ABSTRACT
This chapter looks at the way in which European Works Councils (EWCs) are constructed at Dutch-owned multinational corporations (MNCs) as an innovative form of workers' participation in addition to and on top of the national Dutch system of works councils. Management of most MNCs was opposed to every form of European-level information-sharing and consultation. The chapter deals with the development of the European legislation as the background of the evolving EWCs. By comparing the attitude of management at Unilever during the first initiatives with the experiences during the first phase of implementation of the Directive, changes are illustrated that have taken place since the introduction of EWCs under the Directive. Some EWCs consist of members elected by the employees and others are composed of both employee representatives and representatives from management. The development of works councils into codetermination is driven by the positive aspects of codetermination. Management may feel more confident when decisions regarding restructuring, mergers and take-overs are taken.
