At Toyota Boshoku Hanoi Company, the results achieved from the dialogues and negotiations are shown with vivid figures such as the Company's leaders agreeing to increase annual salaries for all employees by over 7%, annual bonuses for employees over 3.5 months' salary, shift change allowances, attendance bonuses, gasoline and vehicle support, train and bus fare support, childcare allowance until the end of the age of 18; all employees in the company are entitled to two more days of annual leave, daily on-site hazardous compensation for all direct employees, the number of working days of employees is reduced by 49 days/year according to the provisions of law, vacation allowance of 140USD/employee/year, lunch meals from 25,000 to 33,000/meal, vacation enjoying 70% of salary in a month if the company cannot arrange jobs for employees...
Chairman of the Company's Trade Union Nguyen Van Hoa said that the grassroots trade union takes workers as the center, maintaining channels to receive opinions on employment, income, working environment, labor safety and welfare. Practical recommendations are summarized for dialogue and proposals for company leaders to consider and resolve at monthly meetings.
To negotiate with results, trade union officials must know how to choose the timing, be persistent but flexible, and flexible in the way of exchanging information, but not easily compromise on the legitimate rights of employees. Proposals must also have specific grounds. When exchanging information about salaries, income or benefits, the company's Trade Union Executive Committee studies the company's production and business situation, market price fluctuations, labor productivity, product quality and specific contributions of employees. When the parties exchange information with clear data, the dialogue will be less emotional, more persuasive, and easier to find common ground.
From dialogues and negotiations, many contents beneficial to employees have been agreed upon by the company's leaders to implement.
