Taken for a Ride: Litigating the Digital Platform Model

Total Page:16

File Type:pdf, Size:1020Kb

Taken for a Ride: Litigating the Digital Platform Model International Lawyers Assisting Workers Network TAKEN FOR A RIDE: LITIGATING THE DIGITAL PLATFORM MODEL ISSUE BRIEF | MARCH 2021 1 Issue Brief: Taken for a Ride International Lawyers Assisting Workers Network The International Lawyers Assisting Workers (ILAW) Network is a membership organization composed of trade union and workers’ rights lawyers worldwide. The core mission of the ILAW Network is to unite legal practitioners and scholars in an exchange of information, ideas and strategies in order to best promote and defend the rights and interests of workers and their organizations wherever they may be. This report was made possible with funding from the Ford Foundation. The information contained in this report is provided for informational purposes only, and should not be construed as legal advice on any subject matter. Information in this report may not constitute the most up-to-date legal or other information. The report contains links to other third-party websites, the ILAW Network does not recommend or endorse those contents, the links are only for convenience for the reader. The views expressed are those of the individual authors - not those of the ILAW Network as a whole. No reader should act or refrain from acting on the basis of this information without first seeking legal advice from counsel in the relevant jurisdiction. 2 Issue Brief: Taken for a Ride International Lawyers Assisting Workers Network Table of Contents Taken for a Ride: Litigating the Digital Platform Model FOREWORD 5 THE “GIG ECONOMY”: LITIGATING THE CAUSE OF LABOUR 6 The Legal Armoury: “Gig Economy” Corporate Strategies to Avoid Obligations 10 Workers are treated as independent contractors.............................................................................................12 Indemnity clauses..................................................................................................................................................13 Three-way contractual nexus...............................................................................................................................13 Technology versus transportation services company.......................................................................................14 Subsidiary versus parent company......................................................................................................................15 Mandatory arbitration clause and large upfront payments to commence claims........................................16 Disputes made subject to foreign law................................................................................................................16 Overcoming laws designed to target them........................................................................................................17 Running or, better yet, hiding in plain sight.......................................................................................................17 Conclusion.............................................................................................................................................................18 The Cases: How Workers, Trade Unions, and Governments Have Fared 18 Disregarding the label - substance over form.....................................................................................................21 Understanding digital control...............................................................................................................................23 Technology versus transportation services company.......................................................................................26 Three-way contractual nexus...............................................................................................................................27 Subsidiary versus parent company.....................................................................................................................28 Mandatory arbitration clauses with large upfront costs....................................................................................29 Disputes made subject to foreign law.................................................................................................................30 Overcoming laws designed to target them.........................................................................................................30 Lessons and Recommendations 32 Litigation strategy..................................................................................................................................................32 Definitions and approach......................................................................................................................................34 Enforcement...........................................................................................................................................................35 DIGEST OF KEY JUDICIAL DECISIONS 37 Employee, Independent Contractor or Third Way? 38 Australia Gupta v Portier Pacific Pty Ltd; Uber Australia Pty Ltd t/a Uber Eats [2020] FWCFB 1698..........................39 Rajab Suliman v Rasier Pacific Pty Ltd [2019] FWC 4807 (12 July 2019).........................................................40 Klooger v Foodora Australia Pty Ltd [2018] FWC 6836.....................................................................................41 Pallage v. Rasier Pacific Pty Ltd [2018] FWC 2579............................................................................................43 Kaseris v. Rasier Pacific V.O.F. [2017] FWC 6610..............................................................................................43 Belgium Dossier n°: 187 – FR – 20200707........................................................................................................................44 Brazil Marcio Vieira Jacob v. Uber do Brasil Tecnologia Ltda, RR - 1000123-89.2017.5.02.0038..........................46 ADPF 449 / DF.......................................................................................................................................................47 Conflito de Competência Nº 164.544 - MG (2019/0079952-0)........................................................................48 Canada Canadian Union of Postal Workers (CUPW) v. Foodora Inc. (2020) OLRB Case No: 1346-19-R (“Foodora”).........................................................................................................................49 Chile Alvaro Felipe Arredondo Montoya and Pedidos Ya Chile SPA.........................................................................51 France Mr X v. Uber France and Uber BV Ruling No. 374.............................................................................................53 Mr B. v. Take Eat Easy (Judgment N 1737).........................................................................................................54 3 Issue Brief: Taken for a Ride International Lawyers Assisting Workers Network Germany Case No. 9 AZR 102/20........................................................................................................................................55 Italy Cass. n. 1663/2020 (Foodora)..............................................................................................................................57 Yiftalem Parigi v. Just Eat Italy.............................................................................................................................58 European Union B v. Yodel Delivery Network...............................................................................................................................59 Netherlands Deliveroo v. Federation of the Dutch Trade Movement (FNV).......................................................................60 New Zealand Atapattu Arachchige v. Rasier New Zealand Limited & Uber B.V..................................................................62 South Africa Uber South Africa Technology Services (PTY) Ltd v National Union of Public Service and Allied Workers (NUPSAW) (2018)................................................................................................................64 Uber South Africa Technology Services (PTY) Ltd v National Union of Public Service and Allied Workers (NUPSAW) (2017)................................................................................................................64 South Korea Do-Hyun Kwak v SoCar et al...............................................................................................................................66 Spain Rider v. Glovo App 23, S.L...................................................................................................................................68 Switzerland Cour d’appel civile du Canton de Vaud. Ruling no. P317.026539-190917/380 of 23 April 2020................69 Décision du 29 mai 2020 n°ATA/535/2020.......................................................................................................70 United Kingdom Uber BV v. Aslam, [2021] UKSC 5.......................................................................................................................72 Independent Workers’ Union of Great Britain (IWGB) v. RooFoods Ltd. T/A Deliveroo [2018] EWHC 3342...............................................................................................................................................73 Addison Lee Ltd v Lange & Ors UKEAT/0037/18/BA........................................................................................74 Addison
Recommended publications
  • Food Delivery Brands Head-To-Head the Ordering Operation
    FOOD DELIVERY BRANDS HEAD-TO-HEAD THE ORDERING OPERATION Market context: The UAE has a well-established tradition of getting everything delivered to your doorstep or to your car at the curb. So in some ways, the explosion of food delivery brands seems almost natural. But with Foodora’s recent exit from the UAE, the acquisition of Talabat by Rocket Internet, and the acquisition of Foodonclick and 24h by FoodPanda, it seemed the time was ripe to put the food delivery brands to the test. Our challenge: We compared six food delivery brands in Dubai to find the most rewarding, hassle-free ordering experience. Our approach: To evaluate the complete customer experience, we created a thorough checklist covering every facet of the service – from signing up, creating accounts, and setting up delivery addresses to testing the mobile functionality. As a control sample, we first ordered from the same restaurant (Maple Leaf, an office favorite) using all six services to get a taste for how each brand handled the same order. Then we repeated the exercise, this time ordering from different restaurants to assess the ease of discovering new places and customizing orders. To control for other variables, we placed all our orders on weekdays at 1pm. THE JUDGING PANEL 2 THE COMPETITIVE SET UAE LAUNCH OTHER MARKETS SERVED 2011 Middle East, Europe 2015 12 countries, including Hong Kong, the UK, Germany 2011 UAE only 2010 Turkey, Lebanon, Qatar 2012 GCC, including Bahrain, Kuwait, Qatar, Saudi Arabia 2015 17 countries, including India, the USA, the UK THE REVIEW CRITERIA: • Attraction: Looks at the overall design, tone of voice, community engagement, and branding.
    [Show full text]
  • Report of the Working Party on the Review of the Labour Tribunal
    CONTENTS CHAPTER ONE – INTRODUCTION .............................................................1 I. Establishment of the Working Party ................................................1 II. Background ......................................................................................1 III. The Work of the Working Party .......................................................2 IV. Scope of the Review.........................................................................3 V. The Report........................................................................................3 CHAPTER TWO – THE SET-UP, PRACTICE AND PROCEDURE OF THE LABOUR TRIBUNAL .......................................................................4 I. The Set-Up of the Tribunal ..............................................................4 A. Registry..................................................................................4 B. Tribunal Officers....................................................................4 C. Presiding Officers ..................................................................5 II. The Staffing and Location of the Tribunal.......................................6 III. Jurisdiction of the Tribunal ..............................................................6 IV. Processing of Claims in the Tribunal ...............................................8 A. Filing Claims..........................................................................8 B. Inquiries by Tribunal Officers................................................8 C. Hearings in
    [Show full text]
  • Resolving Individual Labour Disputes: a Comparative Overview
    Resolving Individual Labour Disputes A comparative overview Edited by Minawa Ebisui Sean Cooney Colin Fenwick Resolving individual labour disputes Resolving individual labour disputes: A comparative overview Edited by Minawa Ebisui, Sean Cooney and Colin Fenwick International Labour Office, Geneva Copyright © International Labour Organization 2016 First published 2016 Publications of the International Labour Office enjoy copyright under Protocol 2 of the Universal Copyright Convention. Nevertheless, short excerpts from them may be reproduced without authorization, on condition that the source is indicated. For rights of reproduction or translation, application should be made to ILO Publications (Rights and Licensing), International Labour Office, CH-1211 Geneva 22, Switzerland, or by email: [email protected]. The International Labour Office welcomes such applications. Libraries, institutions and other users registered with a reproduction rights organization may make copies in accordance with the licences issued to them for this purpose. Visit www.ifrro.org to find the reproduction rights organization in your country. Ebisui, Minawa; Cooney, Sean; Fenwick, Colin F. Resolving individual labour disputes: a comparative overview / edited by Minawa Ebisui, Sean Cooney, Colin Fenwick ; International Labour Office. - Geneva: ILO, 2016. ISBN 978-92-2-130419-7 (print) ISBN 978-92-2-130420-3 (web pdf ) International Labour Office. labour dispute / labour dispute settlement / labour relations 13.06.6 ILO Cataloguing in Publication Data The designations employed in ILO publications, which are in conformity with United Nations practice, and the presentation of material therein do not imply the expression of any opinion whatsoever on the part of the International Labour Office concerning the legal status of any country, area or territory or of its authorities, or concerning the delimitation of its frontiers.
    [Show full text]
  • Clickscapes Trends 2021 Weekly Variables
    ClickScapes Trends 2021 Weekly VariableS Connection Type Variable Type Tier 1 Interest Category Variable Home Internet Website Arts & Entertainment 1075koolfm.com Home Internet Website Arts & Entertainment 8tracks.com Home Internet Website Arts & Entertainment 9gag.com Home Internet Website Arts & Entertainment abs-cbn.com Home Internet Website Arts & Entertainment aetv.com Home Internet Website Arts & Entertainment ago.ca Home Internet Website Arts & Entertainment allmusic.com Home Internet Website Arts & Entertainment amazonvideo.com Home Internet Website Arts & Entertainment amphitheatrecogeco.com Home Internet Website Arts & Entertainment ancestry.ca Home Internet Website Arts & Entertainment ancestry.com Home Internet Website Arts & Entertainment applemusic.com Home Internet Website Arts & Entertainment archambault.ca Home Internet Website Arts & Entertainment archive.org Home Internet Website Arts & Entertainment artnet.com Home Internet Website Arts & Entertainment atomtickets.com Home Internet Website Arts & Entertainment audible.ca Home Internet Website Arts & Entertainment audible.com Home Internet Website Arts & Entertainment audiobooks.com Home Internet Website Arts & Entertainment audioboom.com Home Internet Website Arts & Entertainment bandcamp.com Home Internet Website Arts & Entertainment bandsintown.com Home Internet Website Arts & Entertainment barnesandnoble.com Home Internet Website Arts & Entertainment bellmedia.ca Home Internet Website Arts & Entertainment bgr.com Home Internet Website Arts & Entertainment bibliocommons.com
    [Show full text]
  • Pre-Feasibility Analysis for the Creation of a Delivery Company in a Context of Great Competition
    PRE-FEASIBILITY ANALYSIS FOR THE CREATION OF A DELIVERY COMPANY IN A CONTEXT OF GREAT COMPETITION Alberto Barrera Valdeolivas, s265308 11 DICEMBRE 2020 AMAZON CORPORATE Relatore: Maurizio Schenone Credits To Alice, the light of my life, the one that has given me so many good moments and has helped me so much in the last 3 years. To my family: my parents, my sister, my grandparents ... they are the greatest thing I have. To my Italian family, who have always shown me to be one more and have welcomed me from the first moment I arrived To my roommates in Turin: Pol, Sergio, Barbany and Marc. They gave me two of the best years of my life and unforgettable moments. Ai miei fratelli Stenis, Matteo e le mie grandi amiche Chiri, Cecilia and Giulia. To Kobe, the very new member of the family, we are so proud and happy to have you in our lives. 1 Index 1 Introduction ................................................................................................................ 4 1.1 Origin and Motivation ...................................................................................... 4 1.2 Aims and Scope ................................................................................................ 5 1.3 Structure of the document ................................................................................ 6 2 Context ........................................................................................................................ 7 2.1 Actual Delivery System ..................................................................................
    [Show full text]
  • Glovo Scales and Delivers with Makemereach 60% 24%
    Glovo scales and delivers with MakeMeReach CASE STUDY Glovo delivers any local product to your door in an average of 30 mins. From electronics, to food, to flowers, Glovo fills the gap between offline and online commerce - on demand and on mobile. Scale quickly In Spain, Glovo has relied on the MakeMeReach solution as a crucial pillar in their scale-up strategy throughout the spanish-speaking world. In September 2017, after roughly two-and-a-half years in business, Glovo decided it was time to scale quickly. In just over a year they’ve added more than 100 cities, and are now active in 22 countries worldwide. Added to that, they’ve multiplied their number or orders delivered by 10 - from 1 million in September 2017, to over 10 million in late 2018. Targeting approach To achieve this kind of growth, Glovo have had to be smart about how they establish their activity in new cities. Their business model is such that they are not only interested in acquiring new users of the service, but also new delivery people (called ‘Glovers’) in each new city. To get both users and Glovers on board, and ensure each new location started off with a bang, Glovo followed a two-stage targeting approach for their Facebook and Instagram advertising campaigns: In the first stage, focusing on individual suburbs at a time, Glovo used broad targeting to Then, in the second reach males and females stage, they built on this aged 20-54 years old. initial audience with lookalikes and additional interest-based groups.
    [Show full text]
  • The Future of Work
    FUTURE OF WORK SIGNED, SEALED, DELIVERED App-based food couriers are turning to collective action to earn worker protections. Is this the end of the gig economy as we know it—or just the beginning? In early April, as the coronavirus made its grim, couriers felt, would guarantee fairer compensation, devastating march around the planet, Brice Sopher better workplace safety and modest benefits. was making his own daily bike journey around Simply put, the same guarantees that conventional Toronto. Forty-year-old Sopher is a food delivery employees enjoy (and which, they pointed out, courier who was working for both Foodora and those working in Foodora’s offices received). Uber Eats, supplementing the income he brought Then, in late February, the Ontario Labour Rela- in as an event promoter and DJ. After the pandemic tions Board ruled that couriers, contra Foodora, started, with restaurants restricted to are dependent contractors, akin to takeout and grocery store shelves bare, BY JASON truckers or cab drivers. It was a landmark Sopher was busier than ever. DJ and McBRIDE decision and the result of many months event work had dried up and now he was of organizing on the part of a group of out on his bike at least five hours a day, six days a couriers calling itself Foodsters United, along with week. Being a courier had always been gruelling the Canadian Union of Postal Workers (CUPW). and risky, but now each delivery was a potential There was a very real possibility that Foodora time bomb. Foodora did not provide any personal couriers could form a union—the first app-based protective equipment, and it was only in May that workforce in Canada to unionize.
    [Show full text]
  • Foodora and Deliveroo: the App As a Boss? Control and Autonomy in App-Based Management - the Case of Food Delivery Riders
    A Service of Leibniz-Informationszentrum econstor Wirtschaft Leibniz Information Centre Make Your Publications Visible. zbw for Economics Ivanova, Mirela; Bronowicka, Joanna; Kocher, Eva; Degner, Anne Working Paper Foodora and Deliveroo: The App as a Boss? Control and autonomy in app-based management - the case of food delivery riders Working Paper Forschungsförderung, No. 107 Provided in Cooperation with: The Hans Böckler Foundation Suggested Citation: Ivanova, Mirela; Bronowicka, Joanna; Kocher, Eva; Degner, Anne (2018) : Foodora and Deliveroo: The App as a Boss? Control and autonomy in app-based management - the case of food delivery riders, Working Paper Forschungsförderung, No. 107, Hans-Böckler- Stiftung, Düsseldorf, http://nbn-resolving.de/urn:nbn:de:101:1-2019022610132332740779 This Version is available at: http://hdl.handle.net/10419/216032 Standard-Nutzungsbedingungen: Terms of use: Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Documents in EconStor may be saved and copied for your Zwecken und zum Privatgebrauch gespeichert und kopiert werden. personal and scholarly purposes. Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle You are not to copy documents for public or commercial Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich purposes, to exhibit the documents publicly, to make them machen, vertreiben oder anderweitig nutzen. publicly available on the internet, or to distribute or otherwise use the documents in public. Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, If the documents have been made available under an Open gelten abweichend von diesen Nutzungsbedingungen die in der dort Content Licence (especially Creative Commons Licences), you genannten Lizenz gewährten Nutzungsrechte. may exercise further usage rights as specified in the indicated licence.
    [Show full text]
  • How Informal Justice Systems Can Contribute
    United Nations Development Programme Oslo Governance Centre The Democratic Governance Fellowship Programme Doing Justice: How informal justice systems can contribute Ewa Wojkowska, December 2006 United Nations Development Programme – Oslo Governance Centre Contents Contents Contents page 2 Acknowledgements page 3 List of Acronyms and Abbreviations page 4 Research Methods page 4 Executive Summary page 5 Chapter 1: Introduction page 7 Key Definitions: page 9 Chapter 2: Why are informal justice systems important? page 11 UNDP’s Support to the Justice Sector 2000-2005 page 11 Chapter 3: Characteristics of Informal Justice Systems page 16 Strengths page 16 Weaknesses page 20 Chapter 4: Linkages between informal and formal justice systems page 25 Chapter 5: Recommendations for how to engage with informal justice systems page 30 Examples of Indicators page 45 Key features of selected informal justice systems page 47 United Nations Development Programme – Oslo Governance Centre Acknowledgements Acknowledgements I am grateful for the opportunity provided by UNDP and the Oslo Governance Centre (OGC) to undertake this fellowship and thank all OGC colleagues for their kindness and support throughout my stay in Oslo. I would especially like to thank the following individuals for their contributions and support throughout the fellowship period: Toshihiro Nakamura, Nina Berg, Siphosami Malunga, Noha El-Mikawy, Noelle Rancourt, Noel Matthews from UNDP, and Christian Ranheim from the Norwegian Centre for Human Rights. Special thanks also go to all the individuals who took their time to provide information on their experiences of working with informal justice systems and UNDP Indonesia for releasing me for the fellowship period. Any errors or omissions that remain are my responsibility alone.
    [Show full text]
  • Food Delivery Platforms: Will They Eat the Restaurant Industry's Lunch?
    Food Delivery Platforms: Will they eat the restaurant industry’s lunch? On-demand food delivery platforms have exploded in popularity across both the emerging and developed world. For those restaurant businesses which successfully cater to at-home consumers, delivery has the potential to be a highly valuable source of incremental revenues, albeit typically at a lower margin. Over the longer term, the concentration of customer demand through the dominant ordering platforms raises concerns over the bargaining power of these platforms, their singular control of customer data, and even their potential for vertical integration. Nonetheless, we believe that restaurant businesses have no choice but to embrace this high-growth channel whilst working towards the ideal long-term solution of in-house digital ordering capabilities. Contents Introduction: the rise of food delivery platforms ........................................................................... 2 Opportunities for Chained Restaurant Companies ........................................................................ 6 Threats to Restaurant Operators .................................................................................................... 8 A suggested playbook for QSR businesses ................................................................................... 10 The Arisaig Approach .................................................................................................................... 13 Disclaimer ....................................................................................................................................
    [Show full text]
  • THE PLACE of the EMPLOYMENT COURT in the NEW ZEALAND JUDICIAL HIERARCHY Paul Roth*
    233 THE PLACE OF THE EMPLOYMENT COURT IN THE NEW ZEALAND JUDICIAL HIERARCHY Paul Roth* This article considers the status of the Employment Court and its position in the overall court structure in New Zealand. It examines the issue from both an historical and comparative New Zealand legal perspective. Professor Gordon Anderson has written much on the Employment Court and its predecessors. He championed its independent existence as a specialist court1 when it was under sustained attack in the 1990s by the Business Roundtable and New Zealand Employers' Federation (both now absorbed by 2 3 or transformed into different organisations), and by some in the then National government. The * Professor, Faculty of Law, University of Otago. 1 See Gordon Anderson A Specialist Labour Law Jurisdiction? An Assessment of the Business Roundtable's Attack on the Employment Court (Gamma Occasional Paper 5, 1993); Gordon Anderson "Specialist Employment Law and Specialist Institutions" (paper presented to the New Zealand Institute of Industrial Relations Research Seminar on the Future of the Employment Court and the Employment Tribunal, 23 April 1993); Gordon Anderson "The Judiciary, the Court and Appeals" [1993] ELB 90; and Gordon Anderson "Politics, the Judiciary and the Court – Again" [1995] ELB 2. 2 See New Zealand Business Roundtable and New Zealand Employers' Federation A Study of the Labour- Employment Court (December 1992); Colin Howard Interpretation of the Employment Contracts Act 1991 (New Zealand Business Roundtable and New Zealand Employers Federation, June 1996); Bernard Robertson The Status and Jurisdiction of the New Zealand Employment Court (New Zealand Business Roundtable, August 1996); and Charles W Baird "The Employment Contracts Act and Unjustifiable Dismissal: The Economics of an Unjust Employment Tax" (New Zealand Business Roundtable and New Zealand Employers Federation, August 1996).
    [Show full text]
  • Strategic Marketing Audit Ubereats, Brisbane
    AMB359 Strategic Marketing Audit UberEATS, Brisbane Prepared for: Erin Su Prepared by: Juanita Bradford (n9013458) Word Count: 1091 Executive Summary…………………………………………………………3 1.0 Introduction………………………………………………………………4 2.0 Customer Analysis……………………………………………………..4 3.0 Competitor Analysis……………………………………………….....5 4.0 Market/Submarket Analysis………………………………………8 5.0 Environmental Analysis and Strategic Uncertainty...….9 5.1 Technological Trends………………………………………….9 5.2 Consumer Trends.………………………………………………9 5.3 Government/Economic Trends…………………………...9 5.4 Strategic Uncertainty………………………………………..10 6.0 Preliminary Strategic Options…………………………………..10 7.0 References……………………………………………………………….11 2 Executive Summary The Uber Strategic Marketing Audit is a close analysis of the current market environment for intermediate online food delivery services such as UberEATS (UE) in Brisbane. The Strategic Marketing Audit has been prepared ahead of the launch of UE in Brisbane and will present two preliminary strategic objectives in order for the firm to succeed in its entry in this new market. Firstly, the two primary target segments were identified as the most profitable and sustainable in the customer analysis ­ the Young Professionals and the High­end Restaurants. The Young Professionals ​ ​ ​ ​ ​ represent the service receiving segment and the High­end Restaurants represent the service offering end ​ ​ segment. A competitor analysis also revealed two direct competitors, Deliveroo and Foodora and three indirect competitors, Menulog, Eatnow.com and Delivery Hero. Using the Competitor Strength Grid it was revealed that UberEATS was the only direct competitor to utilise drivers and vehicles for distribution. The market and submarket analysis revealed that the overall market is relatively attractive due to promising growth. More specifically the emerging submarkets that were revealed were, vegetarianism, alcohol delivery and utilising the existing app as a search and discovery tool for consumers.
    [Show full text]