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Organising in a Global Economy. An ITGLWF Perspective. Aims for Session. Globalisation and its impact on organising The peculiarities of textile, clothing and footwear The ITGLWF response IFAs and Organising Some other approaches (The China Syndrome). The 4 Pillars of Globalisation.

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organising in a global economy

Organising in a Global Economy

An ITGLWF Perspective

aims for session
Aims for Session
  • Globalisation and its impact on organising
  • The peculiarities of textile, clothing and footwear
  • The ITGLWF response
  • IFAs and Organising
  • Some other approaches
  • (The China Syndrome)
the 4 pillars of globalisation
The 4 Pillars of Globalisation
  • Rapid advances in transport and communications technology
  • Mobile international capital
  • Free trade policy
  • Increased labour migration
  • Segmented and oppressed global labour markets
the global assembly line
The Global Assembly line
  • Garments designed in the USA
  • Manufactured under contract in China
  • by a company owned in Hong Kong
  • Using raw materials from all around the world.
  • transported to the UK in container ships carrying a flag of convenience and crewed by Filipino seafarers.
  • Payroll and other data tasks carried out in Asia
the new economy in textiles clothing and footwear
The ‘New Economy’ in Textiles Clothing and Footwear

Logistics

Formal economy

Suppliers

Retailer

Manufacturer

Wholly owned subsidiaries

Own label

O u t s o u r c e d

Informal Economy

slide6
To what extent are similar patterns emerging in manufacture or service delivery in your sector?
the new economy in textiles clothing and footwear1
The ‘New Economy’ in Textiles Clothing and Footwear

Logistics

Formal economy

Suppliers

Retailer

Manufacturer

Wholly owned subsidiaries

Own label

O u t s o u r c e d

Informal Economy

Subcontractor

Shop houses, sub subcontractors and homeworkers

global supply chains and international framework agreements
Global Supply Chains and International Framework Agreements

Logistics

Retailer

Merchandiser

Manufacturer

Suppliers

strategy on ifas
Strategy on IFAs
  • IFA – a test for Global Unions?
  • Ability to negotiate a collective agreement at global level
  • Ability to use that agreement to support organising on the ground eg Accor Hotels
  • Entry point however is via a well organised HQ MNC
  • What happens when this is not the case?
slide10

Trade Union Organisation in the supply chain

MNC

Formal economy

Subsidiary - Wholly owned

contractor

subcontractor

Informal Economy

Homeworkersfreelancers

slide11

Code of conduct

IFAs

MNC e.g. Nike

Formal economy

Subsidiary

contractor

No Production!

subcontractor

Informal Economy

Homeworkersfreelancers

corporate social responsibility model 1 buyer eg nike
Corporate Social responsibilityModel 1(Buyer) eg Nike

Implementation

Monitoring

Verification

Reporting

Code

the code problem
The Code Problem

Eg Supplier Factory in Central America

Current situation

csr model 2
CSR Model 2

Implementation

Monitoring

Verification

Reporting

Multi Stakeholder Initiative

limitations
Limitations
  • Disclosure of locations does not lead to wide scale organising
  • Tackling violations via IFA or MSI involvement is piecemeal and reactive
  • Does not tackle the crucial issue of access for organisers
our approach
Our approach
  • GS and GUF staff involvement in major MSIs
  • Bespoke framework agreements on trade union rights
  • Research on organising targets
  • Major suppliers / brands
  • Regional meetings with csr staff from brands
  • National meetings between csr staff, suppliers EPZ managers and government officials on FOA and access
questions
Questions
  • What experience do we have of IFAs or codes of conduct or other instruments being used as organising levers?
  • What is happening specifically around the issue of trade union access in your sector?
  • How does your GUF approach the issue of freedom Of Association in China?
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