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Droits des travailleurs dans les multinationales –

Les CEE et les réseaux

Jean-Claude Le Douaron

Employer – client/organiser

Employer – Client/organiser

EWC - CEE

EWCs a tool

Information & consultation ??

EWC - CEE

• Définition des concepts

• Fréquence des réunions

• Confidentialité et non communication des informations

• Moyens....

You want the reps to communicate with YOU

- not among themselves Les représentants

communiquent avec VOUS

- pas entre euxDie Vertreter sollen mit Ihnen kommunizieren

• nicht mit einander

Une stratégie des directions pour les CEE

Source: Knudsen & Sörensen

0 1 2 3 4 5 6 7 8 9 100

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2

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5

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9

10

Typologie des Comités d’entreprise européens

ParticipationPas de participation

Information de qualitéoptimale

Information non optimale

CENE informatifCENE actif

CENE moyen

“café du commerce”

1. Membres du CENE: Le fonctionnement du CENE

28,0%23,8%

30,1%

18,1%

Source: CSC

Alors quoi?

Une stratégie syndicale pour les CEE

• Transformer les CEE en réseaux d’information et de consultation

• Miser sur l’implication syndicale dans les CEE

Select committeeComité restreint

UNION SYNDICATGEWERKSCHAFT

CTI

UNION SYNDICATGEWERKSCHAFT

CTI UNION SYNDICATGEWERKSCHAFT

CTI

UNION SYNDICATGEWERKSCHAFT

CTI

UNION SYNDICATGEWERKSCHAFT

CTI

UNION SYNDICATGEWERKSCHAFT

CTI

UNION SYNDICATGEWERKSCHAFT

CTI

EWC CEE EBR Communication and network

Co-ordination (EIF – FSE)?

TU strategy forEWC

Comment?

• Faire du CEE le noyau d’un réseau de représentation syndical

• Organiser l’information & consultation entre les représentants de manière continue

• Coordonner avec les FSE et les organisations syndicales nationales

• Former les représentants• Former les coordinateurs

Syndicats et CEE = Organisations ≠ Réseaux

1. ORGANISATIONS

• Structure

• Statuts

• Multiples objectifs

• Hierarchie

• Affiliation

• Procedures de prises de décisions (majorité)

• Sanctions

2. Réseaux

• ?

• ?

• Peu d’objectifs

• ?

• Join & leave (voluntaire)

• Consensus

• Sanctions morales (?)

• Cross-subsidisation between the 16 sectors

• Unmoving apparatus– Strong influence by single groups of interest

– Non-Transparent network

• Cross-subsidisation between the 16 sectors

• Unmoving apparatus– Strong influence by single groups of interest

– Non-Transparent network

Le Cas Bayer

Bayer before the Reorganisation (2001)

Reorganisation 2002:

Bayer as a strategic Management-Holding

• Carve out the production of the Basic-Chemicals.

• Concentrate on health care, nutrition and high-tech material.

• Separate the company in production companies (i.e. HealthCare AG) and in service companies, which provide the infrastructure and administration.

• Carve out the production of the Basic-Chemicals.

• Concentrate on health care, nutrition and high-tech material.

• Separate the company in production companies (i.e. HealthCare AG) and in service companies, which provide the infrastructure and administration.

• Higher flexibility´, shorter time on reaction

• Higher transparency for the stakeholder

• Simplifying the Operative Management

• Reducing costs of production / administration

• Higher flexibility´, shorter time on reaction

• Higher transparency for the stakeholder

• Simplifying the Operative Management

• Reducing costs of production / administration

Concentration on Core-CompetenciesConcentration on Core-Competencies

What we have achieved so far

Transfer of the labour relationsAll labour relations of the LANXESS Corporate Centre of the BAYER AG are being transferred with all rights and duties to the LANXESS AG. For that purpose the BAYER AG will - in accordance with LANXESS AG – negotiate a contract with the General Works Council of the BAYER AG.

Representations of the employees / WC and GWCAfter the Carve out the Works Council at the location will continue working until the Works Council of LANXESS AG is elected

Transfer of the labour relationsAll labour relations of the LANXESS Corporate Centre of the BAYER AG are being transferred with all rights and duties to the LANXESS AG. For that purpose the BAYER AG will - in accordance with LANXESS AG – negotiate a contract with the General Works Council of the BAYER AG.

Representations of the employees / WC and GWCAfter the Carve out the Works Council at the location will continue working until the Works Council of LANXESS AG is elected

Dismissal are not allowed till the December 30th, 2007 (applies to BAYER AG and LANXESS AG)

Collective labour agreements which apply to BAYER AG also apply to Lanxess AG

Existing factory agreements have been taken over by LANXESS AG

Dismissal are not allowed till the December 30th, 2007 (applies to BAYER AG and LANXESS AG)

Collective labour agreements which apply to BAYER AG also apply to Lanxess AG

Existing factory agreements have been taken over by LANXESS AG

Company restructuring: the GME case

Isabelle Barthès, EMF senior adviser

Background

• GM: world’s largest automotive group• Restructuring: an ongoing process at GME since mid 90s•European Employee Forum set up in 1996 (D, S, UK, E, B, Pl, P, Fin, F, A, I)•Turning point: alliance between GM and Fiat in 2000 first European framework agreement

The GME restructuring: the Trollhättan/ Rüsselsheim case (2004)

• 2000: GM took full ownership of Saab• GME: 5 consecutive years losses • 09.2004: GM announces 12 000 jobs cuts in

European• Shock and storm of protests• Immediat reaction by EMF and EEF• Building experience since 2000

The Trollhättan/ Rüsselsheim case: course of event (9.2004-12.2004)

• Restructuring plan announced via the press• Reaction of the EMF and Swedish unions: no to

social dumping • 16.9.2004: European trade union coordination

group meeting political plateform = basic demands + negotiation of a European framework agreement

• 01.10.2004: Copenhagen declaration

The Trollhättan/ Rüsselsheim case: course of event (9.2004-12.2004)

• 14.10.2004: GME press communique: cut employment in Europe by 20%

• Same day: 2nd meeting of the coordination group action day

• 19.10.2005: Action day: 50 000 workers participated European-wide

• 25.10.2005: first draft of a framework agreement rejected

The Trollhättan/ Rüsselsheim case: course of event (9.2004-12.2004)

• 24.11.2005: coordination group 2nd draft rejected decision to freeze national negotiations new action day envisaged

• Attempt by management to played off workers against each other

• 7.12.2005: 3rd draft agreement

• 8.12.2005: Agreement signed

• Implementation at national level: follow-up meetings

The Trollhättan/ Rüsselsheim case: the lessons to be drawn

No solution can be found at national level

• Pressure from the employers to play off workers against each other

European response = ensure trade union and workers unity

• Restructuring in a socially responsible way

The Trollhättan/ Rüsselsheim case: the lessons to be drawn

EMF key points:• Information and consultation at European level• European trade union coordination group• Political plateform • European framework agreement (solutions

acceptable for all)

• European mobilisation