Minimum wage in the private security industry (UK and Hungary )

1. Minimum wage in the private security industry(UK and Hungary) László Neumann Institute for Political Science, Hungarian Academy of Sciences

2. Common sectoral features • Male-dominated activities, segmented labour market (cash transit vs. manguarding service) • Longer regular working hours (although reduced during recession) • Guards may be required to cover long shifts, such as the traditional Friday evening to Monday morning shift (UK) • In Hungary 24 hour shifts are common, it is in fact legal for employers to set a 60-hour week in jobs requiring ‘stand-by’ duty • Very high share of small/micro firms • Domestic market, competitive cost-led bidding for contracts with clients • Company strategies to tackle competitive pressure: • lead to opportunities to upgrade technologies to offer higher value services • or to downgrading, risk of informal / grey economy competition

3. UK Decentralised collective bargaining with 34% coverage Union density is systematically low among all low paid groups - men, women, full-timers and part-timers A key problem is the limited use of extension mechanisms (compared with other West-European countries). Hungary Dominantly company-level bargaining with 35% coverage, however company level wage agreements coverage is shrinking Union density is low (12% nationally), especially in sectors dominated by small and medium-sized firms Weak sectoral collective agreements, extension is limited to four sectors Similarity in Industrial Relations contexts

4. UK Research findings I. Uprating pay and upskilling jobs • Highly unionised cash transit division, major strike in early 2000s, highly concentrated industry - employer willingness to improve conditions • Strong, clear GMB focus on uplifting pay and skills – ‘win-win’ 5-year pay agreement

5. UK Research findings II. But for manguarding services, major problem of client-led pay agreements • Company agreement for terms and conditions, but multiple pay agreements for individual clients (and many not covered by joint regulation) • Client-demarcated „bargaining units” • Same job paid NMW in some contracts and up to £7.50 in others

6. UK Research findings III. • Different clients present different puzzles for pay bargaining: • Public sector client wanted a wider job role – agreed a 15-year contract, but eroded pay enhancement • Banking client set 47 separate pay rates for each site reflecting value of site to client not skill of job • However, unions’ pay equity strategy generally supported by employer interested in diminishing labour turnover: • Passing on higher wage costs to clients • Union considers organising drive key foundation for the union’s low pay strategy

7. Hungary: Distribution of hourly wagesAll private sectorsSecurity industry • Real wages (controlled for inflation), with minimum wage markers • NMW does matter: • Gradual right shift of distribution shows that real earnings kept growing between 2005 and 2008 • Security: skilled minimum = mode of distribution (about 70% of workers’ pay)

8. Research findings Hungary I. • Typical company strategies to tackle lowprices (pushed down by strong competition, especially in public procurement): • extensive network of sub-contractorsas franchisees • casual employment, envelop wages and unlawful labour practices • In „stand-by” jobsMW is paid for 60 hours weekly instead of the 40 hours mandatory working time • Local level trade unions are weak: either they do not even exist in SMEs, or loyal to the management’s wage policy • Problems are addressed on a higher (sectoral) level • Negotiations in the bipartite Sectoral Social Dialogue Committee • Objectives: regulation of wages and unit (hourly) fees

9. Construction as a role modelfor creating a sectoral agreement 10-year long preparation by well-established employer organisation and trade union 2006: concluding an agreement which was immediately extended by the Ministry It was to the strong support of the government which aimed to combating black labour 2007: Government decree on unit fees Security development 2008: Following four year preparation a sectoral collective agreement including wage tariffs concluded 2009: the government was not sufficiently supportive of extension 2010: Although wage tariffs were amended in a way that favoured employers, eventually employers voted against it No Government decree on hourly (unit) fees Research findingsHungary II.

10. UK Some employer support for an industry-wide minimum wage in order to provide a defence against the intensive cost-cutting competition Mixed union success in sustaining and growing a gap between the lowest pay rate and the NMW A client-led system of pay determination. Improving union membership is a key foundation for the union’s low pay strategy Hungary The wage tariffs of thesectoral agreement was rejected by the majority of employers before its extension Company unions’ weak bargaining power prevailingindividual pay setting A mirrored summary Despite IR similarities, itdoesmake a difference that Hungarian employers’ organisation and trade unions are new and organisationallyweak