Sixty-two Transport and General Workers Union (T&G) members at the soap factory here owned by Body Shop began a series of one- and two-day strikes August 30, over shift allowances, respect for the union, and dignity on the job. After the unionists stepped up the fight with a week-long walkout September 28-October 5, the bosses reversed their intransigent stance and offered a 3 percent increase on basic pay and 1 percent on shift allowances in the second and third year. The extra shift allowance is tied to productivity increases.

Coletta was one of a group of five strikers who, in a buoyant mood, discussed their experiences with Militant reporters.

“The most important thing was that the union came out of it strong,” said John McMahon, one of three shop stewards at the plant. “If we had stayed out longer than the eight weeks, some people would have gone back, we would have split the workforce and in the end the company would have won.”

In the United Kingdom, anti-union laws allow employers to sack (fire) workers after eight weeks on strike.

The workers are not overly concerned at the three-year deal. “It means we can’t strike for three years over pay,” said Linda Robertson. “But next year we’ll be looking to improve sick pay and attendance allowances.”

“We think we can do the productivity increases,” said McMahon, saying union members will be keeping a log of company errors to make sure that workers don’t take the blame if productivity is affected.

Soapworks bosses caved in, he said, because “they couldn’t afford it any more. They are five weeks behind on their orders. We told them we’d be out until Christmas—and we said that we had a minibus hired to go down to Body Shop headquarters and protest. That was a threat, but we’d have done it.” The Body Shop headquarters is about 500 miles away, on the English south coast.

During the fight, union members leafleted Glasgow retail outlets of the Body Shop, which makes marketing capital out of selling “ethical” beauty products. Anita Roddick, “green campaigner,” founder, director, and major shareholder in the Body Shop was a guest on a radio phone-in show during the series of strikes.

“We phoned up, but they wouldn’t put us through, nobody with a Scottish accent,” said Robertson. The Body Shop owns about 500 stores in 50 countries and many franchises. The company posted profits of £29 million ($48 million) last year.

More than two-thirds of the strikers staffed picket lines, often festooning trees outside the factory with banners made from sheets, painted with slogans attacking the bosses. They also spoke at union and other political meetings, collecting several thousand pounds in donations. “Lorries were just coming by and giving us checks,” one worker said. The funds raised were matched by the national T&G, and Tony Woodley, T&G general secretary, paid the picket line a visit. “That really boosted morale,” said Coletta.

“We’ve learned so much” said Ellen Brown. “At first I was nervous about shouting ‘Scab!’ at managers, but that soon wore off. I see them now for what they really are.

“We never realized how much unity there could be, that we could stick together,” she said. “But if you’re really serious, it can be done. And we have a better outlook now. We’d go and help other people. Any solidarity needed, we’ll give it.”

Xerardo Arias contributed to this article.  
 
 
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