When social dialogue becomes a strategic choice in the cashew sector
In March 2025, the managing director of CILAGRI Cajou took part in a regional training course on sectoral social dialogue in Cotonou, organised by CNV Internationaal and PUM as part of the PCS Dialogue@Work programme.
An important insight emerged during the training. The managing director realised that effective social dialogue is only possible when employees actively participate in the discussions that affect them.
“ I realised that we cannot talk about employees, but must talk with them. If we take social dialogue seriously, they must also have a seat at the table. ”
- Cynthia Niamoutie, managing director of the cashew company CILAGRI CAJOU
Driven by this conviction, she took immediate action. She decided that the company’s chief employee representative should, after all, take part in the training. The following day, he travelled from Abidjan to Cotonou at the company’s expense to join the group.
According to a programme adviser at CNV Internationaal, this sent a powerful signal: “Decisions like this show that an employer not only understands the concept, but also puts it into practice straight away. This is exactly the sort of leadership that lends credibility to social dialogue.”
Upon returning to Côte d’Ivoire, the initiative did not stop at good intentions. CILAGRI Cajou decided to actively disseminate the knowledge gained within the company.
The company organised an in-house training session on social dialogue for employee representatives, team leaders and HR staff. It was notable that this session was not organised in response to a conflict, but rather to prevent future tensions.
During a role-play scenario, an employee raised a familiar situation from a busy production period. In a safe environment, employees and management were able to speak openly about expectations, challenges and possible solutions.
Together, the participants developed a simple action plan comprising:
“ Normally, we only speak out about this sort of thing once we’re already feeling frustrated. This time, however, we were able to calmly explain what we’re experiencing in the workplace, and people really listened. ”
- Employee at the CILAGRI Cajou cashew processing plant
The intervention led to changes in attitude and behaviour on both sides of the table.
Employees gained greater confidence in sharing their experiences and concerns. At the same time, management developed a better understanding of how structured social dialogue can contribute to a stable and productive working environment.
A shared understanding emerged within the company that social dialogue is not only a technique for resolving conflicts, but also a tool for preventing them.
“ For me, this isn’t an extra obligation, but an investment. You build a sustainable business with employees who are listened to, trained and engaged. ”
- Cynthia Niamoutie, managing director of the cashew company CILAGRI CAJOU
The example of CILAGRI Cajou shows how change can begin with a single insight and a single concrete decision. An employee representative’s participation in a training course ultimately led to new ways of working together within the company.
This experience confirms three key lessons:
Within the PCS Dialogue@Work programme, the next challenge lies in scaling up this approach. By sharing practical examples, such as that of CILAGRI Cajou, with other companies and producer cooperatives in the cashew supply chain, social dialogue can continue to develop as a tool for sustainable business practices and respect for labour rights.
