Information & consultation ??
EWC - CEE
• Définition des concepts
• Fréquence des réunions
• Confidentialité et non communication des informations
• Moyens....
You want the reps to communicate with YOU
- not among themselves Les représentants
communiquent avec VOUS
- pas entre euxDie Vertreter sollen mit Ihnen kommunizieren
• nicht mit einander
Une stratégie des directions pour les CEE
0 1 2 3 4 5 6 7 8 9 100
1
2
3
4
5
6
7
8
9
10
Typologie des Comités d’entreprise européens
ParticipationPas de participation
Information de qualitéoptimale
Information non optimale
CENE informatifCENE actif
CENE moyen
“café du commerce”
1. Membres du CENE: Le fonctionnement du CENE
28,0%23,8%
30,1%
18,1%
Source: CSC
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
Select committeeComité restreint
UNION SYNDICATGEWERKSCHAFT
CTI
UNION SYNDICATGEWERKSCHAFT
CTI UNION SYNDICATGEWERKSCHAFT
CTI
UNION SYNDICATGEWERKSCHAFT
CTI
UNION SYNDICATGEWERKSCHAFT
CTI
UNION SYNDICATGEWERKSCHAFT
CTI
UNION SYNDICATGEWERKSCHAFT
CTI
EWC CEE EBR Communication and network
Co-ordination (EIF – FSE)?
TU strategy forEWC
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
Syndicats et CEE = Organisations ≠ Réseaux
1. ORGANISATIONS
• Structure
• Statuts
• Multiples objectifs
• Hierarchie
• Affiliation
• Procedures de prises de décisions (majorité)
• Sanctions
2. Réseaux
• ?
• ?
• Peu d’objectifs
• ?
• Join & leave (voluntaire)
• Consensus
• Sanctions morales (?)
• Cross-subsidisation between the 16 sectors
• Unmoving apparatus– Strong influence by single groups of interest
– Non-Transparent network
• Cross-subsidisation between the 16 sectors
• Unmoving apparatus– Strong influence by single groups of interest
– Non-Transparent network
Le Cas Bayer
Bayer before the Reorganisation (2001)
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.
• 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.
• Higher flexibility´, shorter time on reaction
• Higher transparency for the stakeholder
• Simplifying the Operative Management
• Reducing costs of production / administration
• Higher flexibility´, shorter time on reaction
• Higher transparency for the stakeholder
• Simplifying the Operative Management
• Reducing costs of production / administration
Concentration on Core-CompetenciesConcentration on Core-Competencies
What we have achieved so far
Transfer of the labour relationsAll 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 GWCAfter the Carve out the Works Council at the location will continue working until the Works Council of LANXESS AG is elected
Transfer of the labour relationsAll 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 GWCAfter the Carve out the Works Council at the location will continue working until the Works Council of LANXESS AG is elected
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
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
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
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
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
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
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
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