Perspective

In 2008, HP worked with SACOM, a Hong Kong-based worker rights NGO, and its training partner to launch a worker labor rights awareness training program at Chicony, one of our suppliers (see detail). We asked Mr. Vic Lee, administration director of Chicony Electronics (Dongguan) Co. Ltd., and Ms. Suet-wah Choi, the lead trainer for this project, to share their experiences.

Was the training valuable to Chicony?

Mr. Lee of Chicony: The workers’ labor rights awareness training provided workers with specific education to help them better understand their rights [for example, how to calculate overtime pay] and obligations [for example, providing a valid ID card to ensure they enroll in social insurance]. Though this program had an impact on working hours, we think it was worth doing to establish the culture of social and environmental responsibility in the company. This program provides a good communication platform for workers and factory management. And it helps build a harmonious working environment and raise the satisfaction of workers.

What value did you receive as the training party?

	Ms. Suet-wah Choi, the lead trainer for this project

Ms. Suet-wah Choi (Trainer): HP, Chicony and SACOM have taken the first step in the electronics industry to launch this worker empowerment program with the participation of a stakeholder [SACOM and its training partner]. Trust is the most important element among brands, suppliers and stakeholders. It is also important for the communication between workers and factory management. We are happy to see that Chicony has tried their best to contribute in this project and the trust has been enhanced. The concern of working conditions and communications between workers and factory has been acknowledged.

Why does Chicony think it is worth establishing a culture of social and environmental responsibility (SER)?

Mr. Lee: Apart from complying with legal requirements and the SER requirements of customers, a culture of SER is a key to enhancing workers’ sense of belonging. The ultimate goal is to meet the needs of workers. It can help the enterprise achieve continual improvement in this competitive market. We believe that if the enterprise has an SER culture, it will gain financial benefit in the long run [by retaining more skilled and experienced workers].

How is HP’s program different from others Chicony has been involved in?

Mr. Lee: The most unique element of this program is the workers’ hotline. When we explain the Electronic Industry Code of Conduct to workers, it may not relate to their immediate concerns. The worker hotline can address the daily needs of workers and build a communication channel. It not only helps workers to understand their labor rights and obligations, but it offers them counseling services and relief from emotional problems. Many factory workers are migrant workers who face challenges being away from home in a new environment. It can also help us resolve misunderstandings between workers and management, like prior notification of resignation and social insurance policies.

You say this was the first step. What future steps do you foresee?

Ms. Choi: As far as we know, this is the first worker training and hotline program in the electronics industry. In general, electronics manufacturers operate on a bigger scale and with more workers [relative to industries like apparel or toys, which makes training harder to organize]. This experience can be a role model for future training programs in the industry and even a reference for other industries. We expect workers’ representative committees to take ownership of training and workers’ hotlines to keep the program sustainable. One day they will be able to actively communicate with factory management.

Why do you think trust is so important?

Ms. Choi: We have experienced a lot of suppliers that hesitate to work with an external stakeholder like us. They may think this is their internal business and do not trust external parties, especially NGOs. Inside the factory, a lot of labor issues are due to misunderstanding between management and workers, because they do not trust each other. Trust is important in this program internally and externally.

We started planning this project a year ago with Chicony. The trust was not yet built and progress was slow. Since we started the project, we have more contact, including monthly meetings, so we know each other better. We both have the same target: to raise the awareness of workers’ labor rights and obligations. We are really happy to see that things keep improving and trust is increasing gradually. The management of Chicony is very positive and helps to coordinate the workers’ training and handle the workers’ hotline.

Mr. Lee: I agree with what Suet-wah mentioned about our history of building trust. We found our common interest and thank the initiation of HP. We would like to hear the voice of workers and encourage them to speak out in order to know their needs. Migrant workers are a major component of our workforce and they need time to adapt to their new lives in the city and factory. They used to hide their feelings. The training and hotline in this project provide a channel for them to speak out to resolve misunderstandings. Social insurance is one of the examples. After the training, workers understood that social insurance is good for them, and they knew the proper procedure to handle their account of social insurance when they leave the factory.

How do you think the training complements other elements of HP’s SER efforts with Chicony (self-assessment, audits, other capability-building training)?

Ms. Choi: I think the main elements of the SER program like self-assessment, audits and trainings are good. However, there are only a small portion of people from suppliers who are exposed to the SER program. This workers’ training and hotline program can get more frontline workers participating.

Mr. Lee: Apart from what Suet-wah mentioned, [as a result of our work with them] we are going to launch a survey to understand workers’ needs. We have done a similar survey, but the scope was limited to catering and living conditions. This time we are extending the scope to working hours, EICC understanding, contract terms and discrimination. [Note: HP is not a participant in developing this survey, but we are very pleased to see fruitful collaboration inspired by the success of the original program and the trust it built.]

What could have been better or different about the training?

Ms. Choi: I think the support and coordination with the production department is really important. We understand the production pressure. In this program we tried hard to compromise when we set the training schedule—like holding the training during the low season and on Saturday.

Mr. Lee: The initiative of this program is a good start. Nevertheless, making sure workers keep this knowledge in their minds is important. Therefore, we are figuring out how to arrange some labor rights trainings by the workers’ representative committees, especially for recently hired workers and those whose training was six months ago or earlier.

Note: This training program is continuing in the first half of 2009.