2015 Search for Outstanding LMC for Industrial Peace

2015 Search for Outstanding LMC
for Industrial Peace
Rationale
The Outstanding LMC for Industrial Peace Award is carried out by the
National Conciliation and Medition Board (NCMB) in collaboration with the
Philippine League of Labor-Management Cooperation Practitioners, Inc. or
PHILAMCOP, the national association of Labor-Management practitioners in
the country.
Objectives
• Intensify awareness on the LMC best practices and innovations among
organized and unorganized establishments;
• Encourage the labor and management partners to further explore and
benchmark innovative approaches in improving their workplace relations; and
• Showcase LMC innovations that can serve as models of best practices
in the era of global competitiveness.
Mechanics
A.Coverage
The Search for Outstanding LMC for Industrial Peace is open to both
organized and unorganized establishments.
1
NCMB-Region VI
No. 6 10th Lacson Sts.
Milagros Bldg., Bacolod City
(034)433-0901
NCMB-CAR
3F Abriol Bldg.
Benitez Court, Magsaysay Ave.
Baguio City
(074)444-4988/ 300-1913
NCMB-Region VII
6F Old Insular Life Bldg,
Gen. Maxilom Ave., Cebu City
(032)415-7046
NCMB-Region I
2F Unison Bldg. Quezon Ave.
San Fernando City, La Union
(072) 888-4610
NCMB-Region VIII
Trece Martires St.
Tacloban City
(053) 321-4458
NCMB-Region II
3F CRADDOCK Bldg.
Diversion Road, San Gabriel Village
Tuguegarao City
(078) 846-5145
NCMB-Region III
2F PSP Bldg., Gapan Olongapo Rd.
Dolores,
San Fernando, Pampanga
(045) 961-4264
NCMB-Region IVA
3F Regon& Sons Bldg.
Bgy. Paciano Rizal,
Calamba City, Laguna
(046)471-0615
NCMB-Region IVB
GF Ground Floor DOLE Building,
Intramuros
Manila
(02)400-2529/ 971-0852
NCMB-Region V
2F ANST Bldg., Washington Drive
Legaspi City
(052) 480-8467
NCMB-Region IX
3F Wee Agro Industrial Bldg.,
Veterans Ave.
Zamboanga City
NCMB-Region X
Maguindanao Masonic Temple Bldg.,
Capistrano cor. Palanca St.,
Cagayan de Oro City
(088)856-6123
NCMB-Region XI
DCPI Bldg.,
Quezon Boulevard,
Bgy 31, Davao City
(082)226-3465
NCMB-Region XII
Door 1, Mazzanine Floor
Duremdes Bldg, Zone I
Gensan Drive, Koronadal City
(083)228-3438
NCMB Directory
The Outstanding LMC for Industrial Peace Award started in 1998 and
it continued to benchmark innovative practices and success stories among
companies which proved that labor-management committees/councils or
other similar mechanisms at the workplace level, whatever name they call it,
can serve as valuable channels for communication, employee involvement,
information-sharing, consultation, collaboration and joint-problem solving,
among others. These mechanisms contributed in increasing the company’s
efficiency, productivity and competitiveness.
NCMB-NCR
Ground Floor
DOLE Building, Intramuros Manila
(02)310-0441/ 310-9545
NCMB-Region XIII
2F Nimfa Tiu Bldg.
J P Rosales Street,
Butuan City
(085) 342-5871
8
NCMB Central Office
4th-5th Floors, Arcadia Bldg.
860 Quezon Avenue, Quezon City
(02)415-7888/ 332-4178/ 332-4177
Email: [email protected]
[email protected]
Website: www.ncmb.ph
B. Eligibility to Participate
In order to qualify as nominee or applicant in the Search, the company must be:
TIMELINES
Activity
Timelines (2015)
Responsible Office
Pre-Launching activities/
preparation
Official Launching
February
Central Office
February 24
Central Office
Acceptance of nominations/applications
Screening of nominees/
applicants at Regional
Level
Endorsement of Regional Entries for national
screening
Deadline for submission
of national entries
Screening and selection
of national finalists
Endorsement of finalists
and Convening of the
Board of Judges
Evaluation and shortlisting of national finalists
Presentation of Winners
during the 10th LMC National Convention
Documentation and
publication of awardees
March 01-April 30
Regional Conciliation and
Mediation Branches (RCMBs)
Regional Screening
Committee (RSC)
7
May 01-June 21
June 22-30
1. Duly registered with the appropriate government agency (DTI,
SEC, etc);
3. No pending labor standards case at any of the DOLE Regional
Offices.
2. Implementing a Labor-Management Cooperation program
under its workplace mechanism for communication and workers’
participation (LMC or its equivalent) for at least 3 years;
C. Nomination/Application Entries
A Labor Management Committee or Council with best and innovative practices may be accepted through:
1. Nomination by the LMC association in the region; or
June 30
Regional Screening
Committee (RSC) and Central
Office
Central Office
2. Application (self-nomination) by the management and union/
employee representatives.
July 01-September
15
National Screening Committee
(NSC)
The LMC Regional Association shall assist in the massive informationdissemination and shall invite companies and unions with best LMCs to join
the Search.
September 18
Central Office
September 21 October 16
National Board of Judges
(NBoJ)
November 11-12
Central Office
D. Screening and Selection of Winners
December
Central Office
Screening Committees at the regional and national levels and a
National Board of Judges shall be constituted for the screening, selection
and judging processes. The awards shall be for two (2) categories:
A) Organized Establishments; and B) Unorganized Establishments.
Likewise, the nominee or applicant shall fill-up the Nomination Form
and submit the supporting documentary requirements to the nearest
Regional Conciliation and Mediation Branch (RCMB) of the Board on or
before April 30, 2015.
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1. Regional Screening Committee (RSC)
The Regional Screening Committee constituted at the sixteen (16)
Regional Branches of the Board shall manage the screening and selection
at the regional level among applicants and nominees to the Search. Evaluation of entries shall be completed by June 21, 2015.
Composition of the RSC:
Chairperson:RCMB Director
Members: One (1) representative each from the following units:
* Regional Coordinating Council (RCC)
* Regional Tripartite Industrial Peace Council (RTIPC)
(wokers’ representative);
* Regional Tripartite Wages and Productivity Board (RTWPB);
* Local Chamber of Commerce or People Management
Association of the Philippines (PMAP);
* PHILAMCOP representative who is not connected in any
way to the companies and/or unions of the LMC entry
Functions of the RSC:
1. Disseminate the information and promote the Search in the region
2. Screen, validate and evaluate all the submissions of the applicants or
nominees based on the criteria established for the purpose. Validation and
evaluation may include interviews, and plant visits, if necessary;
3. There should be at least two (2) entries per category. However, a regional
winner can still be proclaimed and pre-qualified to the national screening
level if there is only one entry per category, provided it passed the standards of the pre-screening committee.
4. Select the regional winners: for each category.
CRITERIA FOR JUDGING
CRITERIA
1. ORGANIZATION OF THE LMC
1.1 Objectives and Targets
1.2 LMC Structure
1.3 Management and Labor Commitment
1.4 Management/Labor Representation
1.5 Operating Structure
1.6 Support Structures
2. STRATEGIC PARTNERSHIP
2.1 Trust-building
2.2 Information sharing
2.3 Joint decision-making
2.4 Flexibility & Creativity
2.5 Social Dialogue
2.6 Logistics and Funding Support
3. CORPORATE VIABILITY
3.1 Industrial peace
3.2 Mechanisms for negotiations
3.3 Quality of Work Life
3.4 Productivity
3.5 Labor Laws compliance
3.6 Social Conscience
POINTS
30
5
5
5
5
5
5
30
5
5
5
5
5
5
40
10
5
10
5
5
5
100
Competitiveness (Additional Point)
5. The winners shall be recognized and proclaimed as the Regional Outstanding LMCs and shall be pre-qualified to the national selection process.
3
6
3. National Board of Judges (NBoJ)
Composition – The NBoJ shall be composed of the following:
Chairperson: Undersecretary for Labor Relations
Members:
NCMB Executive Director
ILO Country Director
One (1) representative from the academe
One (1) representative of national labor organization
One (1) representative of national employer
organization.
The national finalists shall be required to present their LMC best practices entries before the NBoJ on a date to be advised later. Panel interviews
shall also follow.
The NBoJ shall select a
maximum of three (3) national
winners from each category.
Special awards shall also be
given based on the LMC innovations achieved. The selection
of winners shall be conducted
by the NBoJ from September 21
to October 16, 2015.
The presentation and
awarding of winners shall be the
highlight of the 10th National
LMC Convention to be held on
November 11-12, 2015 in
Quezon City.
The Search for Outstanding
LMCs shall be formally/officially
launched on February 24, 2015.
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PROJECT TEAM
NCMB’s WRED shall serve as over-all
coordinator and secretariat, with the Technical Services Director as the overseer. The
Deputy Executive Director shall be the overall Chairperson of the project.
The regional winners shall be required to submit a 10-minute video
presentation showcasing their LMC best practices in the different areas:
labor-management cooperation and partnership; conflict-management
and grievance handling; productivity and quality; human resource development and labor laws compliance system.
The video presentation together with the nomination form and its supporting documents shall be submitted to the NCMB Central Office through
the Search Secretariat: the Workplace Relations Enhancement Division, on
or before June 30, 2015.
2. National Screening Committee (NSC)
The NSC shall manage the screening, selection and shortlisting at the national level from July to September 15, 2015.
Composition. – The NSC shall be composed of the following NCMB Central
Office officials:
Chairperson:
Members:
Deputy Executive Director
Director for Technical Services
Director for Internal Services
Two (2) Division Chiefs
Functions of the NSC:
1. Screen the regional winners and
thoroughly validate and evaluate
the submissions;
2. Select national finalists and endorse them to the National Board of
Judges.
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2015 SEARCH FOR OUTSTANDING LMC
FOR INDUSTRIAL PEACE
CRITERIA
1.
ORGANIZATION OF THE LMC (30 points)- This category examines
how the company indicates and operationalizes its commitment to joint
decision making with its employees. Likewise, it explores how the
organizational, operating, and support structures harness a continuing
process of information-sharing, consultation, discussion and promote
labor management cooperation.
1.1. Objectives and Targets - The objectives of the LMC are clearly
defined and stated in the signed agreement and in the operational
guidelines; must have been disseminated to all stakeholders. (5
points)
1.1.1. What are the company's core values? What are your LMC
objectives? Explain the linkage of the company's core values
to the LMC objectives.
1.1.2. Are the LMC clearly written? Do they have implementing
guidelines? Please Attach a copy.
1.1.3. How do the employees know that there is such LMC
mechanism?
1.2. LMC Structure - The structure encourages and facilitates open
and two-way communication between the cross section of the
stakeholders. The structure provides opportunity for exchange of
inputs and feedback on the LMC endeavors. (5 points)
1.2.1. Is LMC part of the company's organizational structure?
1.2.2. Please describe the LMC Structure and how it operates.
Attach a diagram
1.2.3. Is it a permanent structure or an adhoc structure? Please
explain.
1.2.4. Explain the best features of your structure.
1.3. Management and Labor Commitment - There is strong visible
declaration of commitments from the upper echelons of both labor
and management. (5 points)
1.3.1. Who is the driving force behind your LMC?
1.3.2. What steps did management take or continue undertaking to
declare their commitment to the LMC? Please exemplify.
1.3.3. Is there a separate budget allocated for LMC purposes? If
yes, where do you source the funding? How is it treated, an
expense or an investment? Please explain. If it is an
investment, how do you measure your return of investment?
1.3.4. How do management and employees demonstrate
commitment to the program?
Page 1 of 6 1.4. Management/Labor Representation - Management are
represented by top level officials, the personnel or industrial
relations manager, production manager including supervisors at
the steering committee and sub-committees; Labor
representatives are officers of the union or of the workers’
association elected by the majority of workers in the
establishment. (5 points)
1.4.1. What is the level of representation at the steering committee
of both management and employees'? At the subcommittees?
1.4.2. Are the representatives of employees duly authorized by
their constituency? How are they selected (if company is
unorganized)?
1.4.3. Are management representatives authorized to decide
during meetings?
1.5. Operating Structure - Sub-committees are formed to address
specific issues/concerns at the shopfloor. (5 points)
1.5.1. Please cite at least 3 sub-committees of your LMC and the
projects that it has implemented. What is the status of their
implementation?
1.5.2. Please attach sample of documentation.
1.6. Support Structures - There are vertical and horizontal support
mechanisms that sustain and hold together the LMC program
implementation. (5 points)
1.6.1. How frequent is your consultation meeting? Who facilitates
and coordinates the meetings? Are the meetings of the
steering and the sub-committees well-coordinated and
regularly held? How are agenda prepared?
1.6.2. Is there a system of monitoring the LMC programs including
regular reporting, evaluation and feedback?
1.6.3. How are the LMC-driven activities defined from other
activities of the company?
2.
STRATEGIC PARTNERSHIP (30 POINTS). - This category examines
how the organization focuses on the core values of a successful
partnership through building a work environment conducive to
performance excellence, full participation and personal growth.
2.1. Trust-building - The stakeholders work at building mutual
trust and confidence by conducting activities addressing the
same, such as having self-managed work groups who have a
considerable autonomy for their own operations, i.e. value
formation or teamwork (5 points)
2.1.1. How did your LMC evolve? Describe the development of
your LMC
2.1.2. What activities have been implemented by LMC that helped
in building trust among employees, and among
management and employees?
Page 2 of 6 2.1.3. Please cite specific activities conducted within the last 3
years that you consider to be one of your best
achievements in bringing harmony to your workplace
relations.
2.2. Information-sharing - The LMC also becomes a forum for
discussion of matters of common interest such as finances,
market conditions, productivity targets, business reverses &
fluctuations, profits and the like are discussed. (5 points)
2.2.1. What activities have been implemented by your LMC that
facilitated information-sharing among employees? Among
management and employees?
2.2.2. What innovative approaches of your LMC to enhance
communication and information-sharing? Attach report or
documentation of activities.
2.3. Joint decision-making - The LMC is used as a forum where
workers’ and management’s representatives consult, discuss
and arrive into a consensus to consider or take decisions on
matters of common interest. (5 points)
2.3.1. Does your LMC support multi-skilling and empowerment of
workers? How?
2.3.2. How do you arrive at an agreement over differing views on
certain issues?
2.3.3. Please cite breakthroughs that you produced through joint
decision-making.
2.4. Flexibility and Creativity - The LMC maximizes effectiveness
of partnership by advancing discussions on operational plans
and other issues or problems which used to be for management
discussions only, among others, and by tapping the reservoir of
knowledge and creativeness of employees, resulting to the
adaption of these initiatives by the company. (5 points)
2.4.1. What is your boldest and extra-ordinary LMC undertaking
so far which tapped and stimulated the employees'
knowledge and creativity resulting to better company
performance?
2.4.2. What are the key factors that led to its success?
2.5. Social Dialogue - The LMC allows for discussion of issues
beyond routine exchanges on benefits and work conditions
concerning employees at different levels within the company,
outside community and other agencies. (5 points)
2.5.1. What LMC programs do you have that involved and
benefitted employees from different levels including outside
communities? Cite example.
2.5.2. How did your LMC facilitate the activity? How did it ensure
success?
Page 3 of 6 2.6. Logistics and Funding Support - Maximize effectiveness of
partnership by setting-up mechanisms that sustain LMC
function such as provision of adequate resources and
appropriate facilities for LMC activities. (5 points)
2.6.1. How does your LMC sustain its effectiveness? What forms of
support does it have from the partners?
3.
CORPORATE VIABILITY (40 points). - This category examines the
impact of the LMC on the company’s overall performance and
competitiveness as well as the level of employee’s well- being and
satisfaction.
3.1. Industrial peace - The workplace is enhanced by absence of
industrial strife and the acceptance of stakeholders to thresh out
issues through open communication, peaceful and nonadversarial proceedings, and speedy settlement of issues. (10
points)
3.1.1. How many cases have you filed at the NCMB or in any
DOLE Office over the last 3 years? What issues do they
involve? Why did they reach the DOLE?
3.1.2. Do you have pending cases filed at NLRC, DOLE Regional
Office or other DOLE office? If yes, what are the issues
involved? If none, please attach Certificate of No Pending
Case.
3.1.3. Did LMC help in improving the industrial relations scenario
in your company? How? What best practices have you had
to sustain harmonious relations?
3.2. Mechanisms for negotiations - The negotiations between the
employer and employees indicated the spirit of partnership
tapping creative avenues or strategies to reach agreements
including the absence of conflict and acrimonious discussions.
(5 points)
3.2.1. What are the usual issues raised in your LMC? Describe the
effectiveness of your LMC in addressing workplace issues.
3.2.2. How do you address difficult issues?
3.2.3. Are all your disagreements settled within the LMC? If not,
where do they go?
3.2.4. Attach sample minutes of LMC meeting showing
effectiveness of the mechanism in addressing workplace
issues.
Page 4 of 6 3.3. Quality of Work Life - The LMC initiated/recommended wage
and non-wage benefits over and above the CBA or law mandated
benefits and these initiatives are implemented by the company;
offers a safe workplace; maximizes the efficiency and productivity
of its employees; ensures workers’ health and safety, as well as
programs and activities that enrich their work life. (10 points)
3.3.1. Describe in detail your Quality of Work Life programs
facilitated under your LMC. Attach samples of reports to
support your existing programs.
3.4. Productivity - The Company had adopted systems and
procedures introduced through LMC maximizing the business
potentials in its industry as well as the skills and craft of its
workers; has invested significant resources in developing its
manpower and their skills, and have an existing productivity
improvement program. (5 points)
3.4.1. What programs do you implement through LMC relative to
human resource development?
3.4.2. Do you have any Productivity Improvement Program?
Describe its extent and outcomes
3.4.3. Do you have any gain-sharing program? Describe its extent
and outcomes
3.4.4. Is the productivity initiative at the workplace attributable to
LMC? Why or why not?
3.5. Labor Laws Compliance - The company has been issued with
Tripartite Certificate of Compliance with Labor Standards
(TCCLS), Child Labor Free Establishment (CLFE) Certificate or
any or combination of Certificates of Compliance (COC) by the
DOLE. (5 points)
Please put  on the appropriate box:
3.5.1.
Tripartite Certificate of Compliance with Labor
Standards (GLS, OSHS)*
3.5.2.
Child Labor Free Establishment (CLFE) Certificate*
OR
3.5.3. Any or combination of the following Certificate/s of
Compliance (COCs)*:
COC on General Labor Standards
COC on Occupational Safety and Health Standards
COC on Labor Relations
Labor Standards Certificate of Compliance (LSCC)
for Public Transport Utilities
COC for ships/vessels engaged in domestic shipping
* Attach copy of the TCCLS, CLFE Certificate or COCs.
Page 5 of 6 3.6. Social Conscience - The enterprise through its LMC has
adopted programs in line with environmental protection, green
jobs/production, corporate social responsibility, waste
management, and energy conservation. (5 points)
3.6.1. Please describe your programs relative to the environment
preservation and protection, energy conservation and
corporate social responsibility. Attach proofs of
implementation.
3.6.2. How do you get feedback from your clients about the quality
of the delivery of your services? Do you think they are
satisfied? What made you say so?
Competitiveness - The enterprise is recognized by award winning bodies
for quality and productivity (Submit Certificate/s of Recognition, if any).
(additional 2 points)
Page 6 of 6 2015 Search for Outstanding
LMC for Industrial Peace
1. What is the Search for Outstanding LMC for Industrial Peace?
The Search for Outstanding LMC for Industrial Peace is an award giving system for
best practices/success stories in terms of workplace cooperation and partnership
mechanisms among companies with Labor-Management Committees/Councils.
2. Who are the organizers?
The biennial national competition is being pursued and undertaken by the National
Conciliation and Mediation Board (NCMB) in coordination with the Regional
Conciliation and Mediation Branches (RCMBs), Philippine League of LaborManagement Cooperation Practitioners, Inc. (PHILAMCOP), local/regional LaborManagement Cooperation (LMC) associations, and other social partners in the
industry.
3. What are the Objectives?
 To accord due recognition to companies with strong workplace cooperation and well
established labor-management partnership, that have resulted to:
- improved quality of products/services
- increased productivity
- workers’ job satisfaction
- good business performance
 To maintain strong ties between and among industry stakeholders and organized
advocates of workplace cooperation.
 To seek LMC innovations that could positively address the effects of climate change
and natural calamities/tragedies.
4. Who may be qualified to join?
Qualified applicants are organized and unorganized companies with LMCs which
existed for at least three (3) years, and:
- are Labor Standards compliant,
- have good business performance,
- and with existing Productivity, CSR, and
- Environment Protection programs.
5. What are the steps / procedure in joining the Search for Outstanding LMC?
 Fill out the nomination/application form available at RCMB office and downloadable at
NCMB website from February 25 – April 30, 2015.
 Submit the accomplished application/nomination form, together with the supporting
documents to the nearest RCMB office not later than April 30, 2015. Documents should
include, but not limited to the following:
- Detailed description of LMC best practices in the promotion and sustainability of
workplace harmony, cooperation and partnership
1
-
6.
Documented LMC programs/projects in relation to productivity improvement, gainsharing schemes, and skills/people development
Copy of signed agreement / memorandum of cooperation and operational guidelines
Sample minutes of an LMC meeting wherein a major issue was resolved
Certificate of ‘No pending case’ from the DOLE Regional Office, NCMB and NLRC
Photocopy of TCCLS, COCs, GKK Award, Productivity Olympics Award or ChildLabor Free/Child Friendly Establishment Award, if present
How will a company LMC be chosen as a regional nominee/winner?
 The technical staff of the regional branch office shall evaluate each
application/nomination form and supporting documents submitted/endorsed by the local
LMC association as to completeness of data and other essential information. Applicants
with incomplete requirements shall be given the chance to accomplish everything within
the submission/nomination period.
 A Regional Screening Committee (RSC) composed of senior technical officers/officials,
one (1) each from the DOLE Regional Office, RTWPB and PHILAMCOP shall be
created and chaired by the RCMB Director. PHILAMCOP shall ensure that its
representative to the concerned RSC has no familiarity/connection in whatever way to
any of the company joining the Search.
 The RSC is expected to verify/validate the information given by the LMCs within their
respective region through scheduled panel interview or site visit if ocular observation is
deemed necessary. The screening process should be from May 01 to June 21, 2015 and
endorsement to the Central Office (CO) of regional entries for national screening will be
from June 22-30, 2015.
 From among those qualified, a regional Outstanding LMC shall be chosen/awarded (if
possible one each from organized and unorganized companies) by the RSC. However, if
there is only one entry for each category, said entry can’t be considered as regional
winner and would not be considered as a qualified entry to the national search for
Outstanding LMC. Therefore, each region would have a maximum of two (2) regional
winners/ national entry, or none at all.
 Said regional winners shall automatically be required to submit a 10-minute CD
presentation of their LMC best practices in the area of dispute prevention/resolution,
workplace cooperation, productivity and quality, human resource development and job
satisfaction. This is in addition to the nomination form, including all the supporting
documents to be forwarded at the Central Office (CO) not later than June 30, 2015.
7.
How will a national Outstanding LMC be chosen from among the regional winners?
 A Central Screening Committee (CSC) composed of two (2) CO Division Chiefs, the
Directors of the Technical and Internal Service, and the Deputy Executive Director
(DED) of the Board shall be created, and chaired by the DED. The CSC shall conduct a
thorough evaluation of each regional entry including the CD presentation to come up
with a shorter list of national finalists to be presented to the National Board of Judges.
Such process would be from July 01 to September 15, 2015.
2
 Said finalists will be required to present and appear for a panel interview by the
National Board of Judges. They will be properly notified by the CSC as to the
presentation requirements and schedule.
 The National Board of Judges (NBoJ) to conduct the final screening shall be
composed of the Undersecretary for Labor Relations, NCMB Executive Director, ILO
Executive Director, Dean of UP-SOLAIR and one (1) representative each from Labor
and Employers’ Organization. This shall be from mid-September to October 16,
2015.
 The maximum number of winners would be three (3) outstanding LMC’s from each of
the organized and unorganized sector. However, such would be dependent on the
standards set, and final ratings of the National Board of Judges. A cash prize of
P50, 000.00, plus a trophy/plaque awaits the winners.
8. When will be the awarding of winners?
 Awarding of Winners shall be done on the 10th LMC National Convention on
November 11-12, 2015 at the Crowne Plaza Hotel, Ortigas Ave. cor. Asian
Development Bank Ave., Quezon City.
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TIMELINES for the 2015 Search for Outstanding
LMC for Industrial Peace
Timelines
(2015)
February
Central Office
Official Launching
February 24
Central Office
Acceptance of
nominations/
applications
March 01–
April 30
Regional Conciliation
and Mediation
Branches (RCMBs)
Screening of
nominees/applicants
at Regional Level
May 01June 21
Regional Screening
Committee(RSC)
Endorsement of
Regional Entries for
national screening
June 22-30
Regional Screening
Committee (RSC) &
Central Office
Deadline for submission
of national entries
June 30
Central Office
Screening and selection
of national finalists
July 01September 15
National Screening
Committee (NSC)
Endorsement of finalists
and Convening of the
Board of Judges
September 18
Central Office
Evaluation and
shortlisting of national
finalists
September 21October 16
National Board of
Judges (NBoJ)
Presentation of Winners
during the 10th LMC
National Convention
November
11-12
Central Office
Documentation and
publication of awardees
December
Central Office
Activity
Pre-Launching
activities/Preparation
.
4
.
Responsible Office
NATIONAL CONCILIATION AND MEDIATION BOARD
In cooperation with
Philippine League of Labor-Management Cooperation Practitioners, Inc.
2015 SEARCH FOR OUTSTANDING LMC
FOR INDUSTRIAL PEACE
NOMINATION/APPLICATION FORM
ORGANIZED
ESTABLISHMENT
UNORGANIZED
ESTABLISHMENT
PROFILE OF THE NOMINEE
Name of Company:
____________________________________________________________________
Nature of Business:_________________________
Total Employment: ____________________
Name of Union, if organized:____________________________________________________________
Effectivity of Current CBA, if applicable: _______________________________________________
Contact Persons:
Management: _______________________________
Union/Employees:_______________________
Position & Office:___________________________
Position & Office:________________________
______________________________________________
__________________________________________
Address: ____________________________________
Address: ________________________________
Tel. No. ____________________________________
Tel. No. _________________________________
Fax No. _____________________________________
Fax No. __________________________________
E-mail _______________________________
E-mail ___________________________________
LMC’s Official Name: ____________________________________________________________________
Date Facilitated/Reactivated:
_____________________________________
No. of Unions in the company: __________
Submitted by:
Name:______________________________________
Position: ________________________________
Nominating Group (Union/Management or LMC Association):
___________________________________________________________________________________________
Signature:________________________________________________________________________________
Telephone Nos.:______________________
Cellphone Number: _______________________
Email: ______________________________
Fax No. ___________________________________
Please submit this Nomination Form together with the supporting documents to the Regional Conciliation and Mediation Branch
(RCMB) nearest your workplace on or before April 30, 2015.
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The LMC referred in this Search is any workplace cooperation and
partnership mechanism where management and employees communicate,
collaborate and work together to achieve harmonious work relations,
productivity, improved product and service quality, enhanced job satisfaction
and good business performance. It can take any form and name.
1. ORGANIZATION OF THE LMC (30 points)- This category examines how the
company indicates and operationalizes its commitment to joint decision
making with its employees. Likewise, it explores how the organizational,
operating, and support structures harness a continuing process of
information-sharing, consultation, discussion and promote labor management
cooperation.
1.1.
Objectives and Targets - The objectives of the LMC are clearly
defined and stated in the signed agreement and in the operational
guidelines; must have been disseminated to all stakeholders.
(5 points)
1.1.1. What are the company's core values? What are your LMC objectives?
Explain the linkage of the company's core values to the LMC objectives.
1.1.2. Are the LMC clearly written? Do they have implementing guidelines?
Please Attach a copy.
1.1.3. How do the employees know that there is such LMC mechanism?
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1.2.
LMC Structure - The structure encourages and facilitates open and
two-way communication between the cross section of the
stakeholders. The structure provides opportunity for exchange of
inputs and feedback on the LMC endeavors. (5 points)
1.2.1.
1.2.2.
1.2.3.
1.2.4.
Is LMC part of the company's organizational structure?
Please describe the LMC Structure and how it operates. Attach a diagram
Is it a permanent structure or an adhoc structure? Please explain.
Explain the best features of your structure.
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ORGANIZATIONAL STRUCTURE
(Please indicate the existing structure and its composition)
Steering
Committee
Sub-committees:
Secretariat
Sports &
Recreation
Grievance
Committee
Quality Management
Family
Welfare
Training and
Development
Productivity Improvement
Program (PIP)
Occupational
Safety & Health
Livelihood
Productivity Incentive
Program
Others, pls.specify:
_________________
Corporate Social
Responsibility (CSR)
Composition: Please indicate number, and name of personnel from management and
from labor, and their corresponding job title
No. of Management Representatives: ______
No. of Union/Employees Representatives: ______
Management Representatives
Name
Position
1.
2.
3.
4.
5.
Job Title
Union/ Employees Representatives
Name
Position
Job Title
1.
2.
3.
4.
5.
Use separate sheet, if necessary
Sub-Committees and their Projects
Name of Sub-Committees
Projects Implemented or Issues
Addressed
Year
Implemented
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1.3.
Management and Labor Commitment - There is strong visible
declaration of commitments from the upper echelons of both labor
and management. (5 points)
1.3.1. Who is the driving force behind your LMC?
1.3.2. What steps did management take or continue undertaking to declare
their commitment to the LMC? Please exemplify.
1.3.3. Is there a separate budget allocated for LMC purposes? If yes, where do
you source the funding? How is it treated, an expense or an investment?
Please explain. If it is an investment, how do you measure your return of
investment?
1.3.4. How do management and employees demonstrate commitment to the
program?
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1.4.
Management/Labor Representation - Management are represented
by top level officials, the personnel or industrial relations manager,
production manager including supervisors at the steering committee
and sub-committees; Labor representatives are officers of the union
or of the workers’ association elected by the majority of workers in
the establishment. (5 points)
1.4.1. What is the level of representation at the steering committee of both
management and employees'? At the sub-committees?
1.4.2. Are the representatives of employees duly authorized by their
constituency? How are they selected (if company is unorganized)?
1.4.3. Are management representatives authorized to decide during meetings?
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1.5.
Operating Structure - Sub-committees are formed to address
specific issues/concerns at the shopfloor. (5 points)
1.5.1. Please cite at least 3 sub-committees of your LMC and the projects that it
has implemented. What is the status of their implementation?
1.5.2. Please attach sample of documentation.
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1.6.
Support Structures - There are vertical and horizontal support
mechanisms that sustain and hold together the LMC program
implementation. (5 points)
Established System for:
Agenda determination
Minutes taking
Report preparation
Decision making
Information
dissemination
Document filing
Monitoring and
evaluation
Others
Feedback
mechanism
1.6.1. How frequent is your consultation meeting? Who facilitates and
coordinates the meetings? Are the meetings of the steering and the subcommittees well-coordinated and regularly held? How are agenda
prepared?
1.6.2. Is there a system of monitoring the LMC programs including regular
reporting, evaluation and feedback?
1.6.3. How are the LMC-driven activities defined from other activities of the
company?
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2. STRATEGIC PARTNERSHIP (30 points). - This category examines how the
organization focuses on the core values of a successful partnership
through building a work environment conducive to performance
excellence, full participation and personal growth.
2.1.
Trust-building - The stakeholders work at building mutual trust and
confidence by conducting activities addressing the same, such as
having self-managed work groups who have a considerable autonomy
for their own operations, i.e. value formation or teamwork (5 points)
2.1.1. How did your LMC evolve? Describe the development of your LMC
2.1.2. What activities have been implemented by LMC that helped in building
trust among employees, and among management and employees?
2.1.3. Please cite specific activities conducted within the last 3 years that you
consider to be one of your best achievements in bringing harmony to
your workplace relations.
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2.2.
Information-sharing - The LMC also becomes a forum for discussion
of matters of common interest such as finances, market conditions,
productivity targets, business reverses & fluctuations, profits and the
like are discussed. (5 points)
2.2.1. What activities have been implemented by your LMC that facilitated
information-sharing among employees? Among management and
employees?
2.2.2. What innovative approaches of your LMC to enhance communication and
information-sharing? Attach report or documentation of activities.
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2.3.
Joint decision-making - The LMC is used as a forum where workers’
and management’s representatives consult, discuss and arrive into a
consensus to consider or take decisions on matters of common
interest. (5 points)
2.3.1. Does your LMC support multi-skilling and empowerment of workers?
How?
2.3.2. How do you arrive at an agreement over differing views on certain issues?
2.3.3. Please cite breakthroughs that you produced through joint decisionmaking.
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2.4.
Flexibility and Creativity - The LMC maximizes effectiveness of
partnership by advancing discussions on operational plans and other
issues or problems which used to be for management discussions
only, among others, and by tapping the reservoir of knowledge and
creativeness of employees, resulting to the adaption of these
initiatives by the company. (5 points)
2.4.1. What is your boldest and extra-ordinary LMC undertaking so far which
tapped and stimulated the employees' knowledge and creativity resulting
to better company performance?
2.4.2. What are the key factors that led to its success?
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2.5.
Social Dialogue - The LMC allows for discussion of issues beyond
routine exchanges on benefits and work conditions concerning
employees at different levels within the company, outside community
and other agencies. (5 points)
2.5.1. What LMC programs do you have that involved and benefitted employees
from different levels including outside communities? Cite examples.
2.5.2. How did your LMC facilitate the activity? How did it ensure success?
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2.6.
Logistics and Funding Support - Maximize effectiveness of
partnership by setting-up mechanisms that sustain LMC function
such as provision of adequate resources and appropriate facilities for
LMC activities. (5 points)
2.6.1. How does your LMC sustain its effectiveness? What forms of support
does it have from the partners?
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3. CORPORATE VIABILITY (40 points). - This category examines the impact
of the LMC on the company’s overall performance and competitiveness as
well as the level of employee’s well- being and satisfaction.
3.1.
Industrial peace - The workplace is enhanced by absence of
industrial strife and the acceptance of stakeholders to thresh out
issues through open communication, peaceful and non-adversarial
proceedings, and speedy settlement of issues. (10 points)
Please check applicable impact of LMC to your labor-management relations
Reduced number of
grievances
Faster resolution of
grievances
Speedy CBA negotiatio
(if organized)
Lesser number of
strike notices/
lockout
Lesser number of
actual strike
Others
3.1.1. How many cases have you filed at the NCMB or in any DOLE Office over
the last 3 years? What issues do they involve? Why did they reach the
DOLE?
3.1.2. Do you have pending cases filed at NLRC, DOLE Regional Office or other
DOLE office? If yes, what are the issues involved? If none, please attach
Certificate of No Pending Case.
3.1.3. Did LMC help in improving the industrial relations scenario in your
company? How? What best practices have you had to sustain
harmonious relations?
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3.2.
Mechanisms for negotiations - The negotiations between the
employer and employees indicated the spirit of partnership tapping
creative avenues or strategies to reach agreements including the
absence of conflict and acrimonious discussions. (5 points)
3.2.1. What are the usual issues raised in your LMC? Describe the effectiveness
of your LMC in addressing workplace issues.
3.2.2. How do you address difficult issues?
3.2.3. Are all your disagreements settled within the LMC? If not, where do they
go?
3.2.4. Attach sample minutes of LMC meeting showing effectiveness of the
mechanism in addressing workplace issues.
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3.3.
Quality of Work Life - The LMC initiated/recommended wage and
non-wage benefits over and above the CBA or law mandated benefits
and these initiatives are implemented by the company; offers a safe
workplace; maximizes the efficiency and productivity of its employees;
ensures workers’ health and safety, as well as programs and
activities that enrich their work life. (10 points)
Please check applicable programs under your LMC
Workplace safety
(reduced number of
accident)
Worker’s additional
benefits
Compliance to
Core Labor Stds
Worker’s health and
wellness
Extended program
for workers’ family
Others
3.3.1. Describe in detail your Quality of Worklife programs facilitated under
your LMC. Attach samples of reports to support your existing programs.
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3.4.
Productivity - The Company had adopted systems and procedures
introduced through LMC maximizing the business potentials in its
industry as well as the skills and craft of its workers; has invested
significant resources in developing its manpower and their skills, and
have an existing productivity improvement program. (5 points)
3.4.1. What programs do you implement through LMC relative to human
resource development?
3.4.2. Do you have any Productivity Improvement Program? Describe its extent
and outcomes
3.4.3. Do you have any gain-sharing program? Describe its extent and
outcomes
3.4.4. Is the productivity initiative at the workplace attributable to LMC? Why
or why not?
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3.5. Labor Laws Compliance - The company has been issued with
Tripartite Certificate of Compliance with Labor Standards
(TCCLS), Child Labor Free Establishment (CLFE) Certificate or
any or combination of Certificates of Compliance (COC) by the
DOLE. (5 points)
Please put  on the appropriate box:
3.5.1.
Tripartite Certificate of Compliance with Labor
Standards (GLS, OSHS)*
3.5.2.
Child Labor Free Establishment (CLFE) Certificate*
OR
3.5.3. Any or combination of the following Certificate/s of Compliance
(COCs)*:
COC on General Labor Standards
COC on Occupational Safety and Health Standards
COC on Labor Relations
Labor Standards Certificate of Compliance (LSCC)
for Public Transport Utilities
COC for ships/vessels engaged in domestic shipping
* Attach copy of the TCCLS, CLFE Certificate or COCs.
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3.6.
Social Conscience - The enterprise through its LMC has adopted
programs in line with environmental protection, green
jobs/production, corporate social responsibility, waste management,
and energy conservation. (5 points)
3.6.2. Please describe your programs relative to the environment
preservation and protection, energy conservation and corporate social
responsibility. Attach proofs of implementation.
3.6.3. How do you get feedback from your clients about the quality of the
delivery of your services? Do you think they are satisfied? What made
you say so?
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Competitiveness - The enterprise is recognized by award winning bodies for
quality and productivity (Submit Certificate/s of Recognition, if any). (additional 2
points)
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