CHILD LABOUR REMEDIATION POLICY
Child labour remains one of the cocoa industry’s biggest and most persistent problems – a violation of human rights that deprives children of the ability to have a playful childhood, in which they are protected and free to learn. Ending it is not simple, but it is possible with collective will, accountability and action. Tony’s Open Chain implements a Child Labour Monitoring and Remediation System (CLMRS), a tool for providing social traceability and addressing child labour in cocoa supply chains. The tool provides a means of identifying cases of child labour, providing support and tracking follow-up visits, with the goal of aligning with national systems for a comprehensive approach to child protection in cocoa- growing areas. Tony’s Open Chain is committed to proactively identifying cases of child labour and ensuring that each child identified as being engaged in child labour receives immediate support to ensure they permanently stop engaging in hazardous activities. Read more about the CLMRS we implement together with partner cooperatives here. This Child Labour Remediation Policy outlines Tony’s Open Chain’s approach to remediation of identified cases of child labour and applies to remediation interventions for children in the Tony’s Open Chain supply chain in Côte d’Ivoire and Ghana. Child labour remediation involves ending a situation of child labour by providing children and households with appropriate support. For children, it may involve facilitating access to education or skills development. It may also involve support to families through economic empowerment and labour support. Tony’s Open Chain’s approach Tony’s Open Chain implements a needs-based, rights-centred approach, guided by the professional expertise of its staff and partner cooperatives, in accordance with applicable national legislation and resting on active collaboration with local stakeholders to ensure long-term sustainability. Remediation does not have the ambition to solve all the problems of the household but is focused on addressing the specific circumstances that led to the child labour.
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Beyond remediating individual cases, as per the approach outlined in this policy, we recognise that it is important for Tony’s Open Chain and its partners to work more broadly on building an enabling environment where cocoa-growing families and communities no longer need to resort to child labour. We do this through community development programmes funded through the Chocolonely Foundation and other external partners. Tony’s Open Chain’s Principles of Remediation 1. The rights of the child are central. The rights and best interests of the child are the key guiding factor when determining the appropriate remediation intervention. 2. Remediation is needs-based. Cases are remediated based on a full understanding of the child's circumstances and needs. This includes conducting comprehensive needs assessments that give both children and parents a voice. 3. Partner cooperative ownership of implementation. Partner cooperatives own the implementation of the CLMRS and prioritise it in their daily operations and long-term planning. Sufficient funds (via the cooperative management fee and other sources) and skilled and trained teams are required to support the prevention and monitoring of child labour. 4. Shared responsibility. Tony’s Open Chain, partner cooperatives and the affected child’s parents or caregivers all take responsibility for a part of the remediation plan, making it more likely to succeed, as everyone is invested. 5. Collaboration with government structures: Tony’s Open Chain supports and builds on functioning government structures where these are available, sharing information on child labour cases and enabling children to receive support from government-run structures where services are accessible, effective, and transparent.
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Steps within the case remediation process Once a child labour case has been identified and logged into the CLMRS, the remediation process is initiated. The following remediation steps are carried out by the partner cooperative. • Household-level sensitisation: Upon identification of the child labour case, the Community Facilitator 1 always immediately conducts this sensitisation with the child and the household, covering the hazardous activities that the child has been conducting and the negative impacts this may have on their development. • Needs assessment and remediation proposal: The Community Facilitator proposes the more suitable remediation activity, based on the needs/situation of the family. • Approval : The Monitoring and Remediation Agent 2 analyses and validates the plan based on the activities proposed by the Community Facilitator. This includes ensuring the plan is relevant to the situation of the household and aligned with available budget. • Delivery of remediation: Once approved, the Community Facilitator will deliver the approved activities together with other relevant team members at the partner cooperative where relevant. The child’s caregiver will confirm in writing that the support was received. The cooperative management team supports the work of the Community Facilitators and Monitoring and Remediation Agents by ensuring that the team is sufficiently resourced and equipped.
1 Community Facilitators are hired by the cooperative. They are responsible for conducting annual household visits to discuss child labour activities (based on national legislation and in line with ILO standards) with families, surveying all children under 18, collecting data via a mobile app, conducting a needs assessment and proposing appropriate remediation activities, implementing these activities together with other relevant team members at the cooperative, and conducting regular follow-up.
2 Monitoring and Remediation Agents are also hired by the cooperative. They are responsible for reviewing and approving individual remediation plans and monitoring the implementation of remediation.
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Partner cooperatives’ remediation planning and budgets:
• Cooperatives’ remediation plans are prepared at the end of each quarter to address all cases identified in that quarter (excluding emergency cases, see below). This enables accurate and adequate planning of remediation activities per quarter, including required resources and budgets. Each new plan is accompanied by a report on the implementation of the previous remediation plan, outlining the activities completed, expenses incurred, and evidence of distribution. • The costs of remediation activities are covered by Tony’s Open Chain. The partner cooperatives cover the costs they incur in the procurement and implementation of remediation interventions, such as the purchase and distribution of school kits. • The quarterly remediation planning and implementation will be reviewed and checked during the partner cooperative annual evaluation process conducted by Tony’s Open Chain. • Remediation budget is allocated per cooperative based on the cases in the previous season. • Remediation budget is calculated with a fixed price per child that is calculated in September each year. This takes into account ‘low-cost remediations’ (e.g. school kits) and ‘high-cost remediations’ (e.g. vocational training). • In emergencies requiring immediate intervention, a specific and timely process is followed, which prioritises the child’s immediate physical safety and the involvement of relevant authorities. Eligible remediation activities Access to education, income generating activities and labour support • If 1-2 children in a household are engaging in child labour, then the focus for remediation is on access to education (e.g. school kits/birth certificates) or vocational training. Access to private schooling is not eligible for remediation support.
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• If 3+ children are working in one household OR if the children have already received education support in previous remediation activities, then the list of possible remediation interventions expands to include: • Income generating activity. This can be at an individual or group level, with a strong preference for non-seasonal activities. • Access to formal or informal labour brigades or rural service centres, if available.
• This intervention begins with an assessment of the farm on the needs. The (informal) labour brigade will then deliver the services. The costs for the farmer are covered by the remediation budget.
• Regardless of the number of children working within the household but with regard to the type of tasks children are involved in, tool support is always a possible intervention (pelle bongos, wheelbarrows, protective clothing). This intervention should also be accompanied by sensitization on how to safely use the specific tool. Vocational training • Organising and paying for accommodation (if required) and daily meals are the contributions of the household. • The household can propose the master craftsperson (e.g. close to household or relatives who can host). • In all cases, the apprenticeship should be as close to the child’s household as possible, to reduce the transportation fees incurred. • Tony’s Open Chain covers the cost of training fees and equipment, as well as transportation fees. • Apprenticeships are for a maximum of three years, and budgeted year by year. All ongoing apprenticeships are included in the first remediation plan and budget of the cocoa season, to specify the costs for the coming year.
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• If the cooperative can coordinate a group to receive extra training on numeracy and literacy for a group of apprentices, then this can be included in the remediation plan. • Training opportunities that can lead to viable local entrepreneurship or work (including green activities such as circular use of cocoa waste) should be prioritised, with a duration of no longer than 3 years. • Apprentices enrolled in vocational training must be mentored during their training period. This is the responsibility of the individual CF, with support from the MRA and input from relevant local stakeholders. The mentor should ensure that they take the theory of the trade (e.g. entrepreneurship, language, mathematics etc.) as seriously as the practical training. A quarterly mentorship meeting must be established. • Ongoing monthly monitoring of apprentices must be ensured by the Community Facilitator with at least one workshop visit/month until the conclusion of the training period. Vocational training – Ghana: • Cooperatives must work with educational / Technical and Vocational Education and Training (TVET) institutions when organising vocational training for child labourers, so that the apprentices can earn a recognized qualification/certificate. In very limited cases, if there is no alternative: individual apprenticeships with craftsman/masters can be established. • The role of mentor to the apprentice is played by the business advisory council, or a social worker. or a teacher in the vocational school. Vocational training – Cote d’Ivoire: • Enrolment with educational institutions / TVET is the priority, where possible. I f there is no alternative: individual apprenticeships with craftsman/masters can be set up.
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• The role of mentor to the apprentice can be played by a member of staff if the training is taking place within a TVET training college. If it is an individual case, it is conducted by a member of the Chambres de Métiers.
Follow up and monitoring The implementation of the remediation plan is the responsibility of the cooperative. Tony’s Open Chain may conduct unplanned spot checks to ensure that activities have been implemented as planned. Specific cases will be selected during the spot checks, and the household will be visited to check that the activity was implemented.
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