The closure of a German assembly plant was unavoidable for an American automotive supplier for cost and competitive reasons. The aim of the project was to close the site within a tight cost and time frame. Due to a just-in-sequence supply chain to an important German customer, there was a high susceptibility to disruption. Media presence was to be kept to a minimum.
The HR project manager represented all HR management aspects in the project team and worked closely with the local management team and the plant HR manager during implementation.
During the planning and preparation phase, one of the tasks was to work with lawyers from the employers' association and the company's legal department to evaluate the implications of an existing supplementary collective agreement with regard to various procedural scenarios.
As HR Business Partner, the project manager supported the business manager responsible for the site in the preliminary negotiations with the works council chairman and the representative of IG Metall. He led the negotiations for the conclusion of a social plan and reconciliation of interests.
The HR project manager also succeeded in coaching the local management team through the difficult process and coordinating the division of work and roles in the best possible way. He also managed communication internally (staff meetings and employee information) and externally (media). Taking over the internal information and coordination process within the group also eased the burden on local management.
Budget and time frame adhered to, no damage to public image
The HR project manager ensured that the closure-related career prospects of the plant management team were clarified and secured by the company in good time through individual agreements.
The objectives of the closure project set by the company were achieved. With the help of the employment agency and a qualification company supported by the employee representatives, viable solutions were found for the workforce in many cases. The impact of the closure process on production (e.g. through increasing absenteeism) was kept to a level that was imperceptible to customers.
