EWC: friend or foe? 

In May 2025 the European Parliament formally agreed on the revised and improved Directive and it is expected that the final adoption procedure will take in the course of this year. This means that workers in multinational companies are getting a stronger say in their workplaces. Clearly good news for the workers. But what about the companies? Is it also good news for them? 

In other words: is the EWC friend or foe?
Oil in the machine, or sand…?  
Holding companies back or propelling them forward?  

I can’t deny that many companies initially are a bit weary of having to implement an EWC. Let alone work constructively with it. But a properly implemented and well informed EWC can really help companies move forward. 

 Properly implemented and well informed: two important prerequisites for success. Properly implemented means that the EWC is structured, funded and provided with the right resources, skills, expertise and work processes to allow it to properly do its job. Being well informed is a crucial part of this.

How an EWC Helped turn a Factory Closure into a Fairer Process

In one of the companies I support as an EWC advisor, management announced a factory closure, presenting it as a routine case. But employees were in shock, and the local works council lacked the experience to respond effectively. What followed showed exactly why a well-functioning EWC is no foe, but a critical friend in times of crisis.

A Polish member of the EWC Select Committee stepped in to support the local council, helping them navigate the process together with a Polish Lawyer and understand their rights. At the same time, the EWC’s Select Committee asked central management to take a closer look and pushed for a significantly improved social package.

The closure couldn’t be stopped, but thanks to the EWC’s intervention, it was handled with more respect, transparency, and care. In the end, all parties acknowledged the process had improved dramatically.

Sometimes, the EWC challenges management. But in doing so, it often becomes one of its most constructive partners. 

Building further on this example, it is key having a good open and transparent working relationship with the management. In this way the EWC can devote its time and energy to help the company get stronger, instead of having to fight the management and shareholders or to try and double guess what is happening and what management is intending or planning to do.

And communication is key. In companies where the EWC is such a good functioning and constructive knowledge partner, we find that it is truly a propelling force , and oil in the machine!