Republic of Turkey Ministry of Labour and Social Security, Directorate General of Occupational Health and Safety and

1. Republic of Turkey Ministry of Labour and Social Security, Directorate General of Occupational Health and Safety and Occupational Health and Safety Center (ISGUM)

2. SOCIAL DIALOGUE Social dialogue plays a key role in achieving the ILO's objective of promoting opportunities for women and men to obtain decent and productive work in conditions of freedom, equality, security and human dignity.

3. SOCIAL DIALOGUE Social dialogue is defined by the ILO to include all types of negotiation, consultation or simply exchange of information between, or among, representatives of governments, employers and workers, on issues of common interest relating to economic and social policy COULD WE DISCUSS ON WAYS OF EXCHANGING INFORMATION IN YOUR WORK ENVIRONMENT?

4. SOCIAL DIALOGUE It can exist as a tripartite process, with the government as an official party to the dialogue or it may consist of bipartite relations only between labour and management (or trade unions and employers' organisations), with or without indirect government involvement. Concertation can be informal or institutionalised, and often it is a combination of the two. It can take place at the national, regional or at enterprise level. (WHICH ONE IS THE MOST EFFECTIVE?) It can be inter-professional, sectoral or a combination of all of these.

5. SOCIAL DIALOGUE The main goal of social dialogue itself is to promote consensus building and democratic involvement among the main stakeholders in the world of work. Successful social dialogue structures and processes have the potential to resolve important economic and social issues,(WHICH OHS ISUUES CAN BE SOLVED WITH SOCIAL DIALOGUE?) encourage good governance, advance social and industrial peace and stability and boost economic progress

6. SOCIAL DIALOGUE ILO DECLERATION Social dialogue and the practice of tripartism between governments and the representative organizations of workers and employers within and across borders are now more relevant to achieving solutions and to building up social cohesion and the rule of law through, among other means, international labour standards (WORKERS’ UNIOINS CAN NOT HAVE ENOUGH MEMEBERS BEACUSE OF PRESSURE FROM EMPLOYERS. IS THIS AN OBSTACLE FOR SOCILA DIALOGUE?)

7. SOCIAL DIALOGUE The ILO encourages tripartism within Member States by promoting social dialogue to help design and implement national policies (NATIONAL POLICIES CAN NOT BE AGRRED UPON FOE EXAMPLE UNDER CONTRACTED WORKERS ARE THEY MOR VALNUARABLE TO OHS RISKS?). Achieving fair terms of employment, decent working conditions, and development for the benefit of all cannot be achieved without the active involvement of workers, employers and governments, including a broad-based effort by all of them. To encourage such an approach, one of the strategic objectives of the ILO is to strengthen social dialogue among the tripartite constituents. It helps governments, employers' and workers' organizations to establish sound labour relations, adapt labour laws to meet changing economic and social needs and improve labour administration.

8. SOCIAL DIALOGUE Successful social dialogue structures and processes have the potential to resolve important economic and social issues, encourage good governance, advance social and industrial peace and stability and boost economic progress. Effective social dialogue depends on: Respect for the fundamental rights of freedom of association (POLITICAL ISUUE ABOVE US, BUT WHAT CAN WE SAY TO OUR TOP MANAGEMENT ABOUT THIS?) and collective bargaining Strong, independent workers' and employers' organizations with the technical capacity and knowledge required to participate in social dialogue Political will and commitment to engage in social dialogue on the part of all parties Appropriate institutional support (I THINK THIS IS OUR PART, WHAT CAN WE DO?)

9. SOCIAL DIALOGUE ASSOCIATIONS (ILO) The Tripartite Consultation (International Labour Standards) Convention, 1976 (No.144) requires consultation between representatives of government, employers and workers on ILO standards - related activities. The spirit of this convention requires that representatives of employers and workers freely choose their representative organisations. Depending on specific national contexts, the tripartite partners may openthe dialogue to other relevant actors in society in order to gain a wider perspective. I THINK, REPRESENTATIVE ORGANIZATIONS SHOULD BE SUPPORTED? WHAT DO YOU THINK?

10. SOCIAL DIALOGUE ILO THINKS: The enabling conditions for social dialogue are (i) strong, independent workers’ and employers’ organisations which are broad-based and representative and have the technical capacity and access to the relevant information to participate in social dialogue, (ii) political will and commitment to engage in social dialogue on the part of all the parties, (iii) respect for the fundamental rights of freedom of association and collective bargaining and (iv) appropriate institutional support. However in many countries, these conditions do not simply exist with the result that they cannot aspire to get the full benefits of social

11. SOCIAL DIALOGUE FREEDOM OF ASSOCIATION Effective dialogue implies the right freely to form and join groups for the promotion and defence of their occupational interests. Freedom of association and collective bargaining (CAN OHS ISSUES BE A PART OF COLLECTIVE BARGAINING? AND HOW?) are among the founding principles of the ILO. Soon after the adoption of, the ILO came to the conclusion that the principle of freedom of association needed a further supervisory procedure to ensure compliance with it in countries that had not ratified the relevant conventions. As a result, in 1951 the ILO set up the for the purpose of examining complaints about violations of freedom of association, whether or not the country concerned had ratified the relevant conventions

12. SOCIAL DIALOGUE ILO DOCUMENT: BEST PRACTICES IN SOCIAL DIALOGUE Social dialogue, including collective bargaining, is an invaluable mechanism for reducing social tensions in times of crisis and designing policies to fit national priorities. It is a strong basis for building the commitment of employers and workers to joint action with governments to overcome the crisis and sustain recovery. Labour administration and inspection are important elements of action in this regard. (CAN LABOUR INSPECTION HAVE GENUIENE SOCIAL DIALOGUE WITH EMPLOYERS AND EMPLOYEES?) (WHAT ABOUT LABOUR ADMINISTRATION?)

13. SOCIAL DIALOGUE WEAKNESS: Despite its proven worth social dialogue is far from being effectively utilized. For social dialogue to be successful, we need to link the process to tangible outcomes so that social dialogue is not merely seen as a Local phenomenon but rather, as a process capable of addressing complex social and economic issues. There is a need to document and analyse the processes of social dialogue so as to deepen the knowledge base on what is happening therein. There is also a need to strengthen the capacity of the key players in social dialogue, namely, the workers’ and employers’ organizations as well as that of the labour ministry so that it can play a catalytic role at the national level. (WHAT MIGHT BE THE CATALYTIC ROLE?)

14. SOCIAL DIALOGUE SEVERAL CONUTRIES Past experience of social dialogue in different countries presents a mixed picture. The future holds new opportunities and challenges. Globalization has created the need for wider and deeper social dialogue involving different interests, specially the young, women and minority groups. Poverty reduction has become a major challenge for social partners. Furthermore, there is a growing recognition of the role of social dialogue in promoting good governance. Social dialogue is a flexible tool in the hands of the government and the social partners giving a competitive advantage to country’s committed to balanced economic and social development (How was the vulnerable groups affected in terms of OHS?)

15. SOCIAL DIALOGUE PROBLEMS OF TURKISH SOCIAL DIALOGUE IN OHS ISSUES 1. CONFLICT OF INTEREST BETWEEN MOH AND MOLSS 2. OVERLY POLTOZED WORKER UNIONS

16. SOCIAL DIALOGUE PROBLEMS OF TURKISH SOCIAL DIALOGUE IN OHS ISSUES 3. LACK OF INTEREST IN OHS ISSUES IN WORKERS AND EMPLYER UNIONS 4. LACK OF AWARANESS IN OHS ISSUES 5. LACK OF AGREEMENT CULTURE

17. SOCIAL DIALOGUE • 6. MATHEMATICS, GAME THEORY: • EVERY PLAYER MAKES THE MOVE THAT IS THE BEST AND THE MOST BENEFICIAL MOVE FOR HERSELF!!! • MOST OF THE GAMES(EG. FOOTBALL) ARE GAMES OF SUM 0. • (IF ONE SCORES A GOAL (+1) THE OTHER MUST BE SCORED AGAINST(-1) WHICH SUMS UP TO BE 0.) • SOCIAL PARTENERS ARE PLAYERS!!!

18. SOCIAL DIALOGUE • SOLUTION TO GAME THEORY: WIN-WIN SITUATION!!!

19. SOCIAL MARKETING PROBLEMS • ATTRACTING ATTENTION TO OHS ISSUES • CORRECT PLANNING OF OHS PROMOTION CAMPIGNS • HIGH ADVERTISEMENT COSTS • PARTICIPATION TO EVENTS • MEDIA COVERAGE AND CONVEYING RIGHT AND INTERESTING MESSAGES TO THE MEDIA

20. SOCIAL MARKETING PROBLEMS • 6. TIMING!!! • 7. LACK OF INNOVATIVE SOCIAL MARKETING (SOCIAL MEDIA, INTERACTIVE PROMOTION ETC. ) • 8. LACK OF ADVERTISEMENT PROFESSIONALS