This document discusses employee rights, employer responsibilities, and human rights complaints in the workplace. It outlines employee rights such as making internal complaints, human rights complaints, and civil actions. It describes employer responsibilities like having employment contracts and policies on harassment, training employees, monitoring workplaces, and enforcing discipline. The document explains the human rights complaint process and options for disability benefits in cases of work-related stress.

1. I.Karthikeyan
Assistant Professor,
Mechanical Department .
1

2. Unit Iv Safety and Responsibilities
and Rights
 Safety and Risk – Assessment of Safety and Risk – Risk
Benefit Analysis and Reducing Risk - Respect for Authority
– Collective Bargaining – Confidentiality – Conflicts of
Interest – Occupational
 Crime – Professional Rights – Employee Rights –
Intellectual Property Rights (IPR) – Discrimination

3. EMPLOYEE RIGHTS
 Internal Complaint to Human Resources or
management
 Human Rights complaint under the Code
 Stress Leave/Disability (if available)
 Civil Action/Constructive Dismissal

4. EMPLOYER RESPONSIBILITIES
 Employment Contracts
 Policies (Harassment, Internet Use)
 Training
 Monitoring
 Discipline

5. EMPLOYER RESPONSIBILITIES
Employment Contract and Policies
 Outline what behaviour is not acceptable in the
workplace
 Set out the employer’s expectations regarding
proper conduct in the workplace
 Advise what range of disciplinary action will be taken
should an employee be found to have breached the
policy

6. EMPLOYER RESPONSIBILITIES
Investigation
 Assess the complaint
 Appoint an investigator
 Conduct interviews
 Make interim decisions on complainant/respondent
 Process evidence and interview additional parties

7. EMPLOYER RESPONSIBILITIES
Discipline - breach of the policy constitutes
cause for discipline, up to and including
termination of employment

8. HUMAN RIGHTS COMPLAINT
 Usually arises after the Employer has either failed to
respond to a complaint or has made a decision with
which the Complainant disagrees
Under the current system an applicant may bring their
complaint directly before the Ontario Human Rights
Tribunal
 Within this system a complaint may be resolved by
adjudication or mediation

9. DISABILITY BENEFITS
 If the harassment results in severe mental distress it
may result in a claim for short-term or long-term
disability, if available
 Workplace stress has rapidly becoming one of the
most popular causes for employee absence and
disability claims

10. Why bother with Risk Assessment?
 Work on most important
tasks
 Clarify conflicts
 Ensure representation of
all members
 Develop capabilities of
the Safety Committee

11. Risk Assessment

12. How Bad? / Severity

13. The Range for Severity

14. Relative Values

16. How Bad? / Severity

17. How Bad?

18. How Often? / Frequency

19. Elements of “How Much?”
How Many?
How Often?
How Long?

20. How Much?
How Many?
 fewer than 5 workers = 1
1% - 30% of workforce = 2
31% - 50% of workforce = 3
51% - 100% of workforce = 4

21. How Much?
How Often?
 A few times a year = 1
Once a month = 2
Weekly = 3
Daily = 4

22. How Long?
Less than 2 hours = 1
More than 2 hours = 2

23. Combine the Elements
 How Many? + How Often? + How Long? = How Much?

24. How Much?

25. How Much?
 A maintenance worker has to enter and clean waste
out of a pit every six months. The job takes less than 2
hours and only involves the entrant and the attendant.
This job is classified as a “Permit Required Confined
Space Entry” . The maintenance worker has expressed
concerns about the entry procedure. He does not
think it is safe.

26. How Much?
 Confined Space Example
 How Many? – 1 person = 1
 How Often? – less than once a month = 1
 How Long? – less than 2 hours = 1
 How Much? = 1+1+1 = 3

27. How Much?
 Sanitation example
 All of the sanitation workers in the plant have been
provided with gloves that do not provide sufficient
protection. They are exposed to harsh chemicals
throughout their entire shift. Some workers have
complained of rashes on their hands and wrists.

28. How Much?
 Sanitation example
 How Many? – more than 5, less than 30% of workforce
= 2
 How Often? – daily = 4
 How Long? – more than 2 hours = 2
 How Much? - 2+4+2 = 8

29. How Much? Production example
 A recent increase in production standards has affected
almost all production workers. Many workers are
complaining of sore wrists and shoulders.

30. How Much? Production example?
 How Many? – 51% - 100% of workforce = 4
 How Often? – daily = 4
 How Long? – More than 2 hours = 2
 4+4+2 = 10

31. How Likely?

32. We cannot predict how likely it
is for a complex system to fail!

33. All mechanical systems fail
eventually.

34. How Likely?

35. How Likely?

36. How Likely?

37. How Likely?

38. How Likely?

39. How Likely?
 Assume something has already gone wrong and the
worker IS exposed to the hazard
 Will the exposure to the hazard result in injury?
 All mechanical systems fail.
 Don’t try to predict when complex systems will fail
(unless you are a wizard!)

40. Add the Results for Each Hazard
 Confined Space
 How Bad = 10
 How Much = 3
 How Likely = 4

41. Compare relative values for
different hazards

42. Imminent Danger

43. Corporate Social Responsibility
• Concepts, key issues, context
• Key CSR drivers
• Implications for enterprise
• Implications for development

44. Main Concepts of CSR
CSR (Carrol, 1979)
Firms have responsibilities to societies including economic, legal,
ethical and discretionary (or philanthropic).
- See also DeGeorge (1999) on the “Myth of the Amoral Firm”
Social Contract (Donaldson, 1982; Donaldson and Dunfee,
1999) – There is a tacit social contract between the firm and
society; the contract bestows certain rights in exchange for
certain responsibilities.
Stakeholder Theory (Freeman, 1984) – A stakeholder is “any group
or individual who can affect or is affected by the achievement of an
organisation’s purpose.” Argues that it is in the company’s strategic
interest to respect the interests of all its stakeholders.

45. Main Concepts of CSR
CSR = political economy
The rights and responsibilities assigned to private industry.

46. Key Issues in CSR  Labour rights:
 child labour
 forced labour
 right to organise
 safety and health
 Environmental conditions
 water & air emissions
 climate change
 Human rights
 cooperation with paramilitary forces
 complicity in extra-judicial killings
 Poverty Alleviation
 job creation
 public revenues
 skills and technology

47. Context Globally
 Liberalisation of markets – reduction of the
regulatory approach
 Emergence of global giants, consolidation of
market share
 Development of the ‘embedded firm’ and the
global value chain
 Development of supplier networks in developing
countries

48. Key drivers of CSR
Around the world
• NGO Activism
• Responsible investment
• Litigation
• Gov & IGO initiatives
Developing Countries
• Foreign customers
• Domestic consumers
• FDI
• Government & IGO

49. Key Drivers: NGO Activism
 Facilitators: IT (esp
Internet), media, low cost
travel
 Boycotts, brand damage,
influence legislation,
domino effect
 e.g. Shell in Nigeria, Exxon
in Cameroon, Sinopec in
Sudan, Apparel Industry
(Nike, Gap), GMO, Wood
Products, etc.

50. Domino Effect in the US Wood Products Industry:
7 out of top 10 shift policy on old growth within 18 months
Date of
Policy Shift
Company Industry Rank
Aug - 1999 Home Depot 1
Nov - 1999 Home Base 6
Nov - 1999 Wickes 9
Jan - 2000 Menards 3
Aug - 2000 Lowes 2
Aug - 2000 84 Lumber 4
Dec - 2000 Payless Cashways 5

51. Key Drivers: Responsible Investment
 Roots of: South Africa Apartheid
Divestment
 Significant size: US SRI = 2.3 trillion
$ in 2005 or 10% of all professionally
managed investments
 Shareholder activism: shareholder
resolutions; voting process
 Influence corporate reporting and
disclosure requirements
 New rules on CSR reporting

52. CSR Management:
Management structure
Example: Chiquita
Board of Directors
President & CEO
Group
Presidents
Chief Financial
Officer
VP of Human
Resources
General
Counsel
Corporate
Responsibility
Officer
Steering
Committee
Audit Committee of
Board

53. CSR Management:
Plan, Do, Check, Act method
Plan
• Consult stakeholders
• Establish code of conduct
• Set targets
Do
• Establish management
systems and personnel
• Promote code compliance
Check
• Measure progress
• Audit
• Report
Act
• Corrective action
• Reform of systems

54. Code of Conduct:
Widespread adoption among TNCs
Adoption of…
• More than half of the 100 largest
firms by global revenue (Fortune
Global 100)
• More than a third of the 100 largest
firms by foreign assets (UNCTAD
WIR 100)
• 57% of all foreign assets
• 51% of all foreign sales
• 65% of all foreign employees
Multi-Sector
7% Technology
17%
Services
20%
Light Industry
17%
Heavy Industry
27%
Not Specified
12%
Codes found among all
industrial sectors.
Source: OECD 1999
survey of 233 codes

55. Code of Conduct:
Issue emphasis varies by industry
0 20 40 60 80 100
Multi-Sector
Technology
Services
Light
Industry
Heavy
Industry
% of Codes addressing issue
Environment
Fair Employment &
Labour Rights
Rule of Law
Fair Business Practices
Source: OECD 1999
survey of 233 codes

56. Code of Conduct:
Emerging consensus on key issues
Source: Conference Board 1999,
Survey of 123 Codes
0% 25% 50% 75% 100%
Human rights
Confidentiality of personal information
Community relations
Political activities
Workplace safety
Antitrust
Sexual harassment
Environment
Giving gifts
Discrimination / equal opportunity
Receiving gifts
Security of proprietary information
Conflict of interest
Bribery/improper payments
% of codes addressing issue

57. Code of Conduct:
Cascade effect
82%
50%
34%
22%
0%
25%
50%
75%
100%
Company Contractors Sub-
contractors
Customers
as
%
of
all
codes
surveyed
Source: OECD 1999
survey of 233 codes

58. Code of Conduct:
Cascade effect
Source: Conference Board 1999,
Survey of 123 Codes
0% 10% 20% 30% 40% 50%
Nepotism
Child labor
Whistleblowing
Political activities
Human rights
Workplace safety
Sexual harassment
Discrimination / equal opportunity
Environment
Conflict of interest
Bribery/improper payments
Receiving gifts
Giving gifts
% of COE applying to JV partner or Supplier/Vendor
JV Partners Suppliers/ Vendors

59. Sphere of Influence
Who – is to be influenced?

60. Sphere of Influence
What – issues are to be influenced?

61. Sphere of Influence
How – are those issues to be influenced?

62. Sphere of Influence
Example: Mattel
Who: suppliers, JVs and branch plants
What: OSH
How: focus on manufacturing processes, HR, factory design

63. CSR Management:
Governing the value chain

64. Compliance Management:
Management by certification
ISO 14000 by Region
Europe
Far East
N. America
Aust./ New
Zealand
S. America
Africa/ W.
Asia
• Introduced 1998
• By 2005: 763 factories,
47 countries
• Introduced 1995
• By 2002: 37,000 factories,
112 countries
SA 8000 by Region
Asia
Europe
N.
America
S.
America
Africa

65. Compliance Management:
Management by certification
ISO 26000: Social Responsibility
• To be Introduced in 2009 or 2010
• NOT a Management System (?)
• NOT a Certifiable Standard (?)

66. Principles of SR
1. Ethical behaviour 2. Respect for rule of law
3. Respect for international norms of behaviour
4. Respect for and considering of stakeholder interests
5. Accountability 6. Transparency
7. Precautionary approach 8. Respect for human rights
Organizational Governance
Human
Rights
Labour
Practises
Environment
Fair
operating
practises
Consumer
issues
Community
&
society
development
Core Subjects Implementing SR
7.2
Defining scope
7.5
Implementing in daily practise
7.7
Evaluating performance
7.8
Enhancing credibility
7.4
Integrating into organization
ISO 26000 Roadmap
7.3 Working With Stakeholders
7.3 Communicating

67. CSR Management:
Supply chain specific

68. CSR Management:
CSR reporting becomes ‘mainstream’
% of Large Firms Issuing a CSR Report
64%

69. CSR Management:
Emerging standards in CSR Reporting
Global Reporting Initiative (GRI)
A multi-stakeholder initiative
www.globalreporting.org
International Standards of Accounting and
Reporting (ISAR)
A project of UNCTAD
www.unctad.org/isar

70. Implications for Development
 CSR ‘cascade effect’ on members of the
global value chain
 labour conditions (e.g. OSH, right to
organise, wages)
 environmental controls
 transfer of new management
techniques
 Compensation for weak legal environment
in LDCs
 Impact on economic development &
national competitiveness???

71. Implications for Development:
CSR management
CSR performance among 100 emerging market enterprises
Source: UNCTAD, 2008
Environment overall
0%
20%
40%
60%
80%
100%
Policy Systems Reporting
Advanced Good Intermediate Limited No evidence

72. Implications for Development:
CSR management
CSR performance among 100 emerging market enterprises
Source: UNCTAD, 2008
Countering Bribery overall
0%
20%
40%
60%
80%
100%
Policy Systems Reporting
intermediate limited no evidence

73. Implications for Development:
CSR management
CSR performance among 100 emerging market enterprises
Source: UNCTAD, 2008
Human Rights overall
0%
20%
40%
60%
80%
100%
Policy Systems Reporting
intermediate limited no evidence

74. Implications for Development:
is CSR good for growth?
“…[CSR] is liable to hold back the development of poor
countries through the suppression of employment opportunities
within them.”
David Henderson
“[CSR]’s adoption would reduce competition and economic
freedom, and undermine the market economy.”

75. Implications for Development:
Experiments in quantification
R2
= 0.6079
0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
30 35 40 45 50 55 60 65 70 75 80
National Corporate Responsibility Index (2003 Score)
Labor
Cost
per
worker
in
manufacturing
($
per
year,
1990-1994)
Indonesia Costa Rica
Does an increase in CSR correspond with an
increase in labour costs?

76. Implications for Development:
Experiments in quantification
Does an increase in CSR correspond with a
decrease in real GDP growth?
-4.0%
-2.0%
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
30 35 40 45 50 55 60 65 70 75 80
National Corporate Responsibility Index (2003 Score)
Real
GDP
Growth
Avgerage
1991-2001
China
Turkey
New Zealand
Thailand
Russia
Ireland
Indonesia

77. Thank you