European Social Dialogue at ArcelorMittal

Transcription

1 European Social Dialogue at ArcelorMittal European Commission Presidency Conference of 18 and 19 October 2010 Plenary thematic session on Management of restructuring: methods and tools and actors Hugues Fauville Employees Relations Europe - ArcelorMittal

2 European Social Dialogue at ArcelorMittal One strong conviction Social dialogue is a key element for a sustainable success Two Major priorities Managing and anticipating the change Together towards a sustainable future In search of the competitiveness Two complementary instruments We believe in Social Dialogue European Works Council European Social Dialogue Group

3 Relation between social dialogue pillars European Works Council Based on the EWC s Agreement / Transposition National Law / European Directive Employee Representative Body to be informed and consulted Aiming at developing Social Dialogue through consideration of the European worker s interests Social Dialogue Group Based on the Agreement on Managing and Anticipating Change High level exchange on Group strategy & European follow up of the Agreement Aiming at facilitating the Change by promoting effective Social Dialogue National works councils & trade unions Based on National Legislations Employee Representative Bodies Aiming at representing worker s interests and/or negotiating CLA National follow up committees Based on the Agreement on Managing and Anticipating Change National follow up of this Agreement Aiming at facilitating the Change by promoting effective Social Dialogue

4 European Social Dialogue at ArcelorMittal Two complementary instruments

5 European Works Council Mains Constituent principles To ensure the best possible circulation of information inside the Group To maintain social dialogue at the highest level To reinforce the Group s and workers identity in order to deal with its new challenges Key figures employees in Europe (EU27) 9 Main countries (Fra,Bel,Ger,Ita,Spa,Cze,Pol,Rom,Lux) - 8 working languages 108 Members (effectives & alternates) Main Means 1 annual plenary assembly (54 Members) 4 EWC Select committees per year (25 members) Opportunity to organize extraordinary meetings 4 European Working groups (H&S, Communication, Employement/Restructuring, Vocational training) Expert support with an annual assignment letter EMF coordinator involvement Training : All EWC Members trained (3 days training session organized in 2010)

6 Crisis period During the crisis period, which required a fast ability to react, EWC demonstrated its good ability to face the projects or social measures implementation and time constraints As an operational, concrete and respected institution, EWC has implemented an hight level of social dialogue based on the permanent information/consultation process In the same time, and in line with our strategy of continuous Social Dialogue, we jointly decided to reinforce it by setting up a forum where we can address competitiveness challenges in Europe : Managing & Anticipating Change at ArcelorMittal agreement ArcelorMittal / EMF (November 2009) A joint intention to implement a such agreement

7 European Framework Agreement This Agreement aims to involve trade unions in the management and the anticipation of change at ArcelorMittal : by promoting social dialogue between worker s representatives and management, through mutual commitments, trade unions become actors as management s partners to build the future of ArcelorMittal Scope : Metalworkers Federation countries with affiliates in the European perimeter of ArcelorMittal more than 50 employees (21 countries) Managing and anticipating the change through Social Dialogue at all levels Safeguarding employment and the future of ArcelorMittal Developing the workers required skills to enable them to adapt to the new challenges An active and permanent social dialogue as a pre-condition for the anticipatory management of change The Agreement lays down minimum principles

8 Managing & Anticipating Change

9 Question of Competitiveness... For performance, We can buy the intelligence, patents, competency We can invest in the most efficiency tools But, Competitiveness can only be obtained by social dialogue One strong conviction Social dialogue is a key element for a sustainable success

10 European Social Dialogue at ArcelorMittal Thanks for your attention