Page 150 - Socially-responsible-restructuring-Effective-strategies-for-supporting-redundant-workers

Socially responsible restructuring
Effective strategies for supporting redundant workers

6.11.6. Innovation and effectiveness
The company recognises that it has been an important provider of jobs (directly
and indirectly) in the area and has developed a range of support services that
reflect the needs of its employees, as well as the wider community in which it
operates. This social responsibility is demonstrated through various activities.
A key feature of the support provided to displaced workers was its
comprehensive nature, with information, advice and guidance being offered in all
eventualities covered, whether it was early retirement, retraining, job search
(within the broader company group or externally), or self-employment. Further, it
was recognised that the support would need to be available for some workers
well after they had left the plant.
Bringing public and private providers together and expecting a high degree of
collaboration was a bold attempt at combining the best of services from both
types of supplier. Although cooperation may cause tensions, with encouragement
from the employer and a willingness on all sides to work out complementary
activities, it provided an enhanced service in terms of quality and range.
Despite the difficult labour market conditions nationally, and even more so in
this comparatively remote area of Wales, the initiative of inviting other employers
with current vacancies on site was very productive. The employer and the
support agencies combined efforts to identify possible job openings elsewhere
(not just locally but nationally and internationally) and encourage these
employers to consider the displaced workers as possible recruits.
Since the company had a large site, much of which would be underused at
least for the medium term, space on site was offered to those wishing to trial their
own business ventures. However, providing space alone to those wanting to be
self-employed was not enough, so the support agencies made available a
package of measures, including training and funding through the Welsh
Assembly Government’s ReAct.

6.12. Volvo Cars, Sweden (CASE STUDY 12)

6.12.1. Background and context
Volvo Cars Corporation (VCC) – Volvo Personvagnar – is a Swedish car
manufacturer founded in Gothenburg. The very first Volvo car left the factory on
14 April 1927. Since then, Volvo has become a large corporation, producing
automotive models including wagons, sedans, coupés and SUVs. The company
has 2 500 dealers worldwide and is present in about 100 markets.

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