Heineken EWC draws up profile during training days

At its yearly training session the Heineken EWC drew up a profile that the Committee among others is going to use for training in the future. The Committee came up with the idea during a discussion on the subject of The role of the European Works Council in Heinekens’  change processes.

Another particularity of the Heineken EWC training session was the fact that it was subsidised by the European Commisison.  The scheme in question, as part of which a total of 7 to 8 million Euros are available yearly, is mostly used by European trade unions, but each year around 5 European Works Councils apply to it successfully.  The scheme provides for a contribution of maximum 80 percent of all costs, including costs of transport, accommodation, interpreting and in-house or external experts.

The draft profile that the members of the Heineken EWC drew up sets the bar high, but it is to be an outline of an ideal situation, one that one can only strive towards.  It is of course not realistic to assume that everyone can communicate in English in many countries.  However that does not make the content less worthy of mention, which is why here is a short summary (there is a separate version for members of the Select Committee).

Knowledge

- General knowledge of the company (background; product portfolio; brands; global structure; regions and sites in Europe; company structure, etc.)
- General knowledge of market developments
- Knowledge of the decision-making process in the company, especially pertaining to Europe 
- Broad vision of the economic and strategic position of the company
- Basis knowledge in finances
- Knowledge of the EWC agreement, the Information and Consultation Protocol, the Information and Consultation at local level Protocol, and the standing orders
- Basic knowledge of local labour law and agreements

Skills

- Capable of communicating in English (written and spoken) 
- Capable of communicating at different levels: both with colleagues on the shop  floor back home and the Board of Directors, worker representatives and national HR managers, people inside and outside the company 
- Capable of thinking beyond borders: national borders, local site, region 
- Capable of empathising with others, more particularly when dealing with other cultures

Attitude

- Well-developed social consciousness 
- An open attitude to different cultural backgrounds 
- Interest in the company as a whole 
- Proactive 
- Willingness to remain in contact by email and telephone between meetings 
- Courageous  Dynamic 
- A team player 
- Eye for diversity

print deze pagina