Abstract
This paper presents an ergonomic intervention in the petrochemical sector. The scheduled shutdown of one of the gas production sites has led the management to reduce the number of personnel on site, and then to get new recruits and experienced technicians from other sites as the policy for leaving personnel had not been properly planned, resulting in understaffing on site. Workers with seniority on the site, and who are also the most experienced do not accept the way newcomers are induced on site, whereas the management accuses them of resisting change. The intervention consisted in reconnecting local and corporate management through making the work activity visible and linking two sets of data that they held separately. Different types of analyses were made, work demography, decision making processes and tools used by the management, analysis of the building of career and work logics. Those different levels of analysis are gathered in macro-ergonomics, while showing the possible combinations between top down and bottom up approaches. The intervention resulted in concrete changes: HR simulation tool, training organisation, feedback.
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