The diversity of external and trade union expertise for European Works Councils The example of ERAME

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The diversity of external and trade union
expertise for European Works Councils The
example of ERAMET Group

• Jean-Jacques Paris

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A Group of international dimension

• ERAMET is a french mining and metallurgical group
  
• Created in 1985, that is 105 years after the
  subsidiary SLN in New Caledonia, who is the
  historic foundation
• 1989 ERAMET Group created additional
  activities to prevent the effects of the cycles
  of the Nickel and acquire strong world positions
  Two divisions, Eramet alloys and Eramet manganese
  are added to the Eramet nickel division
• ERAMET (2007) employs more than 15 000 people in
  more than 20 countries on five continents
  cultural diversity between the divisions and
  inside the division.
• The three divisions of the Group   Eramet
  Nickel, Eramet Manganese and Eramet Alloys
  generated a combined 3.792 billion in turnover
  in 2007.

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The majority of staff is outside the EU
Staff distribution per areas
about 15 000 employees
about 6 150 employees In the UE
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The alloy division represents the biggest part of
the european staff
Staff distribution per divisions
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The European Works Council (EWC)

• EWC agreement (art. 6) 03-02-200
• Meeting frequency per year 1 (Safe in case of
  exceptional circumstances)
• Select Committee
• Assistance of an expert among others means
• Composition 34 Members
• New Caledonian (Fr)4 (Full member)
• Swedish 3
• Norwegians2
• Belgians2
• Metropolitan (Fr)23

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The spreading of expertise (1)
1. Time building usefull time for anticipation
Reply and satisfy the needs of the
actors Promote the use of the expertise by the
actors
2. To promote usefull spaces for social and
territorial dialogues
Objectives
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The spreading of expertise (2)

• Creating time for dialogue with the actors
• Gaining time by asking and considering the right
  questions
• Listening to the worries and identifying the
  points of vigilance
• Elaborating a shared diagnosis that shows the
  reality in a non equivocal way
• Having the usefull time to prepare the future
  (prospective of activities, of employments , of
  professions)

1. Time building usefull time for anticipation
The good financial health of the ERAMET group has
proved to be a favourable factor of strategical
anticipation
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The spreading of expertise (3)
2. To promote usefull spaces for social and
territorial dialogues

• Formalising a constructive dialogue and making
  sure that the people concerned work together
• Promoting the social link through borders and
  cultural differencies
• Favouring the exchanges with public authorities
  (local European)
• Encouraging contacts with european trade unions
• Accompagniing information, consultation,
  négociation process

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Expertise and internationalisation grade of the
ERAMET GroupThe need for local understanding
ERAMET
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Three direction for the expertise
Corporate law
Economy, Finance
Social law
Others Institutions, Institutional
networks Experts Research centres, Universities
Multi-player
Sociology
Multi-dimensional
Company Management HR Dept. Unions Labour
representatives Shareholders Stakeholders
Management
Etc.
Public Author-ities
International European National Sectoral Local
Multi-level
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Variables that determine the set of players in
the company and the region
Management structure
Involvement of stakeholders
Local culture
Quality of the information
Coordination of the labour reps (unions/WC/EWC)
Restructuring undergone
Dynamic adaptation to change
Quality of the information procedural
agreements, collective agreements, innovative,
flexible and overriding agreements
Regional partnership


Tripartite, revitalisation, anticipation
agreements
Official/unofficial network of players
Innovative agreement, revitalisation, research,
anticipation
Quality of information and negotiation
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Prise en compte de lexpertise en Europe -
Évolution
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