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CARS 2020: anticipating and managing change

CARS 2020: anticipating and managing change. ETUC Conference, 7 th May 2013 Wolf Jäcklein, industriAll Europe. CARS 2020. Follow-up of CARS 21, consultation process ongoing since 2005 as an initiative of DG ENTR Meant to be the implementation phase of the conclusions adopted in June 2012

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CARS 2020: anticipating and managing change

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  1. CARS 2020: anticipating and managing change ETUC Conference, 7th May 2013 Wolf Jäcklein, industriAll Europe

  2. CARS 2020 • Follow-up of CARS 21, consultation process ongoing since 2005 as an initiative of DG ENTR • Meant to be the implementation phase of the conclusions adopted in June 2012 • Grouping industry (OEMs and suppliers), industriAll Europe, NGOs, consumers and Member States • Discussing the regulatory framework

  3. Topics under discussion Four pillars: • Investing in advanced technologies and financing innovation • A stronger internal market and smart regulation • Global markets and the international harmonisation of vehicle regulations • Anticipating adaptation and softening the social impacts of industrial adjustments

  4. So, how is that useful? • Makes the trade-union position visible • Offers a forum for alliances with other stake-holders • Occasion for debate and confrontation of our approach with the positions of others • Influences the European Commission’s understanding and helps us press for policy making respecting the workers’ needs

  5. Workers’ view • Automotive sector is the one most impacted by new models of mobility – a sector already in crisis • Production capacity reductions are a daily business occurence • Social dumping has become a real threat • Both volume and premium manufacturers are impacted (& their respective suppliers)

  6. Our demands • Transformation of the sector as the key approach to the current problems • Placing of the decent work agenda into the Cars 2020 work group discussions And: • Embed these debates into a global industrial policy for the sector

  7. Regulatory pressure as essential to drive this transformation of the sector (CO2 limits) • Non-competitive cooperation by all stakeholders to strengthen the European industrial base because: • Blind restructuring means shooting oneself in the foot

  8. New product policy (new business models?) • Disconnect mobility from property (of vehicle) • Development of e-mobility • Infrastructure supporting new technologies • But also: further improvement of ICE • Maintenance of the industrial base in Europe • Investment in battery technologies

  9. Tackle the social consequences • Ensure training for workers (new skill requirements emerge, technologies change) • Find employment opportunities for disappearing activities • Regionally close • In nearby sectors • Adapt working conditions for an ageing workforce

  10. Use the current crisis as an opportunity • Train workers for future skills • Prepare the transformation of the sector • Increase investments in R&D (Europe lags behind globally) • Tackle the issue of contractual relations between OEMs and their suppliers (which have social consequences)

  11. Manufacturing base in Europe • Obviously, you can transform mobility by purchasing equipment from the cheapest source • but: we need to support the industrial base in Europe • That is the basis for domestic demand, and drives both R&D and all the other sectors of the economy • Its contribution to employment is of considerable importance

  12. Questions? Comments? • industriAll Europe: http://www.industriall-europe.eu/ • Transport sectors: Wolf Jäcklein • +32 2 226 00 77 • wjaecklein@industriall-europe.eu • Founding organizations: • Ex-EMB: http://www.emf-fem.org/ • Ex-EMCEF: http://www.emcef.org/ • Ex-EGV-TKL: http://www.etuf-tcl.org/

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