György Könczei[1]–Mihály
Kogon[2]
HUNGARIAN MODELS FOR
EMPLOYING
PEOPLE WITH DISABILITIES
Two cases in the end
of the ‘90s[3]
HUNGARIAN MODELS FOR
EMPLOYING PEOPLE WITH DISABILITIES
Two cases in the end
of the ‘90s
1.1 The Constitution
of the
“(1) In the Republic
of Hungary everyone has the right to work and to freely choose his job and
profession.
(2) Everyone has the
right to equal compensation for equal work, without any discrimination
whatsoever.
(3) All persons who
work have the right to an income that corresponds to the amount and quality of
work they carry out”.
1.2 Further Bills
1.2.1 Act on the Labor
Code
“(1) In connection
with an employment relationship, no discrimination shall be practiced against
employees on the basis of gender, age, race, national origin, religion, political
views or membership in employee interest representation organizations or
activities connected therewith, as well as any other circumstances not related
to employment. Any differentiation clearly and directly required by the
character or nature of the work shall not be construed as discrimination.
(2) In the event of
any dispute related to a violation of the prohibition on discrimination, the
employer shall be required to prove that his actions did not violate the provisions
of Subsection (1).
(3) Employers shall
provide the opportunity to employees for advancement to higher positions
without discrimination and solely on the basis of the length of employment,
professional skills, experience and performance.
(4) In respect of a
specific group of employees the obligation of priority may be prescribed in
employment-related regulations, in connection with an employment relationship
and under the same conditions.”
According to 85 Section (3): „Employers shall continue to employ employees who
have become partially disabled in the course of employment, as per the
provisions of separate legal regulations, in positions suitable for their
condition.”
1.2.2. The joint
decree No. 8/1983
Based
on the authorization by the Labor Code, the joint decree No.
8/1983. (VI. 21.) EüM-PM of
the Minister of Health and the Minister of Finance provides employment,
engagement, and social provision for employees with disabilities. This decree
specifies regulations partly differing from the Labor Code. The decree defines
the circle of employees with disabilities, the employer’s tasks and the system
of interest in connection with their employment, as well as the tasks of the
municipalities, the rehabilitation procedure, the protection by labor law of
the employees with disabilities, as well as their social protection.
The support of the employment of employees
with disabilities is included partly in the Act on Employment and on the
Provision of the Unemployed, and partly in the joint decree No.
8/1983. (VI. 21.) EüM-PM –
see above.
The system of supporting the creation of
special jobs for the circle of employees concerned is ensured by a source
regulated in the Act on Employment and on the Provision of the Unemployed, i.e.
the rehabilitation part of the Labor Market Fund.
The Act on Employment and on the Provision
of the Unemployed makes the direction of the vocational rehabilitation of
people with disabilities unemployed the task of the labor market organization
as from
The county (metropolitan) labor- and labor
safety supervisions, which are parts of the labor organization, control the
observance of the rules of law related to the employment of employees with disabilities
– based on Act LXXV of 1996 on Labor Control.
1.2.3 The Act No.
XXVI. of 1998
Act No. XXVI. of
1998 on provision of the rights of persons living with disabilities and their
equality of opportunity[4]
in its section No. 15 declares:
“(1) Person living with disability are entitled to integrated employment or, in the absence of
such employment, to sheltered employment.
(2) The employer providing employment must
ensure the workplace environment to the extent required to perform the work, in
particular ensuring the suitable modification of tools and equipment.
Applications can be made to the central budget for support to cover the costs
of such modifications.”
Under the title: “Protection of the rights to which persons living with disability are
entitled, responsibility for the tasks arising from the act[5]” in Section 27 it
underlines: “Any person suffering an unlawful disadvantage because of his or
her disability shall be entitled to all the rights which apply in the case of
violation of individual rights.”
The employment of employees with
disabilities is regulated by quota-levy system. It is mainly supported by means
of taxation. In spite of the support of their employment, the employed staff
did not exceed 30 thousand. At the same time the share of normal employment is
around 25% during the last three years.
The quota is 5% of the average statistical
staff number. The enterprises employing at least 20 persons and subject to the
Corporation Tax Act, as well as the social employment organizations are obliged
to apply the quota, as opposed to the budgetary organs. On the difference
between the actually employed staff number and the staff according to the quota
the employers concerned are obliged to pay a rehabilitation contribution
amounting to 8,000 HUF per year. The extent of the rehabilitation contribution
keeps increasing year by year, but it is still very low. It does not reach 45%
of the monthly amount of the minimum wage.
To offset the additional charges of
vocational rehabilitation, the employers may claim for a grant from the state
budget on the staff number of people with disabilities employed over the quota.
The extent of this grant is 45 to 150 per cent of the wages paid to the
employee with a disability, but not more than 45 to 150 per cent of the minimum
wages and it is 50 to 150 per cent in the case of social employment
organizations.
Support takes place by way of
self-assessment, in the form of tax-reclaim. A picture of the practicability of
use can be gained only by targeted examinations. The support could be claimed
on the employment of all people with disabilities until the end of 1995. In
this manner the economic units employing people with disabilities could pay the
quota from the claimed grant – even if they did not reach the compulsory employment
level. As from
1.4. Supported
Employment
Employment data of people with disabilities
show clearly the total lack of interest in the normal sphere. Therefore, the existence of protected working places employing people with
disabilities in considerable proportions have a special significance.
Their task is to employ people with
disabilities, who cannot be employed and rehabilitated in the normal economic
sphere. These – so called – target
organizations definitely established for this purpose or subsequently
qualified as such receive a support differing from the usual one: until 1996
they received a grant in proportion to wages based on individual judgement, the rate of which could even reach 500 per cent.
From 1996 onwards their support has become normative, to which the
organizations accommodated themselves with difficulties, which can involve the
danger of the decrease of employment.
At present the target organizations meant for the special employment of people
with disabilities both employ – and equally support – people who can, and those
who cannot be employed under normal circumstances. Now there are about 50 target organizations with 16 thousand
employees, 12 thousand of whom having a disability, and 6000 are severely disabled.
The costs of supporting these target
organizations account for the majority of the costs spent on the employment
of people with disabilities. In the present situation their role is to fill a
gap, and their significance is inevitably overestimated, due to the slight
share of normal vocational rehabilitation.
Credit for the establishment of the
Co-operative goes to its founder, the current Chairwoman of the company. Back
in 1986, perhaps nobody else was keen on creating complex services designed to
provide lodging, living, and a financial background for people with
disabilities. The Chairwoman herself is afflicted as a parent – she is the
mother of a child with severe mental disability. A lot in Csömör
– a village assimilated into the agglomerations of the capital – was selected
to accommodate the community; the construction of the facility, a combination
of business buildings and private homes has been completed by now.
The Co-operative was established in 1986 by
15 original members resolute to implement the project. Three futile years
followed, then in 1989, a grant was won by competition
from the Rehabilitation Fund. This was invested to start the building of the
facility in Csömör; a village assimilated into the
agglomerations of the capital. The principal client of the Co-operative was
operating from
Insufficient workspace was a problem from
the beginning and therefore, production had to be organized in alternating
shifts. Both facilities – at Kunszentmiklós and
Production efforts were governed by orders
from business partners and accordingly, tailoring job tasks to specific capabilities
was difficult. Nevertheless, the management of the Co-operative strove to
create the work environment and circumstances best suited to assist individual
employees in completing their tasks. The utmost goal of individualized assignment
of production-related tasks was not to reject anybody – to provide an
opportunity notwithstanding apparent peculiarity or potential incapability. For
example, a basic course in finger-language was organized after the employment
of an individual with multiple disabilities (mental disability and hearing
loss). Having realized that every employee needs individualized treatment, the
management takes pains to meet this requirement. The needs, personality, and
potential for development of individuals are assessed carefully and the work
environment is fashioned to provide motivation and satisfaction. An atmosphere
that facilitates open communication of work-related and other problems is
maintained. As a rule, all difficulties and problems are dealt with
collectively. The experience obtained during case-management determined the
range of auxiliary services related to manufacturing activities, established
the need for building residential facilities, identified suitable business
projects, and prompted the Co-operative to enter the open labor-market.
Winning that grant in 1989 and successful
implementation of original ideas have lent impetus to the exponential growth of
facilities and staff. Currently, the Co-operative employs approximately 500
people with disabilities and owns premises in Kunszentmárton,
Csepel, Ózd, Bakonykuti, Bátonyterenye, Serényfalva, Székesfehérvár, Biatorbágy, Csömör, Gödöllő, Dunaharaszti, Dunaalmás, and Ecséd. The
administrative headquarters of the Co-operative invariably operates from the Csömör facility.
Obstacles have been removed from all
facilities, which are thus fully accessible by wheelchair. The new building of
the Co-operative has been designed and constructed in full compliance with this
requirement. The upper floor will be accessible by a lift, which is not yet
ready – this is a temporary impediment for members with restricted mobility.
Courses in finger-language are organized for persons with impaired
communication skills to provide means for exchanging views with others.
The individual needs and capabilities of
every applicant are assessed carefully. The results of this assessment
determine job assignments and identify the range of auxiliary services
necessary to assist the employee in everyday living. The most important
services involve education, particularly vocational training; the majority of
such courses are organized internally. When necessary, accommodation in
residential facilities of the Co-operative is offered along with employment and
income. Employment by external companies is arranged for individuals with
sufficient ability and the most capable are introduced to the open labor-market.
Applicants are assessed in an interview
administered by the chairwoman and the competent foreman of the Co-operative.
Available jobs and employment options are reviewed and then, the most suitable
assignment is decided upon by mutual agreement. Furthermore, individual needs,
capabilities and motivating factors are identified to guarantee a long-term
employment for the person with disabilities.
“On one occasion, an unmarried mother
wishing to leave the foster-home applied for employment. Along with her job
assignment, she received accommodation in a residential facility of the Co-operative;
daytime care of her child was arranged; and the range of supportive services
available to her in her spare-time was agreed upon.”
(Excerpt from an interview)
Independent living is nevertheless
encouraged and applicants are motivated to use supportive services only when
this is inevitable to compensate for impaired capabilities or to overcome
difficulties. For example, employees accommodated by the residential homes
usually cook for themselves; however, they are free to order meals from the
catering service of the Co-operative. In order to arrange for the daytime care
of employees’ children, the management is negotiating with a nursery that meets
the parents’ expectations. This is an important step as – according to their
age-old routine –, child-welfare authorities recommend people with disabilities
to relinquish the right to rear their children and shift this duty to
foster-homes.
Job assignments are tailored to individual
demands and capabilities of employees; compliance with working hours is treated
considerately. This is possible because the Co-operative undertakes simple and
easy-to-perform jobs or enters into agreement with business partners offering
such assignments. Employees are free to choose from straightforward tasks, such
as sewing, carpet weaving, and others. Equipment and tools are adapted to the
capabilities of employees with disabilities. (Considering the simplicity of
these jobs, only uncomplicated modifications are necessary.)
Similar to other public-weal organizations
in
Regulations to be observed in employment
matters and labor safety are set out in applicable Hungarian law. No significant
amendment to these regulations have been made – often,
this is due to the reluctance of supervisory authorities to consider the needs
and circumstances of people with disabilities.
The operating protocols of the Co-operative
contain no clearly defined rules establishing the range of preferences as
regards lifestyle, health behavior, and disability. Work-assignments and
working hours are determined during the interview with the applicant before
employment. The Co-operative has developed several supportive services,
including bed and board for employees with disabilities, as well as nursery
care for the children of residents. Internal training courses are organized to
prepare employees for production activities and to assist them in seeking
employment on the open labor-market. Services implemented to facilitate the
communication between mentally disabled individuals or people with hearing loss
also belong to the range of supportive services.
Although most of the
annual vacation is granted during the summer. Nevertheless, many of the employees on
leave stay in the residential homes owing to financial reasons and difficulties
in securing lodgings for their holiday. Having realized this problem, the
Co-operative organizes group recreation for residents.
There are no trade unions within the
Co-operative. The operating protocol enables all employees to participate on
the general assembly – the forum that makes the decisions in issues related to
business strategy, long-term goals, and the activities of the community. Only
15 of the 500 employees are holders of full membership status.
No administrative incentives guarantee
any level of advantage for economic organizations of this sort. In theory,
endowment granted by welfare authorities is the only resource to finance
services rendered for employees. Consequently, if the Co-operative employs individuals
with severe disabilities, the expenses of essential auxiliary services must be
covered from this endowment. In other words, employers are virtually
‘discouraged’ to render supportive services for employees with disabilities –
the ‘Synergy’ Industrial Co-operative is no exception. However, essential
principles and ultimate goals of this organization prescribe the provision of
such services designed to assist the integration of people with disabilities
into the society. Assiduous monitoring and supervision of such goals and
efforts are uncharacteristic of welfare authorities.
There are no rigid protocols for the
supervision of production and case management. Problem handling is a common
responsibility of all foremen and executives. The chairwoman of the
Co-operative does a substantial share of this work too. Whenever a problem
occurs, it is analyzed thoroughly and the difficulties met by the employee with
disability are identified along with possible solutions. Problem cases are
investigated in a rational, unemotional way. For example, when potential employees
or their parents requested establishing a subsidiary of the Co-operative, the
chairwoman, and her staff reviewed personal conditions systematically. The
request was granted only if creating a working environment compliant to the
essential principles cherished by the organization was deemed feasible.
All complaints are taken seriously and
followed up thoroughly – this policy is a good substitute for a controlling
system. Importantly, always the underlying causes are identified and dealt
with.
The establishment of residential homes is
an important factor for maintaining employment. The first homes were built in
1992. Initially, the Co-operative hired flats for its employees – this practice
was illegal and had to be concealed for a long time. Then, the amendment to the
Act on Social Services in 1993 introduced the legal framework that enabled the
Co-operative to establish residential homes. Financial support to accomplish
this goal was first procured in 1994. During the first two years, all expenses
related to the residential homes were paid by the Co-operative. Separate
accounting of operating costs and expenditures on residential homes became
possible in 1998 only. The internal regulations governing the life in these
institutions were developed parallel to the construction of the facilities and
the rules of normalization had been studied during this period. Social workers,
assistants, aides, and helpers looking after the residents were trained in
compliance with the principles and guidelines thus mastered. Nowadays, the
Co-operative maintains 22 residential homes housing 156 employees.
Prompted by the needs of people with
disabilities the Co-operative has started examining the possibilities of
obtaining employment for capable residents by external business clients several
years ago. Local undertakers have acknowledged the efforts of the Co-operative
and the need for employing people with disabilities. A deal of this sort was
first made, when a resident had no liking for the jobs available within the
Co-operative, but showed a great interest towards bakery. Thus, a local baker
was approached to employ the man with disabilities. The protracted negotiations
were successful, the baker conceded to employ the individual on probation and
arrange for his training. The management of the Co-operative reviewed all the
tasks and activities where their protégé presumably needed help to perform
successfully (e.g. escorting him to the bakery, creating the conditions for
safe training in his future tasks, etc.). Eventually, the baker assented to
guarantee permanent employment for the person with disabilities.
This success stimulated developing a policy
for reintroducing people with disabilities to the open labor-market. Essential
components of the protocol include escorting the individual to work,
acquainting him with his future working environment, making the latter suitable
for the employee with disability, training in job tasks, handling of conflicts,
and follow up of the individual’s progress. Employment by external business
companies is thus arranged for 8 to 10 persons each year – their number was no
less than 26 in 1998. These accomplishments result both from the growing esteem
towards the Co-operative and the public acknowledgement of the performance of
employees with disabilities.
Introduction to the open labor-market is
usually initiated by the foreman, but often, business companies themselves offer employment. Occasionally, the person with
disabilities finds a suitable job for him-/herself. In the majority of cases,
employment by an external company is in full compliance with pertinent
regulations. Sometimes, people with disabilities do not find their account in
being employed by an independent firm; should this occur, they are free to
return to the Co-operative. According to several years’ experience, the failure
rate is approximately 30 per cent; that is, introducing people with
disabilities to the labor-market is successful in 70 per cent of cases.
Workshop foremen and the management of the
Co-operative make joint efforts to resolve conflicts with due respect to the
needs and demands of people with disabilities.
No rigid schedules for re-training or
continuing education have been issued; the assessment of the need for such
activities also belongs to the responsibilities of the management and foremen.
Similarly, no written policy exists as regards the adjustment of standard procedures
to the needs of people with disabilities. No lawsuits to redress
employer-employee conflicts have hitherto been filed.
The predecessor of the Co-operative was
established by the Elementary School and Dormitory for the Rehabilitation of
Children with Motion Abnormalities to provide employment and vocational
training for pupils who had finished the elementary school. At that time, there
were no other options open for pupils with disabilities – actually, the institutional
solution to this problem is still missing. The first chairman of the Youth
Co-operative was afflicted by physical disability himself.
The Co-operative was established in 1972 to
undertake gardening. Subsequently, its profile had changed and the organization
metamorphosed into an industrial Co-operative that adopted the name ‘Humanity’. The ‘new’ Co-operative had
100 to 200 employees and produced gloves, mailbags, and moneybags all made of
leather.
The obligation to employ people with
disabilities was entered into the Articles of Association in 1972. Owing to the
lack of other legal options to employ such persons, the chairman and the
majority of the management considered the incorporation of this clause important
as the sole means for establishing the formal grounds of this practice. Subsequently,
this clause determined the principles behind the selection of staff members,
foremen, and employees with disabilities. According to the financial
regulations effective at that time, a clause prescribing the employment of
people with disabilities in the Articles of Association was a definite
advantage. Organizations fulfilling this criterion were exempted from
contributing to social security funds as well as from paying settlement
development tax. Although both exemptions were curtailed later, relief from
such taxation was still substantial (for example, the prescribed social
security contribution was low, 10 per cent only). Furthermore, a development
fund was available to secure resources, purchase equipment, etc.
The establishment of the Oliver Halasi Sports Club in joint effort with the Elementary
School and Dormitory for the Rehabilitation of Children with Motion
Abnormalities demonstrates the commitment of the Co-operative to serve the
interests of people with disabilities. Subsequently, the Co-operative provided
sponsorship for he Club proportional to its financial potential. Furthermore,
the journal ‘Humanity’ was launched
in 1981, the first year of the “International Decade of the Disabled”. In 1982,
the Co-operative devolved the rights for publishing the paper on the newly
established National Association of Persons with Physical Disabilities.
The ‘Humanity’ Co-operative was granted the
target organization status in 1982.
It was the sixth in the row of such organizations and the status was not
granted upon application; the management was positively surprised to read the
declaration of appointment in the official bulletin. Initially, endowment
thereby obtained from the welfare authorities amounted to 30-40 per cent of the
salary of employees with disabilities. Subsequently, this was increased to 80
per cent; then a new system was introduced, where the Ministry of Finances determined
the rate of endowment for each target
organization individually. The ‘Humanity’ Co-operative received a 180- to
210-per-cent endowment; the possible range at that time was 150 to 410 per
cent. The Co-operative was famous of meticulous book-keeping – expenditures on
the salaries of employees with disabilities were accurately shown along with
the percentage of investments made from revenues produced by non-disabled
employees to maintain the employment of the former.
Adoption to the category of target organizations enabled the
‘Humanity’ Co-operative to obtain resources from the rehabilitation fund for
purchasing a workshop, machines, and other equipment.
The advantages associated with target organization’s status improved
the situation of the Co-operative substantially. The endowment from welfare
authorities stabilized its economic position. Increasing the proportion of
employees with disabilities – termed as ‘people with altered working
capabilities’ by contemporary and current terminology of labor policy makers –
to 60 per cent was a precondition to receiving endowment.
The Co-operative accomplished a sales
turnover of HUF 113 million in 1998. Most of this income was produced jointly
by workers with normal working capabilities as well as the employees with
disabilities of the wire-winder workshop. Furthermore, sales of products
manufactured by employees with mental disabilities provided earnings of
approximately HUF 4 million.
The proportion of
people with ‘altered working capabilities’ is 78 per cent currently.
Following the ascension to target organization status, the
Co-operative had to recruit skilled workers in numbers to produce revenues
sufficient for financing the employment of more people with disabilities. This
did not generate any conflicts, as the majority of skilled workers were aware
of the nature of their future job. They were willing to work with people with
disabilities and acknowledged the goals of the Co-operative. Naturally, the
piecework system of payment also enhanced their motivation.
The Co-operative has always been keen on
providing employment for people with disabilities capable and willing to work.
‘Outside’ work is offered to people confined to their homes or for whom daily
transportation to their jobs would be too difficult. In some facilities of the
Co-operative, ordinary employees and people with disabilities are working together,
whereas other workshops are staffed by the latter and their aides only. In
addition to ‘outside’ work, the Co-operative maintains a special workshop at
The Co-operative also employs mentally
disabled or physically disabled persons as well as people with hearing loss.
The largest group of its employees with disabilities comprises individuals with
mental disability. The number of people with multiple disabilities is also
substantial. New applicants or their parents are interviewed by the
rehabilitation officer of the Co-operative. If the applicant likes any of the
offered jobs, the interviewer escorts him/her to the appropriate workshop or
arranges an appointment with the foreman.
The duration of training provided for new
recruits is often longer than the 3-month period required by applicable law.
The majority of workplaces are accessible
by wheelchair; the only exception is the central office. Whenever a new
facility had been purchased or rented, it was refitted gradually by changing
the doors and windows, as well as by reconstructing restrooms and other premises
to make them accessible by wheelchair.
Courses in finger-language have not been
organized for people with hearing loss. Communication with these employees is
arranged by using the person most adept in lip-reading and familiar with the
finger-language as an interpreter. According to experience, the majority of
people with hearing loss can master lip-reading skills within a reasonable time.
The wire-winder workshop has been successfully cleared of obstacles; however,
the storeroom is too small to be entered with a wheelchair.
Foremen are responsible for identifying
activities or tasks within the manufacturing process that befit the
capabilities and preferences of the employees. Production-related activities
are distributed among the staff preferentially; that is, people with lesser
disabilities are assigned to difficult tasks, whereas the simpler ones are
reserved for the more severely disabled. Usually, the modification of machines
and equipment is not necessary because most of these are easy to use and
employees with serious mental disability are not allowed to operate machines.
In the wire-winder workshop, production has been organized to relieve
wheelchair users from moving between their desks and the storeroom. The foreman
sees to that all necessary materials are retrieved for them. Shifting positions
in the production line is possible if wished by the employees. In such cases,
the involved persons discuss the options with the foreman. When the change
involves whole groups, the rehabilitation officer is competent to redistribute
the assignments. The preferred standards for workplaces, the tailoring of
activities and the shifting of tasks are not set out in written regulations.
Payment, however, is effected according to
internal rules. The Co-operative maintains ‘guaranteed salary’, i.e. a
predetermined payment due in addition to the reimbursement of piecework. This
system has been designed to reduce the handicap afflicting many employees who
would otherwise receive a meagre only wage after
their performance impaired by disability. The rate of this benefit, that is,
the amount of guaranteed salary is determined by the chairman on proposals from
the foreman.
Several attempts have been made to refresh
the range of activities available for employees with disabilities. In
particular, metalworking and woodcrafts (e.g. by turning-lathe) were contemplated.
The management had to realize, however, that neither of these jobs would be
safe enough for the employees with disabilities.
The rules governing lifestyle and health
behavior are identical to those adopted by other employers. The Co-operative
observes all requirements and regulations pertinent to employers in general.
Jobs involving the processing or handling of materials potentially deleterious
to human health are rejected.
The Co-operative does not offer supportive
services.
The policy for granting vacations is
similar to those administered by other business companies. The Co-operative
reduces the expenses of employees by arranging summer holidays for them.
Furthermore, bus tours are organized on several occasions each year along with
Christmas festivities.
No trade unions are or have ever been
active within the Co-operative – their functions are assumed by the
Co-operative Committee. The interests of employees with disabilities are
represented by the rehabilitation officer. The open atmosphere prevailing
within the Co-operative is a tribute to the praiseworthy conduct of chairman
and management, as well as to their cherished principles. People with
disabilities are accepted as they are; no conflicts have ever occurred between
them and their unscathed colleagues.
Production and job activities are organized
to befit the capabilities and needs of employees with disabilities as much as
possible. Work-related conflicts are handled by the foreman or – if reconciliation
is unsuccessful – the rehabilitation officer.
The primary responsibilities of the
management include securing orders from business partners to keep the staff
employed as well as to prepare the workers for the fulfillment of tasks through
appropriate training. Courses to instruct managers, foremen, and aides in
leadership skills are not organized by the Co-operative. The internal
supervising system ascertains product quality only; preserving competitiveness
by fulfilling apparent requirements of the market is considered important.
The wheelchair-confined workmen of the
wire-winding facility stand comparison with the staff of any other company.
Despite their disability, these people have a good chance for employment by
external firms; unfortunately however, demand for this type of job has been
extremely low. The management of the Co-operative is convinced that ‘normal’ employees
are biased against people with disabilities.
Three classes of 2-year vocational training
in leather-works have been organized. Two of the students from the Co-operative
had completed the course sat for the certifying examination. Both of them
failed, but this did not imperil their job at the Co-operative.
[1] Head of the Secretariat for
the European Social Charter: Ministry of Social and Family
Affairs, and a Professor at
[2] Secretary: National
Disability Council.
[3] These case studies have
originally been written for the ILO.
[4] The act was
passed by Parliament at its session – last day – on
[5] This is the
non-discrimination paragraph. The para.
refers to the Civil Code. The 76 § of the Civil Code
prohibits any kind of – negative – discrimination on the ground of sex, race,
nationality or religion. (But it does not mention disability,
this is why it was necessary to refer to it in the law.)
The 84 § of the
Civil Code says that in the case of violation of any individual rights, the
aggrieved party may bring the question before the court in order to let the
court decided the infringement etc.