“Even if you see it coming, it is still a very emotional process”

ACV fears wave of reorganisations

Covid-19 is not just a health crisis, but also makes economic victims. The first bankruptcies have already appeared, but there is reason to fear that more company closures and reorganisations will follow. Kader asked three trade-union secretaries with ample experience in this regard for their opinion.

“You can usually see it coming,” says ACV-Puls secretary Robert Veekman. “Fixed-term contracts are not extended, revenues are in decline,” he explains. ACVBIE secretary Peter Goris is also familiar with the signals: “increasing unemployment among blue-collar workers, changes in management,  layoffs of executives, poor economic and financial results, objectives not being achieved …” But even if you see it coming, it is still a very emotional process. “These are human dramas you can do little about,” says Peggy Schuermans from ACV Puls.

Once a reorganisation has been announced, it is time for the trade unions to take action. Robert: “The first thing I do is properly inform the trade-union members about the procedure, but also about the emotional aspect. I warn them that it is the beginning of a tough period with ups and downs. Everyone will be affected sooner or later.” A lot depends on the relevant experience of the trade-union representatives, according to Peggy. “Since a reorganisation takes place once a year at Signify, the trade-union members are well aware of what it means. However, I remember a reorganisation at Pentair, a very quiet company with good social consultations, where it was like a bolt from the blue. That was very difficult.”

Coaching

In principle, the actual negotiations are conducted by the representatives. “They take care of the negotiations and we provide back-up support ,” Robert explains, “but these roles may change somewhat if the representatives are inexperienced. Then I act as representative from time to time,” Peter adds. “A secretary’s task primarily consists of ensuring that the legal procedures and sectorial or collective labour agreements are complied with. It is therefore important to know the company. This is one of the reasons why we at ACVBIE advocate replacing the secretaries as little as possible and allowing them to develop expertise in a particular sector or at particular companies.” Consultation between the trade-union delegations is important too. “Sometimes we first need to come to an agreement, but in the end we all work towards a common goal,” Peggy says.

This common goal is of course the best possible arrangement for those affected. “Our primary objective is to save as many jobs as possible,” Peggy explains. “And come up with a social plan that offers acceptable prospects for those who are laid off. This is more than just money: outplacement and training are also important tools to help people on their way.” Peter stresses that it is not just about those who leave the company: “Those who stay behind and suddenly miss their colleagues also need to be supported and possibly be included in the social plan.”

Budget

“The employer is often willing to reach a compromise. But on the other hand, reorganisations involve a lot of money. And in case of international groups, there is often a fixed budget which the local management cannot change,” Peggy says. There are many kinds of employers . “In a recent reorganisation at a plastics company located in Germany, the managing director made every possible effort to minimise the number of lay-offs,” Peter explains. “But at a construction firm that recently laid off a few white-collar workers to present even higher profit figures to the Besix group, the employer wrote ‘does not meet the criteria’ on the dismissal form of one of our members, who had never got any comments in his 30 years of service. These things really make your blood boil and remind you why trade unions are so important!”

Even though reorganisations are never pleasant, those affected can be grateful sometimes. “I remember Crown Cork, my first real closure case. I did not feel good about the social plan we concluded then, but unfortunately it was the best we could do. Yet when we proposed it to the employees, we were applauded. The plan was better than they could have hoped. We really had made a difference as a trade union.”

In time of reorganisations, trade-union membership makes no difference. And that bothers the secretaries a bit. “Some people think they can act as a freeloader,” Peter says. “They believe they can take advantage of those who pay membership fees. But at some point, there will not be enough paying members. And then the freeloading will be over.” However, there are differences in the services provided. “Members can at all times have a calculation made of what a plan means to them personally. Especially in case of a bankruptcy, ACV membership pays off.” She believes a good social plan is the best promotion for trade unions. “Then people will more easily consider becoming a member!”