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The IUF’s Transnational Company Work. Transnational company work. IUF has prioritized two forms of activity in this area: Campaigns or actions against companies that attack basic rights

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The iuf s transnational company work
The IUF’s Transnational Company Work

ILO Turin Centre, November, 2003


Transnational company work
Transnational company work

IUF has prioritized two forms of activity in this area:

  • Campaigns or actions against companies that attack basic rights

  • Proactive action and strategies to gain recognition from companies like Coca-Cola for the IUF as an international trade union federation

ILO Turin Centre, November, 2003


Recent campaigns and actions
Recent campaigns and actions

  • Pakistan Sugar Mills

  • Belarus, trade union rights

  • BAT & Burma

  • Ecuador banana workers

  • Pearl Continental

  • Pepsi, Guatemala

  • Sky Chefs, USA

  • Coca Cola, Russia

ILO Turin Centre, November, 2003


That is campaign activity but what of pro active iuf company strategy
That is campaign activity…. But what of pro-active IUF Company Strategy

  • What does it mean?

  • How is it developed within the IUF?

ILO Turin Centre, November, 2003


Proactive iuf company strategy has basically three stages
Company StrategyProactive” IUF company strategy has basically three stages:

  • Organize and build strength

  • Negotiate for international recognition from the target company

  • Move to international bargaining

ILO Turin Centre, November, 2003


Organize
Organize Company Strategy

  • Use education projects to:

    • Strengthen existing unions

    • Create New unions

  • Recruitment of those unions to IUF

  • Company networks (eg in Coca-Cola through global and regional meetings)

ILO Turin Centre, November, 2003


Negotiating recognition
Negotiating recognition Company Strategy

  • Area of major progress in recent years

  • Achieved through seizing and building on opportunities, following-up on conflicts, maintaining contact with companies and dogged and determined negotiations

ILO Turin Centre, November, 2003


Recognition 1997
Recognition 1997 Company Strategy

  • Where were we in 1997?

  • Danone (formal)

  • Accor (formal)

  • Nestlé (formally limited to Europe but informally wider)

  • Coca-Cola (informal, irregular and limited having arisen from major successful international campaigns against Coca Cola over past years)

ILO Turin Centre, November, 2003


Recognition 2003
Recognition 2003 Company Strategy

  • Where are we today?

  • 26 companies and growing

  • Danone

  • Accor

  • Nestlé

  • Coca-Cola

  • British American Tobacco

  • Chiquita Brands International

  • Club Méditerannée

  • Compass

ILO Turin Centre, November, 2003


The iuf s transnational company work

  • Del Monte Fresh Produce Company Strategy

  • Fonterra (formerly New Zealand Dairy Board, a major dairy transnational)

  • Fyffes

  • Hershey Foods

  • Imperial Tobacco

  • Interbrew

  • Japan Tobacco International

  • Kraft Foods

ILO Turin Centre, November, 2003


The iuf s transnational company work

  • Mars Company Strategy

  • Parmalat

  • Philip Morris International

  • Scandinavian Tobacco Company

  • Altadis

  • Sodexho

  • Dimon Tobacco Leaf Processors

  • Standard Tobacco Leaf Processors

  • Univeral Tobacco Leaf Processors

  • Shangri-La Hotel Corporation

ILO Turin Centre, November, 2003


Company recognition of the iuf 1997 2003
Company recognition of the IUF 1997 - 2003 Company Strategy

ILO Turin Centre, November, 2003


Bargaining
Bargaining….. Company Strategy

  • About what issues?

  • Not workplace issues but more over …..

  • Rights and “space”

  • Space for…..

    • Rights to form and join unions (F. of A.)

    • Rights to collective bargaining

    • No discrimination, child and forced labour etc

ILO Turin Centre, November, 2003


What does this mean
What does this mean? Company Strategy

  • Setting standards through agreements with specific transnational companies (normally built on ILO Core Conventions)

  • Clarifying what the ILO standards actually mean

  • Establishing agreed union/company mechanisms for enforcing those standards

  • Negotiating agreed remedial action when those standards are not met

ILO Turin Centre, November, 2003


8 formal iuf international worker rights agreements
8 formal IUF international worker rights agreements: Company Strategy

  • Danone:

    • Union Rights

    • Equality

    • Training

    • Information

    • Restructuring and employment

  • Accor – union rights

  • Chiquita – Rights, employment and health and safety

  • Fonterra – Rights, employment and health and safety

ILO Turin Centre, November, 2003


3 formal iuf company agreements to end conflicts
3 Company Strategy“ formal” IUF/Company agreements to end conflicts

  • Del Monte – Guatemala (2001)

  • Interbrew – Montenegro (Dubrovnik Agreement) (2002)

  • Shangri-La Hotels – Indonesia (2003)

ILO Turin Centre, November, 2003


The case of coca cola
The case of Coca-Cola Company Strategy

  • Tough structure and tough company

  • US corporate culture

  • Common target of IUF actions and campaigns

  • Long-term target of IUF proactive strategy

ILO Turin Centre, November, 2003


Proactive work
“Proactive” Company Strategywork

  • Organize

  • Negotiate recognition

  • Bargain about rights

ILO Turin Centre, November, 2003


International organizing within coca cola
International organizing within Coca-Cola Company Strategy

  • Building unions (Guatemala, Philippines, India, Moscow etc)

  • Recruiting to the IUF - global IUF representation has never been stronger

  • Strengthening networks and our capacity for mutual solidarity

  • Global meeting in March 2003 and regional meetings throughout the year

ILO Turin Centre, November, 2003


Negotiating for recognition
Negotiating for recognition Company Strategy

  • De facto recognition for the Coca-Cola “system” - which means we deal with bottlers and franchise holders

  • Initially informal and irregular contacts

  • Stuck at the informal and irregular level for some years

ILO Turin Centre, November, 2003


Recognition breakthrough in 2003
Recognition breakthrough in 2003? Company Strategy

  • April 2003 agreement to hold twice-yearly meetings (starting in October 2003)

  • Small team from IUF:

    • Four affiliates and the general secretary

    • Head Office team from The Coca-Cola Company

ILO Turin Centre, November, 2003


Nature of the planned twice yearly meetings
Nature of the planned twice-yearly meetings Company Strategy

  • Exchanging information

    • Mainly on rights and labour issues

    • Possibly on corporate global, regional and local strategies

  • Discussing problems and abuses of worker rights

  • Exploring influence of The Coca-Cola Company on bottlers and franchise holders

ILO Turin Centre, November, 2003


Bargaining about rights with coca cola
Bargaining about rights with Coca-Cola? Company Strategy

  • Will see where the more formal twice-yearly meeting take us

  • Major challenge is an eventual agreement between the IUF and The Coca-Cola Company

ILO Turin Centre, November, 2003


Principal obstacles to progress
Principal obstacles to progress Company Strategy

  • Tough “US corporate culture”

  • Structure of the company and issue of responsibility for bottlers and franchise holders

ILO Turin Centre, November, 2003


Principal strengths we have
Principal strengths we have Company Strategy

  • Vulnerable company

  • Strong global IUF representation throughout the company

  • Proven IUF capacity to effectively act against Coke

  • Clear and determined IUF strategy

  • IUF’s unique capacity to maintain long-term pressure on Coca-Cola

ILO Turin Centre, November, 2003


How the future with coke looks and what it will need from us
How the future with Coke looks and what it will need from us…

  • There will be difficult and slow process

  • Intelligent, tough but vulnerable company

  • Organizing globally will be one key issue

  • Maintaining constant pressure will be another key issue

  • Smart negotiating at global level a third

  • Effective solidarity and action from affiliates when necessary will be thekey issue

ILO Turin Centre, November, 2003


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