Programme voluntary exit for up to 250 workers which meet specific criteria for participation, Fourlis group, providing a retirement package exceeding two years of net earnings. The programme is aimed mainly at employees with more than 15 years of service, who hold positions of supervisors and executives in administrative and supporting functions affected by the new organisational structure of the group.
The initiative is part of the wider project organizational transformation of Fourlis and accompanies the creation of a single shared service platform for all its activities. The issue is expected to be found tomorrow and at the heart of the regular general meeting of shareholders.
According to newsmoney, employees have already been informed of both the programme and changes in the operation of the group. The parties are invited to submit their comments. declare participation by July, and those who choose to join the program are expected to have left by the end of August, so that the implementation of the new organisational structure will advance from autumn.
Sources of the company report that design of the new organisational structure, the introduction of new systems and the new operating model have been presented internally for months, resulting in workers already knowing the context of the changes under way.
Although some 250 employees meet the criteria for participation, the company's sources estimate that the final entries will move to significantly lower levels, with the departure of even about 100 employees considered to be a satisfactory result for the implementation of the project.
Who is it about?
The voluntary exit is directly linked to the centralization of functions which To date they were performed at different levels of the group. The aim is to create common support structures for all activities of Fourlis, through the gathering of functions such as human resources, technology, financial services, procurement and other supporting activities in single management centres.
The biggest changes concern the Fourlis Holdings and IKEA, where parallel organizational structures have so far been operating in several areas of support. The company's sources feature that in several cases corresponding functions are performed simultaneously by different groups, which leads to overlaps which the new organisational structure attempts to limit.
On the other hand, the programme does not concern first-line workers in shops or staff employed in critical functions of the supply chain. It focuses mainly on executives from head and over employed in administrative and supporting functions.
New role, new skills or volunteering
The company's sources say that the transition to the new model concerns not only organizational changes but also the introduction of new information systems, new procedures and different modes of operation. As a result, several workers will be invited to take on new roles or acquire new skills through retraining procedures.
For those affected by the new organisational structure, the options are three: moving to a new role, retraining and adaptation to new requirements or participation in the voluntary exit program. In several cases new roles may relate to different objects or even movements to more commercial activities and sales positions.
The voluntary exit come to act as an alternative for those who do not wish to follow this transition. According to the company's sources, they are mainly workers with a perennial presence in the group, who have completed 15, 20 or more years of service and may not wish to change object or enter into an extended retraining process.
The logic behind volunteering
Sources of the company argue that the choice of voluntary exit is also linked to the need to give a decent and economically attractive choice to workers who have connected much of their professional course with the group. As they note, for workers with more than two decades in presence, the prospect of a mere resignation or a forced adaptation to completely different roles is not always an easy choice.
As the same sources point out, high mobility that characterizes the retail trade over time could in itself gradually lead to significant organizational adjustments.
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