Once we have some strength on the ground we can set about the question of international recognition from companies. This is the stage we are at with a number of the most important TNCs in our sectors.

Recognition at international level is an extremely difficult target. Some years ago it would have seemed generally non-achievable, not least because our members did not place it high on their list of priorities. However it is not only seen by our members now as a much higher priority, it is also clearly achievable despite what we know is the enormous power of transnational companies. Transnational companies, no matter how global or how large, come down to individual production units which employ workers and workers can be organised. Our challenge is to ensure that national and international trade union structures exist which makes the international organisation of those workers are possible.

Getting recognition from a company internationally is also extremely difficult because in general, companies would prefer to deal locally with workers. For many companies national bargaining with unions is a headache and to be resisted. International bargaining through the recognition of international trade unions is therefore many companies’ worst nightmare. They know, as well as we, that recognition of the international union can be the first step towards international bargaining and so for many of them the line is drawn there.

The IUF now has clear recognition as an international union from a number of companies. Amongst these are the French-based food TNC, Danone, Nestle, the Accor Hotel and United Biscuits. We are close to this in a number of other companies.

In the global economy we currently face, the opening of markets and trade has produced a global labour market where we risk being increasingly dragged into a race to the bottom in terms of workers living standards and working conditions. That is the logic of competition and it is that logic that unions nationally and internationally exist to challenge.

The current bargaining agenda in those companies where we have recognition is relatively narrow. It is clear that basic terms and conditions (wages for example) are not the place to start. Such things would be difficult and, besides, we should not seek to substitute for our affiliates.

The strategy that has been developed to date is to look to some basic issues of principle.

In the case of Danone, we established some specific areas for discussion. These included trade union rights, equality, and professional training. In each of these areas we are trying to get agreements which set out either a minimum standard or a framework in which affiliates can negotiate nationally on the issue. These agreements mean nothing on paper unless they apply on the ground. We are working with our affiliates to establish national and local union co-ordination to monitor the implementation of these agreements and ensure that once they are signed they are respected whatever the whims or policies of local or national Danone management.

To extend the bargaining agenda, we will need to be able to present a credible threat that we can inconvenience a company. Negotiation is about power. The ability to hurt companies lies at the root of our power. At present in many national contexts we clearly do not have the upper hand or even an equal hand in this regard. Internationally this is also the case. However we can build such power internationally and we must.

To develop such credibility we must address at least two issues.

First we must be stronger and better organised in any company where we aim to extend the bargaining agenda.

Secondly, in an increasingly global labour market, it is a serious mistake if we do not address our right to globally inconvenience employers. We need to look closely at the establishment of the right for workers to take action on behalf of other workers, at least within the same company. We must not be afraid to demand the right to take secondary action. We must accept that to effectively engage in international bargaining we must have a credible capacity to hurt an employer.

Whether we can actually take action of course depends on other factors, including the difficult task of persuading our members that they need to do so. We must though have a legal framework in which at least they can! This should become an international trade union demand in the light of the increase in transnational bargaining which we are trying to bring about.