Droits des travailleurs dans les multinationales –

1. Droits des travailleurs dans les multinationales – Les CEE et les réseaux Jean-Claude Le Douaron

2. Employer – client/organiser

3. Employer – Client/organiser

4. EWC - CEE EWCs a tool

5. EWC - CEE Information &consultation?? • Définition des concepts • Fréquence des réunions • Confidentialité et non communication des informations • Moyens....

6. You want the reps to communicate with YOU - not among themselves Les représentants communiquent avec VOUS - pas entre eux • Die Vertreter sollen mit Ihnen kommunizieren • nicht mit einander Une stratégie des directions pour les CEE

7. Source: Knudsen & Sörensen

8. 1. Membres du CENE: Le fonctionnement du CENE Typologie des Comités d’entreprise européens 10 9 CENE actif 8 Information de qualité optimale CENE informatif 23,8% 28,0% 7 6 CENE moyen 5 30,1% 4 18,1% “café du commerce” 3 Information non optimale 2 1 0 0 1 2 3 4 5 6 7 8 9 10 Source: CSC Pas de participation Participation

9. 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

10. Select committee Comité restreint UNION SYNDICAT UNION SYNDICAT UNION SYNDICAT UNION SYNDICAT UNION SYNDICAT UNION SYNDICAT UNION SYNDICAT CTI CTI CTI CTI CTI CTI CTI GEWERKSCHAFT GEWERKSCHAFT GEWERKSCHAFT GEWERKSCHAFT GEWERKSCHAFT GEWERKSCHAFT GEWERKSCHAFT EWC CEE EBR TU strategy for EWC Communication and networkCo-ordination (EIF – FSE)?

11. 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

12. ORGANISATIONS Structure Statuts Multiples objectifs Hierarchie Affiliation Procedures de prises de décisions (majorité) Sanctions Réseaux ? ? Peu d’objectifs ? Join & leave (voluntaire) Consensus Sanctions morales (?) Syndicats et CEE = Organisations≠ Réseaux

13. Le Cas Bayer Bayer before the Reorganisation (2001) • Cross-subsidisation between the 16 sectors • Unmoving apparatus • Strong influence by single groups of interest • Non-Transparent network

14. 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. Concentration on Core-Competencies • Higher flexibility´, shorter time on reaction • Higher transparency for the stakeholder • Simplifying the Operative Management • Reducing costs of production / administration

15. What we have achieved so far 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 • Transfer of the labour relations • All 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 GWC • After the Carve out the Works Council at the location will continue working until the Works Council of LANXESS AG is elected

16. Company restructuring: the GME case Isabelle Barthès, EMF senior adviser

17. 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

18. 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

19. 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

20. 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

21. 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

22. 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

23. 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