### Section 4. Trends of labour-management relationship

In the labour-management negotiations of the springtime in 2012, in the severe environment including the Great East Japan Earthquake and historic rise in the value of yen, many companies maintained the amount corresponding to periodic wage increase (wage curve); the bonuses decreased compared to the last year, reflecting business performance of each industry and company.

In the spring of 2013 when the employment situation is still severe with the unemployment rate staying at the level in excess of 4%, the labour-management negotiations included such topics as improvement of treatment of all workers. As a result of the negotiations for wage increase, many companies maintained the wage curve, and some companies whose business performance was improving agreed to raise the bonus compared with the previous year.

## (The labour-management negotiations in the springtime of 2012 reflected the still severe employment situation)

Looking at the results of the labour-management negotiations in the springtime of 2012 according to Figure 11, the agreed amount was 5,400 yen, the wage increase rate was 1.78% (5,555 yen and 1.83% in the same period last year), reflecting the still severe employment situation. Although the agreed amount and wage increase rate were at the level lower than the last year, many companies maintained wage curves.

## (Trends of labour-management negotiations in the springtime of 2013)

Looking at the movement on the labour side in the labour-management negotiations in the springtime of 2013, the Japanese Trade Union Confederation (RENGO) stated in its policy for spring struggle for a better life that they would promote the campaign for resolution of issues concerning overall labour conditions, aiming to achieve "a secure society built around work as its core theme" and to promote the actions for realization of decent work. It was also stated that they should place emphasis on the recovery and raise of the bottom of wages decreasing since its peak in 1997, seek to expand consumption and domestic demand through increase of wages, and thereby aim for overcoming deflation as early as possible.

On the other hand, looking at the management side, the Japan Business Federation (KEIDANREN) stated in its "Position Paper 2013 by Committee on Management and Labour Policy" that "the labour and management will work together to confront the crisis and go forward into the future" and that they should take the policy measures (including promotion of economic partnerships, reduction of corporate taxes, further reform of social security systems and review of labour regulations) aiming for earlier improvement of the domestic business environment, which is becoming severer, and to strengthen location competitiveness and to stimulate demand.

In such a situation, many companies maintained the wage curves and the business performance in each industry and company is reflected to the bonuses; some companies whose business performance was improving agreed to a base-up of wages and a bonus increase.

## (While the number of labour union members shows a tendency of decline, the actions for non-regular workers are being promoted)

Looking at the organizational situation of labour unions, the number of labour union members belonging to single organization unions increased to 12,699 thousand persons in 1994 and then has been showing a tendency of decline. As of June 30, 2012, the number of labour unions was 25,775 (down by 277 unions and by 1.1% from the last year) and the number of labour union members was 9,892 thousand persons (down by 68,000 persons and by 0.7% from the last year).

Looking at the organizational situation of part-time workers according to Figure 12, the number of part-time workers who were labour union members was 837,000 persons in 2012 (up by 61,000 persons and by 7.9% from the last year); the ratio of part-time workers to all labour union members increased from 7.8% last year to 8.5%, and the estimated unionization rate of part-time workers was 6.3%, showing the increase tendency.

Improvement of treatment of non-regular workers was also listed in the demands of the labour-management negotiations in the springtime of 2013. The labour side strengthened its activities.