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Cleaner Technology Projects in Denmark 1996

Employee Participation in the Implementation of Cleaner Technology in HL-filet, Hanstholm

This company report for the fishing industry has been written in the light of the company’s participation in the MIRT-project (Employee Participation in the Implementation of Cleaner Technology) in the period from the spring of 1993 to the summer of 1995.

A number of exciting development projects have been carried out at HL-filet, for instance extensive employee participation in the form of a questionnaire study and group discussions. In co-operation HL-filet and the environmental group have specifically implemented: the appointment of a responsible environmental group, the implementation of an environmental review, the setting up of objectives, enquiries about possible solutions and the preparation of an action plan.

During the project period the environmental aspect has been put on the agenda in the company and both employees and management have achieved an increased awareness of external environmental aspects in relation to the production of the company. In particular the participants of the environmental group have gained substantial insight in the environmental relations of the company. In this way a process has begun in which the external environment will continuously be in focus, and where the greater part of the suggestions of the employees for the action plan has either been implemented or is being implemented. The introduction of production meetings with the participation of key employees, the transference of the environmental work to the safety council and a more regular meeting structure in relation to the safety council and, in addition, the joint council have strengthened the formal employee participation in the company.

At the start of the project the company had not previously worked systematically with external environmental conditions, and so far this field has had low priority in the company. Also HL-filet had no traditions for extensive employee participation, and primarily shop stewards and safety representatives had great expectations of the project. So far the company had typically acted reactively against the pressure from external partners and had initially remained reluctant to the implementation of activities. Primarily three demands are, and have been, determining in relation to the initiatives of the company: The requirements of the environmental authorities that waste water is treated, the requirements of the Factories Inspectorate about an action plan regarding monotonous repetitive work and also the customers’ demands for quality.

The participation in the MIRT-project and the project "Start Prevention" has indicated that HL-filet is establishing a more preventive and proactive effort. Yet there has been a dilemma between the good intentions of the management and then the actual implementation, where the considerations for the daily production at HL-filet have often resulted in the fact that the intentions have not been followed up sufficiently.

The existing culture of the company, the structures of management and organisation and the tradition of co-operation at HL-filet have played a prominent part in the project. To a great extent these conditions have been favourable and have been the foundation that made it possible to implement unusual developmental initiatives for the fish-processing industry in many respects. However, the conditions of the company have also caused problems and acted as a barrier to how far the company has reached with the environmental efforts initially. Specifically, for instance the horizontal organisation and the informal style of management of the production manager have been a positive influence, whereas the tradition of focusing on production and limited resources of management has been a barrier in the course of the project.

HL-filet is in many ways a typical fish-processing industry with the conditions of organisation, management, work, and environment connected to a small and fast growing company. In general, compared to other fish-processing industries of the area the company has a relative good working environment and for instance less sickness absence.

There is informal co-operation between the management and the employees in the company, which has made it possible that the employees have production responsibility and indirect influence on decisions and also a loyal relationship to the production manager. The employees regard HL-filet as one of the best fish processing industries of the area.

The horizontal organisation of the company supports the informal co-operation, but it also increases the limited systematism in for instance the planning process. Long-term planning has certainly not been part of the present traditions of the company.

The report contains the following recommendations regarding the future efforts at HL-filet concerning environment, work conditions and employee participation:

	A change in the division of labour with a more extensive delegation to the employees and thus a redefinition of the tasks of the management
	The use of the knowledge of the environmental group in preventive work
	Active use of the safety council and the joint council as the formal forum of dialogue between employees and management
	The definition of the course for further preventive efforts
	Follow-up of the action plan
	A continuous and systematic effort

Author/ institution

Lene M. Nielsen, Aalborg Universitet. Institut for Samfundsudvikling og Planlægning

This report is subsidised by the National Council for Recycling and Cleaner Technology

ISSN no. 0908-9195
ISBN no. 87-7810-691-5

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