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The experience of Irish Gas demonstrates that an employee participation initiative does not necessarily need to begin during a placid industrial relations period. Irish Gas began its program in 1983, when the firm was considered to be an innovator in the natural gas industry, and when it had just completed its biggest and most complex effort in building the Cork-Dublin pipeline. The workforce was young and highly skilled technically, and showed willingness to add to decision-making processes. The group of unions representing the employees also were prepared to back establishment of a structure to facilitate worker involvement in building more effective communications. There was, however, substantial lack of trust and skepticism among some participating interest groups and individuals. Senior management support was a major factor in the program's ultimate success.