What have you done to strengthen social dialogue at Clariane?
For three years now, we have been aiming to meet each of the local bodies every year. In our economic and social unit, there is a central works council and seven local works councils. I meet the central works council very regularly – around 13 times a year. But we now also meet with the regional works councils twice a year, because for us, social dialogue is a real part of the company’s DNA: once on the company’s economic situation and once on social policy.
This strengthening of social dialogue was born out of Covid. In 2020, with the members of the central works council, the works council secretaries, the central union delegates and then some of the managers, I organised a meeting to work on the post-Covid issues of social dialogue. It was a success, and we’ve been organising this seminar every year since then. It’s a privileged moment, where we work hand in hand on strengthening social dialogue, health and safety at work or, as was the case last year, on the development of roles for the elderly.
