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by Steve A Morrell

Last year about this time the labour, unions and the Planters' Association of Ceylon including the Employers' Federation were cloistered in deep discussion to reach agreement on a collective agreement for enhanced wages for plantation workers. After many months of hard bargaining an equitable solution was worked out.

This time, however, negotiations were conducted in an atmosphere of dialogue and a willingness to surmount knotty issues through discussion and further discussion.

Acrimony and belligerence that usually prevailed during these negotiations were in large part avoided because of broadminded approaches adopted by both sides. The dividends of this exercise was that goodwill initiated by both participants was sustained throughout, and frank dialogue through tractable options became the alternative to dogmatic persistence. At the end of the day as the cliche would have it, a 'win win' situation emerged. The wage issue, although not totally accepted, turned out to be a milestone for progress and continuation of dialogue became the ultimate winner. Relative peace has descended on the plantations. Workers would probably have taken stock of what their leaders have achieved for them.

The companies would lament they have given away too much. Over the years this has been the traditional sequence of trade union negotiations. Whether it was so through design or blunder, the stark reality is that young persons are no longer interested in labouring on plantations.

In contemporary interpretation this will strike strong vibrations within an insulated industry where change with all its connotations are now being tested to its farthest extreme. In short, labour is neither cheap nor abundant on the plantations.

The first Plantation strike occurred in 1939. Typically in the Bogowantalawa sub-district, on Kotiyagala Estate. (Kotiyagala is now, managed by Bogowantalawa Plantations Ltd., and is a high profile profit performer). That year Sri Jawaharalal Nehru visited Ceylon to assess living conditions of indentured workers of Indian origin. It was also the year the Ceylon Workers Congress (CWC) was formed by Saumyamoorthy Thondaman.

This happened just before the 2nd World War. At that time British control was absolute, and apart from the Left rumblings of Dr. N.M. Perera, and Dr. Colvin R de Silva, trade union dissidence in the form of strike action was not enthusiastically considered an alternative to settle an industrial dispute. More specifically the plantations, because British interests and authority were most visible in that sphere at that time. Thondaman dared challenge this supremacy and called out his members on strike (on this estate) till their demands were met.

Since then regular employer/worker conflicts have been the hallmark of industrial disputes on the plantations. Violence was commonplace. And the planting community although powerful at the time was constantly vulnerable to this explosive turbulence. Industrial demands were always followed by rancour and aggression. Taunts and the trauma of distrust superseded the key issues, and when a solution was eventually devised, it was always in a climate of suspicion, rather than one of consensus and compromise.

The package that has been concluded includes an interesting clause. That being, to qualify for the full wage benefit a 25 work-a-day month should be the most desirable optimum.

Interesting still, that the unions have not questioned the efficacy of this clause, or for that matter the credibility of its inclusion. From a union's perspective what benefits does this clause offer? Opposite the dividing line why would the Planters' Association want such a clause included? The stark reality is that there is a serious shortage of workers manning the estates. Shock waves have already begun to flow which would very quickly engulf and devour the sector. The plantation companies need their workers. Without them there would be no plantation sector. The unions need their members. Without them the unions would have no power base and they would all have to go home. Are wages the only concern that needs conflict resolution or is there much more that needs to be critically considered?

Workers views were that they did not want their children to call themselves "estate labour". (ETC Anthropological study of 1998). They have voiced this in as many words, but what is gradually emerging is that they are now demanding value addition to their standing and the dignity such valuation would carry. Could or would the employers bridge this vacuum? What of the unions? Firstly, is their business? Assuming both these powerful groups would answer in the affirmative, could it be that in the not too distant future it would gradually emerge that there would be joint programmes for personnel development, and career advancement among the work force?

Career advancement

The age old tradition of labour management in the estate sector was that it was assumed workers were illiterate and could never understand why certain management decisions were taken. They were considered mere automatons and were virtually programmed to react to instructions on a cause and effect basis.

Therefore when such an ignition reaction went sour as it very often did, there was immediate break down in communication resulting instant acrimony. The sequence was violence. This would happen with such routine frequency that such turbulence was hardly considered news. Sadly, this form of outmoded worker management is still the order of the day in most instances. There are a few exceptions gradually taking shape. But the planters and the plantation companies need to take a long hard look at themselves and take leadership in human resource development.

It would not be a point for conjecture that workers are indeed the most important factor of production in the plantation sector. This being the unavoidable consequence it is also essential that the labour unions become partners in worker education. Rather than treat the work site as a war zone it would not be disadvantageous to ensure that each occupational location becomes a learning experience.

It has become quite a job for the estate sector to retain their workers, and more difficult to attract young persons for employment to the labour ranks as their parents did. Surveys have been conducted by the Plantation Human Development Trust which addressed these issues, and the shocking results were that young people shunned plantation work, but preferred work in the garments sector.

They attached dignity to that work. Plantation work still carried a stigma which descended over the years. That, and the lure of employment in the Big City has influenced this human resource problem.

The solutions that could be put in place are not quite that complicating but the essential requirement should be that management and the unions should address this issue jointly and work out some solutions.

Initially these need not be so difficult. It is not necessary that this column takes on the soliloquy of a gospel, but suffice it to say that it is now time that this problem should be priority 1 concern. A few plantation companies have effected some changes through their human resource desks, but whatever has been done will need more intensive attention and further expansion to cover a larger population base.

A scheme such as this at this point of time is certainly not too ambitious to ponder, but clearly, the urgent recognition of this course of action will engender change which will be so vital for the survival of the industry. Bold visionary action would have it compensatory effects, but who would initiate the combination of these resources? The plantations although steeped in tradition have more recently seen changes which would lend themselves to bold initiatives of similar outlook. There is, therefore hope that innovation and vision would supersede hard nosed tradition.

It is opportune that given the climate of compromise it would not be a bad idea if overtures are initiated as a dual operation for labour retention. Dr. Nahdeem UI Huq, in the 'Plantation World' said that the tea industry in this country is so traditional, that if he returns to the island 25 years hence, he would doubtless find it to be same as it is today.

What he meant was that modern trends would not have yet made a pronounced impact on the Industry.

As it was discussed at the recently concluded Tea Convention, certain marketing strategies were discussed and some decisions were taken. But that was mainly from a marketing angle. The human resource angle should receive equal prominence. A similar convention of the same magnitude for this major concern is now an urgent necessity. Nevertheless, the winds of change are taking place, initiated both by the plantation companies, and the trade unions.

This has not made any significant impact on the industry yet, and with initiatives being put in place, it could be said that however gradual, changes are being made to move into an acceptable profile of estate operations.

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