The company has its Labor- Management Council ( LMC ) and it has been in existence since 1993. The company does not discourage employees from openly forming their own union or workers organization. Very seldom does the company encountered conflicting views. An attempt to establish clear communication between labor and management was adopted thru the what we called “ Open door policy” wherein employees from all levels, are allowed direct inquiry or talk to the General Manager or Vice-President or CEO for any crucial concern.

Another important communication mechanism implemented as CSGI is the conduct of general meeting at least twice a month where all employees are present. Topics discussed are not only the problem arising out of the workplace and the steps to be undertaken to address it but also the social issues that may affect their family and the nation per se. Information-sharing on the national and international issues and concerns are also disseminated to employees so they will be updated in what is happening around the globe.

Creation of an LMC is an important move to create a more transparent environment intended primarily to enlighten employees on what is happening to the company.

Company created Labor- Management Council ( LMC ) to provide backbone for regular dialogue, consultations and interaction from top to bottom of organization. Committee members extend its assistance to management in times of need. ( i.e. encouraging other co-workers to produce good quality of products and maintain high efficiency to be able to deliver on time. )

Mechanism allowed the participation of rank and file team members in planning, problem-solving and decision making in other aspect of company operations.

Company supervisors, heads, and managers act as industrial relations practitioners and are expected to keep an ear to the ground by holding pre-work dialogues with subordinates.

In the past years, measure of cooperation was yielded in the company’s increase in production capacity. As to the company efficiency, from 80% company efficiency in 2004, it has a remarkable increase of 5% in 2005 despite gloom in the garment industry nowadays. We have minimal quality problems in the past years up to present.

C S Garment, Inc. has assigned its General Manager and HR Manager to conduct annual review of its Personnel Policy Manual ( PPM ). The section is solely responsible for the implementation of the company rules and regulations aligned to the Code of Conduct and labor laws.

In recruitment and hiring policy, it was clearly stated that no child-labor must be hired. Various pre-employment documents are required to submit like Birth Certificates, Social Security ID Number, Pag-Ibig No., Philhealth No. and others to verify their real age before accepting them for a job.

We do not resort to forced labor. As standard operating procedures, those team members with bottlenecks in their respective sections and are requested to render overtime work, are required to sign up in the overtime slip to signify their willingness to extend the work hours maximum of 2 hours per day. These are subject for approval of their immediate superior. The top management do not encourage long hours of work because the company will no longer be competitive in terms of price.

Personnel Policy Manual defines the hours of work and rest days.

During breaks, employees are allowed to attend to personal needs ( eg. pay bills, go to bank, go home etc. ) provided they consume only the time allotted for their break. Family members or relatives are allowed to wait at the company’s receiving area.

Employees who intend to go home for emergency reasons are allowed without prior explanation. Work undertime is allowed especially when it involves illness of family member or for justifiable reasons.

Creating awareness about child labor is the first step toward its elimination especially the worst forms of CL.

C S Garment, Inc. has established and sustained policies which reach out to children as beneficiaries.

The company concerns itself not only with producing quality products but also seeing to it that production is under a safe process, and free from any form of slavery and child labor. It upholds the law against child abuse and exploitation. Not only does C S Garment, Inc. detest child labor, but also implements programs where children of employees are protected, and well cared for.

Young looking applicants are monitored by sending letter to school where he/she studied to verify the real age.

There are several interventions initiated by the company to help eliminate child-labor. One of these is providing skills training to the out-of school youth thru the Dual Training System ( DTS ) program, Industrial Sewing Machine Operation ( ISMO ) and other dualized programs in collaboration with government agency- Technical Education Skills and Development Authority (TESDA).

CS Garment, Inc. is in its 10th Batch of Dual Training System Program – a structured skills training with 30-35 out-of school youth aged 18- 22 years old trained to equipped them with the latest technology in garment manufacturing.

The program is a scholarship in the sense that trainees are educated in two learning venues- the theoretical and practical aspect of garment manufacturing. They are also provided allowances per day equivalent to 75% of the prevailing minimum wage of the province.

After graduation, they are 100% employable and can help their parents in sending the young siblings to school for better education. There were 24 DTS trainees who graduated in the year 2005, additional to the more than 300 graduates for the past years.

C S Garment, Inc. put its programs in place to promote recognition of employees with exemplary performance, foremost among these are champions of safety and health, quality advocates, employees with verygood attendance and loyal to the company. Aside from compensations like social security, housing, healthcare etc, some of the benefits provided by the company to regular employees are also enjoyed by new hires ( i.e. attendance bonus, birthday bonus, productivity- based incentives, medical and dental services, access to company facilities etc. )

Company sponsors various in-house and outdoor trainings to further improve skills and competencies of the team members.

There was no favor given to female employees or male employees when it comes to work opportunity.

Majority of the team members in the supervisory level came from the ranks. They were given priority when it comes to job promotion. Before getting applicant from outside, the job vacancy is first offered to qualified employee.

The hiring policies of the company explicitly show the stand of C S Garment, Inc. in its drive towards the implementation of equal employment opportunity.