ENERGIZER PHILIPPINES INC. LMC
Cebu
Over the
period of1980’s and 1990’s,
Energizer Phils., Inc was characterized
by the a prolonged phase of strained labor-management relations. A labor strike
was waged in 1988, labor
disputes were protracted over long periods, over-all plant efficiencies
dropped, policies and programs were met with resistance, successive petitions were filed in 1999 to
dislodge some Management staff over
concerns of personal credibility and integrity. But after a shift in management style into a proactive
leadership, employee relations turned
around. Team-based culture focused on efforts at building a One Team Concept across the entire
organization. Open, consistent and transparent communications
matrix on plans and programs and across all levels was adapted. Labor-management relations, anchored on
mutual trust and openness was harnessed, with commitment from Union leadership to support
company programs. T
The new working environment paves for the creation of the Energizer LMC
with seven (7) action committees under it, namely: Employee Relations Committee, Grievance Committee, Safety Committee, Lean Support Committee, Committee
on Decorum and Investigation, Assessment Team, and Faith Enrichment
Committee. Each action committee is
well-structured and with specific functions. Communications matrix which
consists of monthly and quarterly
meetings involving different groups, including so-called “daily accountability”
at 3 tiers, utilizing visual aids right at the shopfloor.
Projects are initiated bottom up especially through the kaizen program, and “Ampingan Ta”/We Care Program. Performance indicators are well defined and
measurable.
The practice of corporate governance
is manifested
by the fact that “above industry compensation and benefit package” are
enjoyed by all colleagues across the organization. It also endeavored to contribute to
community upliftment
through various health and safety initiatives and, in partnership with Gawad Kalinga, has given generous
donations of P6.8 Million to build 100
homes to homeless families nd P2 million for Bantay Kalikasan.
With
genuine and full collaboration of labor and management on policy and program implementation, several
milestones in corporate achievements
were realized and a zero grievance environment
was made possible since year 2000.
MABUHAY VINYL
CORPORATION LMC
The early
70s were glorious years
for MVC being the first,
largest and only chlor-alkali and poly-vinyl industry
in the country. But the following decade of galloping inflation and financial losses that ensued
thereafter was too much for the workers and their families to endure.
Management could
no longer afford to be as generous
as before. The fever of frequent absenteeism and low
productivity has engulfed the workers and has become
their passive weapon against management’s perceived stingy policy. CBA negotiations were difficult and were concluded only after long period of mass actions. It was not until the concept of
LMC and its proactive
programs were introduced
and accepted that better relationship between labor and management has
developed.
By mid 90’s, globalization had begun
to have a profound impact on the company. There was no way out but to reshape ways of doing
things, systems and processes. The union and management realized the need for a concerted effort to
meet the challenges of the
economic downturn and intense competition, and so, decided to revive the LMC. The LMC was called Industrial Peace Council (IPC).
The IPC focused on activities that
give value to customers. The Council
drew up the IPC Vision,
For the last three years, the IPC’s
sub-committees were involved in values enhancement, productivity and continual
improvement projects, employee
volunteerism and employee empowerment activities. Each activity though, is a reflection of each members’ commitment to uphold
the provision in the IPC Credo
and each project mirrors the individual”s
commitment to continuously work
for peace and harmony in the organization ensuring business growth
and inspiring the stakeholders.
The LMC was first introduced in 1987, by Department of
Trade and Industry-Center for Labor Relations Assistance (DTI-CLARA), and the University of the Philippines Institute
of Industrial Relations (UP-IIR). It was established on
The supervisors also formed their
own union. The management has another round of negotiations with the MVWU-FFW which
“once more went into a snag”. By mid
90’s globalization had begun to have a profound impact on the company. There was no way out but to reshape ways of
doing things, systems and processes. The
supervisory union and management realized the need for a concerted effort to meet the
challenges of the economic downturn and
the competition brought by globalization, and so revived the LMC. MVWU-FFW
boycotted the revived LMC. In 1995, MVEU-SPFL took over
the rank and file union, and this time,
they responded positively to management’s invitation to join the LMC
meetings. It was in 1998 when it was
called Industrial Peace Council (IPC), after a strategic planning.
Bukidnon
The DMPI LMC started as a
compliance to the provision for
maintenance of industrial peace, embodied in the CBA in May 1983, and signed between ALU
Local 302 and DMPI management, the Philippine Packing Corp. It served its
purpose well as it promptly
and properly addressed
issues raised by the
Actively involved in
the LMC are the location manager, middle management, Union Camp Board member and shop stewards, in each of the 7
The Camp LMCs regularly meet
monthly to cover various concerns such as, productivity and quality improvement, family welfare, responsible parenthood, value
formation, livelihood program, income generating projects, improvement of
working condition, environmental
protection, health and sanitation, sports and recreation. Because of an effective communication
systems in place and cooperative partnership, the
The LMCs
got involved in Environment Protection
Program, Implementation of Solid Waste
management program, fire
prevention, anti-rabies drive; additional school bus service at Sumilao, expanded
motorcycle shed, installation of picnic
tables, food stand, installation of
proper road and traffic signs, Family
Life and Development Programs integrating Value Formation, seminars on
parenting, family budgeting.
PHILIPPINE ASSOCIATED
SMELTING AND REFINING CORPORATION LMC
Isabel,
Called
Labor-Management Cooperation Council, a total of 34 meetings were held in the
past three years. Personnel
Administration/Human Resources management and Union concerns top the list of
concerns for the past 3 years. These meetings were guided by
the “Policy on the Conduct of LMCC Meeting”, thus, concerns and issues discussed therein are well-documented. Agreements are through resolutions which are well disseminated
using the CopperFlash Bulletin newsletter.
The LMCC became the company support
group in various company-sponsored activities and programs such as sport and
health activities, community relations.
The SFP crushing section was improved, Union officers were deputized as safety inspectors. In 2006, a new union office building and new
motorcycle parking area were built. As
a result of cooperative endeavor, the LMCC has been the venue for
the negotiations of the
non-economic provisions of the 2007-2012
CBA. It even played an important
role in resolving labor disputes in two other companies in
HOLCIM
Lugait, Misamis Oriental
Called Pulong-pulong, the LMC of
this company and its rank and file union affiliated with the AWATU was created in 1994. The operations committee (OPCOM), composed of
the Department Heads of all Functions and the Plant Manager, together with all
elected union officials make up the steering committee. The objectives of the “pulong-pulong”
are to “foster
good relationship among employees through good communications, peaceful and
early settlement of conflicts; supplement the grievance process when necessary;
formulate and implement projects and benefits outside of CBA scope, and through committees, and facilitate
programs from the shopfloor”.
Community
projects such as reforestation were undertaken hand-in-hand with the community.
Union members themselves volunteered to implement the projects. Savings
and gains derived from meeting production targets are shared with the
employees. Projects are usually
approved by the plant manager but for
those requiring much more expenditure,
the Makati Office had to be consulted such as
the conversion of the old warehouse into basketball/badminton courts.
HOLCIM
Bacnotan,
La
As part of its first CBA in
1957, the LMC was called “Work Council” and functioned as an advisory mechanism for employees’
welfare and the plant’s operations. It
employed a suggestion system on work improvements In 1961, the CBA was renewed and the work council was reorganized.
The operations committee (OPCOM) and
all union officials serve as steering committee and the support structure is
being “overseen” by
the HRD and middle management. Other
union members are tapped to compose the support group—to provide assistance and
contribute to the meaningful planning and implementation of LMC
activities. The agenda items for monthly
meetings are prepared
a day before the meeting. The NCMB Regional Branch I is
furnished with minutes of meeting.
Project chairpersons are appointed to oversee the preparation and
implementation of each
activity, which are aligned to the overall corporate plans on productivity
improvement, safety, and production
goals.
The company is the benchmark in
salary level in the industry, and the union members are quite satisfied with
the group incentives resulting from savings. The community around the plant is likewise benefited through
medical assistance, livelihood, mason skills development, business
education, among others.
COCA COLA BOTTLERS PHILS
ILOCOS PLANT LMC
San Nicolas, Ilocos Norte
In 1988 the “monthlies” participated
in the LMC seminar by NCMB Region I; jointly with the Ilocos Union Sales Force Union, but it was only in 1999 that
their LMC was formed.
Representing management are the following: HR Manager or HR Specialist;
Territory Sales Manager or District
Sales Supervisor, Manufacturing Mgr or QA Head, Logistics
Mgr or Plant Warehouse Operation Supervisor, Plant Financial Manager or Territory
Finance Manager. Five (5) Union officers
of the monthlies sit in their own LMC, which is separate and distinct from the LMCs of the other group of employees. For company-wide activities, such as sportsfest which involves everybody, all 3 LMCs meet together. Trust among the members of the organization are thus built
which in turn contributed to the enthusiastic participation in all efforts at
Key Result Areas of the company.
LMC issues and concerns with national impact are
referred to CCPBI Central Office. The
LMC meets monthly, and in setting agenda, the members follow the
Plan-Do-Check-Act framework.
Among the tangible results of
cooperative and harmonious labor-relations are in the area of Employee
benefits such as Health and Wellness
Program, Multi-purpose
cooperative, livelihood program, perfect attendance incentive, and in
Community Relations such as tree
planting , medical mission, family day, drug prevention and book
donation.
The DOLE bestowed on the Labor-Management Committee of the Central Azucarera Don Pedro the
second Hall of Fame award during the awarding ceremony of the 2007 Search for Outstanding
LMC for Industrial Peace, last November 29, 2007, at the Punta Villa Resort,
The
Hall of Fame award is
given to companies with LMCs which won for 3
consecutive times in the DOLE Search for Outstanding LMC for
Industrial Peace. The Central Azucarera
Don Pedro was among the Outstanding LMCs in
2001, 2003 and 2005. The Search, initiated by the NCMB in 1993, aims to recognize companies, both organized
and unorganized, with LMC mechanisms
that have ‘greatly improved labor and management relations of the company for
the mutual benefit of all stakeholders’.
CADP
HR Manager Jimmy Umandal
said that the Labor-Management Committee (LMC) of CADP, Inc., a pioneer sugar miller in the Philippines established
in 1912; now the country’s topnotch manufacturer of raw and
refined sugar, started in
1983, “as one of the company’s initial
measures in reaching out for the
support of its employees in the implementation of various projects needed by the company to compete with local and foreign sugar
products.
“At
first, the union did not welcome the LMC.
Then teambuilding activities from 1983 onwards, were carried out to surface grievances and
to heal workplace relations. Relations
between labor and management were chaotic in the first decades. Management was
autocratic, and dealt only with the union president or through
lawyers. Twice in 1959 and 1971, there were
violent strikes.”
The LMC of CADP was
outstanding in its organization,
strategic partnership and business
results, the three main criteria for the Search. There is a Central Committee composed of top
management and top union officers. The committee meets monthly to discuss concerns related to family welfare health and safety, job evaluation, among
others. It is unique for having a Code of Industrial
Harmony to “demonstrate their commitment to the principle of LMC”. The company adopted a
comprehensive technical and skills development
program, as well as planning workshops, worker advocacy projects,
Employee Volunteerism program, among others. The LMC
is key to the company’s record of lower grievances, faster
resolution of grievances, speedy
collective bargaining negotiations, no notices of strikes and lockouts, and no actual strikes. For its 2001-2006 CBA,
which they renamed into Agreement on Collective Concern, negotiations were completed in 5 meetings, spread
out in less than a month. Through its
LMC, a
6-hectare property in Batangas Bilaran,
Nasugbu, Batangas was developed into a low cost subdivision for
CADP’s workers.