GHK Consulting Ltd
EMCC case studies - Joint social partner structures and restructuring: Comparing national approaches
31 March 2009
This report examines some of the ways in which the social partners have been involved in anticipating and managing change – namely, through their establishment or close participation in ‘transitional agencies’ and other structures set up to minimise the negative consequences of restructuring on employees, companies and the wider community. The report analyses the rationale for the development of such agencies, their actual role in restructuring situations, the particular role played by employer and trade union organisations within them and their key success factors. In the context of this report, a particular focus is placed on examples from Belgium and Sweden.
EMCC case studies - Managing the impact of market liberalisation and foreign take-over: E.ON Sverige
20 December 2007
E.ON Sverige AB is the second largest energy producer in Sweden and, with about 6,000 employees, is also one of the largest employers in the country. (E.ON Sverige AB was known as Sydkraft AB until 2005; however, the company will be referred to as E.ON Sverige throughout this study in order to avoid confusion.) The structure and occupational profile of E.ON Sverige has seen marked changes over the past decade. After a string of mergers and acquisitions, de-layering and restructuring has taken place to cut costs and increase responsiveness in the drive towards a more customer-focused business.
EMCC case studies - Corporate social responsibility in managing the transition to a market economy: Eesti Põlevkivi Ltd
20 December 2007
Eesti Põlevkivi Ltd (EP) is a state-owned company, primarily involved in oil shale mining in the Ida-Virumaa region of Estonia. The company was established in 1920 and was, for many years, the largest employer in Estonia. It continues to have particular relevance for the Ida-Virumaa region as the largest employer, offering higher than average salaries for this part of Estonia and often employing entire ‘family dynasties’. In 1999, EP had 7,034 employees. Today, as a result of restructuring, this number has been reduced to 3,500.
26 October 2007
Louis de Poortere is a Belgian textiles company established in the 1920s, specialising in the manufacture of high-quality carpets for the international market. For many years, it was among the largest employers in the Belgian textiles sector, with approximately 3,000 employees in the 1970s. Mirroring the challenges facing the entire EU textiles sector over the past 20 years, Louis de Poortere has experienced difficulties linked to market liberalisation, globalisation and other factors impacting on the sector. The company had tried to adapt to new market conditions by divesting some of the less profitable parts of its business; despite these efforts, however, the company was declared bankrupt in August 2000.
14 September 2007
MG Rover has a history going back to 1906 when the Austin Motor Company opened in Longbridge, in south-west Birmingham. It traded for almost 100 years, under various names, and came to be regarded as a symbol of the UK car manufacturing sector. The company was owned by BMW from 1994 until 2000, when it was sold to Phoenix, a consortium of local businessmen. This company was not successful and eventually closed in April 2005. Almost 6,000 MG Rover workers based at its one site, in Longbridge, were made redundant overnight, and about 7,000 jobs among the company’s suppliers were put at risk.