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 2 of 11)

Ferrari Auto, Italy: Towards a balanced flexibility

Attractive workplace for all
28 Oktoober 2009
  • Italy
In February 2005, the sectoral trade union organisations, together with the Italian automotive manufacturer Ferrari Auto, signed a company agreement. Among other initiatives, the agreement introduces greater flexibility in working time, makes part-time work more accessible and attractive, and increases performance-related pay.
  • Category

    Towards a balanced flexibility

Société Générale, France: Increasing the labour market participation of underrepresented groups – women

Attractive workplace for all
28 Oktoober 2009
  • France
Société Générale, a worldwide bank, recently concluded a collective agreement on equality between men and women. This agreement sets out important measures dealing with the whole topic, especially quantitative measures. Regular follow-up is planned, implemented by both management and the trade unions
  • Category

    increasing labour market participation of underrepresented groups

Eurogate, Germany: Integration into the labour market of people at risk of exclusion – long-term unemployed

Attractive workplace for all
28 Oktoober 2009
  • Germany
Eurogate introduced a policy to integrate long-term unemployed people into the workforce. After intensive selection procedures, successful applicants are trained as gantry crane or van carrier operators. Participants then receive a fixed-term employment contract for two years followed by a permanent contract. In the last six years, the company created 1,350 new jobs, allocating 600 of these to long-term unemployed people. Since 2001, Eurogate only recruits long-term unemployed people for blue-collar jobs.
  • Sectors

  • Category

    integrating people at risk of exclusion into the labour market

Corus, the Netherlands: Increasing the labour market participation of underrepresented groups – young people

Attractive workplace for all
28 Oktoober 2009
  • Netherlands
Corus is one of the last industrial companies with its own training school. The school focuses on the recruitment of young workers in order to compensate for the outflow of older personnel and to contribute to a decrease in unemployment among young people. Young people who finish the training satisfactorily receive a nationally-recognised diploma and can start to work in the company.
  • Category

    increasing labour market participation of underrepresented groups

Schneider Electric, France: Increasing the labour market participation of underrepresented groups – young people

Attractive workplace for all
28 Oktoober 2009
  • France
Schneider Electric, an international group, has promoted apprenticeship in France for several years. The company has recruited and trained more than 6,500 apprentices since 1993. The aims of the policy are to train apprentices for employment and to provide support and follow-up. The apprenticeship policy is one element of a wider approach, aimed at fostering the social inclusion of young people. This policy is fully recognised at national level by the French government.
  • Category

    increasing labour market participation of underrepresented groups

De Zeeuwse Stromen, the Netherlands: Make work pay – make work attractive

Attractive workplace for all
28 Oktoober 2009
  • Netherlands
De Zeeuwse Stromen, a hotel and conference centre, has initiated an employee bonus system. Employees work in autonomous teams and the owners function as coaches. This approach is based on profit sharing and has proved successful for both employees and the hotel.
  • Category

    Making work pay

Folksam, Sweden: Increasing the labour market participation of underrepresented groups – women

Attractive workplace for all
28 Oktoober 2009
  • Sweden
  • Category

    increasing labour market participation of underrepresented groups

Siemens Vdo Automotive, Italy: Towards a balanced flexibility

Attractive workplace for all
28 Oktoober 2009
  • Italy
On 27 January 2005, Siemens Vdo Automotive (part of the German electronics multinational) and its workplace trade unions signed an agreement concerning continuous-cycle production across three-eight hour shifts. The agreement was accompanied by a reduction in the total weekly working time, the recruitment of 16 employees on open-ended contracts, and a gross monthly pay rise.
  • Category

    Towards a balanced flexibility

Stasto Stocker, Austria: Make work pay – make work attractive

Attractive workplace for all
28 Oktoober 2009
  • Austria
Stasto Stocker KG, an Austrian family-owned wholesale and service company in the automation process sector (pneumatic, hydraulic, industrial fittings) has put in place a profit-sharing scheme called ‘Mit-Unternehme.’ The aim of the scheme is to combine sustainable economic performance with long-term commitment of employees to the company on the basis of transparency, high-trust relationship and participation.
  • Category

    Making work pay

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