Brief der vereinigten Betriebsräte - Ondernemingsraad - an Alcatel-Lucent

Dear Mr. De Boer,

We have postponed our meeting with you this morning. However this discharges neither you nor us of the obligation to observe the advice and approval trajectory in accordance with the WOR.

What, in our opinion, is going wrong?

Both Works Councils feel that a strict control and conscientious, open communication in the integration trajectory is lacking.

The personnel sees announcements posted on the intranet or receives it by e-mail on which the Works Council has yet to give their advice. Furthermore, these “plans” are being presented as a fait accompli and a number of (international) managers base there decisions and actions thereon. A clear management structure is still lacking and communication lines have become muddled. The process is inaccurate, employees no longer feel comfortable in the plans and organisation charts and – resulting thereof – feel they are being warned. Appointments which are now “unofficially” published, result in a large number of conflicts.

The Managing Director has guaranteed the Works Council that all employees will retain a position in the new organisation, as yet in the same position as before. However, we see that for a number of employees a different and lower ranking position has taken effect. Moreover, not all employees can be traced in the unofficially published organisation charts.

Both Works Councils are of the opinion that insufficient attention is given to the feelings of the employees with regard to the developments following the merger. Attention for open communication is in our view a vital element to ensure the involvement of all employees during these drastic change and merger trajectory. The “blunt” communication style some “unofficially appointed” managers use, has a discouraging effect on the employees and will most certainly not contribute to a successful integration. Employees are being treated as “renegades” in the presence of clients by “new, not yet officially appointed” managers. In view of our corporate value “respect”, this is highly uncalled for and improper.

Naturally each merger results in a new situation, including new objectives, a new policy and a new manner of conducting business, accompanied by a new corresponding organisation. We however have the feeling that the management has no clear view on how to implement this yet, and that in an inappropriate way a new “broom” is used.

The Works Councils are regularly being told that it is we who should indicate what the appropriate and accurate process should be. We are to write down what we feel is exactly required. For this purpose, we would like to refer to the umbrella advice, in which we clearly outlined the agreements made with regard to this process.

What we expect?

It is of importance that an effective management for this new entity is created and implemented. This management should consist of a number of elements, including the starting structure and appointments, distribution of the authorisations, management concept, planning & control procedures, etc. Since this management is still not functioning correctly, it appears – in our view – that a clear implementation of this integration process is unworkable. Resulting thereof crisis occurs which leads to an insecure organisation.

The management should be modelled in a clear and evident manner. We expect a strict control, including supervision on inaccurate and premature communication of the (international) managers.

We also expect a well-founded request for advice, in which a clear view is given with regard to the direction to be followed, including the hierarchic structures displayed. This all should result in a better and more open and meticulous communication.

We expect that as of now, you will observe the arrangements we have mutually agreed upon, i.e. in the umbrella advice and decision. Meaning; no significant changes within the organisation, management, authorities, procedures, etc., nor any publication without the approval of both Works Councils.

Should this not be feasible, or should other more important matters require you attention, we expect that due consultation with the daily management of both Works Councils will be initiated.

Finally, it is noted that a successful integration requires a base. We trust, that by “hitting on the brake” and by requiring better and more accurate control, planning and communication, you will once again have a base.

The Works Councils look forward to your reply.

Yours faithfully, on behalf of the Works Councils