In the framework of their joint social dialogue project entitled ‘Reinforcement of Social Dialogue in the field of Air Traffic Management’, the ATM Social Partners (ATCEUC, CANSO and ETF) jointly identified change management, the social impact of the introduction of new technologies and automation as key priorities for their future work.
The purpose of this paper is to define principles for the management of significant changes which will impact the company, management and staff and to outline guidelines for both managers and unions to enable the change management process to operate smoothly. It is recognised that any significant transformation programme will create people issues, involving changes to jobs, development of new skills and capabilities which will cause uncertainty and possible resistance.
