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 articleson 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.
This report profiles the food and beverage industry cluster in Flanders, Belgium. Flanders is one of the three Belgian regions and covers almost half of the Belgian territory and the entire Belgian coastline. The region’s food industry has a long history and tradition, but is currently undergoing intense restructuring. Recent initiatives are aimed at fuelling innovation in the sector to keep it competitive in global markets.
The European food and beverage sector is faced with an unprecedented number
of challenges today, leading to an increase in restructuring activity across
the EU. These developments are primarily driven by the need to enhance
competitiveness and address local and global changes affecting the industry.
This dossier aims to provide an in-depth analysis of the trends and forces
shaping the sector. The information is mainly drawn from recent and original
EMCC research, including a sector mapping report, company and cluster
studies, future scenarios and foresight work.
Findus Sweden AB is one of the leading food production companies in Sweden. Frozen foods represent the largest share of its total sales and include products ranging from vegetables, vegetable mixes, gourmet dishes, and prepared meals to fish and seafood. Currently, Findus Sweden AB has around 1,100 employees in Sweden and 1,900 worldwide. Revenues for Findus Sweden AB were €240 million in 2004 and for the Findus Group were €450 million in 2005. The head office is in Malmö, Sweden.
This report tells the story of the food cluster in the Øresund region, which is located in the areas of Sjælland in Denmark and Skåne in Sweden. The Øresund region is a major European innovation centre with forecast annual growth rates of 2–5 % for the years 2006 and 2007, higher than the economy as a whole. The cluster has developed as a result of the transition of the food sector in the region from holding activities, primarily directed towards the food industry, to food-science activities.
In terms of turnover and production volume, the Stockholm-based Nils Oscar Brewery and Distillery is one of the largest microbreweries in Sweden, supplying high quality beer and spirits, mainly in the Stockholm area. The company was established in 1996 by six beer and spirits enthusiasts under the name Kungsholmens Kvartersbryggeri and soon after changed the name to Tärnö Bryggeri. It was renamed Nils Oscar Bryggeri & Bränneri AB in 1997 when one of the founders, Karl-David Sundberg, bought out the other five and became the sole owner of the company.
This is the first report of the European Restructuring Monitor (ERM). The aim of these reports is to present information on restructuring data, policies and practices. As policy should be based on an understanding of the nature and extent of the matter to be addressed, it is logical to focus this first report on defining and measuring the extent of restructuring throughout the Member States. This is particularly relevant for the issue of restructuring, as there are serious measurement problems in most Member States and even more so at the European Union level. Future editions of the ERM report will focus less on such issues.
/Sector Futures provides specialised reports based on the monitoring of
existing foresight studies, scenario work, innovation studies and reliable
data sources. June 2006 features the complete Sector Futures article series
on the defence industry sector. The first article sets out to define the
sector, outlining its market size, structure and employment figures, and
looks at the trends and drivers shaping the sector. Subsequent articles
assess these factors and review some scenario work relating to the sector’s
future, before concluding with an analysis of major policy issues and
challenges currently facing the defence industry in the EU./
/Increasing competition in the financial services sector means that many
banks are at risk of closure or are being forced to merge with other
financial institutions. One of the leading financial services companies in
the world, Barclays has managed to stay competitive in a difficult market,
due to the development of the organisation's global strategy and operating
model. For Barclays, this strategy involves minimising costs and improving
customer services, which has led the company, since 2003, to offshore many of
its back-office posts to lower-cost countries, such as India. This case study
describes the driving forces to offshore in a corporate and socially
responsible way, as well as the implementation of the offshoring agreement in
/Tyre production is not an industry traditionally associated with the
Stoke-on-Trent industrial area of the West Midlands in the United Kingdom.
However, following the arrival of the French-based tyre manufacturer Michelin
in the late 1920s, the company soon became one of the region's major
employers. In the 1980s and late 1990s, Michelin recognised the need to
restructure its Stoke manufacturing plant, aiming at reducing production
costs and remaining competitive. However, in August 2000, the French mother
company announced the closure of operations at Stoke, due to high overheads
and deteriorating market conditions. This case study documents the
restructuring process and its implementation, leading to the closure of the
Michelin Stoke plant. It also looks at the social and economic measures taken
by the company to manage the closure in a socially responsible way./