22 | International Union Rights | 28/2 FOCUS | A CHANGING POST-PANDEMIC WORLD FOR LABOUR The winter of 2020/21 was a dark one for many, but in the middle of it a fire was lit. Rather, 10,000 small flames, which made up the individual picket lines of striking members of GMB Union employed by British Gas. This marked the largest dispute seen in the UK during COVID, & the largest to hit the gas industry since the 1970’s. The story of British Gas, serves as an example of an underlying current in the industrial trajectory of the United Kingdom. British Gas was one of the jewels in the crown of Margaret Thatcher’s privatisation agenda. Fast forward to more recent times and the top brass of Centrica (the private company that has retained the British Gas brand) have managed to turn a company previously worth billions into a billion pound loss. While the business was busy continuing to lose money and making deeper and deeper cuts you might expect the unions on the ground to be busy resisting. That was sadly not the case, and the issues that came to the fore during the gas strike of 20/21 have their roots here. In 2016 British Gas also announced it would be closing a call centre and office in Oldbury (West Midlands), with a loss of approximately 680 jobs. The unions recognised by British Gas chose not to fight the closure. Roughly the same time as the call centre staff were facing a tidal wave of cuts, the employer made a move on the pensions of the gas engineers. The GMB approached this move by the employer through attempting to negotiate a settlement, which the senior GMB reps at British Gas then recommended to the membership. The union was forced to do an aboutface when the grassroots members of the GMB not only shot down the negotiated offer the union presented to them; but began to self-organise in their anger at the union structure which had found itself so far removed from where they the members stood. In the end the GMB managed to avoid a mass exodus through the combination of a change in the top of the union bureaucracy and a quick renegotiation of the previous offer with a slight enhancement that was reluctantly voted through. Why is understanding the backdrop so important? It matters, because while the scandal of privatisation, offshoring of jobs and cuts has been the narrative of many once great companies/institutions such as British Gas; the way the union reacted, by cultivating a serving culture rather than an organising culture-where maintaining a good relationship with the employer was prioritised over ensuring a defence of the union members interests, is also the narrative behind the continued decline of British trade unionism. The pensions dispute was the canary in the mine of the GMB’s structure within British Gas. If you could pinpoint a key moment when the eventual outcome of what happened with the British Gas strike in 20/21 could have been averted, it would have been an intervention following its failings during the pensions dispute. The saga over the pensions dispute was a clear indication that the union was out of sync with the membership. Where the union failed to learn this lesson, the employer didn’t. The lesson the employer took from the pensions dispute was that the union structure was out of touch with the membership and therefore on the one hand too weak to get a negotiated offer through the membership, and on the other too weak to fight the company off. The mistake the employer did make was in thinking that they, the company, were in touch with the workforce. Fire and rehire is nothing new to the industrial landscape in the UK, however its use has become both more prevalent and more high profile in the wake of Covid as a fast-track way for scurrilous employers to strongarm their workers into submission. Fire & Rehire is the process by which an employer can legally dismiss and re-engage its workforce en mass if it can argue (against a low threshold of proof) that contractual changes...