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 4 of 11)

Atlas Copco, Sweden: Increasing the labour market participation of underrepresented groups – young people

Attractive workplace for all
28 Spalis 2009
  • Sweden
  • Category

    increasing labour market participation of underrepresented groups

Whirlpool, Italy: Business creation and entrepreneurship

Attractive workplace for all
28 Spalis 2009
  • Italy
In 2005, the Whirlpool production plant in the southern Italian city of Naples signed a programme agreement with local and regional authorities. The agreement aimed to create a large household appliance business cluster consisting of a consortium of suppliers and universities which would be coordinated by Whirlpool. The project, named ‘Genesis’, sought to increase the production plant’s competitiveness by investing in product and process innovation and by focusing on quality.
  • Category

    Business creation and entrepreneurship

Siemens Medical Solutions, Germany: Business creation and entrepreneurship

Attractive workplace for all
28 Spalis 2009
  • Germany
Siemens Medical Solutions is one of the key partners in a local network encompassing medical technologies, healthcare and pharmaceuticals. This network has managed to establish the Bavarian city of Erlangen as one of the major centres of this industry worldwide. The presence of Siemens and a university with a strong medical faculty has made Erlangen an attractive place for start-up and spin-off companies in this field.
  • Category

    Business creation and entrepreneurship

BNL, Italy: Fostering employability

Attractive workplace for all
28 Spalis 2009
  • Italy
In 2004, Banca Nazionale del Lavoro (BNL) and the trade unions signed an agreement that focused on continuous training and lifelong learning. The agreement provides for employee-tailored training measures and training supply depending on the professional area. An innovative element of the agreement is the introduction of the ‘training credit’ in order to guarantee the right of training for a longer period and to optimise attendance on the training course. Organisational background
  • Category

    Fostering employability

Basell, Italy: Increasing the labour market participation of underrepresented groups – young people

Attractive workplace for all
28 Spalis 2009
  • Italy
Basell, a company in the chemical sector, introduced a CAT (fixed-term contract) with a view to offering young people on-the-job training and an opportunity to develop their skills, as well as furthering the career development of skilled workers. CAT consists of theoretical lessons, a placement with a company and a fixed-term contract. The pilot project has since turned into a stable means of access to employment. Fifty young workers per year enter the company through this channel.
  • Category

    increasing labour market participation of underrepresented groups

Painters and Plasterers, the Netherlands: Fostering employability

Attractive workplace for all
28 Spalis 2009
  • Netherlands
Painters and plasterers are organised in a sectoral organisation. To make work in the sector more attractive, the branch organisation has initiated projects in four companies on the possibilities of job enlargement. The advantages for companies are more assignments, higher quality, greater flexibility, more efficiency, contented clients and motivated workers. The advantages for workers are a better quality of work, more interesting work and greater employability.
  • Category

    Fostering employability

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

Attractive workplace for all
28 Spalis 2009
  • Netherlands
  • Category

    integrating people at risk of exclusion into the labour market

Handelsbanken, Sweden: Make work pay – make work attractive

Attractive workplace for all
28 Spalis 2009
  • Sweden
Handelsbanken is one of the major banks in Sweden, with offices in the Nordic countries and the UK. Handelsbanken has had a profit-sharing system in place for 30 years. When profits exceed the average profit level in comparable banks, one third of the ‘excess’ profit is transferred to a fund called Octogonen. All employees are entitled to a share of the fund, based on years of employment. At the age of 60, employees can withdraw their share of the fund.
  • Category

    Making work pay

Guastalla hospital, Italy: Fostering employability

Attractive workplace for all
28 Spalis 2009
  • Italy
In February 2000, Guastalla hospital set up an organisational improvement project in association with the trade unions representing the healthcare sector. The project focused on redesigning the work organisation and integration of diverse professional profiles around the same working process, improving cooperation and mutual learning, minimising vertical hierarchy and segmentation, improving the quality of care and service and eliminating lead-times and inefficiency.
  • Category

    Fostering employability

De Gruyter, Germany: Towards a balanced flexibility

Attractive workplace for all
28 Spalis 2009
  • Germany
In 2004, De Gruyter – a German publishing company – introduced a new, voluntary working-time model in its Berlin office: rather than requiring that working hours be recorded, and checked by line managers, the system is based on trust. Employees within sections collectively organise their working hours to ensure continuity of service. Both management and the company works council feel that the new system permits a better work–life balance, while management link it to greater productivity and reduced absenteeism.
  • Category

    Towards a balanced flexibility

Puslapiai

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