This paper examines the implementation of a model of systematic individualisation of the employment relationship by a large multinational corporation in Australia, operating with the support of a pro-corporate state, and the nature and effects of resistance. Principally through interviews with affected workers, we show how the symbolic and the real effects of employment practices, relational practices and informational practices were all aimed at removing freedom of association and replacing it with uncontested, union-free managerial control. We consider how workers and their families were affected by these strategies and how they and their union responded.