In January 2011, Kai Burmeister, young IG-Metall federal delegate, notably in chare of the weapon industry, didn’t sound happy: “I’m sorry, I’m not in charge of this case anymore. I am going to lead the head office. Call back in three weeks, when the colleague taking over is prepped” he explains. He doesn’t really know where he’s going to go yet, or he doesn’t want to say. He is one of the 120 people chosen to go back to the field to strengthen the IG-Metall’s 164 local units. Announced in 2009 and launched in 2010 (see our dispatches No. 090844 and 100344), the IG-Metall’s reform is following the planned pace. However, it is a painful restructuring process, unsettling for an organization used to fight to save jobs.
e colleague taking over is prepped” he explains. He doesn’t really know where he’s going to go yet, or he doesn’t want to say. He is one of the 120 people chosen to go back to the field to strengthen the IG-Metall’s 164 local units. Announced in 2009 and launched in 2010 (see our dispatches No. 090844 and 100344), the IG-Metall’s reform is following the planned pace. However, it is a painful restructuring process, unsettling for an organization used to fight to save jobs.
Unavoidable reform
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