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EUROPEAN REVIEW

ISSUE 42 - Page 3




Air France-KLM unions agree breakthrough ‘blueprint for positive employment practices’
THE PHRASE ‘CORPORATE SOCIAL RESPONSIBILITY’ trips off the tongue in many company boardrooms these days and can mean anything from  a vague aspiration to do right by the planet to serious negotiations with trade unions and others  on topics such as child labour and anti-discrimination. However, a recent deal at the Air France-KLM airline appears to go further, including everyday matters such as training, pay and career paths.  When the two companies merged recently the ‘social charter’ already existing at Air France had to be extended and the influential European Works Council (EWC) at the firm took the opportunity to revamp it.
The new ‘social charter and code of ethics’ starts with the ‘values and fundamental rights which underpin the identity of these two companies’. By fostering social, economic and cultural cohesion these values and rights will enable every employee to share in the benefits of growth. This means, in practice, a strong anti-discrimination policy in which ‘no form of discrimination or harassment may be tolerated’. Annexed to the document is a ‘corporate social responsibility statement’ that also commits the company to: ‘offering safe and motivating working conditions’,  maintaining employability by personal and skills development and to using social dialogue to keep workers and unions informed and consulted.
On social rights the group undertakes to: oppose child labour, facilitate employment of the disabled, apply all labour legislation of the EU and Member States as a minimum, as well as collective agreements, and to respect the rights of trade unions. On training, wages and working time the charter says that pay must be at a level that complies with the standards of the host country while employees who ‘contribute to the development and the success of their company’ should be further rewarded; training should be regarded as ‘an important, ongoing investment’ and working time and conditions must be governed by national legislation and collective agreements.
A very important aspect of the new charter is its application to subsidiaries and sub-contractors of the main company. A long list of these is attached to the document, the major ones being Transavia, CityJet and VLM as well as cargo, maintenance and catering operations. In total the group has about 103,000 employees based around the World. There are also detailed procedures for implementing the charter and for employees to appeal if they think it is not being properly applied in their work area. Finally the EWC will consider its effectiveness annually and draw up a new one six months before it expires (after five years).
The strength of EWCs in big European-based enterprises  has led to an increasing number of charters being drawn up with trade union input but the AirFrance-KLM document goes further in regulating some of the normal functions of human resources departments. The monitoring and complaints procedure, again with EWC involvement, also mark out this particular agreement which has led International Transport Workers’ Federation civil aviation section secretary Ingo Marowsky to laud it as providing ‘other airlines around the world with a blueprint for positive employment practices’.

THIS ITEM IS BASED ON INFORMATION FROM EUROPEAN EMPLOYMENT REVIEW




Chocolate workers seek Perm-anent wage rise
Eastern European unions take on Tesco and M & S
FROM THE MIDDLE OF RUSSIA COMES NEWS OF an independent trade union’s hard fight with a multi-national company. Switzerland-based Nestlé, own the Kitkat candy and confectionery plant in the Russian city of Perm, where the Nestlé Perm Workers Union have been trying to negotiate a wage rise in the face of rampant inflation. They were amazed to learn from local management that company policy was to exclude wage levels from negotiations. Following further union pressure, management imposed a 15% rise, less than the 16% official inflation rate. However at a well-attended protest meeting in March speakers declared ‘We need a real wage increase now!’ citing the common practice of Nestlé workers selling blood to supplement their income. Now the Agricultural Workers Union of Russia and the Federation of Independent Trade Unions plan to take the fight to Moscow with a demonstration outside Nestlé Russia headquarters.

RussianPermStrikee
Nestlé workers brave the Russian winter to demand higher wages
UK SUPERMARKET CHAIN TESCO HAVE ESTABLISHED a large foothold in Eastern Europe in recent years but, while consumers may have been originally delighted with the range of products available, workers have not always been so happy. In Poland, where Tesco increased revenue by 17% to £1.35 billion in 2007, the first few months of 2008 saw the formation of union branches at several stores.  Complaints about pay and conditions led to strikes at Tychy and recruitment at Lublin led by the ‘August 80’ union, and protests at Czestochowa organised by the Work Confederation. Iwona Mandat from Czestochowa said, ‘We want to be proud to work for Tesco, like we were at the beginning. For that, we want to be treated with respect and we need a pay rise’. In March the company concluded an agreement with NSZZ Solidarnosc to raise wages by 30% nationally, ‘because they represented 80% of the staff.’ according to a Tesco Polska spokesman ‘However, we will still be liaising with the other unions’.
Meanwhile, a UK campaign on behalf of migrant workers in another British food retailer has gained support from trade unionists in both Poland and Romania. The Unite trade union, concerned about the two-tier workforce at Marks and Spencer meat suppliers where mainly migrant agency workers are employed on inferior terms and conditions to those of directly employed staff, enlisted support in countries from where migrant workers often come to Britain. In this way the union hopes to put pressure on M & S who urge consumers to ‘Look behind the label’ for proof of their high ethical and social standards.



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