We`re not talking about the signature of the latest fashion. We are also not talking about giving the company a facelift to be included in the current ranking. We are simply talking about reconciling and documenting the values and ideals that identify and differentiate our work, those that truly identify our ideals (and those of our counterparts) and that go beyond minimum regulatory requirements, while making visible the roadmap and the objective pursued. All of this is also linked to the management of labour relations and the transitional agreements of companies, whether they like it or not, will be increasingly visible in the globalized and interconnected world in which we live. Maintaining stable minimum requirements to ensure that the company`s objectives are achieved beyond its numerical objectives, in a cross-cutting manner, regardless of location and circumstances, thus contributing to the uniformity of these standards in Europe and even around the world. Minimum requirements such as gender equality, decent pay, the abolition of child labour, non-discrimination in all its forms, including of vital importance, should necessarily be an essential part of the DNA of employers (many also correspond to the legal framework, at least in Europe), which makes it possible to conclude most global agreements with international trade union organisations, agreements reached at European level, as is increasingly the case, with European works councils (ECCs). In general, the competences of European works councils are limited to information and consultation. Nevertheless, the number of framework agreements negotiated by EEEs and/or trade unions at the enterprise level has increased steadily since the early 2000s. By the end of 2011, 119 such agreements had been concluded. “They are the product of a strong dynamic,” says Udo Rehfeldt, a political scientist at the Institute for Economic and Social Research in France. “Although they were gradually extended to other areas, these comprehensive agreements originally focused on respecting the fundamental rights of workers, as established by the ILO.” “When GDF-SUEZ became ENGIE, the company changed its strategy to focus on gas and renewable energy.

Unions called for a social component to be included in the new strategy. This agreement sets minimum standards for all companies in the group,” said Sylvain Lefebvre, Deputy Secretary General of IndustriAll Europe. Based on telephone interviews with ERC members of 82 metallurgical companies, this study examines the emergence and dynamics of formal and informal agreements. The study shows for the first time that there are informal agreements between the EECs and the transnational administration, which are recorded in the minutes or, in some cases, concluded orally. Like formal agreements, they aim to harmonize corporate policy on a wide range of issues such as transnational restructuring, compensation issues, health and safety policies and the organization of labour relations agreements within the company. It will therefore be an important alternative instrument of regulation at European level. These agreements apply to all jobs and subsidiaries of a company in Europe or elsewhere abroad. Multinationals have begun to take the initiative to conclude such agreements, which allow them to give a social image, to help them forge a European corporate culture and to coordinate their personnel policies across borders.