Publications

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 case studies - Trends and drivers of change in the food and beverage industry in Europe: Nils Oscar Brewery and Distillery

    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.
  • ERM Report 2006 - Restructuring and employment in the EU: Concepts, measurement and evidence

    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.
  • The defence industry sector - what future?

    /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./
  • Managing large-scale restructuring: Barclays

    /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 Barclays./
  • Managing large-scale restructuring: Michelin Stoke-on-Trent

    /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./
  • The childcare services sector - future challenges

    /This third and final article in the Sector Future series on childcare services focuses on the broad challenges facing the childcare sector in Europe and on the role of the European Commission in the economic and social field, rather than on specific policy issues facing individual Member States. The reason for this focus is that childcare systems and practices in Member States are at different stages of development, both in relation to timing issues and level of maturity. This implies that no one Member State faces exactly the same challenges as another./
  • Childcare services in the EU - what future?

    /Childcare services are at different stages of development in the EU Member States and continue to be one of the fastest growing care markets in Europe. In some of the 10 new Member States, the childcare market is relatively immature and is therefore expected to grow rapidly in the near future. In the former EU15, where childcare services have matured and developed, policy now focuses more on the quality of services provided and on flexibility for parents. This article, the first of three in the Sector Future series on the childcare services sector in Europe, provides an overview of the key trends and drivers shaping the future of this sector./
  • Company restructuring: The Danish Steel Works

    /Iron and steel production belong to the traditional industries in Denmark, although this industry has not been a dominant player in the European market. Nonetheless, changes in the sector at European level over the last 20 years have negatively impacted on the industry in Denmark and contributed to the poor economic situation of the Danish Steel Works at the beginning of this decade. In June 2002, it became evident that the company would have to cease operations. This case study documents the context and details of the closure of the Steel Works, including actions taken at local and national level, and presents the restructured enterprise, DanSteel, that subsequently emerged./
  • Company restructuring: The Danish Steel Works

    /Iron and steel production belong to the traditional industries in Denmark, although this industry has not been a dominant player in the European market. Nonetheless, changes in the sector at European level over the last 20 years have negatively impacted on the industry in Denmark and contributed to the poor economic situation of the Danish Steel Works at the beginning of this decade. In June 2002, it became evident that the company would have to cease operations. This case study documents the context and details of the closure of the Steel Works, including actions taken at local and national level, and presents the restructured enterprise, DanSteel, that subsequently emerged./
  • Company restructuring: Ericsson Microwave Systems

    /In 2003, Ericsson Microwave Systems faced the situation of a predicted sharp decline in activity in the period ahead. The company’s business model was based on the development and manufacture of sensors, services and information network solutions for the Swedish National Defence, alongside its selling of proven products and services to the export market. The first activity was strongly linked to national defence expenditure, which was expected to decline steeply in 2004-2005. The Ericsson Microwave Systems’ division had the challenge of reducing its employee numbers by 25%, which meant cutting 500 of the 2,000 jobs that existed in 2003. This case study analyses how, in 2003-2004, Ericsson Microwave Systems created and implemented a ‘competence shift process’, which aimed to reduce the total headcount of the division by almost 25%, without using traditional large-scale lay-off methods./

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