EurWORK European Observatory of Working Life

Attractive workplace for all

These 102 cases, dating from 2006-2007, are examples of 'win-win situations', showing that it is possible to combine quality of work and employment with economic performance. They deal with key dimensions of the Lisbon strategy such as employability, increasing the labour market participation of underrepresented groups and people at risk of exclusion, pay, flexibility, and business creation and entrepreneurship. The involvement of the social partners at company and sectoral level is a significant aspect of the development of these policies and their outcomes.

102 items found (page 8 of 11)

Falu Hospital, Sweden: Towards a balanced flexibility

Attractive workplace for all
28 October 2009
  • Sweden
The dedicated strokes unit of Falu hospital has a flexible system for scheduling work. There is a local working hours agreement which gives much flexibility and an electronic system is used for planning work schedules. This system meets the needs of the organisation while allowing employees to exercise considerable influence over their own working schedule.
  • Category

    Towards a balanced flexibility

AXA, France: Fostering employability

Attractive workplace for all
28 October 2009
  • France
Insurance company Axa France launched a general policy aimed at meeting economic challenges and improving efficiency. A main element of this policy is a collective agreement named CAP Métier. Implemented from 2003 to 2005, the measures introduced under this agreement facilitated occupational mobility within the company on a large scale. The programme allowed for the company to be restructured without the need for redundancies.
  • Category

    Fostering employability

Mars, Austria: Fostering employability

Attractive workplace for all
28 October 2009
  • Austria
Mars Austria, a global player in the food industry, has implemented a comprehensive competence development and career-planning system based on a family-oriented corporate culture, above-average wages, internal labour markets and long-term employment. The model combines ambitious aims with binding commitments and evaluation and monitoring procedures and therefore provides a stable and convenient framework for occupational mobility and career development.
  • Category

    Fostering employability

Siemens Industrial Turbomachinery, UK: Increasing the labour market participation of underrepresented groups – women

Attractive workplace for all
28 October 2009
  • United Kingdom
Siemens Industrial Turbomachinery, part of Siemens AG, has developed partnerships with three schools in Lincoln. Along with work experience, the company has started a number of initiatives to help the schools and support their efforts to boost interest in engineering and manufacturing, particularly among girls and young women. To date the result has been positive. Schoolgirls have become involved in the company’s ‘Females into Industry Challenge’, have got valuable work experience and have applied for the apprenticeship programme.
  • Category

    increasing labour market participation of underrepresented groups

Bosch Rexroth, the Netherlands: Towards a balanced flexibility

Attractive workplace for all
28 October 2009
  • Netherlands
Bosch Rexroth is a manufacturer of drive and control technology systems. To deal with fluctuations in demand, the company has organised its production process in autonomous teams, broadening the skills of the workforce to increase their availability. As a result, the company is able to match demand and capacity more efficiently.
  • Category

    Towards a balanced flexibility

ACC Verdichter, Austria: Fostering employability

Attractive workplace for all
28 October 2009
  • Austria
  • Category

    Fostering employability

DSM, the Netherlands: Increasing the labour market participation of underrepresented groups – women

Attractive workplace for all
28 October 2009
  • Netherlands
DSM, a group of companies in the chemical sector, has always had the reputation of a ‘male company’. Motivated by social developments and changing legislation,DSM decided to make the company more attractive for women. The company introduced working time accounts in 2002 as one of the means of reaching this goal. Although the original goal for working time accounts was ‘employer branding’, improvements also have been made in efficiency.
  • Category

    increasing labour market participation of underrepresented groups

VT Shipbuilding, UK: Fostering employability

Attractive workplace for all
28 October 2009
  • United Kingdom
VT Shipbuilding is one of the last remaining major shipyards in the UK. It is currently facing the challenge of ensuring it has an adequately trained workforce to cope with a significant surge in warship orders from the UK Ministry of Defence. With many of its skilled workers approaching retirement age, the company has gone beyond the vocational training measures negotiated with its trade unions and has given support to a new workplace learning initiative.
  • Category

    Fostering employability

Schaeffler, UK: Fostering employability

Attractive workplace for all
28 October 2009
  • United Kingdom
During the 1990s, Schaeffler UK’s German parent company transferred an increasing amount of its production capacity to Eastern Europe to take advantage of much lower labour costs in its precision engineering business. In response, the main UK plant at Llanelli in South Wales began a major programme of skills improvement across the whole workforce, giving it the capacity to compete on the basis of producing higher value-added products.
  • Category

    Fostering employability

HBOS, UK: Make work pay – make work attractive

Attractive workplace for all
28 October 2009
  • United Kingdom
HBOS is one of the largest financial institutions in the UK. HBOS places considerable emphasis on the ‘Total Reward’ package that it offers its employees, which has been negotiated with the trade unions. Essential to this package is a range of share-ownership schemes that provide an opportunity for all employees to have a stake in the company and benefit from its profitability and stock market performance.
  • Category

    Making work pay

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