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Singapore National Trades Union CongressSingapore National Trades Union Congress

SNTUC in BriefSNTUC in Brief

•• Founded in 1961Founded in 1961

•• OOnly national trade union centrenly national trade union centre–– 580,000 members580,000 members,,–– ~25% union density (total workforce)~25% union density (total workforce)

•• Internationally affiliated to ITUC (1967), Internationally affiliated to ITUC (1967), ITUCITUC--AP (housed by SNTUC since AP (housed by SNTUC since 1988), ATUC (1981), GUFs1988), ATUC (1981), GUFs

250

300

900,000

1,000,000Strikes Per Year Man-Days Lost

Singapore strike free since 1978

Turbulent Past: 1950s & 1960sTurbulent Past: 1950s & 1960s“In the late fifties, there were lots of problems, strikes, riots and union activities

were very much alive. During those days we were only concerned withfighting for increases in wages”

Oscar Oliveiro, former NTUC President

Turning From Confrontation Cooperation Partnership

0

50

100

150

200

250

1950 1955 1960 1965 1970 1975 1980 1985 1990 20040

100,000

200,000

300,000

400,000

500,000

600,000

700,000

800,000except for a 2-day strike in 1986

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Strong & Effective Social Strong & Effective Social PartnershipPartnership

•• Enjoyed hEnjoyed harmonious industrial relations for armonious industrial relations for past 30+ yearspast 30+ years

–– ~400 Collective Agreements signed a year ~400 Collective Agreements signed a year –– ~2,000 disputes in unionised companies a ~2,000 disputes in unionised companies a year, year, –– 90% settled without 390% settled without 3rdrd party helpparty help–– 90% settled without 390% settled without 3 party helpparty help

Example: UPWI’s new CAs link pay and 

bonus to performance more 

closely

Example: SBEU and SBOA signed a new CA 

with UOB Bank –enabled bank and employees to stay 

competitive

Strong & Effective Social Strong & Effective Social PartnershipPartnership

•• Today Today -- Tripartite Social PartnershipTripartite Social Partnership–– Unions retain right to strikeUnions retain right to strike

The “Hard” Ware Behind…The “Hard” Ware Behind…

•• EmploymentEmployment ActAct

•• WorkWork InjuryInjury CompensationCompensation ActAct

•• WorkplaceWorkplace SafetySafety andand HealthHealth ActAct

Labour LegislationsLabour Legislations

•• WorkplaceWorkplace SafetySafety andand HealthHealth ActAct

•• CentralCentral ProvidentProvident FundFund ActAct

•• IndustrialIndustrial RelationsRelations ActAct

•• TradeTrade DisputesDisputes ActAct

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•• AnAn agreementagreement reachedreached afterafter negotiationsnegotiationsbetweenbetween thethe unionunion andand thethe managementmanagement

•• DurationDuration -- minimumminimum 22 years,years, maximummaximum 33yearsyears..

Collective Agreement (CA)Collective Agreement (CA)

yy

•• ProcedureProcedure –– sectionssections 1818 toto 2525 ofof thethe IRIRActAct.. OnlyOnly aa tradetrade unionunion whichwhich hashas beenbeenaccordedaccorded recognitionrecognition maymay serveserve aa noticenoticeofof invitationinvitation toto negotiatenegotiate..

•• General ItemsGeneral Items•• General Terms & Conditions of General Terms & Conditions of

EmploymentEmployment•• Termination of EmploymentTermination of Employment

CA ClausesCA Clauses

Collective Agreement (CA)Collective Agreement (CA)

•• Termination of EmploymentTermination of Employment•• Salary & Other Monetary ItemsSalary & Other Monetary Items•• Leave ItemsLeave Items•• Medical, Dental Benefits & InsuranceMedical, Dental Benefits & Insurance•• OthersOthers

•• BesidesBesides thethe restrictionrestriction ofof IRIR ActActSectionSection 1818,, ClauseClause NoNo.. 22,, unionunion isis freefreetoto negotiatenegotiate withwith thethe managementmanagement.. ThisThissectionsection isis referredreferred toto thethe employer'semployer's

NonNon--negotiable Issuesnegotiable Issues

Collective Agreement (CA)Collective Agreement (CA)

sectionsection isis referredreferred toto thethe employer semployer sprivilegeprivilege inin thethe companycompany

PromotionPromotion ofof employeesemployeesTransferTransfer ofof employeesemployeesRightsRights onon employmentemployment ofof workersworkersRightsRights onon terminationtermination ofof employmentemploymentRightsRights toto assignassign workwork

Union/ManagementNegotiation Industrial

Arbitration Court Awards

Collective Bargaining ProcessCollective Bargaining Process

Agreement Reached

Conciliation atMinistry of Manpower

IndustrialAction

IAC: Mediation/Hearing

Deadlock

Deadlock

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Regular DialoguesRegular Dialogues

The “Heart” Ware Behind…The “Heart” Ware Behind…

Trust, Mutual Respect & Trust, Mutual Respect & Shared IdealsShared Ideals

Workers’ InterestsWorkers’ Interests Economic CompetitivenessEconomic Competitiveness

Personal RelationsPersonal Relations

(left) Mr Masatoshi Koike, outgoing Managing Director of Murata Electronics (Singapore)(right) Mr Cyrille Tan, General Secretary of United Workers of Electronic and Electrical Industries (UWEEI)

“The closest union leader that I haveworked with most must be our ownMurata Branch Chairman Mr Cyrille Tan.He is seconded full-time to the unionand I must commend him for his selflesscontributions to the Labour Movementall these years. He is also one of thekey reasons why Murata hasmaintained a strong and harmoniouslabour-management relationship.”

Mr Masatoshi Koike, outgoing Managing Director of Murata Electronics (Singapore)

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Doing Good TogetherDoing Good Together

The FDAWU has enjoyed a history of

harmonious relations with the Copthorne

Orchid Hotel. For the past five years, the

hotel’s Management has

Copthorne Orchid Hotel staff and FDAWU unionists at an event hosting residents from the Geylang East Home

for the Aged.

ghosted the Union’s

adopted charity home to an afternoon of Hi-tea

and dance at the hotel’s Lounge every Chinese

New Year.

Study / Learning TripsStudy / Learning Trips

Taking It Higher…Taking It Higher…

Unions have been working on wage reforms and wagerestructuring efforts with companies. These include implementingthe Monthly Variable Components, and urging companies tomove away from a seniority-based system to job, competencyand/or performance-based wage systems.

In the 1980s…

During the 2009 economic downturn…Unions made a difference by mobilising the workforce on theground and working closely with company management to ensureswift implementation of various measures.

g

What’s Next?

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PreserveCapacity

The Singapore Labour Movement is committed to be

both pro-worker and pro-business to improve

d ti it th t b i

Job is the best welfare

UpgradeCapability

productivity so that businesses can grow, and in so doing enable workers to enjoy

sustained wage increases and inclusive growth.

Full employment isthe best protection

IGP is a S$40 million, 2 year Programme

•• Target at bottom 20% of Target at bottom 20% of workforce (earning S$1,400 or workforce (earning S$1,400 or lower)lower)

•• Aim for measurable Aim for measurable productivity improvement, e.g. productivity improvement, e.g. y gy gproduction per worker, production per worker, revenue per worker, defect revenue per worker, defect rate, etcrate, etc

•• Improve value of lowImprove value of low--wage wage jobs and raise wagesjobs and raise wages

1. No down-sizing of local workforce 2. Not through longer working hours

•• IGP covers the following:IGP covers the following:

Up to 50% funding for use of equipment, technology, tools, software, etc

Through funding, encourage capital build up & deeper skills

Up to 50% for process redesign

Up to 90% for customised training notfunded under Continuing Education & Training system today

•• Funding cap of S$150,000 per Funding cap of S$150,000 per project & S$500,000 per companyproject & S$500,000 per company

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WorkersCompany

IntensifyBuyer

IGP targets four levels of stakeholders

Industry WorkersDeeper

skillsMulti-skills

Intensify use of technology,equipment,machines

BuyerPractice

best sourcing

Recogniseskills stdsRegulate for quality

Early Adopter: TNT Express

Automation-based Improvements:•Sort out the consignments that require•Sort out the consignments that require custom inspection without human intervention •Invoice Reconciliation•Damaged Unidentified Consignment

“The company identified three projects, and IGP comes in as a catalyst for implementation. Once implemented, there will be significant reductions in manual labour and the company will be sharing productivity gains with the workers, who will get increased shift allowance and vouchers for working on public holidays. This is a win-win situation for all.”

Early Adopter: Royal Plaza on Scotts

Multi-Skilling and Cross Deployment* Multi-Skilling in Front Desk, Concierge and Royal Club competencies for GSOs* Butler training for Carousel

Adopting technology and automation* Automated Garbage Clearing System* Automated Garbage Clearing System* Motorised Trolleys

Mr Patrick Fiat, General Manager, said: “Embarking on the IGP encourages our workforce to upgrade their skill sets to ensure their employability in the long run. IGP plays a crucial role in the current situation as Singapore and the hospitality industry are facing the issues of ageing population and labour crunch.” He added: “With the aid of technology, manual work for our employees is decreased and they are better deployed for job enlargements, resulting in a more fulfilling work life and increased productivity.”