Checklist on Restructuring Processes

European Commission

Checklist on Restructuring Processes


European CommissionDirectorate-General for Employment, Social Affairs and Equal Opportunities

Unit F.3

Manuscript completed in February 2009

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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


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


From the individual worker’s 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


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


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

ny’s

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

mpé

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

ner’s

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

ny’s

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


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


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


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


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

ny’s

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


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


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


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

ny’s

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

ompé

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

pany

’s st

rate

gic

issue

s. •

Regu

lar i

nfor

mat

ion

avai

labl

e on

the

com

pany

/ sec

tor/

loca

l eco

nom

ic e

nviro

nmen

t.• Co

llect

ive

barg

aini

ng

Info

rmat

ion

avai

labl

e ab

out e

xist

ing

agre

emen

ts a

nd p

roce

dure

s fo

r dea

ling

with

cha

nge

and

rest

ruc-

•tu

ring,

incl

udin

g th

ose

conc

lude

d by

man

agem

ent

and

empl

oyee

s’ re

pres

enta

tives

at

tran

snat

iona

l le

vel.

Ex

tern

al p

artn

ersh

ips

Info

rmat

ion

avai

labl

e on

futu

re e

mpl

oym

ent,

educ

atio

nal a

nd t

rain

ing

oppo

rtun

ities

(with

loca

l and

•

natio

nal a

utho

ritie

s).

Ope

n pa

rtic

ipat

ion

for

all i

n in

itiat

ives

org

anis

ed b

y re

gion

al b

odie

s ai

med

at

boos

ting

empl

oym

ent

•op

port

uniti

es a

nd s

kills

.

CON

TIN

UIN

G A

CTIO

N

Empl

oyee

s ha

ve a

maj

or ro

le in

dev

elop

ing

thei

r com

pete

nces

and

ski

lls to

rein

forc

e th

eir c

apac

ity

to a

dapt

(em

ploy

abili

ty).

The

othe

r act

ors

shou

ld a

ctiv

ely

wor

k to

est

ablis

h th

e fr

amew

ork

cond

ition

s an

d in

stitu

tions

nec

essa

ry fo

r em

ploy

ees

to e

ngag

e in

act

ions

to a

chie

ve th

ese

goal

s.

14


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

Seek

info

rmat

ion

on c

ompa

ny s

trat

egy

and

lab

our m

arke

t dev

elop

men

ts.

•Se

ek in

form

atio

n on

the

com

pany

’s ev

olut

ion

and

pos

sibl

e re

stru

ctur

ing

plan

s.•

Keep

in c

lose

con

tact

with

you

r rep

rese

ntat

ives

and

par

ticip

ate

activ

ely

in in

form

atio

n, c

onsu

ltatio

n •

and

diss

emin

atio

n pr

oced

ures

.

In t

he

fram

ewo

rk o

f po

ssib

le o

pti

on

s b

efo

re r

edu

nd

anci

es

Dev

elop

an

indi

vidu

al a

ctio

n pl

an fo

r job

sear

ch (n

ew jo

b w

ithin

com

pany

, new

job

with

in o

ther

com

-•

pani

es, n

ew jo

b w

ithin

oth

er p

lace

, etc

.) an

d b

e op

en fo

r mov

emen

t with

in/b

etw

een

com

pani

es.

Requ

est f

or in

divi

dual

mee

tings

with

you

r man

ager

bef

ore

the

nego

tiatio

n of

the

soci

al p

acka

ge (t

o •

defin

e th

e b

est p

acka

ge fo

r you

r rep

ositi

onin

g).

Get

invo

lved

in th

e m

anag

emen

t of t

he re

stru

ctur

ing

(psy

chol

ogic

al e

ffect

).•

Ask

for c

oach

ing

durin

g th

e w

hole

rest

ruct

urin

g pr

oces

s.•

Ask

for t

rain

ing

for j

ob a

pplic

atio

n, c

aree

r cou

nsel

ling

and

spec

ific

trai

ning

in li

ne w

ith jo

b off

ers.

•U

se “t

rain

ing

leav

e”• U

se in

div

idu

al s

up

po

rt t

o e

mp

loye

es

Keep

in c

onta

ct w

ith e

mpl

oyee

’s re

pres

enta

tives

ab

out p

lan

and

proc

ess

of re

stru

ctur

ing.

•Ke

ep in

con

tact

with

“re

depl

oym

ent

units

” or

“re

conv

ersi

on c

ells

” (c

ell s

et u

p in

side

the

com

pany

•

with

a g

roup

of p

erso

n to

follo

w th

e w

orke

rs m

ade

redu

ndan

t) w

hen

they

exi

st.

Regi

ster

to la

bou

r exc

hang

e offi

ce (j

ob c

entr

e) to

obt

ain

info

rmat

ion

for j

ob o

ffers

.•

Requ

est e

mpl

oyer

ass

ista

nce

in th

e p

erio

d b

efor

e re

dund

ancy

(pai

d tim

e-off

to s

earc

h fo

r job

s; on

-•

site

faci

litie

s/ s

upp

ort).

A

sk fo

r tra

inin

g du

ring

unem

ploy

men

t per

iods

. •

Prac

tise

inte

rvie

w te

chni

ques

.

•Ta

ke b

asic

ski

lls c

ours

es im

med

iate

ly a

fter

redu

ndan

cy.

•In

cas

e of

pot

entia

l geo

grap

hica

l mob

ility

or

tran

sfer

, see

k pl

acem

ent

assi

stan

ce f

or o

ther

fam

ily

•m

emb

ers.

Expl

ore

the

pos

sibi

lity

of “e

mpl

oym

ent c

oop

erat

ives

” (w

hich

giv

e co

llect

ive

supp

ort t

o p

eopl

e st

art-

•in

g th

eir o

wn

busi

ness

es) t

o st

art a

n au

tono

mou

s ac

tivity

.Jo

in m

ulti

empl

oyer

’s or

gani

satio

n (e

mpl

oyer

’s as

soci

atio

ns, j

ob p

ools

, mob

ility

poo

ls, s

kill

poo

ling

•w

age

por

tage

, etc

.).C

heck

fina

ncia

l offe

rs fr

om p

ublic

inst

itutio

ns fo

r tra

inin

g qu

alifi

catio

ns.

•

Res

ou

rces

an

d p

roce

du

res

Und

erst

anda

ble

info

rmat

ion

on le

gal a

nd c

onve

ntio

nal l

ands

cap

e on

rest

ruct

urin

g ru

les.

• Invo

lvem

ent

of e

xte

rnal

act

ors

Be a

ble

to p

artic

ipat

e in

a jo

b cr

eatio

n sc

hem

e se

t up

by th

e au

thor

ities

.•

DU

RIN

G T

HE

REST

RUCT

URI

NG

PRO

CESS

Man

y of

the

actio

ns to

be

take

n on

a p

erm

anen

t bas

is a

re a

lso

usef

ul w

hen

rest

ruct

urin

g be

com

es a

real

ity.

Em

ploy

ees

who

eng

age

them

selv

es p

roac

tivel

y in

thos

e pe

rman

ent a

ctio

ns a

re b

ette

r pre

pare

d to

face

the

risk

of u

nem

ploy

men

t and

to re

turn

qui

ckly

to th

e la

bour

mar

ket.

In a

dditi

on to

thos

e pe

rman

ent

actio

ns, s

ome

othe

rs a

re v

ery

usef

ul w

hen

rest

ruct

urin

g oc

curs

.

ACTI

ON

S

Foll

ow

-up

of r

edu

nd

ant

emp

loye

es

Part

icip

ate

in e

nqui

ries

on y

our c

aree

r evo

lutio

n.•AF

TER

THE

REST

RUCT

URI

NG

OPE

RATI

ON

15


Soci

al p

artn

ers

repr

esen

t em

ploy

ers

and

wor

kers

at

inte

rpro

fess

iona

l and

sec

tora

l lev

el. T

hey

play

a k

ey r

ole

in a

ntic

ipat

ing

and

man

agin

g ch

ange

. The

ir ca

pac

ity

to in

terv

ene

at a

ll le

vels

(loc

al, r

egio

nal,

nati

onal

Eur

opea

n) th

roug

h so

cial

dia

logu

e an

d co

llect

ive

barg

aini

ng m

echa

nism

s pu

ts th

em in

a p

rivi

-le

ged

posi

tion

to c

o-or

dina

te a

ctio

ns a

imed

at s

timul

atin

g an

d de

velo

ping

soc

ial t

ools

for a

ntic

ipat

ing

and

man

agin

g re

stru

ctur

ing.

Th

ey a

re im

port

ant a

ctor

s in

the

crea

tion

of s

ocia

l inn

ovat

ion,

eco

nom

ic a

nd s

ocia

l pro

gres

s, s

olid

arit

y, s

ocia

l inc

lusi

on a

nd g

ood

qual

ity

empl

oym

ent p

rac-

tices

at a

ll le

vels

(ent

erpr

ise,

sec

tor,

regi

ons)

. The

cre

atio

n of

gua

rant

ee, t

rain

ing

and

job

secu

rity

fund

s by

col

lect

ive

agre

emen

t is

a pa

rtic

ular

ly in

nova

tive

pr

actic

e be

ing

deve

lope

d in

rece

nt y

ears

.

SOCI

AL P

ARTN

ERS

AND

SEC

TORA

L O

RGAN

ISAT

ION

S

16


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

Part

icip

ate

to t

he e

stab

lishm

ent

and

man

agem

ent

of a

ppro

pria

te e

arly

war

ning

too

ls a

nd r

elev

ant

•m

echa

nism

s fo

r th

e an

ticip

atio

n or

pre

para

tion

of r

estr

uctu

ring

at n

atio

nal,

regi

onal

and

sec

tora

l le

vel.

Set u

p at

sec

tora

l lev

el fr

amew

orks

to o

bser

ve m

acro

-eco

nom

ic c

hang

es a

nd d

efine

com

mon

soc

ial

•an

d em

ploy

men

t obj

ectiv

es.

Be m

obili

sed

on a

long

term

pro

spec

tive

refle

xion

on

the

evol

utio

n of

em

ploy

men

t, jo

bs a

nd s

kills

at

•se

ctor

al a

nd re

gion

al le

vel,

for e

xam

ple,

by

activ

ely

part

icip

atin

g in

sec

tora

l and

terr

itoria

l obs

erva

-to

ries

in th

ese

area

s. Fa

vour

exc

hang

e an

d pr

omot

e ne

gotia

tion

on in

nova

tion

and

new

ski

ll ne

eds

in e

cono

mic

sec

tors

, •

enco

urag

e ne

gotia

tion

in th

is fi

eld.

Elab

ora

tio

n o

f fra

mew

ork

s an

d w

ork

ers’

invo

lvem

ent

Dev

elop

and

ref

ram

e sp

ecifi

c co

llect

ive

barg

aini

ng in

stru

men

ts t

o ac

com

pany

res

truc

turin

g: p

ro-

•m

ote

colle

ctiv

e ba

rgai

ning

in t

his

field

at

Euro

pea

n, n

atio

nal,

sect

oral

, reg

iona

l, lo

cal a

nd c

ompa

ny

leve

l.D

evel

op m

echa

nism

s of

mut

ualis

atio

n of

ris

ks re

late

d to

job

loss

es t

hem

selv

es (g

uara

ntee

, tra

inin

g •

and

job

secu

rity

fund

s) o

r in

co-o

per

atio

n w

ith p

ublic

aut

horit

ies.

Ente

r int

o re

gula

r neg

otia

tion

(bip

artit

e or

mul

tipar

tite)

on

the

proc

edur

es to

ant

icip

ate

and

man

age

•ch

ange

and

rest

ruct

urin

g.Es

tabl

ish

guid

elin

es to

ant

icip

ate

rest

ruct

urin

g at

sec

tora

l, na

tiona

l and

com

pany

-leve

l.• M

easu

res

add

ress

ed t

o in

div

idu

al w

ork

ers

Supp

ort

the

crea

tion

of a

gra

nt fo

r re

depl

oym

ent

and/

or t

he s

etup

of a

red

eplo

ymen

t un

it or

job

•ce

ntre

to h

ave

a cl

ear d

iagn

osis

of t

he p

rofe

ssio

nal f

utur

e of

eac

h w

orke

r.Se

t up

or

cont

ribut

e to

nat

iona

l, re

gion

al a

nd c

ompa

ny-le

vel s

kills

dev

elop

men

t pr

ogra

mm

es a

nd

•pr

omot

e b

otto

m-u

p pr

oces

ses

for i

ndiv

idua

l em

ploy

ees.

Supp

ort t

he c

reat

ion

of v

ocat

iona

l vou

cher

s to

wor

kers

in o

rder

to in

crea

se th

eir e

mpl

oyab

ility

. •

Link

occ

upat

iona

l tra

inin

g to

the

prom

otio

n of

the

qual

ity o

f wor

k fo

r eac

h in

divi

dual

. •

Rais

e aw

aren

ess

of in

divi

dual

s on

the

imp

orta

nce

of a

ntic

ipat

ion,

esp

ecia

lly fo

r the

mos

t vul

nera

ble

•on

es.

Supp

ort p

erso

naliz

ed m

easu

res.

• Mea

sure

s ai

min

g a

t p

rom

oti

ng

inte

rnal

an

d e

xte

rnal

mo

bil

ity

Faci

litat

e an

d m

ake

secu

red

the

prof

essi

onal

pat

hs a

nd tr

ansi

tion

bet

wee

n em

ploy

men

t per

iods

in-

•si

de a

nd o

utsi

de th

e en

terp

rise,

esp

ecia

lly in

the

fram

ewor

k of

col

lect

ive

agre

emen

ts.

Conc

lude

agr

eem

ent o

n ac

quire

d co

mp

eten

ces

(“ski

lls p

assp

ort”

)•

Prom

ote

inno

vativ

e so

cial

mea

sure

s fo

r im

prov

ing

inte

rnal

and

ext

erna

l mob

ility

of w

orke

rs (e

.g. d

e-•

velo

ping

per

sona

l/fa

mily

sup

por

t ser

vice

s).

Mea

sure

s to

en

sure

eq

ual

tre

atm

ent

and

pro

mo

te d

iver

sity

Take

into

acc

ount

exi

stin

g di

ffere

ntia

tion

bet

wee

n w

orke

rs’ s

tatu

tes

to a

void

dis

crim

inat

ion

and

ad-

•dr

ess

the

issu

e of

re-s

killi

ng o

r up

-ski

lling

of v

ulne

rabl

e em

ploy

ees.

Prom

ote

equa

lity

of tr

eatm

ent.

•Fa

vour

the

acc

ess

and

the

retu

rn t

o em

ploy

men

t of

vul

nera

ble

grou

ps (l

ow-s

kille

d, t

emp

orar

y em

-•

ploy

ees,

part

-tim

e em

ploy

ees,

etc.

).

Inte

rnal

par

tner

ship

s &

so

cial

dia

log

ue:

Wo

rker

s’ in

volv

emen

t an

d c

oll

ecti

ve b

arg

ain

ing

Favo

urab

le c

ondi

tions

for t

he p

rom

otio

n of

soc

ial d

ialo

gue.

• Wor

kers

’ inv

olve

men

t

Co-o

rdin

atio

n of

the

role

and

ope

ratio

n of

com

pany

-leve

l rep

rese

ntat

ives

, inc

ludi

ng a

t Eur

opea

n le

vel

•(E

WC

s) a

nd in

gen

eral

, of l

ower

leve

l org

anis

atio

ns.

Colle

ctiv

e ba

rgai

ning

Coor

dina

tion

of th

e ro

le o

f diff

eren

t act

ors

at d

iffer

ent l

evel

s: na

tiona

l, re

gion

al o

r sec

tora

l.•

Fram

ing,

thr

ough

sec

tora

l or

inte

rpro

fess

iona

l col

lect

ive

barg

aini

ng, o

f tr

ansn

atio

nal a

gree

men

ts a

t •

com

pany

leve

l on

the

antic

ipat

ion

and

man

agem

ent

of re

stru

ctur

ing

and

prom

otio

n of

the

invo

lve-

men

t of w

orke

rs’ r

epre

sent

ativ

es (i

nclu

ding

EW

Cs)

in th

e im

plem

enta

tion

of s

uch

agre

emen

ts.

Neg

otia

tion

of c

olle

ctiv

e ag

reem

ents

on

the

crea

tion

of m

echa

nism

s of m

utua

lisat

ion

of ri

sks r

elat

ed to

•

job

loss

es (g

uara

ntee

, tra

inin

g an

d jo

b se

curit

y fu

nds)

or p

artic

ipat

ion

in si

mila

r mec

hani

sms c

reat

ed b

y pu

blic

aut

horit

ies

(at n

atio

nal,

regi

onal

or s

ecto

ral l

evel

).D

evel

opm

ent o

f sec

tora

l pro

cedu

ral a

gree

men

ts o

n th

e an

ticip

atio

n an

d m

anag

emen

t of c

hang

e (s

ec-

•to

ral o

bser

vato

ries,

skill

s co

unci

ls, e

tc.).

Ex

tern

al p

artn

ersh

ips

With

the

busi

ness

env

iron

men

t

Ant

icip

atio

n m

inds

et in

the

att

itude

s an

d be

havi

ours

of

com

pany

man

ager

s an

d re

pres

enta

tives

of

•SM

Es.

Situ

atio

n an

d ch

arac

teris

tics

of S

MEs

take

n in

to a

ccou

nt.

•Si

tuat

ion

whe

re th

e as

sista

nce

to S

MEs

is e

ncou

rage

d.•

Dis

cuss

ion

at lo

cal l

abou

r mar

ket l

evel

pro

mot

ed a

nd c

oope

ratio

n w

ith e

mpl

oym

ent a

genc

ies.

•St

rong

par

tner

ship

at s

ecto

ral l

evel

.• W

ith re

gion

s

Com

pany

-leve

l and

sec

tora

l soc

ial d

ialo

gue

and

colle

ctiv

e ba

rgai

ning

ope

n to

regi

onal

and

loca

l au-

•th

oriti

es, e

mpl

oym

ent

agen

cies

, and

oth

er re

leva

nt re

gion

al s

take

hold

ers;

tran

spar

ent

on

long

-ter

m

stra

tegy

.D

evel

opm

ent o

f con

cert

ed a

ctio

n on

the

terr

itory

and

pro

mot

ion

of tr

ipar

tite

or q

uadr

ipar

tite

agre

e-•

men

ts (r

egio

nal a

utho

ritie

s, so

cial

par

tner

s, en

terp

rise)

on

antic

ipat

ion.

Prom

otio

n of

skill

s dev

elop

men

t pol

icie

s with

the

prof

essio

nals

of th

e se

ctor

and

enc

oura

gem

ent i

n th

e •

conc

lusio

n of

inte

rpro

fess

iona

l reg

iona

l fra

mew

ork

agre

emen

ts c

over

ing

also

SM

Es.

At E

urop

ean

leve

l

Exis

tenc

e of

a fr

amew

ork

of re

fere

nce

for a

ntic

ipat

ing

chan

ge a

nd re

stru

ctur

ing

(inte

rpro

fess

iona

l and

•

sect

oral

).Ex

iste

nce

of a

n an

alys

is fr

amew

ork

on e

mpl

oym

ent a

nd s

kills

evo

lutio

n at

sec

tora

l lev

el.

•Ex

iste

nce

of s

ecto

ral p

artn

ersh

ips

at E

urop

ean

leve

l and

dia

logu

e at

Eur

opea

n le

vel (

e.g.

join

t pr

o-•

gram

mes

, agr

eem

ents

and

join

t act

ion

prog

ram

mes

/fra

mew

orks

).

CON

TIN

UIN

G A

CTIO

N

Soci

al p

artn

ers’

and

sec

tora

l org

anis

atio

ns h

ave

a m

ajor

role

to p

lay

in a

ntic

ipat

ing

stru

ctur

al c

hang

e an

d th

e ev

olut

ion

of e

mp

loym

ent a

nd s

kills

nee

ds.

Thei

r act

ion

– in

par

ticul

ar a

t sec

tora

l lev

el -

can

fram

e or

sup

plem

ent a

ctio

ns ta

ken

at c

ompa

ny, n

atio

nal a

nd re

gion

al le

vel.

17


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

Shar

e un

ders

tand

ing

of e

cono

mic

con

text

and

dia

gnos

is a

mon

g m

emb

ers

and

affilia

tes

and

with

•

all s

take

hold

ers.

Agr

ee o

n a

clea

r bus

ines

s ra

tiona

le fo

r cha

nge

and

rest

ruct

urin

g.•

Prom

ote

mul

ti-st

akeh

olde

r com

mun

icat

ion,

net

wor

king

and

gov

erna

nce.

• Exp

lore

an

d n

ego

tiat

e al

l po

ssib

le o

pti

on

s to

avo

id r

edu

nd

anci

es

Faci

litat

e th

e se

ttin

g up

of a

Eur

opea

n co

ordi

natio

n of

trad

e un

ions

for h

elpi

ng th

e EW

Cs

in it

s pr

e-•

vent

ive

and

proa

ctiv

e ro

le.

Enco

urag

e EU

leve

l neg

otia

tion

in c

ase

of tr

ansn

atio

nal r

estr

uctu

ring.

•H

elp

com

pani

es a

nd e

mpl

oyee

s id

entif

y an

d un

ders

tand

the

full

rang

e of

alte

rnat

ive

optio

ns.

•Fr

ame

and

deve

lop

the

dyna

mic

of n

egot

iatio

n on

all

mea

sure

s en

visa

ged

to fa

ce re

stru

ctur

ing.

•Fo

rese

e sp

ecifi

c co

llect

ive

mea

sure

s fo

r SM

Es.

•Su

ppor

t re

sear

ch f

or d

iver

sific

atio

n an

d in

nova

tion

(cha

nge

the

prod

uctio

n an

d or

gani

satio

n of

•

wor

k), e

ncou

rage

the

adap

tatio

n of

wor

kers

’ ski

lls to

the

new

tech

nolo

gies

. D

evel

op c

onsu

ltatio

n an

d ne

gotia

tion

proc

eedi

ngs

for a

dapt

ing

to c

hang

e ba

sed

on th

e im

plem

en-

•ta

tion,

by

colle

ctiv

e ba

rgai

ning

, of p

rofe

ssio

nal t

rans

ition

pol

icie

s.En

sure

tech

nica

l sup

por

t of t

rade

uni

ons

and

empl

oyer

s fe

dera

tions

to th

eir m

emb

ers.

• Sup

po

rt r

edu

nd

ant

wo

rker

s in

div

idu

ally

Supp

ort i

nter

nal m

obili

ty c

ells

(“ce

llule

s de

reco

nver

sion

”).•

Supp

ort t

he im

plem

enta

tion

of lo

cal m

obili

ty p

latf

orm

s (sh

ared

by

seve

ral c

ompa

nies

– n

otab

ly S

ME

•-

at t

he le

vel o

f an

empl

oym

ent

zone

). Th

is p

latf

orm

of m

obili

ty o

r of

pro

fess

iona

l tra

nsiti

on is

not

lin

ked

to a

com

pany

or a

sec

tor,

and

need

to b

e m

ulti-

acto

rs.

Set u

p Ps

ycho

-soc

ial h

elp

lines

.•

Dev

elop

sec

tora

l tra

inin

g fu

nds

for

rede

ploy

men

t. •

Dev

elop

mea

sure

s in

favo

ur o

f geo

grap

hica

l mob

ility

, e.g

. hou

sing

gra

nts,

mob

ility

allo

wan

ces.

•Im

plem

ent f

unct

iona

l mob

ility

mea

sure

s ba

sed

on q

ualit

ativ

e ne

eds

of c

ompa

nies

.•

Elab

orat

e to

olki

ts h

elpi

ng p

eopl

e to

ada

pt to

une

mpl

oym

ent/

re-e

mpl

oym

ent.

•

Inte

rnal

res

ou

rces

an

d p

roce

du

res

Neg

otia

tion

of a

gree

men

ts a

t all

leve

ls w

ith a

rtic

ulat

ion

and

soci

al c

oher

ence

bet

wee

n th

em.

• Invo

lvem

ent

of e

xte

rnal

act

ors

Coop

erat

ion

bet

wee

n al

l the

sta

keho

lder

s: te

rrito

rial a

utho

ritie

s, pr

ivat

e ag

enci

es, N

GO

s.•

Coop

erat

ion

with

gov

ernm

ents

to re

mov

e ba

rrie

rs (m

ore

flexi

bilit

y du

ring

cris

is).

•D

evel

opm

ent o

f net

wor

ks in

favo

ur o

f SM

Es.

•Eu

rop

ean

leve

l: de

finiti

on o

f ref

eren

ce fr

amew

orks

for m

anag

ing

rest

ruct

urin

g.•

DU

RIN

G T

HE

REST

RUCT

URI

NG

PRO

CESS

ACTI

ON

S

Eval

uat

ion

Mon

itor p

ost-

rest

ruct

urin

g pr

oces

s. •

Prom

ote

the

exch

ange

of g

ood

prac

tices

all

bet

wee

n ac

tors

.•

Mon

itor c

urre

nt p

ract

ices

to m

inim

ise

soci

al c

osts

and

dis

sem

inat

e b

est o

nes.

•Fo

llow

up

the

appl

icat

ion

of a

gree

men

ts (a

t all

leve

ls).

• Foll

ow

-up

of r

edu

nd

ant

emp

loye

es

Cont

ribut

e to

the

follo

w-u

p w

orke

rs m

ade

redu

ndan

t thr

ough

thei

r pro

fess

iona

l car

eers

for a

det

erm

ined

per

iod

of ti

me.

•AFTE

R TH

E RE

STRU

CTU

RIN

G O

PERA

TIO

N

18


Alo

ngsi

de n

atio

nal g

over

nmen

ts, r

egio

nal a

utho

riti

es h

ave

a m

ajor

role

to, p

lay

in th

e co

-ord

inat

ion

of t

he w

ork

of s

take

hold

ers

who

inte

rven

e in

eac

h re

gion

thro

ugh

rest

ruct

urin

g op

erat

ions

or a

re e

ngag

ed in

the

proc

esse

s of

ant

icip

atin

g th

em (c

ompa

nies

, em

ploy

ees’

repr

esen

tati

ves,

soc

ial p

artn

ers

and

indu

stry

org

anis

atio

ns, r

egio

nal d

evel

opm

ent a

genc

ies,

edu

cati

on a

nd tr

aini

ng in

stit

utio

ns, i

ndiv

idua

l em

ploy

ees,

etc

.).A

noth

er ta

sk th

at fa

lls u

nder

the

resp

onsi

bilit

y of

regi

onal

aut

hori

ties

rela

tes

to th

e p

rom

otio

n of

regi

onal

dev

elop

men

t and

eco

nom

ic a

nd s

ocia

l rec

on-

vers

ion

of re

gion

s lik

ely

to b

e or

alre

ady

affe

cted

by

seve

re re

stru

ctur

ing.

It s

eem

s im

port

ant i

n th

at re

gard

that

regi

ons

crea

te a

Reg

iona

l Tas

k Fo

rce

(a b

ody

invo

lvin

g al

l sta

keho

lder

s in

tere

sted

in e

mpl

oym

ent i

n th

e re

gion

) and

tr

ain

“Cha

nge

Man

ager

s” w

ho w

ill a

ct a

s an

imat

ors

of a

ll th

e ec

onom

ic, s

ocia

l and

inst

itut

iona

l act

ors

arou

nd th

ose

two

obje

ctiv

es.

The

effic

ienc

y of

ant

icip

atio

n pr

oces

ses

deve

lope

d by

the

acto

rs is

dif

fere

nt a

ccor

ding

to th

e tim

e th

ey h

ave

for a

ctin

g in

a s

trat

egic

and

eff

ecti

ve w

ay. A

n ea

rly

diag

nosi

s co

ntrib

utes

to a

n ef

fect

ive

antic

ipat

ion,

whi

le a

late

(or m

ista

ken)

dia

gnos

is h

inde

rs th

e po

ssib

iliti

es o

f bot

h st

rate

gic

and

oper

atio

nal a

ntic

i-pa

tion

. Tim

e is

inde

ed a

n es

sent

ial f

acto

r.

REG

ION

AL A

UTH

ORI

TIES

19


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 co

mp

anie

s’ e

mp

loym

ent

and

sk

ills

nee

ds

Set-

up re

gion

al o

bser

vato

ries

of e

cono

mic

cha

nge,

em

ploy

men

t and

ski

lls.

•Co

llect

dat

a fo

r pla

nnin

g at

regi

onal

leve

l.•

Esta

blis

h re

gion

al in

telli

genc

e un

its to

mon

itor t

he e

cono

my

and

crea

te a

dvan

ce w

arni

ng s

yste

ms.

•Es

tabl

ish

regu

lar w

ork

rela

tions

hips

with

big

com

pani

es to

col

lect

info

rmat

ion

on s

trat

egic

pla

ns h

av-

•in

g an

impa

ct o

n th

e re

gion

al e

cono

my

and

an e

xcha

nge

on re

gion

al d

evel

opm

ent p

ersp

ectiv

es.

Surv

ey a

vaila

ble

com

pet

enci

es.

•Se

t-up

a c

lub

of H

RM m

anag

ers

on m

anag

emen

t of c

hang

e.• M

ult

ian

nu

al b

usi

nes

s, e

mp

loym

ent

and

sk

ills

pla

n

Prom

ote

and

supp

ort r

egio

nal d

evel

opm

ent:

•p

erfo

rm S

tren

gths

-Wea

knes

s-O

ppor

tuni

ties-

Thre

ats

(SW

OT)

ana

lysi

s of

regi

onal

eco

nom

y,•

prom

ote

the

terr

itory

for n

ew in

vest

ors,

•id

entif

y in

nova

tive

lead

ing

sect

ors

in th

e ar

ea,

•an

alys

e th

e lo

cal l

abor

mar

ket i

n te

rms

of e

mpl

oym

ent r

isks

, •

conv

ene

acto

rs to

est

ablis

h sh

ared

dia

gnos

is,

•cr

eate

ski

lls p

lann

ing

part

ners

hips

, •

carr

y ou

t en

viro

nmen

tal a

udits

to

see

whe

ther

it is

pos

sibl

e to

cre

ate

new

jobs

in e

nviro

nmen

tal

•pr

ojec

ts,

cons

ider

sp

ecia

l eco

nom

ic z

ones

, •

supp

ort l

ocal

bus

ines

s cr

eatio

n,

•pr

ovid

e fu

nds

for r

esea

rch

& de

velo

pmen

t (R&

D),

•co

nsid

er p

ublic

sub

sidi

es fo

r gre

en jo

bs.

•Ke

ep in

form

ed a

bou

t com

pani

es’ p

lans

con

cern

ing

the

evol

utio

n of

em

ploy

men

t.• M

easu

res

add

ress

ed t

o in

div

idu

al e

mp

loye

es

Ass

ist w

ith a

ccre

dita

tion

of fo

rmal

and

info

rmal

lear

ning

.•

Prom

ote

regi

onal

life

long

lear

ning

pol

icie

s.•

Prop

ose

adap

tatio

n cr

edits

for t

rain

ing.

• Mea

sure

s ai

min

g a

t p

rom

oti

ng

inte

rnal

an

d e

xte

rnal

mo

bil

ity

Cre

ate

data

base

s em

ploy

er’s

need

s fo

r flex

ible

wor

kfor

ce

•M

atch

wor

kers

with

em

ploy

ers.

•

Inte

rnal

par

tner

ship

s

With

in th

e re

gion

Exis

tenc

e of

per

man

ent b

odie

s at

loca

l lev

el to

mon

itor c

hang

e: a

Reg

iona

l Tas

k Fo

rce

and

“Cha

nge

•M

anag

ers”

.Es

tabl

ishe

d Te

rrito

rial e

mpl

oym

ent p

acts

(sta

keho

lder

par

tner

ship

s to

mai

ntai

n em

ploy

men

t).•

Esta

blis

hed

regi

onal

pub

lic-p

rivat

e pa

rtne

rshi

ps to

mon

itor a

nd a

ddre

ss re

stru

ctur

ing.

•Re

info

rced

inst

itutio

nal r

egio

nal s

truc

ture

for c

omp

eten

ces

and

skill

s.•

Rein

forc

ed le

gitim

acy

of th

e re

gion

al o

bser

vato

ries.

•A

per

spec

tive

goin

g b

eyon

d th

e tr

aditi

onal

act

ors,

e.g.

con

sulti

ng w

ith lo

cal p

opul

atio

n.• To

war

ds th

e bu

sine

ss e

nvir

onm

ent

Prom

otio

n of

priv

ate-

publ

ic p

artn

ersh

ip to

ant

icip

ate

econ

omic

cha

nge.

•Co

oper

atio

n w

ith u

nive

rsiti

es, h

ighe

r edu

catio

n an

d R&

D in

stitu

tes.

•Pr

ovis

ion

of tr

aini

ng fo

r SM

Es o

n em

ploy

men

t and

ski

lls p

lann

ing.

•C

lust

ers

(e.g

. lar

ge c

ompa

nies

and

sup

plie

rs) i

dent

ified

.•

Supp

ort f

or d

ialo

gue

bet

wee

n la

rge

com

pani

es a

nd S

MEs

.•

Supp

ort f

or c

omp

etiti

vene

ss p

ools

(ent

erpr

ise

clus

ters

) and

tech

nolo

gica

l pla

tfor

ms

(join

t und

erta

k-•

ings

for R

&D

) and

R&

D p

rom

otio

n to

ols.

Ex

tern

al r

esp

on

sib

ilit

ies

and

par

tner

ship

s

Part

icip

atio

n in

exc

hang

es o

f goo

d pr

actic

es a

t nat

iona

l and

Eur

opea

n le

vels

.•

CON

TIN

UIN

G A

CTIO

N

20


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 an

ear

ly w

arni

ng s

yste

m.

•Co

nven

e ac

tors

to e

stab

lish

a sh

ared

dia

gnos

is.

•M

ake

an im

pact

ass

essm

ent o

f res

truc

turin

g in

volv

ing

all l

ocal

par

tner

s.• E

xplo

re a

ll p

oss

ible

op

tio

ns

bef

ore

red

un

dan

cies

Supp

ort t

akeo

vers

of s

usta

inab

le p

arts

of t

he re

stru

ctur

ed c

ompa

ny a

nd th

e cr

eatio

n of

new

ent

erpr

ises.

•Su

ppor

t tak

eove

rs o

f ent

erpr

ises

in c

risis

or w

ithou

t hei

rs b

y th

e em

ploy

ees

•Es

tabl

ish m

obile

reco

nver

sion

unit

(a c

oope

rativ

e un

it fo

r the

rede

ploy

men

t of w

orke

rs, e

spec

ially

for S

MEs

).•

Prom

ote

the

terr

itory

for n

ew in

vest

ors

or c

onso

lidat

ing

loca

l uni

ts.

•Su

ppor

t the

sea

rch

for n

ew u

sers

for a

band

oned

faci

litie

s.•

Faci

litat

e m

edia

tion.

• Sup

po

rt e

mp

loye

es m

ade

red

un

dan

t in

div

idu

ally

Trai

ning

mea

sure

s: •

crea

te p

orta

ls fo

r occ

upat

iona

l gui

danc

e an

d tra

inin

g;

•pr

omot

e tra

inin

g th

roug

h pu

blic

reco

nver

sion

cells

; •

supp

ort t

he d

evel

opm

ent a

nd p

rovi

sion

of t

rain

ing

cour

ses (

dedi

cate

d, fo

r exa

mpl

e, to

bas

ic sk

ills,

job

•se

arch

and

ent

repr

eneu

rshi

p).

Mob

ility

mea

sure

s: •

set-

up p

latf

orm

s for

mob

ility

, ret

rain

ing

and

econ

omic

dev

elop

men

t, •

crea

te c

omm

on o

utpl

acem

ent p

latf

orm

s for

SM

Es a

nd so

cial

ent

erpr

ises;

•su

ppor

t em

ploy

ees c

o-op

erat

ives

and

new

ent

erpr

ises;

•or

gani

se o

ne S

top-

Shop

info

rmat

ion

and

guid

ance

eve

nts (

whe

re e

mpl

oyee

s can

gat

her a

ll in

form

a-•

tion

from

one

sing

le so

urce

); pr

omot

e ge

ogra

phic

al m

obili

ty (t

rans

port

/hou

sing/

child

car

e) b

y fu

ndin

g or

co-

fund

ing

indi

vidu

al

•m

obili

ty a

ctio

ns;

supp

ort t

he c

reat

ion

of jo

b po

ols b

y em

ploy

ers’

grou

ps;

•cr

eate

reso

urce

cen

tres

for u

nem

ploy

ed;

•co

nnec

t dism

issed

wor

kers

with

com

pani

es n

eedi

ng c

ompe

tenc

es.

•

Mea

sure

s to

en

sure

eq

ual

tre

atm

ent

and

pro

mo

te d

iver

sity

Prev

ent i

sola

tion

of e

mpl

oyee

s by

cre

atin

g so

cial

net

wor

ks.

•Pr

ovid

e tr

aini

ng to

em

ploy

ees o

n sh

ort-t

erm

and

par

t-tim

e w

ork

as w

ell a

s par

ticul

arly

vul

nera

ble

grou

ps.

•

Res

ou

rces

an

d p

roce

du

res

Use

of t

he R

egio

nal T

ask

Forc

e w

hen

rest

ruct

urin

g oc

curs

as

a m

eans

to m

obili

se a

ll th

e ac

tors

and

•

reso

urce

s.Pr

ovis

ion

of fi

nanc

ial s

upp

ort w

here

just

ified

.•

Supp

ort o

f gua

rant

ees

and

bank

loan

s to

SM

Es.

•So

urce

s of

EU

/nat

iona

l/oth

er fu

ndin

g to

sup

por

t job

cre

atio

n in

itiat

ives

iden

tified

.•

Coor

dina

tion

of a

pplic

atio

ns to

EG

F an

d ot

her E

urop

ean/

natio

nal f

unds

.•

Fund

ing

of w

orke

rs’ r

epre

sent

ativ

es’ s

upp

ort a

ctio

ns.

•Fi

nanc

ing

of a

regi

onal

str

uctu

re/n

etw

ork

of c

oord

inat

ion.

•

Coor

dina

tion

of th

e va

rious

dev

ices

aim

ed a

t org

anis

ing

job

tran

sitio

ns.

•Es

tabl

ishm

ent o

f rap

id re

spon

se s

ervi

ces.

•Q

uick

resp

onse

cap

acity

to re

gula

tory

dem

ands

from

act

ors.

• Invo

lvem

ent

of e

xte

rnal

act

ors

Supp

ort f

or in

nova

tive

SMEs

.•

Supp

ort s

yste

ms

for S

MEs

incl

udin

g ac

cess

to c

redi

t, tr

aini

ng, s

ubsi

dies

, con

sulta

ncy.

•Ex

iste

nce

of m

ulti-

stak

ehol

der p

latf

orm

s (p

rofe

ssio

nal t

rans

ition

con

trac

ts).

•Su

ppor

t for

co-

oper

atio

n b

etw

een

Publ

ic E

mpl

oym

ent S

ervi

ces

and

priv

ate

empl

oym

ent a

genc

ies.

•M

echa

nism

s to

put e

xist

ing

cros

s-b

orde

r net

wor

ks a

t the

dis

pos

al o

f tho

se in

volv

ed in

out

plac

emen

t •

or s

econ

dmen

t ini

tiativ

es.

DU

RIN

G T

HE

REST

RUCT

URI

NG

PRO

CESS

ACTI

ON

S

Eval

uat

ion

Eval

uate

rest

ruct

urin

g m

easu

res

and

publ

ish

resu

lts.

•A

naly

se m

anag

emen

t of r

estr

uctu

ring

and

laun

ch a

ste

erin

g or

gani

satio

n fo

r the

man

agem

ent o

f the

futu

re re

stru

ctur

ing

case

s. •

Revi

se re

gion

al d

evel

opm

ent s

trat

egy

in th

e lig

ht o

f res

truc

turin

g ex

per

ienc

e an

d im

pact

. • Fo

llo

w-u

p o

f red

un

dan

t em

plo

yees

Car

ry o

n lo

ng te

rm e

valu

atio

n of

the

redu

ndan

t em

ploy

ees’

care

ers.

•C

reat

e da

taba

se fo

r tim

e-se

ries

stud

ies

on m

anag

ed c

aree

r pat

hs.

•AFTE

R TH

E RE

STRU

CTU

RIN

G O

PERA

TIO

N

21


Even

if th

e m

ain

acto

rs o

f res

truc

turin

g pr

oces

ses

are

com

pani

es, t

heir

empl

oyee

s an

d so

cial

par

tner

s, p

ublic

aut

hori

ties

hav

e an

impo

rtan

t rol

e to

pla

y. T

hey

shap

e th

e re

leva

nt le

gal f

ram

ewor

k, th

ey d

efin

e an

d pu

rsui

t em

ploy

men

t pol

icy

goal

s, th

ey m

anag

e im

port

ant f

orec

ast t

ools

, the

y po

sses

the

inst

itut

iona

l ca

paci

ty t

o he

lp e

mpl

oyee

s (t

hrou

gh e

duca

tion

and

tra

inin

g in

stit

utio

ns, j

ob c

entr

es, e

tc.)

and

they

man

age

subs

tant

ial f

inan

cial

res

ourc

es t

hat

can

be a

l-lo

cate

d to

mee

t the

nee

ds o

f res

truc

turin

g co

mpa

nies

and

thei

r em

ploy

ees.

O

ther

gov

ernm

ent-

led

tool

s ar

e m

edia

tion

, for

ecas

t to

ols

and

ince

ntiv

e sc

hem

es. A

maj

or c

ontr

ibut

ion

from

gov

ernm

ents

con

sist

s in

est

ablis

hing

or

sup

-po

rtin

g th

e cr

eati

on o

f ris

k m

utua

lisat

ion

mec

hani

sms

(gua

rant

ee, t

rain

ing

and

job

secu

rity

fund

s)..

NAT

ION

AL A

UTH

ORI

TIES

22


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

Set-

up n

atio

nal e

mpl

oym

ent a

nd s

kills

obs

erva

torie

s in

coo

per

atio

n w

ith th

e re

leva

nt a

ctor

s (s

ecto

rs

•an

d re

gion

s).

Coor

dina

te a

nd s

upp

ort (

incl

udin

g w

ith fu

ndin

g) s

ecto

ral a

nd re

gion

al o

bser

vato

ries.

•D

evel

op fo

reca

st a

nd fo

resi

ght t

ools

on

empl

oym

ent a

nd s

kills

nee

ds.

•C

reat

e to

ols

for e

ffici

ent e

xcha

nge

of la

bou

r mar

ket i

nfor

mat

ion.

• El

abo

rati

on

of a

mu

ltia

nn

ual

pla

n

Cre

ate

or d

evel

op a

lega

l fra

mew

ork

favo

urin

g an

ticip

atio

n of

cha

nge

and

rest

ruct

urin

g.•

Elab

orat

e a

natio

nal o

per

atio

nal p

lann

ing

of e

mpl

oym

ent a

nd s

kills

.•

Mat

ch e

duca

tion

and

trai

ning

opp

ortu

nitie

s off

ered

by

inst

itutio

ns to

the

nee

ds o

f com

pani

es a

nd

•se

ctor

s.En

cour

age

“for

war

d-lo

okin

g m

anag

emen

t of e

mpl

oym

ent a

nd s

kills

” pla

n w

ithin

com

pani

es.

•C

reat

e a

natio

n-w

ide

guar

ante

e fu

nd w

ith c

ontr

ibut

ions

fro

m c

ompa

nies

tha

t fin

ance

s em

ploy

ee

•ad

apta

tion

(bef

ore

or a

fter

redu

ndan

cies

) thr

ough

reve

nue

supp

ort,

trai

ning

and

oth

er a

ctiv

e la

bou

r m

arke

t mea

sure

s; al

tern

ativ

ely,

sup

por

t the

cre

atio

n of

suc

h m

echa

nism

s at

regi

onal

leve

l or b

y th

e so

cial

par

tner

s.

Mea

sure

s ad

dre

ssed

to

ind

ivid

ual

em

plo

yees

Rein

forc

e ac

tive

lab

our m

arke

t pol

icie

s.•

Offe

r fut

ure-

orie

nted

qua

lifica

tions

pla

ns.

•D

evel

op n

atio

nal L

ife L

ong

Lear

ning

(LLL

) str

ateg

ies.

•Su

ppor

t com

pet

ence

dev

elop

men

t with

a s

pec

ial f

ocus

on

gene

ric s

kills

and

com

pet

ence

s.•

Offe

r car

eer c

ouns

ellin

g se

rvic

es, a

s w

ell a

s in

divi

dual

lear

ning

acc

ount

s.•

Prom

ote

com

bina

tion

of s

hort

-tim

e w

ork

with

act

ive

mea

sure

s as

an

alte

rnat

ive

to re

dund

anci

es.

•M

onito

r psy

cho-

soci

al h

ealth

and

dev

elop

pre

vent

ive

actio

ns.

•Fi

nanc

e or

co-

finan

ce w

ith c

ompa

nies

and

oth

er s

take

hold

ers

the

mea

sure

s ab

ove.

• Mea

sure

s ai

min

g a

t p

rom

oti

ng

inte

rnal

an

d e

xte

rnal

mo

bil

ity

Dev

elop

nat

iona

l pol

icy

and

ince

ntiv

es to

pro

mot

e ge

ogra

phic

al a

nd o

ccup

atio

nal m

obili

ty.

•D

evel

op le

gal a

nd o

per

atio

nal f

ram

ewor

ks fo

r pro

fess

iona

l tra

nsiti

ons.

•C

reat

e sy

stem

s of

ski

lls c

ertifi

catio

n an

d tr

ansf

erab

ility

.•

Mak

e vo

catio

nal t

rain

ing

acce

ssib

le to

all,

in p

artic

ular

, to

low

-ski

lled

empl

oyee

s.•

Fina

nce

and

supp

ort q

ualifi

catio

n sc

hem

es.

• Mea

sure

s to

en

sure

eq

ual

tre

atm

ent

and

pro

mo

te d

iver

sity

Dev

elop

ade

quat

e eq

ualit

y an

d an

ti-di

scrim

inat

ion

pol

icie

s an

d pr

ogra

mm

es, a

s w

ell a

s m

easu

res

•fo

cuss

ed o

n pa

rtic

ular

ly v

ulne

rabl

e gr

oups

.

Inte

rnal

par

tner

ship

Empl

oyee

invo

lvem

ent a

nd co

llect

ive

barg

aini

ng

Supp

ort i

n al

l for

ms

of n

egot

iatio

n an

d co

llect

ive

barg

aini

ng o

n an

ticip

atio

n of

cha

nge

and

rest

ruct

ur-

•in

g, a

s w

ell a

s, on

forw

ard-

look

ing

empl

oym

ent a

nd s

kills

pla

nnin

g at

nat

iona

l, se

ctor

al a

nd c

ompa

ny

leve

ls.

Supp

ort,

thro

ugh

legi

slat

ive

actio

n an

d th

roug

h ot

her

mea

ns, i

n al

l for

ms

of a

ntic

ipat

ive

empl

oyee

•

invo

lvem

ent a

t com

pany

leve

l.

Ex

tern

al p

artn

ersh

ips

Tow

ards

regi

ons

Prom

otio

n of

coo

pera

tion

amon

g th

e ac

tors

in re

gion

s (re

vita

lisat

ion

befo

re a

nd d

urin

g re

stru

ctur

ing)

.•

Div

ision

of r

oles

and

effi

cien

t coo

pera

tion

fram

ewor

ks b

etw

een

the

rele

vant

pub

lic a

nd p

rivat

e ac

tors

.•

Supp

ort t

o re

gion

al in

itiat

ives

aim

ed a

t cre

atin

g m

echa

nism

s of

ant

icip

atio

n of

cha

nge

and

rest

ruct

ur-

•in

g, s

uppo

rt to

em

ploy

men

t and

ski

lls p

lann

ing

and

risk

mut

ualis

atio

n.Re

info

rcem

ent

of in

tra-

gove

rnm

enta

l co-

oper

atio

n (E

mpl

oym

ent,

Fina

nce,

Indu

stry

, Tra

de, R

egio

nal

•D

evel

opm

ent d

epar

tmen

ts).

Rein

forc

emen

t of t

he le

gitim

acy

of th

e re

gion

al o

bser

vato

ries.

• Tow

ards

the

busi

ness

env

iron

men

t

Prom

otio

n of

soc

ial d

ialo

gue,

col

lect

ive

barg

aini

ng a

nd t

ripar

tite

mec

hani

sms

for

deal

ing

with

bot

h •

stra

tegi

c an

d sp

ecifi

c iss

ues.

Prom

otio

n of

effi

cien

t ent

repr

eneu

rshi

p an

d SM

Es p

olic

ies

in th

e fie

lds

abov

e.•

Laun

ch o

f nat

iona

l pro

duct

ivity

and

wor

kpla

ce im

prov

emen

t pro

gram

mes

.•

Impr

ovem

ent o

f the

col

labo

ratio

n be

twee

n ac

tors

to d

evel

op tr

aini

ng (c

omm

on s

truc

ture

s/bo

dies

). •

Clus

ter’s

dev

elop

men

t.• Eu

rop

ean

leve

l

Coor

dina

tion

of th

e re

gion

al, n

atio

nal a

nd E

urop

ean

leve

ls (S

truc

tura

l Fun

ds).

•M

obili

satio

n of

all

form

s of

ass

ista

nce

and

effec

tive

abso

rptio

n of

Str

uctu

ral F

unds

acc

ordi

ng to

prio

ri-•

ties

in li

ne w

ith th

e ob

ject

ives

abo

ve.

Part

icip

atio

n in

or s

uppo

rt to

the

exch

ange

of g

ood

prac

tices

at E

urop

ean

leve

l.•

CON

TIN

UIN

G A

CTIO

N

Gov

ernm

ents

and

nat

iona

l pub

lic a

dmin

istr

atio

ns a

re in

a p

ositi

on to

hel

p th

e ot

her a

ctor

s to

con

ceiv

e an

d de

velo

p fo

rwar

d-lo

okin

g em

ploy

men

t and

ski

lls

plan

ning

mec

hani

sms.

Su

cces

sful

rest

ruct

urin

g is

not

pos

sibl

e w

ithou

t a s

tron

g fo

unda

tion

esta

blis

hed

by g

over

nmen

t act

ion

acro

ss th

e sp

ectr

um o

f nat

iona

l pol

icie

s. A

sup

port

ive

lega

l, re

gula

tory

, and

fina

ncia

l env

ironm

ent i

s ne

cess

ary.

23


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

Colle

ct d

ata

on d

ism

issa

ls a

t nat

iona

l, re

gion

al a

nd s

ecto

ral l

evel

.•

Mon

itor t

he im

pact

of r

estr

uctu

ring

in s

pec

ific

sect

ors

and

regi

ons

mor

e se

vere

ly a

ffect

ed.

•Su

ppor

t ear

ly w

arni

ng s

yste

ms

put i

n pl

ace

at re

gion

al le

vel.

• Exp

lore

an

d n

ego

tiat

e al

l po

ssib

le o

pti

on

s b

efo

re r

edu

nd

anci

es

Prom

ote

and

cont

ribut

e to

the

econ

omic

revi

taliz

atio

n of

regi

ons

seve

rely

affe

cted

by

rest

ruct

urin

g.•

Mon

itor s

ocia

l pla

ns (m

easu

res

offer

ing

alte

rnat

ives

to d

ism

issa

l, as

sist

ance

in a

rran

ging

re-e

mpl

oy-

•m

ent a

nd c

omp

ensa

tion)

and

acc

ompa

nim

ent m

easu

res

with

a v

iew

to h

elpi

ng e

mpl

oyee

s lik

ely

to

be

mad

e re

dund

ant.

Rein

forc

e pu

blic

em

ploy

men

t ser

vice

s an

d fo

cus

thei

r wor

k on

the

mos

t affe

cted

.•

Cre

ate

thro

ugh

legi

slat

ion

outp

lace

men

t pro

gram

s an

d st

ruct

ures

.•

Prom

ote

dire

ct jo

b cr

eatio

n.•

Cre

ate

mec

hani

sms

of m

utua

lisat

ion

of ri

sks

and

actio

ns.

•Su

ppor

t tak

eove

rs o

f ent

erpr

ises

in c

risis

or w

ithou

t hei

rs b

y th

e em

ploy

ees

• Sup

po

rt r

edu

nd

ant

emp

loye

es in

div

idu

ally

Faci

litat

e ac

cess

to fi

nanc

ial a

nd a

dmin

istr

ativ

e to

ols.

•Su

ppor

t th

e se

ttin

g-up

of l

ocal

out

plac

emen

t or

mob

ility

pla

tfor

m: e

ncou

rage

the

invo

lvem

ent

of

•PE

S an

d th

e us

e of

the

activ

e la

bou

r mar

ket p

olic

y (A

LMP)

. Fa

cilit

ate

mob

ility

of w

orke

rs m

ade

redu

ndan

t thr

ough

sev

eran

ce b

enefi

ts a

nd a

llow

ance

s to

redu

ce

•th

e im

pact

of p

ossi

ble

wag

e lo

sses

.D

eliv

er u

nem

ploy

men

t ben

efits

for v

ulne

rabl

e gr

oups

of w

orke

rs (w

omen

, you

ng, l

ow in

com

e, e

tc.).

•D

evel

op a

lab

our m

arke

t-or

ient

ed m

igra

tion

pol

icy

(focu

s on

qua

lifica

tion)

.•

Tailo

r and

rapi

dly

adju

st a

ctio

ns to

find

wor

k fo

r wor

kers

mad

e re

dund

ant.

•D

evel

op e

ntre

pren

euria

l tra

inin

g w

ith a

vie

w to

hel

p w

orke

rs m

ade

redu

ndan

t to

crea

te S

MEs

.•

Offe

r inc

entiv

es to

cre

ate

jobs

for S

MEs

/sel

f-em

ploy

ed.

•

Res

ou

rces

an

d p

roce

du

res

Dev

elop

men

t of r

egul

atio

n on

sp

ecifi

c re

stru

ctur

ing

tool

s (e

.g. r

edep

loym

ent c

ells)

.•

Cre

atio

n an

d/or

sup

por

t to

“res

truc

turin

g ta

skfo

rces

” in

affec

ted

regi

ons

to c

o-or

dina

ting

the

actio

ns

•of

all

rele

vant

act

ors

(PES

, soc

ial s

ecur

ity in

stitu

tions

, tra

inin

g ce

ntre

s, et

c.).

Faci

litat

ion

of “

stra

tegi

c” p

artn

ersh

ip b

etw

een

busi

ness

com

mun

ity, l

ocal

-reg

iona

l aut

horit

ies

and

•tr

aini

ng-e

duca

tion

inst

itutio

ns.

Invo

lvem

ent o

f PES

(pub

lic e

mpl

oym

ent s

ervi

ces)

in th

e im

plem

enta

tion

of lo

cal p

latf

orm

s fo

r wor

k-•

ers

mad

e re

dund

ant.

Cre

atio

n of

mec

hani

sms

for c

omp

ensa

tion

and

aid

to h

elp

sub

cont

ract

ors

or p

opul

atio

n aff

ecte

d.•

Cre

atio

n of

job

secu

rity

coun

cils

. •

Co-o

rdin

atio

n of

the

acto

rs (s

hare

d un

ders

tand

ing,

sup

por

t pol

icie

s, m

onito

ring

and

follo

w-u

p).

•Co

nsul

tatio

n on

a c

onst

ant b

asis

with

SM

Es re

pres

enta

tives

.•

Prom

otio

n of

clu

ster

s of

SM

Es to

face

toge

ther

rest

ruct

urin

g ch

alle

nges

.• In

volv

emen

t o

f ex

tern

al a

cto

rs

Focu

s on

the

com

plia

nce

of th

e na

tiona

l law

with

the

EU d

irect

ives

on

rest

ruct

urin

g.•

Co-o

rdin

atio

n of

the

natio

nal a

nd E

urop

ean

leve

ls (S

truc

tura

l Fun

ds).

•Eff

ectiv

e us

e of

Str

uctu

ral f

unds

acc

ordi

ng to

prio

ritie

s in

line

with

the

esta

blis

hed

obje

ctiv

es.

•Pa

rtic

ipat

ion

in o

r sup

por

t to

exch

ange

of g

ood

prac

tices

at E

urop

ean

leve

l.•

DU

RIN

G T

HE

REST

RUCT

URI

NG

PRO

CESS

An

adeq

uate

lega

l and

ope

ratio

nal f

ram

ewor

k fo

r occ

upat

iona

l tra

nsiti

on, p

artn

ersh

ips

and

gove

rnan

ce is

an

esse

ntia

l too

l.

ACTI

ON

S

Eval

uat

ion

Exch

ange

exp

erie

nce

with

oth

er c

ount

ries.

•Ex

chan

ge b

est p

ract

ices

at n

atio

nal l

evel

.•

Eval

uate

6 m

onth

s an

d 2

year

s af

ter r

estr

uctu

ring.

•D

evel

op in

form

atio

n to

ols

(bro

chur

es, p

rom

otio

nal m

ater

ials

, etc

.).• Fo

llo

w-u

p o

f red

un

dan

t em

plo

yees

Inst

ruct

the

publ

ic e

mpl

oym

ent s

ervi

ces

to fo

llow

redu

ndan

t em

ploy

ees

over

a p

erio

d of

tim

e.•AF

TER

THE

REST

RUCT

URI

NG

OPE

RATI

ON

24


FOLLOW UPThe abundance of the discussions during the workshop organised on 11 February 2009, in Brussels, showed that this checklist should be broadly disseminate and discussed with other European experts.

Therefore the European Commission have planed three actions to be undertaken in a near future to exchange views and to complete the fiches presented:

The launch in April 2009 of 27 national seminars on restructuring. The seminars will be organised in all the 27 1. Member States from April 2009 to June 2010 and will aim at providing a detailed and comprehensive overview of the existing mechanisms and practices of anticipation and management of change in each Member State (at national, regional and local level). Moreover, they are expected to examine the effectiveness of those mechanisms and tools (based on an evaluation of the instruments and on company practices), as well as to present the most innovative of these instruments and discuss their possible transferability to other contexts. The checklist will be used as a background document and will be discussed and completed during each national seminar.

The draft of a more detailed document as a direct follow up of the checklist. 2. A group of European experts will work for some months to complete and develop the present checklist with short descriptions of each type of action and concrete practical examples.

The organisation of a restructuring forum at the end of 2009 in Brussels3. to allow more than 200 European experts to exchange and discuss the checklist as well as the toolkit.

25


GLOSSARYBilans de competencesAssessment of individual competences and motiva-tions aimed at define or validate the individual train-ing mapCareer cornersInformation mechanisms at the disposal of each em-ployee on the evolution of jobs, the measures under way and mobility opportunitiesCareer daysOrientation tools on professional careers paths pre-sented in open daysCompetitivity CentresAssociations of businesses, research centres and train-ing organisations involved in a joined development strategy aimed at creating a synergy around innovat-ing projectsEarly warning toolsMechanisms to anticipate restructuring by alerting ac-tors in time for them to prepare the company and the workers before the restructuring takes place.EWCsEuropean Works Councils: Works Councils that operate at the European level, consulting and informing work-ers and representing them in transnational companiesIndividual learning accounts Accounts aimed at paying for learning at the learner’s choiceInternal mobility cellsStructures established within restructured companies or with the support of public bodies to help work-ers made redundant find a new job within the group (large companies) or in another company and/or sec-tor. These cells are composed of persons searching for jobs opportunities for the workers dismissed which could match their competences.Learning advisersEmployees’ representative providing personal advice about learning, careers, courses, qualifications, finan-cial help for learning, etc.

Mobility centresCentres aimed at encouraging and facilitating mobility namely by assisting the workers and their families dur-ing their period of mobilityMutualisation of risksStructure or scheme aimed at sharing specific risks re-lated to job losses on a large number of the population rather than on the individual worker via for example the creation of guarantee funds or training and jobs security funds with or without the participation of the public authoritiesReconversion cellsCell set up inside the company with a group of person to follow the workers made redundantRedeployment unit/ Job centreStructure devoted to help workers dismissed following a restructuring succeed in finding a new job, by using tools such as the assessment of workers competences.Skills councilsStructures analysing skills gaps existing at sectoral level between supply and demand of labour, involving different stakeholders (eg social partners, training and education providers, public authorities), see e.g. skills councils in the UK. Skills passportRecord of a worker’s acquired competences through training or work in view of encouraging workers’ inter-nal and external mobility.Social plansMeasures offering alternatives to dismissal, assistance in arranging re-employment and compensation)Unemployment/redeployment toolkitsDocuments regrouping detailed lists of actions to choose from to support workers better cope with this period of unemployment and to help them find a new job.VouchersSystem of credits for training hours (vocational vouch-ers) distributed to each worker to give him the possi-bility to follow training and thus develop its employ-ability.

26


ELEMENTS OF BIBLIOGRAPHYManaging Change, High level group on economic and social implications of industrial change, Final Report, DG EMPL, EC, 1998

Labour market policy for socially responsible workforce adjust-ment, Peter Auer, ILO, Employment paper 2001/14, 2001

A guide to employee displacement: some tools for reduc-ing the impact on employees, communities and enter-prises, Gary B. Hansen, ILO, 2001

Boîte à outils en matière de restructurations, Voss, Wil-ke, Maack and Partner, ETUC, 2007

Restructuring Work and Employment in Europe, (MIRE- Art6 ESF), Edited by B. Gazier and F. Bruggeman, Ed-ward Elgar, 2008

Final Report of the AgirE Project, (Art6 ESF), 2008, http://www.fse-agire.com

Restructuring in Europe 2008, DG EMPL, EC, Commission staff working document, 2008

Plant-level responses to the economic crisis in Europe, Vera Glassner and Béla Galgoczi, ETUI, WP 2009.01, 2009

National Dossiers and further resources developed in the context of the Joint European Social Partners’ Pro-gramme on Restructuring (see: http://resourcecentre.etuc.org/Integrated-project-studies-on-restructur-ing-30.html?PHPSESSID=da68c268e850403fc2348fd73f7242f3)

Toolkit Restructuring: Key findings from the ETUC project “Strengthening the role of worker representa-tion bodies and trade union organisations within the framework of restructuring operations”, ETUC, Brus-sels 2007

Work organisation and restructuring in a knowledge society (WORKS) is a research project funded under the Socio-economic and humanities Programme 6th Framework Programme, www.worksproject.be

Restructuring in the Electricity industry: A toolkit for so-cially responsible restructuring with a best practice guide, D Tarren, H. Potter and S. Moore, Working Lives Re-search Institute, A report for EURELECTRIC, ESPU and EMCEF, 200827/11/2008 - 28/11/2008

Restructuring Forum: Breaking New Ground in Restruc-turing 27-28/11/2008, Executive Synthesis (Recommenda-tions), DG EMPL, European Commission, Europa

27

Where to find more information?

The following information can be found on the Europa website under the address:

http://ec.europa.eu/restructuringandjobs

The 18 sector studies on the analysis of the sector’s evolution and future skills needs

The Restructuring in Europe report The thematic restructuring forums

The checklist and the toolkit on restructuring processesThe training guide for SMEs

The national seminars on restructuring in 27 EU countriesOfficial documents related to restructuring policies

Checklist on Restructuring Processes

Documents

Transcript of Checklist on Restructuring Processes