The impressive network behind the scenes

ACV Kader largely consists of the daily efforts made by employee representatives in companies and organisations who understand what their colleagues need. They take topics from real-life experiences that they try to address during consultations with colleagues and employers.

But this large group of committed employee representatives is supported by a diverse team of professionals. They help the representatives in the workplace helping their colleagues move forward. We gladly put these helpers’ helpers in the spotlight in this edition of Never Work Alone.

Jean Marc, national secretary

As national secretary of ACV Cadres, Jean Marc Lepied is responsible for the organisation of ACV’s French-speaking executive operations. “We focus very strongly on communication with executives and managers. To this end, we publish the magazine you are currently holding”, says Jean Marc, “but we also regularly send out newsletters.” Service is another aspect that is focused on. “This is the essence of our trade union work. Our members can always contact us by email or by phone. They can, of course, also book an appointment to go over their file together.” The training of employee representatives is also important to Jean Marc. “In addition, we strongly focus on collective trade union work. We aim to address issues collectively. We try to bring the individual questions and signals we receive from the shop floor to a collective level. This collective dimension is the most complex part of trade union work with executives. But it is also essential to make progress!”

Nouchka, trade union secretary

Nouchka Roelants supports employee representatives in the social dialogue. “I help them find ways to draw attention to topics that are important to employees and look for solutions with all stakeholders. This has a lot to do with visibility and communication. Together with employee representatives in the company, we develop an approach to make progress in specific matters. We organise thematic webinars to provide expert knowledge, but also to find out which issues are important to employees in the workplace. Participation and involvement are an essential part of our approach. A plan often starts from an individual question. But this way, we ensure that the answer results in collective progress, from which everyone benefits. Because that is the essence of social dialogue.”

Vic, trade union secretary

As trade union secretary, Vic Van Kerrebroeck is specialised in issues related to executives. “This means other trade union staff can reach out to me if they receive questions they’re not sure how to answer. This goes for both collective agreements and individual services.” And he clarifies his role with an example. “For instance, at Pfizer, the employer would like to introduce a cafeteria plan. This is a specific form of remuneration that is mainly offered to executives. But the introduction of such a plan often entails many questions. The know-how I have collected in this area can be helpful to give the employees the answers they need in the run-up to the introduction of the plan. But I also receive many individual questions. In recent months, I helped a hospital director who was faced with a settlement, an executive who was offered a foreign contract for a secondment abroad, an executive who had questions about the unilateral change in his commission, among others. I have built up a lot of expertise on a variety of subjects over the past few years, which is quite useful.

Marc, career coach

Marc Van den broeck works from the ACV Career Guidance Centre to provide tailored advice to executives and their representatives. “Non-executives can also come to us for guidance, but we do notice that mainly executives reach out. We have a specific offer for managers who are just starting. We work with them to determine their strengths and weaknesses, as well as the basic principles of leadership. But we also help them find the leadership approach that best suits their personality. Because obviously there is not just one approach. The best solution is to stay close to who you are as a person. Somewhat parallel to this offer, we also developed an offer for senior delegates who are just starting. We support them in leading the trade union delegation. Because leading volunteers is one of the most difficult things there is”, explains Marc. Moreover, we also offer workshops in which many executives participate: visibility at work, the power of experience, recovery after a burnout, etc. We also developed a new offer for young people who are not eligible for career vouchers because they have less than seven years’ experience. Many of them are executives or knowledge workers. They can now also rely on ACV.”

Marian, trade union secretary

Marian Willekens has been a trade union secretary for thirteen years and has always been closely involved in executive operations. “I have always worked in industries and companies with a large group of executives. Although their topics are often quite specific, I actually see little difference between trade union work for executives and for other employee groups. We always try to cooperate as much as possible. It makes us all stronger. But, of course, we always take into account the unique character of the various groups. For instance, the wage policy or mobility policy for executives is often different to that of other employees. The relationship between executives and senior management also often results in the need for a different approach. As secretary, I always seek guidance from the employee representatives. Together, we try to find a strategy to achieve our goal. In the chemical sector, the discussion on executive representation presents an additional hurdle in the trade union delegation. This often makes it impossible to conclude CLAs for executives. Nevertheless, we always find a way to inform the group of executives or to engage in a dialogue about topics they believe are important. Because executives are also employees. They deserve a place in the social dialogue just as much as the other employee groups.”

Katrien, trainer

Katrien Lindemans works for the training service. From this role, she strengthens the position of employee representatives in the social dialogue. They receive extensive information about social legislation, but also learn how to connect with their colleagues or how to negotiate. However, Katrien emphasises that, during these training sessions, participants learn not only from her, but also from one another. “Someone said jokingly during a training day last week ‘we are a self-help group’. And they were right. Together, we look for a good way to properly fulfil our task as employee representatives. For executives, trade union work isn’t always easy. For example, I trained an executive who helped prepare the impending restructuring in the management committee. Whenever actions on restructuring were on the core agenda, she stepped out to have some coffee. She did the same in the management committee. This was her coping mechanism to deal purely with both roles. Often, a knowledge worker also has that extra touch of content from their job, which enriches the core operation. I also remember an executive who provided a moment ever year for his trade union colleagues to explain the company’s financial-economic situation. These are the types of inspiring examples we can all learn from.”