NEWS
Stronger together at Landal
After a series of reorganisations at Landal, a renewed social plan was established in the summer of 2025. In drafting the plan, which serves as a solid safety net for employees during future changes, the works council (OR) and De Horecabond worked closely together. "For the first time, we were truly at the table together," says OR chair Hilde Kersten.
"The old social plan was about seven years old and had been extended several times," Hilde explains. "That's why it was time to review the plan. Not because it was bad, as it was a good foundation, but there were parts that could be interpreted differently than intended. And some amounts simply needed to be indexed."
The path to the renewed social plan began with listening. Hilde and her colleagues from the OR listened to colleagues in the parks, as did Carlo Snoek, union representative of De Horecabond, along with his colleagues. They visited a total of 49 parks, from Zeeland to Ameland. "During the last reorganisation, we spoke to hundreds of employees.
We asked: what does this mean for you? What do you need?" The conversations and visits to the parks provided additional insights. "The signals that emerged from this were translated into concrete proposals for the renewed social plan," Carlo continues. "Landal saw this as valuable information and acted on it."
Triangular consultation
For the OR, it was logical to have the union fully at the table this time. "We were always open to that," says Hilde. "Previously, their role was limited to advice from a distance. Now the consultation with De Horecabond and also CNV was truly a triangular consultation from the start. We coordinated in advance: what are your priorities, and where are ours? These turned out to align surprisingly well."
Together, they engaged in discussions with the employer. This approach worked. "The union brings experience from other processes. They know how similar agreements have been made elsewhere. And because they have a bit more distance from the organisation, they can sometimes take a slightly different stance in negotiations than we as direct colleagues," Hilde explains. Carlo agrees: "We can sometimes more easily bring issues to the table."
In this way, De Horecabond and the OR complemented each other nicely, Carlo observes. "The OR knows the workplace from the inside. They heard what people were facing. We added our expertise in CLAs and legislation." He is satisfied with the process and the place at the table.
Added value of the union
Landal was also pleased with the expertise of the unions at the table, says Alrik Boonstra, CHRO at Landal: "Previously, the social plan was an agreement between HR and the works council. Now also with the unions. All parties made great efforts to understand each other's positions and interests. Each from their own constituency, with the experiences of recent years and with the use of specific expertise. That provides the assurance that it has been well considered from all sides."
Broadly supported plan
In September, the members of De Horecabond approved the reached agreement. This gave the social plan broad support. "It gives extra confidence that the members support the plan," Hilde believes.
And that is important. Because the social plan is not a reaction to the past, but is primarily a safety net for the future. "We didn't want to only arrange something when another advisory request comes," says Hilde. "There is now a social plan for two years, and the agreement is to review it in a timely manner. There is always clarity for all employees."
