Companies "discover" ... activists!
“Activists for various causes have discovered Asia” is how a recent article on the ‘Executive’ pages of Sunday Morning Post, Hong Kong's main English language paper begins. Under the headline “Putting up defences against activist attacks,” the article explains how companies should deal with social movement activists; citing animal rights campaigners as an example, it states that its advice goes for all types of activists.
Besides the ridiculous suggestion that activists are new on the scene and have ‘discovered Asia’–as if they are not Asians themselves who don't live here and work here–the article makes interesting reading, along with other news stories from the pages of Asia's business press, give an inside view on how companies see the challenge posed by labour and other activists, and how they should respond. Some “guidelines” are particularly interesting. One to be noted by workers in multinationals reads: "Plan ahead. If your company or industry is an activist target in another part of the world, do not be lulled into thinking you are immune in Asia. Build up an information bank on activist groups and their charges against your company or industry.” Others suggest setting up good relations with the media — ‘no comment always seems like an admission of guilt’ — But to avoid using activists’ language and being confronted by activists head-on in media debates.
The other articles pick up the same theme, in a more sober way, by looking at labour-management relations in Asia, from the management perspective. International Business Week observes that some countries, especially “the more industrialised Asian nations, will have more trouble restraining newly empowered interest groups, such as labour unions in Korea...who demand fairness and greater political representation.” It argues in the end that “demonstrations and strikes are slowly redirecting goals from growth at any price. Wealth will increasingly be measured not merely by economic statistics, but also by the quality of life. For Asian workers...that should prove a welcome change.” Who would disagree with that?
Asian Business focuses on the essence of labour relations, with the theme that “companies risk losing everything if they ignore workers’ expectations”. The article points accurately to a number of causes that may “unleash a new wave of militancy” in Asia, such as political reforms, economic problems, labour migration and authoritarian management. Under the headline “How to put it right” argues “The biggest mistake companies can make is to refuse to recognise a trade union, or take the ‘we can be as tough as you’ approach towards it.” The article's main point is revealing in its idealistic sentiments, yet its naivety steps out of touch with the real practices of their business readers.
From a labour perspective, the article is good as far as it goes, which is not far enough. It suggests “five main avenues” to ensure a productive, co-operative and happy workforce, and a more peaceful, more profitable company.” The most positive is union recognition, along with ‘effective committees’ (‘for heading off trouble’), ‘open communications’, ‘incentive packages’ to increase productivity, and avoiding ‘irritants’, for example trivial procedures that annoy workers. No mention of better pay or working conditions, and only passing reference to the lack of basic trade union rights allowed to workers in large parts of Asia.
Perhaps the next flurry of business articles on labour in Asia will tackle these problems...
Contents