ADDRESSING RISKS of FORCED LABOR in SUPPLY CHAINS: Protecting Workers from Unfair Restrictions on Their Freedoms at Work

Total Page:16

File Type:pdf, Size:1020Kb

ADDRESSING RISKS of FORCED LABOR in SUPPLY CHAINS: Protecting Workers from Unfair Restrictions on Their Freedoms at Work Protecting Workers’ Rights Worldwide ADDRESSING RISKS OF FORCED LABOR IN SUPPLY CHAINS: Protecting Workers from Unfair Restrictions on their Freedoms at Work ith increasing attention to forced labor, of movement at work, must not be bound trafficking, and modern slavery issues to their jobs by debt, and may not be forced W throughout supply chains, including new to work overtime involuntarily. Companies laws and regulations,1 FLA-affiliated companies assessing entire supply chains against these continue to exercise their long-standing standards — and working to remediate the commitment to protecting workers from such violations they find — are well adapted to violations in their manufacturing facilities, an evolving global environment in which even as the most proactive companies also governments, consumers, and civil society, are investigate how to enforce this commitment at raising increasing concerns about companies’ deeper levels of the supply chain. connections to human trafficking and modern slavery. FLA standards on forced labor — incorporated into the FLA program since its inception in For example, in April of 2017, the advocacy 1999 — detail more than a dozen indicators for organization Know the Chain3 evaluated companies evaluating whether their suppliers companies in three industry sectors — or producers are upholding their human rights apparel and footwear, food and beverage, commitments, and can be useful at any supply chain level.2 This brief will focus on best practices for identifying and eradicating forced labor at Code Element: the supplier level. It will explain the indicators Forced Labor of forced labor as incorporated into the FLA There shall be no use of forced code, provide examples of risks and violations labor, including prison labor, reported by the FLA’s on-the-ground indentured labor, bonded labor or assessors, and offer recommendations of other forms of forced labor. proactive and cooperative steps that brands can take to ensure suppliers do not engage in or tolerate trafficking and forced labor. 1 In recent years, the US, UK, and other countries have amended or Beyond the basic requirement that “workers passed regulations requiring greater transparency by companies of the shall have the right to enter into and to forced labor risks in their supply chains and disclosure of their efforts to combat these risks. See http://www.fairlabor.org/sites/default/files/im- terminate their employment freely,” and the ages/supply_chain_traceability_and_transparency_june_2017.pdf clear prohibitions on “prison labor [and] 2 Find the complete FLA Workplace Code of Conduct and all compli- ance benchmarks at http://www.fairlabor.org/our-work/labor-standards. bonded labor,” FLA standards also require 3 https://knowthechain.org/fored-labor-action-compared-findings-from- that workers must have reasonable freedom three-sectors/ www.fairlabor.org 1 ADDRESSING RISKS OF FORCED LABOR IN SUPPLY CHAINS Employers shall not require workers to work more than the regular and overtime hours allowed by the law of the country where the workers are employed. The regular work week shall not exceed 48 hours. Employers shall allow workers at least 24 consecutive hours of rest in every seven-day period. All overtime work Code Element: shall be consensual. Employers shall not request overtime on a regular basis and shall compensate all overtime work at a premium rate. Other than in exceptional Hours of Work circumstances the sum of regular and overtime hours shall not exceed 60 hours. and communications technology — publicly to worry about being able to return home reporting on the extent of their efforts to freely because an employer is withholding a eradicate forced labor. And the Interfaith passport, other important legal documents, Center on Corporate Responsibility (ICCR) or workers’ wages. And no worker should has maintained a “No Fees” Initiative in recent have to risk termination because they are years, encouraging companies across many unable to work involuntary overtime or choose industries to pledge that they will forbid not to. Below we explain some of the most workers to be charged recruitment fees in common forced labor findings reported by their supply chains, to prevent the risk of FLA assessors in recent years as part of our bonded labor.4 effort to increase awareness of forced labor indicators, and to remind our affiliates of The FLA and our affiliates believe no worker their commitments and obligations on this should be unable to leave a job at will because important issue: of the burden of a heavy recruitment debt to an employer. No migrant worker should have 4 http://www.iccr.org/no-fees-initiative 1. Mandatory Overtime: BENCHMARKS The FLA Code requires that all overtime be consensual and voluntary, with no punitive consequences for workers who refuse Forced Labor, 8 – overtime, “including for overtime mandated to meet exceptional The imposition of circumstances.” In recent years, FLA assessors have found overtime where workers violations of this standard in factories in China, Jordan, Vietnam, are unable to leave the work premises Turkey, and the U.S. In these cases, brands should require that constitutes forced labor. suppliers remove any mandatory overtime requirements written into to the factory’s policies and procedures, and ensure that Hours of Work, 8.5 – workers and managers are trained on the principle that workers Employers shall enact a voluntary overtime must not be compelled to work involuntary overtime. Brands system, including for should also be aware that mandatory overtime is often linked overtime mandated to further violations, such as failure to provide workers with one to meet exceptional rest day in every seven, violations of legal limits on working hours circumstances. for young workers and pregnant women, or workers not being compensated for their work at premium overtime rates. www.fairlabor.org 2 ADDRESSING RISKS OF FORCED LABOR IN SUPPLY CHAINS In some cases, the presence of a mandatory planning for a production schedule of 50 to overtime policy may indicate a more systemic 55 hours (or more) per week for workers. In problem with a factory’s production planning addition to adjustments at the factory level, and hours of work management. For example, such violations may also require brands in some factories where assessors have to collaborate with suppliers to achieve a found workers threatened with termination working environment that meets our agreed if they refuse to work overtime, they have upon standards for hours-of-work and fair also found factory management regularly compensation. 2. Production Targets Too High: BENCHMARKS FLA standards prohibit employers from setting piece-rate production Forced Labor, 7.5 – need to work beyond targets so high that employees must Employers shall not utilize regular working hours work overtime to earn the equivalent practices that restrict as set under the FLA of the legal minimum wage. For workers’ freedom of Workplace Code, movement … [such as] excluding overtime, in example, one FLA assessment in setting production targets order to make at least Haiti found that a factory’s piece- or piece rates at such a the minimum wage or rate was set so high that workers level that workers need the prevailing industry took 9.5 hours to sew enough to work beyond regular wage, whichever is working hours (excluding higher. garments to earn an amount equal overtime) as set under the to eight hours compensated at FLA Workplace Code in Compensation, 7.3 – the local minimum wage. While order to make the legal Employers shall not piece-rate workers may choose to minimum wage or the set production targets, work voluntary overtime hours to prevailing industry wage. piecework, or any other incentive or increase their pay, adherence to Employment production system at FLA standards requires adjusting Relationship, 24 – such a level that the piece rates and production targets Employers shall not set payment for overtime so that workers putting in a regular production targets, piece work performed is less rates or any other incentive than the premium pay workweek, without overtime, can or production system at required by law or the earn wages that can meet their such a level that workers FLA Workplace Code. basic needs and provide some discretionary income. 3. Recruitment Fees and Wage Advances: When an employer or recruitment agency money to pay these costs upfront may be imposes recruitment fees or deposit provided with a loan by a labor contractor or requirements, a worker without enough a wage advance by a factory. Such workers www.fairlabor.org 3 ADDRESSING RISKS OF FORCED LABOR IN SUPPLY CHAINS BENCHMARKS risk being unable to freely leave their job until all debts are paid — an employment situation tantamount to bonded labor. Forced Labor, 7.2, 7.3, 7.4 – For this reason, the FLA code requires that workers never be Employers shall not utilize practices required to pay for their job. They must not be required to that restrict workers’ freedom of movement or ability to terminate pay recruitment costs or fees imposed by labor contractors, his or her employment, [such as] employment agencies, or any other entity. If suppliers choose ... requiring deposits, imposing to follow a hiring process that results in recruitment fees — or financial penalties, [or] requiring in cases of unavoidable recruitment costs, such as when pre- recruitment fees. employment health examinations are required by law — the Employment Relationship, employers themselves must bear these costs. 5.3 – Employers shall not use employment agencies that rely Through assessments of factories and farms around the on practices such as requiring workers to pay recruitment and/or world, the FLA has found that migrant worker populations are employment fees. especially vulnerable to recruitment debt that binds them to their jobs. We have found migrant workers who are in debt to Employment Relationship, their employers or recruiters during agricultural assessments 6.2 – Fees associated with the employment of workers shall be the in Turkey, in both agricultural and factory assessments in sole responsibility of employers.
Recommended publications
  • Gender Pay Gaps
    Equality and Human Rights Commission Briefing paper 2 Gender pay gaps David Perfect Gender pay gaps David Perfect, Equality and Human Rights Commission © Equality and Human Rights Commission 2011 First published Spring 2011 ISBN 978 1 84206 351 4 Equality and Human Rights Commission Research The Equality and Human Rights Commission publishes research carried out for the Commission by commissioned researchers and by the Research Team. The views expressed in this report do not necessarily represent the views of the Commission. The Commission is publishing the report as a contribution to discussion and debate. Please contact the Research Team for further information about other Commission research reports, or visit our website: Research Team Equality and Human Rights Commission Arndale House The Arndale Centre Manchester M4 3AQ Email: [email protected] Telephone: 0161 829 8500 Website: www.equalityhumanrights.com You can download a copy of this report as a PDF from our website: http://www.equalityhumanrights.com/ If you require this publication in an alternative format, please contact the Communications Team to discuss your needs at: [email protected] Key findings Men working full-time continue to have higher average (mean) hourly, weekly and annual earnings than women. Across the United Kingdom, the mean full-time gender pay gap (the difference in percentage terms between the average earnings of women and men working full-time) in 2010 was 15.5 per cent for hourly earnings excluding overtime and 21.5 per cent for gross weekly earnings. The gap was wider in weekly than hourly earnings, since men tend to work longer weekly hours than women and are also more likely to receive additional payments, such as overtime.
    [Show full text]
  • The Effect of Overtime Regulations on Employment
    RONALD L. OAXACA University of Arizona, USA, CEPS/INSTEAD, Luxembourg, PRESAGE, France, and IZA, Germany The effect of overtime regulations on employment There is no evidence that being strict with overtime hours and pay boosts employment—it could even lower it Keywords: overtime, wages, labor demand, employment ELEVATOR PITCH A shorter standard workweek boosts incentives Regulation of standard workweek hours and overtime for multiple job holding and undermines work sharing hours and pay can protect workers who might otherwise be Standard workweek (hours) Percent moonlighting required to work more than they would like to at the going rate. By discouraging the use of overtime, such regulation 48 44 can increase the standard hourly wage of some workers 40 and encourage work sharing that increases employment, with particular advantages for female workers. However, regulation of overtime raises employment costs, setting in motion economic forces that can limit, neutralize, or even reduce employment. And increasing the coverage of 7.6 overtime pay regulations has little effect on the share of 4.8 4.3 workers who work overtime or on weekly overtime hours per worker. Source: Based on data in [1]. KEY FINDINGS Pros Cons Regulation of standard workweek hours and Curbing overtime reduces employment of both overtime hours and pay can protect workers who skilled and unskilled workers. might otherwise be required to work more than they Overtime workers tend to be more skilled, so would like to at the going rate. unemployed and other workers are not satisfactory Shortening the legal standard workweek can substitutes for overtime workers. potentially raise employment, especially among Shortening the legal standard workweek increases women.
    [Show full text]
  • BP Labour Rights & Modern Slavery Principles
    BP Labour Rights & Modern Slavery Principles © BP 2019 We are committed to respecting workers’ rights, in line with International Labour Organisation Core Conventions on Rights at Work and expect our contractors, suppliers and joint ventures we participate in to do the same. Our expectation is that workers in our operations, joint ventures and supply chains are not subject to abusive or inhumane practices, such as child labour, forced labour, trafficking, slavery or servitude, discrimination, or harassment. The below principles are intended to assist our businesses as they work to check performance on this expectation, including with our contractors and suppliers. 1. Terms: Workers have clear, written employment terms 8. Working time and rest: Workers are not required to before deployment in a language they understand, and in work unreasonable hours, hours beyond legal limits, or line with terms at point of recruitment, which are without appropriate breaks and defined leave periods. consistently upheld.1 9. Grievance: A grievance process is in place by which 2. Legal status: Workers are legally authorized to work for workers can make complaints, including anonymously, and their employer and possess the necessary visas, work receive appropriate responses and timely updates on the permits, and any similar legal documentary requirements. status of concerns. Concerns may be raised through any process (formal or informal) without fear of retaliation, 3. Protection of Young Persons: Workers below 15 or discrimination or harassment. the legal minimum working age (whichever is higher) are not hired, either directly or indirectly. 10. Working conditions and accommodation: Workers enjoy a safe and hygienic working environment.
    [Show full text]
  • Overtime and Compensatory Time Updated: June 2021 Federal and State Law
    Overtime and Compensatory Time Updated: June 2021 Federal and State Law • Fair Labor Standards Act (FLSA): Requires that employees are paid overtime for work in excess of forty (40) hours in a week. • California Labor Code§514: Requires that employees are paid overtime for work in excess of eight (8) hours in a day; while the City and County of San Francisco is not covered by this law because our employees are covered under collective bargaining agreements, we have negotiated that our employees receive this benefit. 2 MOU Overtime – 1x v. 1.5x • One-And-One-Half-Time (1.5x) Overtime (‘OTP’): Earned for hours worked in excess of 8 in a day or 40 hours in a week. • Straight-Time (1x) Overtime (‘OST’): Earned for hours worked outside an employee’s regular work schedule where an employee has not yet worked more than 8 hours in a day or 40 in a week under an MOU based on calculating overtime on hours worked (not hours paid). 3 MOU Overtime – 1x v. 1.5x Example 1: Employee works their regular work schedule from 8:00am to 5:00pm with one hour unpaid lunch and then works four additional hours of overtime. All four hours are earned at the 1.5x overtime rate. Example 2: Same employee takes off two hours of paid sick leave at the beginning of their regular work schedule and then works the remaining six hours of their regular shift. The employee then works four additional hours of overtime of which two are at the 1x rate and two are at the 1.5x overtime rate.
    [Show full text]
  • Unemployment As a Hiring Problem
    UNEMPLOYMENT AS A HIRING PROBLEM Robert J. Flanagan CONTENTS Introduction ............................... 124 1 . What is different about the European unemployment experience? . 125 Unemployment flows ........................ 126 II . The failure of supply-side explanations ............... 127 111 . Hiring decisions and unemployment ................. 129 A . Fixed employment costs .................... 129 B. Uncertainty about employee quality .............. 130 C . Uncertainty about future demand ............... 132 D. General implications of the "reluctance to hire" view ..... 133 E . Hiring relationships ...................... 144 Conclusions ............................... 147 Annex: Sources and definitions .................... 151 Bibliography ............................... 152 The author is Professor of Labor Economics. Graduate School of Business. Stanford University. Stanford. California. This paper was prepared as part of a consultancy for the OECD .The opinions expressed herein are those of the author and should not be interpreted to reflect the views of the OECD or its Member Governments. The author is grateful to Janice Callaghan and Rita Varley for research assistance and to David Coe. Franpoise Cor6. David Grubb. John Martin. Franciscus Meyer.zu.Schlochtern. and participants at a seminar held at the OECD for helpful comments and assistance. 123 INTRODUCTION The rise in unemployment in OECD countries during the 1970s and 1980s remains one of the central concerns of economic analysis and policy. Within the general growth of unemployment are several varieties of unemployment experience, however. For example, developments in the 1970s and 1980s reversed one of the previously accepted facts of comparative macroeconomics: average unemployment rates in Europe, which were persistently lower than in the United States before the 1970s, have been persistently higher in the 1980s. Moreover, there is significant variation in the unemployment experience within Europe.
    [Show full text]
  • Memorandum for All State Employees
    KANSAS ADJUTANT GENERAL’S DEPARTMENT ________________________________________________________________________ MEMORANDUM FOR ALL STATE EMPLOYEES FROM: TAG-SHRO SUBJECT: Overtime and Other Compensation TAG Policy No. 034-07 EFFECTIVE DATE: March 1, 2017; amended April 1, 2018; amended Sept. 1, 2018 ___________________________________________________________________________________________ POLICY STATEMENT: It is the policy of the Adjutant General’s Department to comply with State and Federal laws and regulations related to overtime compensation and to establish guidelines for the fair and equitable administration of overtime and other forms of compensation while meeting the operational needs of the Department. DEFINITIONS: Additional Regular Pay. Hours paid in excess of 40 hours in a work week at the employee’s regular hourly rate when hours were not actually worked and do not qualify for overtime are Additional Regular Pay. Call-In Call-Back. Calling an employee into work on a regular day off or back to work following a regular scheduled work day is Call-In Call-Back. Compensatory Time. Time off, in lieu of monetary payment, for overtime worked which is computed at the rate of one and a half hours per one hour worked is Compensatory Time. Director. The employee who manages a group of employees who make up an office or department of the Adjutant General’s Department is the Director. Established Core Hours. The Established Core Hours for the Adjutant General’s Department is 6:00 a.m. to 6:00 p.m. The work schedule for employees must begin and end within the Core Hours unless the work of the position requires shift or other non-standard work schedules.
    [Show full text]
  • Health & Safety Guidelines for Shift Work & Extended
    id23972500 pdfMachine by Broadgun Software - a great PDF writer! - a great PDF creator! - http://www.pdfmachine.com http://www.broadgun.com HEALTH & SAFETY GUIDELINES FOR SHIFT WORK & EXTENDED WORKING HOURS CONTENTS 1. INTRODUCTION 1 2. PURPOSE 2 3. SCOPE 2 4. LEGAL OBLIGATIONS 3 5.DEFINITION 3 6. WHO WORKS SHIFT WORK AND EXTENDED WORKING HOURS? 4 7. WHY ARE SHIFT WORK AND EXTENDED HOURS HAZARDOUS? 5 The circadian clock 6 Sleep difficulties 6 Sleep debt 7 Fatigue 7 Night work 8 Disrupted eating patterns 8 Stress 8 Increased use of alcohol and other drugs 8 Exposure to other OHS hazards 9 Medical problems 9 Effects on women 10 Older employees 10 Cumulative effects 10 8. OVERCOMING THE HAZARDS OF SHIFT WORK AND EXTENDED WORKING HOURS 11 STEP ONE: A SAFE PROCEDURE 11 Consultation 11 Expert advice 12 Information provision 12 Monitoring and evaluation 12 Health assessments of employees 13 STEP TWO IDENTIFYING THE HAZARDS 14 STEP THREE FACTORS TO CONSIDER IN ASSESSING THE RISKS 14 Workload 14 Needs of employees 15 STEP FOUR MEASURES TO CONTROL THE RISKS Hierarchy of controls 15 Length of shifts and working hours 15 Split or broken shifts 16 Overtime 16 Night work 16 Extended and 12 hour shifts 17 Breaks during shifts 17 Breaks between shifts 18 Rest days 18 Timing of shifts 19 Rotating shifts 19 Roster pattern and length of cycle 19 Standby and on-call duties 19 Exchange of shifts 19 Exposure to other OHS hazards 20 Isolated work 20 Hand-over 20 Travel 20 Safety and security 21 Communication 21 Representation 21 Information and Training 21 First aid 21 Heating and cooling 22 Facilities 21 Child care 22 Home modification 22 9.
    [Show full text]
  • Bold Ideas for State Action
    GETTY/GEORGE ROSE Bold Ideas for State Action By the Center for American Progress May 2018 WWW.AMERICANPROGRESS.ORG Bold Ideas for State Action By the Center for American Progress May 2018 Contents 1 Introduction and summary 4 Economy 17 Education 30 Early childhood 36 Health care 43 Restoring democracy 50 Clean energy and the environment 57 Women and families 64 Lesbian, gay, bisexual, transgender, and queer rights 67 Immigration 72 Criminal justice 79 Gun violence prevention 84 Conclusion 85 Endnotes Introduction and summary The past several decades have not been kind to America’s working families. Costs have skyrocketed while wages remain stagnant. Many of the jobs that have returned in the wake of the Great Recession have often offered lower wages and benefits, leaving Americans without college degrees particularly vulnerable. Fissures in the country are more apparent than ever, as access to opportunity is radically different between communities; the wealthiest grow richer while working families find themselves increasingly strapped. As a result of perpetual underinvestment in infrastructure, education, and other domestic priorities, the future for too many Americans looks increasingly grim, unequal, and uncertain. Federal policies passed or implemented in the past year will largely result in expanded inequality, not in rebuilding the middle class. The new tax law, as pushed by the Trump administration and congressional leadership, gives billions of dollars in tax cuts to companies and the wealthiest Americans instead of providing further support to those who need it most. As was true in the 2000s and more recently in states such as Kansas, showering tax giveaways on the wealthiest individuals and corporations does not create jobs or raise wages.1 Rather, when the baseless promises of economic growth do not materialize, the result is lower revenues and, ultimately, major cuts to critical investments in areas such as schools, infrastructure, and public services.
    [Show full text]
  • Fact Sheet #7, State and Local Governments Under the FLSA
    U.S. Department of Labor Wage and Hour Division (Revised March 2011) Fact Sheet #7: State and Local Governments Under the Fair Labor Standards Act (FLSA) This fact sheet provides general information concerning the application of the FLSA to State and local government employees. Characteristics State and local government employers consist of those entities that are defined as public agencies by the FLSA. “Public Agency” is defined to mean the Government of the United States; the government of a State or political subdivision thereof; any agency of the United States, a State, or a political subdivision of a State; or any interstate governmental agency. The public agency definition does not extend to private companies that are engaged in work activities normally performed by public employees. Coverage Section 3(s)(1)(C) of the FLSA covers all public agency employees of a State, a political subdivision of a State, or an interstate government agency. Requirements The FLSA requires employers to: pay all covered nonexempt employees, for all hours worked, at least the Federal minimum wage of $7.25 per hour effective July 24, 2009; pay at least one and one-half times the employees’ regular rates of pay for all hours worked over 40 in the workweek; comply with the youth employment standards; and comply with the recordkeeping requirements Youth Minimum Wage: The 1996 Amendments to the FLSA allow employers to pay a youth minimum wage of not less than $4.25 an hour to employees who are under 20 years of age during the first 90 consecutive calendar days after initial employment by their employer.
    [Show full text]
  • South Carolina Budget and Control Board Overtime/Compensatory Time Policy and Procedure
    SOUTH CAROLINA BUDGET AND CONTROL BOARD OVERTIME/COMPENSATORY TIME POLICY AND PROCEDURE THE LANGUAGE USED IN THIS DOCUMENT DOES NOT CREATE AN EMPLOYMENT CONTRACT BETWEEN THE EMPLOYEE AND THE AGENCY. THIS DOCUMENT DOES NOT CREATE ANY CONTRACTUAL RIGHTS OR ENTITLEMENTS. THE AGENCY RESERVES THE RIGHT TO REVISE THE CONTENT OF THIS DOCUMENT, IN WHOLE OR IN PART. NO PROMISES OR ASSURANCES, WHETHER WRITTEN OR ORAL, WHICH ARE CONTRARY TO OR INCONSISTENT WITH THE TERMS OF THIS PARAGRAPH CREATE ANY CONTRACT OF EMPLOYMENT. I. Policy The use of overtime should be an exception to the regular work schedule in any work unit. All provisions in this policy are governed by principles established in the Fair Labor Standards Act (FLSA). By interpretation of the United States Department of Labor, the State is considered to be one employer for the purposes of applying FLSA. Employees, subject to overtime pay or compensatory time off under this policy, may not work overtime except in an emergency or when advance authorization has been given. Employees who violate this rule will receive overtime pay or compensatory time off for the overtime but may be subject to disciplinary action. II. Non-exempt & Exempt Employees Exemptions from both minimum wage and overtime pay requirements of the Fair Labor Standards Act are for any employee in a bona fide executive, administrative or professional position. All other employees shall be non-exempt. The exempt/non- exempt status of any position is determined by the specific duties and salary of the position. The responsibility for determination of exempt or non-exempt rests with the Board Human Resources with input from the appropriate office/division management.
    [Show full text]
  • Briefing Paper: Women's Casual Job Surge Widens Gender Pay
    Briefing Paper: Women’s Casual Job Surge Widens Gender Pay Gap By Alison Pennington Senior Economist, Centre for Future Work March 2021 Introduction & Summary Women suffered disproportionate job losses when the pandemic hit. Employment for women declined almost 8% between February and May – more than 2 percentage points worse than the corresponding drop for men. The COVID-19 shutdowns and resulting recession were felt most severely by women for several reasons: they were disproportionately employed in the service sectors hit hardest by shutdowns; they were concentrated in casual and part-time roles more easily cut by employers; and their already- disproportionate share of unpaid caring responsibilities became even more pronounced. This forced many women to reduce their hours of work, or to give up paid work altogether.1 Women’s employment began to quickly improve as health restrictions lifted and economic activity recommenced from May last year. Total women’s employment increased by 428,000 positions between May and January 2021. That rebound represented 88.6% of all women’s employment lost from February to May.2 But the rebound in women’s employment has not closed the gender gap in employment outcomes. Women’s employment, underemployment, and participation all remain significantly weaker than for men.3 As of January, female employment was still down 0.9% compared to January last 1 For a detailed summary of COVID labour market trends and a decomposition of the decline and recovery by various indicators including job insecurity, age, gender, occupation and industry, see D. Nahum and J. Stanford, 2020 Year-End Labour Market Review: Insecure Work and the Covid-19 Pandemic, Centre for Future Work, December 2020.
    [Show full text]
  • Hours of Work, Workweek, Workday, Shifts, Overtime, Pay Premiums
    CALIFORNIA INSTITUTE OF TECHNOLOGY STAFF PERSONNEL MEMORANDA Subject: Memo No. 11 Hours of Work, Workweek, Workday, Shifts, Total Pages: 10 Overtime, Pay Premiums Date: March 1, 2020 Approved by: Julia McCallin, Associate Vice President and Chief Human Resources Officer (This supersedes Memo No. 11, dated December 2, 2014) 1.0 POLICY It is the policy of the Institute to comply with Federal and State laws regarding hours of work, payment of wages, workweek, workday, shifts, overtime and pay premiums. 2.0 DEFINITIONS 2.1 Workday/Workweek a. Standard Workweek Standard Workweek is 40 hours consisting of five (5) straight eight-hour workdays, Monday through Friday with the same scheduled start and end times in the same payroll workweek. b. Payroll Workweek Payroll Workweek is a seven consecutive day period which begins at 12:01 a.m. Monday and ends at midnight on the following Sunday. c. Standard Payroll Workday Standard Payroll Workday begins at 12:01 a.m. and ends at 12 midnight. 2.2 Nonstandard Workweek Nonstandard Workweek is any other workweek schedule that does not meet the Standard or Alternative Workweek definition. It may include rotating between shifts, working other than Monday through Friday, and/or working more than five (5) days in the same Payroll Workweek. Prior approval by the manager and concurrence by Human Resources is required for a nonstandard workweek. 2.3 Alternative Workweek Schedule (AWS) Various alternative workweek schedules have been implemented on Campus and the 9/80 alternative work schedule has been implemented at JPL. Specific Alternative Workweek schedule policies cover hours of work, workweek, workdays, holidays, and overtime for employees on these schedules.
    [Show full text]