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)

Inalfa Roof Systems, the Netherlands: Towards a balanced flexibility

  • Netherlands
Inalfa Roof Systems designs, produces and sells roof systems for the automotive industry. Roof systems are optional items for cars and are subject to substantial fluctuations in demand: therefore, the company needs flexibility in its production process and in the labour force. Inalfa has succeeded in creating a ‘smart’ organisation with a highly flexible production process and workforce. Both organisation and employees benefit from the flexible structure and accompanying terms of employment.
  • Category

    Towards a balanced flexibility

voestalpine Stahl, Austria: Increasing the participation of underrepresented groups in the labour market – young people

  • Austria
voestalpine, a company in the steel sector, invests in high-quality apprenticeship training for internal and external demands. The apprenticeship training programme includes a special initiative aimed at increasing the number of women in male-dominated metalworking occupations, as well as providing apprenticeship training for long-term unemployed young people, particularly slow learners.
  • Category

    increasing labour market participation of underrepresented groups

Alcatel, France: Make work pay – make work attractive

  • France
Alcatel, an international communications provider, has implemented a wide range of measures related to profit-sharing in France. All the measures reflect the company’s desire to offer attractive salaries and benefits to its employees in order to remain competitive. Alcatel’s policy for granting stock options is extensive and thus very significant.
  • Category

    Making work pay

Flexwork, Austria: Integration into the labour market of people at risk of exclusion

  • Austria
  • Category

    integrating people at risk of exclusion into the labour market

BMW-Leipzig, Germany: Increasing the labour market participation of underrepresented groups – women

  • Germany
BMW's decision to build a state-of-the-art factory in Leipzig involved a progressive and innovative employment policy to retrain and employ long-term unemployed women and elderly workers. Known as ‘Poleposition’, 647 unemployed people have successfully completed the course and achieved gainful employment at BMW-Leipzig.
  • Category

    increasing labour market participation of underrepresented groups

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

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