ORGANIZING IN A GLOBALIZED ECONOMY Turin 24 th - 28 th October, 2005 - ITALY .
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Transcript of ORGANIZING IN A GLOBALIZED ECONOMY Turin 24 th - 28 th October, 2005 - ITALY .
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ORGANIZING IN A ORGANIZING IN A GLOBALIZED ECONOMYGLOBALIZED ECONOMY
Turin 24th - 28th October, 2005 - ITALY
www.iuf.org
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HISTORY
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HISTORY
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HISTORY
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HISTORY
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The International Union of Food, Agricultural, Hotel, Restaurant, Catering,
Tobacco and Allied Workers' Associations
The IUF is the international federation that covers the whole food chain.
HISTORY
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• Building solidarity within the food chain• Solidarity actions to defend human, democratic & trade union rights • International union organizing within TNCs
GUIDING PRINCIPLES
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Strengthening member unionsthrough mutual support in:
• its unionization and organizational campaigns
• disputes with employers and governments
• coordination of international solidarity actions
• fighting against all forms of discrimination and promoting equal conditions at work, in the community and in the union movement;
• training programs,
• research and publications;
• updated union information service, mainly about transnational corporations;
• reaching collective agreements with transnational corporations emphasizing union rights
• adoption of Conventions and Recommendations by the ILO
IUF Purposes
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The IUF Headquarters and General Secretariat are located in Geneva, Switzerland:
IUF Rampe du Pont-Rouge,8
CH-1213 Petit-Lancy, Geneva, SwitzerlandGeneral Secretary: Ron Oswald
[email protected] www.iuf.orgPhone: (4122) 793 22 33
Fax:4122) 793 22 38
General Secretariat
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There are 6 regional organizations to develop the IUF union work:
• Latin America• Africa• Asia/Pacific• Caribbean• Europe• North America
Regional Secretariats
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NCCGP
• They are oligopolies (where they can, monopolies) – they control markets
• Destructive competition and marginalization of others
TNCs are supranational powers
Two of them are Nestle and Coca Cola for which the IUF has developed the Nestle and Coca Cola Global Project
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NCCGP
• They are oligopolies (where they can, monopolies) – they control markets
• Destructive competition and marginalization of others
TNCs are supranational powers
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NCCGP
Asia/Pacific
Africa
Americas
“CIS”IUF GenevaCoordinates
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NCCGP- Objectives
Taking trade union rights as the central issue identify issues for information exchange andcoordination within and between the regions, such us:
•documentation and information to support collective bargaining (best practices, training)
•Anti-discrimination & Equal Opportunity (in workplaces)
•Stopping Casualisation and outsourcing (documenting current practices,providing information and support to pre-empt or reverse outsourcing, awareness-raising among trade unions, provide information about TNC practices and international TU positions in this regard)
•Workers’ Safety, Health & the Environment (GMOs, injuries, RSIs)
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NCCGP- Actions
1. Assist unions to become more capable and democratic instruments fortheir members2. Recruit and organize new members, especially youth and women workers3. Strengthen coordination of Coca-Cola and Nestlé workers’ unions atnational, regional and global levels4. Promote equal opportunity and overcome discrimination in the workplaceand within unions5. Stop casualization and subcontracting6. Promote occupational safety, health and the environment7. Develop critical understanding of corporate strategies, managementtechniques and new technologies8. Support unions in negotiating better collective bargaining agreements withCoca-Cola and Nestlé9. Bring independent local plant unions into federations and IUF10. Achieve global trade union rights agreements with Coca-Cola Companyand Nestlé.
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Regular communication of all 4 coordinators to keep it global
•Sharing -information on TUR violations-CBA language-Best practices-Success stories
•Discussion on conflicts•Regular meetings for Evaluation, strategic planning •Preparation of educational materials
NCCGP- Activities
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downward pressure on prices = downward pressure on wagesintra-firm competition increases downward pressure on wages & working conditionsgreater outsourcing, subcontracting & co-packing undermines job securityimposing new costs on subsidiaries; loss-making by designserious union fragmentation
NCCGP- Diagnosis of the global situation
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1. realities behind factory-level profitability & performance
2. resisting competitive pressures (‘productivity’ drives)
3. dealing with continuous restructuring4. challenging outsourcing & subcontracting5. bargaining beyond the workplace
NCCGP- Challenges for trade unions
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1 - Realities behind factory-level profitability & performance
finding the real reasons for lossesintra-firm trade & financial transfersunderstanding the factory within the TNC systemmonitoring management planstracking finished products tracking product changes
NCCGP- Challenges for trade unions
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Forcing Tangible Gains from Intangible Wealth
Solidarity Against Competitive Pressures
Enforcing Responsibility
Transnational Collective Bargaining
NCCGP- Trade union responses to the challenges
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NCCGP- Trade union responses to the challenges
Forcing Tangible Gains from Intangible
Wealth
- Use the trademark and marketing as weak corporate points
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NCCGP- Some features of our project
Need of strong unionsUnion recognition by companies (to begin with)International negotiations NetworkingPermanent coordination (keeping in touch)National and regional solidarity/campaigns
Some strong points of the project:Gender equityHorizontal coordinationPermanent coordination and cooperationActual work on the ground
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• Applicability of IFAs on the ground
• Campaign organizing
• Training materials – taking ownership
• How to overcome union fragmentation
NCCGP- Proposal for GUF discussion
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• Forcing Union “tangible” gains from corporate “intangible wealth”•Using the trademark and marketing (as a
corporate weakness)•Using the public image and the consumer awareness•Ownership of brands and profit: a responsibility (to be borne in mind by unions and
reminded to companies) •Exchange of information
NCCGP- Union strategies
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• Union organizing throughout the company
• Solidarity above competition• Cross border solidarity to support
collective bargaining/ Internationally coordinated CB
• Sharing strategic information• Best practices and skills for
collective bargaining
NCCGP- Union strategies
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• NCCGP is not aimed to negotiate an IFA, but to work directly with the national, local unions and rank & file for the actual application of international negotiation and language
For example •(Danone-PepsiCo) •(Fonterra-Nestle) •(Manila Declaration)•4C
Presently working on Awareness and Use of IFAs as union tools
And would like to know your opinion
NCCGP- strategic approach
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NCCGP – Nestle Challenge
security
cleaning
maintenance
distribution
payroll
accountancy
Production
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NCCGP – Nestle Challenge
security
cleaning
canteen
maintenance
distribution
payroll
accountancy
Production
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• “… the Coca-Cola Company is a management company rather than a food company….”
• “…. Coca Cola is a system”
NCCGP – Coca Cola Challenge
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In 2004 we carried out 111 solidarity actions, a 20 percent increase in relation to 2003
These actions were related mainly to the following
labor rights
CBAs
humanrights
Solidarity Actions
11 %
29 %60 %
Rel - UITA Our work
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16%
84%
Coca-Cola
• Solidarity actions of 2004 reflect a 115% increase as compared with 2000.
• In average there are 2 solidarity actions a week.
Latin AmericaSolidarity Actions in 2004
20%
80%
Nestlé
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Research, company information, conflict situation and other union issues are daily informed on a free subscription basis from the Latin American Regional Secretariat.
SIREL
Latin American IUF communication system
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Coca Cola Carepa Campaign
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www.iuf.org