Unsung heroes

While no one can refute the workforce’s major contribution to the UK automotive industry’s continuing success, no one is actually saying it!

The British automotive industry is motoring ahead, with continued growth in production and sales – but recognition of Unite’s part in the success story has been stuck in reverse.

Car factories and the supply chain across the country are revving up for new models, helping the economy accelerate, creating or sustaining thousands of quality jobs, and delivering a huge boost to export figures.

Politicians have been quick to seize on how the sector has quite literally become an engine for economic growth, happy to be photographed inside car factories while praising the industry for its innovation and job creation.

But one constant, glaring omission from the political and industrial traffic has been the involvement of unions in general, and Unite in particular.

“It makes my blood boil,” said Unite assistant general secretary Tony Burke. “The contribution Unite members have made to the automotive industry up and down the country has played a big part in the way the industry has recovered from the recession.

“Manufacturing growth would have been around 13 per cent lower since 2009 without the automotive sector, but it is deeply concerning to see politicians praising the industry without recognising the significant contribution and sacrifices that many of our members have made.”

There are many examples of how Unite has helped companies change working practices, introduce flexible working arrangements or different shift patterns, to the benefit of companies, without any talk of industrial action or conflict.

“We always hear about negative aspects of unions, but here we have a great example of an industry working closely with us, whether it’s at Jaguar Land Rover, BMW at Cowley or General Motors at Ellesmere Port and Luton.

“Production was maintained despite all the difficulties caused by the recession, and these firms are now key export drivers,” said Tony.

Unions have also been at the forefront of campaigning to have new models built in the UK rather than in competitor countries, helping with notable achievements such as at the decision by Bentley to build their new SUV in Crewe.

“The skills of Unite members are really important to us when we lobby companies for investment – but there’s not nearly enough recognition of what they do,” according to Tony. “And having a key player on the UK’s Automotive Council in former general secretary Tony Woodley is a major asset as well,” says Tony.

Unite’s automotive sector committee has now drawn up a new strategic plan for the industry which will be published soon. Unite is also putting pressure on the government, councils, police forces and other public bodies to buy vehicles made in Britain and to bring back the supply chain to the UK from other countries.

Unite national officer Tony Murphy agrees that procurement is crucial to the continued success of car companies, and says the union is more than willing to help firms lobby public bodies.

“You don’t see German police driving anything other than a German-built car,” he says.

But he has witnessed first-hand the reticence of some car companies to join Unite in approaching local authorities or other organisations.

“I have suggested working together, in partnership, because if we are trying to get the same outcome, what’s wrong with joining forces?”

Both men are also full of praise for the work of Unite convenors and shop stewards, who have been at the sharp end of changes in working practices over the past few years. But they receive even less credit, so it’s left to their national officers to sing their praise.

“Convenors and stewards almost act as a police force, spotting any potential problems and nipping them in the bud,” said Tony Murphy.

He’s also baffled at the way unions and local officials have virtually been ignored for the part they have played in steering the industry to success over the past few years.

“The Tories obviously doesn’t want to give us any credit – ministers never include unions or even the workforce when they talk up the success of firms such as JLR or the Mini, when it would be the easiest thing to do.

“Car companies themselves could do a lot more – perhaps we don’t push them enough.”

Unite national officer Roger Maddison believes the modern day convenor is different to their historic counterparts, describing them as ‘clever’ and acutely aware of how to make factories more productive while protecting pay and conditions.

“They totally understand the industry and are prepared to negotiate professionally and to buy into efficiencies, as long as workers share in success in terms of pay and job security.”

Unite has had to deal with the huge part technology has played in the transformation of car companies and companies that make components.

BMW has an army of 1,000 robots assembling the Mini at Plant Oxford, helping with the 4,000 to 6,000 spot welds on a typical body shell, with assembly accuracy measured to an accuracy of half the width of a human hair.

The robots operate using the latest programmed logic controllers, with some having the ability to ‘see’, and pick up components from a box.

Thankfully, car companies still need to employ real people, and management do engage with Unite.

BMW’s HR director Bob Shankly told UNITElive, “Although we cannot always agree on everything, our working relationship can be characterised as one that is based on mutual trust and respect.

“Our experience is that Unite are constructive in their approach and although negotiations can be tough they understand that our business needs to stay competitive so we can grow in a way that goes to guarantee a successful and sustainable future for the company and their members.”

“The skill and productivity of UK car industry workers have played a key part in the sector’s revival. Workers and unions – especially Unite – have been instrumental with management in making the UK a competitive place for car firms to invest,” says David Bailey, Professor of Industry at Aston University who helped with drawing up Unite’s strategy for the automotive industry.

Unite’s membership in the car industry, and other automotive sectors such as coach and bus-manufacturing, has always been high, and continues to be at 90 per cent or more of workers in companies including General Motors, Ford and BMW. And a new strategic organising plan has already delivered thousands of new members, notably in the supply chain.

The sector is also set to tackle the thorny issue of agency work with a plan to try to convert agency workers into permanent staff.

Issues such as pay and agency work continue to be a challenge for Unite’s own army of convenors and stewards in the automotive industry – but the road ahead certainly looks bright.