During previous restructuring processes Hydro has taken more of a lead than the company has been able to do this time. So we’ve got to expect that there’ll be a lot of uncertainty and frustration. We’re all being really put to the test now,” says Sten Roar Martinsen.
Martinsen is representative for the Norwegian Confederation of Trade Unions at Karmøy and one of the employee-elected members of Hydro’s board of directors. He does not try to hide the fact that employees, management and the union representatives at Karmøy feel that they are caught up in an extremely demanding process. At the end of the first quarter 2009 the Søderberg potrooms at the plant will be closed, a process affecting 450 jobs.
Takes time to regain optimism
“Even though we have some good ideas and alternative projects to realize, this process will be different to previous restructuring processes in Hydro, which have usually had a longer time perspective. In the short term there’s a limit to what we can do to ease the burden. It takes time to get to a stage which permits room for optimism. And we are far from a situation where employees who lose their jobs can pick and choose a good new job, whether in Hydro or elsewhere. In many cases there are no jobs at waiting there at all. For the first time in history we are also experiencing temporary lay-offs within the semi-manufacturing part of the plant Karmøy. As regards market prospects – when the downturn swings into an upturn – it’s still difficult to say anything with any certainty. The situation is – briefly – very demanding.”
Martinsen nevertheless believes it is possible for the company to retain the trust of its employees and their representatives, even at a turbulent time.
Sensible solutions
“The most important thing is to run the process in the right way, so that we reduce uncertainty and frustration. The decisions taken must be properly communicated and understood as being sensible. The employees must see that measures are being taken and particular consideration is shown in certain cases. Let me put it like this: Hydro’s challenge is to show it is Søderberg that is being closed – and not all of Hydro at Karmøy. The company will continue to play a main role there and keep up the pressure on all the good forward-looking projects that it is running. As employees we need to feel that Hydro has its focus on those who are staying on – as well as giving sufficient attentiveness to those who have to leave the ship.”
As an example of such measures, he states that employees within maintenance and refractory have been transferred to Bilfinger Berger. “This is a measure that will reduce the number of surplus employees by about 50. Even though employees who have worked for Hydro for more than 30 years, do not think it easy to accept getting a new employer, this is still a constructive measure that eases the pressure somewhat.
Influence all the way
”Are you union representatives really able to wield influence and provide your own input during this process?
”There’s a good framework in which we are represented, on both the steering committee and in reference groups. But we must nevertheless be aware that a demanding restructuring is also all about give and take. It is not realistic for us to have the same opinion about absolutely everything. But we provide our input and we believe that this will also shape the process. The proposals we have put forward have matured underway, and we have already seen that some of them have been realized,” says Martinsen.
