Professional works council management for employers

The works council as opponent, partner or co-manager?

• From formal co-determination to the representation of company and employee interests.

The legal situation and the reality

• What is the "value" of the works council office for the employer? Is there a contradiction between "unpaid voluntary work" and generous remuneration rules in practice? What role do the exemption rules play here?
• Increasing demands on the BR.

Development into a professional works council office using a practical example

Design of regulations for the professionalization of works council work

• Design options for the monthly meeting in accordance with § 74 BetrVG.
• Communication concept with the works council: who talks to whom about which topic and when?
• Sensibly design leave of absence options in accordance with §§ 37, 38 BetrVG.
• Observe the prohibition of discrimination and preferential treatment.
• Rules on the remuneration of the BR.
• Rules of procedure for the Works Council, General Works Council and Group Works Council.
• Remuneration of the BR according to scope of responsibility?
• Secret or public donations to the BR?
• Is the liability of the works council generally excluded?
• Determine costs and material expenses of the works council:
  Guidance on cost awareness of the works council!
  Admissibility of flat-rate cost allowances.
  Employee participation in the costs of the works council?

Works councils as social partners and co-managers using a practical example

• e.g. in the case of restructuring in the company, in-company training, flexibilization of working hours.
• The strategic relevance of the monthly meeting.
• Involvement of the works council in project management.

Corporate governance and co-determination

• Clarification of the contradictory roles of works councils and their fundamental responsibility.
• Role conflicts within the works council committees, within the trade unions and with employees.