sustainability drinks #17 - sustainability agents

© 2016 Sustainability Agents SUSA GmbH 1

PUT WORKERS

AND MANAGERS IN

THE CENTRE OF

YOUR EFFORTS

TO IMPROVE

WORKING

CONDITIONS

INNOVATIVE

DIALOGUE

TRAINING

Dr. Maren Knolle

Sustainability

Agents


WHO WE AREIntroduction to Sustainability Agents (SUSA)

Multidisciplinary and committed

team located in Berlin, China and

Canada

Global network of more than 50

local trainers, consultants and

activists in the production markets

Expertise in worker-manager

dialogue is based on more than 15

years in the field

SUSA provides training services

for improved working conditions

at factories


SUSTAINABLE DEVELOPMENTThe need for education

Initiation of learning processes that foster sustainable development

Goal to achieve “shaping skills”:

- Anticipatory thinking

- Interdisciplinary knowledge

- Independent action

- Participation in decision-making processes

Learning approach to include ecological, economical and social aspects

Reflect own behavior and take over responsibility for your actions


WHAT WE DOIntroduction to Sustainability Agents (SUSA)


SUCCESS FACTORSFoundations for success

Continuity

Regular and frequent

communication and activities;

not a one-off approach.

Build self-sustaining structures

by practising in-house dialogue

practise and engaging in peer-

learning.

Ownership

Management and employees

are in the centre of the

change process.

All training activities are

conducted with managers and

workers to create joint

ownership.

Action Learning

Engagement in dialogue.

Leave behind old patterns of

behaviour.

Reflection on one’s own

actions and learning process.

Top-Down, Bottom-up

Approach

Top Management is committed

to the process and open to

change.

Middle management and

workers are actively engaged.

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TRAINING ACTIVITIES… of our dialogue programmes

Training-of-Trainers Workshop

Train the PROSPERe2e method and tools and build local capacity

Individual Factory Visits

Training activity with workers and managers to address special needs of each factory (incl.

Baseline Assessment)

Cross-factory Workshops

Workers and managers from all participating factories come together (peer learning)

Factory Impact Assessments

Assess the trainings’ impact and adjust training activities accordingly

Monitor progress and identify challenges

Risk management

Independent Action

Workers and managers conduct a training activity (incl. Action Plan) independently


IMPACT AREAS… of our dialogue programmes

After a dialogue foundation has been created in the factory, almost all kinds of

problems can be targeted jointly depending on the needs of the participants

OHS

WORKER

PARTICIPATION

DISCRIMINATION FAIR

WAGES

PRODUCTIVITY FOA

CHILD

LABOUR

FORCED

LABOUR

WORKING

TIME

FIRE

SAFETY

LEADERSHIPENVIRONMENT

Managers and workers build capacities and are empowered to address

problems jointly, towards continuous improvement



CASE STUDY 1Factory in Poi Pet, Cambodia

Factory Participated in a dialogue program for 2 years.

Strong language barrier between workers and Thai management

Topic Key achievements

Discrimination Anti-discrimination policy for hiring/recruitment process introduced

Working time Anti-forced overtime policy communicated by top management

Training of middle management about what constitutes forced overtime

Introduction of a new system whereby workers can voluntarily sign-up for overtime shifts

Participatory

Communication

Structures

Regular meetings between workers and managers (cross-departmental)

Khmer language class set-up for staff

Functional Worker Representative, involved in all factory meetings

Project Team established

OHS Reduction of accident rate by 5%

Workers able to independently identify risks and hazards in the workplace

Training on PPE + Check system for PPE-use introduced

Secondary Exit added

Fire Safety Fire safety committee established

Emergency Action Plan developed

Environment Chemical waste treatment plant in dying department (previously, chemicals

had been flowing into environment)

Energy-saving measures introduced

Productivity Workers trained on 5S



CASE STUDY 2Factory in Shanghai, China

Factory Participated in a dialogue training programme for 2.5 years

Factory with 1,300 employees and a yearly production value of 29 US$ million

Topic Key achievements

Participatory

Communication

Structures

20 project worker representatives (WRs) elected

WRs committee, workplace cooperation board, morning meetings, suggestion box, workers

consulted by WRs, round tables, surveys, OHS committee, trade union

Wages Wages increased by around 27% (44-75 USD)

Some piece rates increased by 20%

Increase of performance bonus and production bonus

Working time One day off a week

Elimination of excessive overtime

Occupational

Health and

Safety

OHS training for workers

Health check

Reduction of accidents

Discrimination Releasing and enforcing anti-discrimination policies

Workforce Turnover-rate decreased from 10% to 6%

Productivity Production volume increased by 30%

5 S Management system introduced

Quality 96% of the products meet the quality standards without any redo or rework

Training for newcomers and supervisors


sustainability drinks #17 - sustainability agents

Education