Title of the project: Crisis, Social dialogue and Renewals in Restructuring

Click here to download : “Lessons learnt & Deliverables – december 2013″.

Many European projects and studies related to restructuring emphasized the role of social partners and of Industrial relations actors. The added value of “Renewals” is to bring a contribution, through our multi national and multi stake holder partnership, to identify, analyze and share different responses of social dialogue and Industrial relations to restructuring processes related to the global economic crisis.(distinguer ces points, par des puces).

The project’s objectives therefore have been concentrated upon the following outcomes:

1. The role that Industrial relations have played, and are currently playing, to identify the main challenges linked to restructuring in times of crisis.

2. The outcomes in terms of measures, negotiated and agreed by the social partners, at the various levels of the European employment relations system; in order to cushion the impact of restructuring, and overcome the negative effects of the crisis.

3. The definition of the main conditions and criteria’s to share experiences, to ensure their transferability (from private to public; from one country to another; from large to small companies etc.) and the effectiveness and sustainability of the practices and outcomes of social dialogue.

Countries involved in the project activities: Belgium, Bulgaria, Germany, France, Italy, Portugal, Slovenia, Sweden, the UK, but also – through external contributions – Spain, and the Netherlands.


Partner organisations:

ASTREES Association travail emploi Europe, IRR Instituto Ruben Rolo, IMIT Institute for Management Innovation and Technology, IAT/ IAQ Institut für Arbeits-forschung & Transfert e.V, BaUA, LENTIC Laboratoire d’Etudes sur les Nouvelles Technologies, l’Innovation et le Changement, IRES Istituto di Ricerche Economiche e Sociali, WLRI Working Lives Research Institute-London Metropolitan University, KIMPDS Clinical Institute of Occupational, Traffic and Sports Medicine (CIOTSM), ELI European Labor Institute.



TRIOMPHE Claude Emmanuel :

BUSSAT Virginie :

00 33+1 43 46 28 28

Crisis Effects

For the project’s partners, the crisis had for restructuring both a revealing and an accelerating effect. Indeed, the crisis revealed the emergence of new questions:

• are there significant changes in most vulnerable people impacted by restructuring processes linked to the crisis ?
• are working time arrangements, such as those implemented in 2008-2009, still sustainable ?
• are social pacts at risks with severe austerity measures ?

But it has also an accelerating effect:

• to what extent are now public services exposed to restructuring ? Is social dialogue in those sectors fit for such challenges?
• what impact on health when restructuring occurs at a large scale?
• is anticipation still possible when pressure on short term measures becomes so high?

The point is that nowadays restructuring in Europe, both in the private and in the public sector needs to meet three main challenges simultaneously:

• reducing the human and social costs and being able to offer professional transitions and upward trajectories to all employees, in large companies and in SMEs, in hospitals and administrations, etc.;
• increasing global competitiveness and easing transition towards a “new” economy emphasized in the priorities presented by Europe 2020 Strategy;
• being sustainable for many Member States facing a severe crisis of public finances.

It means that put into a considerable short term pressure, social partners have to get ready to tackle such challenging issues and urge them to look innovative and comprehensive frameworks and tools.