1. ORGANIZING IN A GLOBALIZED ECONOMY Turin 24 th - 28 th October, 2005 - ITALY www.iuf.org

2. HISTORY

6. The International Union of Food, Agricultural, Hotel, Restaurant, Catering, Tobacco and Allied Workers' Associations The IUF is the international federation that covers the whole food chain. HISTORY

7. Building solidarity within the food chain Solidarity actions to defend human, democratic & trade union rights International union organizing within TNCs GUIDING PRINCIPLES

8. Strengthening member unions through mutual support in: its unionization and organizational campaigns disputes with employers and governments coordination of international solidarity actions fighting against all forms of discrimination and promoting equal conditions at work, in the community and in the union movement; training programs, research and publications; updated union information service, mainly about transnational corporations; reaching collective agreements with transnational corporations emphasizing union rights adoption of Conventions and Recommendations by the ILO IUF Purposes

9. The IUF Headquarters and General Secretariat are located in Geneva, Switzerland: IUF Rampe du Pont-Rouge,8 CH-1213 Petit-Lancy, Geneva, Switzerland General Secretary: Ron Oswald iuf@iuf.org www.iuf.org Phone: (4122) 793 22 33 Fax:4122) 793 22 38 General Secretariat

10. There are 6 regional organizations to develop the IUF union work: Latin America Africa Asia/Pacific Caribbean Europe North America Regional Secretariats

11. NCCGP They are oligopolies (where they can, monopolies) – they control markets Destructive competition and marginalization of others TNCs are supranational powers Two of them are Nestle and Coca Cola for which the IUF has developed the Nestle and Coca Cola Global Project

12. NCCGP They are oligopolies (where they can, monopolies) – they control markets Destructive competition and marginalization of others TNCs are supranational powers

13. NCCGP IUF Geneva Coordinates Asia/PacificAfricaAmericas“CIS”

14. NCCGP- Objectives Taking trade union rights as the central issue identify issues for information exchange and coordination within and between the regions, such us : documentation and information to support collective bargaining (best practices, training) Anti-discrimination & Equal Opportunity (in workplaces) Stopping Casualisation and outsourcing (documenting current practices, providing information and support to pre-empt or reverse outsourcing, awareness-raising among trade unions, provide information about TNC practices and international TU positions in this regard) Workers’ Safety, Health & the Environment (GMOs, injuries, RSIs)

15. NCCGP- Actions 1. Assist unions to become more capable and democratic instruments for their members 2. Recruit and organize new members, especially youth and women workers 3. Strengthen coordination of Coca-Cola and Nestlé workers’ unions at national, regional and global levels 4. Promote equal opportunity and overcome discrimination in the workplace and within unions 5. Stop casualization and subcontracting 6. Promote occupational safety, health and the environment 7. Develop critical understanding of corporate strategies, management techniques and new technologies 8. Support unions in negotiating better collective bargaining agreements with Coca-Cola and Nestlé 9. Bring independent local plant unions into federations and IUF 10. Achieve global trade union rights agreements with Coca-Cola Company and Nestlé.

16. Regular communication of all 4 coordinators to keep it global Sharing -i-information on TUR violations -C-CBA language -B-Best practices -S-Success stories Discussion on conflicts Regular meetings for Evaluation, strategic planning Preparation of educational materials NCCGP- Activities

17. ddownward pressure on prices =downward pressure on wages iintra-firm competition increasesdownward pressure on wages & working conditions ggreater outsourcing, subcontracting & co- packing undermines job security iimposing new costs on subsidiaries; loss- making by design sserious union fragmentation NCCGP- Diagnosis of the global situation

18. 1.realities behind factory-level profitability & performance 2.resisting competitive pressures (‘productivity’ drives) 3.dealing with continuous restructuring 4.challenging outsourcing & subcontracting 5.bargaining beyond the workplace NCCGP- Challenges for trade unions

19. 1 - Realities behind factory-level profitability & performance  finding the real reasons for losses  intra-firm trade & financial transfers  understanding the factory within the TNC system  monitoring management plans  tracking finished products  tracking product changes NCCGP- Challenges for trade unions

20. Forcing Tangible Gains from Intangible Wealth Solidarity Against Competitive Pressures Enforcing Responsibility Transnational Collective Bargaining NCCGP- Trade union responses to the challenges

21. Forcing Tangible Gains from Intangible Wealth -Use the trademark and marketing as weak corporate points

22. NCCGP- Some features of our project Need of strong unions Union recognition by companies (to begin with) International negotiations Networking Permanent coordination (keeping in touch) National and regional solidarity/campaigns Some strong points of the project: Gender equity Horizontal coordination Permanent coordination and cooperation Actual work on the ground

23. Applicability of IFAs on the ground Campaign organizing Training materials – taking ownership How to overcome union fragmentation NCCGP- Proposal for GUF discussion

24. Forcing Union “tangible” gains from corporate “intangible wealth” Using the trademark and marketing ( as a corporate weakness ) Using the public image and the consumer awareness Ownership of brands and profit: a responsibility ( to be borne in mind by unions and reminded to companies ) Exchange of information NCCGP- Union strategies

25. Union organizing throughout the company Solidarity above competition Cross border solidarity to support collective bargaining/ Internationally coordinated CB Sharing strategic information Best practices and skills for collective bargaining NCCGP- Union strategies

26. NCCGP is not aimed to negotiate an IFA, but to work directly with the national, local unions and rank & file for the actual application of international negotiation and language For example (Danone-PepsiCo) (Fonterra-Nestle) (Manila Declaration) 4C Presently working on Awareness and Use of IFAs as union tools And would like to know your opinion NCCGP- strategic approach

27. NCCGP – Nestle Challenge

29. “… the Coca-Cola Company is a management company rather than a food company….” “…. Coca Cola is a system” NCCGP – Coca Cola Challenge

30. In 2004 we carried out 111 solidarity actions, a 20 percent increase in relation to 2003 These actions were related mainly to the following Solidarity Actions 11 % 29 % 60 % Rel - UITA Our work

31. Coca-Cola Solidarity actions of 2004 reflect a 115% increase as compared with 2000. In average there are 2 solidarity actions a week. Latin America Solidarity Actions in 2004 Nestlé

32. Research, company information, conflict situation and other union issues are daily informed on a free subscription basis from the Latin American Regional Secretariat. SIREL Latin American IUF communication system

33. Coca Cola Carepa Campaign

35. www.iuf.org