68,54 68,87 69,51 72,66 76,76 73,28 69,81
Belgium 58,84 65,24 64,41 61,53 59,42 57,49 57,03 61,56 66,09 56,69
Finland 36,77 32,97 35,98 40,99 41,86 38,65 35,80 33,19 32,31 28,35 34,99
Germany 52,60 58,01 57,55 51,10 53,69 51,11 51,83 54,04 50,83 48,45 52,22
Ireland 44,09 45,27 44,41 42,74 41,80 44,24 42,82 41,94 38,57 30,14 30,59
Italy 56,42 49,56 43,16 45,65 48,13 47,94 47,09 50,95 50,20 45,15 51,04
Netherlands 66,84 74,73 73,95 67,61 63,16 65,67 62,78 66,20 68,72 60,82 54,31
Spain 57,14 60,10 47,01 50,24 47,48 53,59 47,88 43,35 40,12 38,50 35,45
Greece* 42,14 42,62 41,12 44,29 39,71 37,8
Πηγή: 00ΣΑ.
* Για την Ελλάδα : Ετήσιες Εκθέσεις 15 εμπορκών Τραπεζών – Επεξεργασία : Γραμματεία Εργασιακών Σχέσεων
ΟΤΟΕ

Main challenges : Social Dialogue
Social dialogue and CAs are seriously questioned,
especially in countries under IMF-EU-ECB surveillance.
Main challenges:
 Protect employment and safeguard sectoral CAs
 Avoid “patchwork solutions” and/or multiple speed
segregational situations in the sector.
 Anticipate and be prepared to face difficult challenges in the
near future.

Main challenges: working time
 A stressed need for better collective coverage/regulation of
working time
 No unpaid overtime,
 Ensure a better work-life balance.
 Effectively regulate working time reduction, especially if paired
by wage reduction + temporary lay-offs, to avoid abusive use by
employers.

Main challenges: Training and skills upgrading
 A crucial element for employment protection, especially in
times of crisis and growing uncertainty.
 Despite an unprecedented creation of job surpluses, there is a
growing need of multifunctional and highly skilled employees,
which calls also for reliable career planning.
 Need of effective collective coverage, to extend and
guarantee training rights and effective career development.

Union strategy and major claims
Important convergences, due to common problems , mostly referring
to the following issues/needs:
 A better social dialogue and collective regulation, at all levels
 A new European road map to exit the crisis – national solutions ,
especially those based on extreme austerity measures, are not
viable.
 A E.U boosting development, employment & social cohesion,
instead of spreading austerity through the Stability Pact.
 More powerful and effective unions, both at national and
international levels, addressing a stronger message to employees
and to the public opinion.
 Unions more visible and active at the European institutions,
acting in solidarity & cooperating for a better Europe.

Union strategy and major claims for the coming years
BELGIUM BULGARI
A
CYPRUS GREECE ITALY MALTA PORTUGAL SPAIN
Be more
attractive
and adapt
to new
generations.
Invest in
modern
communicat
ion, new
services ,
even in new
positions on
certain
issues.
Social
dialogue
and
mutually
beneficial
developm
ent
Overcome
the crisis
Face
challenges
arising from
the IMF-EU-
ECB bail-out
plan
Preserve the
benefits and
the level of
life of ETYK’s
members.
Job Security
Implementat
ion of CAs
provisions.
-Abolishment of all
reforms against
labour
-Unity of workers
and support from
the public.
-A new Europe-
wide strategy for
the T.Us.
-Effective social
dialogue in the
sector.
-Protection of
employment and
labour rights.
-A healthy banking
system, with a
strong state pillar,
able to support
development
-A Europe
promoting
employment, real
convergence and
social cohesion.
-Protect and
create new
“good”
employment.
-protect
collective
bargaining at
all levels.
- solidarity
between
generations
-incentives for
hiring
disadvantaged
categories
-union
involvement
in tackling the
challenges of
the crisis.
-Further
increase in
union
membership
–improve
ment of
overall
working
conditions
and
communi
cation.
-Increase the
role of T.Us to
cope with the
crisis’ impact
on the sector,
the country
and Europe.
-More
coordination
at sectoral,
national and
European
level.
-A new
strategy for
Europe,
protecting
employment
and
social rights.
-Unions more
visible at the
European
institutions.
-Overcome the
crisis and the
impasse of
austerity policies
-Sectoral CA
maintenance.
-Flexibility
negotiated ,not
unilaterally
imposed.
-National debt
problems to be
solved with the
participation of all
stakeholders and
the whole society.
-More effective
unions with a
stronger message.
-A new road map
for the European
T.U. movement

Social Dialogue: objectives & perspectives
 Strengthen social partners’ role and involvement against Governments’ unilateral
interventions
 Enhance proactive, instead of reactive bargaining.
 Facilitate information disclosure.
 Articulate different levels of C.B. to deal with production, employment and costs
issues, in a fair and equitable way.
 Protect & create employment-mitigate redundancy effects, via T.Us involvement in
restructuring issues/ M&As.
 Protect earnings – minimize variable elements.
 Regulate flexibility
 Improve Training and skills
 Develop a new agenda to exit the crisis, rejecting neo-liberal simplifications and
dogmas.

Thank You!!!

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