Back to Basics for HRF: A Return to Core Union Principles
The recent HRF Congress, held in december 2025, signaled a clear intention to refocus on fundamental trade union work. The shift was evident even in seemingly small changes – a move from holding congresses every three years to every four,lengthening the intervals between gatherings. Larger policy decisions, like a boycott motion concerning Israel, also highlighted the association’s evolving priorities. A proposal to include “socialism” in HRF’s statutes sparked debate, ultimately resulting in no change to the statutes.
The Congress demonstrated a commitment to foundational principles, harking back to the organization’s origins. In 1919, concerns arose regarding German workers potentially displacing their Swedish counterparts. However, the Congress at that time dismissed these fears, recognizing that union strength lies in organization, not protectionism, a sentiment echoed today.
This renewed focus is formalized in the new ten-year plan, prioritizing three core tasks: organizing, recruiting, and securing contracts. This ambitious undertaking presents a notable challenge for HRF, particularly given its limited resources and the distractions inherent in an election year.
While delegates universally agreed on the need to reverse declining membership, a clear path forward remained elusive.Many requested concrete guidelines for implementing the core work, emphasizing the crucial role of local unions and the need for more effective recruitment tools. However, proposals for ample changes to membership fees or the removal of qualifying rules for new members were rejected. Congress opted against expanding its toolkit with these particular instruments.
Despite the lack of specific directives, many representatives expressed readiness to actively pursue new member recruitment.The practical implementation of this effort, however, remains a key question.
The Congress ultimately embraced a return to “old school” union work – direct engagement and grassroots organizing.This demanding approach, reminiscent of the efforts of the 1919 agents, is deemed necesary for success. Interestingly, even then, the labor movement faced challenges with business models like lotteries.
A significant untapped recruitment base was identified: the vast majority of students in the hospitality industry remain unorganized. Approximately 9,000 potential members are entering the profession annually, a demographic HRF has not historically prioritized. Re-evaluating this oversight would align with the new strategic direction.
Despite the timeless nature of many union issues, one aspect has changed as 1919. A restaurateur then offered to donate rental income from premises to the association’s support fund. A similar gesture of solidarity was requested for 2025, highlighting the enduring importance of mutual support within the labor movement.
