Industrial relations - European Works Councils (EWCs) and transnational restructuring - Christian Welz - Eurofound
1. EWCs and transnational restructuringEWCs and transnational restructuring
Brussels Week in European Labour LawBrussels Week in European Labour Law
23 February 2009 – 26 February 200923 February 2009 – 26 February 2009
Jean Monnet Chair in European Labour Law (UvTilburg)Jean Monnet Chair in European Labour Law (UvTilburg)
Dr. Christian WelzDr. Christian Welz
European Foundation, DublinEuropean Foundation, Dublin
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I.I. existing evidenceexisting evidence
content of agreements establishing
EWCs
joint texts signed by EWCs and
management
academic literature on role of EWCs in
restructuring
evidence on practice from case studies
and reporting
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II.II. EWC agreementsEWC agreements
80% of agreements provide for I&C at regular
meetings on topics relevant to restructuring
specific restructuring-related topics also on
agendas of regular EWC meetings
in exceptional circumstances, management
usually obliged to inform EWC/select committee,
which can then request meeting
these circumstances refer essentially to transnational
company restructuring
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II. Provisions that may hinder I&CII. Provisions that may hinder I&C
clauses defining ‘transnational’ nature of matters
falling within EWC’s remit
excluding matters dealt with by national-
level processes
frequent absence of requirement for I&C to
occur in good time
role given to EWCs is in most cases I&C, defined
as ‘dialogue’ or ‘exchange of views’
only small minority of agreements provide for
in-depth consultation or negotiation
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III.III. EWC joint textsEWC joint texts
some EWCs have developed a negotiating
role and signed joint texts
joint texts on restructuring:
constitute negotiated responses to a specific
Europe-wide restructuring exercise
lay down rules and guidelines to apply generally
to restructuring, or
touch on restructuring briefly or in general
terms, as part of wider CSR initiative
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III.III. EWC joint textsEWC joint texts
a total of 19 joint texts (2006) make
reference to corporate restructuring:
Axa, Danone (3), Deutsche Bank,
Dexia, Diageo, EADS, Ford (2),
GM (4), PSA, Renault,
Suez Lyonnaise des Eaux,
Total, Unilever
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III.III. Joint texts – general rulesJoint texts – general rules
lay down principles to govern handling of
restructuring
lay down guarantees for employees affected by
restructuring
e.g. job security, avoidance of compulsory
redundancies, maintenance of pay and
employment conditions
set out accompanying measures such as
retraining or redeployment
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III.III. Joint texts – general rulesJoint texts – general rules
avoid future employment problems through
forward-looking training/employability policies
focus on reducing negative employment effects
redeployment and retraining
cutting compulsory redundancies
include rules on information, consultation and
negotiation - generally implemented by national-
level bargaining
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III.III. Joint texts – ‘IFAs’Joint texts – ‘IFAs’
of the 53 IFAs – 13 have been co-signed by EWCs
(April 2007)
Hochtief, VW, DaimlerChrysler, Leoni, GEA,
Rheinmetall, Bosch, SCA, Prym, Renault,
Röchling, BMW, EADS
30 IFAs make references to restructuring
e.g., EADS, Renault, PSA, Suez
commitments to try to maintain employment
and avoid or mitigate job losses
plus information and consultation over
restructuring
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Global Union Federation Number of signed IFAs Number of IFAs co-signed
by the EWC
International Metalworkers’ Federation (IMF) 15 11
Building and Wood Workers’ International (BWI) 12 1
International Federation of Chemical, Energy,
and Mining Workers (ICEM)
11 1
Union Network International (UNI) 11 0
International Union of Food, Agriculture, Hotel,
Restaurant, Catering, Tobacco and Allied
Workers (IUF)
4 0
TOTAL 53 13
III.III. IFAs – ‘GUFs/EWCs’IFAs – ‘GUFs/EWCs’
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III.III. EWCs and IFAs’EWCs and IFAs’
EWCs can support IFAs
important role in initiating an IFA and its installation
signatory role varies and is connected to an unclear legal
position
therefore EWCs might see IFAs as stepping stones
towards global forms of dialogue/negotiation/IR
two important impacts:
IFAs might strengthen the position of EWCs as partners
of dialogue and (potentially) negotiations
IFAs will lead to a closer link between EWC and Global
Union Federations / EIFs/ Networks
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IV. Evidence from practiceIV. Evidence from practice
European Foundation _41 cases
information provided by management generally
good
consultation took place at the point at which, or
after strategic decisions were taken
in the minority of cases, where employees reps
influenced transnational decisions, it was over the
implementation
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IV. Evidence from practice - generalIV. Evidence from practice - general
most EWC discuss specific restructuring moves
at both regular and extraordinary meetings
EWC’s role is communication, or ‘consultation’ in
directive’s sense
only minority of EWCs exert any influence on
company restructuring
helping ensure that employment/social aspects are
taken into account
clearest expression is joint texts
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IV. Evidence from practice – factorsIV. Evidence from practice – factors
influencing EWC involvement - 1influencing EWC involvement - 1
type of restructuring
content of EWC agreement
timing of I&C
facility for extraordinary meetings, or ongoing
communication between management and
employee representatives
active select committee especially important
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IV. Evidence from practice – factorsIV. Evidence from practice – factors
influencing EWC involvement - 2influencing EWC involvement - 2
management views on EWC and its role
organisation and coordination of the
employee side outside the EWC
organisation and integration of company
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IV. Evidence from practice – complicatingIV. Evidence from practice – complicating
or hindering factorsor hindering factors
definition of restructuring as ‘transnational’
tension betweens national/local and EU levels
strong channels of communication, negotiation etc. at
national level (esp. in home country)
network of relationships between management, unions
and employee representatives,
with real employee influence away from the EWC, often at
national level
restructuring where national operations are in
competition, weakening employee-side ability to influence
– ‘playing off’
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IV. Evidence from practice - EWCs’IV. Evidence from practice - EWCs’
general capacity to act and influencegeneral capacity to act and influence
many EWCs largely ‘symbolic’,
some have more active and influential role
key factors:
nature of business operations and degree to
which integrated and internationalised
management structure and policy
nature of pre-existing of employee
representation structures
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V. ConclusionsV. Conclusions
active EWC involvement in transnational
corporate restructuring with influence on
decisions
seems to be a minority practice
determined by combined factors relating to
the company concerned
its management
the organisation and coordination of the
employee side
the EWC’s constitution and operation