The petrochemical market in Europe is in turmoil and the unstable global environment greatly influences the barrel prices of oil and, thereby, the economic health of this industry.
The Refining & Chemicals Branch is therefore undergoing a reshuffle at the European level, which involves structuring decisions being made on the French sites.
This time results in a huge number of questions about the sites, a complicated social dialogue.
In this context, the manager plays a central role in maintaining the dialogue, offering clarity and reassurance on a daily basis.
It is therefore necessary to design a training programme that will help the manager to fulfil this mission.
In times of transformation, social dialogue often becomes more intense and complex. Much (if not all) of the information comes through the staff representative bodies.
The manager is deprived of a central part of their role: ensuring that the information comes through/is distributed.
Yet, the manager, whatever their level, must fully play their part in the social dialogue; they must be the first facilitator.
The design of a training programme called ‘Dialogue and Proximity’ tailored to the context of each site, with the aim of repositioning the manager at the centre of the social dialogue process:
Offering clarity and conveying messages on a local level