and the Gateways Investment Priorities,(Fitzpatricks Associates, Consultants, Doehlg and Forfã¡s 2004), and complements the NCC report:
Much of this has been addressed by a recent Expert Group on Future Skills Needs (EGFSN report which acknowledged that regional skills differences do exist
ï§There has been a reduction in the number of †unskilled†within the labour force over the
ï§Productivity levels (using GVA31 per worker as an indicator) are considerably lower than the State average
ï§The food sector (including fishing) remains a significant employer, although many companies are engaged in lower value processing,
%GVA per worker (productivity) â 59,774 â 76,799 â 103,104 GVA per person â 26,566 â 36,606 â 51,596
ï§Medical Devices is the most significant employer within the exporting sectors and continues to demonstrate strong employment growth.
%GVA per worker (productivity) â 58,922 â 76,799 â 103,104 GVA per person â 27,469 â 36,606 â 51,596
%GVA per worker (productivity) â 53,216 â 76,799 â 103,104 GVA per person â 24,496 â 36,606 â 51,596
employees emerging from the declining construction sector in particular is required (FAS Skillnets ï§Efforts should be made to encourage professionals who have been made unemployed
%GVA per worker (productivity) â 91,366 â 76,799 â 103,104 GVA per person â 42,961 â 36,606 â 51,596
%GVA per worker (productivity) â 66,098 â 76,799 â 103,104 GVA per person â 31,859 â 36,606 â 51,596
%GVA per worker (productivity) â 57,864 â 76,799 â 103,104 GVA per person â 26,735 â 36,606 â 51,596
%GVA per worker (productivity) â 103,104 â 57,871 â 76,799 GVA per person â 51,596 â 28,387 â 36,606
implementation of their Skills Strategy through six regionally based employer-led Workforce Development Fora (WDF.
Productivity Levels as measured by GVA per worker (State=100 %Source: CSO National Accounts, Database Direct
development needs of those employees emerging from these sectors and from the construction sector as they experience contraction in the current difficult economic
needs of those employees emerging from sectors that demonstrated strong growth over the period to 2008,
stimulate employment opportunities in particular The areas outlined below were highlighted during the regionally based workshop9 and one-to
significant employers and exporters. The map overleaf highlights some of the enterprise and research strengths of the agribusiness sector (particularly food in this instance) in the South
Employment levels in agency supported firms (typically internationally trading) almost quadrupled over the 1998 †2008
availability of skilled people as against a tighter labour market in Dublin, and a lower relative
The Expert Group on Future Skills Needs, in its commentary on IFS noted that despite the
18 Expert Group on Future Skills Needs (December 2007) The Future Skills and Research Needs of the
the Southeast (and is itself a significant employer. The Group promotes a trans-disciplinary approach, combining mainly engineering, computing and business,
partnerships and through labour market dynamics The Southeast is placed well to leverage its particular strengths in manufacturing to support
In addition, current labour market trends have seen increasing levels of highly skilled people becoming unemployed. Although the scale of the
researchers, sectoral experts and entrepreneurs for on the spot brain -storming and knowledge sharing on successful commercialisation strategies
labour force to take greater advantage of an economic up-turn when it arrives The principal actors in such interventions will
Skills related labour market interventions at both national and regional level will need to realise the following aims
labour force Of paramount importance will be the role of third level educational providers in the region
workers whose skill sets are less in demand. Again, the Iots in the region will have a key role
employers by identifying regional skills needs and the means to address them. Such a forum
considering innovative delivery/access)- focusing on people in the labour force with basic/sector-specific qualifications who are seeking to broaden their potential
economic mission seeks to encourage new investment and employment opportunities in Gaeltacht areas The Gaeltacht covers parts of counties Donegal, Mayo, Galway and Kerry †along the western
jobseekers and the unemployed, workforce development, labour market policy, social inclusion, equality and diversity, and customer service.
FÃ S has six employment services offices in the Southeast Region and two Regional Training Centres (located in Waterford and
outreach centres and also via an executive and management development programmes for the tourism industry
Skillnets provides industry specific training programmes to employees of networks of firms based on their defined needs.
immediate Industrial Age where information workers were prized In 2014 education is at the dawn of a third paradigm of education.
SMES (6†499 employees) with the key respondent (owner, chief executive officer CEO, director) in a knowledge
employee category with a small minority of firms larger than 100 employees n=18. We tested for potentially con
-founding effects associated with cross -industrial surveys and found no statistically significant differences on the
number of IT employees; and (4 number of personal computers and ter -minals per employee Firm Performance.
The firms partici -pating in this study were SMES that were traded not publicly. Like many of
and to hire employees that are capable of utilizing IT to implement competitive business-level strategies
Academy of Management Executive 8 (4), 47†57 Freel, M. S. 2003. â€oesectoral Patterns of
that balance employee protection with the interests of employers. Moreover, public institutions in Switzerland are among the most effective and transparent in the
world (5th. Governance structures ensure a level playing field, enhancing business confidence; these include an independent judiciary, a strong rule of law, and a
and therefore hiring, more workers than in the other Nordics and than most European countries more generally
and the rather conflict-ridden labor-employer relations in the country. The tax regime in the country is also
tensions in labor-employer relations (144th. Efforts must also be made to increase the university enrollment rate in order to better develop its innovation potential
The matrix was populated based on expert judgement from both inside and outside Supergreen. The results are publicly
European Railway Traffic Management Systems (ERTMS), expert charging systems, single-window systems and other ICTS examined.
•Expert charging systems •Centralised transportation management systems •Decentralised transportation management systems •Broadcasting, monitoring and communication systems
scenarios were compiled by individual experts or subgroups of experts, during the Genoa workshop. The material was collected and processed, resulting in a corri
4. 3 Implementation of Expert Charging ICT in the Brenner Corridor We have selected to present one example among the scenarios of Table 4, on the
2 Brenner Road Expert charging 3 Brenner Rail ERTMS 4 Two seas Road Broadcasting 5 Silk way Maritime Emissions calc
4. 3. 1 General Description of Expert Charging ICT EC countries are implementing various ICT regarding nationwide road pricing
4. 3. 2 Expert Charging ICT Status on Corridor There are four countries involved in the corridor:
In Germany, an expert charging system for trucks is implemented already the so-called LKW-Maut. In January 2004, Austria introduced an electronic toll
4. 3. 3 Benchmarking of Expert Charging ICT As a result of the truck tolling program implementation in Brenner Corridor
4. 3 Implementation of Expert Charging ICT in the Brenner Corridor 4. 3. 1 General Description of Expert Charging ICT
4. 3. 2 Expert Charging ICT Status on Corridor 4. 3. 3 Benchmarking of Expert Charging ICT
5†Conclusions 5. 1 Green Technologies and Corridors 5. 2 Smart ICTS and Corridors Acknowledgments
References
Smart Grids Initiatives in Europe Country Snapshots and Country Fact Sheets Michael HÃ bner, Natalie Prã ggler
the  â€oesmart Grids D-A-CH †cooperation but also to interested experts in other
key experts, ԠSmart Grids Country Snapshotsâ'â€, giving an update and overview about the national R&d activities on three slides per country as an input to the
for national experts EEGI/ERA-Net Smart Grids Workshop March 14th, 2011 Brussels  â€oeeuropean W alk to
 †Orders to experts to produce studies on specific topics 40 ï¿ï of research
more than 150 experts from industry, energy-branch and research institutions have worked together for months to discuss about effective and necessary measures for
group of experts identified 5 broad challenges that provide a framework for visions bottlenecks and needs for research demonstrators in the field of Smart Grids
One expert group has been installed to each programme, and one of these is related to Smart Grids.
Senior Expert (Advisor) Digital Social Innovation 4 Growing a Digital Social Innovation Ecosystem for Europe
accountability and transparency by supporting journalists and other experts to access information and report key stories
-titioners, researchers, experts, and poliy makers from different European coun -tries, as it was very important for the DSI
employees etc What they were trying to achieve with their service, including any evidence they have
-ment policy experts Engaging citizens and nonprofits to find new ideas These labs focus on opening up government to voices and ideas from outside the sys
key stakeholders, such as domain experts and possible purchasers of the service to establish what social challenges need to be addressed and how
statistical sources for measuring input (such as firm level micro data, R&d statistics, labour force survey), which could evolve
Gohar Sargsyan Adviser and founding member, OISPG; Consultant Logica Daniel Kaplan Founder and CEO, The next-Generation Internet Foundation
Simona Levi Founder, Forum for the Access to Culture and Knowledge Markkula Markku Committee of the Regions, Rapporteur Europe 2020
We would also like to thank the experts from around Europe who attended our DSI policy workshop in Brussels on
numerous experts in the Europe and internationally, some of them are researchers or commentators, others are
Smart specialisation has also been advocated strongly by the Synergies Expert Group established by the Commission's Directorate-General for Research and Innovation.
Brief of the Knowledge for Growth Expert Group advising the then Commissioner for Research, Janez Potoï¿
rely on a trained local labour force and a history of cooperative relations with other regional actors.
and workers should all be taken on board of the design process of RIS3. In other words this means that the governance model includes both the market
assessment (a review by peer regions and experts) and post-review follow-up Stage 1: During the preparation stage, a region has to prepare a structured presentation of
consultation with the S3 Platform team and experts Stage 2: The actual review phase generally takes the form of an interactive workshop.
academic experts working in the field of smart specialisation. Following the peer review phase, the S3 Platform team prepares a summary report,
as well as any conclusions and expert recommendations Stage 3: During the post-review follow-up stage, the S3 Platform team will then contact the
introduction of external experts in this analytical phase The benefits of bringing in an external view to address sensitive issues such as redundancies and
when the external consultants and experts were involved truly in the exercise, when foreign experts teamed up with national or regional ones,
or when they acted as coaches for the regional decision-makers (to ensure a strong legacy from their input, rather than a one-off contribution
This involves expert work on value chain analysis (undertaken in an international environment and enlightening the spatial division
of labour), context conditions for the operation of the cluster, labour market situation, etc It also involves an analysis of the linkages between the cluster and other clusters or
experts who study the cases in close cooperation with cluster actors: this helps to take into
Mixing regional experts with international experts helps to give more weight to the international competitiveness issue.
and involve interactions between experts (Table 1; see more details on the FOREN website). ) For RIS3, foresight studies would ideally combine regional expertise with
experts who can contribute to the benchmarking and peer review processes Defining the scope of the RIS3 is crucial,
-making, with a wide participation of actors and experts from within and outside the region.
and international experts who can offer benchmarking and peer review services for example. Figure 1 exemplifies a number of organisations belonging to each of the previous
outmigration, providing new employment opportunities for specific categories of the population combating social divide, etc. These justifications go much beyond the alleged classical benefits
Cohesion Policy adopted by the international panel of experts advising the EU Commissioner for Regional Policy
representatives as well as foreign experts at relevant points. It is important at this stage to take a
while evaluation should be carried out by independent experts, guided closely by those responsible for the policy.
worker, etc 1) Indicators should be selected to reflect the programme's objectives and intervention logic
as well as experts to work directly on regional development priorities. Universities are a critical'asset'of the region, mainly in the less
•Policy Recommendations of the High-level Expert Group on KETS 2011). 98 •Commission Communication on KETS (2009). 99
The importance of saving jobs in the EU's creative industries,'TERA Consultants, March 2010
A group of experts from Member States currently working on the'strategic use of EU support programmes, including structural funds,
with employees, end-users or citizens, NGOS and local communities can be powerful tools for innovation, making better use of their innovation potential, for
labour market policies. For the next programming period, social innovation is treated in a horizontal way in the ESF regulation.
management skills of individuals in the senior management team and developing in-house coaching capacity; developing a marketing strategy or raising external finance
If any of the persons identified is an independent expert participating in the evaluation of the proposals for
legal consultants; 2. the professional consultants were prepared better to deal with SME specific challenges 3. cross-border information about IPR issues would be easily available on
the internet and 4. National Intellectual Property Offices (NIPOS) would provide better IPR services to SMES
support SMES to contract universities, R&d service providers or private consultants to either conduct small innovation projects or to explore the feasibility of larger ones.
to business consultants, and to develop the market for innovation management consulting by enhancing quality and quantity of supply the IMPÂ rove platform had initially been developed
scientists and qualified workers in third countries To capture the growth opportunities notably in developing countries and emerging economies
This action will support the use of appointed independent experts for the evaluation of project
The experts concerned will be qualified highly, with specialist expertise in the field of financial instruments such as bankers, venture capital (VC) and other risk-capital fund
attract experts of sufficiently high calibre, a special allowance of â 450/day will be paid to
Experts (expert evaluators, experts groups monitors 0. 92 of which 0. 10 from 02.040203 and 0. 82
estimated by experts to be around â 800 billion in 2010 To date, one sixth of EU health research has been invested
NEUJOBS is analysing future possible developments of the European labour market (s) under the main assumption
and territorial-that will have a major impact on employment, in particular for some groups in the labour force or
•Workers lay an oil pipeline, Kazakhstan  Oleg Nikishin/Epsilon/Panos Pictures •Iridimi refugee camp in Eastern Chad for Sudanese people fleeing the violence in
Creating Inclusive Business models Involving the poor as employees, entrepreneurs, suppliers, distributors retailers, customers, and sources of innovation in financially viable ways
and skills of employees, business partners, and members of the community Building Institutional Capacity Strengthening the industry associations, market intermediaries, universities
economy, as the salaried employees of others or as formal small business owner-operators. This will, inevitably
Economists and development experts have attributed much of this difference to excessive or otherwise unsupportive business environment regulation in developing countries,
direct deposit by employers. 34 In Nigeria, Celtel has launched a new bundle of services explicitly targeting the SME market.
combining executive, R&d, production, distribution, marketing, and sales functions can be critical. External collaboration can be equally critical.
development strategies aiming to develop employees, business partners, and customers, both present and future The ICT sector has suffered always chronic shortages of technical
pipeline of potential employees and business partners BOX 4 HUMAN CAPITAL DEVELOPMENT EFFORTS IN THE ICT SECTOR
combinations of funding, curricula, hardware and software donations, employee volunteer time, and other resources according to local needs and goals.
through SMART Padala, a service offered jointly by SMART and TRAVELEX to Overseas Filipino Workers
resources, experts, and facilities for collaboration and skills development. †72 They help â€oecustomers and partners
MIC staff usually include Microsoft employees responsible for management and program development, along with student interns or other employees †which Microsoft can co-fund †responsible for administrative support
However, Microsoft†s local subsidiaries make staffing decisions according to their own opportunities and needs and so configurations vary
Consultants might be on hand to help developers with proof-of-concept or to test for scalability †to see
they receive mentoring from Microsoft employees at headquarters and some of the larger subsidiaries 70%of the MICS are in emerging market countries.
for help transitioning workers into new positions, for example displaced auto workers in Detroit or furniture
workers in North carolina Other MIC offerings include basic business training; â€oesoft skills†training in presenting, teamwork, and other
Employees later learned the donation was going unused, because administrators lacked the resources to set up
schools†computer networks, they were also able to leverage those skills in the job market after graduation
Founded in 1972 by a number of ex-IBM employees, SAP AG has become the world†s largest business software
and consultants around the world to spur â€oeinnovation via ecosystem. †Now â€oeeiti is part of the ecosystem from
network of high-level advisers and a network of champions, including experts, practitioners, and activists. It is
As an international development consultant, Mr. Kramer has worked with global companies, NGOS, and think tanks
â€oesme†is defined as a firm with less than 250 employees and no participation of a larger company accounting for more than 25
-ing to serious labour market problems in the early 1990s Overall, the recovery after the crisis has been successful
of the employees SMES are engaged less often in research than large firms. In Upper Austria, research is performed by only
well as manpower) to innovation activities than the aver -age However, it is not only the lack of relations with inno
small number of employees in SMES who are able to act as nodes establishing and maintaining links to innovation
experienced employees as well as a lack of time in the case of the few adequately qualified persons due to rou
smallest SMES (with less than 10 employees) and those dedicating an above-the-average-share of their financial
Third, manpower bottlenecks seem to be most serious in the case of firms engaged in
employees, some are even only one-person firms. Most of the firms are spin-offs of former research projects
This number comprises both the employees of the firms and the personnel of the research institutes
less than 10 employees), and belong predominantly to software, data processing, and consulting services. There are hardly any manufacturing companies and only a few
employees account for nearly 75%of the supported firms, but it has to be considered that this is clearly less
external experts are involved not. The decision to support a project and the extent of support
Manpower effects: funds for personnel 44.9 11.5 Manpower problems: lack of qualified personnel, lack of
time Strategic effects: market information, support for 9. 0 9. 0 Strategic problems: marketing and commercialization, no
manpower. Surprisingly, bottlenecks regarding human resources †lack of qualified personnel, technical know -how, and time †were indicated rarely by the firms.
List of experts interviews...76 Appendix II: Internet links for further information on †good practice†regions...
through selected interviews with experts within identified good practice regions The report is structured as follows: Chapter 2 presents an overall conceptual frame
•Location becomes increasingly important as the local highly skilled labour market expands, thus contributing to regional capabilities and knowledge.
by labour mobility within the region, allowing for knowledge spillover between firms an element which has been recognised by proponents of collective learning as an
the need for a skilled labour force on both high and intermediary levels, as both levels of qualification are needed for companies
These include, for example, a well-educated labour force and professional labour markets (Simmie et al. 2003), attractive and †fashionable†places to live with high social
which help in attracting knowledge workers and leading-edge high technology industries (e g.,, Florida 2004, 2005a), places which
economies, fungeability, labour market dynamics, quality of life and environmental amenity, and the role of regional and local governance
labour mobility, the creation of spin-offs and dense networks, for example between firms, customers and suppliers (e g.,
•Labour mobility can enhance technology development through diffusion of informa -tion and skills, as employees transfer both their tacit and firm-specific knowledge to
new jobs. A similar mechanism happens with spin-offs which could foster know -ledge transfer through bringing knowledge and experiences from previous working
Similarly focused on labour mobility, migration patterns and their effects on em -beddedness and regional development, recent studies by Richard Florida (2004
process by enhancing learning abilities of workers, firms and †systemsâ€. This philosophy also is the basis for the more recent concept of territorial innovation systems, which
share a need for a uniquely skilled labour force, regardless of their business struc -ture Each cluster might take a variety of generic structural forms, based on either power
from literature and expert interviews (for a list of interviewed experts see appendix I 4. 1. Criteria for identifying Good Practice Regions
15,500 employees and 300 automotive industry suppliers. Furthermore, Bremen is one of the leading centres of the German aerospace and aeronautics industry.
40%of all German employees in this sector (e g.,, Airbus 380, Spacelab, Columbus Space laboratory. Bremen is also Germany†s †Brand Capital†in food and semi
100) Index of employee development in the 14 lead and growth sectors 2000-2004 40,4
%33,7%)Share of the 14 lead and growth sectors in all employees In brackets: Reference value Germany
93. 500number of employees in the 14 lead and growth sectors 1, 20 1, 0
100) Index of employee development in the 14 lead and growth sectors 2000-2004 40,4
%33,7%)Share of the 14 lead and growth sectors in all employees In brackets: Reference value Germany
93. 500number of employees in the 14 lead and growth sectors 1, 20 1, 0
high qualified working population (†cadresâ€) made a shift from a traditional conservative dominated society to a modern, dynamic and visionary one possible.
today it has 13,000 students and 1, 700 employees (Pedersen and Dalum 2004. It has a priority area in ICT sector,
for high qualified employees but also as research establishments with linkages to local industries (e g.,, by collaborative projects), attractors for external monies and birth
-ments and workers compared to the 1980s. In terms of turnover and industrial em -ployment Prato†s local system ranks second in Tuscany after the Florentine area and it
employees work in detail, therefore personal trust plays a major role in intra -organisational relationships as well. According to this, in Prato†s enterprises an atmos
enterprises employ more than 20 employees, and more than 200 enterprises do not have any employees at all.
Because of the high specialisation and concentration there is also high competition within the cluster (Nadvi and Halder 2005;
Tuttlingen†s employees work in lead and growth sectors compared to only 33.7%in overall Germany (Prognos 2006;
100) Index of employee development in the 14 lead and growth sectors 2000-2004 55.6
%33.7%)Share of the 14 lead and growth sectors in all employees In brackets: Reference value Germany
27, 200number of employees in the 14 lead and growth sectors 1. 65 1. 0
100) Index of employee development in the 14 lead and growth sectors 2000-2004 55.6
%33.7%)Share of the 14 lead and growth sectors in all employees In brackets: Reference value Germany
27, 200number of employees in the 14 lead and growth sectors 1. 65 1. 0
List of experts interviews Expert Interview by Place & Date Themes Prof. Dr. Harald Bathelt Susanne Kolb, personal interview
and Mr Dolf Tuinhout, independent consultant, who are members of the Advisory board in 2007/2008, for their valued feed back, suggestions and
Employees with internet access at their workplace...86 3. 9 Summary and conclusions of ICT and e-business deployment...
employee skills and IT know-how Statistical regressions also found evidence that ICT adoption is linked with innovation, out
TLS firms with highly skilled employees in adopting and using ICT. The picture that emerges from the survey is that ICT skills
The analysis is based on literature, interviews with industry representatives and experts company case studies and a telephone survey among decision-makers in European
an Expert Group on Defining and Measuring Electronic commerce, in order to compile definitions of electronic commerce which are policy-relevant and statistically feasible.
variables (like the percentage of employees with internet access at their workplace and analyse their main characteristics in terms of e-business adoption and results
Mr Dolf Tuinhout, Independent consultant Three meetings of the Advisory board were held, in addition to informal exchanges with
employees with internet access in firms â€<144 kbit/s â€<144 kbit/s †2
-sector) representing 75%of employees operate a LAN However, the deployment of the Wireless LAN technology only reach 22%of the sector
%Remote access means that employees can access data from the company's computer system remotely, e g. when working from home or travelling.
percentage of employees that uses ICT in its daily work routines has increased. The competitiveness of European industry is dependent on both the effective use of ICT for
and new employees. The raising of ICT skills within the EU will form part of the means by
the source of growth in the competitiveness of the economy, labour force and in the quality of life.
innovation and the share of employees with an university degree. The result leads to the
conclusion that changes in share of employees with a higher university degree positively affect the likelihood of conducting ICT-enabled innovations
Exhibit 3. 2-2 Average percentage of employees with a college/university degree (by firm size
ICT training for employees Obtaining e-skills is not a one-off event †the speed of technological change requires that
Employers are now less likely to see training just as a cost but also as an investment
They also recognize that it is not enough to just have IT workers who are trained in one
rather workers must be engaged constantly in learning and upgrading their skills profiles. About one third of the TLS companies (representing 45%of the sector
While 33%of micro enterprises with up to 9 employees confirmed this asseveration, it is true for 61%of large-sized firms (see Exhibit 3. 2-1
value of high-educated employees compared to other sectors included in the 2007 E-business Watch Sectoral
%Exhibit 3. 2-3 Employees with university degree (by sectors 18 11 11 14 26
labour market segments and national or regional contexts Concerning countries, Spain shows the lowest average of firms having outsourced any
Team Experts: http://www. cen. eu/cenorm/tc278. pdf E-business in the transport & logistics industry
experts. The cost is very low, but it has to take into account the learning curve and the
In the TLS industry, only 4%of firms (representing 8%of employees) reported the use of
companies organising information that is relevant for employees in a way that they can easily retrieve and use it.
employees. Geodis posted nearly â 3. 8 billion in net sales in 2006. The second case study
manufacturers, consultants and various trade associations The negative aspects of urban freight growth are most visible in all European urban
This includes policies and processes, front-of-house customer service, employee training marketing, systems and information management
Employees with internet access at their workplace In this section we perform an advanced cluster analysis on the survey results using the
percentage of employees that have internet access at their workplace as the main clustering analysis. With this type of analysis we use the clustering data analysis
three different clusters of similar companies based on the percentage of employees that have internet access at their workplace.
between the different internet access and usage by employees at the work place clusters and different variables
of employees that have internet access at their workplaceâ€. We also include the means for each cluster for the variables of percentage of firms having a LAN, A w-LAN and their
and number of cases for the percentage of employees that have internet access at their workplace
employees that have internet access at their workplace Percentage of firms having a LAN Percentage
The table shows the results for the three clusters of Percentage of employees that have
employees that have internet access at their workplace is 9, %the medium cluster has a mean of 44%of employees that have internet access at their workplace and the high
cluster 98%of employees that have internet access at their workplace Exhibit 3. 8-2 shows a clear correlation between the percentage of employees that have
internet access at their workplace clusters and the means of variables like percentage of firms having a LAN, A w-LAN and their on website.
Showing that the level of internet access among the employees (and the implied computer usage) is related to the LAN, W
-LAN and own company website adoption In Exhibit 3. 8-3 we analyse the relationships between clusters
and number of employees of the companies by groups(%of firms weighting. The chart reveals that mid sized
those with 1 to 9 employees E-business in the transport & logistics industry 87 Exhibit 3. 8-2:
Clusters of percentage of employees that have internet access at their workplace vs. LAN and W-LAN and company website usage variables (means of
%of employees with internet access at their workplace %of firms with a LAN %of firms with A w-LAN
Clusters of percentage of employees that have internet access at their workplace vs. company size groups (percentage of companies
1-9 employees 10-49 employees 50-249 employees 250+employees 'Total 1. Low 2. Medium 3. High
Exhibit 3. 8-4 shows that the TLS sector with a bigger relative percentage of companies in
the low cluster is the Goods transport sector, with 42%of the companies in the low
cluster. On the contrary, the Logistics services sector has a relatively bigger percentage of firms in the high internet usage by employees cluster.
The passenger transport sector is in an intermediate position regarding the cluster distribution. So with this cluster
Clusters of percentage of employees that have internet access at their workplace vs. Transport and Logistics sectors (percentage of companies
can conclude that being in the medium cluster in terms of percentage of employees that have internet access at their workplace is positive to improve the competitive position of
Exhibit 3. 8-6 shows that being in the medium cluster of percentage of employees that
Clusters of percentage of employees that have internet access at their workplace vs. Increase or decrease in market share of companies in the last 12 months
Clusters of percentage of employees that have internet access at their workplace vs. Increase or decrease in turnover of companies in the last 12 months
size of the company in employees. In particular Internet browsers (including Mozilla and Firefox) based on OSS appear to be used widely by companies from the
workforce educational level (80%of the employees don†t have high school studies ALSA has detected some resistance to the changes
towards skilled workers, reducing demand for unskilled labour and increasing wage 111 TFP is a measure for disembodied technical change in a production process.
while skilled jobs for educated workers are being created at a faster pace in most countries (Pianta, 2004.
employment, average hours worked per employee and total working hours. The latter is further broken down in different skill categories (low, medium and high
working hours per employee. Again, the picture is not very clear and steady trends rare
Average working hours per employee in transport intermediation services, EU-15 member countries, 1980-2004 (annual average growth rates, various sub-periods
the skills composition of a company (measured as the percentage of employees with a college or university degree
high levels of worker skills have better firm innovation performance. Thus, the following hypothesis can be formulated
Firms characterised by a higher share of employees with a university degree are more likely to conduct ICT-enabled innovations, in comparison with their peer
main explanatory variable is the share of employees with a higher university degree. To additionally account for the effect of internal capacity on innovation, a variable controlling
share of educated employees, all independent variables are dummy variables, taking a value of â€oe1†if a specific characteristic is identified,
relationship between ICT-enabled innovation and the share of employees with a university degree, a probit regression was run. 120
Changes in share of employees with a higher university degree positively affect the likelihood of conducting ICT-enabled innovations.
Effect of employee skills on ICT-enabled innovation activity Independent variable a Coefficient Standard Error %of employees with higher university degree (G11) 0. 005**0. 002
IT practitioners (E1) 0. 920***0. 117 Less than 249 employees (Z2b)- 0. 014 0. 230
Firm founded before 1998 (G2)- 0. 046 0. 103 Model diagnostics N=845 R-squared=0. 09
Firms with>250 employees, founded after 1998 and based in the USA a Questionnaire reference.
Less than 249 employees (Z2b)- 0. 183 0. 185 Firm founded before 1998 (G2)- 0. 016 0. 098
Firms with>250 employees, founded after 1998 and based in the USA a Questionnaire reference.
Less than 249 employees (Z2b)- 0. 128 0. 184 Firm founded before 1998 (G2) 0. 007 0. 093
Firms with>250 employees, founded after 1998 and based in the USA a Questionnaire reference.
employees working in them. Outsourcing also implies organisational changes; this subject is dealt however with in the section about value chains below
took time and required considerable involvement of resources and employees. Today ICT allows companies to embed business innovations
firm and includes the share of employees with an internet access at their workplace internet connection capacity and the use of LAN, Intranet and Extranet
employees with a higher university degree, firm size, age and country of origin. To analyse the relationship between ICT-enabled innovation and the use of electronic data
%of employees with higher university degree (G11) 0. 003 0. 004 Less than 249 employees (G2)- 0. 312 0. 338
Firm founded before 1998 (Z2b)- 0. 071 0. 174 Model diagnostics N=651 R-squared=0. 05
Firms with>250 employees, founded after 1998 and based in the USA a Questionnaire reference.
ICT applications and in particular IT-skilled employees are the major drivers of organisational changes. This together with the previous result indicates that ICT
Less than 249 employees (G2)- 3. 637***0. 471 Firm founded before 1998 (Z2b)- 0. 148 0. 239
Less than 249 employees (G2)- 0. 073 0. 315 Model diagnostics N=872 R-squared=0. 02
Firms with>250 employees, founded after 1998 and based in the USA a Questionnaire reference.
Less than 249 employees (G2) 0. 050 0. 237 Firm founded before 1998 (Z2b) 0. 211*0. 125
Firms with>250 employees, founded after 1998 and based in the USA a Questionnaire reference.
complementary assets such as employee skills and IT know-how On the impacts†side, the following issues draw one†s attention:
applications and IT-skilled employees are the major drivers of organisational changes Hardware infrastructure, in contrast, offer companies less potential to create a
competitive advantage compared to software applications and skilled employees Second, ICT usage has a positive impact on company performance,
online access for both, clients and employees. The main benefit of this solution is a superb †justin-time†performance at the firm
No. of employees: 388 Sector: Transport Main business activity: Road Passenger Transport. Regular. Urban and Interurban
regular bus lines, with a total of 388 employees. The vehicle fleet of AISA consist of 192
which manages the timetables of all individual workers and automatically links these data to the payroll application.
The system has had some implications for the company's office workers (about 50 employees). ) As processes and applications are now running in remote mode (and no
longer in local mode), files have to be saved on the server and not in the local hard drive
Employees have been trained to use the new system properly The Telemat system of RFID chip for fuel subsidy has very positive impacts in the cost
No. of employees: 42 Main business activity: Transport and logistics Primary customers: Companies Year of foundation:
The warehouse employees are in charge of loading the truck (or register the truck that will unload the goods). Warehouse employees performing these tasks are still very paper
oriented at AIT; therefore the list of goods is transmitted on paper to them. They sign the
Therefore employees had no choice and even perceived the new solution as a kind of rescue
No. of employees: 3, 633 Sector: Transport Main business activity: Road passenger transport Primary customers: Administration, final users and companies
of the largest ones in Spain, with a total of 3. 633 employees. ALSA operates in different
10 of them internal IT workers and 10 external workers. The project is very profitable, and a proof of this is that ALSA is going to create the 4th generation website
for employees to ensure the best possible use of the systems. This reflects that the way
one employee can now accomplish the work which required three employees before the system was introduced.
This productivity gains translates into an increase in competitiveness. The reduction in the number of operation errors is another positive
and professional workers who are capable of taking full advantage of the ICT systems. Sometimes this point is also a challenge for
as the employees reckon the company efforts to improve the processes and competitiveness of the company via these
implementation was finding the right employees for the development and operation of the system. For this task, ALSA used both internal and external workers.
The development and maintenance of certain parts of the system, like some final web interfaces have been
i e. the workers. The planning tool is adopted highly in the company, and it has a lot of users.
and skilled worker to use it correctly. The training programs are crucial to prepare the users for the new tools
changes in the organisation of work by some employees (80%of the employees don†t have high school studies.
the employees, analysing the usefulness of the applications to ensure the most efficient and optimal adoption of the systems
Number of employees: 270 Turnover in last financial year: about â 230 million Primary customers: B2b (various sectors
The terminal employee manually enters the complementary information filled by the customer into the CEMAT
The terminal employee enters the data into the CEMAT transport management system and gives the signed paper to the
CEMAT employees and the majority of CEMAT customers are glad about the new process. The recent implementation of the solution and the progressive adoption of the
processes leading to less errors and simplifying the process for employees Standardisation of the check in/checkout process for all CEMAT terminals
employees have adapted well to the new process and IT solution. CEMAT has the full support of the terminal directors who were the key persons to introduce the new
Terminal employees were used already to use information technology and the new process has simplified their working tasks.
Number of employees: 17,078 Turnover in last financial year: about â 685 million Primary customers: Romanian rail passengers
inquiry (entered by a CFR employee into the computer) to the reservation system which checks if a seat is available.
employees in charge of ticket selling. Since the working processes for ticket selling and reservation needed to be redesigned completely, approximately 5000 CFR employees
working in this area have been affected heavily. Before the deployment of this solution there was a manual system in place
For example, employees working at the selling points had to spend a lot of time at the end of the day to count the tickets sold
employees on the new business processes. The training sessions lasted between two to four weeks, depending on the job of the employee
E-business in the transport & logistics industry 147 There was no resistance from employees towards the new e-ticketing & e-reservation
system since they were pleased very with the new solution: it improved their working conditions and significantly reduced manual work.
employees following the implementation of the solution contributed to this good user adoption The feedback from CFR employees and CFR customers about the solution is very
positive. The lack of data available before its implementation as well as its recent deployment does not allow the company to quantify the benefits achieved so far but the
external consultant to analyse the existing process model and the to-be model together with the developer team
one member of the project team should be accomplished an expert for this type of business.
Number of employees: 166,000 (SNCF Turnover in last financial year: 6, 595 million euros Primary customers: Fret SNCF serves only business clients, main
The project team was composed of SNCF employees from the customer service marketing and IT departments. Sales and invoicing were involved also.
employees. Before the implementation of the solution, the majority of employees had to concentrate their efforts on the correct operation of the transport.
With e-services, the management and correctness of the information is as important as the rail service itself.
is quite difficult to change the mindset of employees who have worked in a specific way
take time until the new working modes will be adopted fully by the majority of employees The service has been a success on the customer side as the number of connections is
the employees trained and the quality of information improved E-business in the transport & logistics industry
employees. Geodis posted nearly â 3. 8 billion in net sales in 2006. It is listed on
Number of employees: 26,000 Turnover in last financial year: about â 3, 785 million (revenues Primary customers:
Self-managed employees. With system-directed operations available to the users supervisory intervention is held to a minimum.
Workers do need not to take the manager away from his/her primary job. Rather the Warehouse management system directs the employee's actions based on the
E-business in the transport & logistics industry 158 user profile and location within the facility.
No. of employees: 396 Main business activity: Independent intermodal transport operator Primary customers: Haulers, logistic companies, carriers
The information of the â€oegoal†system is accessible for Hupac employees only who then decide what information is provided to the customer
solutions in place, the impact of this solution on the employees previously in charge of searching information on the different railway information systems was significant.
internal change management including involvement of employees in the project and communication and training, the transition happened in a smooth way
and employees. The main benefit of this solution is a superb †justin-time†performance
No. of employees: 50 Sector: Transport & Logistics Main business activity: Transport, distribution, Warehousing Primary customers:
senior management and consultants of the supplier company which was developing the software The project commenced with a 6-months analysis phase for defining the application
customer over the Web or entered into the system by the Cammack employee), putting them into a diary and allow the traffic planner to easily put the jobs together on the screen
An employee will monitor the job, accept it and send an acceptance receipt to the customers.
employees. The system automatically groups jobs together. It also gives the information E-business in the transport & logistics industry
working culture at N c. Cammack & Son especially for employees in charge of managing the traffic plans.
management team all employees were convinced quickly about the benefits of the solution for their daily working process, mainly resulting in
Son is able to perform more jobs today with the same number of employees. â€
resistance from their employees, the company achieved great results with the implementation of the solution that can be summarised in a time saving and operation
employees constant. Being able to monitor the costs of each truck and compare it with its
No. of employees: 1400 employees Sector: Logistics Main business activity: Logistics and forwarding services Primary customers:
All sectors Year of foundation: 1993 (Saima bought Avandero Turnover in last financial year (â: 675 million
and trace solution, a team of three employees of the IT department developed and deployed a flexible solution in a timeframe of about 6 months.
and trace solution includes the cost for three full time employees over 6 months for the development, deployment and training.
a Saima Avandero employee has to enter it into the central system. This creates a lot of additional work.
One employee is assigned to manage the supplier relationships on a full-time basis The quality of data received from the suppliers is an important issue for Saima Avandero
No. of employees: 75 Sector: Transport Main business activity: Information provider to public transport passengers Primary customers:
from Trafikanten assisted by an external consultant. Since the project had a big impact on
counts about 55 employees and its central office is located in Munkfors In order to include the planning of the traffic,
No. of employees: 55 Main business activity: Operation of public bus and train transport Primary customers:
Nordic port is in charge of the maintenance and support of the solution and 2 employees
firms with highly skilled employees in adopting and using ICT Therefore, investments in training and skill-formation are at least equally important as
 Provide incentives for ICT training of employees  Improve skills related to the reorganisation of working
employees in adopting and using ICT The European e-Skills Forum, established by the European commission and the CEN
Technical change, inequality and the labour market. Journal of Economic Literature 40 (1), 7-72 Allen et al, University of Westminster, January 2003, Modelling policy measures and company initiatives
Experts: http://www. cen. eu/cenorm/tc278. pdf Terwiesch, C. and Wu, Y. 2004. The Copy-Exactly Ramp-Up Strategy:
only companies with at least 10 employees were interviewed. For the retail and transport sector in Project 2, the population also included
micro-companies with fewer than 10 employees, reflecting their important contribution see Exhibit A1. 2). Sector totals are therefore not directly comparable between the two
with at least 10 employees) that were active within the national territory of one of the eight countries covered,
employees and use computers 761 Project 2 †Retail and transport 2. 1 Retail 52 1, 151
Micro enterprises (up to 9 employees)--up to 30 %Small companies (10-49 employees) up to 40-50%*at least 30
%Medium-sized companies (50-250 employees) at least 40-45%*at least 25 %Large companies (250+employees) at least 10-15%*at least 15
%*depending on sector 129 NACE Rev. 1. 1 was replaced by the new version NACE Rev. 2 in January 2008.
Nonetheless when the survey was conducted, sectors still had to be defined on the basis of NACE Rev. 1. 1
1. 7 No answer on no. of employees 0 8 0 1 9 1 6 24
1. 9 Company<10 employees (manufacturing only) 90 30 7 0 78 0 670 21
figures should be read as"enterprises comprising x%of employees"(in the respective sector or country.
with a few employees and a large company with thousands of employees both count equally The use of filter questions in interviews
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