Representing Professional and Managerial Staff since 1993
EUROCADRES did not just appear at the beginning of 1993 out of thin air. At that time the various unions organising Professional and Managerial Staff (P&MS) were ready to build an organisation able to represent them and to act at the European level.
Further developments which occurred showed EUROCADRES’ capacity to gather 5 million P&MS, to be recognised as a cross industry European social partner and to work in the mainstream of the European trade union movement as an organisation associated to the ETUC.
It has not always been easy, but step by step EUROCADRES has implemented cooperation in Europe between P&MS organisations, created a number of networks, developed initiatives in order to face the main challenges for P&MS, taken part in the European intersectoral negotiations and influenced the common future.
In the following pages you will find some key steps:
20 years with European professionals and managers: a synthesis brochure published for the 20th anniversary in 2013
EUROCADRES’ origins: a discussion between Michel Rousselot (President of EUROCADRES from 1993 to 2005) and Carlo Parietti (Presidentof EUROCADRES from 2005 to 2013) on the origins and the circumstances of the creation of EUROCADRES in 1993 and further developments.
10 founding steps: the main steps and priorities of EUROCADRES during the first ten years.
Evolution of NAR (the Nordic Professional Council): by Mona Hemmer (Vice-President of EUROCADRES from 1997 to 2001).
Two personal reports, given by two witnesses from the beginning of EUROCADRES:
by Bertil Blomqvist (Vice-President of EUROCADRES from 1993 to 2001); and
by Peter Lamb (Vice-President of EUROCADRES from 1993 to 2000).
In addition our folder ARCHIVES contains a selection of the main documents published by EUROCADRES between 1993 and 2013.
At a time when most of the world’s economies are facing a ‘crisis of capital’, if not a ‘crisis of capitalism’, it is interesting to reflect that at its inception EUROCADRES argued vigorously against the policies of deregulation, employment and financial flexibility and anti-trade unionism which (...)
During the mid-80s a specific group for P&MS activities was organised at the SIF headquarters. That work met some internal resistance, but it went on and succeeded in involving members from various SIF sectors. The purpose of that group was to influence SIF’s activities and to provide advice (...)