This paper analyses the reorganization of Brazilian petrochemical industry concerning particularly the companies belonging to the South pole, in regard of the work relations, and the qualification of the industry workers. The research that served as basis on this study investigated three out of the six companies belonging to this pole. These companies were chosen because they are different one from another in what concerns their position in the petrochemical chain and their composition of main shareholder. The analysis of the data has shown in all companies the emphasis in the multifunctional aspect (which is representative in the multiqualification as well as in the multitask aspect); the social outdating of the "know how to do"; the emphasis in the behavioral competencies, such as engagement (synonym of proactivity to the change and ability of facing challenges) and the "group competence", as well as the valorization of specific abilities, such as enterprise, creative power, communication, valuation, planning and organization, capacity of perception of the whole and of learning on the job. However it was verified that although the required qualification profile was similar in all companies, the managing process of acquiring such abilities varies significantly from one company to another. It was possible to identify two different strategies or "models": the instigated competence and the imposed engagement.