606 items found

Eurofound publishes its work in a range of publication formats to match audience needs and the nature of the output. These include flagship reports on a particular area of activity, research reports summarising the findings of a research project and policy briefs presenting policy pointers from research projects or facts and figures relevant to policy debates. Also included are blog articles, regular articles on working life in Europe, presentations, working papers providing background material to ongoing or already concluded research, and reports arising from ad hoc requests by policymakers. Other corporate publications include annual reports, brochures and promotional publications. Web databases and online resources such as data visualisation applications are available in Data and resources.

  • EMCC dossier on the European commerce sector

    /The European commerce sector faces an unprecedented number of challenges: greater competition, complex supply chains, changing demographics, increased migration, changing consumer and media trends and the difficulty of attracting skilled workers to the sector. In addition, the sector also faces challenges from outside Europe – the emergence of Asian economies and ongoing economic out-performance by the US. However, although these challenges pose a threat to some companies in the commerce sector, for others they can offer the opportunity for expansion and growth: many European retail and wholesale companies are improving competitiveness through acquisitions and mergers, the introduction of new technologies, restructuring, and innovations in product lines and human resources. This dossier aims to provide an in-depth analysis of the trends and forces shaping the sector, drawing primarily on recent, original EMCC research. It provides a sector mapping report, company and cluster studies, future scenarios and recommendations for change./
  • EMCC case studies - Facing the challenges of a globalised market: Louis de Poortere

    Louis de Poortere is a Belgian textiles company established in the 1920s, specialising in the manufacture of high-quality carpets for the international market. For many years, it was among the largest employers in the Belgian textiles sector, with approximately 3,000 employees in the 1970s. Mirroring the challenges facing the entire EU textiles sector over the past 20 years, Louis de Poortere has experienced difficulties linked to market liberalisation, globalisation and other factors impacting on the sector. The company had tried to adapt to new market conditions by divesting some of the less profitable parts of its business; despite these efforts, however, the company was declared bankrupt in August 2000.
  • Managing diversity in the workplace: competitive advantages for companies

    The first EMCC company network seminar of 2007 addressed the issue of diversity management practices in enterprises and was hosted by Schneider Electric in Paris. Five companies from France, Ireland, Spain and Sweden reported on their practice. Fifty delegates participated enthusiastically in discussions on the practicalities and difficulties of implementing diversity management in the workplace.
  • Managing change in European cross-border Mergers & Acquisitions

    /The second Company Network Seminar of 2007 will be held in the headquarters of Grupo Santander in Boadilla del Monte (Madrid) on November 29-30./
  • EMCC case studies - Managing large-scale restructuring: MG Rover

    MG Rover has a history going back to 1906 when the Austin Motor Company opened in Longbridge, in south-west Birmingham. It traded for almost 100 years, under various names, and came to be regarded as a symbol of the UK car manufacturing sector. The company was owned by BMW from 1994 until 2000, when it was sold to Phoenix, a consortium of local businessmen. This company was not successful and eventually closed in April 2005. Almost 6,000 MG Rover workers based at its one site, in Longbridge, were made redundant overnight, and about 7,000 jobs among the company’s suppliers were put at risk.
  • The future of KIBS in Europe: Unlocking the potential of the knowledge-based economy, Helsinki, 23–24 November - EMCC Anticipatory Workshop

    /This is a summary of the main points discussed in the concluding debate of the workshop. The final session focused on the definition of an agenda for change for the KIBS sector./
  • EMCC company network - Case example of Electricité de France Group

    Electricité de France (EDF) is a leading player in the European energy market. With a generation capacity of 130 GWe (of which 99 GWe is generated on French territory), it has the largest generation fleet in Europe. EDF operates in all sectors of the electricity industry. This includes both the deregulated activities of generation, supply and trading, and the regulated activities of transmission and distribution. The Group's primary market is France, but it has a solid presence in the United Kingdom, Germany and Italy, as well as subsidiaries in Spain, Poland, Hungary, Slovakia, Belgium, Austria and Switzerland.
  • EMCC company network - Case example of Neorion Syros Shipyards

    Syros Shipyards, currently known as Syros Shipbuilding and Industrial Enterprises, was founded in 1861, making it the oldest shipyard in Greece. It was privatised in 1994 and is now part of Neorion Holding S.A., a company that owns shipyards in both Syros and Elefsis. The European shipbuilding industry has been in severe crisis for several decades because of competition with low labour cost countries and, more recently, because of the high exchange value of the euro. In Greece, additional challenges include an ageing workforce and inflexible labour relations. Over a twenty year period the number of employees in the whole Greek shipbuilding industry has dropped from about 10,000 employees to 3,500.
  • EMCC company network - Case example of Telefónica S.A.

    The Spanish company Telefónica is one of the world’s largest telecommunications companies with a strong presence in Europe, Africa and Latin America. In June 2006, it had around 220,000 employees, representing a growth of 23.5 per cent compared with the previous year. This growth was partly an effect of changes in the accountancy consolidation perimeter relating to its Atento group subsidiary. The worldwide spread of Telefónica presents major challenges for the development of a human resources policy capable of meeting the needs of every individual employee.