Restructuring is a time of sudden, intensive disruption and because of this, the actors concerned run considerable risks that are now well known.
They involve the health, self-esteem, income and the social insertion of the employees concerned. For specific areas of the country, it is growth, employment, social cohesion, the organisation of space and quality of life that come into play.

For companies, productivity, profitability and, depending on the size or circumstances, their long-term existence are in the balance. At the crux of these risks are a number of institutions and organisations – public, private or ones with equal representation – in charge of organising the professional transition of employees that, for want of a better expression, we have termed “transnational agencies”.

The extent of the issues at stake sharpels tension. The more restricted the room to manoeuvre, the lower the anticipation and greater likelihood of a clash. In light of these issues, the existence of conflict of this type is neither surprising nor problematic in itself. Whether or not they are confrontational, it is the results which pose a problem in restructuring processes, the rare assessments made only very seldom leaving the impression that they may be considered good.
Moreover, assessment methods themselves are hesitant and not very satisfactory. However, mechanisms for improvement and building on experience are in operation all over the map.
By taking an interest in the innovations developed by actors in a restructuring situation, the MIRE project comes within this logic. It enables evidence and knowledge of the nature of the problems encountered by each player to be obtained and the sense of the responses developed. This is presented in the following pages.