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ISBN 978-92-2-031217-9 (print); 978-92-2-031218-6 (web pdf) Also available in Urdu: Good practices in collective bargaining: A compilation of case studies from Pakistan ISBN 978-92-2-031219-3 (print); 978-92-2-031220-9 (web pdf), Islamabad, 2018 The designations employed in ILO publications, which are in conformity with United Nations practice, and the presentation of material therein do not imply the expression of any opinion whatsoever on the part of the International Labour Office concerning the legal status of any country, area or territory or of its authorities, or concerning the delimitation of its frontiers.
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Printed in Pakistan Foreword Collective bargaining is a critical process whereby employers and workers can engage, through their organizations, to establish sound industrial relations.
There are many examples of collective bargaining arrangements which contribute to strengthening labour- management and industrial relations in Pakistan, Even though it is difficult to capture all of the forms of collective bargaining, taking stick of such processes in their context, provides useful insight on this key element of social dialogue.
For the purpose of the study, relevant stakeholders representing workers, employers, government, civil society and research organizations were identified and interviewed.

Some factory visits were also arranged to witness some of the provisions that are extended to workers under the Collective Bargaining Arrangements.

The present study is envisioned to be a step towards collating and documenting examples of good practices in collective bargaining in different economic sectors in the country.
The rationale for this exercise is rooted in the need for drawing lessons from experience in terms of what works and what does not when it comes to advocating and representing the rights of workers through institutional mechanisms.
Ingrid Christensen Country Director Country Office for Pakistan Islamabad July 2018 iii Contents Acknowledgements ............................................................................................................................. vii Executive summary ............................................................................................................................... ix List of acronyms .................................................................................................................................. xiii 1- Background and context .............................................................................................................. 1 2- Methodology for case study compilation .............................................................................. 3 3- Trade unions and collective bargaining arrangements in Pakistan: An overview6 3.1 Workers’ organization in Pakistan ....................................................................................... 6 3.2 Legal framework governing labour organization .......................................................... 8 4- Mapping good practices in collective bargaining arrangements .............................. 10 4.1 Content of collective bargaining agreements ............................................................... 10 4.2 Process of negotiation ............................................................................................................ 12 4.3 Outcomes of collective bargaining arrangements ....................................................... 14 4.4 Key enabling factors in successful collective bargaining arrangements ............ 16 5- Conclusion ...................................................................................................................................... 17 6- Appendices .................................................................................................................................... 19 v Acknowledgements This report was researched and written by Ms. Sabina Ahmed.
Ms. Rabia Razzaque at the ILO Country Office for Pakistan provided invaluable technical support to the author during the project.

Substantial comments were provided throughout the research and drafting process by Mr. Mathew Cowgill, Chief Technical Advisor, Programme for Sustainability and Standards in Global Supply Chains in Asia, at the ILO Regional Office for Asia and Pacific.
Mr. Christopher Land-Kazlauskas, Freedom of Association and Collective Bargaining Specialist at the Advocacy and Partnerships Unit in Fundamental Principles and Rights at Work Branch, ILO Headquarters, Geneva provided inputs to the terms of reference and methodology of the research.

Mr. Ravindra Peiris, Senior.


Specialist, Employers' Activities, DWT/CO-New Delhi and Mr. Mahandra Naidoo, Specialist, Social Dialogue and Labour Administration, DWT/CO-New Delhi also provided extensive inputs to the initial draft.

The author extends appreciation to Pakistan Workers’ Federation and affiliates, Department of Labour in Sindh and Punjab, and Registrar National Industrial Relations Commission for sharing copies of Collective Bargaining Agreements.
The author also expresses her deepest thanks to all the focus group discussants, interviewees and other participants.

This publication has been supported within the framework of the programme for Sustainability and Standards in Global Supply Chains in Asia, financed by the Government of the Federal Republic of Germany.

The programme was initiated as part of a renewed partnership between the German Ministry for Development Cooperation (BMZ) and the International Labour Organization (ILO).
The responsibility for opinions expressed in this publication rests solely with its author, and its publication does not constitute an endorsement by the ILO or the Government of Federal Republic of Germany of the opinions expressed in it.

vii Executive summary It is widely recognized that industrial relations based on trust and social dialogue enhance productivity, increase efficiency and promote decent work.
The need for a structured mechanism and system to carry out this dialogue becomes imperative in the given context of global transformation marked by market liberalization and deregulation and leading to implications for the workforce and rights of workers, employment and working conditions.
In Pakistan, the governing legislative frameworks for industrial relations include the provincial Industrial Relations Acts and the Federal Industrial Relations Act for coverage to more than one province (trans-provincial) at the federal level.
The total number of unions including collective bargaining agents registered at the national level with NIRC (based on the trans-provincial clause) and the provincial labour departments according to a study1 by ILO is 7,096 out of which only 19 per cent were collective bargaining agents.

Collective bargaining is a key means through which employers and their organizations and trade unions engage to establish sound industrial relations based on mutual trust and agreement.
There are many examples of collective bargaining arrangements resulting in strengthening labour-management and industrial relations in the country.

The challenge, however, is that collective bargaining is a ‘process.’ Therefore, sometimes it may not be captured in evidence as it is not uniform across the board and remains unique to varying contexts.

It may also not always result in collective bargaining agreements.
In some cases, collective bargaining may exist as an institutionalized and structured process while in others it may still be less formalized.

In general, however, there is dearth of documented evidence base capturing the experiences of collective bargaining agents (CBAs) and the process of collective bargaining.

The present study is envisioned to be a step towards collating and documenting examples of good practices in collective bargaining in different economic sectors in the country.
The rationale for this exercise is rooted in the need for drawing lessons from experience in terms of what works and what does not when it comes to advocating and representing the rights of workers through institutional mechanisms.
For the purpose of this study, collective bargaining is examined as an overarching institutional mechanism, encompassing both the process by which collective bargaining takes place, and the output in the shape of agreements as well as the outcomes of how collective bargaining impacts labour-management relations.

In order to avoid confusion vis- à-vis the terminology, clear references are made throughout the report where a specific component (e.g.

process or output) of the overall mechanism is discussed.
1 ILO: Trade union density in Pakistan (Islamabad, 2018), unpublished.

ix Designed as a qualitative research study, the present compilation draws upon case examples of nine selected models representing various sectors including three from the textile sector, and one each from automobile, pharmaceutical, oil and gas, food, sports goods and packaging industry.

The analysis identifies what appears as the ‘good practice’ running common across all cases studies.
The analysis is presented under four key themes including: content of collective bargaining agreements;   process of negotiation;  outcomes of collective bargaining; and  key enabling factors in successful collective bargaining investigates whether provisions The analysis further in the collective bargaining agreements of selected case studies are at par with law, above law or below.

Most of the content and clauses were noted to fit in the ‘above law’ category.
Several common elements were noted in terms of their content.

All agreements, for example, covered a wide range of topics including financial benefits and aspects of workers’ welfare and social security.

In all cases, the agreement appeared to be structured as memorandum of settlements, enumerating various clauses governing the relationship between the workers and employers.
While the negotiation process and its preparation follows a sequenced series of activities stipulated in the law governing the industrial relations, the analysis reveals a number of ‘good practices’ followed by the negotiating parties to arrive at mutually benefiting agreements.

In most cases, these practices were carried out, both informally and in a structured formalized way, to ensure that the process remains relevant, transparent and yields good results.
The key to a successful negotiation process was noted to be research and preparation by both parties.

The interviews revealed that the CBA carried out detailed and meticulous research to determine the overall market trends as well as their company’s own production trends and financial position.
A similar pattern for preparation was also noted at the management’s end where management representatives of the selected companies interviewed shared their experience of preparing for collective bargaining agreements.

Another key feature of a sound preparation process appeared to be consultation with the larger workers body.

The prevailing practices appeared to slightly differ in terms of seeking the members’ input across the selected cases.
In some instances, a more formalized engagement was sought to receive input from the workers and trade union members while in others, informal consultations were carried out to seek feedback from the larger workers’ body.

In all cases examined, it was noted that the negotiation process was not long drawn, lasting x from a few days to a few weeks and usually concluded within a few meetings between the management and the CBA.
Reaching an agreement in a timely fashion was noted to be a key feature of successful negotiation as long drawn negotiations invariably indicated significant variance in positions and the inability to demonstrate flexibility for achieving a win-win situation.

Examining the outcomes, it was observed that, in general, where collective bargaining existed as a well-functioning mechanism, it had contributed to maintaining cordial industrial relations and safe guarding rights of workers.
Outcomes of stable collective bargaining arrangements consisted of both immediate and tangible results as well as relatively more subtle and institutional level gains including cultural and attitudinal change.

It was noted that in organizations with a history of collective bargaining arrangements in place, there existed a high level of mutual trust and respect between the workforce and the management.
One major factor in creating an environment of trust and congeniality was also attributable to good management practices especially in ensuring their accessibility.

The overall impact of good labour management relations led to the creation of a conducive work environment.

In addition to financial gains, a tangible outcome of collective bargaining appeared to be greater recognition of improving work conditions.

A high emphasis on health and safety at workplace was noted in the cases observed.
It was noted that the overall impact of a robust collective bargaining mechanism led to improvements in motivation of workers, resulting in better work discipline and improved attendance.

This, in turn, impacted and improved the quality of work and production.

A key outcome of collective bargaining also appeared to be a more inclusive approach to all workers’ rights.
Many of the agreements reviewed sought to extend benefits to temporary and contract workers, who were not trade unions members as the current legal provision excludes them from being member of the trade union.

Detailed review of the institution of collective bargaining reveals that several contributing factors and enablers play a key role in strengthening it.
A key enabling factor encouraging an effective and well-functioning collective bargaining system appears to be the attitude of management and employer.

As noted earlier, accessible and supportive management is a key factor in ensuring that industrial relations are cordial, and a robust collective bargaining arrangement is in place.

Similarly, a well-informed and aware workers’ organization is essential in creating harmonious industrial relations.
In the cases reviewed, it was observed that the office bearers of CBA were well informed about workers’ rights and obligations and fully conversant with the governing laws and legal requirements.

Information and knowledge of xi the general economy, trends in the economic sector and relevant policy developments were deemed necessary for CBA representatives in order to carry out their role effectively.
xii List of acronyms CBA collective bargaining agent CoD charter of demand COLA cost of living allowance ILO International Labour Organization IRO Industrial Relations Ordinance NIRC National Industrial Relations Commission xiii 1- Background and context It is widely recognized that industrial relations based on trust and social dialogue enhance productivity, increase efficiency and promote decent work.
By bringing together government, employers’ and workers’ organizations, an industrial relations system provides an opportunity for on-going social dialogue, protecting the rights of workers on one hand and safe guarding the interests of the employers on the other hand in a continuously evolving economic and social context.
The need for a structured mechanism and system to carry out this dialogue becomes imperative in the given context of global transformation marked by market liberalization and deregulation and resulting in unemployment, poverty, inequality and marginalization for the disenfranchised.

It has also led to implications for the workforce and rights of workers, employment and working conditions.
Collective bargaining is a key means through which employers and their organizations and trade unions engage to establish sound industrial relations based on mutual trust and agreement.

Collective bargaining is a fundamental right, rooted in the ILO Constitution and reaffirmed as such in the 1998 ILO Declaration on Fundamental Principles and Rights at Work.
While numerous challenges beset the institution of collective bargaining globally, ranging from restrictive legislative and policy regimes governing the industrial relations, to institutional capacity issues limiting efficacy of such arrangements, there are many examples of collective bargaining arrangements resulting in strengthening labour - management and industrial relations.

Pakistan is no exception to this.


The challenge, however, is that collective bargaining is a ‘process.’ Therefore, sometimes it may not be captured in evidence as it is not uniform across the board and remains unique to varying contexts.

It may also not always result in collective bargaining agreements.

In some cases, collective bargaining may exist as an institutionalized and structured process while in others it may still be less formalized.
In general, however, there is dearth of documented evidence base capturing the experiences of collective bargaining agents (CBAs) and the process of collective bargaining in the country.

While there are many examples of successes as well as challenges of how the institution of collective bargaining arrangements has evolved in Pakistan, most of this information has not been made part of any institutional repository.
The present study is envisioned to be a step towards collating and documenting examples of good practices in collective bargaining in different economic sectors in the country.

The rationale for this exercise is rooted in the need for drawing lessons from experience in terms of what works and what does not when it comes to advocating and representing the 1 rights of workers through institutional mechanisms.

This, in turn, can inform policy level advocacy initiatives by providing an evidence base.
It can also serve as a baseline in terms of where Collective Bargaining Arrangement as an institution stands today so that any future effort for their promotion and capacity building can be assessed against a benchmark.
For the purpose of this study, collective bargaining is examined as an overarching institutional mechanism, encompassing both the process by which collective bargaining takes place, and the output in the shape of agreements as well as the outcomes of how collective bargaining impacts labour-management relations.

In order to avoid confusion vis- à-vis the terminology, clear references are made throughout the report where a specific component (e.g.

process or output) of the overall mechanism is discussed.
Based on this rationale, the key objectives of the good practice case studies compilation include:  Exploring the practices/factors that define the success of collective bargaining   Capturing impact of collective bargaining on enterprise performance Investigating impact of collective bargaining on workers A cross-sectoral collection of case studies representing different economic sectors has been complied for this purpose.
However, in line with ILO’s project prioritization, the textile sector was especially focused and three out of the nine cases studies have been identified from this sector.

2 2- Methodology for case study compilation This section presents the detailed methodology for collecting and compiling good practices of collective bargaining arrangements.

The stage-wise work methodology was divided into three stages including a preparatory phase, data collection followed by analysis and write- up of the study.
In the preparatory phase, the first step was to identify a set of parameters to identify good practices vis-à-vis collective bargaining.

The key parameters, thus identified consisted of examining the content, process as well as the outcomes of collective bargaining.

In order to present a fully nuanced picture, identification and listing of factors promoting good practices or ‘enabling factors’ were also included as part of the research investigation.
The following matrix, listing keys areas for investigation along with the data collection method, was used as the guiding framework for the study.

Method Content was examined through documentation review of collective bargaining agreements Table 2.1.
Areas of investigation for the study Main areas Key parameters for review Content Range of issues covered including:  Settlement terms with respect to wages, benefits, allowances, concessions, works hours, overtime etc;  Financial gains in the shape of increments and bonuses  Service Awards  Grants and allowances  Loan schemes for workers  Health and medical benefits and schemes  Training and professional development opportunities.
Process of collective bargaining  Time duration  Preparation  Negotiation and agreement  Stakeholders involved Process was mapped through Interviews with selected respondents representing CBAs, Enterprise management, and representatives of Department of Labour Outcomes Tracing outcomes and impact of CBAs Outcomes were tracked through Interviews with selected respondents representing CBAs and Enterprise management 3 Enabling Factors Examining the enabling factors for the good practices - Enabling factors were examined both through interviews with selected respondents representing CBAs, Enterprise management, representative of Department of Labour and civil society organizations.
The preparatory stage also included a detailed review of literature especially legislative framework governing trade unions in general and CBAs in particular.

For primary data collection, a series of interviews were planned with various stakeholders.

Three sets of questionnaires were developed to guide the interviews with representatives of CBAs, enterprise management and govt.

officials.

Data collection followed the preparatory phase.


Through support of the ILO, various CBAs, workers organizations across various economic sectors and Department of Labour in Sindh and Punjab were contacted and explained the purpose of the study.

They were requested to shortlist and share copies of collective bargaining agreements which closely met the criteria for good practice case study.
The criteria for selecting agreements included picking up agreements which covered a wide topical range of issues including but not limited to:  Financial gains in the shape of increments and bonuses  Service awards  Grants and allowances  Loan schemes for workers  Health and medical benefits and schemes  Training and professional development opportunities.

Twenty-five collective bargaining agreements were thus received and examined.
It was followed by a further classification of cases based on the following benchmarks:  At law: Collective bargaining arrangements with provisions presenting terms and conditions equal/equivalent to or not in direct contravention with provisions of national laws and regulations  Above law: Collective bargaining arrangements provisions providing benefits greater than provisions of laws and regulations.
On the basis of the above classification, a total of nine case studies were selected presenting examples of ‘above law’ provisions.

The selected cases also represented different economic sectors including three from the textile sector, and one each from automobile, pharmaceutical, oil and gas, food, sports goods and packaging industry.
4 Field visits were carried out to Lahore, Faisalabad and Karachi to conduct interviews with CBA representatives, enterprise/ factory management, employers’ associations and officials of the Department of Labour in Sindh and Punjab.

The data collected through interviews and literature review was analyzed and used in developing the write up for the present compilation.
5 3- Trade unions and collective bargaining arrangements in Pakistan: An overview 3.1 Workers’ organization in Pakistan The country’s workforce is currently estimated to be 61 million.

According to the Economic Survey of Pakistan (2014-15), the number of employed persons increased from 56 million in 2013-14 to 57.42 million in 2014-15.

A total of 9.092 million (27.43 per cent) workers are estimated to be engaged in the formal economy and 24.06 million (72.57 per cent) in the informal economy.
The agriculture sector, which is mostly informal, employs 42.27per cent of the workforce, followed by services (35 per cent) and manufacturing (22.61 per cent).

The informal sector employs 72.6 per cent of non-agriculture workforce while only 27.4 per cent are engaged in formal settings.

Women workers constitute 28 per cent of the total workforce.

In Pakistan, the workers are organized mainly in the formal economy.

Public enterprises, in particular, have the highest proportion of organized workers.
The following table presents a historic trend indicating gradual growth in the number and membership of registered trade unions over the past seven decades in the country.

Number of unions Table 3.1.

Historic trend of trade unions and membership (1951-2016) Year 1951 1960 1970 1980 1990 2001 2016 (Dec) 209 708 2 522 6 551 7 080 7 004 7 096 Membership 393 137 350 604 735 620 869 128 952 488 1 040 303 1 414 160 Source: Trade union density in Pakistan.
While the latest tally according to the above table indicates that the number of unionized workers is around 1.4 million, there current numbers may still be higher as these were reported at the time of registration.

In general, the Provincial Labour Departments and NIRC (National Industrial Relations Commission) do not update their records after unions submit their Annual Returns and the updated membership.
A research study on trade unions’ density in Pakistan recently conducted by the ILO notes that estimates by worker representative organizations put the number of unionized workforce to more than two million, constituting around 4 per cent of the total workforce in the country.2 2 ILO: Trade union density in Pakistan (Islamabad, 2018).
6 The following table contains compilation of the total number of unions including collective bargaining agents registered at the national level with NIRC (based on the trans-provincial clause) under the National Industrial Relations Act 2012 and the provincial labour departments registered under their respective Provincial Industrial Relations Acts.

Table 3.2.
Table 3.2.

Total number of unions registered with NIRC and provincial registrars Province Federal level (Registered with NIRC) Punjab KPK Sindh Balochistan Total Total No.

of unions CBA unions Non-CBA unions Total membership Source: Trade union density in Pakistan.
The above table indicates that as of December 2016, the number of trade unions registered in Pakistan was 7,096 out of which only 19 per cent were collective bargaining agents.

Trade unions have a checkered history in Pakistan.

While Pakistan inherited progressive labour legislation at the time of its creation, subsequent legislation was, however, marked by retrogressive labour laws which weakened the fundamental rights of the workers.
For example, the Industrial Disputes Ordnance 1959 fundamentally changed the underlying policy of the legislation and also curtailed drastically the right in respect of collective bargaining and the formation of trade unions’.
The Industrial Relation Ordinance 1969 (IRO1969), however, proved to be more progressive than the preceding legislation, as It allowed the freedom of association for all workers and stressed specific measures concerning trade unions, conciliation and arbitration, settlement of disputes, industrial relation, collective bargaining in the public sector, minimum wages, workers’ welfare fund, workers’ housing, occupational health and safety.
Improved legislation under IRO 1969 led to an increase in the numbers of registered trade unions which jumped 8600 from 1500 soon after the promulgation of IRO 1969.3 Both the democratic and dictatorship regimes of the 1970s and 80s did little to support the labour movement in the country.

By the 1990s, the shift to privatization led to an increased joblessness among workers while the trade union continued to lose in numbers.
In the recent years, global transformation leading to changes in employment structures and 3 Labour Education Foundation: Research study on Pakistan labour movement, www.lef.org.pk/images/Studyper cent20Finalper cent20Draft.pdf [accessed 11 July 2018].

7 resulting in increased ‘informalization’ of labour, has also impacted the trade union movement in the country.
3.2 Legal framework governing labour organization The constitution of Pakistan contains provisions for the economic and social well-being of the people and for the promotion of social justice.

Fundamental rights with regard to the security of life or liberty, prohibition of slavery and forced labour, and the right to form associations or unions, among others, are enshrined in the constitution.
Article 17 of the constitution deals with freedom of association and provides that “every citizen shall have the right to form associations or unions, subject to any reasonable restrictions imposed by law in the interests of morality or public order”.

Pakistan has ratified 36 ILO Conventions (33 in force), including all the eight Core Labour Standards of the ILO.
These include Freedom of Association and Protection of the Right to Organize Convention, 1948 (No.87) and the Right to Organize and Collective Bargaining Convention, 1969 (No.98) in addition to international instruments on the rights of the child and elimination of discrimination against women.

In the post 18th Amendment period, labour has become a provincial matter, with the responsibility for legislating as well as administering labour laws transferred to the provincial governments.
Industrial relations in the workplace are governed by the provisions stipulated in the industrial ordinances or acts enacted by the federal and provincial governments.

Each of the province has enacted the Industrial Relations Acts for registration and promotion of unions in their geographical ambit, while at the Federal level the Federal Industrial Relations Act for coverage to more than one province (trans-provincial) has been in place.
Trade unions in Pakistan function on a plant-wide basis, with their membership contingent on the size of the industry or trade to which they belong.

It may be noted that in the current legislation, there is no membership threshold for the first or the second union registered at the establishment level.

They can be registered with a few members.

However, registration of the third union requires membership of 20 per cent of the total workforce.
The limitation clause also applies to the number of persons forming the executive; not less than 75 per cent are to be amongst the workmen actually engaged or employed in the establishment or establishments or the industry for which the trade union has been formed.

Once established, the trade unions and employers' associations have the right to draw up their constitutions and rules, elect their representatives in full freedom, organize their administration and activities, and formulate their programmes.
If there is more than one union in an establishment, these unions are required to participate in a referendum to determine the CBA union.

The trade union that secures more than one third of the total number of eligible votes in an establishment gets the status of CBA.

8 Trade unions have to be registered under the relevant section of the industrial relations law.
The unions are registered with the registrar of trade unions of the relevant province, or with the NIRC if the industry or establishment is nationwide, after fulfilling a number of requirements.

Box 3.1 Registration of Trade Union Registration of a trade union is made under industrial relations laws of each province.

Workers’ trade unions are registered with the Registrar Trade Unions in the Province.
Through its registration, the trade union obtains certain benefits: registration confers a legal existence as an entity separate from its members.

Trade unions in Pakistan generally function on plant-wide basis, with their membership contingent on the size of the industry/trade to which they belong.
Once established, the trade unions and employers’ associations have the right to draw up their constitutions and rules, to elect their representatives in full freedom, to organize their administration and activities and to formulate their programmes.
Collective Bargaining and Agreements: to determine the representative character of the trade union in industrial disputes and to obtain representation on committees, boards and commissions, the Industrial Relations law makes provision for the appointment of a CBA.

The CBA is a registered trade union elected by secret ballot.
The CBA is entitled to undertake collective bargaining with the employer or employers on matters connected with employment, non- employment, the terms of employment or any right guaranteed or secured to it or any worker by or under any law, or any award or settlement.

Collective agreements are thus formulated by the CBA.
The agreements may contain matters such as the facilities in the establishment for trade union activities and procedures for settling collective disputes including grievances and disciplinary procedures.

Substantive provisions settle terms and conditions of employment, wages and salaries, hours of work, holiday entitlement and pay, lay-offs, retrenchment, sick pay, pension and retirement schemes.

Such agreements once duly executed by both parties become the source of law.
level of performance, job grading, 9 4- Mapping good practices in collective bargaining arrangements This section presents a detailed analysis of collective bargaining arrangements selected as good case examples from across various economic sectors.

The analysis identifies what appears as the ‘good practice’ running common across all cases studies.
The analysis is presented under four key themes including:  Content of collective bargaining agreements  Process of negotiation  Outcomes of collective bargaining  Key enabling factors in successful collective bargaining The following organizations were picked up as good case models: Table 4.1.
Selected good practices in collective bargaining Economic sector Textile Selected organization J&P Coats (Private) Limited Kohinoor Textile Mills Limited Nishat Mills Forward Gear (Private) Limited Hinopak Motors Limited National Refinery Limited (Public sector company) Merit Packaging Limited BSN Medical (Private) Limited Hamdard (Waqf) Pakistan Location Karachi Rawalpindi Faisalabad Sialkot Karachi Karachi Karachi Karachi Karachi Sports goods Automobile Oil and Gas Packaging Pharmaceutical Food 4.1 Content of collective bargaining agreements Examining the collective bargaining agreements of the selected case studies, most of the content and clauses were noted to fit in the ‘above law’ category.
Several common elements were noted in terms of their content.

All agreements, for example, covered a wide range of topics.

The common topics included:  Settlement terms with respect to wages, benefits, allowances, concessions, works hours, overtime etc.

;  Obligations of workers and employers;  Term/duration of the memorandum of settlement as agreed between the parties.
In all cases, the agreement appeared to be structured as memorandum of settlements, enumerating various clauses governing the relationship between the workers and employers.

It was noted that wages and financial benefits received more attention than work practices in the collective bargaining agreements.
For example, collective bargaining agreement shared by J&P Coats (Private) Limited included several clauses on financial benefits in addition to a gross salary increment and a bonus amounting to 35 per cent of 10 basic salary.

The additional clauses included allowances for house rent and cost of living allowance (COLA) and special bonus in case of full attendance.

Similar agreements were noted in case of Forward Gear (Pvt.)
Limited, where the CBA had successfully negotiated two yearly bonuses in addition to a 6 per cent increment in salary.

CBA at Hinopak Motors (Pvt.)

Limited had successfully negotiated annual increment of 18 per cent and 11 per cent respectively for two years, while the CBA at BSN (Pvt.)

Limited was able to secure a bonus equivalent to 4.5 salaries in addition to an increment in salary.
The agreement from National Refinery Limited had an overtime formula agreed on by the workers and management in addition to other financial settlements.

Securing grants and allowances for performing Hajj and Umrah (pilgrimage) appeared to be an essential element of the collective bargaining agreement.

At J&P Coats (Private Limited), for example, the agreement allowed for three workers to be sponsored for Hajj by the company whereas in Hinopak (Pvt.)
Limited, the CBA was successful in negotiating for company sponsorship of four workers with their spouses for performing Umrah every year.

At Hamdard (Waqf), the agreement included company sponsorship for 5 workers for Hajj and one for Umrah annually.

Similarly, financial rewards for service recognition appeared to be a common feature among the various agreements.

At J&P Coats for example, the company was required to award long service awards and Retirement Awards to workers according to the agreement.
On the other hand, provisions for awarding recognition and long service medals were included in the agreements at Hamdard and Merit Packaging.

Many of the agreements reviewed had clauses focusing on workers’ general welfare.

At Kohinoor Textile Mills (Pvt.)

Limited, the agreement included repair and maintenance of the workers colony.

In the case of Nishat Mills, the workers were provided with residential facility.

A school bus was also arranged for workers’ children living in the workers colony.
At Hamdard, the workers were able to secure company loan for house repair whereby 30 workers were to get 300,000 rupee (PKR) over a return period of six years.

The agreement from National Refinery Limited included a Housing Assistance Loan from a revolving fund of PKR7,500,000 with the maximum individual loan limit at PKR400,000 as well as a provision for a company loan from a revolving fund of PKR2,400,000 with a maximum individual loan limit of PKR45,000.
Similarly, in case of Hinopak, company loans for purchasing motorbikes were included in the collective bargaining agreement.

Similar provisions were noted for health with the collective bargaining agreement securing outpatient treatment reimbursement for workers and their families at Hinopak.

In Forward Gear, the CBA was successful in ensuring the presence of a doctor and female nurse on the factory premises.
At Hamdard, the CBA was successful in negotiating a yearly medical insurance of PKR200,000 for the permanent as well as contract workers of the company.

11 Another common provision across the agreements from various sectors included the disbursement of death grant and funeral expenses paid by the company in case of an employee’s death.

In case of J&P Coats, Hamdard and Merit packaging, funeral expenses of PKR15,000 to 20,000 were borne by the company in case of the death of an employee.
In case of Hinopak and Merit Packaging, the agreement provisions also required the management to offer employment to the deceased worker’s family members.

Encouraging signs of healthy labour-management relations were also evident in some of the agreement clauses.

For example, CBA had their own offices with rent and expenses covered by the companies in case of Merit Packages, Forward Gear and Hinopak.
At Kohinoor Textiles Mills, the provisions in the agreement allowed for use of the company’s conference room for training and events organized by the CBA whereas in BSN Medical, the agreement had a provision for use of company car by CBA officials for carrying out their work.

From the perspective of inclusion, it was noted that the collective bargaining agreement from Forward Gear appeared to have an inclusive approach and a gender focus.
For example, it had a clause presenting an agreement between the management and CBA to provide for separate halls for women workers.

Similarly, one of the clauses indicating agreement in principle, focused on setting up a committee as stipulated in the Women Protection Act 2010.

Other clauses, although not agreed upon but put forth nevertheless by the CBA, included creation of child centers on the factory premises.
Similarly, a provision for enforcing the stipulated quota for people with disabilities was also included in the agreement.

Among other notable gains, it was observed that at BSN Medical, the CBA was successful in negotiating permanent contracts for 7 temporary workers.

On the other hand, at Hinopak, the collective bargaining agreement included a clause on workers’ training and skill development with a provision to send selected workers to Japan for training courses.
4.2 Process of negotiation To understand the process and preparation for negotiations, detailed interviews were carried out with the management and representatives of CBA in the selected organizations.

While the negotiation process and its preparation follows a sequenced series of activities stipulated in the law governing the industrial relations, the analysis reveals a number of ‘good practices’ followed by the negotiating parties to arrive at mutually benefiting agreements.
In most cases, these practices were carried out, both informally and in a structured formalized way, to ensure that the process remains relevant, transparent and yields good results.

The key to a successful negotiation process was noted to be research and preparation by both parties.

The interviews revealed that the CBA carried out detailed and meticulous research to determine the overall market trends as well as their company’s own production trends and financial position.
Two types of practices were noted to this end.

In the case of 12 companies like HinoPak and J&P Coats, for example, the management shared their annual reports with trade union and workers as part of their transparency and mutual trust principles.

In case of others like Hamdard, the CBA carried out its own research to determine production and sales in the absence of company shared information.

The rationale presented for this practice was mainly the preparation of realistic negotiables for the agreement.
In all cases, it was noted that research remained largely an internal process.

The CBAs collected their own data without engaging or partnering with any other institution (research agencies, civil society organizations, academic institutions, etc.).

Most appeared to have developed their own capacity to carry out research without any external support.
A similar pattern for preparation was also noted at the management’s end where representatives of the selected companies interviewed shared their experience of preparing for collective bargaining agreements.

One of the key input for their preparation included a competitors’ analysis to determine the prevailing standards in the market.
While the process of preparation was noted to be more structured in some cases and less formalized in others, it appeared to be a common thread in all the case models examined and was regarded by both, the management and the CBA, as a key input for successful negotiation of agreements.

Another key feature of a sound preparation process appeared to be consultation with the larger workers body.
The prevailing practices appeared to slightly differ in terms of seeking the members’ input across the selected cases.

In some instances, a more formalized engagement was sought to receive input from the workers and trade union members while in others, informal consultations were carried out to seek feedback from the larger workers’ body.

In Hamdard, for example, the process of preparation was initiated a couple of months before the presentation of the charter of demands (CoD).
As part of the preparation, a workers’ convention was organized to seek input on demands from the workers.

After receiving the input, handbills listing the prioritized demands were developed and circulated among the workers.

The same prioritized list of demands was subsequently presented to the management as the CoD.

On the other hand, at HinoPak, a list of priorities was first generated by the CBA and then circulated for feedback and vetting to the larger workers’ body.
In other cases, the process was noted to be informal and less structured.

In all such cases, the CBA initiated informal meetings, invariably with a select number of members from the larger workers’ body, to gather a sense of what the members considered as priority issues.

The feedback process, however, did not follow a structure or timeline.

The number of informal meetings ranged from one to several as reported by the respondents.
13 In all cases, however, consultation and participation of all workers in preparing the CoD was deemed as a critical factor and key to coming up with a CoD based on workers’ priority needs.

The next step following the preparation of charter of demand was noted to be the initiation of negotiation process.

In all cases examined, it was noted that the negotiation process was not long drawn, lasting from a few days to a few weeks and usually concluded within a few meetings between the management and the CBA.
Reaching an agreement in a timely fashion was noted to be a key feature of successful negotiation as long drawn negotiations invariably indicated significant variance in positions and the inability to demonstrate flexibility for achieving a win-win situation.

It was also noted that the success of the process was also largely dependent on the relevance and level of representation for negotiations especially from the employers and management side.
Where senior level management from the employers’ side was engaged, the negotiation process as well as the outcome were noted to be more positive and mutually acceptable.

It also demonstrated a stronger commitment on part of the management to consider and address the workers’ demands in a mutually acceptable manner.

The case of Hinopak presents a noteworthy example among the examined models where the collective bargaining agreement was signed off by the CEO – the highest office in the company.
Interviews with the management and representatives of CBA of selected organizations also revealed that in all cases examined the dispute resolution remained an informal process.

In most cases, the management and CBA officials enjoyed cordial relationship and had easy access to one another.
The interviews revealed that in cases of disagreements and differences, representatives from both sides were able to sit together and resolve issues through dialogue without evoking any formal dispute resolution mechanism.
4.3 Outcomes of collective bargaining arrangements Outcomes and benefits of a well-functioning and effective institution of collective bargaining were discussed with a wide set of respondents representing the tripartite stakeholders, government officials, representatives of CBA and management of selected organizations as well as representatives of workers and employers bodies.
It was observed that, in general, where collective bargaining existed as a well-functioning mechanism, it had contributed to maintaining cordial industrial relations and safe guarding rights of workers.

Outcomes of stable collective bargaining arrangements consisted of both immediate and tangible results as well as relatively more subtle and institutional level gains including cultural and attitudinal change.
It was noted that in organizations with a history of collective bargaining arrangements in place, there existed a high level of mutual trust and respect between the workforce and the management, indicating both that mutual trust remained a necessary precondition for 14 collective agreement-making and that it was reinforced with every successful agreement reached.
In some cases, CBA had fully operational and staffed offices on the factory premises indicating a high degree of organizational support and encouragement received from their respective management.

It also noted that when relationship between the management and workers organizations was cordial and based on mutual respect and trust, agreements were generally arrived at quickly.
One major factor in creating an environment of trust and congeniality was also attributable to good management practices especially in ensuring their accessibility.

The overall impact of good labour management relations led to the creation of a conducive work environment.

Representatives of CBA and management interviewed shared that in many cases production targets set mutually by the two parties, forming the basis for financial incentives.
This led to a win-win situation for both sides as the financial gains were tied to production targets, creating motivation for workers and releasing potential financial pressure for the management.

Citing a recent example, the CBA at Hinopak shared that they were able to push up their production level to 516 units in a month against the benchmark of 300 as part of a mutually agreed target.

The CBA was thus, able to secure financial gains for its members as a result of achieving the target.
Financial gains for workers were generally deemed as tangible outcomes of collective bargaining arrangements.

Notable examples shared included securing a 35 per cent wage increase by CBA of J&P Coats.

At Kohinoor Textile Mills, bonus equivalent to four salaries was received as a result of successful collective bargaining.

CBA of Hinopak reported that till 2012, the workers had been receiving 4 bonuses which were stepped up to 19-20 through its efforts.
In addition to financial gains, a tangible outcome of collective bargaining arrangement appeared to be greater recognition of improving work conditions.

A high emphasis was on health and safety at workplace was noted in the cases observed.

In Hinopak, for example, there appeared to be a high level of awareness of health and safety issues as a result of extensive trainings provided to the workers on these issues.
It was noted that the overall impact of a robust collective bargaining mechanism led to improvements in motivation of workers, resulting in better work discipline and improved attendance.

This, in turn, impacted and improved the quality of work and production.

Management representatives interviewed reported that better motivation and commitment demonstrated by the workforce yielded positive results and led to substantial improvement in quality of production.
15 A key outcome of collective bargaining arrangement also appeared to be a more inclusive approach to all workers’ rights.

Many of the agreements reviewed sought to extend benefits to temporary and contract workers, who were not trade union members as the current legal provision excludes them from being member of the trade union.4 The collective bargaining agreement of J&P Coats sought to extend benefits to all workers including contract employees in the establishment.
In the case of Hinopak, provisions for loan, gratuity, provident fund and medical allowance were also secured for temporary workers.

The CBA at Hamdard was able to extend its membership to contract workers and had won the case for it from the court of law.

4.4 Key enabling factors in successful collective bargaining arrangements Detailed review of the institution of collective bargaining reveals that several contributing factors and enablers play a key role in strengthening it.
A key enabling factor encouraging an effective and well-functioning collective bargaining system appears to be the attitude of management and employer.

As noted earlier, accessible and supportive management is a key factor in ensuring that industrial relations are cordial, and a robust collective bargaining arrangement is in place.

Similarly, a well-informed and aware workers body, particularly workers’ organization is essential in creating harmonious industrial relations.
In the cases reviewed, it was observed that the office bearers of CBA were well informed about workers’ rights and obligations and fully conversant with the governing laws and legal requirements.

Information about the enterprise’s future plans and projections, knowledge of general economy, trends in the economic sector and relevant policy developments were deemed necessary for CBA representatives in order to carry out their role effectively.
Related to the above, a key contributing factor for successful negotiation and agreement appears to be research and preparation by both parties.

In all of the observed cases, preparation for negotiation appeared to be a common practice leading to the formulation of a charter of demand rooted in contextual reality.

The analysis also reveals that for smooth working relationship between workers and employers, there is a need for continuous engagement and on-going dialogue process.
This not only helps build trust but also serves to mitigate potential disputes and disagreements.

It was observed that in the textile sector, various international brands played a positive role in strengthening cordial industrial relations in their suppliers’ organizations.

In Lahore and Karachi, a few brands had piloted projects to promote good labour management practices by setting up work councils5 in supplier organizations.
The pilot projects focused on promoting decent employment and improving work conditions in their suppliers’ 4 Recently in Sindh, contract work is abolished through amendment to the Sindh Factory’s Act 2015 5 Establishing work councils are provisioned by law.

However, they cannot substitute or replace a trade union and cannot negotiate as CBA.

16 organizations.
16 organizations.

Examining the role of trade union federations, it was noted that in many cases they provided support to their member organizations especially when they are constrained in terms of capacity.

In a few cases, the CBAs shared that they received support and input by the federation in formulating their Charter of Demand.
In some cases, training and capacity building initiatives by the federation had yielded positive results in institutional development and organizational capacity building of the selected CBAs.

5- Conclusion Based on the review of analysis of the selected case studies, several common threads have been identified which can be described as ‘good practices’.

In the current context, these practices have yielded positive outcomes both at the organizational and institutional level.
The evidence of their success indicates that these can be replicated in other cases to strengthen the institution of collective bargaining, ensuring cordial industrial relations and promoting the decent work agenda.

Key points, to this end are summarized and listed below: 1.

In good practice models, collective bargaining agreements cover a wide range of topics including financial benefits and workers’ welfare and social security issues as well as productivity gains.

2.
2.

Research and meticulous preparation by the two parties, CBA as well as management, appears to be the key to a successful negotiation process and eventual bargaining agreement.

3.

Consultation and participation of all workers in preparing the CoD is regarded as a critical factor and key to coming up with a CoD based on workers’ priority needs.

To this end, consultation and engagement with the larger workers’ body in a structured manner is considered necessary for the success of the process.

4.
4.

The success of the negotiating and bargaining process is also largely dependent on the relevance and level of representation for negotiations especially from the employers and management side.

Where senior level management from the employers’ side is engaged, the negotiation process as well as the outcome are noted to be more positive and mutually acceptable.
It also demonstrates a stronger commitment on part of the management to consider and address the workers’ demands in a mutually acceptable manner.

5.

Where collective bargaining exists as a well-functioning mechanism, it has contributed to maintaining cordial industrial relations and safeguarding rights of workers.

However, the engagement has to be on-going process.

6.
6.

One major factor in creating an environment of trust and congeniality in labour- management relations is attributable to good management practices especially in ensuring their accessibility and willingness to address workers’ concerns.

17 7.

In collective bargaining agreements, tying the financial gains to production targets appears to create a positive impact on motivation of workers and helps release potential financial pressure for the management, leading to a win-win situation for all.
18 6- Appendices Appendix I List of selected collective bargaining arrangements studied 1.

J&P Coats (Private) Limited 2.

Kohinoor Textile Mills Limited 3.

Nishat Mills 4.

Forward Gear (Private) Limited 5.

Hinopak Motors Limited 6.

National Refinery Limited (Public sector company) 7.

Merit Packaging Limited 8.

BSN Medical (Private) Limited 9.

Hamdard (Waqf) Pakistan Note: More than 20 collective bargaining agreements were examined for this study.
These are available in the web version of the study.

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