IUL
IULs möte om catering
01-Dec-2000Företrädare för fackförbund som organiserar cateringanställda i USA och Kanada samt i Nederländerna, Belgien, Frankrike, Spanien, Storbritannien och Australien samlades till möte den 29 och 30 november 2000 i Washington, D.C. Syftet med mötet var att granska läget i cateringsektorn, i synnerhet med avseende på de tre största internationella cateringföretagen, Granada Compass, Sodexho Alliance och Aramark. IULs nordamerikanska medlemsförbund HERE (Hotel Employees and Restaurant Employees Union) stod värd för denna sammankomst som gav organisationerna tillfälle att utbyta erfarenheter och informationer, jämföra vilka premisser som gäller för deras verksamhet - både på det nationella planet och vid enskilda företag – och planera den framtida verksamheten.
HEREs ordförande John Wilhelm öppnade mötet och hälsade deltagarna välkomna till HEREs kontor i Washington. Därpå höll IULs generalsekreterare Ron Oswald ett inledningsanförande som satte mötet i sammanhang med IULs politik rörande transnationella företag. Med tanke på att världsekonomin går mot en alltmer vittomfattande globalisering och storföretagen fortsätter att växa och betrakta sina verksamheter i ett globalt sammanhang, blir det alltmer nödvändigt att få till stånd en världsomspännande facklig samordning. IULs politik prioriterar två olika slags verksamheter gentemot transnationella företag: dels att företa solidaritetsaktioner om grundläggande arbetstagarrättigheter som är i farozonen, dels att bygga upp strategiska relationer med företag på global nivå för att kunna förhandla om villkor som tillförsäkrar medlemsförbunden bättre organiserings- och förhandlingsläge på det lokala planet. Att föra sådana förhandlingar på ett internationellt plan är särskilt lämpligt i cateringsektorn, eftersom denna i stor ut-sträckning befinner sig i händerna på ett fåtal företag vars verksamhet går över de nationella gränserna. Globaliseringen och koncentrationstrenden har även skapat större medvetenhet bland allmänheten och ställt krav på bättre offentlig insyn, och därför känner företagen nu att de måste profilera sig som mer än enbart ekonomiska enheter och konkurrera om kunderna med annat än rent ekonomiska argument. Frågor som socialt ansvarstagande och produktsäkerhet (i detta fall livsmedelssäkerhet) intar en allt viktigare ställning, och på dessa områden kan IUL och medlemsförbunden agera med sin sakkunskap till gagn för cateringanställda runtom i världen.
IULs sekretariats rapport om de tre stora cateringföretagen, som bl a innehöll företagsfakta, inledde en allmän debatt om trender och fackliga erfarenheter. De tre företagens mäktiga position i världens cateringindustri är en företeelse som började ta form för knappt tio år sedan. Under det senaste årtiondet har det förekommit en växande koncentrationstrend i branschen, till följd av att både stora och små catering- och tjänsteleverantörer antingen köpts upp av eller gått samman med företag som i sin tur blir allt färre. Dessa lägger sedan beslag på allt större marknadsandelar, både inom resp. land och i den internationella catering-branschen. Compass, som från att ha varit måltidsleverantör åt brittiska företag och institutioner, har inom loppet av tio års tid vuxit till världens största och mest mångsidiga företag för färdigmatservice. I år gick man samman med Granada Food Services, som tills dess innehaft andraplatsen i Storbritannien och fjärdeplatsen i Europa. Sodexho, vars affärsverksamhet omfattar såväl förvaltning av inrättningar och anläggningar som färdigmatservice, har gått om Compass på den internationella ranglistan, till följd av fusionen med Marriott Internationals färdigmatverksamhet år 1998. Även om Aramark inte har samma globala räckvidd som de båda andra företagen, inriktar sig företaget nu på nya marknader för förvaltning av inrättningar och anläggningar, med en affärsverksamhet som är ännu mer mångfacetterad och omfattande än Sodexhos.
Deltagarna rapporterade om sina erfarenheter gällande arbetet med företagen och om hur de såg på företagens strategi på det nationella planet. Även om det rådde stora skillnader i fråga om organiseringsklimat, bl a Nordamerika och Europa emellan, föreföll det som om det fanns vissa likheter i relationerna med de enskilda företagen över landsgränserna. Bl a följande viktiga frågor togs upp till behandling:
kundrelationer och hur dessa skilde sig i det privata näringslivet, vid offent-liga institutioner och inom vissa viktiga segment (måltidstjänster vid företag, idrottsevenemang, militäranläggningar),
kontraktsmetoder som satte tryck på arbetskostnader (samröre kunder emellan; "kontraktspaket" eller krav på att entreprenörer lade offerter på ett flertal verksamhetsorter samtidigt inom ett givet geografiskt område; cateringfirmornas konkurrensmetoder vid anbudsförfaranden),
anställningstrygghet vid entreprenörbyte,
företagens image gentemot kunder och konsumenter,
kollektiva förhandlingsfrågor.
Delegater från Kanada och USA beskrev hur företagen försöker införa kostnads-besparingar genom att inrätta automater och försäljningsstånd för färdigmat som drivs av arbetskraft från underentreprenader (eller, i extrema fall, av industri-arbetarna själva) och hur de går in för att knyta starka band med konsumenter och kunder för att sätta tryck på företagen.
Mötesdeltagarna välkomnade en företrädare för föreningen Prison Moratorium
Project, en studentförening som arbetar med människorättsfrågor i den växande privatdrivna fängelsesektorn i USA. Sodexho är en stor leverantör av mat- och förvaltningstjänster åt kriminalvårdsinrättningar i många länder samt är delägare i USAs ledande tjänsteleverantör i den privatdrivna fängelsesektorn, Corrections Corporation of America. Studenter vid nordamerikanska universitet har organiserat protester mot Sodexhos närvaro vid lärosäten där företaget driver cafeterior. Fackförbund som organiserar cateringanställda har anslutit sig till kampanjen och inriktar sig på frågor om fackligt erkännande och arbetstagarrättigheter vid Sodexho. I flera fall har studentrörelsen lyckats få bort Sodexho från universiteten, och fackförbunden försöker nu engagera studenterna, så att de begagnar sig av sitt inflytande för att genomdriva att cateringleverantörer vid universitet iakttar en personalpolitik som erkänner grundläggande fackliga rättig-heter. I Europa tillhör fångvården alltjämt den offentliga sektorn, men en privati-sering av denna sektor har diskuterats i flera länder. Både Sodexho och CCA, som redan driver anläggningar i Storbritannien och Australien, verkar stå i be-grepp att kasta sig över denna marknad så snart den öppnas upp. Europeiska mötesdeltagare framhöll behovet av att följa Sodexhos verksamhet i fråga om fängelseförvaltning och samarbeta med andra fackliga organisationer i det egna landet för att utforma en gemensam hållning gentemot privatiseringen av fångvården.
Slutsatser och framtida verksamhet
Med hjälp av fackförbund i de länder där dessa tre företag har sitt säte, ska IUL söka diskussioner och förhandlingar med företagen på koncernnivå, i syfte att säkra ett bättre organiserings- och förhandlingsklimat på nationell nivå.
Deltagarna var ense om att vi redan nu måste skaffa mer information om organiserings- och förhandlingsfrågor, i ett första skede via en IUL-samordnad utredning om centrala frågor som fackligt erkännande, ombudens rättigheter, utbildning samt i vilken mån sådana frågor är reglerade i lag eller faller inom ramen för kollektivförhandlingar.
Mötet kom vidare fram till att fackförbunden skulle samla in information om livsmedelssäkerhet och arbetsmiljöfrågor. De skulle även granska ny teknik inom livsmedelsframställningen och utröna vilka konsekvenser sådana får för arbetstagare och konsumenter.
För att underlätta informations- och åsiktsutbytet i dessa frågor, har en kontaktlista för e-postkommunikation mellan förbund som organiserar anställda vid cateringföretag upprättats.
First Global Catering Workers Meeting
01-Dec-2000Representatives from unions organising catering workers in the US and Canada, in the Netherlands, Belgium, France and Spain, and in the UK and Australia, met in Washington, D.C., on November 29 and 30, 2000, to examine the contract catering industry, in particular the three largest global catering companies, Granada Compass, Sodexho Alliance and Aramark. The meeting, which was hosted by the IUF’s North American affiliate, HERE (Hotel Employees and Restaurant Employees Union) was an opportunity for unions to exchange experiences and information, to compare conditions within which they function both in a national context and with respect to the individual companies, and to plan future activity.
HERE general president, John Wilhelm, opened the meeting and welcomed participants to HERE’s Washington headquarters. There followed an introduction by IUF general secretary, Ron Oswald, who placed the meeting in the context of the IUF’s policy on transnational companies. As the world's economy becomes increasingly integrated and major companies continue to grow and to see their activities in a global context, the need for global trade union co-ordination grows. IUF policy prioritises two forms of activity with respect to global companies: solidarity actions where basic workers rights are under threat, and building strategic relationships with companies at the global level to negotiate conditions that provide affiliates with improved organising and bargaining positions locally. Such global-level negotiations are particularly appropriate in the catering sector with its high level of concentration in the hands of a small number of companies no longer bound by national borders. Globalisation and concentration have also triggered increasing public awareness and scrutiny meaning that companies are now finding it necessary to appear to be more than just financial entities and to compete for clients with other than just financial arguments. Issues such as social responsibility and product (in this case, food) safety are taking on major importance and the IUF and its affiliates can leverage its expertise in these areas for the benefit of catering workers world-wide.
A presentation of the IUF secretariat document containing brief profiles of the big three catering companies introduced a general discussion on trends and trade union experiences. The significant presence of these three companies in the catering industry world-wide is a phenomenon that began barely ten years ago. The past decade has seen increasing concentration in the sector, as catering and service providers both large and small are acquired by or merge with an ever-diminishing number of companies, which then lay claim to an ever-larger share of national markets and the global catering business. Compass, which has grown in the space of ten years from a meals provider to UK businesses and institutions to the world’s largest and most diverse food service company, merged this year with Granada Food Services which had been, up to then, number 2 in the UK and number 4 in Europe. Sodexho, whose business includes facilities management as well as food service, has overtaken Compass in the global ranking following its 1998 merger with Marriott International’s food service business. Aramark, although not having the same global reach as the other two companies, is eyeing new markets for its facilities management business which is even more diversified and comprehensive than that of Sodexho.
Participants reported on their experiences in dealing with the companies and their insight into company strategy at national level. While the organising environments in North America and Europe, for instance, differed greatly, there appeared to be some similarity in relations with the individual companies across national boundaries. Major issues raised included:
client relationships and how they differed between private industrial and public institutional clients and amongst some major segments (corporate dining, sporting events, military facilities),
contracting practices which put pressure on labour costs (collusion amongst clients; contract “bundling” or the requirement that contractors bid for multiple sites in a given geographic area; the competitive bidding practices of the caterers),
the stability of employment as contracts change hands,
the companies’ image with their clients and customers,
collective bargaining issues.
Participants from Canada and the US described how the companies seek to recuperate costs at industrial sites by setting up vending machines and food stands run by sub-contracted labour (in extreme cases, the industrial workers themselves) and how they are forging links with consumers and clients in order to put pressure on the companies.
The meeting participants welcomed a representative of Prison Moratorium Project, a student-based group mobilising around human rights issues in the growing US private prison industry. Sodexho is a major provider of food and management services to correctional facilities in many countries and owns a stake in Corrections Corporation of America, the leading private prison operator in the US. Students at universities in North America have mounted protests against Sodexho’s presence on their campuses as a cafeteria operator and catering workers’ unions have joined the campaign, focusing on issues of union recognition and worker rights at Sodexho. Students have been successful in a number of cases in driving Sodexho off their university campuses, and the unions are seeking to activate them into using their influence to insist that university catering providers adhere to a social policy that recognises basic labour rights. While prison systems on the European continent remain in the public domain, discussions on privatisation are in progress in a number of countries. CCA, which already runs facilities in the UK and Australia, and Sodexho appear to be positioning themselves to grab up this market as soon as it opens up. Meeting participants from Europe spoke of the need to monitor Sodexho’s prison management activities and to work with other unions in their countries on the development of common positions on prison privatisation.
Conclusions and future action
With the assistance of unions in the countries where the three companies are headquartered, the IUF will seek to engage them at corporate level to begin a process of discussion and negotiation which should ultimately lead to the creation of better environments for organising and bargaining at national level.
Participants agreed it would meanwhile be necessary to build up our store of information on organising and bargaining issues, initially by means of a survey, which the IUF will co-ordinate, on main issues such as union recognition, delegates’ rights, training, and to what degree such issues are covered by legislative norms or are the subject of collective bargaining.
It was further agreed that unions would collect information on food safety and occupational health and safety issues, and look into new technologies in food production and the impact on workers and consumers.
An e-mail contact list for facilitating the exchange of information and opinions amongst unions organising contract catering workers has been established.
Erste internationale Tagung für IUL-Gewerkschaften im Cateringsektor
01-Dec-2000Am 29. und 30. November 2000 fand in Washington D.C. eine Tagung statt, an der GewerkschaftsvertreterInnen des Catering- und Verpflegungssektors in den USA, Kanada, den Niederlanden, Belgien, Frankreich, Spanien sowie Großbritannien und Australien teilnahmen und den Industriezweig Vertrags-Catering und im besonderen die drei größten globalen Catering-Konzerne Granada Compass, Sodhexo Alliance und Aramark einer Untersuchung unterzogen. Die Tagung, zu der der nordamerikanische IUL-Mitgliedsverband HERE (Hotel Employees and Restaurant Employees Union) geladen hatte, ermöglichte den Gewerkschaften, Erfahrungen und Informationen auszutauschen, die Bedingungen zu vergleichen, unter denen sie ihre Arbeit sowohl im nationalen Kontext wie auch im Verhältnis zu den einzelnen Konzernen durchführen, sowie künftige Tätigkeiten zu planen.
John Wilhelm, der Präsident der HERE, eröffnete die Tagung und hieß die Teil-nehmer im Washingtoner Hauptquartier der HERE willkommen. In seiner anschließenden Einleitung stellte Ron Oswald, der Generalsekretär der IUL, die Tagung in den Kontext der IUL-Politik gegenüber den transnationalen Konzernen. Die fortschreitende Integration der Weltwirtschaft und die Tatsache, dass die größten Unternehmen ständig weiter wachsen und zusehends in einem globalen Kontext agieren, erfordern eine entsprechend globale Koordination der Arbeit der Gewerkschaften. Im Bereich der TNK-Tätigkeiten sieht die IUL-Politik zwei Prioritäten vor: zum einen die aktive Solidarisierung, sobald Arbeitnehmerrechte bedroht sind, und zum anderen den Aufbau strategischer Beziehungen zu den global tätigen Unternehmen, damit Bedingungen ausgehandelt werden, die den Mitgliedsverbänden ermöglichen, sich auf lokaler Ebene besser zu organisieren und ihre Tarifverhandlungspositionen zu stärken. Im Catering-Sektor eignen sich diese, auf globaler Ebene geführten Verhandlungen ganz besonders, da er in hohem Maße konsolidiert und von einer Handvoll Konzernen kontrolliert wird, die in keinen nationalen Kontext gebunden sind. Darüber hinaus haben die Globalisierung und Konsolidierung ein erhöhtes öffentliches Bewußtsein geschaffen und eine kritischere Haltung ausgelöst, weshalb die Konzerne sich nun in einer Position befinden, in der sie nicht mehr nur als finanzielle Wirtschaftsverbände auftreten und mit ausschließlich ökonomischen Argumenten um Kunden werben können, sondern davon ausgehen müssen, dass Angelegenheiten wie soziale Verantwortung und Produktsicherheit (im konkreten Fall die Nahrungsmittelsicherheit) inzwischen eine weit größere Rolle spielen, wobei die IUL und ihre Mitgliedsorganisationen ihre Expertise in diesen Bereichen einbringen und zugunsten der weltweit im Catering beschäftigten Arbeitnehmer einsetzen können.
Die Präsentation einer vom IUL-Sekretariat vorbereiteten Unterlage mit kurzen Darstellungen der drei großen Catering-Konzerne leitete eine allgemeine Diskussion über die Trends und die von den Gewerkschaften gemachten Erfahrungen ein. Die Dominanz dieser drei Konzerne in der weltweiten Catering-Industrie ist ein Phänomen, das keine zehn Jahre alt ist. Der Sektor wurde im Laufe des letzten Jahrzehnts zusehends konsolidiert, indem sowohl große wie kleine Unternehmen in den Bereichen Catering und Verpflegung von einer immer kleiner werdenden Anzahl an Konzernen akquiriert bzw. fusioniert wurden und werden. Diese Konzerne erheben somit Anspruch auf immer größere nationale Marktanteile und streben die Kontrolle über die gesamte globale Catering-Industrie an. So hat sich zum Beispiel Compass im Zeitraum von nur zehn Jahren von einem Unternehmen, das für britische Firmen und Institutionen Mahlzeiten bereitstellte, zum weltweit größten und diversifiziertesten Konzern in der Betriebsgastronomie entwickelt; erst dieses Jahr ist es eine Fusion mit Granada Food Services eingegangen, einem Unternehmen, das bis dahin in Großbritannien die Nummer Zwei und in Europa die Nummer Vier war. Sodexho, das neben der Gebäudeverwaltung auch in der Betriebsgastronomie tätig ist, konnte Compass im weltweiten Ranking überholen, nachdem es 1998 durch eine Fusion die Betriebsgastronomie von Mariott International übernommen hat. Aramark verfügt zwar nicht über dieselbe globale Reichweite wie die beiden anderen Konzerne, konzentriert sich aber für seine Dienste in der Gebäudeverwaltung auf neue Märkte und ist in diesem Bereich sogar noch diversifizierter und umfassender als Sodexho.
Die Teilnehmer berichteten über ihre Erfahrungen im Umgang mit den Konzernen und ihre Einblicke in die auf nationaler Ebene verfolgte Konzernstrategie. Obwohl etwa in Nordamerika und Europa die Gegebenheiten für eine Organisierung sehr unterschiedlich sind, scheint es gewisse Ähnlichkeit zu geben, was die über die nationalen Grenzen hinausgehenden Beziehungen zu den einzelnen Unternehmen anlangt. Unter anderem wurden die folgenden Schwerpunkte besprochen:
Kundenbeziehungen und wie sie sich unterscheiden, je nachdem ob es sich um private Kunden in der Industrie oder um öffentliche Institutionen handelt, bzw. welches Hauptsegment zur Debatte steht (Betriebsgastronomie, sportliche Ereignisse, militärische Einrichtungen),
Praktiken bei der Vertragsvergabe, mit denen Druck auf die Arbeitskosten gemacht werden (Verabredung unter den Kunden; Vertrags-“Bündelung” bzw. die Voraussetzung, dass die Vertragsnehmer Angebote für gleich mehrere Standorte in einer bestimmten geographischen Region machen; die Angebotspraktiken der miteinander konkurrierenden Caterer),
Die Frage der Beschäftigungsstabilität, sobald die Vertragsnehmer wechseln,
Das Ansehen der Unternehmen bei ihren Kunden und Verbrauchern
Fragen im Zusammenhang mit Tarifverhandlungen.
Die Teilnehmer aus Kanada und den USA berichteten, wie die Konzerne ihre Kosten in industriellen Standorten wieder hereinzubringen versuchen, indem sie Verkaufsautomaten und Essenstände aufstellen, die von in Außenvergabe beschäftigten Arbeitskräften betrieben werden (im Extremfall von betriebseigenem Personal), und wie sie Beziehungen zu Kunden und Verbrauchern herstellen, um Druck auf die Unternehmen auszuüben.
Die Tagungsteilnehmer begrüßten einen Vertreter des “Prison Moratorium Project”, einer von Studenten organisierten Gruppe, die zugunsten der Wahrung der Menschenrechte in der wachsenden privaten Gefängnisindustrie in den USA mobilisieren. Sodexho gilt in vielen Ländern als einer der größten Bereitsteller von Verpflegungs- und Verwaltungsdiensten für Haftanstalten und besitzt Anteile an der Corrections Corporation of America, der führenden Betreiberin von privaten Gefängnissen in den USA. In Nordamerika haben die Studenten an ihren Universitäten Kundgebungen organisiert, um gegen die Präsenz von Sodexho als Betreiber der Cafeteria auf ihrem Campus zu protestieren, wobei sich die Gewerkschaften im Catering-Sektor der Kampagne angeschlossen haben und ihrerseits den Schwerpunkt auf die Anerkennung der Gewerkschafts- und Arbeitnehmerrechte durch Sodexho legen. Den Studenten ist es in mehreren Fällen gelungen, Sodexho von ihrem Uni-Campus zu vertreiben. Nun versuchen die Gewerkschaften, sie dahingehen zu aktivieren, dass sie ihren Einfluss geltend machen und von den Verpflegern an den Universitäten fordern, sich einer Sozialpolitik zu verpflichten, die die grundlegenden Arbeitnehmerrechte anerkennt. Und auch wenn die Strafanstalten auf dem europäischen Kontinent nach wie vor als staatliche Domäne gelten, wird in manchen Ländern bereits über ihre Privatisierung nachgedacht. Es ist davon auszugehen, dass CCA (das in Großbritannien und Australien bereits Einrichtungen betreibt) und Sodexho momentan in Position gehen, um diesen Markt zu erobern, sobald er sich öffnet. Die europäischen Tagungsteilnehmer verwiesen auf die Notwendigkeit, die Tätigkeiten Sodexhos im Bereich der Gefängnisverwaltung zu überwachen und mit anderen Gewerkschaften in ihren Ländern bereits im Vorfeld Positionen zur Privatisierung der Gefängnisse zu erarbeiten.
Schlussfolgerungen und künftige Tätigkeiten
Die IUL wird sich mit Unterstützung der Gewerkschaften in den Ländern, wo die drei Konzerne ihren Hauptsitz haben, um Gespräche auf Konzernebene bemühen, um einen Dialog und Verhandlungen einzuleiten, deren Ziel bessere Bedingungen für eine Organisierung und Tarifverhandlungen auf nationaler Ebene sein sollten.
Die Teilnehmer vereinbarten, dass es in der Zwischenzeit notwendig sei, unsere Informationen im Bereich der Organisierung und Tarifverhandlung zu sammeln, und zwar zunächst in Form einer von der IUL koordinierten Umfrage über vorrangige Dinge wie Anerkennung der Gewerkschaft, Rechte der Funk-tionäre, Schulung sowie die Frage, wie weit diese Bereiche durch gesetzlich vorgegebene Standards bzw. durch Tarifverträge abgedeckt sind.
Außerdem wurde vereinbart, dass die Gewerkschaften Daten über Nahrungsmittelsicherheit sowie Gesundheit und Sicherheit am Arbeitsplatz sammeln und sich über neue Technologien in der Nahrungsmittelproduktion und deren Auswirkung auf die Arbeitnehmer und Verbraucher erkundigen würden.
Damit die Gewerkschaften in der Catering-Industrie Informationen und Ansichten rasch und effizient austauschen können, wurde eine E-Mail-Kontaktadresse eingerichtet.
Primera reunión international para sindicatos de catering de la UITA
01-Dec-2000Representantes de sindicatos que organizan a los trabajadores de servicios alimentarios (catering) en EE.UU. y Canadá, en Holanda, Bélgica, Francia y España, así como en el RU y Australia, se reunieron en Washington, D.C. los días 29 y 30 de noviembre del 2000 para analizar la industria de catering contratado, en particular las tres mayores compañías globales de servicios, Granada Compass, Sodexho Alliance y Aramark. La reunión, auspiciada por HERE (Hotel Employees and Restaurant Employees Union), afiliada norteamericana de la UITA, fue una oportunidad para que los sindicatos intercambiaran experiencias e información, compararan las condiciones en que funcionan, tanto en el contexto nacional como con respecto a las compañías en forma individual, y para proyectar la actividad futura.
El presidente general de HERE, John Wilhelm, inició la sesión y dio la bienvenida a los participantes, a la sede de HERE en Washington. A continuación, Ron Oswald realizó una introducción, en la que situó la reunión en el contexto de la política de la UITA sobre compañías transnacionales. A medida que la economía mundial se integra cada vez más y las principales compañías continúan creciendo y considerando sus actividades en un contexto global, la necesidad de coordinación sindical global aumenta. La política de la UITA da prioridad a dos formas de actividad respecto a las compañías globales: acciones de solidaridad cuando los derechos fundamentales de los trabajadores se encuentran amenazados y el desarrollo de relaciones estratégicas con empresas a nivel global, para gestionar condiciones que proporcionen a las afiliadas una mejor posición para negociar y organizar en el ámbito local. Esas negociaciones a nivel global son particularmente apropiadas en el sector de catering por el elevado nivel de concentración del sector en manos de un pequeño número de compañías no comprometidas ya por fronteras nacionales. La globalización y la concentración también han provocado una creciente atención y concientización del público, lo que implica que ahora las empresas necesitan demostrar que son algo más que entidades financieras y poder competir por los clientes con otros argumentos aparte de los económicos. Temas como la responsabilidad social y la seguridad del producto (en este caso de los alimentos) están adquiriendo mayor importancia y la UITA y sus afiliadas pueden hacer valer sus conocimientos específicos en estas áreas para beneficio de los trabajadores de catering en todo el mundo.
La presentación del documento de la secretaría de la UITA, que contiene breves perfiles de las tres grandes compañías de catering, dio origen a una discusión general sobre tendencias y experiencias sindicales. La importante presencia de estas tres compañías en la industria mundial de catering es un fenómeno que comenzó apenas hace diez años. En la década pasada se ha producido una creciente concentración en el sector, a medida que los proveedores de servicios y catering, tanto grandes como pequeños, son adquiridos o fusionados en un número cada vez menor de compañías que luego reclaman una participación crecientemente mayor de los mercados nacionales y del comercio global de catering. Compass, que ha pasado en el espacio de diez años de proveedor de comidas a empresas e instituciones del RU, a ser la mayor y más diversificada compañía de servicios alimentarios, se unió este año con Granada Food Services, la que hasta entonces había estado en segundo lugar en el RU y en cuarto lugar en Europa. Sodexho, cuyos negocios incluyen administración de instalaciones, así como servicios de alimentación, ha superado a Compass en el ranking global luego de su fusión en 1998 con el negocio de servicios alimentarios de Marriott International. Aramark, aunque no tiene el mismo alcance global que las otras dos compañías, está estudiando nuevos mercados para su negocio de administración de instalaciones que es aún más diversificado y amplio que el de Sodexho.
Los participantes informaron sobre sus experiencias de relaciones con las compañías y sus puntos de vista sobre estrategia empresarial a nivel nacional. Si bien el entorno organizativo de Norteamérica y Europa, por ejemplo, difería en gran medida, parecía haber alguna similitud en las relaciones con cada una de las compañías en el ámbito internacional. Los principales temas planteados incluyeron:
relaciones con los clientes y cómo estas diferían cuando eran clientes de la industria privada o de instituciones públicas y entre algunos de los principales segmentos (comidas empresariales, eventos deportivos e instalaciones militares);
prácticas contractuales que ejercen presión sobre los costos laborales (connivencia entre clientes; contrato en “paquete” o el requisito de que los contratistas liciten múltiples locales en una determinada área geográfica; las competitivas prácticas de licitación de los proveedores de catering);
la estabilidad del empleo al cambiar de manos los contratos;
la imagen de las compañías ante sus clientes y usuarios;
asuntos de negociación colectiva.
Los participantes provenientes de Canadá y de los EE.UU. describieron cómo las compañías procuran recuperar costos en las plantas industriales colocando máquinas de venta y puestos de comidas administrados por trabajadores subcontratados (en casos extremos, los mismos trabajadores industriales) y de qué modo se están estableciendo vínculos con consumidores y clientes para ejercer presión sobre las compañías.
Los participantes de la reunión dieron la bienvenida al representante de Prison Moratorium Project, un grupo de origen estudiantil que se moviliza en torno a temas de derechos humanos en la creciente industria carcelaria privada de los EE.UU. Sodexho es un importante proveedor de alimentos y de servicios de administración de correccionales en muchos países y posee una parte de Corrections Corporation of America, el principal operador de prisiones privadas de los EE.UU. Los estudiantes de diversas universidades de Norteamérica han realizado protestas contra la presencia de Sodexho como operadora de cafeterías, en los complejos universitarios y, los sindicatos de trabajadores de catering se unieron a la campaña centrándose en temas de reconocimiento sindical y derechos de los trabajadores en Sodexho. Los estudiantes han logrado expulsar a Sodexho de sus universidades en diversos casos y los sindicatos procuran movilizarlos para que utilicen su influencia para insistir en que los proveedores de catering a las universidades deben adherir a una política social que reconozca los derechos laborales fundamentales. Si bien los sistemas carcelarios del continente Europeo siguen siendo de dominio público, las discusiones sobre su privatización están avanzando en diversos países. CCA, que ya administra instalaciones en el RU y Australia, y Sodexho parecen estar ubicándose para tomar este mercado tan pronto se abra. Los participantes europeos de la reunión hablaron sobre la necesidad de controlar las actividades de administración carcelaria de Sodexho y trabajar con otros sindicatos de otros países sobre el desarrollo de posiciones en común respecto a la privatización de prisiones.
Conclusiones y acción futura
Con ayuda de los sindicatos de los países donde las tres compañías tienen sus oficinas centrales, la UITA procurará comprometerlas a nivel empresarial para dar comienzo a un proceso de discusión y negociación que en última instancia llevaría a la creación de un mejor ambiente para organizar y negociar a nivel nacional.
Los participantes acordaron que, entretanto, sería necesario aumentar nuestro caudal de información sobre temas de sindicalización y negociación mediante una encuesta, inicialmente, que la UITA coordinará, sobre asuntos de importancia tales como reconocimiento sindical, derechos de los delegados, capacitación y, hasta qué grado esos temas quedan cubiertos por normas legislativas o son objeto de negociación colectiva.
También se decidió que los sindicatos recogerían información sobre seguridad alimentaria, así como sobre salud y seguridad ocupacional y analizarían nuevas tecnologías de producción de alimentos y su efecto sobre trabajadores y consumidores.
Se creó una lista de contacto por e-mail para facilitar el intercambio de información y opiniones entre sindicatos que organizan a los trabajadores de catering por contrato.
Première réunion mondiale des affiliées de l’UITA dans le secteur de la restauration de collectivités
01-Dec-2000Des délégués/es de syndicats représentant les travailleurs/euses de l’industrie du catering des États-Unis, du Canada, des Pays-Bas, de Belgique, de France, d’Espagne, du Royaume-Uni et d’Australie se sont réunis/es à Washington, D.C., les 29 et 30 novembre 2000 afin de faire le point sur la situation dans l’industrie du catering et en particulier sur les trois plus grandes entreprises mondiales du secteur, Granada Compass, Sodexho Alliance et Aramark. La rencontre, qui se déroulait sous l’égide de l’affiliée nord-américaine de l’UITA, HERE, (Syndicat des employés d’hôtel et des employés de restaurant) a fourni aux syndicats l’occasion d’échanger des expériences et des renseignements, de comparer les conditions dans lesquelles leurs membres évoluent tant au plan national qu’au sein des différentes sociétés, et de planifier les activités futures.
Le président général de HERE, John Wilhelm, ouvre la réunion et souhaite la bienvenue aux participants/es dans les bureaux du siège de HERE à Washington. Dans son allocution d’ouverture, Ron Oswald, secrétaire général de l’UITA, situe ensuite la réunion dans le cadre de la politique globale de l’UITA sur les sociétés transnationales. Au moment où l’économie mondiale devient de plus en plus intégrée et où les grandes sociétés continuent de croître et d’étendre leurs activités à travers le monde, la politique de l’UITA met l’accent sur deux formes d’activité face aux sociétés mondiales: les actions de solidarité dans les situations où les droits fondamentaux des travailleurs/euses sont menacés, et l’établissement de relations stratégiques à l’échelle mondiale avec les sociétés afin de négocier des ententes qui placent les affiliées en meilleure position pour négocier et syndiquer les travailleurs/euses. De telles négociations à l’échelle mondiale sont particulièrement adaptées au secteur du catering, fortement concentrée entre les mains d’un petit groupe de grandes sociétés qui s’étendent loin au-delà des frontières nationales. La mondialisation et la concentration ont également entraîné une augmentation de la sensibilisation et de l’intérêt du public, de sorte que les sociétés sentent maintenant l’obligation de se donner une image qui dépasse la simple entité financière et de tenter de séduire leur clientèle avec plus que de simples arguments financiers. Des éléments comme la responsabilité sociale et la sécurité des produits (dans ce cas, des aliments) prennent une grande importance, ce qui permet à l’UITA et à ses affiliées d’utiliser leur expertise dans ces secteurs à l’avantage des travailleurs/euses de l’industrie partout dans le monde.
La présentation d’un document du secrétariat de l’UITA contenant de courts profils des trois grandes sociétés de catering a précédé une discussion générale sur les tendances de l’industrie et l’expérience vécue par les différents syndicats. La présence importante de ces trois sociétés dans l’industrie mondiale du catering est un phénomène qui est apparu au cours des dix dernières années. Au cours de cette décennie, on a assisté à un accroissement de la concentration dans le secteur, à mesure que les fournisseurs de services alimentaires de toutes tailles faisaient l’objet d’acquisitions ou fusionnaient, donnant naissance à un nombre toujours réduit d’entreprises qui occupaient une part de plus en plus grande des marchés nationaux et mondial du catering. Compass, qui est passée en dix ans du statut de fournisseur de repas aux entreprises et aux institutions du Royaume-Uni à celui de la société alimentaire la plus importante et la plus diversifiée au monde, a fusionné plus tôt cette année avec Granada Food Services, qui occupait alors le deuxième rang au Royaume-Uni et le quatrième dans le monde. Sodexho, dont les activités comprennent la gestion d’immeubles aussi bien que les services alimentaires, a dépassé Compass sur le marché mondial en 1998 après sa fusion avec la division des services alimentaires de Marriott International. Aramark, bien que n’ayant pas la même extension géographique que ses deux rivales, étudie de nouveaux marchés pour ses services de gestion d’immeubles, lesquels sont encore plus diversifiés et complets que ceux offerts par Sodexho.
Les participants/es font part des expériences vécues dans leurs contacts avec les sociétés et de leur perception des stratégies employées par celles-ci au niveau national. Bien que les conditions de syndicalisation, par exemple, soient très différentes en Europe et en Amérique, certaines similitudes semblent exister au sein de chaque société par-delà les frontières. Les principales questions soulevées sont:
les relations avec la clientèle et les différences qu’on y retrouve entre l’industrie privée et les clients institutionnels publics, ainsi qu’entre les grands segments de marché (restauration des cadres, événements sportifs, installations militaires);
les pratiques contractuelles qui mettent de la pression sur les coûts de main-d’œuvre (collusion entre les clients, consolidation des contrats, par exemple l’exigence pour le fournisseur de soumettre une proposition pour plusieurs sites dans un région géographique donnée, les pratiques d’appel d’offres des fournisseurs de services alimentaires);
la stabilité d’emploi lorsque les contrats changent de main;
l’image projetée par les entreprises auprès de leurs clients et des clients/tes de ces derniers;
les questions de négociation collective.
Les participants/es du Canada et des États-Unis décrivent de quelle manière les entreprises tentent de recouvrer leur coûts sur les sites industriels en installant des machines distributrices et des comptoirs alimentaires opérés par de la main-d’œuvre en sous-traitance (dans certains cas extrêmes, par les travailleurs/euses du client) et de quelle façon ils/elles tentent d’établir des liens avec les consommateurs/trices et les clients/es afin de faire pression sur les entreprises.
Les participants/es à la réunion accueillent un représentant du Prison Moratorium Project, un groupe d’étudiants/es qui milite pour les droits de la personne dans l’industrie en pleine croissance des prisons privées. Sodexho est un important fournisseur de services alimentaires et de gestion d’immeubles aux établissements pénitentiaires dans plusieurs pays et détient une participation dans Corrections Corporation of America, premier exploitant de prisons privées aux États-Unis. Les étudiants/es de plusieurs universités nord-américaines ont mené des actions de protestation contre la présence de Sodexho sur leurs campus à titre de concessionnaire alimentaire. Les syndicats du secteur du catering se sont joints au mouvement, mettant l’accent sur les questions de reconnaissance syndicale et de droits des travailleurs/euses chez Sodexho. Dans un certain nombre de cas, les étudiants/es ont réussi à chasser Sodexho de leur campus; les syndicats tentent maintenant de les inciter à utiliser leur influence pour obliger les fournisseurs de services alimentaires dans les universités à adopter une politique sociale reconnaissants les droits syndicaux fondamentaux. Bien que le système carcéral en Europe reste dans le domaine public, des discussions sur une éventuelle privatisation sont en cours dans un certain nombre de pays. CCA, qui gère déjà un certain nombre d’établissements pénitentiaires au Royaume-Uni et en Australie, et Sodexho semblent en bonne position pour prendre une position dominante dans ce marché dès qu’il s’ouvrira. Les participants/es européens/nes soulèvent la nécessité d’assurer un suivi des activités de Sodexho dans la gestion des prisons et de collaborer avec d’autres organisations syndicales dans leurs pays respectifs, à l’élaboration de positions communes sur la privatisation des établissements de détention.
Conclusions et action future
Avec l’aide des organisations syndicales des pays où se trouvent leurs sièges sociaux, l’UITA tentera d’amener la direction générale des trois sociétés à entreprendre des discussions et des négociations devant éventuellement déboucher sur la création d’un environnement plus favorable à la syndicalisation et à la négociation au plan national.
Les participants/tes conviennent qu’il faudrait, dans l’intervalle, développer notre banque d’information sur les questions relatives à la syndicalisation et à la négociation, dans un premier temps par le biais d’un sondage coordonné par l’UITA sur les grandes questions comme la reconnaissance syndicale, les droits des délégués/es, la formation et la mesure dans laquelle ces questions sont déjà couvertes par les normes législatives ou font l’objet de conventions collectives.
Les participants/es conviennent par ailleurs que les syndicats colligeront des données sur la sécurité des aliments et les questions relatives à la santé et à la sécurité au travail, et qu’ils examineront les nouvelles technologies et leurs conséquences pour les travailleurs/euses et les consommateurs/trices.
Une liste de contact par courriel a été dressée afin de faciliter l’échange d’information et d’opinions entre les syndicats représentant les travailleurs/euses de l’industrie du catering contractuel.
Reunión ITF/UITA sobre globalización de catering a aerolíneas
08-Dec-2000Las afiliadas de la UITA que organizan trabajadores de catering a aerolíneas se unieron a las afiliadas de la sección aviación civil de ITF en Londres el 7 de diciembre del 2000 para una reunión conjunta ITF/UITA sobre el sector catering a aerolíneas. La reunión puso especial énfasis en las dos mayores compañías, LSG Sky Chefs y Gate Gourmet.
Tanto la UITA como ITF tienen miembros en el sector catering a aerolíneas porque la mayoría de las aerolíneas originalmente manejaban su propio catering y los/las trabajadores/as de este sector a menudo se organizaban junto con otros trabajadores/as de aerolíneas en el mismo sindicato. Aún después de que las aerolíneas comenzaron a desprenderse de sus operaciones de catering, un proceso que se inició a comienzos de la década de 1990 y continúa acelerándose, los/las trabajadores/as de catering a aerolíneas frecuentemente permanecieron con su sindicato original.
Durante la década pasada, la industria de catering a aerolíneas había experimentado un proceso de concentración similar al experimentado en el sector de catering contratado. Desde 1990, cuando la mayoría de las aerolíneas aún manejaban su propio catering, las compañías de aerolíneas adoptaron el concepto de “negocio central”, significando mayor enfoque en rutas y marketing y un continuo desentendimiento de las actividades “periféricas” como el servicio de alimentos. Algunas aerolíneas vendieron sus divisiones de catering; otras, especialmente Lufthansa y Swissair, las convirtieron en compañías subsidiarias. Luego de una serie de fusiones, LSG Sky Chefs de Lufthansa y Gate Gourmet del Grupo Swissair controlan en conjunto 60 por ciento del negocio de catering global “en vuelo”. Otros actores globales y unos distantes 3º y 4º en la jerarquización mundial, son Alpha Flight Services (con sede en RU) y Servair la subsidiaria de Air France.
La separación de las aerolíneas en distintas divisiones y subsidiarias y la tercerización y concesión de los servicios en tierra, incluido el catering, ha llevado a la división de la negociación colectiva y la necesidad de mejor la coordinación sindical más allá de fronteras profesionales. Los participantes de la reunión discutieron el impacto - que tuvieron sobre las condiciones laborales - el cambio de las estructuras de propiedad y las nuevas tecnologías en la producción de alimentos. Bajo la presión de las aerolíneas para reducir los costos de las comidas, los administradores de servicios alimentarios (caterers) han estado racionalizando la producción de alimentos estableciendo cocinas centralizadas, introduciendo la preparación de alimentos congelados e implementando procesos de trabajo “multifuncional”. Los caterers de aerolíneas están comenzando a tercerizar la preparación de alimentos, reduciendo a los trabajadores/as de este sector a meros ensambladores y distribuidores de alimentos. En Australia, bajo el lema “fresco es mejor”, los trabajadores de Quantas llevaron a cabo una exitosa huelga contra la introducción de comidas congeladas. Los sindicatos, sin embargo, se vieron bajo mayor presión para aceptar cambios en las técnicas de producción ya que las compañías procuran reducciones de personal.
Conclusiones y acción futura
Los participantes decidieron que los rápidamente cambiantes contratos de catering y la privatización en curso de las aerolíneas estatales tornaban particularmente urgente para los sindicatos la coordinación de la distribución de información y la toma de acción conjunta con el fin de proteger salarios y condiciones laborales en el sector. Es de particular importancia en este contexto recopilar información sobre nuevas tecnologías en la preparación de alimentos y nuevas técnicas de administración con el fin de negociar su implementación. También se decidió que ITF y la UITA debían examinar de manera similar el trabajo conjunto en catering de ferrocarriles y procurar desarrollar actividades y estrategias conjuntas para todo el sector de catering en el transporte.ITF/IUL-møte om globalisering i catering for flyselskapene
08-Dec-2000Medlemmer av IUL som organiserer cateringsarbeidere i flybransjen gikk sammen med medlemmer av ITF sivile luftfartssektor om et felles møte i London 7. desember 2000 om catering i flybransjen. Møtet fokuserte særlig på de to største selskapene: LSG Sky Chefs og Gate Gourmet.
Både IUL og ITF har medlemmer i flyselskapenes cateringssektor fordi de fleste flyselskaper opprinnelig tok seg av sin egen catering, og arbeidstakerne i catering var ofte organisert i samme fagforening som andre arbeidere i flyselskapene. Selv etter at flyselskapene begynte å selge ut cateringsoperasjonene, en prosess som begynte tidlig på 1990-tallet og fortsetter å styrke seg, har arbeidstakerne i catering ofte blitt værende igjen i sin tradisjonelle fagforening.
I løpet av de siste ti årene har flycateringsindustrien gjennomgått en konsentrasjonsprosess i likhet med den man har hatt i kontraktørcateringssektoren. Etter 1990, da de fleste flyselskaper fremdeles tok hånd om sin egen cateringsvirksomhet, har flyselskapene gått inn for «kjerneområde»-konseptet, det vil si økt fokus på ruter og markedsføring og en jevn løsrivelse fra mer perifere aktiviteter slik som matservice. Noen flyselskap har solgt ut sine cateringsavdelinger, andre, særlig Lufthansa og Swissair, har skilt dem ut som datterselskaper. Etter en rekke med fusjoner har Lufthansas LSG Sky Chefs og SwissAir Group's Gate Gourmet til sammen kontroll over 60 prosent av cateringsindustrien om bord. Andre globale aktører, på en fjern tredje og fjerde plass på rankinglisten, er det britiske Alpha Flight Services og Servair, et datterselskap under Air France.
Oppdelingen av flyselskapene i separate divisjoner og datterselskaper, utsourcing og franchisering av bakketjenester, inkludert cateringsvirksomheten, har ført til en oppløsning av de kollektive forhandlingene og et behov for bedre koordinering av fagforeningsvirksomheten på tvers av yrkesgrensene. Møtedeltakerne diskuterte hvilken betydning vekslende eierskapsstrukturer og nye teknologier i matproduksjonen kunne ha på arbeidsforholdene. Etter press fra flyselskapene for å redusere kostnadene på mat, har cateringsselskapene rasjonalisert matproduksjonen ved å etablere sentraliserte kjøkkener og innføre frossen mat og gjennomføre «multi-funksjonelle» arbeidsprosesser. Matleverandørene har til og med begynt å utsource selve mattilberedningen og dermed redusert cateringsarbeiderne til rene samlebåndsarbeidere og matdistributører. Under mottoet «ferskt er best» gjennomførte Quantasarbeidere i Australia en vellykket streik mot innføringen av frosne måltider. Men fagforeningene er under økende press for å godta endringer i produksjonsteknikk, mens selskapene presser på for å redusere bemanningen.
Deltakerne ble enige om at de raskt skiftende cateringskontraktene og den pågående privatiseringen av statseide flyselskaper gjorde det spesielt viktig for fagbevegelsen å koordinere informasjonsdistribusjonen og gå til felles aksjon for å beskytte lønninger og arbeidsforhold i sektoren. Det var spesielt viktig i denne sammenhengen å samle informasjon om nye teknologier i matproduksjonen og nye ledelsesteknikker for å kunne forhandle fram avtaler. Det var enighet om at ITF og IUL på samme måte skulle undersøke samarbeidet i jernbanecatering og forsøke å utvikle felles aktiviteter og strategier for catering i hele transportsektoren.
ITF/IUF Meeting on the Globalisation of Airline Catering
08-Dec-2000IUF affiliates organising airline catering workers joined ITF civil aviation section affiliates in London on December 7, 2000, for a joint ITF/IUF meeting on the airline catering sector, which placed special focus on the two largest companies, LSG Sky Chefs and Gate Gourmet.
The overlap of IUF and ITF jurisdictions in the airline catering sector is explained by the fact that most airlines originally handled their own catering, and catering workers were often organised together with other airline workers by the same union. Where this was the case, even after the spin-off of catering operations by the airlines, a process which began in the early 1990’s, airline catering workers often remained with their traditional union.
Over the past decade, the airline catering industry has undergone a process of concentration similar to that experienced in the contract catering sector. Since 1990, when most airlines still handled their own catering, the “core business” concept has been embraced by the airlines, which has meant an increased focus on routes and marketing and a disengagement from “peripheral” activities such as food service. Some airlines have sold off their catering divisions; others, notably Lufthansa and Swissair, have spun off their catering divisions as subsidiary companies. Today, following a series of mergers, Lufthansa’s LSG Sky Chefs and the SAir Group’s Gate Gourmet together control 60% of the global in-flight catering business. Other global players, and a distant 3rd and 4th in the global ranking, are the UK-based Alpha Flight Services and the Air France subsidiary Servair.
The break-up of airlines into separate divisions and subsidiaries, and the outsourcing and franchising of ground services, including catering, have led to the break-up of collective bargaining and the need for better trade union co-ordination across occupational boundaries. Meeting participants discussed the impact of changing ownership structures and new technologies in food production on working conditions. Under pressure from airlines to reduce the cost of meals, caterers have been rationalising food production by setting up centralised kitchens, introducing frozen food preparation and implementing multi-functional work processes. Airline caterers are even beginning to outsource food preparation, thus reducing catering workers to assemblers and distributors of meals. In Australia, under the motto “fresh is best”, Quantas workers have carried out a successful strike against the introduction of frozen meals, but in the struggle to preserve jobs, unions are not always in a position to thwart the moves by airlines and airline caterers to change production policy.
Conclusions and future action
Participants agreed that as catering contracts changed hands and governement-owned airlines continued to be privatised, it was particularly urgent for unions to co-ordinate the distribution of information and take joint action in order to protect wages and working conditions in the sector. It was particulary important in this context to build up information on new technologies in food preparation and new management techniques in order to negotiate their implementation. It was also agreed that the ITF and the IUF should should examine joint work in railway catering and seek to develop joint activities and strategies for the entire transport catering sector.ITF/IUF-Tagung über die Globalisierung des Flug-Caterings
08-Dec-2000IUL-Mitgliedsverbände, die Arbeitnehmerinnen und Arbeitnehmer im Flug-Catering vertreten, und Mitgliedsgewerkschaften der ITF-Sektion Zivilluftfahrt kamen am 7. Dezember 2000 in London zu einer gemeinsamen Tagung der ITF und der IUL über den Sektor Flug-Catering zusammen. Im Mittelpunkt der Tagung standen die beiden größten Unternehmen in diesem Sektor - LSG Sky Chefs und Gate Gourmet.
Sowohl der IUL als auch der ITF gehören Arbeitnehmer im Bereich Flug-Catering an, weil die meisten Fluggesellschaften ursprünglich die Catering-Tätigkeiten in eigener Regie durchführten und die Arbeitnehmer im Cateringbereich häufig der gleichen Gewerkschaft angehörten wie die anderen Arbeitnehmer der Fluggesellschaft. Und auch nachdem die Fluggesellschaften Anfang der neunziger Jahre damit begannen, ihre Catering-Betriebe auszugliedern, blieben die im Catering beschäftigten Arbeitnehmer häufig bei ihrer alten Gewerkschaft.
Im Flug-Catering hat im letzten Jahrzehnt ein ähnlicher Konzentrationsprozeß stattgefunden wie im Vertrags-Catering. Seit 1990, als die meisten Fluggesellschaften ihr Catering noch selbst betrieben, haben sich diese Unternehmen immer stärker auf ihr "Kerngeschäft" konzentriert, das heißt auf die Bedienung ihrer Flugrouten und das Marketing, und "Randtätigkeiten" wie die Verpflegung an Bord ausgelagert. Einige Fluggesellschaften haben ihren Cateringbereich verkauft, andere, wie vor allem die Lufthansa und Swissair, haben dafür Tochtergesellschaften gegründet. Nach einer Reihe von Fusionen kontrollieren heute die LSG Sky Chefs der Lufthansa und Gate Gourmet der Swissair-Gruppe zusammen 60 Prozent des globalen Flug-Caterings. Weitere globale Akteure, die abgeschlagen an der dritten und vierten Stelle liegen, sind die Alpha Flight Services mit Sitz im Vereinigten Königreich und das Tochterunternehmen Servair der Air France.
Die Aufspaltung der Fluggesellschaften in gesonderte Bereiche und Tochterfirmen sowie die Vergabe der Dienstleistungen am Boden, darunter des Caterings, haben zu einer Zersplitterung der Tarifverhandlungspartner geführt und machen eine bessere Koordinierung zwischen den Gewerkschaften über Berufsgrenzen hinaus erforderlich. Die Tagungsteilnehmer erörterten ferner die Auswirkungen veränderter Eigentumsstrukturen und neuer Technologien in der Nahrungsmittelproduktion auf die Arbeitsbedingungen. Unter dem Druck der Fluggesellschaften, die die Kosten für Bordmahlzeiten senken wollen, haben die Cateringunternehmen ihre Tätigkeit rationalisiert, indem sie zentrale Großküchen einrichteten, zu Tiefkühlkost übergingen und "multifunktionale" Arbeitsverfahren einführten. Die Unternehmen im Flug-Catering gehen jetzt sogar dazu über, die Zubereitung der Mahlzeiten an Drittunternehmen zu vergeben und nur noch Arbeitnehmer für die Zusammenstellung und Verteilung zu beschäftigen. In Australien haben Arbeitnehmer bei Quantas unter dem Motto "Frisch ist am besten" erfolgreich gegen die Einführung von Tiefkühlmahlzeiten gestreikt. In dem Maße aber wie die Unternehmen Personalverminderungen anstreben, geraten die Gewerkschaften immer mehr unter Druck, Änderungen der Produktionsverfahren zu akzeptieren.
Schlussfolgerungen und künftige Tätigkeiten
Die Tagungsteilnehmer waren sich darüber einig, daß die rasch wechselnden Cateringverträge und die anhaltenden Privatisierungen staatlicher Flugggesellschaften dringend erforderten, daß die Gewerkschaften die Weitergabe von Informationen koordinieren und gemeinsame Maßnahmen treffen, um die Löhne und Arbeitsbedingungen in diesem Sektor zu schützen. In diesem Zusammenhang komme es vor allem darauf an, Informationen über neue Technologien der Nahrungsmittelzubereitung und neue Managementtechniken zu sammeln, um über ihre Anwendung verhandeln zu können. Ferner wurde vereinbart, daß die ITF und die IUL auch ein gemeinsames Vorgehen im Bereich Bahn-Catering prüfen und gemeinsame Tätigkeiten und Strategien für den gesamten Bereich Transport-Catering anstreben sollten.
Réunion conjointe ITF/UITA sur la mondialisation de l’industrie du catering aérien
08-Dec-2000Les affiliées de l’UITA représentant des travailleurs/euses de l’industrie du catering aérien et les affiliées de l’ITF dans le secteur de l’aviation civile ont tenu une réunion conjointe à Londres le 7 décembre 2000 sur la situation dans le secteur du catering aérien, mettant un accent particulier sur les deux plus grandes entreprises du secteur, LSG Sky Chefs et Gate Gourmet.
Le chevauchement des juridictions de l’UITA et de l’ITF dans le secteur du catering aérien s’explique par le fait qu’à l’origine la plupart des sociétés aériennes exploitaient leurs propres services de catering, de sorte que les salariés/es de ce secteur étaient membres du même syndicat que les autres salariés/es de l’entreprise. Lorsque c’était le cas, les salariés/es du catering aérien sont souvent demeurés/es membres du même syndicat, même après le délestage de ces activités par les sociétés aériennes, à partir du début des années 90.
Au cours de la dernière décennie, l’industrie du catering aérien a traversé une phase de concentration similaire à ce qui s’est produit dans le secteur de la restauration de collectivités. Depuis 1990, alors que la plupart d’entre elles exploitaient encore leurs propres services de catering, les sociétés aériennes ont adopté le concept de «core business», qui s’est traduit par un recentrage sur les routes et la commercialisation et la sortie graduelle des activités «périphériques» comme les services alimentaires. Certaines sociétés aériennes ont vendu leur division de catering; d’autres, comme Lufthansa et Swissair, les ont transformées en filiales. Aujourd’hui, après une série de fusions, LSG Sky Chefs de Lufthansa et Gate Gourmet du groupe SwissAir contrôlent à eux deux 60% du marché mondial du catering aérien. Les autres grands joueurs, lointains numéros trois et quatre, sont Alpha Flight Services du Royaume-Uni et Servair, une filiale d’Air France.
Le démembrement des sociétés aériennes en divisions et filiales séparées, avec la sous-traitance et le franchisage des services au sol, y compris le catering, a conduit à la fragmentation de la négociation collective et exige une meilleure coordination des activités syndicales au-delà des frontières d’emploi. Les participants/tes à la réunion discutent des conséquences des modifications intervenues dans la structure de propriété et de l’introduction des nouvelles technologies de production alimentaire sur les conditions de travail. Face aux pressions exercées par les sociétés aériennes pour réduire le coût des repas, les sociétés de catering ont rationalisé la production par l’établissement de cuisines centralisées, l’introduction des aliments surgelés et l’application de processus de travail multifonctionnels. Les entreprises de catering aérien commencent même à sous-traiter la préparation des aliments, ne laissant aux travailleurs/euses que l’assemblage et la distribution de repas. En Australie, sous le cri de ralliement «Fresh is best» (Fraîcheur égale meilleur), les travailleurs/euses de Quantas ont mené avec succès une grève contre l’introduction des repas congelés. Cependant, les syndicats font face à des pressions croissantes pour accepter des modifications aux techniques de production alors que les sociétés exigent des compressions de personnel.
Conclusions et action futur
Les participants/tes ont convenu que l’évolution rapide des contrats de catering et la poursuite des privatisations de sociétés aériennes nationales rendaient impératif pour les syndicats la coordination de la distribution de l’information dans le secteur et la prise d’actions conjointes pour protéger les conditions de travail et de rémunération. Dans ce contexte, il est particulièrement important de colliger le plus d’information possible sur les nouvelles technologies de préparation des aliments et les nouvelles pratiques de gestion afin d’en négocier l’introduction. Il a également été convenu que l’ITF et l’UITA examineraient de même la possibilité de travailler ensemble dans l’industrie catering ferroviaire et s’efforceraient de développer des activités et des stratégies conjointes pour l’ensemble du secteur du catering dans l’industrie des transports.IUF/Accor international trade union rights agreement
22-Jan-2001Accor is one of the largest global hotel and tourism groups. About 145,000 persons work for the Accor Group. Accor has a global activity, both by its presence in all categories of hotels and by its presence in a large part of the world.
The following agreement signed by the IUF and Accor central management in June 1995 covers all activities of the Accor group worldwide. It represents a commitment from the company to implement internationally-recognized labour standards enshrined in basic ILO Conventions.
Agreement between the IUF and the Accor Group on Trade Union Rights
The Accor Group and the IUF:
noting that, in the global economy, all social and economic progress is contingent upon the maintaining of a society based on democratic values and respect for human rights;
further noting that the hotel industry needs peace and social consensus in order to grow;
being committed, therefore, to work in this direction, above all by the example they set;
recalling the basic right of each employee to be represented and defended by a union of his or her choice;
recognizing the reciprocal legitimacy of the other party and its right to intervene in both social and economic affairs, while both retain their own responsibilities, to the extent that they comply with applicable laws, contracts or collective agreements;
are therefore convinced that reinforcing democracy in the Group is the duty of both parties and that this implies both the recognition of differences over ways and means as well as the search for solutions through collective bargaining;
further note that this goal requires, for its achievement, an effort at educating and informing the employees concerned and their representatives so that they can better understand the problems, constraints and challenges faced by the company.
In this spirit, the Accor Group and the IUF shall undertake to
1. verify the faithful application by all Accor establishments of ILO Conventions 87, 98 and 135, pertaining respectively to
the right of employees to affiliate to the union of their choice,
the protection of employees against all acts of discrimination that tend to violate freedom of association,
the protection of employee representatives against any measures that could harm them, including discharge, motivated by their status or activities as employee representatives, insofar as they act in compliance with applicable laws, contracts or collective agreements.
The Accor Group therefore undertakes not to oppose efforts to unionize its employees.
The Accor Group considers respect for union rights to be part of the good reputation of its brand names.
2. encourage the management of subsidiaries and entities to allow union representatives to carry out their mandates and to have access to the same opportunities for training, pay increases and advancement as all other equally qualified employees.
Both parties agree that any differences arising from the interpretation or implementation of this agreement will be examined jointly, for the purpose of making recommendations to the parties concerned. The French version of this agreement shall be the point of reference.
IUF / DANONE AGREEMENTS
22-Jan-2001International agreements for Danone workers
The Danone group is a French-based company active in three main sectors. It is n¢X1 worldwide in dairy products, n¢X2 worldwide in bottled water and n¢X2 worldwide in biscuits. It is mainly known through its brands Danone, Lu, Galbani, Evian.It employs 86 657 persons (at December 31, 2000).
The IUF and the Danone group started as early as 1985 to discuss industrial relations at international level. Joint meetings between central management and IUF-affiliated unions representing workers at Danone subsidiaries were organized on a yearly basis as of 1986. In 1989, two agreements were signed on economic and social information for staff and their representatives, and on equality at work for men and women. An agreement on skills training was signed in 1992, and an agreement on trade union rights was concluded in 1994.
On May 9, 1997, the Danone group and the IUF signed a Joint understanding in the event of changes in business activities affecting employment or working conditions.
note: Danone was until 1994 known as the BSN company. Some of the early texts therefore refer to BSN as the employer. Any reference to BSN should be understood as implying the Danone group.
PLAN FOR ECONOMIC AND SOCIAL INFORMATION
IN COMPANIES OF THE BSN GROUP
This document is a list of the minimum of information required by workers and their representatives in order to understand the economic and social well-being of their Division.
This form should therefore not be filled in: the content, form and frequency (at least once a year) of the information must be adapted to the conditions prevailing in each company.
Workers and their representatives must be fully aware that some of the information is of a strictly confidential nature.
Paris, September 26, 1989
ECONOMIC INFORMATION
COMMERCIAL DATA
„h Market: the company¡¦s position and development trends
„h Volume of sales (tons or hectoliters) by product type
„h Export sales (including internal group sales)
„h Total of ¡§new products¡¨ launched in the two preceding years
FINANCIAL DATA
„h Net Sales
„h Operating Income
„h According to the accounting practices of the country in question, the Division will select indicators to give an indication of their financial situation (cash flow, net profit, etc)
„h Total value of industrial investment
„h Total expenditure o advertising
„h Research expenditure
„h Where applicable, total amount paid in shares and profit-scharing schemes
SOCIAL INFORMATION
EMPLOYMENT
Average monthly permanent workforce for the year -
PRODUCTION* CLERICAL** MANAGERIAL TOTAL
MEN grouped by:
„h age
„h seniority
WOMEN grouped by:
„h age
„h seniority
TOTAL grouped by:
„h age
„h seniority
„h Average occasional workforce for - in full-time equivalents
Production* Clerical* Managerial Total
M W M W M W M W
FIXED-TERM & SEASONAL CONTRACTS
TEMPORARY
SPECIAL YOUTH CONTRACTS
TOTAL
WAGES AND SOCIAL CONTRIBUTIONS
„h Total wage costs
„h Total social contributions
„h Breakdown of clerical/production worker wages
„h List of contributions (with basis of calculation) paid by the employer for production/clerical workers
WORKING HOURS
„h Contractual number of working hours in the year 198-
„h Total number of hours worked in 198- including hours in overtime
„h Absentee rate
„h Number of part-time employees
„h In the case of shirt wok or irregular hours: all precise indications of the number of employees concerned, the hours worked, hours of night or week-end work, etc.
SAFETY
„h Frequency: Number of accidents with work stoppage x 1 000 000
number of hours worked
„h Severity: Number of days lost x 1 000
number of hours worked
„h Number of fatal accidents
„h Contributions paid to cover industrial accidents
„h Steps taken (and their cost) to improve working conditions
NEW TECHNOLOGIES
„h Foreseeable consequences for the organization of work and jobs
„h Action programmes planned
TRAINING
„h Total expenditure on training
„± by the company
„± through outside subsidies
„h TOTAL amount devoted to training
„h Number of hours of training
PRODUCTION ** CLERICAL** MANAGERIAL TOTAL
MEN
WOMEN
TOTAL
„h Percentage of hours of training provided by outside agencies
„h Summary of training schemes (retraining in another skill, re-classification within or outside the company)
* using in each case the socio-occupational categories specific to the Division to differentiate where possible between skilled and unskilled workers.
ACTION PROGRAMME FOR THE PROMOTION OF EQUALITY
OF MEN AND WOMEN AT THE WORKPLACE
IUF PLAN FOR APPLICATION OF ACTION PROGRAMME
All BSN personnel must be informed of the commitment to promote equality. Different methods my be used according to the particular situation of the subsidiary. The aim is to publicize these methods.
IUF teams will coordinate their actions, to ensure that the situation is analyzed by a team within the enterprise. These may be ad-hoc, o already existing structures. It is imperative that each team comprise women workers.
ANALYSIS: The object of this phase is to identify inequalities, seek out their causes within or outside the enterprise, workplace or social group. or at the individual level.
At the same time, workers will be ask for their suggestions regarding this analysis. Finally, conclusions and recommended priorities will be drawn up.
Definition of agree priorities, aims and deadlines. Programme implementation.
FOLLOW-UP AND EVALUATION: The follow-up and evaluation of ongoing actions should facilitate modifications, where necessary. Workers will be informed of the results of the assessment at company level. The BSN-IUF working group will produce report of the year 1990 and a general evaluation in 1991.
ACTION PROGRAMME FOR THE PROMOTION OF QUALITY
OF MEN AND WOMEN AT THE WORKPLACE
In order to increase occupational equality between men and women within Divisions of the BSN group, it has been decided to develop coordinated initiatives to this end, taking due account of legislation in force in the various countries and of provisions in existing collective agreements.
The first stage of this process will be to conduct, in each Division of the BSN group, a series of analyses of existing inequalities.
It is desirable, local conditions permitting, that this study be conduct by a working group consisting of management, staff representatives and/or union delegates. This group may be an already existing structure (e.g., a sub-committee of a works council).
A plan of action on priorities will subsequently be drawn up with deadlines for implementation and procedures for follow-up.
If the plan has not been drawn up jointly by management and union organizations, personnel representatives must be kept regularly informed of developments in this area.
An interim progress report will be made during the first half of 1990, and a final evaluation of concrete achievements should follow in the first half of 1991.
Paris, September 26, 1989
AGREEMENT ON SKILLS TRAINING
In order to develop skills training within each subsidiary into employment contracts, it was agreed to develop coordinated initiatives while taking into account national legislation and collective agreements:
„Y First, there will be planning studies concerning modernization, jobs and training needs in each unit, taking into account the specific characteristics of that particular division of BSN;
„Y in the case of restructuring, the planning studies and training programs should take account of the local possibilities for skill conversion to avoid the economic decline of the regions concerned;
„Y Action will be taken to make workers aware of the importance of training for their own future;
„Y Before training begins, workers will be entitled to an individual skills audit, the basic components of which will be negotiated with the trade unions;
„Y Faced with foreseeable changes, skills training should give particular priority to the least qualified personnel so that they will be employable. Training could also be preceded by training in language skills;
„Y Skills training should take into account the wishes and needs of the company and the workers (geographic and/or professional mobility within the subsidiary and within the entire BSN group). Positions available within the BSN group in the same country will be made known to those in other divisions and offered in priority to those workers;
„Y Training must lead to the achievement of a qualification which gives workers involved certificates which allows them to show the value of their new skills either by recognized diplomas or, if not possible, by certificates which are recognized in all BSN divisions.
Particular attention will be paid to the conditions under which training is carried out in order that the workers are not penalized financially for taking part (lost wages and payment of the costs of training).
This framework agreement will be put into practice in the subsidiaries through a program of action and a schedule of implementation developed under the joint responsibility of the management and the trade unions.
This program will be subjected to a joint follow-up and evaluation which provides information to the workers¡¦ representatives. The first evaluation of this framework agreement will be made during 1993.
IUF/BSN JOINT DECLARATION ON TRADE UNION RIGHTS
BSN and the IUF:
„h recalling the fundamental right of each employee to be represented and defended by the trade union organization of her/his choice;
„h affirming that the counterweight represented by the trade union organisations contributes to the respect of the needs and aspirations of the workforce by company executives
„h mutually recognizing the legitimacy of each party and their right to participate in the social as well as economic spheres, each mindful of their respective responsibilities as far as these conform with laws, collective agreements or other contractual agreement in effect;
„h are convinced that reinforcing democratic forms of co-operation in the enterprise is the responsibility of both parties, and that this implies the recognition of divergent approaches and differences in judgement as well as the search for negotiated solutions;
„h note that achieving this objective requires efforts to provide economic and social education and information to the entire workforce as well as their representatives to better understand the problems, the limitations faced by the company, and what it has at stake;
In this spirit, BSN and the IUF undertake to:
1. Monitor proper compliance throughout all BSN subsidiaries with ILO Conventions 87, 98 and 135, which concern respectively:
„± the right of all employees to join the trade union organization of their choice;
„± the right of all workers to be free from any act of discrimination leading to the restriction of trade union rights;
„± the protection of all workers' representatives from all prejudicial measures, including firing, resulting from their status or activity as representatives of the workforce in accordance with the law, collective agreements, or other forms of contractual agreement in effect;
2. Encourage management and trade unions to negotiate agreements [concerning trade union rights], where possible for fixed durations, and to seek to publicize these agreements among the workforce to the widest possible extent;
3. Encourage management and employee representatives to negotiate and conclude agreements seeking to ensure that trade union and employee representatives benefit, with comparable ability, from the same opportunities of access to training, salary progression and promotion as other employees, and that the remainder of their professional development is taken care of when they decide to stand down from office.
Within the continuity of the BSN/IUF framework agreements (equality of men and women, economic and social information, vocational training), BSN and the IUF confirm that the process of informing and educating trade union and worker representatives should develop within each BSN subsidiary with the goal of ensuring effective implementation.
A first review of the implementation of this declaration will be undertaken in a concerted way during the plenary meeting in 1995.
JOINT UNDERSTANDING IN THE EVENT OF CHANGES IN BUSINESS ACTIVITIES AFFECTING
EMPLOYMENT OR WORKING CONDITIONS
This Joint Understanding defines the modalities for the putting into effect of the provisions of the protocol agreement for the constitution of the Danone Information and Consultation Committee on questions affecting employment and working conditions.
Paris, 9th May 1997
THE FRENCH TEXT IS TO BE CONSIDERED THE REFERENCE TEXT.
Further to the IUF/Danone Common Viewpoint and to subsequent joint plans, action programs and declarations, this Understanding has as its purpose to introduce additional provisions beyond those already in existence within the Companies of Danone Group, applicable in the event that new techniques, organisational processes are implemented, or in the case of substantial changes in production volume, transferral of substantial part of production, partial or full closings of facilities and, in general, in all situations whereby working conditions or the nature of employment contracts are significantly affected.
The local management of Danone companies and the trade unions - or in their absence employee representatives - are now responsible for translating the general principles outlined below into practical provisions. Those provisions should under no circumstances be substituted for more favourable clauses existing at Danone.
1. TRAINING
The Danone Information and Consultation Committee considers that the development of employee skills through training, as part of a future-oriented personnel management approach, is a primary tool for protecting current jobs by preparing for coming technological or economic developments.
The Danone Information and Consultation Committee call upon labour and management to implement locally the provisions of the IUF-Danone action program of September 1989 on equality of men and women at the workplace, and the agreement of April 1992 on skills training, keeping in mind the following basic principles:
„h in the event of major changes in working conditions or in business activities causing the suppression of jobs, the employees concerned should be entitled to receive training for the purpose of helping them find occupation either within the companies of Danone Group or elsewhere;
„h the terms and conditions of training programs (duration, cost, objectives) shall at least be communicated to the trade unions concerned or, in their absence to employee representatives;
„h management shall see to it that employees are not required to incur expenses in connection with training. Any outlays in this connection are to be underwritten by management.
2. CONSULTATION
Subject to legal and statutory provisions in effect in the country concerned, the management of subsidiaries or facilities undertakes to consult with unions representing their employees, or in their absence with employee representatives. The following shall be applicable to consultations:
„h consultations should take place as early as possible, and not later than 3 months prior to the expected changes, whenever said changes concern a significant number of jobs (partial or total closing);
„h unions or employee representatives should be provided material in support of management decision, stating the goals and reasons for it;
„h management should clearly indicate the consequences for employees of its decision in terms of changes in employment contracts or working conditions, or of job cut-backs;
„h the transfer of employees affected by the decisions to other positions within the companies of the Danone Group should be examined prior to any other measure being considered. To the extent that it is feasible, jobs to which employees are transferred should be located in the same vicinity;
„h consultations should provide a venue for trade unions - or, in their absence for employee representatives - to submit proposals as alternatives to plans by management (redistribution and shortening of working hours, reductions in overtime, etc.). Unions shall have the option of being assisted in this task. Management should examine and respond to proposals reasonably promptly (within one month at most) and defend its decisions before the concerned bodies;
„h permanent jobs should be considered the priority. Cut-backs should first be made among all other type of jobs (temporary, subcontracting) in order to protect permanent positions.
3. PLACEMENT ASSISTANCE
A specific structure shall be set up whenever a management decision results in job losses. Its task shall be to help employees having lost their job find positions corresponding to their qualifications, skills, pay level, working conditions and place of residence. The structure shall be created at the time of management¡¦s decision, subject to applicable legal provisions, and may remain in existence after the implementation of said decision.
Trade unions - or, in their absence, employees representatives - shall be entitled to participate in the monitoring of placement activities.
Management, aware of the economic repercussions for communities where jobs are being eliminated, shall propose to support efforts aimed at creating new jobs and stimulating economic development through measures designed to promote the development and growth of local business firms. Such support may, if appropriate, be given jointly with local government authorities. It may consist of various measures, such as consulting services, market or feasibility studies and possibly financial assistance.
4. TRADE UNION RIGHTS
In the event of the partial or full closing of a facility, delegates of unions representing its employees may be granted time off with pay in order to perform their duties, if applicable regulations or agreement do not already call for it. Extraordinary time off with pay shall be negotiated with management at the local level.
FAO confirms global impact of BSE crisis
09-Feb-2001Since the first appearance of the fatal brain-wasting variant Creutzfeldt-Jakob disease in humans, the IUF has drawn attention to the global and systemic nature of the BSE crisis. The Food and Agriculture Organization of the FAO has now warned that meat and bone meal and potentially infected live cattle were exported from Europe to over 100 countries since 1986, thus widening both the public health risk and the threat to employment in the meat and related sectors. For more information, click here.
Since the outbreak of the BSE crisis, first in the UK and now at European level, the IUF has criticized the European Union's improvised and partial approach to the crisis. EU policy has both neglected the needs of workers in the meat and related sectors, and failed to address the root cause of the crisis, namely government support for hyper-intensive production methods which are now seen to have fatal consequences.
Our insistence on the global nature of the crisis is now confimed by the recent press release from the Food and Agriculture Organization (FAO) of the United Nations (an organization with which the IUF continues to have major policy differences). In the press release, which is attached with this circular, the FAO estimates that between 1986--96 until today, meat and bone meal from Europe - believed to be the primary vector for spreading the fatal disease - was exported to more than 100 countries, while a similar number of countries imported live cattle. The figure for both is of course greater since both animal feed and live animals were re-exported to third countries.
According to the FAO, "All countries which have imported cattle or meat and bone meal that originated from Western Europe, during and since the 1980's, can be therefore considered at risk from the disease. Regions that have imported sizeable quantities of meat meal from the UK during and since the 1980's include the Near East, Eastern Europe and Asia."
To read the full text of the FAO press release, click here.
Predictions on the future course of the disease and the crisis in the meat sector are of course difficult to make, but it is safe to say that:
- consumer and public health fears are certain to contribute to continued job losses in the beef sector;
- BSE-inspired import bans (like the recent decisions of the USA and Canada to ban Brazilian beef) will increase and are likely to become a major source of friction inside the WTO, with important implications for workers and their unions;
- The only winners from the crisis are likely to be the food TNCs promoting GMO foodstuffs as an alternative to meat-and-bone meal. Monsanto's share prices have increased by over 50 percent over the past three months, largely on projected sales of GMO soy beans for use in cattle feed.
International union action is urgently needed to address the root cause of the crisis and to implement meaningful measures to transform the present world food system. This is the program around which the IUF is mobilizing its affiliates.
Unilever Acquisition of Bestfoods
01-Mar-2001Impications for Unions
On 4 October 2000 Unilever completed its acquisition of Bestfoods, one of the most profitable and global diversified food companies based in the USA, at the cost of some USD 21.3bn. In April 2000 Unilever had acquired Slim-Fast Foods and Ben & Jerry’s ice cream in the USA in purchases totaling USD 3.6bn.
With the acquisition of Bestfoods, Unilever becomes one of the largest global consumer products companies, with sales in excess of USD 52bn and employing some 300,000 at its operations in 88 countries. Unilever also produces a wide range of household and personal care products.
In recognition of the increased weight of its food sector, Unilever has reorganised its structure to create a foods division (which however does not include ice cream and frozen foods, which remain separate). This division includes many top managers coming from Bestfoods.
Earlier Unilever had announced a “Path to Growth,” centered on a massive restructuring plan that would reduce the number of its major brands from 1600 to 400 and close many factories worldwide. The company has also been divesting itself of many product sectors, such as its Elizabeth Arden perfume business. Earlier in 2000 it sold its European bakery business to CSM.
In February 2001 Unilever announced the sale of the Bestfoods bakery business in North America to the Canadian food group George Weston Ltd. The Bestfoods bakery business has some 12,000 employees, including thousands of union members, mainly in the BCTGM.
Also as a condition for acquiring Bestfoods, Unilever was required to divest itself of 12 of its former European brands, notably in dry soups and sauces that competed with Bestfoods’ Knorr range. At the end of January 2001 six factories with some 1,300 employees were sold to Campbell. The largest of these factories are Ashford and Worksop, UK with some 826 employees, with smaller numbers at Lesieur Dunkerque, Drogheda (Ireland), Karpaland (Sweden) and Utrecht (NL).
What are the implications for employees of Unilever take-over of Bestfoods? How have unions and works councils reacted?
1. There are implications for employees of those companies that are being sold to Campbell and George Weston as part of the consolidation process. In recent years unions and works councils representing employees in companies being sold by Unilever were able to secure guarantees that their collective agreements and work conditions would be maintained for four years (when the speciality chemical unit was sold to ICI) or for three years (sale of the European bakery unit to CSM). The Unilever European Works Council is asking for similar guarantees in European companies and factories that are being divested as required by the competition authorities.
2. The Unilever European Works Council has presented a proposal to the company on how restructuring in general should be handled.
3. The chairpersons of the Unilever and Bestfoods European Works Council have met; a basis has been laid for co-operation between the two groups in the transitional period, and plans are being made to re-negotiate the Unilever EWC agreement to include former Bestfoods employees.
4. There are concerns that the restructuring process already underway at Unilever and Bestfoods might be accelerated during the period of consolidation. For example in October Bestfoods Germany announced the sale of the Ubena spices business and the related closing of the factory in Bremen with 122 employees. The Ubena brand is being acquired by Fuchs Gewürze GmbH, which will produce the spices at its existing works in Dissen and Schönbrunn. The NGG has expressed concern about a further reduction of jobs at the other 7 Bestfoods sites in Germany with some 3200 employees (2100 of them at the headquarters site of Heilbronn). The PACE local union at Argo, Illinois, USA is also concerned about the future of the Bestfoods plant there.
5. The merger process arouses concern since Unilever claims that there will be saving of USD 750 million a year from the integration of the two businesses by 2002, to be achieved by a reduction in back office staff (IT, HR, accounting, etc.), in head offices, procurement, sales and distribution. This will be a major impact on white collar employees. On October 9 the Works Council’s Consultation Committee met with company representatives on the consequences of the merger.
Concerning the possible impact of the Unilever/Bestfoods merger in North America (where the food sectors of the two companies were relatively equal in size), it must be noted first that many of the union organised units will be excluded from the merger because of the sale of the Bestfoods bakery unit. There do remain however significant union organized sites in North America both in Unilever and in the former Bestfoods. After the sale of Bestfoods bakeries sector, the merged company will have about 28,000 employees in North America, with about 4,000 organized workers in production. Unions that represent workers in the company include locals of the UFCW, PACE, BCTGM and Teamsters.
PepsiCo: Company Developments
05-Mar-2001PepsiCo is a major global company both in the snack food and beverages sectors, and is an important strategic company for the IUF. It has earned the reputation of being predominantly anti-union and ruthlessly excluded trade union influence from its European Works Council.
PepsiCo may have lost the Cola War, but globally it has out-maneuvered Coca-Cola in the non-carbonated beverages sector. Furthermore PepsiCo is the largest global snack food company. Its Frito-Lay division represents 60 percent of PepsiCo’s global sales and operating profits.
In cola beverages, PepsiCo remains second only to Coca-Cola, and has restructured its bottling operations along the lines of Coke’s anchor bottlers. The largest, the Pepsi Bottling Group (PBG) markets, manufactures and distributes Pepsi-Cola beverages in the USA, Canada, Greece, Spain and Russia. On 1 December 2000 the number 2 and number 3 Pepsi bottlers merged into PepsiAmericas, with revenues of $3.2bn and operations in part of the USA, Jamaica, Poland, Hungary, Czech and Slovak Republics.
The IUF considers these anchor bottlers to be an integral part of the PepsiCo global system, and holds PepsiCo responsible for any violations of the labour rights of its employees, just as it does with the Coca-Cola Company.
In beverages, PepsiCo’s Tropicana is the dominant premium orange juice. Its other non-carbonated beverages include Aquafina purified water. PepsiCo has announced that in India alone it will open twelve Aquafina bottling plants in the coming year.
In 2000 it acquired South Beach Beverage Company, which makes herbal juices and teas. The most ambitious moves have come in early December with the acquisition of the Quaker Oats Company for some USD14bn, mainly for its sport drink Gatorade, which controls 62 percent of the U.S. sports drink market. PepsiCo expects that its anchor bottlers will benefit from Gatorade’s sales channels. With South Beach Beverages and Gatorade PepsiCo will control about 22 percent of the non-carbonated beverages sector in the USA, even if it is required by anti-trust regulators to dispose of its own AllSport brand as a condition of acquiring Gatorade.
Company Developments at Coca-Cola
05-Mar-2001Following the numerous problems that affected the Coca-Cola Company in 1999 and the selection of a new CEO, Doug Daft, the company has tried rather desperately to refurbish its structure and image.
The slashing of 6,000 Atlanta headquarters positions and the dispersal of marketing functions to other regions is intended to reduce delays in making decisions and mistakes caused by Atlanta's distance from Coke's global markets. Multiple layers of bureaucracy were seen to be interfering with market decisions in the field. Daft, whose experience was mainly in the Asia/Pacific region, is a strong advocate of decentralisation.
CCC will remain a marketer of non-alcoholic beverages, but with more local brands depending on local tastes. The flagship Coke brand is to be supplemented by non-carbonated beverages, waters, sport drinks, etc. However PepsiCo acquired Quaker, including the Gatorade brand, when Coke's board refused to endorse its costly acquisition. Coke’s failure to acquire Gatorade leaves it a global second to its rival PepsiCo in the rapidly growing sector of non-alcoholic, non-carbonated beverages.
However Coca-Cola continued to suffer serious problems in 2000. Settling a racial discrimination case for its treatment of its black employees cost nearly USD 200 million. And volume sales growth remained well under that achieved before 1998. Coke's most valuable asset, its brand valuation, decreased by some $13bnUS in that time.
Daft's anti-centralisation rhetoric does not change our trade union strategy for dealing with Coca-Cola, which is based on our insistence that the CCC be held responsible for the entire system’s labour-management practices. The Coca-Cola Company itself has very few non-managerial employees. Most Coca-Cola employees are employed by Coke's anchor bottlers, the largest of which, Coca-Cola Enterprises with its greater experience with unionised employees has behaved more fairly with respect to the EWC in Europe.
To date the Coca-Cola Company remains unwilling to enter into discussions with the IUF for any agreement on trade union rights for those employees it directly or indirectly controls.
Trade Union Developments in PepsiCo
05-Mar-2001Uganda
Members of the IUF affiliate Uganda Beverages, Tobacco and Allied Workers' Union went on a sit-down strike on 17 January 2001 against Crown Beverages, the Pepsi bottler in Nakawa, protesting mistreatment, late payment of wages and allowances, and failure of management to recognize the union. Three days later the union was able to elected seven branch officials, and submitted to proposals for collective bargaining to management. The IUF is monitoring the situation.
Pepsico India
Pepsi’s largest company owned bottling plant in India is located in Kanpur Dehat, an industrial district highly subsidized by the state. It is operated by M/s PepsiCo India Holdings, Ltd, a wholly owned subsidiary of PepsiCo. It has 101 unionized permanent employees as well as non-union contract laborers. The collective bargaining agreement had expired at the end of 1999, and management had refused to negotiate any improvement in wages or benefits.
In February 2000 the local union affiliated to the Center of Indian Trade Unions. Pepsi management responded by charging the two principal union officers with “sabotage” and suspending them. On 3 February the permanent workers were denied entry to the factory, and management insisted that workers sign individual statements accepting all management terms and conditions as a condition of entering the factory and resuming work. After giving notice, the union responded with a one-day token strike on 30 March. Management suspended 46 workers and refused to allow the rest of the workers to return until each worker signed an individual undertaking renouncing unionization. When the workers refused to sign, they were denied the paychecks they had already earned for the month of February and March, and locked out.
CITU tried to negotiate with management through the Labour department, but management continues to insist that the workers sign a bond before being allowed to return to work, a demand that the union is refusing. The company has ignored numerous orders from the State Labour Department to reinstate workers that were unfairly dismissed.
A meeting organised by the IUF for Coca-Cola workers’ unions in India on 29 November agreed to send protests to PepsiCo demanding the reinstatement of these workers.
North America
During the year there were successful strikes for collective bargaining agreements against the Pepsi Bottling Group (in Somers, NY, USA) by a local of the Teamsters union and against Frito-Lay (in Cambridge, ONT Canada) by a local of the Steelworkers (now CAW). The new CBA in Cambridge ended the company practice of compulsory overtime and included part-time workers in the agreement, securing them significant pay raises.
BCTGM Local 364 successfully renewed a CBA at Vancouver, WA, USA, where the company had three years before tried to decertify the union as bargaining agent.
Coca-Cola: Union Developments in Asia-Pacific Region
05-Mar-2001At the end of 1999, Coca-Cola Amatil suddenly closed two Manila bottling plants a few days after the IUF's first Asia-Pacific Coca-Cola Conference was held in that city. The affected union, not part of the IUF council of Coca-Cola unions in the Philippines, could not sustain the ensuing struggle, and the workers accepted the relatively high buyout provisions for their jobs. The irony is that this brutal action did not succeed in salvaging Coca-Cola Amatil's Philippine operations. One year later the company resold Coca-Cola Philippines to the same company (San Miguel) from which it had acquired them three years previously.
Nor has Coca-Cola fared much better in South Asia. Unsatisfied with its franchises there, Coca-Cola began three years ago a programme of acquiring these franchises directly, with the goal of restructuring them and reselling them to a new anchor bottler. One result has been a series of serious labour disputes at Coca-Cola bottlers in India, Pakistan and Sri Lanka.
Coca-Cola India
Hindustan Coca-Cola Beverages (HCCBPL) was created when Coca-Cola returned to India in October 1993, by buying out the Parle soft drink business with its local brands and 52 bottling plants (including those of Parle's franchise partners).
In the last two years, HCCBPL invested some $836 million in infrastructure (retail and distribution network), while setting up 10 new "greenfield" bottling sites in rural areas. Their location in rural villages has several advantages for Coke, including a low-cost labour force that it hires as contract labour and special subsidies and tax breaks from the state governments for investing in remote rural areas. Moreover the rural market is largely untapped and lacks safe drinking water, encouraging those who have sufficient income to drink Cokes.
All the new plants are fully automated with relatively few permanent workers (38 percent percent of the total). The others are contract workers hired at low wages either from local villages or migrants from Bihar or Uttar Pradesh. The capacity of each plant is several times that of the older semi-mechanised plants while employing fewer workers. One new plant in Gaziabad has the capacity to bottle 120 thousand crates per day (4-6 times that of the older plants) with less than 200 workers (the older plants averaged 500 workers). The ten new plants can produce as much as the 52 acquired from Parle, but are still operating at very low capacity.
In the process of developing new plants, the company tried to buy out the plants controlled by its franchise partners (those formerly associated with Parle). In some cases agreements were not reached and in February 2000 Coke cancelled the franchise licenses of the Poona Bottling Company in Puna and Waluj Beverages in Aurangabad. While a legal battle is being waged between Poona and Coke, Poona workers have been laid off and unpaid
Coke also closed some of the low-capacity bottling plants it did buy from Parle franchises. It closed the Andheri plant (near Mumbai-Bombay), laying off 500 workers and shifted its machinery to the Wada plant. The company is ignoring a decision from Mumbai High Court to employ these workers at the Wada plant.
Of the 44 Coke plants now operating nearly half are unionised. 70 percent percent of these are owned directly by HCCBPL, whose management is trying to retrench permanent workers all over India, through Voluntary Retirement Schemes (VRS) The unionised HCCBPL plants have higher wages than non-union ones, and in some plants even the contract workers are unionised (which means higher wages but no other benefits).
Union Activity at Coca-Cola India
30 delegates from 11 Coca-Cola Factory Unions in India and Nepal met in Bangalore under the auspices of the IUF on 29-30 November 2000 to discuss the situation across Coca-Cola factories in their countries. The meeting resolved to form an All-India Forum of Coca-Cola Unions. The Forum pledged not to disturb current affiliations and or the status of existing plant level unions, but would act in mutual solidarity as Coca-Cola workers irrespective of affiliations.
The Coca-Cola bottler in India tried to discourage workers attending the meeting. As well, a public relations firm based in Ahmedabad was asked by Coke to "investigate" the IUF’s educational office (SAEO) and find out details about the meeting.
The IUF has made it clear to the Coca-Cola Company that it will not tolerate any interference with the right of trade unionists to meet together at the national and international levels without fear of retaliation.
The meeting agreed to an action day on 18 January 2001 in support of locked out and suspended workers from plants in Poona, Aurangabad, Walluj, Jammu and Andheri. At plants throughout India, petitions were presented to management, protest badges were worn, and rallies successfully held.
The steering committee of the Forum will meet in Pune in March 2001,with the IUF SAEO acting as convenor of the forum. Aims of the forum include a 40-hour workweek, opposition to closures of plants, reducing the use of contract workers and increasing permanent employment.
Coca Cola Beverages Pakistan Ltd
An IUF Coca-Cola meeting held in Karachi discussed problems at bottling plants in Pakistan where acquisition by overseas interests led to lay-offs, intimidation and unfair dismissal of union officials.
The new management refused to recognise the registered union at the Rahimyar Khan, while laying off 95 of the 200 permanent employees.
In July three union officers at the Gujranwala plant were dismissed from employment following the application of their organisation for collective bargaining status. Demanding their reinstatement, the IUF pointed out to Coke's country manager that dismissal of workers for trade union activity was a serious breach of the right to freedom of association and collective bargaining. Some 50 permanent employees were also laid off by the new management.
The IUF discussed these problems with Coca Cola management in Atlanta, without receiving to date a satisfactory response.
Coca-Cola Sri Lanka
Despite attempts to break the Coca Cola Union (a branch of the Ceylon Mercantile, Industrial and General Workers’ Union) in Sri Lanka with offers of the largest retirement packages in the country’s history, workers have achieved an important victory in fighting restructuring and job reductions.
In June 2000, Coca-Cola management informed its workers that in spite of a signed collective agreement the company would not pay an agreed 20 percent wage rise. Management refused to negotiate on these matters except through offers of retirement schemes. Workers undertook a number of measures to demonstrate that such action was unacceptable. On November 20 clerical and manual workers participated in a joint one-day occupation of the Biyagama plant. This led Coca-Cola management to agree to negotiate a settlement to workers’ demands. As a result of united activity, workers were able to retain their wage gains in a new collective agreement, which included a clause that staffing levels would not be reduced.
Strategic Company Developments in the Brewery Sector
05-Mar-20011. Anheuser Busch (AB)
The giant of the US market and number one brewer in the world by volume, AB tries to increase domestic market share in combination with growing profitability based on massive volumes and economies of scale in its giant breweries. AB achieved record U.S. beer volume of 98.3 million barrels in the USA in 2000, up 2.7 percent over the previous year. Its Budweiser and Bud Light are the biggest global beer brands by volume.
AB tries to expand international profitability by selling its global brands and by making investments in leading brewers in growing beer markets. However despite the power of its Budweiser brand in the US and UK markets and its massive production volumes, AB has not yet really succeeded as a global brewer.
In January 2001 Anheuser Busch increased its share to 23 percent in Compania Cervecerias Unidas (CCU), the leading brewer in Chile, as part of its strategy of expansion into Latin American markets. However AB loses money on most of its international operations – its only major success is its 50 percent share of Grupo Modelo, Mexico’s largest brewer, which produces and exports the Corona brand. AB recently withdrew from its partnership with the Brazilian brewer Antarctica after a ruling by the Brazilian anti-trust authority, and it has not been able to resolve its trademark dispute in Europe with the Czech Republic’s Budejovicky Budvar. For more information from the company, its web-site is www.anheuser-busch.com.
Union Organisation: A national collective agreement with the International Brotherhood of Teamsters covers AB breweries in the United States. The last agreement was finally reached in 2000 following a lengthy stalemate in negotiations. Since the Teamsters are not currently an IUF affiliate, inquiries about this agreement may be made to the IUF.
2.Heineken
Heineken is the world’s most international brewer with production in over 110 breweries in 50 countries with some 37,000 employees. It is the largest European brewer and second largest in Africa to SAB.
While the Heineken brand has grown 19 percent to reach 20.4m hl in the last decade, the volume of Heineken’s local brands has grown in the same period by 55 percent. However Heineken is not so strong in the growing premium and specialty beer segments. Exports of Heineken from the Netherlands to the USA provide a large share of its profits.
In December 2000 Heineken increased its stake in Nigerian Breweries to majority control and will consolidate its results into those of the Heineken Group. Nigerian Breweries with 5 breweries has a market share of 52 percent in Nigeria, the second largest beer market in Africa.
Heineken owns 50 percent of Poland’s largest brewery Zywiec, which announced in November 2000 that it would close its breweries in Gdansk and Lancut, laying off some 300 workers. Zywiec has lost market share to SAB in Poland, and is operating at a net loss. Heineken is also active in other Central European countries (Hungary, Slovakia, and Macedonia).
In Latin America Heineken has two partners, Kaiser (Brazil) and Quilmes (Argentina) who could be on a potential collision course. Likewise in Asia Pacific it operates closely with its partner Fraser & Neave in Asia Pacific Breweries (APB) while at the same time operating independently in a number of markets. Heineken has not made major recent acquisitions, but is highly regarded by investors for its effective international scale.
The company web-site is www.heinekencorp.com.
Union Organisation: In its Netherlands home base, Heineken is strongly organised by the Bondgenoten FNV and the CNV Bedrijvenbond. In September 1997 the unions and works council achieved excellent agreements to deal with the social consequences of restructuring and brewery closings. Copies of these agreements (Scheme for Transfer due to Organisational Reasons and Supplementary Social Regulations) are available in English from the IUF.
The Bondgenoten FNV is the co-ordinating union for IUF trade union work at Heineken and for the Heineken European Works Council (contact [email protected]). The Heineken EWC meets twice yearly and includes colleagues from Poland and Hungary as well as from the EU countries.
3.Interbrew
In the 1990s Interbrew made numerous acquisitions including Labatt in Canada, in Central and Eastern Europe, China and South Korea, some 20 acquisitions in 15 markets for some $9bn. Its production volumes went from 15m hectolitres in 1992 to 72.4m hl in 1999. Its domestic Belgian business now accounts for less than 8 percent of the company's total volume, compared to 43 percent in 1992
In 2000 Interbrew spent some $4bn to buy Whitehead and Bass breweries in the UK, demonstrating its commitment to become one of the world's biggest brewers. However UK anti-trust authorities blocked its acquisition of Bass in January 2001. Interbrew is now desperately trying to salvage its GBP2.3bn investment in Bass. But other interested brewers (SAB, Carlsberg, Diageo, Heineken) did not want to spend so much, and Interbrew does not want to strengthen any of its major competitors. Interbrew had been listed for the first time as a public company on the Brussels stock exchange in December 2000, and its shares fell more than 25 percent following the UK ruling. As of this writing Interbrew may try to sell off various pieces of Bass to different investors, which might cause major problems for the UK brewery unions (see below).
The company describes its strategy as focusing on the two key areas of consolidating and developing its key markets, such as the Netherlands, Belgium, France and North America, and expansion through acquisition in Central Europe, Asia and South America. It markets its basic lager Stella Artois as a “reassuringly expensive” brand in the UK, but in fact it also continues to produce a wide variety of traditional Belgian premium and specialty brands.
Interbrew is heavily committed to expansion in Central and Eastern Europe. Sun Interbrew operates nine breweries in Russia and the Ukraine.
The company web-site is www.interbrew.com.
Union organisation: In Belgium Interbrew is well organised by the IUF-affiliated unions in the FGTB and CSC federations, which share responsibility for trade union coordination within Interbrew globally (contact through this site). They have supported IUF educational activities for Interbrew workers in Central Europe. There is an active Interbrew EWC.
IUF affiliates in the UK had supported Interbrew’s acquisition of Bass Brewers. The TGWU and GMB, the leading unions in the UK brewing industry, wrote to the Competition Commission in support for Interbrew’s takeover of Bass Brewers. The IUF-affiliated unions said that they believed that Interbrew was committed to protecting lesser brands and to the overall future of brewing in the UK. They were concerned that forced disposals of brands would undermine employment by weakening Bass. A statement by Brian Revell, TGWU National Organiser, is available at http://www.tgwu.org.uk/tgonline/newsrelease/dec2000/pr0427.htm.
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Both the TGWU and GMB expressed their dismay when the UK trade secretary decided to block the takeover of Bass by Interbrew. The union members at Bass are now facing a long period of uncertainty, whereas Interbrew had given a commitment that there would be no closures before 2003. The implications for the workers might be particularly negative if Interbrew breaks up Bass into fragmented sales.
Another Interbrew subsidiary, Labatt, operates nine breweries in Canada and employs 4700 in North America. Local 250 of the IUF affiliated Canadian AutoWorkers achieved a new collective agreement in March 2000 for 134 hourly workers at the Edmonton brewery.
4.Ambev
AmBev is the 4th largest global brewer with operations in Brazil, Argentina, Venezuela and Uruguay. It was formed in March 1999 by the merger of the two largest Brazilian breweries, Brahma and Antartica. AmBev operates 41 breweries in Brazil, after selling 5 of its breweries and the Bavaria brand (to Molson) as a condition of permitting the merger.
In November 2000 it acquired Uruguayan brewer Cympay (Nortena) from the Oetker Group. In September it had acquired the Salus brewer in a joint deal with Danone.
Union organisation in Brazil is through the IUF affiliates CNTA and CONTAC. Address inquiries to the general secretariat or to the IUF Latin American secretariat at [email protected].
5. Carlsberg Breweries
With 27,000 employees and some 54 million hectolitres of beer production at 72 breweries, Carlsberg Breweries becomes the 5th largest global brewer. Carlsberg Breweries will be established by the end of January 2001, 60 percent owned by Carlsberg and 40 percent by the Norwegian conglomerate Orkla. Orkla will transfer all of its Pripps Ringnes operations and Carlsberg all of its beer, mineral waters and soft drinks to the new company. Carlsberg Breweries also owns 50 percent of Baltic Beverage Holding (BBH), a joint venture with brewer Oyj Hartwall of Finland.
85 percent of Carlsberg's volumes now comes from Europe and 90 percent from outside Denmark. The company is currently be restructured, divesting non-beverage assets (Tivoli Gardens, silverware and porcelain) and changing its relationship with the Carlsberg Foundation so it has more freedom to concentrate on brewing activities and finance acquisitions.
The merger with Pripps Ringnes (Orkla), which has now been approved by the various Nordic competition authorities, makes Scandinavia its real home market. Merger and acquisition activity has given Carlsberg (through BBH) a major platform in the neighboring Baltic states, Russia and the Ukraine. The company’s other core markets are the UK, Switzerland and Asia.
On November 3, 2000 Carlsberg announced that it was acquiring Feldschlösschen, the largest brewery in Switzerland for CHF870m. It produces two national beer brands, Feldschlössen and Cardinal, and several regional brands, with beer production of about 2.4m hl at 4 breweries and water/soft drinks production of 3.4m hl at 4 other facilities. Its turnover last year was just over CHF1 billion. However, beer consumption is declining rather rapidly in Switzerland, and the company lacks a premium export beer.
Carlsberg will use its distribution and merchandising network to market its own premium brands. It also suggested that its facilities could export non-alcoholic beer and other beverages to the Arab countries. Carlsberg will create a “centre of excellence” for non-alcoholic beers in Rheinfelden, headquarters site of Feldschlösschen.
Carlsberg has a major presence in Malaysia, where it controls 65 percent of the local beer market. In December it signed an agreement with the Thai Chang Beverage Company to form a joint venture, Carlsberg Asia Ltd, which expects to brew 17m hl in 2001 for Asian markets, mainly Thailand and South Korea. However in August Carlsberg sold its Shanghai brewery to Tsingtao, exiting from China where it was suffering major losses.
As a condition of the merger with Pripps Ringnes, which produces and distributes PepsiCo products, Carlsberg must pull out of its joint venture with Coca-Cola (CCNB). CCNB had earned its first profit in three years in the first half of 2000.
As the market leader in Scandinavia and Baltic region, Carlsberg will make it tough for any other brewer to compete in that part of the world. Carlsberg’s global strategy uses the Carlsberg brand as its flagship. It may engage in major restructuring to make the Nordic region into a significant cash generator to finance the global ambitions of the group.
Union organisation is through the Danish union SiD, with which the brewery workers union Bryggeriarbejderforbundet (BAF) merged in January 2001. Contact [email protected] or [email protected].
The Swiss union FCTA/VHTL represents most of the 2,600 Feldschlösschen employees. In 1996-7 the union carried out a successful campaign to prevent the threatened closure of the Cardinal brewery in Fribourg. The union expressed a hope that the acquisition by Carlsberg might lead to better utilisation of productive and distributive capacity, thus helping to secure jobs. However the union fears that already-planned restructuring will proceed under Carlsberg. The union promised to continue its struggle to maintain jobs at the brewery with decent wages and working conditions.
6. Miller
Owned by Philip Morris, Miller competes with Anheuser Busch in North America. It does not seem to have significant global aspirations, and there are rumors that Philip Morris may put it on the market.
Union organisation: other brewers (such as Heineken) often use its giant flagship plant in Ohio, organised by the United Automobile Workers (UAW), as a benchmark plant.
7. South African Breweries (SAB)
SAB on the other hand has major global aspirations. SAB does not depend on one flagship brand such as Budweiser, but invests in emerging and developing markets that offer good growth prospects. In just five years its beer volumes increased by 50 percent. While its share of the South African domestic market remains at 97 percent, its pace of global acquisition has meant that total volume accounted for by South Africa has fallen from 85 percent in 1992 to 45 percent. However it still earns some 80 percent of its profits there, using them to finance international expansion. It has drastically restructured its breweries in South Africa, cutting the work force and building in Port Elizabeth a new state-of-the-art brewery.
In Africa SAB has stakes in breweries in Botswana, Swaziland, Lesotho, Tanzania, Mozambique, Zimbabwe, Zambia and Seychelles, as well as in the Canary Islands.
SAB is also expanding rapidly in Eastern Europe and China. In recent years it acquired two breweries in Poland and one each in Hungary and Slovakia. In 1999 it took over Pilsner Urquell in the Czech Republic for some USD600 million. Although SAB has stated it has no plans to reduce the work force there, it is evident that it must dramatically increase exports of Pilsner Urquell into Western Europe to recoup its high acquisition cost. China and Eastern Europe will remain critical to SAB's future growth ambitions since African markets offer less potential for growth.
Union organisation: The IUF co-ordinating union is the Food and Allied Workers Union (FAWU), which has already assisted in seminars for SAB unions in Poland and the Czech Republic, and is interested in assisting SAB unions in Africa as well. FAWU has been able to negotiate innovative training and AIDS prevention programs with SAB. There is also substantial union organisation at SAB sites in Poland, Hungary, Czech Republic and Slovakia.
The IUF has maintained contacts with the management of SAB International, and has presented the company with a proposal for a global agreement on trade union rights.
8.Kirin and 9. Asahi breweries in Japan are organised through IUF affiliates, which may be contacted through the IUF Japan office at [email protected].
10. Scottish & Newcastle (S&N)
With 7 breweries in the UK and one in Ireland, S&N is the largest British brewer. It produces its own brands like Courage and Newcastle Brown Ale, while producing Fosters and Beck’s under license for the UK. In 2000 S&N sold off its Centre Parcs leisure business, acquired Kronenbourg and Alken-Maes from Danone, and acquired a 49 percent stake of the Portuguese brewer Cervejas. Thus it is becoming a major global brewer.
Union co-ordination is the responsibility of the T&G (contact [email protected]). Following the acquisition of Kronenbourg and Alken-Maes, in May 2000 the IUF organized a meeting at Brussels between representatives of the Danone subsidiaries being sold to Scottish & Newcastle; however there continue to be problems with their full participation in the S&N EWC.
In January 2001 S&N announced that it would cut 1300 jobs over the next four years at its Scottish Courage brewing business in the UK. The reduction in the workforce from 6,500 to 5,200 will be due primarily to the reorganisation of its beer distribution system around three regional centres in the UK and will not affect S&N’s international operations such as Kronenbourg. The T&G will engage in a process of negotiations with the company to seek to minimise the job losses, with the aim of avoiding any compulsory redundancies.
Other Breweries
Guinness (Diageo)
Rationalisation and job cuts are threatening employment at Guinness in Ireland. The IUF-affiliated unions SIPTU and ATGWU are mobilising the 2000-strong Irish workforce to resist a major restructuring plan that threatens to reduce its brewing operations in Ireland to one plant – St. James’s Gate in Dublin. One plant threatened with shutdown is in Dundalk, now staffed by only 60 workers since production of the Harp brand for the U.S. market was transferred to Canada. Union leaders fear that operations reviews underway at plants in Kilkenny, Waterford and Dublin may result in closings and job cuts
A Guinness spokesman defended the company’s position: “There is excess capacity on a global basis and we have to look at costs across all of our brewing operations. Competition in the drinks industry is increasing all the time.” This statement by Guinness reflects the threat of global consolidation and restructuring that increasingly affects all brewery workers’ unions.
Following the announcement by Guinness in July that it would close the Dundalk packaging plant by the end of September, SIPTU and the ATGWU polled their members at four Guinness plants for industrial action. The unions had not been consulted on the results of an operations review or on management plans for the future. With nearly 1000 employees balloting on industrial action, Guinness management decided to withdraw the closure deadline and open negotiations with the unions. It agreed to provide all relevant financial information to the Joint Union Forum. The unions will examine the information to determine whether there is a viable alternative to plant closures.
For information, contact John Kane at [email protected].
Growing Concentration in the Global Beer Industry
05-Mar-2001Until recently the world's beer industry has been regarded as fragmented, dominated by local players and tastes and overshadowed by mature markets that were stagnant or declining. But in 1998-2000 the world's beer giants, seeking growth, turned their attention from mature domestic markets to the international level, increasing their global share to nearly 50 percent. Major mergers and acquisitions have dramatically altered the competitive landscape.
The concentration of the brewing industry continued apace during 2000:
Scottish & Newcastle bought Kronenbourg from Danone.
Carlsberg bought Pripps Ringnes and BBH.
Carlsberg acquired the brewery sector of Feldschlösschen in Switzerland.
Molson acquired the Bavaria breweries in Brazil, which AmBev had to spin off to meet anti-trust requirements.
Interbrew acquired Whitehead and attempted to buy Bass Breweries in the UK (The acquisition of Bass was rejected by UK anti-trust authorities in January 2001).
Aspiring global companies such as Anheuser-Busch, Carlsberg, Guinness, Heineken, Interbrew and South African Breweries, facing stagnant domestic markets, are seeking profitable growth both in developed and developing countries. Some brewers such as Heineken and Carlsberg have a long history of international experience, while others are relatively new to international brewing. Some focus on developing a global brand, while others like SAB try to build strong local and regional brands. There still appear to be opportunities especially in developing markets without a long tradition of beer drinking. However success is not automatic –with the exception of SAB, most foreign brewers have lost their shirts in China, and the domestic Tsingtao Brewery is emerging as the most competitive, buying up some 20 rival foreign and domestic breweries over the last 30 months.
Including these acquisitions, the approximate relative ranking of the ten largest global brewing companies (based on 1999 production figures in million hectolitres) is as follows:
1. Anheuser Busch USA 138
2. Heineken Netherlands 91
3. Interbrew Belgium 72
4. AmBev Brazil 64
5. Carlsberg Denmark 54
6. Miller USA 52
7. SAB South Africa 44
8. Kirin Japan 41
9. Asahi Japan 34
10.Scottish & Newcastle UK 33
Anhaltende Verletzungen der Gewerkschaftsrechte in Weißrußland
10-Mar-2001In den Rundschreiben 82/2000 und 112/2000 informierten wir euch über die eklatanten Angriffe durch das autoritäre Regime Alexander Lukaschenkos, des Präsidenten Weißrußlands, auf die Rechte der Gewerkschaften. Es ist großteils dem durch nationale und internationale Gewerkschaften, einschließlich der IUL, ausgeübten Druck zu verdanken, dass der Gewerkschaftsbund Weißrußlands (FTUB) seinen Kongress wie vorgesehen im Oktober abhalten konnte, ohne dabei wesentlich von der Regierung gestört zu werden.
Derzeit bereitet die Regierung Lukaschenkos jedoch neue und einschneidende Attacken gegen die Gewerkschaften vor. Die weißrussische Presse berichtete ausführlich über eine Sitzung des Präsidialausschusses, der am 5. Januar hinter verschlossenen Türen tagte und neue Einschränkungen der Rechte der Gewerk-schaften plante. Dazu gehören:
- Anweisungen an das Arbeitsministerium, die nationalen Gehaltsrunden (das Abkommen wird gewöhnlich am Ende des Vorjahres unterzeichnet) erst dann abzuschließen, wenn das gegenwärtige System der Arbeitnehmer-Arbeitgeber-Beziehungen radikal verändert sei. Das neue System würde die Tarifverträge durch individuell abzuschließende Verträge ersetzen;
- Maßnahmen zur Unterwanderung der Vertretungsfunktion des FTUB und anderer, kleinerer nationaler Gewerkschaftsbünde. In Minsk hat die Stadtver-waltung in dem großen Elektrizitätswerk Integral bereits interveniert, um die Gewerkschaften zum Austritt aus dem FTUB zu zwingen und einen neuen "regierungsfreundlichen" Verband zu gründen;
- dort, wo es den staatlichen Behörden und Direktoren der Betriebe nicht gelingt, den Austritt der Gewerkschaft aus dem FTUB zu erzwingen, sind die Direkto-ren der Betriebe angewiesen, eigene und vom Unternehmen gesteuerte Arbeit-nehmergremien einzurichten ("Räte der Arbeiterkollektive" oder STKs auf weißrussisch), um direkt mit der Betriebsleitung "zu verhandeln";
- Abänderungen des "Gesetzes über Aktivitäten der Gewerkschaften", die den Gewerkschaftsfunktionären den Zutritt zu den Betrieben verweigern würden. In den Motorenwerken von Minsk und Borisow haben die Betriebsdirektoren inzwischen jede Gewerkschaftstätigkeit während der Arbeitszeit verboten;
- Druck auf die Unternehmen, dafür zu sorgen, dass lokale Gewerkschaftsmittel nicht an die zuständigen industriellen, regionalen und nationalen Gewerk-schaftstrukturen überwiesen werden. Im Traktorenwerk von Minsk werden Mitgliedsbeiträge vom Unternehmen auf einem gesperrten Konto zurückbe-halten.
Der FTUB hat mit Unterstützung der anderen weißrussischen Verbände am 14. Februar zu einem landesweiten Aktionstag aufgerufen, um gegen die neuen An-griffe auf die Gewerkschaftsrechte zu protestieren; er bittet in diesem Zusam-menhang um die internationale Solidarität und Unterstützung.
Seit den vorjährigen internationalen Kampagnen zur Wahrung der Gewerkschafts-rechte in Weißrußland wissen wir, dass die Regierung auf internationalen Druck empfindlich reagiert. Bei der Präsidialausschuss-Sitzung am 5. Januar wurde das Außenministerium beauftragt, die diplomatischen Vertretungen und Botschafts-angehörigen anzuweisen, die Gewerkschaftsorganisationen in den Gastländern zu kontaktieren und ihnen die Regierungsposition "zu erklären".
Es ist unbedingt notwendig, dass die Gewerkschaften weltweit ihre Entschlossen-heit unter Beweis stellen, dass sie zur Verteidigung der Gewerkschaftsrechte in Weißrußland beitragen werden. Diesem Rundschreiben liegt eine leicht veränderte Version des IUL-Schreibens an Präsident Lukaschenko bei, in dem die neuen Angriffe verurteilt werden. Wenn möglich, sollten die Mitgliedsgewerkschaften eine Kopie ihres Schreibens am 14. Februar den weißrussischen Vertretungen in ihren Ländern überreichen, um auf diese Weise den Aktionstag der weißrussischen Gewerkschaften zu unterstützen. Vertreter der nationalen Gewerkschaftsbünde sollten sich, falls möglich, den Delegationen anschließen und die Medien darauf aufmerksam gemacht werden. Um die internationale Forderung nach Einhaltung international üblicher Arbeitnehmerrechte durch die weißrussische Regierung noch zu verstärken, bittet der FTUB, dass ihr Kopien eurer Schreiben an die weißrussi-sche Regierung auch an die zuständigen Regierungsbehörden in euren Ländern schickt.
Solidaritätsbotschaften, die eure Unterstützung der Kampagne zur Verteidigung der Gewerkschaftsrechte in Weißrußland zum Ausdruck bringen, können auch an den FTUB geschickt werden, und zwar per Fax: +375 17 210 4337/+375 17 223 9062.
Bitte schickt Kopien eurer Schreiben an die weißrussische Regierung auch an das Generalsekretariat und informiert uns, ob ihr am 14. Februar irgendwelche Aktionen beabsichtigt.
Ich danke euch im voraus.
Mit freundlichen Grüßen
Ron Oswald
Generalsekretär
ro/pr/023 - 2001
An: Hrn. Alexander Lukaschenko
Präsident der Republik Weißrußland
Fax: +375 17 2 26 06 10
Betrifft: Verletzung der Gewerkschaftsrechte in Weißrußland
Sehr geehrter Herr Präsident,
im vergangenen Juli erfuhren wir von schwerwiegenden Angriffen Ihrer Regierung auf die Gewerkschaftsrechte, nachdem sie versucht hatte, in den Kongress der weißrussischen Landwirtschaftsgewerkschaft Agrocomplex einzugreifen. Bedauer-licherweise scheint die Mißachtung international anerkannter und grundlegender Menschenrechtsstandards, zu denen das Recht auf Vereinigungsfreiheit gehört, eine anhaltende Tendenz auf seiten Ihrer Regierung zu sein, die nun durch die Nachricht über geplante gewerkschaftsfeindliche Maßnahmen Bestätigung erhält.
Gemäß den von uns erhaltenen Informationen
· wurde das Arbeitsministerium angewiesen, das Abkommen über die nationalen Gehaltsrunden nicht zu unterzeichnen, wie es am Ende jedes Kalenderjahres vorgesehen ist;
· haben örtliche Regierungsbehörden Betriebsgewerkschaften zum Austritt aus dem FTUB gezwungen, in der Absicht, die Vertretungsfunktion des Verbands zu unterwandern;
· werden die Direktoren in solchen Betrieben, in denen die Gewerkschaft den Austritt aus dem FTUB verweigern, ermuntert, Arbeitnehmerverbände einzu-richten, die vom Unternehmen kontrolliert und STKs genannt werden;
· wurden Abänderungen des Arbeitsrechts vorgeschlagen, die den Gewerk-schaftsfunktionären den Zutritt zu den Betrieben unmöglich machen sollen;
· behalten die Unternehmen die Mitgliedsbeiträge der Gewerkschaften auf gesperrten Konten zurück, anstatt sie an die zuständigen Gewerkschafts-strukturen zu überweisen.
Die hier genannten Maßnahmen entsprechen durchwegs einer Verletzung der in den Übereinkommen der Internationalen Arbeitsorganisation festgelegten und grundlegenden Arbeitnehmer- und Gewerkschaftsrechte.
Wir fordern Sie hiermit auf, den durch Ihre Regierung begangenen Verletzungen der Gewerkschaftsrechte sowie ihren Eingriffen in die Aktivitäten der Gewerk-schaften Einhalt zu gebieten und die Achtung und Wahrung der IAO-Standards zu gewährleisten.
Der Kampf des FTUB und der weißrussischen Gewerkschaften um die Wahrung der Arbeitnehmerrechte in ihrem Land wird von uns uneingeschränkt unterstützt. Darüber hinaus werden wir zu Protesten gegen die Maßnahmen Ihrer Regierung mobilisieren und die arbeitende Bevölkerung Weißrußlands unterstützen.
Hochachtungsvoll,
To: Mr. Alexander Lukashenko
President, Republic of Belarus
Fax: +375 17 2 26 06 10
Concerns: Violation of trade union rights in Belarus
Mr. President,
Last July we were informed of your government's flagrant attacks on trade union rights following its attempt to interfere in the proceedings of congress of the Agrocomplex Workers' Union of Belarus. Regrettably, the blatant disregard for internationally recognised basic human rights standards, including the right to freedom of association, appears to remain the trend with your government, as evidenced by information about anti-union measures it is currently planning.
According to information we have received,
· The ministry of labour has been instructed not to sign the national wages agreement, which is normal procedure at the end of each calendar year;
· Local government authorities have been forcing enterprise unions to disaffiliate from the FTUB in a move to undermine the representative function of the federation;
· In enterprises where the union refuses to split from the FTUB, directors are encouraged to set up management-controlled associations of workers called STKs;
· Amendments have been proposed to the labour code which would bar trade union officials from access to workplaces;
· Enterprises are withholding union dues but retaining them in blocked accounts rather than transferring them to the appropriate trade union structures.
The above measures constitute violations of workers' and trade union rights as set forth in the fundamental conventions of the International Labour Organisation.
We call on you to put a stop your government's violations of trade union rights and its interference in trade union activities and to observe ILO standards.
We fully support the FTUB and the trade unions of Belarus in their struggle to defend workers' rights in their country and will be mobilising protest against your government's measures and support for the working people of Belarus.
Yours sincerely,
Continuas violaciones de los derechos sindicales en Bielorrusia
10-Mar-2001En las circulares 82 - 2000 y 112 - 2000, les informamos acerca de los serios ataques contra los derechos sindicales por parte del gobierno autoritario de Alexander Lukashenko, Presidente de Bielorrusia. Debido en gran parte a la presión sobre el gobierno generada por las organizaciones sindicales nacionales e internacionales, incluyendo la UITA, la Federación de Sindicatos de Bielorrusa (FTUB) pudo celebrar su congreso en octubre, como había sido programado, sin una interferencia sustancial del gobierno.
No obstante, el gobierno de Lukashenko está preparando nuevos ataques de gran alcance contra los derechos sindicales. Se divulgó ampliamente en la prensa de Bielorrusia que, el día 5 de enero, se efectuó una reunión privada de la administración presidencial para planificar nuevas medidas con el fin de restringir y socavar los derechos sindicales. Éstas comprenden:
- las instrucciones al ministro de trabajo respecto a no firmar el convenio salarial nacional (normalmente firmado al término del año precedente) en espera de los cambios radicales en el sistema actual de relaciones industriales. El nuevo sistema reemplazaría los convenios colectivos por contratos individuales;
- las medidas para socavar la función representativa de la FTUB y de las otras federaciones sindicales nacionales más pequeñas. En Minsk, el gobierno municipal ya ha intervenido en la gran compañía manufacturera eléctrica Integral para obligar a las organizaciones sindicales a desafiliarse de la FTUB y a establecer una nueva federación "amarilla";
- cuando las autoridades estatales y los directores de empresa no pueden obligar a las organizaciones sindicales existentes a fraccionarse de la FTUB, los directores de empresa se esforzarán por establecer foros falsos de representación de los trabajadores ("consejos de trabajo colectivos" o STKs en Bielorrusia) para "negociar" directamente con la gerencia;
- las enmiendas a la "Ley sobre Actividades Sindicales", que impediría a los directivos sindicales el acceso a la empresa. En las fábricas de vehículos de Minsk y Borisov, los directores de empresa actualmente han prohibido toda actividad sindical durante las horas de trabajo;
- la presión sobre las empresas para asegurar que los fondos sindicales locales no sean transferidos a las estructuras sindicales apropiadas a nivel industrial, regional y nacional. En la Fábrica de Tractores de Minsk, los fondos de los cheques son retenidos por la empresa en una cuenta congelada.
La FTUB, con el apoyo de otras federaciones de Bielorrusia, han convocado una jornada de acción en Bielorrusia, el 14 de febrero, para denunciar estos nuevos ataques contra los derechos sindicales. La FTUB solicitó la solidaridad y el respaldo a nivel internacional.
Como resultado de las campañas internacionales del último año para apoyar los derechos sindicales en Bielorrusia, sabemos que el gobierno se ha vuelto sensible a la presión internacional. En la reunión del 5 de enero de la administración de Lukashenko, se solicitó al Ministro de Relaciones Exteriores que diera instrucciones a los representantes diplomáticos y los funcionarios de las embajadas para tomar contacto con las organizaciones sindicales en los países anfitriones a fin de "explicar" la posición del gobierno.
Es importante que los sindicatos en todo el mundo demuestren su compromiso concreto en defensa de los derechos sindicales en Bielorrusia. Se adjunta a esta circular una versión modificada de la carta que la UITA envió al presidente Lukashenko condenando estos nuevos ataques contra los sindicatos, la cual puede ser de su utilidad. Siempre que sea posible, las afiliadas deben tratar de entregar personalmente una copia de su propia carta de protesta a la representación de Bielorrusia en sus países el 14 de febrero, con el objeto de coincidir con las acciones programadas por los sindicatos de Bielorrusia en esa jornada. En la medida de lo posible, esto debe ser efectuado conjuntamente con las centrales sindicales nacionales y llevado a la atención de los medios de prensa. Con la finalidad de insuflar la presión internacional para que el gobierno de Bielorrusia acate las normas internacionales de derechos laborales, la FTUB solicitó que las copias de todas las cartas que ustedes envíen al gobierno de Bielorrusia sean trasmitidas a los directivos gubernamentales competentes en sus propios países.
Los mensajes de solidaridad también pueden ser remitidos a la FTUB, expresando su apoyo a la campaña de defensa de los derechos sindicales en Bielorrusia. Los mensajes de apoyo deben ser enviados por fax a la FTUB al: +375 17 210 4337/ +375 17 223 9062.
Sírvanse remitir a la secretaría general copias de todo mensaje que ustedes envíen al gobierno de Bielorrusia e informarnos sobre cualquier acción que ustedes podrían adoptar el día 14 de febrero.
Al: Sr. Alexander Lukashenko
Presidente, República de Bielorrusia
Fax: +375 17 226 06 10
Ref.: Violación de los derechos sindicales en Bielorrusia
Señor Presidente,
En el pasado mes de julio, se nos informó acerca de los flagrantes ataques de su gobierno contra los derechos sindicales, después de su intento de interferir en los debates del congreso de la Federación de trabajadores de Agrocomplex de Bielorrusia. Lamentablemente, el descarado desconocimiento hacia las normas internacionalmente reconocidas de los derechos humanos básicos, incluyendo el derecho a la libertad de asociación, parece continuar siendo la tendencia de su gobierno, como lo evidencia la información sobre las medidas antisindicales que se están proyectando actualmente.
Según la información que hemos recibido,
· Se ha instruido al ministro de trabajo a no firmar el convenio salarial nacional, lo cual constituye un procedimiento normal al término de cada año calendario;
· Las autoridades del gobierno local han obligado a los sindicatos de las empresas a desafiliarse de la FTUB en un movimiento para socavar la función representativa de la federación;
· En las empresas donde el sindicato se rehusa a fraccionarse de la FTUB, se fomenta que los directores establezcan asociaciones de trabajadores controladas por la gerencia, denominadas STKs;
· Se han propuesto enmiendas al código de trabajo, las cuales impedirían el acceso de los dirigentes sindicales a los lugares de trabajo;
· Las empresas están reteniendo las cuotas de afiliación pero guardándolas en cuentas congeladas, en lugar de transferirlas a las estructuras sindicales apropiadas.
Las medidas precedentes constituyen violaciones de los derechos sindicales y de los derechos de los trabajadores, tal como se estipulan en los convenios fundamentales de la Organización Internacional del Trabajo.
Le exhortamos a interrumpir las violaciones de su gobierno contra los derechos sindicales y su interferencia en las actividades sindicales, así como acatar las normas de la OIT.
Nosotros respaldamos plenamente a la FTUB y a los sindicatos de Bielorrusia en su lucha por defender los derechos de los trabajadores en su país y estaremos movilizando protestas contra las medidas de su gobierno y el apoyo para la población trabajadora de Bielorrusia.
Muy atentamente,
Fortsatta brott mot fackliga rättigheter i Vitryssland
10-Mar-2001I cirkulären 82 - 2000 och 112 - 2000 informerade vi om de grava kränkningar av fackliga rättigheter som president Aleksandr Lukashenkos auktoritära styre gör sig skyldigt till i Vitryssland. Till stor del tack vare påtryckningar på regeringen från internationella fackliga organisationers sida - varav IUL - kunde landsorgani-sationen FTUB (Federation of Trade Unions of Belarus) trots allt hålla sin kon-gress i oktober, utan någon större inblandning från myndigheternas sida.
Lukashenkos regering planerar nu nya och omfattande angrepp på fackliga rättig-heter. Den vitryska pressen rapporterar om att den vitryska administrationen samlades till ett möte som inte var öppet för allmänheten den 5 januari, för att planera nya åtgärder som begränsar och undergräver de fackliga rättigheterna. Planerna omfattar följande:
- instruktioner till arbetsdepartementet om att inte underteckna riksavtalet om löner (som vanligtvis undertecknas i slutet av varje kalenderår) medan det nuvarande systemet för partsrelationer undergår genomgripande förändringar. I det nya systemet torde kollektivavtal ersättas med individuella kontrakt;
- åtgärder som ska undergräva FTUBs och övriga mindre fackliga federationers representantskap. I Minsk har stadens ledning redan ingripit vid det stora elektrotekniska företaget Integral, för att tvinga fackföreningarna att gå ur FTUB och bilda en ny "gul" organisation;
- i de fall, där varken statliga myndigheter eller företagsledningarna kan förmå befintliga fack att dra sig ur FTUB, ska företagens driftschefer försöka få till stånd skenbara representantorgan ("arbetskollektivråd", eller STK på vitryska) som ska "förhandla" direkt med ledningen;
- ändringar av "Lagen om facklig verksamhet" som skulle innebära att fackliga funktionärer inte längre får tillträde till företaget. Vid flera fordonsfabriker i Minsk och Borisov har driftscheferna nu förbjudit all facklig verksamhet på arbetstid;
- påtryckningar på företagen, så att de ser till att lokala fackföreningsmedel inte överförs till vederbörande fackliga bransch-, regional- eller riksstrukturer. Vid traktorfabriken i Minsk förvarar företaget de fackföreningsavgifter som dras direkt på lönen på ett spärrat konto.
FTUB har nu, med stöd av de andra vitryska federationerna, utlyst en aktionsdag i Vitryssland den 14 februari för att fördöma dessa nya angrepp på fackliga rättigheter. FTUB har bett om internationell solidaritet och stöd.
I och med resultaten av fjolårets internationella kampanjer till stöd för fackliga rättigheter i Vitryssland, vet vi att regeringen har blivit mottaglig för interna-tionellt tryck. Vid Lukashenko-administrationens möte den 5 januari, uppmanades utrikesdepartementet att uppdra åt företrädare och anställda vid beskickningar och ambassader att kontakta fackliga organisationer i värdländerna för att "förklara" regeringens ståndpunkt.
Det är nu mycket angeläget att fackliga organisationer runtom i världen visar sitt stöd för fackliga rättigheter i Vitryssland genom att agera konkret. Vi bifogar en omarbetad version av den skrivelse som IUL skickat till president Lukashenko för att protestera mot dessa nya angrepp på facket. Medlemsförbunden bör om möjligt försöka överräcka sitt eget protestmeddelande vid ett besök vid respek-tive lands vitryska beskickning den 14 februari, så att aktionen sammanfaller med den som planeras samma dag av de vitryska förbunden. Om möjligt, ber vi Er genomföra denna aktion i samverkan med Era landsorganisation-er samt uppmärksamma nyhetsmedierna på denna aktion. FTUB har bett om att kopior på de skrivelser som tillställs den vitryska regeringen även skickas till relevanta personer i regeringsställning i Ert eget land, för att bidra till att mobilisera inter-nationella påtryckningar på Vitrysslands regering och förmå den att hålla sig till internationellt erkända arbetstagarrättigheter.
Ni kan också stödja FTUBs kampanj för försvar av fackliga rättigheter i Vitryssland genom att sända solidaritetsmeddelanden till FTUB på följande faxnummer: +375 17 210 4337/+375 17 223 9062.
Vänligen sänd kopior av Era skrivelser till sekretariatet samt underrätta oss om de aktioner Ni vidtar den 14 februari.
To: Mr. Aleksandr Lukashenko
President, Republic of Belarus
Fax: +375 17 2 26 06 10
Concerns: Violation of trade union rights in Belarus
Mr. President,
Last July we were informed of your government's flagrant attacks on trade union rights following its attempt to interfere in the proceedings of congress of the Agrocomplex Workers' Union of Belarus. Regrettably, the blatant disregard for internationally recognised basic human rights standards, including the right to freedom of association, appears to remain the trend with your government, as evidenced by information about anti-union measures it is currently planning.
According to information we have received,
· The ministry of labour has been instructed not to sign the national wages agreement, which is normal procedure at the end of each calendar year;
· Local government authorities have been forcing enterprise unions to disaffiliate from the FTUB in a move to undermine the representative function of the federation;
· In enterprises where the union refuses to split from the FTUB, directors are encouraged to set up management-controlled associations of workers called STKs;
· Amendments have been proposed to the labour code which would bar trade union officials from access to workplaces;
· Enterprises are withholding union dues but retaining them in blocked accounts rather than transferring them to the appropriate trade union structures.
The above measures constitute violations of workers' and trade union rights as set forth in the fundamental conventions of the International Labour Organisation.
We call on you to put a stop your government's violations of trade union rights and its interference in trade union activities and to observe ILO standards.
We fully support the FTUB and the trade unions of Belarus in their struggle to defend workers' rights in their country and will be mobilising protest against your government's measures and support for the working people of Belarus.
Yours sincerely,
Svensk översättning
Till: President Aleksandr Lukashenko
Fax: +375 17 2 26 06 10
Betr: Kränkning av fackliga rättigheter i Vitryssland
Herr President,
I juli förra året fick vi kännedom om Er regerings oförtäckta angrepp på fackliga rättigheter, då myndigheterna försökte blanda sig i Agrocomplex Workers' Unions kongress i Vitryssland. Beklagligt nog förefaller det som om Er regering tänker fortsätta med denna flagranta underlåtenhet att beakta grundläggande och internationellt erkända mänskliga rättigheter - däribland föreningsfriheten - enligt vad som framgår av den information om de fackföreningsfientliga åtgärder som planeras för närvarande.
Följande uppgifter har kommit till vår kännedom:
· arbetsdepartementet har fått instruktioner om att inte underteckna riksavtalet om löner, vilket normalt sker i slutet av varje kalenderår;
· kommunala myndigheter har försökt tvinga företagsfack att gå ur FTUB, som ett led i försöken att undergräva organisationens representantskap;
· vid företag, där facket vägrar att dra sig ur FTUB, uppmuntras driftschefer att försöka få till stånd arbetsgivarstyrda personalorgan, sk STK;
· de föreslagna ändringarna av arbetslagstiftningen skulle innebära att fackliga funktionärer inte längre får tillträde till arbetsplatserna;
· företag gör direktavdrag på lönen för fackföreningsavgifter, men blockerar dem på spärrade konton i stället för att överföra dem till vederbörliga fackliga strukturer.
Ovannämnda åtgärder utgör kränkningar av sådana arbetstagarrättigheter och fackliga rättigheter som finns förankrade i ILOs konventioner.
Vi anmodar därför Er regering att iaktta ILOs normer och upphöra att kränka fackliga rättigheter och samt blanda Er i fackliga organisationers verksamhet.
FTUB och Vitrysslands fackliga organisationer har vårt fulla stöd i sin kamp för arbetstagarrättigheter i sitt land. Vi kommer att mobilisera för protestaktioner mot Era regeringsåtgärder och stöd för Vitrysslands arbetare.
Med vänlig hälsning,
La FAO confirme l'ampleur mondiale de la crise de l'ESB
11-Mar-2001Dans un communiqué de presse émis en décembre dernier, l'UITA avait attiré l'attention - et ce n'était pas la première fois - sur les origines mondiales et systémiques de la crise de l'ESB. Dans ce communiqué, nous avions souligné l'importance du fait que l'approche improvisée et partiale adoptée par l'Union européenne face à la crise négligeait les besoins des travailleurs/euses de la viande et des secteurs connexes et ne s'attaquait pas à la cause profonde de la crise, à savoir le soutien apporté par les gouvernements aux méthodes de production hyper intensives, dont on peut maintenant percevoir les conséquences funestes.
Nos affirmations sur la nature mondiale de la crise viennent d'être confirmées par l'Organisation des Nations unies pour l'alimentation et l'agriculture (FAO) (une organisation avec laquelle l'UITA continue d'avoir des différends importants au plan des politiques). Dans le communiqué de presse, distribué avec la présente circulaire (en français, en espagnol et en anglais, les trois langues dans lesquelles il a été diffusé par la FAO), la FAO estime que de 1986-1996 à ce jour, des farines de viande et d'os (FVO) en provenance d'Europe - que l'on estime être le principal vecteur de la maladie - ont été exportées vers plus de 100 pays, tandis qu'un nombre similaire de pays importaient des animaux sur pied. Dans les deux cas, les chiffres réels sont évidemment plus importants, puisque ces pays ont à leur tour ré-exporté ces farines et ces animaux vers des pays tiers.
Selon la FAO, "Tous les pays qui ont importé du bétail ou des FVO en provenance d'Europe de l'Ouest à partir des années 80, peuvent par conséquent être considérés "à risque". Les régions qui ont importé des quantités importantes de farines animales du Royaume-Uni, dans les années 80 et par la suite, sont notamment le Proche-Orient, l'Europe de l'Est et l'Asie."
Bien qu'il soit difficile de faire des prédictions sur l'évolution future de la maladie et de la crise dans le secteur de la viande, on peut sans risque de se tromper affirmer que :
· les craintes pour la santé des consommateurs et la santé publique vont certainement contribuer à la poursuite des pertes d'emplois dans le secteur de la viande de bœuf;
· les interdictions d'importations reliées à l'ESB (comme les récentes décisions par le Canada et les États-Unis d'interdire les importations de bœuf brésilien) vont se multiplier et risquent de devenir une cause majeure de frictions au sein de l'OMC, avec des conséquences graves pour les travailleurs/euses et leurs syndicats;
· les seuls bénéficiaires de la crise sont susceptibles d'être les sociétés transnationales qui font la promotion des aliments incluant des organismes génétiquement modifiés (OGM) comme solution de rechange aux farines carnées. Le cours de l'action Monsanto a augmenté de plus de 50 pour cent au cours des trois derniers mois, en bonne partie sur la foi des projections de ventes de graines de soja génétiquement modifiées pour l'alimentation animale.
L'UITA continuera de diffuser de l'information sur l'ESB dans le cadre de ses efforts pour mobiliser les syndicats en vue d'une action internationale pour combattre la crise.
FAO confirma la dimensión global de la crisis de la EEB
11-Mar-2001En un comunicado de prensa emitido en diciembre del año pasado, la UITA llamó la atención - no por primera vez - acerca de los orígenes globales y sistémicos de la crisis de la EEB. En ese comunicado de prensa, destacamos la importancia del hecho de que la actitud improvisada e incompleta de la Unión Europea con respecto a la crisis desatendía las necesidades de los trabajadores en el sector de la carne y afines, a la vez que fracasaba en abordar la causa original de la crisis, o sea, el apoyo gubernamental para los métodos hiper-intensivos de la producción que hoy en día se considera acarrean consecuencias fatales.
Nuestra insistencia acerca de la naturaleza global de la crisis se ve actualmente confirmada por el reciente comunicado de prensa de la Organización para la Alimentación y la Agricultura (FAO) de las Naciones Unidas (una organización con la cual la UITA continúa teniendo diferencias sustanciales en las políticas). En el comunicado de prensa que se anexa a esta circular (en inglés, francés y español, los tres idiomas puestos a disposición actualmente por la FAO), la FAO estima que entre 1986--96 y hasta hoy en día, las harinas de carne y huesos - consideradas como el vector principal para la propagación de la enfermedad fatal - fueron exportadas desde Europa a más de 100 países, en tanto que un número similar de naciones importaron reses vivas. Las cifras en ambos casos son, por supuesto, más elevadas, ya que tanto los alimentos para animales como los animales vivos fueron re-exportados hacia terceros países.
Según la FAO, "Todos los países que han importado reses o harinas de origen animal procedentes de Europa Occidental, antes y después de la década de los 80s, pueden considerarse, por consiguiente, expuestos al peligro de la enfermedad. Las regiones que han importado cantidades notables de harinas de origen animal del Reino Unido, durante y después de la década de los 80 son el Cercano Oriente, Europa Oriental y Asia".
Es difícil realizar predicciones acerca del futuro curso de la enfermedad y de la crisis en el sector de la carne, pero se puede afirmar sin temor a equivocarse que:
· la aprensión de los consumidores y de la salud pública ha de contribuir ciertamente a la pérdida continua de puestos de trabajo en el sector de la carne bovina;
· las vedas a la importación inspiradas en la EEB (como las recientes decisiones de EE.UU. y Canadá de prohibir la carne bovina de Brasil) aumentará y probablemente se convertirá en la principal fuente de fricción dentro de la OMC, con importantes implicancias para los trabajadores y sus sindicatos;
· los únicos beneficiados a raíz de la crisis han de ser, probablemente, las CTNs que promueven los productos alimenticios genéticamente modificados (OGMs) como una alternativa a las harinas de carne y huesos. Los precios de las acciones de Monsanto se han incrementado más de un 50 por ciento durante los últimos tres meses, en gran medida debido a las ventas proyectadas de soja genéticamente modificada para su uso en el forraje del ganado.
La UITA continuará distribuyendo la información relacionada con la EEB como parte de sus esfuerzos para movilizar a los sindicatos en su acción internacional a fin de combatir la crisis.