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العربية: التقرير السادس - الحوار الاجتماعي, pdf 1.5 MB
Deutsch: Bericht VI - Sozialer Dialog, pdf 1.4 MB
English: Report VI - Social dialogue, pdf 0.6 MB
Español: Informe VI - Diálogo social, pdf 1.1 MB
Français: Rapport VI - Dialogue social, pdf 0.9 MB
Русский: Социальный диалог, pdf 1.7 MB
Deutsch: Bericht VI - Sozialer Dialog, pdf 1.4 MB
English: Report VI - Social dialogue, pdf 0.6 MB
Español: Informe VI - Diálogo social, pdf 1.1 MB
Français: Rapport VI - Dialogue social, pdf 0.9 MB
Русский: Социальный диалог, pdf 1.7 MB
Chapter 1 explains that, from an ILO perspective, social dialogue and tripartism constitute the main ILO governance paradigm for promoting social justice, fair and peaceful workplace relations and decent work.
Chapter 2 focuses on the trends, challenges and opportunities associated with actors and institutions of social dialogue through an assessment of their diverse realities and needs, in the context of a globalizing world economy as seen from different angles. It also looks at crisis-related developments and how these are affecting actors and institutions of social dialogue.
Chapter 3 presents the Office’s actions to realize the ILO’s strategic objective of strengthening tripartism and social dialogue through its main tools: capacity building; training; policy advisory services; research and knowledge sharing; and design and implementation of Decent Work Country Programmes (DWCPs) and of technical cooperation projects.
Chapter 4 identifies the key observations and lessons that emerge from the analyses of the first three chapters and that offer a basis for the way forward.
Chapter 5 raises discussion points for adjusting the ILO’s priorities and programmes of action in order to meet constituents’ needs in social dialogue.
Chapter 2 focuses on the trends, challenges and opportunities associated with actors and institutions of social dialogue through an assessment of their diverse realities and needs, in the context of a globalizing world economy as seen from different angles. It also looks at crisis-related developments and how these are affecting actors and institutions of social dialogue.
Chapter 3 presents the Office’s actions to realize the ILO’s strategic objective of strengthening tripartism and social dialogue through its main tools: capacity building; training; policy advisory services; research and knowledge sharing; and design and implementation of Decent Work Country Programmes (DWCPs) and of technical cooperation projects.
Chapter 4 identifies the key observations and lessons that emerge from the analyses of the first three chapters and that offer a basis for the way forward.
Chapter 5 raises discussion points for adjusting the ILO’s priorities and programmes of action in order to meet constituents’ needs in social dialogue.
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