EMCC case studies: Joint social partner structures and restructuring: Comparing national approaches

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.