Bipartite cooperation and dialogue lead to increased productivity and better working conditions

The ILO and its social partners continue to promote bipartite dialogue and cooperation as a win-win situation for both management and workers. Good workplace cooperation are resulted in increased productivity as shown by many Japanese companies.

News | Bogor, West Java, Indonesia | 03 October 2019
Bipartite dialogue shown by the participants of the workshop
Bipartite social dialogue can pave the way for mutually agreed solutions for addressing industrial relations challenges and promote safe as well as productive workplaces. Continuing the works started in 2017 in improving bipartite relations, particularly in industrial areas, the ILO in collaboration with the Indonesian Employers’ Association (Apindo) and various union federations organized a one-day workshop titled “Bipartite Cooperation for Improving Productive and Conditions of Work” in Bogor on 30 September.

Responding to the challenges, we need to strengthen good relationship between workers and management even more to keep the stability at the workplace and to improve productivity to ensure competitiveness of the company."

Myra Hanartani, Vice Chair of Employment of Apindo
Around 40 participants representing both management and trade union officials from various cities in Jakarta, West Java and East Java attended the workshop to build a shared understanding on the concept of workplace cooperation, productivity and decent work approach to improving productivity. They also further discussed ways to promote bi-partite dialogue between members of the bipartite cooperation body at the company level to strengthen joint labour-management initiatives.

Michiko Miyamoto, Director of ILO Office for Indonesia, in her opening remark underscored the importance of productivity for workers and employers. Productivity improvements can bring down costs, increase value added and create conditions for job security and company capacity to provide better wages.

Adding to the statement of the ILO, Myra Hanartani, Vice Chair of Employment of Apindo, reminded the participants about the challenges faced by the company in the Industrial 4.0 era. “Responding to the challenges, we need to strengthen good relationship between workers and management even more to keep the stability at the workplace and to improve productivity to ensure competitiveness of the company,” she exclaimed.

Productivity improvements can bring down costs, increase value added and create conditions for job security and company capacity to provide better wages."

Michiko Miyamoto, Director of ILO Office for Indonesia
Facilitated by Arun Kumar, ILO Industrial Relations Specialist from Bangkok and Lusiani Julia, ILO Programme Officer in Jakarta, the participants were guided to transform a good bipartite cooperation into high productivity and better working conditions. The workshop concluded with key pushing factors to productivity management:
  • Commitment of the top management to invest in changes needed for improving productivity;
  • Work study & line balancing – joint union-management exercise & decision making (not just consultation);
  • Deciding on allocable time in a shift, taking into account rest period, lunch, time off for personal needs, fatigue, hazardous jobs, down time and material handling time; and
  • Sharing in the gains from productivity – share in value added, company performance allowance.