A universal concern in infrastructure reforms is the effect such reforms have on labor. State-owned infrastructure firms often employ more people than required for efficiency, and often under favorable terms and conditions of service, leading to lower labor productivity and higher labor costs than private employers would bear. Some reform, in particular those involving private participation in infrastructure (PPI), may thus prompt surplus labor and changes in working conditions as governments adjust the work force to prepare for PPI, or as new owners or operators introduce efficiency improvements and expose enterprises to greater management discipline, new technologies, and increasing competition.
Support for and Contributions to the Toolkit
Labor Issues in Infrastructure Enterprises
Dealing with Labor Issues in PPI
Assessing the Size and Scope of Labor Restructuring
Developing Strategies and Options for Labor Restructuring
Developing Key Elements of a Labor Program
Employee Share Ownership Plans
Managing the Restructuring Process
Monitoring and Evaluating LaborPprograms
Integrating Labor Programs in the PPI process: A Road Map
Phase 2: Design of the Labor Program
Phase 4: Monitoring and Evaluation
Background Overview and Articles
PPIAF Case Studies of Labor Issues in PPI
Figure 1.1: Organization Chart for a PPI Team (Sample)
Figure 1.2: Road Map for Labor Adjustment
Box 1.1: Technology and Reform in Ports
Box 1.2: Argentina Rail: Crisis and Reform
Box 1.3: Evidence of a Public Sector Wage Premium
Box 1.4: Labor Market Flexibility and Work Force Adjustment-A Snapshot in Estonia and Slovenia
Box 1.5: Generic Labor Benchmarks
Box 1.6: Brazil-Work Force Analysis in Rail Privatization
Box 1.7: World Bank Support for Severance
Box 1.8: South Africa-Pensions at Johannesburg Water Company
Box 1.9: Bolivia's Capitalization Program
Box 1.10: Brazil Rail-Pension Reform and Labor Adjustment
Box 1.11: Active and Passive Labor Market Programs
Box 1.12: Malawi-Experience of Consulting with Labor in Privatization
Box 1.13: Key Points for Stakeholder Analysis
Box 1.14: Côte 'd'Ivoire Railways-Participatory Processes
Box 1.15: Port of Santos, Brazil-The Special Labor Fund
Box 1.16: British Coal Enterprise-Privatizing Redeployment
Box 1.17: Monitoring vs. Evaluation
Box 1.18: Guidelines for Submissions to Decisionmakers
Table 1.1: Standard Severance Formulas-Advantages and Disadvantages
Table 1.2: Benefits and Costs of Participatory Engagement Processes
Table 1.3: Understanding Stakeholder Interests
Table 1.4: Analysis, Monitoring, and Evaluation in Labor Adjustment Programs