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 1 of 11)

Palfinger, Austria: Towards a balanced flexibility

  • Austria
Palfinger, a multinational engine construction company, has introduced a system of flexitime in its shift-operated production. Workers have greater autonomy in the arrangement of their working time, work fewer hours and receive financial bonuses; at the same time, overtime has been reduced and the workforce is able to deal with a flexible work load successfully.
  • Category

    Towards a balanced flexibility

SSAB, Sweden: Make work pay – make work attractive

  • Sweden
SSAB is a major steel company in Sweden. For over ten years, a profit-sharing scheme has been in operation in the company, whereby profit above the goals set by the board is shared among employees. All employees receive the same amount. The shared profit can either be taken in cash or be paid into a pension fund.
  • Category

    Making work pay

Grünbeck Wasseraufbereitung, Germany: Make work pay – make work attractive

  • Germany
Grünbeck, a medium-sized company producing water treatment devices, developed a system of employee co-ownership in several stages, starting from a profit-sharing scheme. Financial participation is embedded in the organisational culture and philosophy of social partnership. The majority of the employees are direct shareholders or silent partners of the company. The employees hold 46% of the company.
  • Category

    Making work pay

Spar–Jobfabrik, Austria: Integration into the labour market of people at risk of exclusion – early school-leavers

  • Austria
Spar and Jobfabrik have jointly established ‘Spar Jobtraining’, a vocational certificate programme for young people who do not have the ability to complete an apprenticeship and hence who risk being excluded from the labour market. The programme includes job placement in a supermarket, formal training and monitoring by a mentor, who looks after the successful integration of the programme’s participants in the workplace. All participants are offered a permanent work contract with Spar following completion of the programme.
  • Category

    integrating people at risk of exclusion into the labour market

Coopaname, France: Business creation and entrepreneurship

  • France
Coopaname is a business and employment cooperative, which is affiliated to a network of similar cooperatives in France and Belgium. The company offers services to unemployed people, many of whom are women. Specifically, it provides participants with opportunities to test and realise business projects in any sector, at the same time retaining their employee status. The initiative therefore allows people to engage in business creation endeavours, while still maintaining their social security entitlements.
  • Category

    Business creation and entrepreneurship

Serco, UK: Fostering employability

  • United Kingdom
The international business support services company, Serco, is developing a basic skills programme, Skills for You, which is being gradually rolled out across all its UK-based contracts. The initiative aims to make basic skills training as relevant as possible to a wide range of different workers. The company is trying to be flexible so that the training can fit in with the needs of workers and management across its varied range of contracts.
  • Category

    Fostering employability

Philip Morris Holland, the Netherlands: Fostering employability

  • Netherlands
Philip Morris Holland is a cigarette manufacturer in the Netherlands and is part of Philip Morris International. The company practises a proactive employability policy. Employees are encouraged to be aware of career possibilities inside as well as outside the company. While there is no hard data to attest to the benefits of the policy for the company, success can be measured by high job satisfaction and low staff turnover.
  • Category

    Fostering employability

HSBC, UK: Increasing the labour market participation of underrepresented groups – women

  • United Kingdom
  • Category

    increasing labour market participation of underrepresented groups

Jenoptik, Germany: Business creation and entrepreneurship

  • Germany
Jenoptik is the most successful remaining part of VEB Carl Zeiss Jena, the third largest cooperative of the former East Germany. The privatisation of the optics manufacturing group resulted in major organisational restructuring and decentralisation, including a substantial reduction of jobs. In this difficult context, Jenoptik attempted to establish a sectoral cluster in the central Jena region of Germany. An integral part of this effort was the take-over of DEWB, a venture capital company.
  • Category

    Business creation and entrepreneurship

Saab VCC, Sweden: Business creation and entrepreneurship

  • Sweden
Saab Venture Capital Council (VCC) is a unit within the Saab Corporation which is responsible for exploiting business ideas and innovations that fall outside the Saab core business concept. Saab VCC has its own staff and budget and is a profit centre in itself. The venture capital unit is placed close to the senior management and has a well-established position in the company. Since its launch in 2001, Saab VCC has made 11 exit transactions and generated a capital gain of €15 million.
  • Category

    Business creation and entrepreneurship

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