'curiosity and ingenuity, exposed them to content experts and real-world examples of classroom lessons, help them become
apprenticeship, in which students decide the terms and conditions of their learning rather than following a prescribed
Employment opportunities are changing. Education needs to facilitate teaching knowledge but there is a general consensus emerging in that we need a
job creation and to the achievement of the digital single market through the increasing offer of
for 3. 3%of EU GDP and 3%of employment in the EU 2 OJ C 297,7. 12.2006, p. 1
-the valuable work done by Europeana, by the Member Statesâ institutions and national aggregators contributing to Europeana in terms of content and coordination
online availability of out-of-commerce works and to take the necessary measures to provide for the required legal certainty in a national and cross-border context
Digitisation and Making Available of Out-of-Commerce Works was signed in Brussels by stakeholders'representatives, following a stakeholders'dialogue sponsored by the
works 9 and reuse of public sector information 10 5. INVITES THE MEMBER STATES TO -take the necessary steps in line with the priorities outlined in the Annex in order to
The suggested table of activities and objectives is an indicative roadmap for work by Member
digitisation and online accessibility of out-of-commerce works 11 These conclusions do not prejudge the negotiations on the next Multiannual Financial
Making a wide selection of works and objects of cultural and historical significance accessible through Europeana, including the masterpieces as selected
-enterprise with less than 10 employees In employment terms, almost 67%of workers are employed by SMES
of which 45%are employed by micro-enterprises, 30%by small companies and the remaining 25%by medium
Table 1 â Number of enterprises, SME employment and gross valued added in EU 27 (2010
with less than 250 employees and either an annual turnover of up to 50 million euros or a balance sheet total of no more
micro enterprises with 1 to 10 employees and a turnover or a balance sheet total less than 2 million euros, small enterprises with 10-49 employees and a
turnover or a balance sheet total between 2 and 10 million euros and medium-sized enterprises, having 50-249
employees and a turnover less than 50 million euros or a balance sheet total less than 43 million euros Micro Small Medium SME Large
%Employment Number 38 905 519 26 605 166 21 950 107 87 460 792 43 257 098
employment 6 Table 2 illustrates the size of six different industry clusters2 in terms of the percentage of the total
%in Lithuania to 37.8%in the UK In terms of employment size, this cluster is followed closely by
â labour intensive industriesâ with employment rates ranging from 20%(UK) to 44.2%(Slovakia The lowest levels of employment are found in the â life scienceâ and â tourism and hospitalityâ
clusters The use of heat map colours in table 2 helps to analyse employment rates vertically.
There is a geographical divide at cluster level as well; when comparing the different clusters it is clear that
in particular Member States some clusters are more significant in terms of employment ï§â Creative and cultural industriesâ employ most people in The netherlands, Latvia
ï§â Labour-intensive industriesâ employ most people in Eastern and Southern Europe ï§Tax and other incentives have made it attractive for pharmaceutical and medical
ï§The Baltic states Latvia and Lithuania take the lion share in terms of employment in the cluster â Transport & distributionâ
Table 2 â Cluster employment(%of total Member State workforce employed in particular cluster Source: Deloitte, based on Clusterobeservatory. eu (2011
self employment and compares European opinions with those outside of Europe, the image of entrepreneurs is relatively low in the EU:
employment SMES highly depend on entrepreneurs Nevertheless, in the EU a truly entrepreneurial climate is often
workers need; it is about changing the very nature of consumption, competition and how markets
putting todayâ s consumers, employees, citizens, patients and other individuals in a controlling position A reference framework, illustrated in figure 1,
and job creation It is estimated by Mckinsey that for every job destroyed by the adoption of digital technologies
create employment Three priorities have been set to help achieve this vision ï§To become a magnet for highly skilled talent
motivation, choices, experiences and obstacles linked to self employment, and compares European opinions with those outside of Europe, people all over the world agree that
whilst being active in the job market, to encourage and enable â intrapreneurshipâ, i e. taking initiative and developing new ways of working, products and
specialists8 accounted for around 3-4%of EU employment, OECD estimated that in 2010 a
further 18.5%of employed persons relied entirely on ICT to perform their task, ranging from 9
thus rapidly becoming a precondition for employees to become and remain employable. In its â Communication on e-Skills for the 21st Century and the Digital Agenda for
and intensified as there are still 21%of European workers who believe that their ICT skills are currently insufficient for them to change job within one year (see
ICT Skills and Employment. New competences and jobs for a greener and smarter economy 10 IDC (2009.
Exploiting the employment potential of ICTS Empirica and IDC Europe (2013. e-Skills for Competitiveness and Innovation:
the accomplishment of a goal that relies on ICT through the direction of human resources and
workers believe that their ICT skills are currently insufficient for them to change job within 1 year
as a desirable career path upon graduation and when entering the job market. Changing mind -set and aspirations towards entrepreneurship are crucial to achieving this
or apprenticeships with SMES or initiatives actively supporting the conversion of ideas into enterprises. The Entrepreneur First initiative for example-a not-for-profit
Unlike the tier 2 route (work permits) which is granted only for a limited period of time, this visa will lead to permanent
%In the EU, the Blue Card work permit â adopted in 2009 â allows high-skilled non-EU citizens to
and as the work permits do not cover all 27 Member States the Blue Card results in considerable diversity in the conditions and rights accorded to Blue Card
and employment by stating in the European Agenda for the Integration of Third Country Nationals that"their creativity and innovation capacity should be
old, have fewer than 25 employees and have less than £20, 000 in gross assets. Additionally, the
investor cannot be an employee of the company nor have more than a 30%interest 16 After finding customers,
The legal and regulatory framework currently leaves too much opportunity for fragmentation and does not always take into account new and alternative financing sources like
Commission Staff Working Document'Strengthening the environment for Web entrepreneurs in the EU'24 proposes an action with regard to venture capital
ï§On the other hand, labour law flexibility allows employees to switch between employees competitors easily United kingdom ï§Since early 2000 U k. â s digital economy is steadily growing
and inclusive, with a strong emphasis on job creation and poverty reduction Looking at education in particular,
communication gives particular attention to combatting youth unemployment, covering four areas which are defined as essential to be addressed
ï§Promoting work based learning including quality traineeships, apprenticeships and dual learning models to help the transition from learning to work
ï§Promoting partnerships between public and private institutions in order to ensure appropriate curricula and skills provision
Furthermore, employment would be boosted, with 1. 2 million jobs expected to be created in infrastructure construction in the short term, rising to 3. 8 million jobs throughout the economy in
4. Human capital and skills â equipping the labour force for industrial transformations notably by better anticipating skills needs and mismatches
and public policy experts in the field of e-business, to share experiences and best practices and
ï§Development and promotion of information sessions on digital innovation, by inviting industry associations and academics with expert knowledge on and experience in
promotion of information sessions on business cases potentially followed by an implementation phase Owner: â'European commission â'Member States â'Private partners
The first option for policy action refers to the development and promotion of European Digital
Receiving input about innovative ideas for the promotion of the digitisation of industrial sectors is important for the increase of actual entrepreneurship related to digital
and the work done by the Cluster Observatory, the online platform for information and analysis of clusters
ï§Promotion of awareness campaigns through -An EU-wide portal with information on entrepreneurial events across Member
experts from various industries can subscribe as a mentor (cfr. Startup Britain's Local Champions
success stories of fostering digital entrepreneurship, available skills and experts in the market 2 Impact:
of teaching materials, funding of pilots, promotion of best practices through various channels and promotion of partnerships with businesses
ï§Introduction of specific topics on entrepreneurship in the curricula of universities and colleges e g. enhance business games
prerequisite for graduates with a good â matchâ to the evolving needs of the labour market
Initiate a pilot program to work with large companies to encourage students and/or graduates to acquire and demonstrate e-leadership skills
provision of funding schemes, pilot projects or apprenticeships/internships Owner: â'European commission â'Member States â'Private partners
willing to hire non-European highly skilled employees and non-European graduates from European universities with advanced degrees in science, technology, engineering or
engineering, and mathematics) wanting to work in Europeâ s digital economy ï§Development of a funding programme or a tax reduction system that will support
ï§Development and promotion of open online courses in various fields (e g. accounting web development, finance
-Promotion via funding programmes/schemes (regional development, FP7 3 Impact: LOW Effort: MEDIUM 4 Impact:
and promotion of tax relief systems to help early-stage companies raising equity finance across Europe
ï§Facilitating EU access to copyright-protected works, particularly online and including those relating to Europe's cultural heritage
The matrix shows that a number of policy actions in pillar 2, related to the promotion of an
which experts from various industries can subscribe as a mentor (cfr. Startup Britain's Local Champions
Initiate a pilot program to work with large companies to encourage students and/or graduates to acquire
individuals (science, technology, engineering and mathematics fields) wanting to work in the digital sector in Europe
use of open data, promotion of existing financial instruments and leveraging the national Points of Single Contact are
promotion of an entrepreneurship culture have estimated the highest impact As the process of digitisation evolves and
employment evolves 69 Contacts Vincent Fosty Deloitte Consulting â Partner vfosty@deloitte. com Dana Eleftheriadou
Exploiting the employment potential of ICTS -European commission (2012. Jobs for Europe: The Employment policy Conference -Sectors with high job creation potential
-European commission (2011. An action plan to improve access to finance for SMES 71 -European commission (2011.
Europe's Small Business Act strengthens small businesses and drives growth -European commission (2011. Minimizing regulatory burden for SMES.
ICT Skills and Employment -OECD (2012. ICT Skills and Employment. New competences and jobs for a greener and
smarter economy -OECD (2010. ICT Skills and employment 72 Annex Industry clusters Table 7-Industry clusters in Europe(%of total Member State workforce employed in particular cluster
Source: Deloitte, based on Clusterobeservatory. eu (2011 Austria Belgium Bulgaria Cyprus Czech republic Denmark Estonia Finland France Germany Greece Hungary Ireland Italy Latvia Lithuania Luxembourg Malta Netherlands Poland
%Labour-intense industries 34.1%29.2%37.0%32.8%43.3%26.3%36.5%36.6%26.5%36.1%41.1%37.2%24.0%35.9%25.6%37.7%36.1
advertising, promotion selling, pricing, retail management etc ï§Customer services: activities that maintain and enhance the productâ s value,
companies (of the total number of companies with 10 or more employees) use or have deployed
research consultants) and driven through the support of a dedicated project steering group Authors Patrick Lawlor, Senior Consultant &
Project Lead, CIRCA Group Europe /Adrian Oâ Donoghue, Policy & Research Officer Northern & Western Regional Assembly
Employment and Competitiveness for SMES 03 An Opportunity Exists in Ireland to Change Mindsets about What it
-pact positively on economic growth and job creation in Irish SMES 10 Danish National Agency for Enterprise and Housing
firms are found to have on average a 9. 1%higher employment growth rate, a 18.7%higher added value rate and a 10.4%higher
Finish Ministry of Employment and the Economy and the Ministry of Education and Culture (2012
and provides guidance for all staff in what they should do 02 Process Companies need management systems and structures with asso
Attitude to mistakes, tolerance of ambiguity employee empowerment and how decisions are made are all important aspects of an innovative culture and mindset of the firm
the firm and it helps to change the mindset and culture of the staff Thus it plays a twin role in innovation capability building
effectively to its staff and to its customers B uilding D esign-D riven C
SMES (more than 10 employees Explore a Range of Sectors e g.,, Software, Medical, Natural resources Engineering Exporting;
-ful with over 30 employees but further growth was limited as the company was seen as a basic assembly shop with a
design resource to carry out the work and they hired a designer Customers are looking for effective solu
over 50 staff and it supports a number of additional jobs by utilising growers in Kerry and Wexford
The company now employs over 40 staff and about 50%of them are graduates of different disciplines with a strong
how it was used to work with custom -ers to get the best product design. This design thinking approach led Quad-X to
electronic and software design work to meet demanding customer performance and usability criteria. Through outsourc
work Cirdan plays an important role in growing employment and high value industrial skills in Ireland
Lessons from Cirdan Imaging â Hidden Designâ Key to Development Cirdan established that there was a strong customer need for their prod
that work together to provide the whole product and this view may prevent firms taking advantage of the potential for
but did not describe their work as design an excellent example of â hidden designâ
Aerogen did not describe their work as design, a good example of â hidden designâ Brendan Hogan, Director of Engineering
Finish Ministry of Employment and the Economy and the Ministry of Education and Culture (2012
centers or design promotion institutes. These offerings range from consulting or advisory services on-site mentoring, matchmaking between designers
The rationale for design promotion and design-led innovation strategies by governments include: 31 31
Strategies for Design Promotion in Different National Contexts Ph d Thesis. The University of Wales: UK.
Design Promotion in Different National Contexts. Ph d Thesis The University of Wales: UK 33 Dumas, A. 1996.
Strategies for Design Promotion in Different National Contexts Ph d Thesis. The University of Wales: UK.
ideas for business and employment growth (Part of Innovation Strategies The comprehensive work of Raulik-Murphy (2010), 32 completed
to understand the lessons from successful and unsuccessful strategies for design promotion and policies, provides us with
an important guide to developing design support programmes The author highlights in particular the work of Dumas 33 in her
review of the UK Design Councilâ s 34 50th anniversary in which her key criticism lies in the lesson that âoepreaching good design
Twelve to fifteen companies, with two employees each, partic -ipate in workshops over three to four days.
a number of designers from which they can select one to work with in implementing the new strategy.
employees each (one of which must be a CEO or senior manager on three half-day workshops over a two-week period.
behaviour change (the employment of designers, investment in R&d and implementation of design processes), performance
and offers participants an opportunity to work with experienced design mentors and professionals on their own design
support, from a suitably experienced design consultant, to support the implementation of the design project.
-rate provider, drawn from an Invest NI design consultant framework Participation in this programme costs Invest NI companies
an opportunity to work with experienced design mentors and professionals on their own small scale and group projects.
business wishes to work. It comprises two days of Design Associate support. This includes one-to-one time with a Design
Ministry of Trade and Employment Investment: â 8m to date (2008-ongoing Run by: The Norwegian Centre for Design and Architecture
Engineers Employers Federation 2009). ) Manufacturing in Wales Building a Balanced Economy on a Secure Manufacturing Base
The Service Design Programme also works with the design sector in Wales to create a â supplyâ of service design expertise,
design expertise is available to deliver the work. Although there are some exceptions to the rule, most companies accessing govern
3 hour work -shops. Applying service design to your business Telephone Advisory Service Quick advice
and staff to develop a range for 12-month and 5-year product concepts Elements of the work have been incorporated in new product marketing
Infacta compled a rebranding programme of its company and has hired a full-time designer Mantis Cranes made over two dozen design modifications to a developing
more than 10 employees and operates in 3 stages Briefing events: potential participants will hear about the tools and
demonstrate that with the right mindset, tools, skills and expert mentoring â businesses can be transformed
on their premises) at a pace and in a way that works for them to Develop an effective business plan to incorporate innovation at the
Encourage the Promotion and Application of Design-Driven Innovation Processes in the Public Procurement System
/Ã ine Fox, Senior Executive, IMDA, IBEC /Aidan Gough, Strategy & Policy Director Intertradeireland /Bob Gray, Director, Red&grey Design &
/Patrick Lawlor, Senior Consultant The CIRCA Group Europe Laura Magahy, CEO MCO Projects Executive Chair Irish Design 2015 & Chair
Employment /Stephen Dunniece, Technical Director & Systems Design Engineer Cirdan Imaging /Tom Edgar, Head of Consultancy at Queenâ s
and Innovation Consultants /Deirdre Mccormack, Chief Marketing Officer Mcor Technologies /Danny Mccoy, CEO, IBEC /Stephen Mcgowan, Director of Strategic
Adviser, Enterprise Ireland /Eugene Forde, Department of Enterprise Trade and Employment /Karen Hennessy, Chief executive Design and Crafts Council of Ireland
/Stephen Hughes, Manger Construction Timber and Consumer, Enterprise Ireland /Chantelle Kiernan, Scientific & Innovation Advisor, IDA
/Laura Magahy, CEO MCO Projects, Executive Chair Irish Design 2015 & Chair of the Design
techniques and health promotion activities Health Information â Advising on the collection and sharing of information across the
One of the areas currently being addressed through this work programme is need the to set standards to enable information to be shared electronically commonly referred to as
4. 1 Work to date 16 4. 2 Key issues for Ireland informing future work 16
4. 3 Guiding principles 17 4. 4 Next steps 18 4. 5 Consultation questions 18
improved support for patient self management Developing National ehealth Interoperability Standards for Ireland: A Consultation Document
therefore the work of the Authority and the esag should be targeted Developing National ehealth Interoperability Standards for Ireland:
inform the work of the Authority and of the esag in the development of national standards
efficient by the deployment of EPRS, there is evidence from some studies that primary work could be made less efficient largely because of the unique characteristics which paper offers
The purpose of this document is to consult on the areas of work which the Authority should
international standards through the promotion of solutions which have proved to be successful elsewhere, as well as providing insights into where problems have been
and perform reviews of work areas to highlight gaps and opportunities where the application of ehealth interoperability
there is a heavy reliance on the work carried out by the SDOS Internationally, SDOS are facing major challenges-it is accepted generally that the
standards-development work, they are being exposed to increased competition from industry de facto standards, and they are facing problems with assessing compliance
The Health Service Executive (HSE) is finalising its ICT Strategy while at the same time progressing a number of key national initiatives notably NIMIS and the
4. 1 Work to date The Authority has published so far two standards, namely the General Practice Messaging
Additionally, the Authority is working with a small expert group on the development of standard code sets for laboratory and radiology investigations
4. 2 Key issues for Ireland informing future work The key issue for Ireland is to determine what set of standards to adapt in order to facilitate
Based on work completed to date, and a review of international experience, the Authority proposes the following set of guiding principles to assist the development of interoperability
advisory group work streams will principally cover the following: messaging standards terminological systems â classifications and clinical terminologies, and clinical concepts
which area of work should be prioritised by the ehealth Standards Advisory Committee Question 2:
4) Health Service Executive. Transformation Programme 2007-2010.2006. Available online from www. hse. ie/eng/services/Publications/corporate/transformation. pdf. Accessed on:
-health-and-social-care-staff. Accessed on: 4 november 2011 35) Health Information and Quality Authority (HIQA.
Unpublished Work. 2011 38) Health Information and Management Systems Society (HIMMS. Interoperability definition and background. 2005.
Transparency, including publishing the work program; and enabling all stakeholders to access and comment on standards developed â including via
Coordination/harmonisation of the work of national standardization bodies, to avoid duplication or conflict ï¿
the work of other standards agencies ï¿Focusing on specification of requirements based on performance rather than
agree and maintain a work plan of projects for the ehealth Standards advisory committee ï¿
undertake aspects of the work plan or specific projects ï¿delegate specific tasks to members of the committee or domain experts coopted
to projects undertaken by the committee, revoking and amending those delegations as required ï¿advise the Authority on the identification of key stakeholders e g. user
communities, professional bodies and domain experts who should be consulted on depending on the particular standard being developed
The digital economy and digital workplace...12 1. Supporting and promoting the digitisation of industry...13
4. Reconfiguring the workplace in the digital world...15 5. Promoting the transition to renewable energy and green IT...
zz Growth and employment: Digital value creation and digital networking stimulate growth and drive efficiency
working environments are all becoming increasingly digi -tally networked. Digitisation also facilitates the provision of medical care, for example, by making x-rays and medi
-tion is also making it easier to reconcile family and work -ing life, and soon we will even be able to choose whether
and of the worlds of learning, work and business is achieved in a systematic, socially acceptable, responsible
growth, prosperity and employment Today, Germanyâ s ICT industry generates almost 85 billion euros of economic value added, and therefore contributes
than 86,000 companies and 900,000 employees, the industry is an important factor for job creation in Germany.
For every 1, 000 jobs created in the ICT sector, 941 additional jobs are created in upstream industries.
-onciling family and working life, and the need for greater mobility and excellence in education However, despite all the positive effects of digitisation, the
and the specific promotion of these developments â while at all times observing the budgetary policy objectives set
The digital economy and digital workplace 13i I. THE DIGITAL ECONOMY AND DIGITAL WORKPLACE Ever greater volumes of data (so-called big data) are being
interconnected to build smart data, resulting in new products and smart services. Meanwhile, business pro
technologies on employment and labour markets, health protection and business organisations. Working together with the social partners, we will develop new, economically
and socially viable approaches for working in the digital space 1. Supporting and promoting the digitisation
zz the promotion of norms and standards to ensure the seamless integration of traditional industry with ICT
14 I I. THE DIGITAL ECONOMY AND DIGITAL WORKPLACE zz supporting smart home applications zz facilitating ICT-based support for (electro-)mobility
15i I. THE DIGITAL ECONOMY AND DIGITAL WORKPLACE We will improve the distribution and availability of mobile
4. Reconfiguring the workplace in the digital world The progressive digital transformation is creating new
It offers employees more flexible and family-friendly ways of working. The phenomenon can not only help to secure skilled workers
but also boost tax revenues and social insurance contribu -tions At the same time, digitisation is giving rise to new challenges
The possible effects of digitisation on employee co determination must also be taken into account. Further -more, a noticeable impact on employment trends is to be
expected The Federal government will address and discuss these issues together with the social partners and the scientific
community to enable it to carry out a thorough and com -prehensive evaluation of the opportunities and challenges
presented by the digital working world and to take action where necessary. We want to achieve high standards of
The skillsets of employees and job seekers will need to evolve to meet the requirements of digitisation, such as
workers are a key requirement for growth, innovation and prosperity. Demographic trends are directly affecting the
supply of labour and thus the performance of Germanyâ s economy and social system. By 2030, Germanyâ s economi
16 I I. THE DIGITAL ECONOMY AND DIGITAL WORKPLACE family and working life on a partnership basis. To this end
we will perform a thorough review of the current situation in conjunction with the scientific community and social
work-life balance and to establish if further research and action is required We want to maintain a high level of occupational health
and safety for employees with new working arrangements such as crowdsourcing or new working hour arrangements
development of demand for labour in the digital working world and the possible consequences of this for the social
Businesses and employees alike face particular challenges in updating their skills to tackle work in the digital world
Employment promotion measures can offer support in this area within the framework of existing legislative options We want the job profiles affected by digitisation â for
example, in the IT sector â to adapt if necessary to the new requirements of a networked and increasingly cross-sec
-toral working environment and thus avoid future skills shortages. With this in mind, we are also promoting the
integration of IT and engineering courses. Adapting to the requirements of new technologies as part of modernising
job profiles is also relevant here Meanwhile, we are committed to creating a more welcom -ing environment in Germany to attract IT professionals from
of Foreign Professional qualifications Act (Anerkennungsâ gesetz), which promotes the recognition of foreign profes -sional qualifications, remains a priority in this area
our living and working environments zz Under the Green IT initiative, we are focusing renewed efforts on reducing the federal administrationâ s ICT
-work for ICT standardisation within the federal admin -istrative authorities zz In the case of procurement by the federal administrative
-tary and youth work, for men and women, people with disabilities and for all generations
balance between work, family lives and leisure. Technical advances will allow even greater flexibility in this area.
daily lives, the focus of civic work and engagement is increasingly shifting online. At the same time, there is a
zz We are fostering existing voluntary work by promoting digital options that can be used to improve the organi
-sation of voluntary work, for example, in recruiting new members or deploying volunteers in the event of
the requirements of the digital working environment and the knowledge society. It must also enhance media literacy
zz Research on the future of work in a digital world helps to facilitate a beneficial coevolution of technology and
social factors such as skills development,(work) process innovations and prevention strategies in health so that the focus will continue to be on the person
and work. Rules and conditions for the global network can -not be created solely at national level,
with interested experts. We are coordinating and partici -pating in decision-making processes in the ITUÂ s radio sec
experts process at UN level Moreover zz We are actively supporting the discussion processes in the UN Human rights Council and the UN General
4. Reconfiguring the workplace in the 5. Promoting the transition to renewab III. Innovative public administration
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