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A perfect combine-ation


Unite logic in the logistics trade secures better results for members


Highly-paid consultants would probably claim it’s a state of the art management technique. It’s all about ensuring that different workplaces run by the same company are on different terms and conditions.


And it’s about driving those terms and conditions down to the lowest common denominator. It involves ensuring that those workplaces do not communicate with each other and are given minimal information.


Well, some millionaire consultants might believe it’s a new technique, but as we all know it’s been around for years.


It’s called ‘mushroom management’ – treating workers


like mushrooms,


keeping them in the dark and feeding them on what can politely be described as manure.


Left to its’ own devices, this is exactly how the UK logistics industry treats its employees, says Unite national officer, Adrian Jones (pictured).


But the union is determined, as Adrian says, “to shed a little light into the dark.” Unite is establishing a system whereby members employed all over the country by ‘third party’ logistics companies – haulage firms which carry goods for other businesses – can communicate regularly with each other.


It’s a good old-fashioned trade union


approach – almost as old as mushroom management itself, but it can be very effective.


One haulage company might have scores of different depots all over the country working on the same contract – say for Tesco. The same company will also have its employees – mostly lorry drivers – working on different contracts involving other industries.


Unite’s approach involves the creation of ‘combines’ – groups of union reps from different workplaces, but representing workers with the same roles. It attempts to ensure best practice rather than a ‘race to the bottom’ and aims to make real improvements in terms and conditions through collective strength and if necessary industrial action.


Essentially Unite has established two kinds of combines in the logistics industry. There are three ‘sectoral’ combines bringing together lay reps from petroleum delivery, the retail grocery business and car delivery. Another is being set up for post and parcels.


There are also combines which involve reps from the same haulage company but who work in different depots for different clients. Some, for instance, might be working on contracts with oil companies, others on contracts with supermarkets and so on.


Each combine will meet on average three 24 uniteWORKS January/February 2013 BY BARRIE CLEMENT


or four times a year to exchange information and determine strategy, but they will meet more regularly if required.


The system is not as simple as it sounds. Most of the big hitters in the third party haulage business are multinational – or certainly pan-European – and involve hundreds of sites, says Adrian. DHL, Wincanton and Eddie Stobart are among the larger groups. In the past activists from one workplace did not necessarily know what was going on at another.


“The idea is to share knowledge and take a unified approach – we want synchronicity. And we need it because management is constantly trying to drive down standards.


“In the past it’s been more difficult to co- ordinate a response when terms and conditions are under attack. By getting an early warning about new management tactics through the combine we can be more pro-active and take the fight to the companies.”


One of the logistics combines, the National Car Council, which covers companies delivering vehicles from motor manufacturing plants to dealers, has existed for more than 30 years.


It recently proved its worth when Jaguar Land Rover (JLR) was forced to make major improvements to washing and toilet facilities provided for the transporter drivers at its Solihull plant.


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