Resources of the European Works Council — empirical knowledge and prospects
Identifieur interne : 001A72 ( Istex/Corpus ); précédent : 001A71; suivant : 001A73Resources of the European Works Council — empirical knowledge and prospects
Auteurs : Wolfgang LecherSource :
- Transfer: European Review of Labour and Research [ 1024-2589 ] ; 1999-08.
Abstract
There typical EWC development paths can he singled out. To a certain extent these paths already exist. They can also he described as development stages of individual EWCs: the EWC with an exclusively national frame of reference: the EWC which is taking on an international quality, but focusses on the industrial relations within the parent company's country: the EWC deliberately working to develop a supranational collective identity with a European underpinning amongst members tending towards equality. Four dimensions can be analytically distinguished in this regard: time, money, information and power. The better the EWC can equip itself in terms of these four “claims”, the greater is the chance of developing a European identity and ability to act effectively. Naturally, the reverse is also true. The four claims are here differentiated in relation to EWCs, based on empirical knowledge mainly derived from two projects in which the author was or is a participant. As examples, the cases of Hoechst (chemical industry), Schmalbach-Lubeca (metalworking industry), AXA/UAP (insurance) and Kredietbank (baiting) are succinctly described. The evaluation looks selectively at a few other relevant empirical project results without detailed substantiation. The results are generalised in terms of a “good EWC practice”. The final part deals with the main subjects of the forthcoming revision of the EWC Directive, which focuses on improvement of the four main claims of EWCs' resource situation.
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DOI: 10.1177/102425899900500303
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To a certain extent these paths already exist. They can also he described as development stages of individual EWCs: the EWC with an exclusively national frame of reference: the EWC which is taking on an international quality, but focusses on the industrial relations within the parent company's country: the EWC deliberately working to develop a supranational collective identity with a European underpinning amongst members tending towards equality. Four dimensions can be analytically distinguished in this regard: time, money, information and power. The better the EWC can equip itself in terms of these four “claims”, the greater is the chance of developing a European identity and ability to act effectively. Naturally, the reverse is also true. The four claims are here differentiated in relation to EWCs, based on empirical knowledge mainly derived from two projects in which the author was or is a participant. As examples, the cases of Hoechst (chemical industry), Schmalbach-Lubeca (metalworking industry), AXA/UAP (insurance) and Kredietbank (baiting) are succinctly described. The evaluation looks selectively at a few other relevant empirical project results without detailed substantiation. The results are generalised in terms of a “good EWC practice”. 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As examples, the cases of Hoechst (chemical industry), Schmalbach-Lubeca (metalworking industry), AXA/UAP (insurance) and Kredietbank (baiting) are succinctly described. The evaluation looks selectively at a few other relevant empirical project results without detailed substantiation. The results are generalised in terms of a “good EWC practice”. 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To a certain extent these paths already exist. They can also he described as development stages of individual EWCs: the EWC with an exclusively national frame of reference: the EWC which is taking on an international quality, but focusses on the industrial relations within the parent company's country: the EWC deliberately working to develop a supranational collective identity with a European underpinning amongst members tending towards equality. Four dimensions can be analytically distinguished in this regard: time, money, information and power. The better the EWC can equip itself in terms of these four “claims”, the greater is the chance of developing a European identity and ability to act effectively. Naturally, the reverse is also true. The four claims are here differentiated in relation to EWCs, based on empirical knowledge mainly derived from two projects in which the author was or is a participant. As examples, the cases of Hoechst (chemical industry), Schmalbach-Lubeca (metalworking industry), AXA/UAP (insurance) and Kredietbank (baiting) are succinctly described. The evaluation looks selectively at a few other relevant empirical project results without detailed substantiation. The results are generalised in terms of a “good EWC practice”. The final part deals with the main subjects of the forthcoming revision of the EWC Directive, which focuses on improvement of the four main claims of EWCs' resource situation.</p></abstract><abstract xml:lang="fr"><p>On pcut faire une distinction entre trois voies typiques de développement des CEE. Jusqu'à un certain point, ces voies existent déjà. Elles peuvent également être décrites comme étant des étapes de développement des CEE: le CEE avec un cadre de référence exclusivement national, le CEE qui est en train d'ucquérir une importance Internationale, mais est axé sur les relations industrielles dans le pays où se situe le siège, et le CEE qui oeuvre de manière délibérée au développement de l'identité collective supranationale ayant une dimension européenne où tous les membres ont un statut égal. A cel égard. quatre dimensions peuvent être distinguées d'un point de vue analytique: le temps, l'argent, l'information et le pouvoir. Plus le CEE peut se prévaloir de ces quatre « éléments », plus on a de chances de voir se développer une identité et un potentiel européens aptes à agir de manière efficace. Bien sûr, le contraire est également vrai. L'auteur de cel article fait une distinction entre ces quatre éléments sur base des connaissances empiriques provenant principalement de deux projets où celui-ci a participé ou participe loujours. Par exemple, les cas de Hoechst — Industrie chimique —, Schmalbach-Lubeca — industrie mètallurgique-. AXA/UAP — assurances — et la Kredietbank — secteur bancaire — sont présentés de manière synthétique. L'évaluation passe en revue de manière sélective quelques rèsultats empiriques émanant d'autres projets. Sur base des résullats, on élabare un « code de bonne conduite du CEE ». La partie finale traite des principaux thèmes de la prochaine révision de la directive sur les CEE, qui est axée sur l'amelioration des quatre éléments liés aux ressources des CEE.</p></abstract><abstract xml:lang="de"><p>Im Hinblick auf EBR lassen sich drei typische Entwicklungen unterscheiden. Bis zu einem bestimmten Grad sind sie bereits existent und lassen sich als Entwicklungsphasen einzelner EBR darslellen: Der EBR mit einem ausschließlich nationalen Bezugsrahmen. Der EBR, der internationale Merkmale besitzt, sich jedoch auf die industriellen Beziehungen des Landes, in dem sich die Muttergesellschaft hefindet, konzentriert. Der EBR, der bewußt darauf abziell, eine supranationale Identität mit europäischer Dimension zu entwickeln, wobei alle Mitglieder gleichgestellt sind. In diesem Zusammenhang lassen sich die folgenden vier Dimensional voneinander abheben: Zeil, Geld, Information und Macht, Je besser ein EBR in der Lage ist, diese vier “Anfonlerungen” zu erfüllen. desto größer ist die Chance, daß dahei eine europäische Identität entwickelt wird, die dazu hefähigt, wirksam zu handeln. Natürlich trijft das Gegenteil ebenso zu. Die vier Dimensionen warden auf der Grundlage von empirischen Studien innerhalb von zwei Projekten entwickell, an denen der Autor beteiligt war bzw, auch derzeil noch ist. Als Beispiele werden die Fälic Hoechst — Chemische Industrie —, Schmalbach-Lubeca — Metallindustrie —, AXA/UAP — Versicherung — und Kredietbank — Bankwesen — genau untersucht. Bei der Auswertung werden teilweise auch einige andere Ergebnisse der beiden Projekte berücksichtigt, ohne daß diese jedoch im einzelnen erörtert werden. Die Resultate der Studien wertlen zu “guten EBR-Praktiken” verallgemeinert. Im lelzten Teil diskutiert der Verfasser die wichtigsten Themen hinsichtlich der bevorstehenden Überprüfung der EBR-Richtlinie. Bei dieser Überprüfung stehl die Verbesserung der dem EBR zur Verfügung stehenden Ressourcen im Mittelpunkt. wodunh eine bessere Erfüliung der vier oben genannten Anforderungen ermöglichl werden soll.</p></abstract></profileDesc><revisionDesc><change when="1999-08">Published</change></revisionDesc></teiHeader></istex:fulltextTEI><json:item><extension>txt</extension><original>false</original><mimetype>text/plain</mimetype><uri>https://api.istex.fr/document/135399E7FF48AB1DAEF2B3D6A19F11EF634D1B83/fulltext/txt</uri></json:item></fulltext><metadata><istex:metadataXml wicri:clean="corpus sage not found" wicri:toSee="no header"><istex:xmlDeclaration>version="1.0" encoding="UTF-8"</istex:xmlDeclaration><istex:docType PUBLIC="-//NLM//DTD Journal Publishing DTD v2.3 20070202//EN" URI="journalpublishing.dtd" name="istex:docType"></istex:docType><istex:document><article article-type="research-article" dtd-version="2.3" xml:lang="EN"><front><journal-meta><journal-id journal-id-type="hwp">sptrs</journal-id><journal-id journal-id-type="publisher-id">TRS</journal-id><journal-title>Transfer: European Review of Labour and Research</journal-title><issn pub-type="ppub">1024-2589</issn><publisher><publisher-name>SAGE Publications</publisher-name><publisher-loc>Sage UK: London, England</publisher-loc></publisher></journal-meta><article-meta><article-id pub-id-type="doi">10.1177/102425899900500303</article-id><article-id pub-id-type="publisher-id">10.1177_102425899900500303</article-id><article-categories><subj-group subj-group-type="heading"><subject>Articles</subject></subj-group></article-categories><title-group><article-title>Resources of the European Works Council — empirical knowledge and prospects</article-title></title-group><contrib-group><contrib contrib-type="author" xlink:type="simple"><name name-style="western"><surname>Lecher</surname><given-names>Wolfgang</given-names></name><aff>WSI in the Hans Böckler Foundation.</aff></contrib></contrib-group><pub-date pub-type="ppub"><month>8</month><year>1999</year></pub-date><volume>5</volume><issue>3</issue><fpage>278</fpage><lpage>301</lpage><abstract><p>There typical EWC development paths can he singled out. To a certain extent these paths already exist. They can also he described as development stages of individual EWCs: the EWC with an exclusively national frame of reference: the EWC which is taking on an international quality, but focusses on the industrial relations within the parent company's country: the EWC deliberately working to develop a supranational collective identity with a European underpinning amongst members tending towards equality.</p><p>Four dimensions can be analytically distinguished in this regard: time, money, information and power. The better the EWC can equip itself in terms of these four “claims”, the greater is the chance of developing a European identity and ability to act effectively. Naturally, the reverse is also true. The four claims are here differentiated in relation to EWCs, based on empirical knowledge mainly derived from two projects in which the author was or is a participant. As examples, the cases of Hoechst (chemical industry), Schmalbach-Lubeca (metalworking industry), AXA/UAP (insurance) and Kredietbank (baiting) are succinctly described. The evaluation looks selectively at a few other relevant empirical project results without detailed substantiation. The results are generalised in terms of a “good EWC practice”. The final part deals with the main subjects of the forthcoming revision of the EWC Directive, which focuses on improvement of the four main claims of EWCs' resource situation.</p></abstract><abstract xml:lang="fr"><p>On pcut faire une distinction entre trois voies typiques de développement des CEE. Jusqu'à un certain point, ces voies existent déjà. Elles peuvent également être décrites comme étant des étapes de développement des CEE: le CEE avec un cadre de référence exclusivement national, le CEE qui est en train d'ucquérir une importance Internationale, mais est axé sur les relations industrielles dans le pays où se situe le siège, et le CEE qui oeuvre de manière délibérée au développement de l'identité collective supranationale ayant une dimension européenne où tous les membres ont un statut égal.</p><p>A cel égard. quatre dimensions peuvent être distinguées d'un point de vue analytique: le temps, l'argent, l'information et le pouvoir. Plus le CEE peut se prévaloir de ces quatre « éléments », plus on a de chances de voir se développer une identité et un potentiel européens aptes à agir de manière efficace. Bien sûr, le contraire est également vrai. L'auteur de cel article fait une distinction entre ces quatre éléments sur base des connaissances empiriques provenant principalement de deux projets où celui-ci a participé ou participe loujours. Par exemple, les cas de Hoechst — Industrie chimique —, Schmalbach-Lubeca — industrie mètallurgique-. AXA/UAP — assurances — et la Kredietbank — secteur bancaire — sont présentés de manière synthétique. L'évaluation passe en revue de manière sélective quelques rèsultats empiriques émanant d'autres projets. Sur base des résullats, on élabare un « code de bonne conduite du CEE ». La partie finale traite des principaux thèmes de la prochaine révision de la directive sur les CEE, qui est axée sur l'amelioration des quatre éléments liés aux ressources des CEE.</p></abstract><abstract xml:lang="de"><p>Im Hinblick auf EBR lassen sich drei typische Entwicklungen unterscheiden. Bis zu einem bestimmten Grad sind sie bereits existent und lassen sich als Entwicklungsphasen einzelner EBR darslellen: Der EBR mit einem ausschließlich nationalen Bezugsrahmen. Der EBR, der internationale Merkmale besitzt, sich jedoch auf die industriellen Beziehungen des Landes, in dem sich die Muttergesellschaft hefindet, konzentriert. Der EBR, der bewußt darauf abziell, eine supranationale Identität mit europäischer Dimension zu entwickeln, wobei alle Mitglieder gleichgestellt sind.</p><p>In diesem Zusammenhang lassen sich die folgenden vier Dimensional voneinander abheben: Zeil, Geld, Information und Macht, Je besser ein EBR in der Lage ist, diese vier “Anfonlerungen” zu erfüllen. desto größer ist die Chance, daß dahei eine europäische Identität entwickelt wird, die dazu hefähigt, wirksam zu handeln. Natürlich trijft das Gegenteil ebenso zu. Die vier Dimensionen warden auf der Grundlage von empirischen Studien innerhalb von zwei Projekten entwickell, an denen der Autor beteiligt war bzw, auch derzeil noch ist. Als Beispiele werden die Fälic Hoechst — Chemische Industrie —, Schmalbach-Lubeca — Metallindustrie —, AXA/UAP — Versicherung — und Kredietbank — Bankwesen — genau untersucht. Bei der Auswertung werden teilweise auch einige andere Ergebnisse der beiden Projekte berücksichtigt, ohne daß diese jedoch im einzelnen erörtert werden. Die Resultate der Studien wertlen zu “guten EBR-Praktiken” verallgemeinert. Im lelzten Teil diskutiert der Verfasser die wichtigsten Themen hinsichtlich der bevorstehenden Überprüfung der EBR-Richtlinie. Bei dieser Überprüfung stehl die Verbesserung der dem EBR zur Verfügung stehenden Ressourcen im Mittelpunkt. wodunh eine bessere Erfüliung der vier oben genannten Anforderungen ermöglichl werden soll.</p></abstract><custom-meta-wrap><custom-meta xlink:type="simple"><meta-name>sagemeta-type</meta-name><meta-value>Journal Article</meta-value></custom-meta><custom-meta xlink:type="simple"><meta-name>cover-date</meta-name><meta-value>Autumn 1999</meta-value></custom-meta><custom-meta xlink:type="simple"><meta-name>search-text</meta-name><meta-value> Wolfgang Lecher* Resources of the European Works Council empirical knowledge and prospects Summary Three typical EWC development paths can be singled out. To a certain extent these paths already exist. They can also be described as development stages of individual EWCs: the EWC with an exclusively national frame of reference; the EWC which is taking on an international quality, but focusses on the industrial relations within the parent company's country; the EWC deliberately working to develop a supranational collective identity with a European underpinning amongst members tending towards equality. Four dimensions can be analytically distinguished in this regard: time, money, information and powel: The better the EWC can equip itselfin terms of thesefour "claims", the greater is the chance o developing a European identity and ability to act effectivef ly. Naturally, the reverse is also true. Thefour claims are here direrentiated in relation to EWCs, based on empirical knowledge mainly derivedfrom twoprojects in which the author was or is a participant. As examples, the cases of Hoechst (chemical industry), Schmalbach-Lubeca (metalworking industry), W A P (insurance) and Kredietbank (banking) are succinctly described. The evaluation looks selectively at a few other relevant empirical project results without detailed substantiation. The results are generalised in terms of a "good EWC practice". Thejnal part deals with the main subjects o theforthcoming revision of the EWC Directive, whichfocuses on improvementof the f four main claims of EWCs' resource situation. RkumC On peut faire une distinction entre trois voies typiques de de'veloppement des CEE. Jusqu'ri un certain point, ces voies existent de'jh. Elles peuvent e'galement Etre de'crites comme &ant des e'tapes de de'veloppement des CEE :le CEE avec un cadre de rkfe'rence exclusivement national, le CEE qui est en train d'acque'rir une importance internationale, mais est axe' sur les relations industrielles dans le pays ou se situe le si2ge, et le CEE qui oeuvre de mani2re de'libe're'e au de'veloppement de 1 'identite' collective supranationale ayant une dimension europe'enne ou tous les membres ont un statut e'gal. * WSI in the Hans Bockler Foundation. 218 Transfer 3 /99 Resources of the European Works Council - empirical knowledge and prospects A cet kgard, quatre dimensions peuvent Ctre distingukes d'un point de vue analytique: le temps, l'argent, 1 'information et le pouvoil: Plus le CEE peut se prkvaloir de ces quatre (c klkments P, plus on a de chances de voir se dkvelopper une identitk et un potentiel europiens aptes agir de mani2re efJicace. Bien siil; le contraire est kgalement vrai. L'auteur de cet article fait une distinction entre ces quatre klkments sur base des connaissances empiriques provenant principalement de deux projets od celui-ci a participk ou participe toujours. Par exemple, les cas de Hoechst - industrie chimique -, Schmalbach-Lubeca - industrie mktallurgique -, AXA/UAP- assurances - et la Kredietbank - secteur bancaire - sont prksentks de manitre synthktique. L'haluation passe en revue de mani2re sdective quelques rksultats empiriques kmanant d 'autres projets. Sur base des rksultats, on klabore un (c code de bonne conduite du CEE . La partie finale traite des principaux thtmes de la prochaine rkvision de la directive sur les CEE, qui est axke sur 1 'amklioration des quatre klkments 12s aux ressources des CEE. Zusammenfassung Im Hilzblick auf EBR lassen sich drei typische Entwicklungen unterscheiden. Bis zu einem bestimmten Grad sind sie bereits existent und lassen sich als Entwicklungsphasen einzelner EBR darstellen: Der EBR mit einem ausschliefllich nationalen Bezugsrahmen. Der EBR, der internationale Merkmale besitzt, sich jedoch auf die industriellen Beziehungen des Landes, in dem sich die Muttergesellschaft befindet, konzentriert. Der EBR, der bewuJ3t darauf abzielt, eine supranationale Identitat mit europaischer Dimension zu entwickeln, wobei alle Mitglieder gleichgestellt sind. In diesem Zusammenhang lassen sich die folgenden vier Dimensionen voneinander abheben: Zeit, Geld, Information und Macht. Je besser ein EBR in der Lage ist, diese vier "Anforderungen" zu e e l l e n, desto gro$er ist die Chance, daJ3 dabei eine europaische Identitat entwickelt wird, die dazu befahigt, wirksam zu handeln. Natiirlich tr@ das Gegenteil ebenso zu. Die vier Dimensionen wurden auf der Grundlage von empirischen Studien innerhalb von zwei Projekten entwickelt, an denen der Autor beteiligt war bzw. auch derzeit noch ist. Als Beispiele werden die Falle Hoechst - Chemische Industrie -, Schmalbach-Lubeca - Metallindustrie -, W A P- Versicherung - und Kredietbank - Bankwesen - genau untersucht. Bei der Auswertung werden teilweise auch einige andere Ergebnisse der beiden Projekte beriicksichtigt, ohne daJ3 diese jedoch im einzelnen erortert werden. Die Resultate der Studien werden zu "guten EBR-Praktiken verallgemeinert, Im letzten Teil diskutiert der Vegasser die wichtigsten Themen hinsichtlich der bevorstehenden Uberprii" Transfer 3 I99 219 Wolfgang Lecher fung der EBR-Richtlinie. Bei dieser Uberprufing steht die Verbesserung der dem EBR zur Verfiigung stehenden Ressourcen im Mittelpunkt, wodurch eine bessere Erfullung der vier oben genannten Anforderungen ermoglicht werden soll. 1. The European Works Council caught between a national, international and supranational identity The adoption and national implementation of the EWC Directive for the first time introduced and actually developed an original European institution in the area of labour relations. It raises two fundamental problems. The first is to create an international network of the nationally based workforce representation systems, which means establishing effective cooperation between the group's EWC representatives in the parent company's country and the subsidiaries. The second, harder step is to develop a collective identity for the new body at supranational level. Three typical EWC development paths can be singled out. To a certain extent these paths already exist.' These can also be described as development stages of individual EWCs.2 1. The European Works Council with an exclusively national frame of reference. The EWC function is defined and used merely as an extension of the national representation system as an additional source of information. There is no trusting contact, be it formal or informal, amongst the various national EWC members, nor any common position v i s - h i s group management. The information that management provides is used only at national level, if at all. This type is found mostly in the EWC's start-up phase. Because it has little in the way of an internationalhupranational dimension, we will not give it any further consideration here. * The EWCs we studied in two empirical projects belong to five industries. The EWCs in the parent company's country and in most cases the country of one subsidiary were covered. Specifically, in the metalworking industry the firms were Bull, GKN, Schmalbach-Lubeca and Merloni; in chemicals, ICI, Rh6ne Poulenc, EN1 and Hoechst; in the food industry, Danone, Nestl6, Oetker, Allied Domecq and Unilever; in insurance, Allianz, DBV-Winterthur, Baloise, AXA and Victoria; in banking, ABN-AMRO, Deutsche Bank, Cr6dit Lyonnais, Kredietverein and Bayerische Vereinsbank. On the EWC interaction and communication processes in the metal and chemicals sector, see Lecher, W., Nagel, B., Platzer, H.W., Constituting European Works Councils: From Information Forum to Actor?, AshgateLondon. * Cf. Lecher, W., ‘Auf dem Weg zu europBschen Arbeitsbeziehungen? Das Beispiel der Europtiischen Betriebsrate' [On the Road to European Labour Relations? The Example of the European Works Councils], WSI-Mitteilungen4/1998. 280 Transfer 3 /99 Resources of the European Works Council - empirical knowledge and prospects 2. While the European Works Council is taking on an international quality, this quality is being strongly moulded by the EWC representatives of the parent company. As a rule, this ‘EWC faction' predominates due to its size (the majority of staff are almost always employed in the parent company's country) and quality (the labour relations in the parent company's country are a ‘natural' advantage). The EWC chairman, who often is also the most senior national workforce representative in the parent company's home country, monopolises the link with group management. The international relations with the subsidiaries' EWCs converge on him, and a direct connection between the subsidiaries is non-existent or at best marginal. This type is often found amongst the more developed EWCs; in fact, information to date shows that they clearly predominate. 3. The European Works Council deliberately works to develop a supranational collective identity with a European underpinning amongst members tending towards equality. This can happen institutionally by counteracting the national bias (for example, proportional under-representation of the EWC parent company ‘faction'; participation of the subsidiaries'EWCs in the respective governing bodies on an equal basis; the rotating chairmanship of the EWC). But it is also enabled functionally by the definition of EWC-specific tasks and projects; and by working out a common position towards group management, in terms of both specific requests for information and implementation of project results, and positioning the EWC in principle vis-A-vis the basic management philosophy and its practice. Such an EWC has the potential to become a creative actor in the national, international and supranational network of industrial relations, due to its new, supranational quality. However, it is far from problem-free because a new player of this type touches on and alters the traditional configurations between national representation and national management, between group management and the EWC parent company faction, and between the EWC and the "back room organisation" most important to it, the trade unions and their need for consultation, especially in the system of dual labour relations. Although this type requires not only a substantial lead time but also a developed European consciousness on the part of its leading figures, it can be found at least to some extent in the real world. The likelihood of a significant number of particularly supranationally-oriented EWCs developing, and thus ultimately of a multi-level system being established in this area of labour relations, depends greatly on the EWCs' resource situation. Four dimensions can be analytically distinguished in this respect: time; money; information; and power. The better the EWC can equip itself in terms of these four "claims", the greater its chance of developing a European identity and ability to act effectively. Naturally, the reverse is also true. The four claims are differentiatedbelow in relaTransfer 3 I99 281 Wolfgang Lecher tion to EWCs, based on empirical knowledge mainly derived from two projects in which the author was or is a participant. As examples, the cases of Hoechst in the chemical industry, Schmalbach-Lubeca in the metalworking industry, A X M A P (insurance) and Kiedietbank (banking) are presented in succinct form. The subsequent evaluation, also kept brief for reasons of space, selectively examines a few other relevant empirical project results, without detailed substantiation. The results are generalised in terms of a "good EWC practice". 2. Thecases 2.1 Hoechst The EWC's forerunner, HEIM (Hoechst European Information Meeting), was set up in 1990 in the pioneer stage of developing European Works Councils. ' b o factors played a role in it. One was the association of the Chemicals, Paper and Ceramics Industrial Trade Union (IG CPK) with the work of the EWC in the late 1980s and the EWC agreement between the Chemicals Employers' Organisation BAVC and IG CPK. The other was the traditionally cooperative relationship between management . and the workforce representatives in the group's parent company, which in management's view had demonstrated the potential benefits to be found in a dialogue between central group management and the workforce representatives. In the 1994 stage of "forced willingness", when the implementation of the EU Directive could already be foreseen, the HEIM's verbal accord was put in written form and its content spelled out in detail. For the workforce representation body, the forthcoming Directive meant a much better bargaining position for obtaining a more formalised agreement, and the IG CPK pressed it to take advantage of this. A voluntary accord left both bargaining partners creative leeway. A right to information and consultation was not specified, but the strong position of the EWC chairman was, as well as the dominance of the German workforce representatives in the new EWC, the so-called CED (Committee European Dialogue). The CED's creation signifies the extension of labour relations at Hoechst AG's central production site in Germany to the group's European portion. The main features of these labour relations are: 1. The representational structure is tailored to one person, who combines the key functions and associated power resources. To a certain extent, this accumulation of functions and power is built into the structure of the German codetermination system, especially when, as in Hoechst's case, the group has grown up around a central production site and a strong home office. In both the central and group 282 Transfer 3 /99 Resources of the European Works Council - empirical knowledge and prospects works councils, the votes are weighted according to the employees whom the members represent, so that the chairman of a large firm's works council can wield a major voting weight in the group works council. 2. Given the group's position in the sector as one of the three large German chemical groups, the trade union is in the clearly weaker position relative to the plantlevel workforce representatives. The IG CPK (now the IGBCE) is more dependent on the backing of the Hoechst works council than vice versa. In case of doubt, the group-specific representation policy is given precedence over trade union goals. 3. The cooperation between group management and the leading workforce representatives is based on a compromise of interests that has its roots in the past. The workforce representatives have proven to be reliable partners who recognise and support rationalisation and cost-cutting measures as a business necessity, provided that they are involved to a certain degree and that social interests are taken into account. The German works councils view the CED as the fourth level of codetermination, which logically follows the creation of the group works councils (as the recently created third level). This view of the fourth level of codetermination and the direct extension of national labour relations are reflected in several ways: how the CED came into being, without the participation of the foreign staff representatives; the agreement contents, in which the parties commit themselves to the social partnership, votes are weighted according to employees represented, and the strong position of the EWC chairman is spelled out; and the CED's communication processes and development, the central position of the EWC chairman, the restraining of trade unions, and the highly formalised nature of the meetings. The people responsible for the CED in group management and the group works council chairman form the real power centre, in the sense that so far this team has shaped the development of European workforce representation at Hoechst. The trend follows the arrangement described above, which contains the motives for creating and developing a European body. The German staff representatives, especially the group works council chairman, take on the role of a regulating factor at European level so as to enhance their importance to group management. They guarantee cooperation and control. Given the pace and scale of the group's restructuring, the workforce representatives at its foreign subsidiaries have a serious interest in information from group management. One EWC meeting per year is hardly enough to satisfy this interest. The foreign subsidiaries' staff representatives are dependent on mediation by the EWC chairman, who is the key contact with the group management. This makes him the Transfer 3 /99 283 Wolfgang Lecher centre of a radial communication structure, situated to monitor the information flows. This role as information interface puts him in a key position for the EWC's internal coherence and effectiveness. He can act as a driving force, or he can block further development, giving him a great deal of responsibility for it. His "multifunctionality" is the precondition for his elevated position relative to group management, but is also very problematic since he is as committed to colleagues in the other bodies as to his own EWC colleagues. It is symptomatic that he evaluates the amount of work he puts into it as follows: some 60% goes for ‘on the spot' (plant-level) work, some 25% for company works council work, some 10% for group works council work, and only some 5% is left for the EWC work. This can lead to conflicts of interest. 2.2 Schmalbach-Lubeca Given the adoption of the EWC Directive in September 1994, and at the initiative of ZG Metall, the members of the "European Committee" already in place since 1991 decided to hold negotiations with the group's management board on creating a genuine European Works Council based on a written agreement as defined by the Directive. The executive committee, basically the German chairman and a full-time Z Metall representative, worked out a draft agreement. The draft, essentially reflectG ing Z Metall's key points and the existing practice of the European Committee, was G discussed at this committee's meeting in May 1995 and approved unanimously after a few minor amendments. The group's management board presented its own draft agreement. The compromise ultimately accepted by both parties was submitted to the European Committee, all the national trade unions represented in the group, and the European Metalworkers' Federation and European Chemicals Industry Federation (to which a few national trade unions belong), with a request for their opinions. The agreement on setting up a European Works Council was signed in August 1996. This agreement creates an executive committee of up to five members which supports the work of the EWC chairman. Both the executive committee and the chairman are chosen by the European Works Council. Up to the end of 1996, the executive committee consisted of one German (the chairman), one Dutch, one Belgian, and one British EWC representative. Since the group's restructuring in early 1997, the executive committee has consisted of one representative from each of the Netherlands, France, the United Kingdom and Germany. The annual meeting for EWC members only, the rights to information outside the general meetings, and the creation of an EWC secretariat of its own indicate that the EWC is not overly focused on the joint meeting with group management. Rather, the agreement gives the EWC the basis for developing an independent identity outside of group management. 284 Transfer 3 /99 Resources of the European Works Council - empirical knowledge and prospects In fact, on some issues the EWC has already managed to influence company decisions. Three examples can be cited. Group management was planning a clear production relocation of white cap seals production from Hanover to Italy, a move that would have meant making 120 employees in Hanover redundant. In the Italian plant involved, which lacked the capacity to step up production and did not plan further investments, this would have made working conditions worse by expanding the third shift and introducing Saturday and Sunday work. When the EWC got wind of this, it sat down with the staff representatives of the firms involved. They formed a working group - one that did not consist of EWC representatives - which embarked on negotiations with group management. These enabled the planned measures to be softened: production in Hanover was reduced by only lo%, and weekend work was prevented in Italy. A second example: the EWC also monitored and influenced the planned introduction of a central logistics concept. Group management commissioned an outside firm to develop a logistics concept uniform throughout Europe. It wanted to look into the extent to which outside service providers could take over this job. The necessary change in internal logistics in particular would have affected the employees' working conditions. The German and Dutch staff representatives learned of this project in their national information bodies. They informed the EWC, which discussed it, polled opinions, and drew up a joint position. The EWC demanded that central group management make the contracts available to the staff representatives before signature, and consult with them. This demand was accepted. The staff representatives' resistance to the concept at local level led to the whole area of in-house logistics being deleted. The logistics concept has since been dropped entirely. A final example. The purchaser of an end product of Schmalbach-Lubeca in Spain wanted to manufacture this product independently. This would have had a major impact on most of the employees at Schmalbach-Lubeca Spain. Since national company management there refused to inform the workers of the status of the negotiations, the EWC was brought in. It demanded the relevant information from group management, then contacted the Spanish staff representatives. In this case, the EWC executive committee led the negotiations with national management that yielded a sort of ‘social plan' for those workers who agreed to work for the lowerpaying Spanish company. For those not willing to work there, jobs were arranged in another Schmalbach-Lubeca plant nearby. As in Hoechst's case, the initial motive for creating an EWC at Schmalbach-Lubeca was to extend the well-established practice of representation of the parent company's country (i.e. Germany) to the European level. The EWC's development was not sigTransfer 3 I99 285 Wolfgang Lecher nificantly altered until the groups works council chairman was replaced. The new (likewise German) chairman and the EWC chairman tried to make the strengths of Germany's workforce representation work for the new body. As a result, the foreign EWC representatives' interests were better taken into account, and they were more involved in the EWC's work and management structures. In other words, the EWC was democratised and europeanised at the same time. The momentum behind this stems from the tension between two strong national country representations, the German and Dutch ones. Granted, in the initial stage the struggle for power between these competing representations for dominance in the EWC proved to be a sticking point, but through the change in the EWC leadership it became a driving force in the direction of the EWC's supranational identity. For example, the demand that the Dutch representative be more integrated led to the creation of an executive committee that later also included staff representatives from other countries. The EWC's ability to operate stems in particular from the relatively large space occupied by the "opponent-free"EWC meetings without group management. The development of an independent information structure amongst the EWC members likewise helps greatly to reinforce it. The EWC's key importance is not in the joint meeting with group management and the information obtained there. At Schmalbach-Lubeca, the EWC's success is also ultimately dependent on the personality of the EWC chairman, who devotes up to 40% of his working time to the EWC and deliberately resists the dominance of the EWC representatives at the parent company, while enhancing the position of the foreign EWC representatives. In the 23 EWC cases we studied, this is the most extensive instance of targeted and deliberate development of a supranational EWC identity. 2.3 AXA-UAP The EWC at the French insurance company AXA-UAP was set up in two stages. Following the passing of the European Directive, Euro-FIET initiated moves to start up an EWC at M A . As a result of the takeover of UAP (AXA and UAP were fully merged on 1.4.1998) the size of the company's European workforce had risen from 14,000 to 64,000. UAP officially already had an EWC, but it had never operated in practice. Thus, although the UAP EWC represented a majority of employees, it was wound up and absorbed into the AXA EWC, which had been in existence since July 1996. There was some disagreement with company management over the question of the size of the resulting new EWC. On the basis of the existing agreement, the EWC should have expanded from 29 to more than 70 members, but this was ruled out by the company. Agreement was finally reached that there would be 54 members. Transfer 3 /99 286 Resources of the European Works Council - empirical knowledge and prospects The EWC is based on the French model, whereby the chair is a member of the central group management and the secretary is an employee representative. The EWC secretariat, which had originally consisted of four people, also had to expand after the merger, and now consists of eight representatives, four from France and one each from Germany, Italy, Spain and Belgium. This "steering committee" is headed by a French EWC member. Company-funded language training is restricted to members of this committee. The EWC has its own annual budget of 500,000 FF and the EWC Secretary may spend half of his working time on EWC business. As he is otherwise employed as trade union secretary of the CFDT, the company effectively funds his job as a half post. According to the Secretary, the EWC stands to benefit from the fact that AXA-UAP is keen to maintain an image of being the best in its sector at both national and European level. The EWC therefore has a "shop-window'' function and, as a result, has a relatively large room for manoeuvre. In the medium term (2 to 3 years) the EWC is set to replace the existing Comite‘ de Groupe (comparable to a German group works council). The EWC adopts a project-based approach to its work. One clear priority is a project entitled "The development of internal working and communication structures", which aims to increase the ability of the EWC to assert its wishes vis-8-vis group management. The most important infrastructureelement for achieving this is the steering committee, which deliberately includes EWC representatives from the company's foreign subsidiaries and is itself divided into three areas of responsibility: social affairs, economic affairs, and finance. The committee comes together during the periods between the annual joint meetings with management at alternating venues. The development of an internal information network is regarded as a crucial element in the process of widening the EWC's scope to operate effectively.Attempts are being made to develop ways of exchanging information between EWC members and the steering committee. So far, despite being requested to do so, members do not channel information to the EWC and, conversely, the EWC Secretary only rarely passes on unsolicited information to the EWC representatives. In addition to this, the intention is to organise more effectively the gathering and processing of information on specific topics. Ideally this could lead to a sort of group White Paper on "Working conditions in Europe" or even "Working time and the 35-hour Week", which could then be discussed with group management. The development of such an internal information system and the collecting of data on working conditions in the broadest sense could persuade the group management to take the EWC more seriously. The EWC has realised that it can only establish and consolidate its position by developing its own infrastructure and a clearly defined work programme. Transfer 3 /99 287 Wolfgang Lecher If serious problems arise in individual European plants, the EWC already offers support to local workforces by intervening at group or even national management level. For example, faced with a fear of job losses in Belgian and British subsidiaries, it has been pressing for redundancies to be avoided, though the final outcome of these efforts is not yet clear. The EWC has relatively close links with the trade unions, partly because unions in France are recognised as representative bodies within plants and companies and - unlike "dual systems" such as the German one - management deals directly with them. However, the low levels of union membership (under 10%) in France mean that trade union staffing is thin - which is a major problem especially, in the case of AXA-UAP, for the majority CFDT union. A further weakness is the existence of unions with a clear political orientation, with the FO in particular not only refusing to recognise the EWC (according to the CFDT) but actually actively opposing it. In the CFDT, on the other hand, a committee responsible for the EWC has been set up which meets at six-weekly intervals and produces a rksumt of its deliberations. The problem of the politically-oriented unions could possibly be reduced under the aegis of Euro-FIET. The latter, in the past, had a network of insurance companies from various European countries, but the pressure of work on those concerned meant that it became defunct. According to the EWC secretary, an EWC network serving the entire group can only be set up by the unions. In the case of the AXA-EWC, an important first step would be to develop a properly functioning internal EWC network, and work on this has already begun. 2.4 Kredietbank The EWC at the Belgian Kredietbank N.V., a private bank with operations in Europe, Asia and the USA, but with its main focus on Belgium - or rather Flanders - was set up in September 1996, following a preparatory meeting in May of the same year. The EWC agreement is not only based on the EU Directive but also on a Belgium collective agreement and a group-specific consultation model established for industrial relations within the company. The initiative for setting up the EWC came from the Belgian sectoral union SETCa. The first meeting of the EWC, attended also by a representative of Euro-FIET, was funded under EU programme budget 4003. The employees wanted to set up the EWC at the level of the holding company, thus covering all subsidiaries (including the insurance sector). They were, however, not entirely successful in achieving this, but the pressure they exerted did at least mean that all Kredietbank's affiliated companies in Belgium and their subsidiaries were 288 Transfer 3 /99 Resources of the European Works Council - empirical knowledge and prospects included in the EWC. Each meeting lasts three days, with one being devoted to preparation, one to the plenary session and one to subsequent evaluation and debriefing. The costs involved are met by the group management - which has retained full decision-making powers in each case. For their work EWC members can draw on the existing infrastructure for in-plant representation at national level. The pre- and post-plenary sessions are organised by a five-member "inner-circle" committee consisting exclusively of Belgian members. When problems concerning foreign subsidiaries are being dealt with, one further EWC representative per country involved can be co-opted. The EWC also has a special committee dealing with purely Belgian problems. Working groups have already been set up on wage and working conditions, internationalisation and codetermination, computerisation and working conditions. The EWC also intends to organise a seminar to look into the scope of its own operations and the legal conditions under which it works. The idea is to use the seminar also to discuss problems related to funding and job-release schemes. The list of issues drawn up so far is to be extended to cover social plans, corporate strategies and the problem of centralisation of corporate functions as a result of electronic data processing induced by European Monetary Union. The management adopts a relatively open approach to the EWC's concerns. Initial problems with funding for the provision of simultaneous interpretation, the drawing up of invitations and information material and the distribution of minutes were, for example, solved by management as soon as EWC representatives raised them. The German representatives in the EWC have been pleasantly surprised by the relatively "equal" treatment meted out to the EWC by group management - especially as they are treated in a much more restrictive manner by their own national management. This is not only an important indication that management styles can differ considerably between the central group and national companies but also a sign that the reputation which individual countries enjoy of having a particular pattern of industrial relations (in the case of Germany, a codetermination culture based on cooperation and consensus) does not necessarily hold true in specific cases of EWCs involving German participants. Group management openly provides a wide range of information. Indeed, the real problem EWC members face is to sift out the information most relevant to them from the wealth of available data. Requests for information can be channelled to the Board via the secretariat at any time. During meetings it is also possible to put oral questions - and this indeed happens. The exact significance of the information provided often only emerges indirectly. Thus the German EWC representatives learned that Transfer 3 /99 289 Wolfgang Lecher Belgian electronic data processing was partly taking place in a French offshoot of the company. During the course of the planned standardisation of EDP operations, the German representatives expect there to be a clash over centralisation of such tasks - which will affect German operations as well. In one case, consultation - albeit of a restricted kind - has already taken place. Thus the central group management and the EWC agreed over criticism that the Board of the German company had not properly represented and taken into account central management's restructuring plan. The German EWC representatives see this formulation as creating scope for their attempts to reduce planned redundancies in Germany. At the time of this study, talks on this issue were still in progress. In assessing the position of the trade unions it is important to differentiate between the situation in Belgium and position of the company's subsidiaries - for example in Germany. In Belgium, the union responsible for the banking sector has formed a national interest group which brings together bank employees six or seven times a year. There is also an inter-sectoral link-up within the financial services sector. In addition there is a parity-based body for the banking sector which embraces employers' associations and unions and is responsible for negotiating sectoral collective agreements. And parity-based working groups at company level have been set up in which the employees' position can be articulated. Because of their geographical proximity to the organs of the European Union, the Belgian unions are also well-informed about European affairs. They are all represented in Euro-FIET. The position of the EWC representative in the German subsidiary is rather different. Here there is a lack of any infrastructure which would ensure that contact is maintained with his EWC colleagues in the Belgian mother company. In the small German subsidiary there is simply not the same time and scope available as is enjoyed by an EWC representative who has been released from his duties. However desirable this might be, it is not possible for him to take up contact beyond the Kredietbank EWC with other European works council members in the same sector so as to find out about the position of "his own" EWC and other possible examples of best practice. A lack of time means that it not possible to discuss EWC issues with the local trade union secretary either. The latter has other priorities at regional level and cannot also cover the needs of the EWC. On the other hand, the German EWC representative found the international conferences and seminars organised by Euro-FIET most helpful, especially in the early days of his activities, as they provided him with a good overview of the different national systems of industrial relations. According to him, however, such seminars still fall short of providing effective trade union support for the work of the EWC, despite this being essential for his own work. 290 Transfer 3 /99 Resources of the European Works Council - empirical knowledge and prospects 3. The claims on resources 3.1. The time dimension Not surprisingly, for the European Works Council the "time" resource is still much scarcer than for the multi-level national representation. Apart from in the United Kingdom, where a representational structure above plant level is very much the exception, national systems of representation have at least two levels; and in some cases, like Germany and France, they even have three.3 The European Works Councils consistently report that in the - frequent - case where one and the same person performs more than one task, the plant-level basic work (as in Germany) or the trade union work (as in France) consumes the greatest amount of time by far. This is not surprising, since at this level the elections defining the basis of the representatives' legitimacy are contested. On the other hand, however, it is a serious problem that the new level of the European Works Council, which needs a particularly large amount of breaking-in, is usually accorded the least amount of time by far, even with respect to the higher national representation levels. Except for Schmalbach-Lubeca as described, in those we studied it is between 5% of the total time spent, or five working days per year. If we also assume that, as explained above, the (senior) national representatives and the EWC leadership are, in fact, the same individuals, then the small amount of time available for the European Works Council is unsurprising. The difference between EWCs at the parent company and EWCs at their subsidiaries creates further time problems. While in practice the former are often released from their duties by law or by the accumulation of mandates, in the subsidiaries' EWCs this is more the exception because these include many smaller firms. The subsidiaries' EWCs' especially severe lack of time is made even worse by the fact that they can seek outside expertise (including trade union advice) in only a few cases. These restrictions also make it harder to integrate them full-time into the EWC steering committees (or secretariats, executive committees, etc.), and properly involve them in project work (such as it exists). To some extent, these problems can really only be solved by voiding or deliberately reducing excessive strain on personnel, particularly when the same individual fulfils more than one representative function (e.g. In Germany these are the Betriebsrut [works council], Gesurntbetriebsrat [company works council] and Konzernbetriebsrat [group works council]; i, nFrance, the Comite‘d'e‘tablissernent [establishment-level works council], the Comite‘ d'entreprise [works council] and the Comite‘ de groupe [group-level works council]. Transfer 3 /99 29 1 Wolfgang Lecher plant-level and parent company EWC) by differentiating between these functions and by allocating the subsidiaries' EWCs their own time to be used exclusively for this purpose. 3.2. The funding dimension Granting a distinct allotment of time has direct funding consequences. In most of the agreements negotiated so far, the group is only responsible for funding the official meetings between its management and the EWCs (normally once a year). Differences already appear in this area, related to the number of languages interpreted, written translations of materials prepared, full interpretation of the EWC preparatory and follow-up meetings, and funding of a permanent EWC secretariat. In only the rarest cases to date has a distinct EWC budget been agreed that the EWC can also manage independently? Within such a budget, the problems cited could at least be alleviated if not solved. However, such an independent budget should also include precautionary arrangements for extraordinary EWC meetings, as expressly provided in many contracts. If such a budget is not obtained, then given extra costs above the contractual agreements the only recourse left is funding possibilities by the respective national representative bodies. This, in turn, could possibly lead to transnational disparities since countries' means differ greatly, thus further differentiating the EWCs in addition to the parent company-subsidiary split. Finally, it must be assumed that the EU's EWC budget line 4004 will run out, or at least fall sharply, with the full implementation of the EWCs at the end of 1999. Money which is still being spent today on EWC information and training events, as well as on interlinking them at national, and also potentially at transnational level, must then be obtained on one's own. In the longer term, the trade unions should think about specifically reserving a specified percentage of the dues paid by union members at the respective national level to fund EWC consultation activities. This would not only strengthen the linkage of EWCs and unions in the dual systems like Germany's, but also raise the pressure to legitimise the EWCs' trade union work and generate spill-over effects for the trade union europeanisation prospects. Exceptions are the two French groups Bull (electronics) and Crkdit Lyonnais (a bank). This is not a coincidence, since in France the works committee is legally entitled to a distinct budget; based on company supplementary negotiations, this can be up to 5% of total gross wages and salaries. This practice was adopted by a few EWCs with a French group parent company. 292 Transfer 3 /99 Resources of the European Works Council - empirical knowledge and prospects 3.3 The information dimension Most EWC contracts have standard phrases on information that must be dealt with in the EWC's joint meeting with group management. The EWC, however, is fully free to separate these information areas, make specific requests, and at times also ask for more information. In this case, the EWC should make it a point to see that written information material is provided far enough in advance of the official meetings to ensure optimal preparation and consultation amongst the EWCs. Meeting follow-up is just as important as the EWC members agreeing on their roles in the meetings and being insistently demanding when management provides imprecise information. The internal follow-up to the meeting could even be seen as also being the first step in preparing the next official joint meeting with management. Looking to the future, the main thing is to establish a continuous information process within the EWC between the official meetings. This is the only chance it has to develop its own communication and information structure in parallel with andor as an alternative to the information furnished by management. Such an information channel not only is important for forming the EWC's identity, it also enhances the EWC's status in the eyes of management, not to mention those of the national representative structures, due to the relative independence thus gained. If a stable, informal, internal EWC communication structure of this type is then linked with Europe-related project work (data gathering on working conditions broadly speaking, (sub)sectoral networking of EWCs, positioning EWC knowledge in the international coordination of collective bargaining policy that will be indispensable in future), then the EWC gains an independent profile and can much more easily justify the resources of "time" and "money". A final important point has to do with help by outside consultants in interpreting information. Again as with French workforce representation, where there is a legal right to such external advice in interpreting the ‘social balance sheet' provided by the company, the EWC should deliberately and regularly rely on consultant facilities especially where the trade unions are formally separated from the EWC by a national dual labour relations structure. Only a stable, permanently established link between unions and EWCs will ensure the acceptance and staying power of EWCs in these countries (especially the Netherlands, Austria and Germany) vis-8-vis national, and especially supranational group management. The unions, in turn, benefit from their linkage to the EWC by learning how to develop their own europeanisation perspective with the group level's involvement, and they can use the data on international comparison of working conditions compiled by the EWC for their international coordination of collective bargaining policy, which is indispensable under EWC conditions. Transfer 3 /99 293 Wolfgang Lecher 3.4. The dimension of power It already takes some audacity to speak of an EWC "power" resource in the context of the current, still-embryonic condition of EWC creation with its very vaguely defined consultation function and absent codetermination function. Even more than with the other "claims", this involves the prospective development of good practice enabling the EWC to not just act as an agent of management decisions or a pure receiver of appropriate information, but to collect power in various fields - admittedly, small pieces - and then assemble it intelligently. To start with, mention can be made of the group's objective conditions that affect the chance of developing such a resource. The group's current and conceivable medium-term business situation can have a fostering or hindering effect on the EWC's position. According to the latest empirical studies, groups with a good business situation (banks, insurance companies) are more prepared to give their EWC room to grow, and also to equip it better in terms of the three resources named above, whereas those groups that have narrow profit margins and which are under pressure from restructuring are reluctant to do so. But even when the production site issue plays a greater role, experience shows that groups with a high capital intensity of investments are not as quickly prepared to actually change production sites (although the threat of doing so or playing "poker" with it is also a common practice here) as are groups with a low capital inten~ity.~ For the latter, production relocations involve fewer "false costs" than for the former. It is thus worthwhile for the EWC to draw up a group profile in this regard, or have one drawn up by outside consultants, and use it to make an informed assessment of the chances for relocation threats being carried out. The group's corporate philosophy could be another possible EWC resource. Does it place importance on a specified corporate identity; does it lean more towards the cooperative management style typifying the "Rhenish model"; is it heavily influenced by Anglo-Saxon types of relations; how are the working relations with the trade union's back room organisations? If group management expressly values employees' positive identification with the company, if it demands a See the well-documented arguments of Fries, M., Helfen, M., Horter, S., ‘EuropZsche Betriebsrate und konzeminteme Standortkonkurrenz' [European Works Councils and IntraGroup Production Site Competition], Trier University (Sadowski Chair), duplicated manuscript, 1998. 294 Transfer 3 /99 Resources of the European Works Council - empirical knowledge and prospects "European" management behaviour of the national levels as well, if the unions are not just tolerated bargaining partners but accepted ones, then the chances are better for the EWC to develop a supranational identity of its own than in a more hostile environment. But such an identity must be developed through one's own efforts. These occur selectively in three areas. A close, two-way link between the national representational structures and the EWC is essential. Information on the EWC's work must be given to the plant-level rank and file in understandable and usable form, while employees must function as much as possible as "experts in their own speciality" and be included in the EWC's work. Of equal importance is informally networking EWC members and avoiding an excessive national parent company frame of reference for developing common EWC positions. This in turn puts the needed pressure on management to deal seriously with such positions. Independent EWC work projects are admirably suitable for achieving such a double - i.e. vertical and horizontal - interlinkage of the EWC. Particularly in the areas of occupational health and safety protection and the eco-audit - where European directives already exist that must be transposed nationally, which ultimately means in the groups - there are important starting points for positioning the EWC. It is important in this regard that, at least initially, such projects be situated solely in the EWC, and positions developed on them that then lead to joint consultation (possibly in a joint committee) with company management. Presumably, due to the supranational, European perspective of such project topics, isolated formulation within the group of EWC positions on their sectoral or possibly multisectoral interlinkage to such a theme is not enough. Linking the EWCs together by theme can thus be another partial resource. After all, it is also worth recalling here that trade union backing, ranging from consultations to credible threats of demonstrations and strikes at the EWC's national grassroots level, is an indispensable resource for these positions.6 In countries like Italy, the United Kingdom, Belgium and Sweden, the trade unions are full members of the EWCs by virtue of national implementation of the EWC Directive and/or the national labour relations system. Where this is disputed, or is not the case under national implementation or voluntarily agreed contracts, structures must be created to closely involve the trade unions in the EWC's day-to-day work. It The examples of Renault and Alcatel show here that threatening and carrying out internationally coordinated activities of this type are not only possible, but as in Renault's case can also be successful. Transfer 3 I99 295 Wolfgang Lecher is mainly up to the unions to do this organisational work; for example, by setting up a "circle" of union advisers, which is generally most sensibly done under the leadership of the strongest trade union at the parent company's 10cation.~ optimise such To an organisationalmodel, here too the problem of the national trade union bias should be handled sensitively: for example, by not ruling out a priori the use of group-level specialist officers of other nationalities if they have the appropriate knowledge of the language and labour relations. Linking this trade union network together with the above-described thematic EWC exchange network could release additional synergies. 4. Prospects In the linkage of current and future prospects presented here, the EWC's central resources of time, money, information and power reveal a multi-level models of its institutional and functional interconnections.The EWC's three development paths or stages that have been identified each have different affinities to the national, international and supranational levels. In particular, the EWC operating supranationally must solve the multi-level problem if it wants to be efficient. It must try to optimise the resource constellation of national, international and supranational elements of activity. To be sure, in no case have the EWCs already in existence achieved a fully satisfactory optimisation of their work. And as in any multilevel system, areas of friction will inevitably appear at the interfaces. The specific combination of resource elements and the relative share of action levels in the EWC's overall potential for action will thus differ from case to case. But the most important result of the resource analysis done here is that there is a series of empirically proven starting points for the European Works Council to have, 'This has since also become an official part of the EWC strategy of some European industry federations, such as the European Metalworkers' Federation (EMF). From the political perspective, the book by Jachtenfuchs, M., Kohler-Koch, B. (eds.) Europiiische Integration [European Integration], Opladen 1996, and from the social policy standpoint the book by Leibfried, S., Pierson, P. (eds.) Standort Europa - Sozialpolitik zwischen Nationalstaat und europaischer Integration [Production Site Europe: Social Policy Between the Nation-State and European Integration], Frankfurt 1998, offer good introductions to the multi-level approach and provide a convincing criticism of the Euro-pessimistic model of interpretation. In a current overview, see Platzer, H.W., ‘Arbeitsbeziehungenin der transnationalen Okonomie und Mehrebenenpolitik der EU. Wandel nationaler System und Europiiisierungsprozesse' [Labour relations in the transnational Economy and the EU's Multilevel Policy. The change in the national system and europeanisation processes], duplicated manuscript, Fulda 1998. 296 Transfer 3 /99 Resources of the European Works Council - empirical knowledge and prospects at least potentially, a highly differentiated spectrum of activity, and that it must develop these possibilities for action as a set of specific action components. The more satisfactorily the national basis and its international competencies can be linked with the development of a supranational identity, the more attractive the employers will find it, and also the more interesting it will be for national and group management. Already today, many national managers complain that they are less informed about group policy than the national representatives in the European Works Council. Possibly the key innovation the European Commission has successfully achieved with the adoption of the EWC Directive is that, in contrast to the Vredeling drafts of the 1970s and 1980s, it does not start with national management, but makes group management operating supranationally the focus of action by the EWC. This latter is thus invited - in fact forced, if it takes its job seriously - to also establish itself at this level and develop a genuine multi-level policy. Given the asymmetry between the europeanisatiodglobalisation of capital trends, which is receiving yet another strong boost from European monetary union, and the state of a supranational European labour and social policy, which in comparison will also be unsatisfactory for the foreseeable future even in the improved context, the main figures in workers' representation should thus consistently use the opportunity presented by the European Works Council opportunity to europeanise their own labour relations at both company and trade union level. 5. Revision of the EWC Directive The examples described here provide only a limited basis for suggesting revisions to the EU Directive, when it is reviewed in September 1999. The reason for this is that the cases examined were all based on processes derived from Article 13 of the Directive (Voluntary Agreements) and therefore cannot take into account problems related to the Special Negotiating Body (under Article 6 of the Directive). By the end of 1998 there were some 430 Article 13 agreements compared with just over 50 Article 6 agreements. By that date negotiations were under way in 56 further cases and in 43 cases applications to start talks had been made. This means that 25% to 30% of companies affected by the EWC Directive have now set up an EWC, covering some 45% of the relevant employees. However this still leaves some two thirds of the total of 1,500 companies required to set up an EWC and more than half of the employees affected. Despite this, revision of the Directive even as early as 1999 makes sense. Firstly because sufficient experience has already been gathered with the working and organisational aspects of the "voluntary" EWCs set up under Article 13 to be able to idenTransfer 3 /99 291 Wolfgang Lecher tify areas requiring revision. And secondly because it has become clear that procedures under Article 6 have certain weaknesses which can be rectified early enough as part of the revision of the Directive so as to ensure that further delays in setting up EWCs are avoided. In my opinion the first - content-related - aspect is the more important, and empirically founded arguments for this can be derived from the cases described here and the discussion of resources. Briefly the following points require revision9: Information and consultation processes must take place at an early stage and must be all-embracing, so as to give the EWC an opportunity to influence decision-making processes at central level or whatever level of management is appropriate. Information should be in written form and supplied on an ongoing basis. Any decision by the company can only be made following a final consultation process. The EWC must be able to make independent decisions on dates for meetings and on the details of its committee work. In particular it must have the option of meeting more than once a year and members must have a right to attend training courses relevant to their work, with the costs for both being met by the company. The supporting role of the trade unions should also be laid down in the Directive. This includes the right to attend meetings of the EWC. Trade union participation rights with regard to the Special Negotiating Body under Article 6 of the Directive should also be guaranteed by law. There are a number of further remarks to be made on these points. The RenaultVilvoorde, Levi-Strauss and Philips cases have demonstrated in particular that it is essential to define more precisely what is meant by information and consultation.Consultation should also be seen as closely related to the provision of information. The latter must occur at an early stage - in written form - and should be comprehensive and ongoing. Consultation between employee representatives in the EWC and central management must take place early enough during the planning stage for the opinion of the employee representatives to be taken into account and to be allowed to influence the decision-making process. On the other hand, the suggestion made on several occasions in the discussion that the definition of the term "consultation" should be extended to include the reaching of agreement is regarded with greater scepticism. This would unnecessarily restrict the scope for representation of particular interests as it would force the EWC to achieve consensus. Furthermore, particularly in countries with dual systems of industriOn this point, see a position paper produced on 16.11.1998 by the German Trade Union Confederation (DGB) on revision of the EWC Directive and also Working Paper No. 35 (Review of the Directive), October 1998. 298 T a s e 3 /99 rnfr Resources of the European Works Council - empirical knowledge and prospects al relations, such a goal-oriented process would create problems of achieving (rapid and difficult) coordination between the EWC and the unions. Where the modus operundi and working rhythm of the EWC is concerned, greater consideration should be given to the fact that in 75% of all voluntary agreements the unions were either co-signatories and/or were directly involved in negotiations. This is why, in practice, unions have developed their demand for a special role in the setting up of EWCs. In order to strengthen the coordinating role of the sectoral European union federations, a right should be included for one of their representatives to play a consultative role in negotiations with central management. The same goes for the participation of experts - usually trade union specialists. These could, however, be made subject to the vote of the Special Negotiating Body rather than having distinct participation rights. This would be in line with the idea that the Special Negotiating Body bears overriding responsibility during negotiations. In practice - as the cases described here demonstrate - a need has emerged for negotiations with central management and/or joint meetings of the EWC and management to be properly prepared and - especially - evaluated after the event. In a number of cases this is resisted by central management not only in the voluntary agreements but also in the examples of Special Negotiating Bodies described here. One possible opening could be created by a formulation whereby agreements refer not to one meeting but to "meetings" in the plural - the necessity and frequency of these being defined by the EWC. One of the reasons for the slow progress made in establishing European Works Councils under Article 6 of the Directive is, in the opinion of the unions, the fact that they are not given a separate right to file a request for one to be set up. When it comes to revision, consideration should therefore be given to the possibility of including a provision whereby a European Works Council or some process for information and consultation must be set up if a request comes from‘at least two different member states or in written form from the relevant European industry federation. In this context it would also be worth considering reducing the time schedule for the entire negotiating process from three years to one. Experience so far indicates that such a long time schedule merely offers uncooperative managements an opportunity to drag out negotiations despite the additional costs involved. It is in the field of rights and protection of employee representatives that the examples of present practice provide the strongest evidence of a need for revision. These are laid down in Article 10 of the Directive and require carefully differentiated revision. In particular there is a need to lay down a right to training for the EWC which has so far been completely missing from the Directive. This not just a question of the language problem - crucial though this may be during the setting-up phase of the EWC. In order to function effectively, a basic knowledge of industrial relations systems in the countries represented in the EWC is essential, as are information on local labour law, knowledge of busiTransfer 3 /99 299 Wolfgang Lecher ness economics - for example in order to be able to understand company accounts - and also detailed profiles of the companies involved (especially because of the potential problem of competition between plants). In addition to this, an introduction to the various fields covered in EWC committee and project work is also required. There is also a need to create the right conditions to ensure that the employees in an EWC can communicate effectively with one another (development of an EWC Intranet, free use of email and fax, extraordinary meetings at least of the steering committee). Article 10 should therefore be expanded to give EWC members the right to meet and communicate with one another during working hours at the cost of the company and to attend any training events necessary to enable them to carry out their duties. They must have the time and means to build up an effective group structure amongst themselves and keep employee representatives in their particular country informed about the results of their work - and in the case of the Special Negotiating Body on the stage negotiations have reached. Another particularly important point when it comes to discussion of revision of the Directive is the scope for sanctions to be applied when the information and consultation rights of the EWC are infringed. The fact that the EU Commission sees a considerable need for action on this is indicated by the following remark made by Commissioner Flynn, responsible for social affairs: "The sanctions were not strong enough. It is important to make them more punitive when standards are not adhered to and to increase their deterrent effect when standards are ignored, so that companies are persuaded to carry out a process of information and consultation of their employees prior to decisions being made"I0. In line with this verdict, provisions should be made for Article 11 in the Directive to be expanded to the effect that any company that does not adhere to the obligations and/or procedures with regard to information and consultation will be temporarily suspended from public tendering processes under Directive 93/96/EEC. These would mean that the company could not benefit from any financial support to which it might be entitled under European, national or regional measures. A stricter provision could even require all payments made hitherto to be repaid for as long as information and consultation as required under the Directive does not occur. One final area for revision concerns the consequences to be drawn from the present escalo Agence Europe, 12.11.1998, Brussels Transfer 3 /99 300 Resources of the European Works Council - empirical knowledge and prospects lating trend towards company mergers in Europe and elsewhere in the world. Here a regulation would be required to ensure that negotiations on setting up an EWC which were already well advanced in the Special Negotiating Body at the time of a merger were not completely annulled and had to be started again from scratch. It is conceivable that a guarantee of progress made so far could be introduced which the new negotiating body could then, if it so desired, take as its starting point, thus allowing for the time already spent on negotiation. If two - or in the case of divisional EWCs more than two - EWCs are affected by the merger, then there should be a guarantee that the new agreement will not fall short of the provisions on which the existing bodies are based. Carrying out revision of the Directive along the lines described here, based on the experience already gathered with EWCs and the ideas of national trade unions and the European Trade Union Confederation, would result in significant improvements both in the process of setting up EWCs and the actual work of these bodies. As networks of diverse industrial relations emerge at national, transnational and European level, the EWCs represent an important creative anchor point, thanks to their formal institutionalisation under national statutory provisions within the framework of the EU Directive (even though these require revision in certain crucial aspects) and the various practical manifestations of these which have already developed. If their scope is further developed and their links with the trade unions at national, but particularly at European level, are strengthened, the result could be a significant "spill-over" effect for the development of European industrial relations. Translatedfrom the Gennan Transfer 3 /99 301 </meta-value></custom-meta></custom-meta-wrap></article-meta></front></article></istex:document></istex:metadataXml><mods version="3.6"><titleInfo lang="en"><title>Resources of the European Works Council — empirical knowledge and prospects</title></titleInfo><titleInfo type="alternative" lang="en" contentType="CDATA"><title>Resources of the European Works Council — empirical knowledge and prospects</title></titleInfo><name type="personal"><namePart type="given">Wolfgang</namePart><namePart type="family">Lecher</namePart><affiliation>WSI in the Hans Böckler Foundation.</affiliation></name><typeOfResource>text</typeOfResource><genre type="research-article" displayLabel="research-article"></genre><originInfo><publisher>SAGE Publications</publisher><place><placeTerm type="text">Sage UK: London, England</placeTerm></place><dateIssued encoding="w3cdtf">1999-08</dateIssued><copyrightDate encoding="w3cdtf">1999</copyrightDate></originInfo><language><languageTerm type="code" authority="iso639-2b">eng</languageTerm><languageTerm type="code" authority="rfc3066">en</languageTerm></language><physicalDescription><internetMediaType>text/html</internetMediaType></physicalDescription><abstract lang="en">There typical EWC development paths can he singled out. To a certain extent these paths already exist. They can also he described as development stages of individual EWCs: the EWC with an exclusively national frame of reference: the EWC which is taking on an international quality, but focusses on the industrial relations within the parent company's country: the EWC deliberately working to develop a supranational collective identity with a European underpinning amongst members tending towards equality. Four dimensions can be analytically distinguished in this regard: time, money, information and power. The better the EWC can equip itself in terms of these four “claims”, the greater is the chance of developing a European identity and ability to act effectively. Naturally, the reverse is also true. The four claims are here differentiated in relation to EWCs, based on empirical knowledge mainly derived from two projects in which the author was or is a participant. As examples, the cases of Hoechst (chemical industry), Schmalbach-Lubeca (metalworking industry), AXA/UAP (insurance) and Kredietbank (baiting) are succinctly described. The evaluation looks selectively at a few other relevant empirical project results without detailed substantiation. The results are generalised in terms of a “good EWC practice”. The final part deals with the main subjects of the forthcoming revision of the EWC Directive, which focuses on improvement of the four main claims of EWCs' resource situation.</abstract><abstract lang="fr">On pcut faire une distinction entre trois voies typiques de développement des CEE. Jusqu'à un certain point, ces voies existent déjà. Elles peuvent également être décrites comme étant des étapes de développement des CEE: le CEE avec un cadre de référence exclusivement national, le CEE qui est en train d'ucquérir une importance Internationale, mais est axé sur les relations industrielles dans le pays où se situe le siège, et le CEE qui oeuvre de manière délibérée au développement de l'identité collective supranationale ayant une dimension européenne où tous les membres ont un statut égal. A cel égard. quatre dimensions peuvent être distinguées d'un point de vue analytique: le temps, l'argent, l'information et le pouvoir. Plus le CEE peut se prévaloir de ces quatre « éléments », plus on a de chances de voir se développer une identité et un potentiel européens aptes à agir de manière efficace. Bien sûr, le contraire est également vrai. L'auteur de cel article fait une distinction entre ces quatre éléments sur base des connaissances empiriques provenant principalement de deux projets où celui-ci a participé ou participe loujours. Par exemple, les cas de Hoechst — Industrie chimique —, Schmalbach-Lubeca — industrie mètallurgique-. AXA/UAP — assurances — et la Kredietbank — secteur bancaire — sont présentés de manière synthétique. L'évaluation passe en revue de manière sélective quelques rèsultats empiriques émanant d'autres projets. Sur base des résullats, on élabare un « code de bonne conduite du CEE ». La partie finale traite des principaux thèmes de la prochaine révision de la directive sur les CEE, qui est axée sur l'amelioration des quatre éléments liés aux ressources des CEE.</abstract><abstract lang="de">Im Hinblick auf EBR lassen sich drei typische Entwicklungen unterscheiden. Bis zu einem bestimmten Grad sind sie bereits existent und lassen sich als Entwicklungsphasen einzelner EBR darslellen: Der EBR mit einem ausschließlich nationalen Bezugsrahmen. Der EBR, der internationale Merkmale besitzt, sich jedoch auf die industriellen Beziehungen des Landes, in dem sich die Muttergesellschaft hefindet, konzentriert. Der EBR, der bewußt darauf abziell, eine supranationale Identität mit europäischer Dimension zu entwickeln, wobei alle Mitglieder gleichgestellt sind. In diesem Zusammenhang lassen sich die folgenden vier Dimensional voneinander abheben: Zeil, Geld, Information und Macht, Je besser ein EBR in der Lage ist, diese vier “Anfonlerungen” zu erfüllen. desto größer ist die Chance, daß dahei eine europäische Identität entwickelt wird, die dazu hefähigt, wirksam zu handeln. Natürlich trijft das Gegenteil ebenso zu. Die vier Dimensionen warden auf der Grundlage von empirischen Studien innerhalb von zwei Projekten entwickell, an denen der Autor beteiligt war bzw, auch derzeil noch ist. Als Beispiele werden die Fälic Hoechst — Chemische Industrie —, Schmalbach-Lubeca — Metallindustrie —, AXA/UAP — Versicherung — und Kredietbank — Bankwesen — genau untersucht. Bei der Auswertung werden teilweise auch einige andere Ergebnisse der beiden Projekte berücksichtigt, ohne daß diese jedoch im einzelnen erörtert werden. Die Resultate der Studien wertlen zu “guten EBR-Praktiken” verallgemeinert. Im lelzten Teil diskutiert der Verfasser die wichtigsten Themen hinsichtlich der bevorstehenden Überprüfung der EBR-Richtlinie. Bei dieser Überprüfung stehl die Verbesserung der dem EBR zur Verfügung stehenden Ressourcen im Mittelpunkt. wodunh eine bessere Erfüliung der vier oben genannten Anforderungen ermöglichl werden soll.</abstract><relatedItem type="host"><titleInfo><title>Transfer: European Review of Labour and Research</title></titleInfo><genre type="journal">journal</genre><identifier type="ISSN">1024-2589</identifier><identifier type="eISSN">1996-7284</identifier><identifier type="PublisherID">TRS</identifier><identifier type="PublisherID-hwp">sptrs</identifier><part><date>1999</date><detail type="volume"><caption>vol.</caption><number>5</number></detail><detail type="issue"><caption>no.</caption><number>3</number></detail><extent unit="pages"><start>278</start><end>301</end></extent></part></relatedItem><identifier type="istex">135399E7FF48AB1DAEF2B3D6A19F11EF634D1B83</identifier><identifier type="DOI">10.1177/102425899900500303</identifier><identifier type="ArticleID">10.1177_102425899900500303</identifier><recordInfo><recordContentSource>SAGE</recordContentSource></recordInfo></mods></metadata><serie></serie></istex></record>Pour manipuler ce document sous Unix (Dilib)
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