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Actually, it appears
that the only valid way to build confidence in the process while incorporating in it lessons
of experience and market-oriented concerns is to broaden the sphere of participation and
responsibility to include port users, port labor and port and maritime employers. Such a
broad participation will allow all stakeholders to share common concerns about
competitiveness of port services, and a better understanding of how any weakening of this
competitiveness would be detrimental to all, and in particular to the workforce which
would be the first to bear the consequences of reduced economic activity, both inside and
outside the port. Significantly, the International Transport Workers Federations (ITF),
understandably cautious about the social consequences of port reforms, does not deny the
necessity to improve port effectiveness through increased private sector participation, but
insists on the necessity to involve labor unions from the start, so that acceptable schemes
can be worked out to make the whole process both economically and socially sustainable.
E.2
Implementation Strategy
97.
A port labor reform implementation strategy has to address the problems involved
in finding alternative employment for redundant dock workers, ensuring the security of
retirement and health benefits, and setting up retraining programs. Several schemes can be
simultaneously implemented to address these issues, each of them requesting specific
financial support, which the Bank can now provide within its investment lending
operations:
Voluntary Retirement: this will imply financing the wages gap, including social
contributions, between the actual and the legal retirement age, when regular social
benefits would take over. Depending on situations, ages as low as 50 might be
considered.
Retraining: this option aims at enabling people to find an alternative job in another
economic branch by giving them a new qualification. It could also be combined with
the indemnity payment.