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)

HBOS, UK: Make work pay – make work attractive

  • United Kingdom
HBOS is one of the largest financial institutions in the UK. HBOS places considerable emphasis on the ‘Total Reward’ package that it offers its employees, which has been negotiated with the trade unions. Essential to this package is a range of share-ownership schemes that provide an opportunity for all employees to have a stake in the company and benefit from its profitability and stock market performance.
  • Category

    Making work pay

ArcelorMittal Eisenhüttenstadt, Germany: Business creation and entrepreneurship

  • Germany
ArcelorMittal Eisenhüttenstadt GmbH is the largest employer in the economically problematic region of East Brandenburg. The company is well known for its socially responsible practices, not only towards its employees but also in relation to the region in which it is located. Following a decision to reduce its workforce, ArcelorMittal Eisenhüttenstadt initiated a campaign to create new jobs in the region.
  • Category

    Business creation and entrepreneurship

Polyproject Sweden, Sweden: Make work pay – make work attractive

  • Sweden
Polyproject Sweden AB is a small manufacturing company producing components and equipment for the treatment of industrial waste water. The company introduced a profit-sharing system, together with training and improved information, for the benefit of employees. The new system has contributed to improved flexibility and commitment among the employees and improved the overall performance of the company.
  • Category

    Making work pay

BT, UK: Towards a balanced flexibility

  • United Kingdom
BT is one of the UK’s biggest telecommunications and information technology companies. It has been developing flexible working policies for many years. In recent years, it has been promoting its package of measures more widely, both internally to employees and externally as best practice to other employers. Around three-quarters of BT employees currently take advantage of some kind of flexible working, including job-sharing, teleworking, annualised hours and time banking.
  • Category

    Towards a balanced flexibility

Schaeffler, UK: Fostering employability

  • United Kingdom
During the 1990s, Schaeffler UK’s German parent company transferred an increasing amount of its production capacity to Eastern Europe to take advantage of much lower labour costs in its precision engineering business. In response, the main UK plant at Llanelli in South Wales began a major programme of skills improvement across the whole workforce, giving it the capacity to compete on the basis of producing higher value-added products.
  • Category

    Fostering employability

Sanofi-aventis, France: Business creation and entrepreneurship

  • France
For the past 20 years, sanofi-aventis, an international group in the pharmaceutical sector, has adopted a policy aimed at supporting business creation. This policy concerns all employees on a voluntary basis and operates independently of any restructuring process. It is implemented by a dedicated unit, which provides support to workers willing to set up their own business. Since 1987, some 1,000 employees have benefited from individual support.
  • Category

    Business creation and entrepreneurship

EDF, France: Integration into the labour market of people at risk of exclusion – people with disabilities

  • France
  • Category

    integrating people at risk of exclusion into the labour market

Eni Group, Italy: Fostering employability

  • Italy
In July 2002, Eni, Emcef (European Mine, Chemical and Energy Workers’ Federation) and the Italian trade unions signed an agreement aimed at defining an experimental European learning programme in order to develop and improve intercultural communication among the diverse production sites. The learning programme has been offered to 140 employees from central and eastern Europe, who differ with respect to qualifications, age, nationality, professional status, cultural context and workplace.
  • Category

    Fostering employability

E+E Electronics, Austria: Towards a balanced flexibility

  • Austria
E+E Electronics, a developer and producer of electronic sensors and transmitters, employs 180 people at its site in Austria. In an initiative funded by the provincial government, representatives of the employees, the company and the social partners have created a new model of working time, whereby function-related core time has been replaced by person-related core time. It has delegated responsibility for working time organisation to the employees, who appreciate the greater freedom.
  • Category

    Towards a balanced flexibility

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