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Lafarge Cement is a complex manufacturing industry but, on the industrial relations front, the heat has been taken out of the union/employer relationship through a radical partnership agreement – the ‘Way Ahead’ Agreement.
The partnership agreement is seen as a foundation for the way in which managers and unions work together. It is described as a culture, a climate and a style that has developed over the last twenty years and is considered to be the real foundation of Lafarge’s business.
The Agreement, between the manufacturer and four trade unions, provides a mechanism for discussing a wide range of issues from shift patterns to national pay rates.
From the unions’ perspective, they are clear that this is no ‘sweetheart’ deal’ or cosy arrangement and they regularly review it to ensure it remains relevant, responds to the needs of their members and the needs of the company and to see how it can be improved further to make it even more beneficial to their membership.
The strength of the agreement can only be judged by what it delivers on the ground. While pay and conditions are handled by a national negotiating committee, the company devolves problem solving to the grass roots so that issues can be resolved by those who understand the problem best. It is only when problems cannot be resolved locally that they are referred upwards.
There are countrywide and local action teams and these problem solving groups address all sorts of issues such as local reorganisations, training, relocation etc. They are not negotiating forums but provide a place where discussions can take place about things that will happen or have happened in the factory. It is recognised that people may not always like what they hear but the important thing is that people have the opportunity to hear about change and contribute their ideas – from the union perspective, it is better to be on the inside looking out rather than on the outside looking in.
The partnership agreement has helped Lafarge to become a very responsive organisation with a committed workforce who understand that the organisation is also committed to them. People are prepared to be flexible and are far more receptive to change and prepared to work for the best needs of the business.
The company has faced all sorts of issues over the years – from take-overs to plant closures and soaring energy prices – but all are agreed that partnership delivers concrete results. |
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