The report is structured in three parts:

1. Take stock – Provide practical examples of how EBMOs around the world are responding to the ongoing COVID-19 crisis with a focus on innovative practices.
2. Take a lead – Look ahead at the role, services and impact of EBMOs as the crisis evolves with a focus on the economic reboot and improving the reputation of business before the public opinion and government.
3. Take action – Identify concrete actions for resilience and social dialogue and for building a platform for recovery: What existing EBMO initiatives can be scaled up to help reboot national economies and labour markets?

Among the practical examples of innovative practices that made a tangible impact during the crisis, it is worth mentioning the direct practical support for employers. For instance, in the form of information sharing on the latest regulations or support measures to companies, or practical advice on health and safety protocols and continuity plans.

For instance, the Confederation of Netherlands Industry and Employers (VNO-NCM) developed a web-based ‘Corona Calculator’ to enable employers to “quickly gain insight into which schemes apply to them and get an indication of allowances, credit options and tax deferrals available” (see page 18 of the report).

The Confederation of Finnish Enterprises (EK) also developed a comprehensive and practical guide on COVID-19 OSH in the workplace, dealing with “safe work”, “safe services”, “safe transport” (page 16 of the report).

Another core function where EBMOs demonstrated their relevance is to “harness the collective voice and input of business to inform policy developments”, be it on the emergency of the start of the pandemic, or with a view to manage a more stabilized situation or a recovery phase. EBMOs are in a privileged position to provide data to policy makers, through surveys to their members, even referring to specific sectors of the economy.

This crisis has shown also that EBMOs and the private sector are crucial to the economy, and there are multiple examples of “business heroes” supporting employment or facilitating remote working or distributing medical equipment and other solidarity actions.

Finally, among the proactive engagement of EBMOs during the peak of the crisis, there has been an improved collaboration with stakeholders, including trade unions, government and the media and among individual businesses themselves. There is no doubt that social dialogue processes received a boost through Covid-19. For example, in South Korea with the ‘Declaration of a tripartite agreement to overcome the COVID-19 crisis’ on 6 March 2020, which led to the resuming of tripartite talks for two trade unions after 21 years (page 33 of the report).

The report also mentions how EBMOs will be taking the lead in developing new services for members and new advocacy approaches in the “building back better” phase. The leading role includes issues such as the economic and labour market recovery area, the policy challenges (including youth employment, equality and inclusion, the informal economy, new working patterns and long-term approaches to health and safety and workers’ wellbeing), the future of work and improving reputation and risk management.

Finally, among the actions that can be taken forward to create positive momentum and change, the report refers to harnessing external support and practical tools to enhance capacity and impact while being on limited resources.

Deborah France-Massin, Director of Bureau for Employers’ Activities (ACT/EMP), commented that “the report started as a data collection exercise. [...] Sometimes it becomes fashionable to deride the role of collective organisations as something that is old-fashioned, that does not deliver results, is no longer relevant in today fast-moving globalized world. So, the purpose of the report was to give a backdrop to that unspoken paragraph, but from our what we are seeing is really the power of EBMOs acting as convenance of all force of business from the local entrepreneur to the large corporation, and how organisations at collective level can bring all of that together as a convening force but also drive and shape action for the benefit of all”.