Today, on the “Shaping the Future of Work” panel, I shared how BTB has tackled the challenges of the platform economy. I discussed the key lessons we’ve learned from our agreement with Uber and how we’ve approached Amazon and other platform companies.
Curious about BTB’s approach? You can read all about our insights below.
How has BTB responded to the challenge posed by the platform economy.? What are your next steps?
I am glad to have the opportunity today to talk to you about a topic that is reshaping the landscape of labor— the platform economy.
As we all know, the world of work is evolving rapidly, driven by technological advancements and the rise of digital platforms. Recent studies predict that by 2025, there will be over 43 million platform workers in the EU alone — a 52% increase in just three years. This rise in platform workers represents a profound shift in the way people work, but also in the way we, as trade unions, must operate.
Platform workers often face precarious conditions. Their wages and working terms are far from secure, this leaves them vulnerable. It is not just a question of defending their rights; it is also a matter of safeguarding the future of our own organizations. If we aim to grow and maintain our influence, we cannot overlook these workers. We must adapt and expand our strategies to include them, despite the complexities of their employment status.
My own experience within the BTB union has shown just how challenging this can be. Platform workers do not fit neatly into the traditional frameworks we have relied on for decades. They are often categorized as freelancers or independent contractors, making it hard for them to see themselves as part of a collective workforce. This means we need a major shift in mindset—not just for the workers, but for us as unions too.
From the beginning, BTB has chosen not to wait for platform workers to come to us. Instead, we actively sought them out, organizing roadshows —wherever they come together, be it outside Amazon warehouses, at Uber rider hotspots, or even at local meeting points where they take a break. Our roadshow approach has been instrumental, allowing us to connect directly with workers on their terms, showing them that unions are here to support them, regardless of their employment status. We now apply this same approach in others sectors such as the port industry where it is also successful.
This strategy, however, has not been without its challenges. Take, for instance, our efforts to support Uber drivers. Traditional taxi drivers initially saw and some still see Uber as a threat, and this created friction even within our own ranks. But we stood firm in our belief that every worker deserves representation and protection. Whether they work under a conventional employer or a platform, the goal is the same: fair pay, safe conditions, and respect for their work.
Negotiating with a multinational like Uber to represent its drivers does not mean we support their business model. On the contrary, we see these workers as regular employees who should have the same rights as anyone else. We will continue to lobby to ensure these workers receive the recognition they deserve. We will not abandon them to fend for themselves, just as we wouldn’t with any other transport worker facing exploitation.
What lessons have we learned from our engagement with Uber and other platform companies?
From our engagement with Uber and similar companies we learned first of all that it’s undeniably tough to navigate the complex legal and operational frameworks of the platform economy. Many platforms simply refuse to acknowledge their workers as employees, making it a fierce battle. But as unions, we are used to fighting employers. We have learned that “difficult” is not an excuse to back down.
Second, we cannot ignore such a significant and rapidly growing part of the workforce. With over 40 million people soon working through platforms, representing them is not optional—it’s our duty.
In conclusion, the platform economy is not just a new arena for labor rights. It is a test of our relevance and resilience. It challenges us to rethink how we organize, how we reach out, and ultimately, how we protect those who need us most. By meeting platform workers where they are, by adapting our methods, and by standing firm in our principles, we will ensure that no worker, whether gig or traditional, is left without a voice.
