EUL1484 Checklist en 090824 Web
32
European Commission Checklist on Restructuring Processes
description
check list
Transcript of EUL1484 Checklist en 090824 Web
-
European Commission
Checklist on Restructuring Processes
-
Checklist on Restructuring Processes
European CommissionDirectorate-General for Employment, Social Affairs and Equal Opportunities
Unit F.3
Manuscript completed in February 2009
-
Neither the European Commission nor any person acting on behalf of the Commission may be held responsible for the use that may be made of the information contained in this publication.
photos: IStock
For any use or reproduction of photos which are not under European Communities copyright, permission must be sought directly from the copyright holder(s).
More information on the European Union is available on the Internet. (http://europa.eu).
European Communities, 2009Reproduction is authorised provided the source is acknowledged.
Freephone number (*): 00 800 6 7 8 9 10 11
Europe Direct is a serviceto help you find answers to your questions about the European Union
(*) Certain mobile telephone operators do not allow access to 00 800 numbers or these calls may be billed.
-
Checklist on Restructuring Processes
Restructuring is painful for the actors concerned, in particular for workers and regions. The current economic crisis, which affects all economies of the European Union, is confirming that. The crisis has severe negative effects on employment as a consequence of a rising number of companies being forced to restructure their activities.
The different actors involved in restructuring have all advantage in working together to ensure coherence and synergies between their specific roles in the process of anticipating and managing change and restructuring. In order to maximise the chances of a successful reconversion of the workers made redundant, the restructured com-panies and the regions affected, measures need to be quickly taken as part of a reconversion plan co-ordinated by a specific taskforce or similar structure.
To help the actors confronted with a restructuring event in their region or in their company, the Commission would like to put at their disposal a set of comprehensive checklists of concrete actions aimed at anticipating, managing and reacting to restructuring.
These checklists are based on numerous practical examples of good practices in the context of anticipating and managing change and restructuring within different national frameworks, industrial relations systems and eco-nomic and social contexts. Even if some of the best practices referred to in the fiches are not easily transferable, they can all serve as a source of inspiration.
The checklists are organised as a set of fiches addressed to each one of the main actors involved (companies, em-ployees representatives, social partners, regional authorities, national authorities and employees themselves). The actions in each fiche are divided according the timing of the actions to be undertaken (actions and instruments to be developed on a permanent basis, actions to be taken during the restructuring process and actions to be developed afterwards).
The checklist is based on the results of a workshop organised by DG EMPL, in Brussels on 11 February 2009. More than 40 experts on restructuring from all over Europe participated in this workshop and identified more than 600 actions. This checklist is a synthesis of the most important actions identified.
INTRODUCTIONIn recent years, the European Commission launched several initiatives in the field of anticipating and man-aging change and restructuring (e.g. the creation of the Restructuring Forum, where many examples of inno-vative practices were discussed). The European Com-mission also financed numerous studies on this topic and supported the Joint European Social Partners Work Programme which is including also an integrated project on restructuring in the EU27 countries1.
Since the late 1990s with the changing pace and forms of corporate restructuring, anticipation has become a crucial issue. New practices from different actors in-side and outside of companies have emerged. They show that restructuring can be managed in an easier way and with more success when social and regional actors are able to anticipate the negative effects in
1 Since 2004 the European Partners have started to carry out comprehensive na-tional studies on restructuring in the EU member states. In addition to a series of national dossiers and national seminars with social partners, two comparative reports on restructuring in the new member states and ten old member states have been carried out so far. Currently the project is in the final phase covering seven EU coun-tries before a final evaluation report and major conference will complete the project in 2010. For further information and links see the literature section.
the short-term (operational anticipation) and, above all, when they manage to prepare change in the long-term (strategic anticipation).
Strategic and operational and strategic anticipation of change and restructuring is not only a necessary requirement for managing those processes in a so-cially responsible way and to soften their social im-pact. It is also an indispensable pre-condition of economic success and of company competitiveness. Never loosing sight of the strategic desirable evolu-tion of the company and placing the processes of change within long-term frameworks of analysis and management (as opposed to decision-making based on the search for short-term profits or on asset value objectives) can usefully contribute to the sustainabil-ity and competitiveness of the company. This asser-tion is also valid for economic sectors, regions and economies as a whole.
The importance of time and space
The more time the actors have to act before the an-nouncement of a restructuring (or even after the announcement but before the implementation of
3
-
Checklist on Restructuring Processes
the restructuring plan), the more space for discussion they have to anticipate and manage it in a responsible way and to find solutions to economic and occupa-tional problems resulting from it. The period of time given for restructuring (especially in a context of accel-eration of change) has recently become a major factor conditioning the ability of the actors to monitor the situation, to identify particular risks (dependent, for example, on the particular level of qualification, age, health, and sex of the workers involved) and to act in a proactive way.
This means that the type of anticipative action of each ac-tor strongly depends on the period of time they have at their disposal before, during or after the announcement. There are degrees of predictability in the managing of change. It depends where the time cursor is situated.
A high degree of predictability is possible when an-ticipation is used as a permanent monitoring process for developing workers employability and sustainable activities of the company. Such an ex ante approach aims at conceiving and implementing in advance strategies, practices and measures that contribute to enable companies and workers to adapt to all internal and external shocks and transformations. National, re-gional and sectoral observatories dealing in a prospec-tive way with the evolution of employment, skills and careers belong to this category. Early warning mecha-nisms intervene generally a bit later but are still within this early stage of anticipation that gives time to the actors to build a common representation of the future economic and social evolution.
Anticipation can also be designed to manage a par-ticular restructuring process in the best possible way, to find alternatives and to limit its social nega-tive impact, according to a curative or an ex post approach. In this context, tools and procedures are conceived and used at an early stage to prepare workers, organisations, work processes and the local labour market to the consequences of a restructuring event already under way. The aim here is to mitigate the impact of restructuring on the employment paths of workers and on the economic situation of the re-gion concerned.
At the last stage, there are strategies aimed at manag-ing a temporary crisis, by implementing different tools (e.g. during the present crisis, short-time work or rein-forcing temporary unemployment schemes, part-time work, etc.). The main idea behind this approach is to find ways to maintain the workforce during the crisis and then to be ready to restart the normal process af-ter the crisis. But it is also important to take on board
the fact that a crisis can stimulate the necessity to ac-celerate structural adaptations.
It is clear that the current economic crisis reduces dras-tically the time and space for anticipative intervention and the capacity of the social and regional actors to implement anticipative solutions. But even in this pe-riod of crisis, time remains an essential factor for over-coming the crisis situation (e.g. the use of the short-time work accompanied with training).
A multi-level, multi-actors issue
Anticipation can be used by the actors concerned at different levels (European, national, regional sectoral and company). How can the actors be involved in pre-paring in a permanent way change (especially before the announcement of restructuring)? Which are the capacities of the actors to build a shared diagnosis of a restructuring situation and to regulate the situation? Are there shared diagnoses and a common perception of the crisis and of its causes?
All actors can play an active role in anticipating and managing change, as new and innovative practices show. In a context of multi-actor anticipation, the ac-tors concerned are not only inside but also outside the company. A multi-actor approach also requires strong interconnections between actions at different levels (mobilising corporate strategies, local management, trade unions, public authorities, regional bodies, ob-servatories, universities, the European level, etc). The multiplicity of these interactions which conditions the role of the different actors is a factor of complexity. It also means that some actions and some policies are more difficult to apply to small and medium enterpris-es (SMEs). With regard to companies, social responsibility for an-ticipating and managing change concerns the internal as well as the external responsibility of the companies (local, national, or European/international level). It concerns for instance the involvement of the company in the economic revitalisation of the area hit by the re-structuring, thus it aims at securing the professional transition of workers made redundant.
From the employees representatives perspective, anticipation is very much linked to their capacity to exer-cise in right time their social and economic prerogatives at different levels (site, company, group of companies and at national and European level). This preconditions of course an effective and constructive mode of im-plementing information, consultation and negotiation practice at the enterprise and group levels.
4
-
Checklist on Restructuring Processes
From the individual workers viewpoint, anticipa-tion relies on his capacity as an individual to choose and to use a training programme in order to improve his employability in the labour market and to facili-tate a transition in his career and working life. The intensity of the difficulties met by workers made re-dundant varies according to their qualification, with the risk more important when his level of qualifica-tion is low. With regard to employability it is evident, that the individual employee can not be regarded as an isolated entity but other actors (employer, em-ployee representation, social partners, authorities) have a crucial role to play to support, motivate and endorse individual employees.
For social partners, collective bargaining and other forms of bi- and tripartite bargaining, negotiation and dialogue are one of the most important tools of anticipating and managing change at enterprise and sectoral (national and European/international) levels. Social partners also play a crucial role with regard to the social perception of a given restructuring situ-ation.
National and regional authorities can also develop specific actions supporting people and companies in the field of anticipation of change and restructuring. Regional authorities have a specific role to coordinate all actors and to offer rapid answers.
5
-
Checklist on Restructuring Processes
Com
pani
es a
re a
t th
e ce
ntre
of
the
rest
ruct
urin
g pr
oces
s. A
ny e
ffic
ient
ac-
tion
of
antic
ipat
ion
and
soci
ally
res
pons
ible
res
truc
turi
ng m
ust
star
t an
d b
e co
nduc
ted
mai
nly
wit
hin
ind
ivid
ual
com
pan
ies.
Int
erna
l ac
tion
is
how
ever
fre
quen
tly
insu
ffic
ient
to
prev
ent
or a
llevi
ate
the
soci
al im
pact
of
rest
ruct
urin
g. It
mus
t be
com
bine
d w
ith p
aral
lel m
easu
res
and
inst
rum
ents
de
ploy
ed b
y ot
her
acto
rs (s
ocia
l par
tner
s o
rgan
isat
ions
, pub
lic a
utho
riti
es
and
indi
vidu
al e
mpl
oyee
s) a
t ot
her
leve
ls o
f go
vern
ance
(lo
cal,
regi
onal
, na
tion
al, s
ecto
ral a
nd E
urop
ean)
.
A k
ey e
lem
ent
of a
ny s
ucce
ssfu
l str
ateg
y of
ant
icip
atio
n an
d pr
even
tion
of
the
nega
tive
soci
al im
pact
of r
estr
uctu
ring
cons
ists
in b
uild
ing
a cu
ltur
e an
d p
ract
ices
of
per
man
ent
adap
tati
on t
o ch
ange
, by
crea
ting
and
purs
uing
on
a p
erm
anen
t bas
is th
e in
stru
men
ts th
at w
ill fa
cilit
ate
smoo
ther
ada
pta-
tion
and
will
hel
p be
tter
cop
ing
with
cris
is s
itua
tion
s on
ce th
ey o
ccur
: dev
el-
opin
g sp
ecifi
c kn
owle
dge
and
expe
rtis
e on
cha
nge
man
agem
ent,
deve
lop
-in
g st
rate
gies
of c
risis
man
agem
ent a
nd c
reat
ing
earl
y w
arni
ng s
yste
ms.
Thi
s im
plie
s th
at th
e st
rate
gic
dim
ensi
on is
inte
grat
ed in
cor
pora
te m
anag
emen
t as
opp
osed
to s
hort
-ter
m p
rofit
or a
sset
val
ue o
bjec
tive
s. F
or th
is p
urpo
ses,
the
crea
tion
with
in th
e co
mpa
nies
of c
hang
e m
anag
ers
who
will
liai
se w
ith
sim
ilar e
ntiti
es e
xist
ing
at o
ther
leve
ls (n
otab
ly, a
t reg
iona
l, na
tion
al a
nd s
ec-
tora
l lev
el) s
eem
s pa
rtic
ular
ly u
sefu
l.It
see
ms
also
impo
rtan
t to
und
erlin
e th
e ro
le t
hat
the
com
pani
es c
an p
lay
conc
erni
ng t
he e
mp
loya
bili
ty o
r ca
paci
ty t
o ad
apt
of t
heir
wor
kfor
ce. T
he
deve
lopm
ent
of t
he w
orke
rs c
ompe
tenc
es is
cru
cial
for
the
suc
cess
of
the
com
pany
and
for t
he c
apac
ity
of th
e w
orke
rs to
man
age
thei
r wor
king
life
.
SMEs
are
fre
quen
tly
left
out
side
of
mos
t tr
aini
ng a
nd s
upp
ort
pro
visi
on
and
ther
efor
e ex
per
ienc
e p
arti
cula
r di
ffic
ulti
es i
n de
alin
g w
ith
orga
nisa
-ti
onal
, as
wel
l as
wid
er e
cono
mic
cha
nges
. Thi
s cl
earl
y re
pre
sent
s an
unf
a-vo
urab
le s
cena
rio
give
n th
e im
por
tanc
e of
SM
Es fo
r job
s an
d gr
owth
in th
e EU
. To
addr
ess
this
pro
ble
m, t
he
sect
oral
org
anis
atio
ns
and
the
reg
ion
al
auth
orit
ies
can
offe
r to
ols
and
met
hodo
logi
es (e
.g. p
oolin
g re
sour
ces)
to
take
acc
ount
of t
he t
ime,
cul
tura
l and
fina
ncia
l sp
ecif
icit
ies
of S
MEs
. The
se
inte
rven
tion
s no
t on
ly h
elp
to t
rain
and
sup
por
t SM
E em
plo
yees
, but
als
o ga
ve s
trat
egic
dir
ecti
on to
the
busi
ness
, whi
ch is
a c
riti
cal s
tep
in th
e p
osi-
tive
man
agem
ent
of c
hang
e.
COM
PAN
IES
6
-
Checklist on Restructuring Processes
ACTI
ON
SCO
ND
ITIO
NS
OF
SUCC
ESS
AN
D E
NA
BLIN
G F
RAM
EWO
RK
Stra
teg
ic lo
ng
-ter
m m
on
ito
rin
g, i
ncl
ud
ing
at
tran
snat
ion
al le
vel
Mon
itor o
n a
per
man
ent b
asis
the
situ
atio
n an
d pr
obab
le e
volu
tion
of th
e co
mpa
nys
econ
omic
and
finan
cial
situ
atio
n, a
s w
ell a
s of
tech
nolo
gica
l dev
elop
men
ts, i
n th
e lig
ht o
f bro
ader
mar
ket,
sect
oral
an
d so
ciet
al tr
ends
.D
evel
op b
usin
ess
plan
str
ateg
ies
enco
mpa
ssin
g an
alys
is o
f sec
tora
l sp
ecifi
citie
s an
d th
e id
entifi
ca-
tio
n of
the
com
pany
pos
ition
in g
loba
l sup
ply
chai
ns.
Put
hum
an r
esou
rces
, em
ploy
men
t an
d sk
ills
cons
ider
atio
ns a
t th
e he
art
of s
trat
egic
pla
nnin
g, in
-
clud
ing
by in
volv
ing
clos
ely
HRM
to th
e ex
erci
se.
On
-go
ing
map
pin
g o
f co
mp
anie
s e
mp
loym
ent
and
sk
ills
nee
ds
Dev
elop
long
-ter
m p
lann
ing
of q
uant
itativ
e an
d qu
alita
tive
need
s (J
obs
obse
rvat
ory
) lin
ked
to in
-
nova
tion
and
deve
lopm
ent s
trat
egie
s.
Pla
nn
ing
th
e m
easu
res
on
em
plo
ymen
t an
d s
kil
ls
Esta
blis
h a
mul
tiann
ual p
lan
with
em
ploy
ees
repr
esen
tativ
es.
Pr
ovid
e re
gula
r in
form
atio
n an
d co
nsul
tatio
n on
the
evo
lutio
n of
em
ploy
men
t (q
uant
itativ
e an
d
qual
itativ
e) a
nd o
n m
easu
res
to ta
ckle
pos
sibl
e ne
gativ
e or
pro
blem
atic
dev
elop
men
ts.
Mea
sure
s ad
dre
ssed
to
ind
ivid
ual
em
plo
yees
Flex
ibili
ty m
easu
res:
build
in lo
ng-t
erm
flex
ibili
ty in
wor
kfor
ce s
truc
ture
and
inte
rnal
rul
es fo
r lo
ng-
te
rm w
orki
ng ti
me
flexi
bilit
y (w
orki
ng ti
me
acco
unts
); j
ob ro
tatio
n.Tr
aini
ng m
easu
res:
Su
ppor
t to
the
crea
tion
of le
arni
ng a
dvise
rs (
lear
ning
repr
esen
tativ
es)
to h
elp
empl
oyee
s se
lect
ing
ap
prop
riate
trai
ning
; D
evel
op in
divi
dual
Bila
ns d
e co
mp
tenc
es o
n a
perio
dic
basis
(ass
essm
ent o
f ind
ivid
ual c
ompe
tenc
-
es a
nd m
otiv
atio
ns a
imed
at d
efine
or v
alid
ate
the
indi
vidu
al tr
aini
ng m
ap);
Prov
ide
indi
vidu
al tr
aini
ng p
lans
(with
qua
ntita
tive
targ
ets),
Prov
ide
indi
vidu
al le
arni
ng a
ccou
nts
(acc
ount
s ai
med
at p
ayin
g fo
r lea
rnin
g at
the
lear
ners
cho
ice)
and
train
ing
budg
et;
Prep
are
train
ing
pack
ages
in c
o-op
erat
ion
with
ext
erna
l act
ors
(regi
onal
aut
horit
ies,
univ
ersit
ies/
te
chno
logi
cal i
nstit
utes
, tra
inin
g ce
ntre
s, tra
inin
g pr
ovid
ers,
etc.
);O
ffer e
duca
tiona
l lea
ve (
Bild
ungs
urla
ub)
regu
late
d ei
ther
by
law
or c
olle
ctiv
e ag
reem
ent.
Inte
rnal
par
tner
ship
: Em
plo
yee
invo
lvem
ent
and
co
llec
tive
bar
gai
nin
g
Empl
oyee
invo
lvem
ent,
incl
udin
g at
tran
snat
iona
l lev
el
Exis
tenc
e of
an
effec
tive
soci
al d
ialo
gue.
Ex
iste
nce
of a
per
man
ent,
regu
lar
and
effec
tive
info
rmat
ion
and
cons
ulta
tion
of e
mpl
oyee
s re
pre-
se
ntat
ives
allo
win
g th
em to
con
trib
ute
from
the
star
t and
to s
et o
ut th
eir v
iew
s on
all
asp
ects
of t
he
topi
c in
que
stio
n an
d w
ith d
ue a
tten
tion
bei
ng p
aid
to th
e sa
fegu
ard
of th
e co
nfide
ntia
lity
of s
ensi
-tiv
e in
form
atio
n) o
n:st
rate
gic
diag
nosis
and
orie
ntat
ions
,
the
evol
utio
n of
em
ploy
men
t (qu
antit
ativ
e an
d qu
alita
tive)
and
mea
sure
s to
tack
le p
ossib
le n
egat
ive
or
pro
blem
atic
dev
elop
men
ts.
Inve
stm
ent i
n th
e ca
paci
ty b
uild
ing
of th
e em
ploy
ees
repr
esen
tativ
es, i
nclu
ding
with
rega
rd to
tech
-
nica
l ski
lls (e
cono
mic
, fina
ncia
l, in
dust
rial,
etc.
).Ex
iste
nce
of s
yste
ms
of tw
o-w
ay c
omm
unic
atio
n an
d re
por
ting
bet
wee
n di
ffere
nt le
vels
of e
mpl
oy-
ee
repr
esen
tatio
n (E
urop
ean,
nat
iona
l, re
gion
al, s
ite le
vel).
Use
of
the
Euro
pean
wor
k co
unci
ls (E
WC
s) f
or s
prea
ding
info
rmat
ion
thro
ugho
ut t
he w
hole
gro
up
st
ruct
ure.
Colle
ctiv
e ba
rgai
ning
Agr
eem
ent
with
em
ploy
ees
repr
esen
tativ
es o
f co
ncre
te p
roce
dure
s fo
r de
alin
g w
ith c
hang
e an
d
rest
ruct
urin
g, a
s w
ell a
s hu
man
reso
urce
s, em
ploy
men
t and
ski
lls is
sues
.U
se, w
hene
ver s
uita
ble,
of t
rans
natio
nal c
ompa
ny a
gree
men
ts a
s a
tool
to d
efine
fram
ewor
k pr
oce-
du
res
for r
estr
uctu
ring
at E
urop
ean
leve
l, w
hile
allo
win
g fo
r ada
ptat
ion
to n
atio
nal c
onte
xts.
Ex
tern
al p
artn
ersh
ips
Tow
ards
regi
ons
Exis
tenc
e of
reg
ular
wor
k re
latio
nshi
ps a
nd p
artn
ersh
ips
with
reg
iona
l aut
horit
ies,
univ
ersi
ties
and
ed
ucat
ion
and
trai
ning
pro
vide
rs, t
echn
olog
ical
inst
itute
s, de
velo
pmen
t age
ncie
s an
d ot
her r
elev
ant
stak
ehol
ders
; sha
re w
ith th
em th
e lo
ng-t
erm
str
ateg
y.Pa
rtic
ipat
ion,
con
trib
utio
n an
d pr
ofit f
rom
ext
erna
l job
and
ski
lls o
bser
vato
ries.
Pa
rtic
ipat
ion
in p
artn
ersh
ips,
netw
orks
and
oth
er in
itiat
ives
tak
en a
t ot
her
leve
ls (s
ecto
ral,
natio
nal,
et
c.).
CON
TIN
UIN
G A
CTIO
N
Com
pani
es s
trat
egic
pla
nnin
g is
abo
ut m
onito
ring
on a
per
man
ent
basi
s th
e si
tuat
ion
and
prob
able
evo
lutio
n of
the
com
pany
s ec
onom
ic a
nd fi
nanc
ial
situ
atio
n, a
s w
ell a
s of
tech
nolo
gica
l dev
elop
men
ts, i
n th
e lig
ht o
f bro
ader
mar
ket,
sect
oral
and
soc
ieta
l tre
nds
and
taki
ng in
to a
ccou
nt th
e co
mpa
nys
posi
tion
in g
loba
l sup
ply
chai
ns. I
t is
cruc
ial t
hat h
uman
res
ourc
es, e
mp
loym
ent
and
skill
s co
nsid
erat
ions
are
at
the
hear
t of
thi
s st
rate
gic
pla
nnin
g, in
clud
ing
by in
volv
ing
clos
ely
hum
an r
esou
rces
man
agem
ent
(HRM
) to
the
exer
cise
. Thi
s tr
ansl
ates
in a
con
cret
e po
licy
of f
orw
ard
-loo
king
em
plo
ymen
t an
d sk
ills
pla
nnin
g (e
mp
loya
bili
ty m
easu
res)
.
7
-
Checklist on Restructuring Processes
Car
eer d
evel
opm
ent m
easu
res:
C
aree
r day
s (o
rient
atio
n to
ols o
n pr
ofes
siona
l car
eers
pat
hs p
rese
nted
in o
pen
days
);
Car
eer c
orne
rs (
info
rmat
ion
mec
hani
sms a
t the
disp
osal
of e
ach
empl
oyee
on
the
evol
utio
n of
jobs
,
the
mea
sure
s und
er w
ay a
nd m
obili
ty o
ppor
tuni
ties);
D
evel
op jo
b ro
tatio
n m
easu
res.
O
ther
mea
sure
s:
Inte
grat
e ne
w e
mpl
oyee
s (co
achi
ng, t
utor
s);
Part
icip
ate
to a
ppre
ntic
eshi
ps a
nd d
ual s
tudy
syst
ems.
Mea
sure
s ai
min
g a
t p
rom
oti
ng
inte
rnal
an
d e
xte
rnal
mo
bil
ity
Incr
ease
the
con
trac
tual
ran
ge o
f ta
sks
(dep
endi
ng o
f th
e co
mp
eten
ces
requ
ired:
fun
ctio
nal fl
ex-
ib
ility
, job
enl
arge
men
t or j
ob ro
tatio
n).
Iden
tify
skill
s f
amili
es,
of th
e m
ain
com
pet
ence
s fo
r eac
h an
d of
brid
ges
bet
wee
n th
em; p
assp
orts
by jo
b fa
mili
es (m
obili
ty to
ol).
Dev
elop
inte
rnal
com
mun
icat
ion
on o
pen
vac
anci
es w
ithin
com
pany
or g
roup
of c
ompa
nies
.
Reco
gnis
e an
d va
lidat
e of
kno
wle
dge
and
exp
erie
nce
thro
ugh
cert
ifica
tion
(inte
rnal
and
ext
erna
l).
Cre
ate
sche
mes
aim
ed a
t enc
oura
ging
and
faci
litat
ing
mob
ility
of w
orke
rs b
etw
een
com
pani
es (M
o-
bilit
y Po
ols
with
oth
er c
ompa
nies
).
Mea
sure
s to
en
sure
eq
ual
tre
atm
ent
and
pro
mo
te d
iver
sity
Equa
l tre
atm
ent,
dive
rsity
and
sp
ecifi
c ta
rget
ing
of v
ulne
rabl
e gr
oups
: rep
orts
on
equa
l tre
atm
ent,
pr
omot
ing
acce
ss o
f wom
en to
tech
nica
l occ
upat
ions
and
of m
inor
ity a
nd v
ulne
rabl
e gr
oups
to a
ll le
vels
of c
omp
eten
ce a
nd fu
nctio
nsM
onito
r the
psy
cho-
soci
al h
ealth
with
sp
ecifi
c fo
cus
on a
dapt
atio
n to
cha
nge.
Tow
ards
the
busi
ness
env
iron
men
t
Effec
tive
map
ping
and
wor
king
in a
ntic
ipat
ion
with
all
stak
ehol
ders
(par
ticul
arly
the
one
bel
ongi
ng
to
the
firm
s va
lue
chai
ns) w
hich
may
be
impa
cted
by
the
rest
ruct
urin
g an
d m
ay c
ontr
ibut
e to
redu
ce
its im
pact
.Eff
ectiv
e sh
are
of p
ract
ices
with
oth
er fi
rms
thro
ugh
loca
l sec
tora
l em
ploy
ers
orga
nisa
tions
.
Att
entio
n an
d su
ppor
t to
the
who
le s
uppl
y ch
ain.
C
reat
ion
or p
artic
ipat
ion
in C
omp
etiti
vity
Cen
tres
(ass
ocia
tions
of b
usin
esse
s, re
sear
ch c
entr
es a
nd
tr
aini
ng o
rgan
isat
ions
invo
lved
in a
join
ed d
evel
opm
ent s
trat
egy
aim
ed a
t cre
atin
g a
syne
rgy
arou
nd
inno
vatin
g pr
ojec
ts).
Cre
atio
n or
par
ticip
atio
n in
mob
ility
cen
tres
(cen
tres
aim
ed a
t enc
oura
ging
and
faci
litat
ing
mob
ility
nam
ely
by a
ssis
ting
the
wor
kers
and
thei
r fam
ilies
dur
ing
thei
r per
iod
of m
obili
ty).
Cre
atio
n or
par
ticip
atio
n in
co-
oper
atio
n ne
twor
ks w
ith S
MEs
.
ACTI
ON
SCO
ND
ITIO
NS
OF
SUCC
ESS
AN
D E
NA
BLIN
G F
RAM
EWO
RK
Shar
ed d
iag
no
sis
Esta
blis
h a
clea
r bus
ines
s ra
tiona
le fo
r cha
nge
and
rest
ruct
urin
g.
Inte
grat
e th
e re
stru
ctur
ing
plan
in th
e lo
ng-t
erm
str
ateg
y of
the
com
pany
.
Car
ry o
n co
mpr
ehen
sive
info
rmat
ion
and
cons
ulta
tion
of e
mpl
oyee
s re
pres
enta
tives
on
envi
sage
d
rest
ruct
urin
g de
cisi
ons
as e
arly
as
pos
sibl
e an
d, in
any
cas
e, a
t a ti
me
whe
n op
tions
are
stil
l op
en a
nd
allo
win
g th
em to
con
trib
ute
to a
nd to
set
out
thei
r vie
ws
on a
ll as
pec
ts o
f tho
se d
ecis
ions
.U
se to
the
bes
t EW
Cs
as a
tool
of m
eani
ngfu
l inf
orm
atio
n an
d co
nsul
tatio
n in
the
eve
nt o
f tra
nsna
-
tiona
l res
truc
turin
g an
d of
spr
eadi
ng it
s re
sults
thro
ugho
ut th
e w
hole
gro
up s
truc
ture
.In
volv
e ex
tern
al s
take
hold
ers
(regi
ons,
etc.
) in
the
diag
nosi
s le
adin
g to
rest
ruct
urin
g.
Inte
rnal
res
ou
rces
an
d p
roce
du
res
Exis
tenc
e of
agr
eem
ents
at n
atio
nal o
r tra
nsna
tiona
l lev
el o
n th
e m
anag
emen
t of r
estr
uctu
ring
and
on
pa
rtic
ular
mea
sure
s.O
penn
ess
and
stra
tegi
c m
inds
et w
hich
nee
ds t
o pe
rvad
e th
e en
tire
orga
nisa
tion,
incl
udin
g its
em
-
ploy
ees
Info
rmat
ion
and
cons
ulta
tion
proc
edur
es w
ith e
mpl
oyee
s re
pres
enta
tives
on
all e
nvis
aged
mea
sure
s in
th
e ai
m to
reac
h a
broa
d co
nsen
sus
on th
e pl
anne
d m
easu
res.
Agr
eem
ent w
ith e
mpl
oyee
s re
pres
enta
tives
on
the
proc
edur
e to
be
follo
wed
in p
artic
ular
rest
ruct
ur-
in
g si
tuat
ions
.A
ll ac
tors
nee
d to
be
invo
lved
on
a fa
ir ba
sis.
G
uara
ntee
s of
equ
al tr
eatm
ent a
nd o
ppor
tuni
ties
for a
ll em
ploy
ees
with
in th
e co
mpa
ny, a
void
ing
the
on
e-si
ze-fi
ts-a
ll bi
as a
nd in
volv
ing
the
mid
dle
man
agem
ent a
s m
uch
as p
ossib
le
DU
RIN
G T
HE
REST
RUCT
URI
NG
PRO
CESS
Ther
e ar
e th
ree
impo
rtan
t ste
ps in
the
proc
ess
of m
anag
ing
rest
ruct
urin
g w
ithin
com
pani
es in
a s
ocia
lly re
spon
sibl
e w
ay: fi
rstly
, to
bui
ld in
tern
al c
onse
nsus
on
the
need
for i
t; se
cond
ly, t
o ex
plo
re a
ll p
ossi
ble
opt
ions
bef
ore
envi
sagi
ng re
dund
anci
es; t
hird
ly, t
o or
gani
se a
nd d
eliv
er in
divi
dual
and
per
sona
lised
su
pp
ort t
o em
plo
yees
who
se re
dund
ancy
can
not b
e av
oide
d, to
incr
ease
thei
r cha
nces
of r
e-en
terin
g qu
ickl
y th
e la
bour
mar
ket.
Thes
e st
eps
are
not n
eces
-sa
rily
chro
nolo
gica
lly s
epar
ated
, the
y ar
e of
ten
deve
lope
d si
mul
tane
ousl
y.
8
-
Checklist on Restructuring Processes
ACTI
ON
SCO
ND
ITIO
NS
OF
SUCC
ESS
AN
D E
NA
BLIN
G F
RAM
EWO
RK
Shar
ed d
iag
no
sis
Esta
blis
h a
clea
r bus
ines
s ra
tiona
le fo
r cha
nge
and
rest
ruct
urin
g.
Inte
grat
e th
e re
stru
ctur
ing
plan
in th
e lo
ng-t
erm
str
ateg
y of
the
com
pany
.
Car
ry o
n co
mpr
ehen
sive
info
rmat
ion
and
cons
ulta
tion
of e
mpl
oyee
s re
pres
enta
tives
on
envi
sage
d
rest
ruct
urin
g de
cisi
ons
as e
arly
as
pos
sibl
e an
d, in
any
cas
e, a
t a ti
me
whe
n op
tions
are
stil
l op
en a
nd
allo
win
g th
em to
con
trib
ute
to a
nd to
set
out
thei
r vie
ws
on a
ll as
pec
ts o
f tho
se d
ecis
ions
.U
se to
the
bes
t EW
Cs
as a
tool
of m
eani
ngfu
l inf
orm
atio
n an
d co
nsul
tatio
n in
the
eve
nt o
f tra
nsna
-
tiona
l res
truc
turin
g an
d of
spr
eadi
ng it
s re
sults
thro
ugho
ut th
e w
hole
gro
up s
truc
ture
.In
volv
e ex
tern
al s
take
hold
ers
(regi
ons,
etc.
) in
the
diag
nosi
s le
adin
g to
rest
ruct
urin
g.
Inte
rnal
res
ou
rces
an
d p
roce
du
res
Exis
tenc
e of
agr
eem
ents
at n
atio
nal o
r tra
nsna
tiona
l lev
el o
n th
e m
anag
emen
t of r
estr
uctu
ring
and
on
pa
rtic
ular
mea
sure
s.O
penn
ess
and
stra
tegi
c m
inds
et w
hich
nee
ds t
o pe
rvad
e th
e en
tire
orga
nisa
tion,
incl
udin
g its
em
-
ploy
ees
Info
rmat
ion
and
cons
ulta
tion
proc
edur
es w
ith e
mpl
oyee
s re
pres
enta
tives
on
all e
nvis
aged
mea
sure
s in
th
e ai
m to
reac
h a
broa
d co
nsen
sus
on th
e pl
anne
d m
easu
res.
Agr
eem
ent w
ith e
mpl
oyee
s re
pres
enta
tives
on
the
proc
edur
e to
be
follo
wed
in p
artic
ular
rest
ruct
ur-
in
g si
tuat
ions
.A
ll ac
tors
nee
d to
be
invo
lved
on
a fa
ir ba
sis.
G
uara
ntee
s of
equ
al tr
eatm
ent a
nd o
ppor
tuni
ties
for a
ll em
ploy
ees
with
in th
e co
mpa
ny, a
void
ing
the
on
e-si
ze-fi
ts-a
ll bi
as a
nd in
volv
ing
the
mid
dle
man
agem
ent a
s m
uch
as p
ossib
le
Exp
lori
ng
all
po
ssib
le o
pti
on
s b
efo
re r
edu
nd
anci
es
Onl
y en
visa
ge re
dund
anci
es a
s a
last
reso
rt.
Ph
ase
plan
ned
mea
sure
s ov
er ti
me.
Ex
plor
e al
tern
ativ
e so
lutio
ns: b
uy-o
ut o
f the
com
pany
by
the
empl
oyee
s, na
tura
l dep
artu
res,
nota
bly
th
roug
h re
tirem
ent
or, a
s a
last
res
ort,
early
ret
irem
ent,
nego
tiate
d de
part
ures
, int
erna
l or
exte
rnal
re
depl
oym
ent,
redu
ctio
n in
wor
k in
tens
ifica
tion,
wor
king
tim
e re
duct
ion,
in-s
ourc
ing,
pro
fess
iona
l gu
idan
ce, h
elp
to fi
nd a
noth
er jo
b or
to c
reat
e a
busi
ness
.Pl
an re
habi
litat
ion
and
real
loca
tion
of in
dust
rial s
ites
likel
y to
be
aban
done
d, b
oth
as a
n en
viro
nmen
-
tal m
easu
re a
nd a
way
to a
bsor
b a
prop
ortio
n of
the
jobs
to b
e lo
st.
Ind
ivid
ual
an
d p
erso
nal
ised
su
pp
ort
to
em
plo
yees
Set-
up a
n in
form
atio
n an
d ad
vice
cen
tre
to p
rovi
de c
ompr
ehen
sive
info
rmat
ion
to e
mpl
oyee
s m
ade
re
dund
ant o
r thr
eate
ned
by re
dund
ancy
ab
out t
he la
bou
r mar
ket,
thei
r rig
hts
and
the
leav
ing
cond
i-tio
ns n
egot
iate
d du
ring
the
rest
ruct
urin
g pr
oces
s.C
reat
e m
obili
ty c
ells
and
rede
ploy
men
t uni
ts w
ithin
com
pani
es (r
econ
vers
ion
cells
).
Thro
ugh
thes
e ce
lls a
nd u
nits
, or a
ny o
ther
mea
ns: d
evel
op e
mpl
oyab
ility
and
com
pens
atio
n m
easu
res:
tra
inin
g an
d re
-tra
inin
g, re
depl
oym
ent,
he
lp in
job
sear
ch (i
nclu
ding
pai
d tim
e-off
to se
arch
for j
obs),
coun
selli
ng a
nd p
sych
olog
ical
sup
port
for b
oth
redu
ndan
t em
ploy
ees
and
the
ones
who
sta
y in
the
co
mpa
ny,
help
cre
ate
SMEs
and
co-
oper
ativ
es,
pa
y fa
ir co
mpe
nsat
ion.
M
onito
r the
psy
cho-
soci
al h
ealth
resu
lting
of t
he re
stru
ctur
ing
proc
ess.
Invo
lvem
ent
of e
xte
rnal
act
ors
Use
of t
he e
stab
lishe
d w
ork
rela
tions
hips
and
par
tner
ship
s w
ith re
gion
al a
utho
ritie
s, un
iver
sitie
s an
d
educ
atio
n an
d tr
aini
ng p
rovi
ders
, tec
hnol
ogic
al in
stitu
tes,
deve
lopm
ent a
genc
ies
and
othe
r rel
evan
t st
akeh
olde
rs.
Part
icip
atio
n in
Reg
iona
l Tas
k Fo
rces
(joi
nt t
ask-
forc
e to
sup
por
t di
smis
sed
empl
oyee
s, fo
unda
tions
for l
aid-
off e
mpl
oyee
s, et
c.).
Part
icip
atio
n, u
se o
r ini
tiatio
n of
co-
oper
atio
n ne
twor
ks w
ith S
MEs
.
Effec
tive
follo
w-u
p an
d su
ppor
t the
who
le s
uppl
y ch
ain.
ACTI
ON
S
Eval
uat
ion
Eval
uate
and
re-n
egot
iate
pro
cess
with
em
ploy
ees
repr
esen
tativ
es.
Pu
blis
h an
Ann
ual S
ocia
l and
Em
ploy
men
t Rep
ort w
ith a
sec
tion
dedi
cate
d to
rest
ruct
urin
g. Fo
llo
w-u
p o
f red
un
dan
t em
plo
yees
Cont
ribut
e to
the
follo
w-u
p of
redu
ndan
t em
ploy
ees
thro
ugh
thei
r pro
fess
iona
l car
eers
for a
per
iod
of ti
me.
AFTE
R TH
E RE
STRU
CTU
RIN
G O
PERA
TIO
N
9
-
Checklist on Restructuring Processes
Empl
oyee
s re
pres
enta
tive
s at
com
pany
and
gro
up le
vels
are
the
mai
n m
anag
emen
t co
unte
rpar
t du
ring
rest
ruct
urin
g pr
oces
ses.
The
y sh
ould
nev
erth
e-le
ss b
e in
volv
ed a
nd p
artic
ipat
e ac
tive
ly in
all
anti
cip
ativ
e m
easu
res
and
perm
anen
t m
echa
nism
s es
tabl
ishe
d by
the
com
pany
, int
erna
l and
ext
erna
lly.
Repr
esen
ting
the
entir
e w
orkf
orce
, the
y ar
e in
a u
niqu
e po
siti
on to
wor
k w
ith th
e ch
ange
man
ager
, pro
mot
e sm
ooth
cha
nge
and
rest
ruct
urin
g an
d en
sure
th
at e
mpl
oyee
s in
tere
sts
are
safe
guar
ded.EM
PLO
YEES
REP
RESE
NTA
TIVE
S
10
-
Checklist on Restructuring Processes
ACTI
ON
SCO
ND
ITIO
NS
OF
SUCC
ESS
AN
D E
NA
BLIN
G F
RAM
EWO
RK
Stra
teg
ic lo
ng
-ter
m m
on
ito
rin
g, i
ncl
ud
ing
at
tran
snat
ion
al le
vel
Part
icip
ate
in t
he p
erm
anen
t m
onito
ring
of t
he s
ituat
ion
and
prob
able
evo
lutio
n of
the
com
pany
s
econ
omic
and
fina
ncia
l situ
atio
n, a
s w
ell a
s of
tec
hnol
ogic
al d
evel
opm
ents
, in
the
light
of b
road
er
mar
ket,
sect
oral
and
soc
ieta
l tre
nds.
Part
icip
ate
and
cont
ribut
e to
bus
ines
s pl
an s
trat
egie
s en
com
pass
ing
anal
ysis
of s
ecto
ral s
pec
ifici
ties
an
d th
e id
entifi
catio
n of
the
com
pany
pos
ition
in g
loba
l sup
ply
chai
ns.
On
-go
ing
map
pin
g o
f co
mp
anie
s e
mp
loym
ent
and
sk
ills
nee
ds
Part
icip
ate
in t
he id
entifi
catio
n of
new
ski
lls n
eeds
(qua
ntita
tive
and
qual
itativ
e) in
art
icul
atio
n w
ith
in
nova
tion
and
deve
lopm
ent s
trat
egie
s.
Emp
loye
e in
volv
emen
t in
th
e m
ult
ian
nu
al p
lan
Cont
ribut
e to
the
empl
oym
ent a
nd s
kills
mul
ti-an
nual
pla
n.
Part
icip
ate
activ
ely
in th
e in
form
atio
n an
d co
nsul
tatio
n pr
oced
ures
aim
ed a
t ant
icip
atin
g th
e ev
olu-
tio
n of
em
ploy
men
t and
at a
dopt
ing
mea
sure
s to
tack
le p
robl
emat
ic d
evel
opm
ents
.
Mea
sure
s ad
dre
ssed
to
ind
ivid
ual
em
plo
yees
Cont
ribut
e, th
roug
h ne
gotia
tion
and
colle
ctiv
e ba
rgai
ning
, to
flexi
ble
and
secu
re c
ontr
actu
al a
rran
ge-
m
ents
(lon
g-te
rm w
orki
ng ti
me
flexi
bilit
y em
ploy
abili
ty/t
rain
ing/
care
er d
evel
opm
ent/
mob
ility
).Pa
rtic
ipat
e ac
tivel
y in
the
prep
arat
ion
and
adop
tion
of a
ll th
e in
divi
dual
sup
por
t mea
sure
s.
Act
as
lear
ning
adv
iser
s t
o em
ploy
ees,
esp
ecia
lly t
he m
ost
vuln
erab
le o
nes
(pro
vide
per
sona
l ad-
vi
ce a
bou
t lea
rnin
g, c
aree
rs, c
ours
es, q
ualifi
catio
ns, fi
nanc
ial h
elp
for l
earn
ing,
etc
).C
reat
e a
stre
ss o
bser
vato
ry t
o m
onito
r th
e he
alth
situ
atio
n w
ith s
pec
ific
focu
s on
ada
ptat
ion
to
ch
ange
.
Mea
sure
s ai
med
at
pro
mo
tin
g in
tern
al a
nd
ex
tern
al m
ob
ilit
y
Cont
ribut
e, t
hrou
gh n
egot
iatio
n an
d co
llect
ive
barg
aini
ng,
to i
ncre
ase
the
cont
ract
ual
rang
e of
task
s.Pa
rtic
ipat
e an
d, w
hene
ver n
eces
sary
or a
ppro
pria
te, n
egot
iate
all
the
mob
ility
mea
sure
s en
visa
ged.
Mea
sure
s to
en
sure
eq
ual
tre
atm
ent
and
pro
mo
te d
iver
sity
Part
icip
ate
in th
e de
finiti
on, n
egot
iatio
n an
d im
plem
enta
tion
of th
e eq
ual t
reat
men
t, an
ti-di
scrim
ina-
tio
n an
d su
ppor
t to
vuln
erab
le g
roup
s p
olic
ies.
Inte
rnal
par
tner
ship
: Em
plo
yees
invo
lvem
ent
and
co
llec
tive
bar
gai
nin
g
Part
icip
atio
n in
em
ploy
ees
invo
lvem
ent p
roce
dure
s, in
clud
ing
at tr
ansn
atio
nal l
evel
Mak
e th
e p
oint
on
the
imp
orta
nce
of p
uttin
g em
ploy
men
t and
ski
lls is
sues
at t
he h
eart
of t
he c
om-
pa
nys
stra
tegi
c pl
anni
ng a
nd d
ecis
ions
.Ex
iste
nce
of o
wn
mec
hani
sms
of m
onito
ring
the
com
pany
s ec
onom
ic a
nd fi
nanc
ial s
ituat
ion
and
pr
obab
le e
volu
tion
and
cont
ribut
e to
the
pro
cess
of i
nfor
mat
ion,
con
sulta
tion
and
diag
nost
ic s
har-
ing
on s
trat
egic
issu
es, o
n th
e ba
sis
of in
dep
ende
nt a
naly
sis
capa
city
.Pa
rtic
ipat
ion
in s
trat
egic
and
sp
ecifi
c de
cisi
on-m
akin
g w
ithin
the
com
pany
as
wel
l as
in a
ll in
form
a-
tion
and
cons
ulta
tion
proc
edur
es re
late
d to
forw
ard-
look
ing
empl
oym
ent a
nd s
kills
pla
nnin
g.In
vest
men
t on
act
ion
thro
ugh
EWC
s as
a m
eans
to
deve
lop
a br
oad
know
ledg
e; d
isse
min
ate
it
thro
ugh
all t
he le
vels
of t
he g
roup
thro
ugh
form
al a
nd in
form
al n
etw
orks
and
mec
hani
sms.
Prom
otio
n in
gen
eral
of t
he e
xcha
nge
of in
form
atio
n b
etw
een
com
pany
repr
esen
tativ
es a
nd n
atio
n-
al re
pres
enta
tives
tr
ade
unio
ns o
ffice
s at
diff
eren
t lev
els
of th
e co
mpa
ny, c
ross
-uni
on c
o-op
erat
ion
and
repr
esen
tativ
es a
t diff
eren
t lev
els
(Eur
opea
n, n
atio
nal a
nd s
ite le
vel).
Exis
tenc
e of
mec
hani
sms
to b
uild
cap
acity
of i
nter
vent
ion
thro
ugh
trai
ning
on
econ
omic
, fina
ncia
l
and
indu
stria
l iss
ues
for a
ll re
pres
enta
tives
, as
wel
l as
thro
ugh
exte
rnal
exp
ertis
e.In
vest
men
t of
tim
e an
d re
sour
ces
in v
ulne
rabl
e ca
tego
ries
of e
mpl
oyee
s (w
omen
, you
ng, d
isab
led,
olde
r, et
c.).
Gua
rant
ees o
f equ
al tr
eatm
ent a
nd o
ppor
tuni
ties f
or a
ll em
ploy
ees w
ithin
the
com
pany
, avo
idin
g th
e
one-
size
-fits
-all
bias
and
invo
lvin
g th
e m
iddl
e m
anag
emen
t as
muc
h as
pos
sibl
e.
Colle
ctiv
e ba
rgai
ning
Enga
gem
ent i
nto
agre
emen
ts w
ith t
he c
ompa
ny G
PEC-
typ
e (H
R, e
mpl
oym
ent/
skill
s an
d re
stru
ctur
-
ing
plan
ning
); in
trod
uce
empl
oym
ent/
skill
s is
sues
in a
ntic
ipat
ion
agre
emen
ts.
Effec
tive
use,
whe
reve
r ap
prop
riate
, in
tern
atio
nal
com
pany
-leve
l ag
reem
ents
for
the
pur
pos
es
ab
ove.
Ex
tern
al p
artn
ersh
ips
Tow
ards
regi
ons
Part
icip
atio
n in
regi
onal
par
tner
ship
s an
d ne
twor
ks, i
nclu
ding
job
and
skill
s ob
serv
ator
ies.
Pa
rtic
ipat
ion
in s
imila
r ini
tiativ
es ta
ken
by o
ther
leve
ls (s
ecto
ral,
natio
nal,
etc.
). To
war
ds th
e bu
sine
ss e
nvir
onm
ent
Esta
blis
hmen
t of w
orki
ng re
latio
nshi
ps a
nd e
xcha
nges
with
repr
esen
tativ
es o
f sup
ply
chai
ns.
Pa
rtic
ipat
ion
in m
easu
res
aim
ed a
t sup
por
ting
the
surr
ound
ing
busi
ness
env
ironm
ent.
D
evel
opm
ent o
f tra
nsna
tiona
l net
wor
king
exc
hang
es.
En
cour
agem
ent o
f act
ions
tow
ards
em
ploy
ees
of s
ubco
ntra
ctor
s in
a fr
amew
ork
of re
stru
ctur
ing.
CON
TIN
UIN
G A
CTIO
N
Empl
oyee
s re
pres
enta
tives
at c
ompa
ny a
nd g
roup
leve
l are
irre
plac
eabl
e co
unte
rpar
ts o
f man
agem
ent i
n al
l mea
sure
s ai
med
at a
ntic
ipat
ing
and
man
agin
g em
plo
ymen
t and
ski
lls n
eeds
. The
y re
pres
ent t
he fi
nal b
enefi
ciar
ies
of th
ese
polic
ies
- the
em
ploy
ees
- and
are
ther
efor
e in
a p
rivile
ged
posi
tion
to m
obili
se
them
. The
y ha
ve a
lso
a de
ep k
now
ledg
e an
d ex
pert
ise
on th
ose
issu
es a
nd c
an li
aise
with
thei
r ext
erna
l org
anis
atio
ns. T
heir
full
part
icip
atio
n ac
ross
the
who
le
proc
ess
of a
dapt
atio
n of
cha
nge
and
rest
ruct
urin
g an
d at
this
ear
ly a
ntic
ipat
ive
stag
e is
vita
l.
11
-
Checklist on Restructuring Processes
ACTI
ON
SCO
ND
ITIO
NS
OF
SUCC
ESS
AN
D E
NA
BLIN
G F
RAM
EWO
RK
Shar
ed d
iag
no
sis
Built
with
man
agem
ent a
sha
red
diag
nosi
s an
d co
ntrib
ute
to it
s di
ssem
inat
ion
at a
ll le
vels
.
Part
icip
ate
and
cont
ribut
e to
man
agem
ent
actio
ns a
imed
at
info
rmin
g an
d co
nsul
ting
empl
oyee
s
repr
esen
tativ
es o
n th
e ju
stifi
catio
n fo
r and
the
envi
sage
d co
nten
t of r
estr
uctu
ring
mea
sure
s.U
se t
he E
WC
as
a fo
rum
and
the
Eur
opea
n U
nion
Fed
erat
ions
as
a re
sour
ce o
f co
mp
eten
ce a
nd
kn
owle
dge
in th
e ca
se o
f tra
nsna
tiona
l res
truc
turin
g op
erat
ions
.A
gree
on
com
pany
sp
ecifi
c pr
oced
ures
for d
ealin
g w
ith p
artic
ular
rest
ruct
urin
g si
tuat
ions
. E
xplo
rin
g a
ll p
oss
ible
act
ion
s b
efo
re r
edu
nd
anci
es
Part
icip
ate
fully
in d
iscu
ssio
ns w
ith m
anag
emen
t on
pos
sibl
e al
tern
ativ
es to
redu
ndan
cies
.
Enga
ge in
to E
U-le
vel f
ram
ewor
k ag
reem
ents
for
man
agin
g re
stru
ctur
ing
in c
oop
erat
ion
with
the
EWC
and
the
help
of n
atio
nal a
nd E
urop
ean
Uni
on F
eder
atio
ns.
Enga
ge in
to n
egot
iatio
ns w
ith m
anag
emen
t on
the
cont
ent o
f pos
sibl
e al
tern
ativ
e op
tions
.
Exch
ange
into
exp
erie
nces
and
idea
s th
roug
h ne
twor
king
with
the
loca
l act
ors,
Euro
pea
n re
pre-
se
ntat
ives
and
oth
er re
pres
enta
tives
acr
oss
the
valu
e-ch
ain.
Ind
ivid
ual
an
d p
erso
nal
ised
su
pp
ort
to
red
un
dan
t em
plo
yees
Cont
ribut
e to
the
info
rmat
ion
and
advi
ce c
entr
e.
Co
ntrib
ute,
incl
udin
g th
roug
h ne
gotia
tion
and
agre
emen
ts if
app
licab
le, t
o th
e de
finiti
on a
nd im
ple-
m
enta
tion
of a
ll m
echa
nism
s of
sup
por
t to
indi
vidu
al e
mpl
oyee
s lik
ely
to b
e m
ade
redu
ndan
t.Fo
llow
up
of e
mpl
oyee
s m
ade
redu
ndan
t unt
il th
ey h
ave
foun
d a
new
job.
Inte
rnal
res
ou
rces
an
d p
roce
du
res
Know
ledg
e of
the
diffe
rent
inst
rum
ents
and
reso
urce
s av
aila
ble
and
part
icip
atio
n at
tra
inin
g se
ssio
ns
fo
llow
ed b
y co
mm
unic
atio
n w
ith th
e w
orke
rs.
Expl
ore
to th
e m
ost t
he in
form
atio
n/co
nsul
tatio
n an
d ne
gotia
tion
inst
rum
ents
bot
h on
the
proc
edur
al
as
pect
s of
man
agem
ent o
f res
truc
turin
g an
d on
par
ticul
ar m
easu
res.
Ope
nnes
s and
str
ateg
ic m
inds
et w
hich
nee
ds to
per
vade
the
entir
e or
gani
satio
n, in
clud
ing
its e
mpl
oy-
ee
s an
d th
eir r
epre
sent
ativ
es.
Impr
ovem
ent a
nd p
rom
otio
n of
coh
eren
ce a
mon
g th
e po
int o
f vie
w o
f the
diff
eren
t em
ploy
ees
rep
-
rese
ntat
ives
.
Invo
lvem
ent
of E
xte
rnal
Act
ors
Part
icip
atio
n in
ext
erna
l par
tner
ship
s, in
bro
ader
net
wor
ks a
nd in
mec
hani
sms a
nd s
truc
ture
s aim
ed a
t
deliv
erin
g su
ppor
t to
indi
vidu
al w
orke
rs (e
.g. R
egio
nal T
ask-
Forc
es).
Prom
otio
n of
the
inte
grat
ion
of th
e w
hole
supp
ly c
hain
in th
e pr
epar
atio
n an
d m
anag
emen
t of r
estr
uc-
tu
ring
proc
esse
s.
DU
RIN
G T
HE
REST
RUCT
URI
NG
PRO
CESS
Empl
oyee
s r
epre
sent
ativ
es h
ave
a cr
ucia
l rol
e to
pla
y in
the
thr
ee m
ain
step
s of
res
truc
turin
g pr
oces
ses:
con
sens
us-b
uild
ing,
exp
lorin
g al
l pos
sibl
e op
tions
be
fore
redu
ndan
cies
and
giv
ing
pers
onal
ised
sup
port
to w
orke
rs m
ade
redu
ndan
t.
ACTI
ON
S
Eval
uat
ion
Eval
uate
the
effec
ts o
f res
truc
turin
g an
d re
-neg
otia
te a
gree
men
ts if
nec
essa
ry.
M
onito
ring
of th
e effi
cien
cy o
f soc
ial m
easu
res
of re
stru
ctur
ing.
Co
ntrib
ute
and
give
an
opin
ion
on th
e A
nnua
l Soc
ial a
nd E
mpl
oym
ent R
epor
t. Fo
llo
w-u
p o
f red
un
dan
t em
plo
yees
Cont
ribut
e to
the
follo
w-u
p of
em
ploy
ees
mad
e re
dund
ant t
hrou
gh th
eir p
rofe
ssio
nal c
aree
rs fo
r a p
erio
d of
tim
e.AF
TER
THE
REST
RUCT
URI
NG
OPE
RATI
ON
12
-
Checklist on Restructuring Processes
Empl
oyee
s ar
e, to
geth
er w
ith c
ompa
nies
, the
mai
n ac
tor o
f the
rest
ruct
urin
g pr
oces
s
and
at th
e sa
me
time,
ver
y of
ten,
the
mai
n vi
ctim
s of
rest
ruct
urin
g.W
ithou
t pr
ejud
ice
to t
he s
peci
fic r
espo
nsib
iliti
es o
f the
oth
er a
ctor
s in
cre
atin
g th
e w
hole
set
of c
ondi
tion
s th
at w
ill g
ive
empl
oyee
s a
real
opp
ortu
nity
to
find
thei
r way
thro
ugh
thos
e pr
oces
ses,
the
succ
ess
of a
ny e
ffor
t to
min
imis
e th
e so
cial
cos
t of r
estr
uctu
ring
depe
nds,
as
far a
s em
ploy
ees
resp
onsi
bilit
y is
co
ncer
ned,
on:
Thei
r ow
n in
itiat
ive,
dyn
amis
m a
nd p
ositi
ve a
ttitu
de a
t all
times
and
not
onl
y w
hen
rest
ruct
urin
g or
the
loss
of t
he jo
b is
a c
oncr
ete
pers
pect
ive.
Th
eir c
apac
ity to
colle
ct th
e in
form
atio
n th
at w
ill he
lp th
em u
nder
stan
d th
e sit
uatio
n (if
pos
sible
in a
dvan
ce o
f par
ticul
ar re
stru
ctur
ing
even
ts) a
nd to
use
ada
ptat
ion
tool
s.
Thei
r pro
xim
ity w
ith th
eir r
epre
sent
ativ
es a
t all
leve
ls.
Th
eir c
apac
ity to
be
empl
oyab
le a
nd m
obile
and
to m
ake
poss
ible
pro
fess
iona
l tra
nsiti
ons.
Fr
amew
orks
and
act
ions
in p
lace
in o
rder
to s
uppo
rt e
mpl
oyee
s in
str
engt
heni
ng th
eir
em
ploy
abili
ty.
For
this
gro
up o
f act
ors,
it is
esp
ecia
lly n
eces
sary
to
emph
asis
e th
at e
nabl
ing
fram
ewor
ks a
nd in
stit
utio
nal c
onte
xts
are
a m
ajor
fact
or in
the
ir ab
ility
to
take
n ac
tion
.Th
e po
ssib
iliti
es o
ffer
ed t
o th
e em
ploy
ees
in t
erm
of
trai
ning
and
sup
port
can
be
quite
dif
fere
nt a
ccor
ding
to
empl
oyee
s c
ateg
orie
s (t
empo
rary
age
ncy
wor
kers
, tem
pora
ry w
orke
rs, e
tc.)
and
also
to th
e si
ze o
f the
com
pani
es.
EMPL
OYE
ES
13
-
Checklist on Restructuring Processes
ACTI
ON
SCO
ND
ITIO
NS
OF
SUCC
ESS
AN
D E
NA
BLIN
G F
RAM
EWO
RK
On
-go
ing
map
pin
g o
f em
plo
ymen
t an
d s
kil
ls n
eed
s
Dev
elop
mob
ility
com
pet
ence
and
cap
acity
to a
dapt
.
Part
icip
ate
in a
nd fo
llow
clo
sely
, dire
ctly
and
thro
ugh
thei
r rep
rese
ntat
ives
, the
map
ping
of t
he c
om-
pa
nys
futu
re s
kills
nee
ds a
s w
ell a
s th
e ev
olut
ion
of e
mpl
oym
ent a
nd s
kills
nee
ds in
the
regi
on.
Mu
ltia
nn
ual
pla
ns
on
em
plo
ymen
t an
d s
kil
ls a
t co
mp
any
and
reg
ion
al le
vel
Cont
ribut
e to
the
mul
tiann
ual p
lan,
dire
ctly
and
thro
ugh
thei
r rep
rese
ntat
ives
.
Keep
act
ivel
y an
d p
erm
anen
tly in
form
ed a
bou
t the
fore
seea
ble
evol
utio
n of
em
ploy
men
t with
in th
e
com
pany
and
the
regi
on a
nd o
n m
easu
res
envi
sage
d to
tack
le p
ossi
ble
prob
lem
atic
dev
elop
men
ts.
Mea
sure
s ad
dre
ssed
to
ind
ivid
ual
em
plo
yees
Flex
ibili
ty m
easu
res:
be
open
to o
ccup
atio
nal a
nd w
orki
ng-t
ime
evol
utio
n an
d fle
xibi
lity.
Tr
aini
ng m
easu
res:
Be
ope
n to
skill
upg
rade
.
Exer
cise
the
right
to e
duca
tion
and
train
ing
and
acce
pt th
e co
rres
pond
ing
oblig
atio
n to
rece
ive
edu-
ca
tion
and
train
ing.
U
se th
e in
divi
dual
lear
ning
acc
ount
.
Inve
st in
life
long
lear
ning
and
con
tinuo
us v
ocat
iona
l tra
inin
g.
Car
eer d
evel
opm
ent m
easu
res:
Cr
eate
a C
V; m
onito
r int
erna
l car
eer o
ppor
tuni
ties.
U
se In
tern
et to
ols
for i
nfor
mat
ion
on b
usin
ess,
empl
oym
ent a
nd sk
ills
evol
utio
n w
ithin
the
com
pany
and
the
regi
on.
Go
to a
job
coun
sello
r; as
k fo
r an
asse
ssm
ent w
ith s
omeo
ne fr
om c
ompa
ny o
n sk
ills
need
s an
d yo
ur
sk
ills g
ap in
vie
w o
f tra
inin
g (b
ilan
de c
omp
tenc
es).
Wor
k on
per
sona
l or p
rofe
ssio
nal p
roje
ct.
D
evel
op so
cial
com
pete
nces
.
Ask
for r
egul
ar a
sses
smen
t of w
ork
and
perf
orm
ance
and
disc
uss c
aree
r.
Use
all
avai
labl
e to
ols
of o
rient
atio
n, c
aree
r gui
danc
e an
d m
obili
ty o
ppor
tuni
ties
outs
ide
the
com
-
pany
for t
he p
urpo
ses o
f ind
ivid
ual c
aree
r pla
nnin
g.
Mea
sure
s ai
min
g a
t p
rom
oti
ng
inte
rnal
an
d e
xte
rnal
mo
bil
ity
Be a
vaila
ble
for c
ontr
actu
al p
olyv
alen
ce.
U
se in
tern
al in
form
atio
n to
ols
for i
nter
nal m
obili
ty a
nd tr
ansf
ers.
Re
ques
t cer
tifica
tion
of fo
rmal
and
info
rmal
lear
ning
.
Sear
ch a
ctiv
ely
info
rmat
ion
on fu
ture
job
opp
ortu
nitie
s (v
ia lo
cal j
ob c
entr
es, m
obili
ty p
ools
, etc
.).
Mea
sure
s to
ens
ure
equa
l tre
atm
ent a
nd p
rom
ote
dive
rsity
Co
ntrib
ute
to a
nd k
eep
info
rmed
on
the
impl
emen
tatio
n of
the
equa
l tre
atm
ent,
anti-
disc
rimin
atio
n
and
supp
ort t
o vu
lner
able
gro
ups
pol
icie
s
Inte
rnal
par
tner
ship
: em
plo
yees
invo
lvem
ent
and
co
llec
tive
bar
gai
nin
g
Empl
oyee
invo
lvem
ent,
incl
udin
g at
tran
snat
iona
l lev
el
Sett
le c
ondi
tions
for t
he p
rom
otio
n of
soc
ial d
ialo
gue.
Pe
rman
ent c
onta
ct w
ith e
mpl
oyee
s re
pres
enta
tives
on
the
com
p
