I was met in reception by the appropriately named Tom Codd. He
is a grandfather of 4 and the training administrator here at the
Seven Seas factory in Hull. He started working on the production
line over 10 years ago.
Seven Seas is one of the best known names in vitamins and
supplements in the UK. Listening to the workforce you quickly get
the impression that until 18 months to 2 years ago, the company
were happy to rest on its laurels and brand recognition. Things in
the factory were done as they had always been done, the workforce
was relatively stagnant, and investment in training and modern
management was almost non existent. The impression was that both
the management and workforce were stuck in a rut and going
nowhere.
The company suddenly discovered that this couldn’t continue.
Competition from global competitors was making headway in the
market. The status quo could not continue.
A new management team were drafted in. A management team that
the union could work with, a management team who saw the way to
survive in the 21st century was through a skilled and motivated
workforce. In short a management team who saw the advantage of
investing in its workforce and in training.
It wasn’t going to be easy. No one in the factory was used to
change. Some workers were 
suspicious, some managers resentful. Unite have been here
before with other companies. Our experience in supporting a
workforce to get the most out of inevitable change was going to be
invaluable in ensuring opportunities were seen for what they were
by the workers.
Jim Adams is the main Unite rep on site. Keen followers of Hull
Kingston Rovers rugby league club, he and his wife have lived in
the area since they were children. He told me “This is the first
learning/training ‘open day’ in living memory.” He continued “it is
vital that we catch up with training for our futures.” Jim and Tom
have helped and supported the new management team to bring in
training providers, and encouraged the workforce to make the most
of training opportunities. Not just work related, but getting
transferable skills that are useful elsewhere in the home and wider
community. These include computer skills or a new language etc.
I took the opportunity to talk to Andrew Harris, the operations
manager. He told me that “there has been a sea change in the
perceptions of people on the shop-floor. There is now an appetite
for change and new ideas.”
Gayle Binns, the HR manager, told me, “We are committed to
growing the new workforce skills we need. We have to, as they do
not exist in the area at present.”
From the Unite Regional Learning Organiser Russell Morgan who
has been supporting the team I was told “By working together here
250 people have signed up as interested in taking up some form of
learning. 125 have already booked onto one or other of the courses
being offered. I am really proud that the work done here by the
team is delivering for our members and the workforce – helping keep
jobs and supporting people to move up the ladder.”
The ‘Open day’ has taken time and effort to set up by many
people – workers, trade union activists and management. It has been
worth it. I will leave the final words to Tom Codd. “This is
bringing a new openness to change with benefits to the company and
our members.”
