Offshoring foes protest at IBM annual meeting

Sporadic chants of "Offshore the CEO!" punctuated a gray Tuesday morning in Providence, Rhode Island, as about two dozen picketers representing a group of current and former IBM Corp. employees welcomed attendees to the company's annual meeting.

Bearing signs that read, "America's future is not offshore," "Retrain for What?" and "Offshore CEO Sam Palmisano," the demonstrators raised notice that the politically controversial issue of offshoring would be on the table at the meeting, where several shareholder proposals centered on employee discontents with IBM's labor and executive compensation practices.

Chairman, President and Chief Executive Sam Palmisano was able to launch the event at the Rhode Island Convention Center on a positive note, telling the approximately 350 attendees that the board of directors had approved a 12.5 percent dividend increase, to a regular quarterly cash dividend of US$0.18 per common share. But Palmisano was also compelled during the meeting to defend the company's strategy on outsourcing, which has gained a high profile after reports surfaced that executives discussed moving a large number of jobs out of the U.S. to countries such as India.

Palmisano stressed the importance of IBM being a global company with very strong businesses internationally, not just in the U.S., and said it needs to "look at a global skill pool around the world." He pointed to $25 million the company has set aside for the Human Capital Alliance, a skills retraining program, although he acknowledged that the effort is just beginning.

However, it was apparent from the chairman's remarks extolling the benefits of open markets and global free trade that IBM is not turning back from offshoring. "Most people recognize that you can't lock down jobs, businesses and skills, and you can't lock down nations," Palmisano said. And he warned that in managing an enterprise such as IBM, there can be "no emotional attachment to the things that don't represent your future."

That lack of emotional attachment, to employees in particular, rankles with long-time IBMers who said they have seen a shift in the corporate culture.

Michael Saville, a former IBM employee who spent 32 years with the company, traveled from his home in Salt Lake City to protest what he sees as a fundamental shift in how the company treats its employees -- "Like commodities, not like assets," he said. It can take 18 months to two years to retrain IBM employees whose skillset is in very proprietary technology, he said. "IBM tends to say all jobs are equal, but the new jobs available are at lower salaries and fewer benefits."

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