School of Labor and Industrial Relations, University of the Philippines 

OBJECTIVE

To study the implementation of family welfare programs in companies. 
 

BACKGROUND

The Philippine study was funded by the International Labour Organization (ILO). It studied the implementation of family welfare programs in companies with active and non-active programs.  Those with active programs tended to be more integrative in approach, branching out to other concerns like livelihood, cooperatives, sports, socials, community service, and quality movement. 
 

SCOPE 

The study covered 23 companies with 15 active programs and 8 inactive programs
 

MAIN ACTIVITIES 

Main activities of the study  at the firms are: a) provision of family planning and integrative social and welfare activities; and b) population education 
 

EVALUATION FINDINGS 

The companies with active programs decided to have a program for its perceived beneficial effects on labor relations and overall performance while the companies with no programs cited problems with resources, moral principles, and lack of awareness as their reasons.  They also said there was no need for a program since their workers are well provided for with above average salaries. 

The study noted the need for the support of top level management for the successful implementation of in-company programs.  The interest of the workers is also critical. In addition, if reproductive health is to be the focus of interventions, then these interventions must include activities to minimize effects of hazards in the workplace on the reproductive health of workers. The program must also be gender sensitive and integrative in approach. 

The study showed the integrated approach to be more effective than a concentrated approach on just family planning or reproductive health that will benefit and involve both workers and management.
 

It must also incorporate the gender perspective, helping women to balance their productive and reproductive roles while minimizing or eradicating the effects of health hazards in the workplace that impact on the workers’ reproductive health. In order to allow all stakeholders to appreciate the program, there must be ample time and explanation and it must not be forced

MANAGEMENT STRATEGIES 

Strategy

• Management of integrated quality movement, social activities and cooperation in the family welfare programme

• Ensure trade unions have provisions for the establishment of such programmes in their collective bargaining agreements 

• Workers served as motivators of fellow workers in the company 

Capacity Building

Population education was provided by responsible government agency to managers initially, then to workers and clinical personnel. 
 

Mobilizing Resources 

• Reward system to participate in the program (mostly non-monetary)

• Law (The Labor Code) that mandates the establishment of the programme in the plant level

• Government and NGO support 

• Top management and union support

• Commitment and dedication of facilitators

Managerial Leadership

The Human Resources/Personnel Manager and top union officials (if there is a union in the company) are critical in the success of the programme. Linkages with key agencies are also important for training and technical support.