INE, in 2009 there were 3, 283,495 companies with between 0 and 249 employees. Over the decade (1999-2009), there was a cumulative increase of 26.7%of these companies
employ between 10 and 249 employees and whose annual turnover does exceed not â 50 million or whose
of information by a firm or its employees but also to the organization†s ability to exploit
compared with reference to the ROA and number of employees. The results revealed no significant differences between the two groups.
terms of age, number of employees, or any of the research variables assessed in this study. These results suggest the absence of response bias
number of employees, total sales, and total assets have been introduced. Then, the 59 variable which best fits the model was number of employees,
used in logarithmic form lnsize). ) Also rates of leverage (gearing) receive special attention when explaining the
average number of employees in the period (2007-2009) in logarithmic form Lev used as control variable
and employees is critical in building external relations (Lechner and Dowling, 2003. In this vein, the larger the
managers or employees can influence the number of ties developed by firms and, in turn, be directly related to the degree of involvement in the use of networks and their
reference to the ROA and number of employees. The results revealed no significant difference between the two groups.
of employees, or any of the research variables assessed in this study. These results suggest the absence of response bias
calculating the change of the number of employees (Capelleras and Greene, 2008 Capelleras and Rabetino, 2008;
sample was divided into two groups of firms based on their number of employees. This procedure gave one group of small firms (minimum 10 and maximum 49 employees
and another group of medium-sized firms (minimum 50 and maximum 249 employees The t-test confirmed the significant difference of network usage on EO development
between small and medium-sized firms; however, these differences were reflected not in the relationship of network usage on firm growth.
terms of sales and number of employees, probably influenced by the peculiar environment of the economic crisis in which our research is inserted.
The reporting companies had a mean of 5. 66 employees (2007) and 4. 72 employees (2008),
and about two-thirds of the companies operated in the domestic market, while about one-third of the companies had at least 1%or more of their total
size 1-9 employees 10-49 employees 842 135 86.18 13.82 1, 266 183 87.37
12.63 age less than 10 years more than 10 years 376 601 38.49 61.51 568 881 39.20
the natural log of the number of employees (Andersson et al. 2004; Cassiman and Golovko, 2011) reported in year of the GEM survey
Unfortunately, it is not possible anymore to match one employee to one customer at a time. Therefore, you will have to find new ways to accomplish personalization
These employees can then deal with customer requests or complaints in the required language and, equally important, in the right time
Distribution of the number of employees in biotechnology firms in the Cambridge cluster...176 Figure 5-23:
Skills of employees, and the ability to further develop these skills, are often a key resource in this respect
number of employees or levels of investment little meaningful. However, one shared commonality across clusters is the excellence of their applied research (Collet, 2007.
biotechnology companies have combined a number of employees of around 10,000: the whole biotechnology cluster, including universities and supporting activities, employs 25,000
Although there are larger biotechnology companies with more than 250 employees, most firms in the Cambridge cluster have approximately 11-20 employees (see Figure 5-22.
These SMES focus on R&d and license-out technology to larger players with manufacturing and marketing capabilities.
Furthermore, there are many companies with less than six employees indicating the continuous development of start-ups within the cluster
Distribution of the number of employees in biotechnology firms in the Cambridge cluster 0 5
also by large established biotechnology organisations (number of employees higher than 250 which offer potential knowledge transfers
firms with 90,000 employees and generating over $2 billion in exports annually. 56 More specifically, the 69 public biotechnology firms generated $17. 7 billion in revenues (2006). 57
biotechnology firms, founded either by former employees of Genentech or by former university staff. There, the anchor company took the dominant role
graduates and ex-employees of large companies that start their own company Capabilities World leading scientists on biotechnology
however, account for the largest proportion of turnover and employees. But important for cluster development, these large firms do not actively develop the cluster
over (20 percent) and employees (12 percent Very strong focus and concentration on niches Strong international orientation
can be translated into highly motivated managers and employees and successful mobility and training programmes Public policy
entrepreneurs, firm employees, government representatives and strategic investors have become more effective throughout time. An example of this is the evolution of the Hunan
10,000 employees â 5. 6 billion annual sales 136 companies 340,000 technical staff Classification Emerging new cluster/revitalisation of old
As a result, health of the employees can be expected to improve as work-related accidents go down
employees starting new (supplier) firms. Examples of this were observed with CEA in the Grenoble, and Nortel in the Ontario microelectronics cluster
 employees  too  † education  interests  personality  and  their
 employee  of  UK  Post  Office  Telecoms  8  http://techcitynews. com/2014/06/10/silicon- †roundabout- †tops- †uk- †startup-Â
 employees  want  to  be  located  §ï§Business  complementarity
 employees  •Networking/partnering  organisations  † networking  competencies  partnership
 Employees  look  forward  to  interacting  with  colleagues  customers
Worldwide number of employees 7%Up to 249 2%250†499 2%500†999 4%1, 000†1, 999
At the moment, companies hiring less than 10 employees produce more than 20%of Europe†s value added and offers employment for approximately 50 million European Union†citizens
of the Talk Talk employees, the ready-togo facility and the Gateway location of Waterford
existing employees in other regions within the country  IDA has developed a prospectus on the Waterford facility particularly focusing on the
date included EI/CEB representatives were available to employees on site every Wednesday during September/October since the announcement of closure.
information day for employees held in September and is engaged in follow-up initiatives Further initiatives planned include
 †Idea generation†and start your own business workshops for employees of Talk Talk
 Active liaison with outplacement consultants (working with employees on site commenced in Mid september to identify potential start-up projects and discussions
 Mentor appointed to one group of employees exploring business opportunity in call centre related activities
of training for Talk Talk employees, to be delivered through the CCMA Ireland Skillnet and Waterford Chamber Skillnet, which is welcome
Skills upgrading for contact centre employees  Skills upgrading initiatives for contact centre employees to be progressed, in
particular for multilingual skills through Skillsnet. On 17 october 2011 Skillnets announced an investment of â 250,000 for the immediate provision of training for Talk
Talk employees, to be delivered through the CCMA Ireland Skillnet and Waterford Chamber Skillnet, which is welcome
Education) and Q (Human Health and Social work)- P&q may contain private sector employees 5 Employment in companies that are clients of the enterprise agencies;
There are 20,947 micro enterprises with less than 10 employees in the South East region and an additional 1, 556 small businesses with between 10 and 49 employee †taken together this
is about 11.5 percent of the total small enterprises in the State7. The region has a
A number of former Waterford Crystal employees were funded under the EGF and enrolled in WIT across a range of disciplines including social studies, visual art, electronic engineering
companies and developed a prospectus of education programmes for Talk Talk employees to review and request a place.
Of the 230 Talk Talk employees that completed profile sheets for CCMA, about 25 percent were qualified to ordinary degree (Level 7) or higher, while just over
will meet with Talk Talk employees at end October Both the CCMA and the Waterford Chamber made applications for additional funding under
identified through their engagement with the Talk Talk employees. On 17 october 2011 Skillnets announced an investment of â 250,000 for the immediate provision of training for
Talk Talk employees, to be delivered through the CCMA Ireland Skillnet and Waterford Chamber Skillnet Work permits issued in the South East43
the level of upskilling undertaken by employees 50 Acronyms BPO Business Process Outsourcing CC Contact Centre
As a sector, BPO/Contact Centres experience high employee churn †however, in more regional locations employee churn can be as low as 8 percent (compared
with 20 †25 percent in Dublin Services offered by these companies are delivered through The english language in the main
in what is a high employee churn sector is a real challenge. Often individuals see BPO/Contact Centre as offering limited
skill sets of the Talk Talk employees, the ready to go facility and the Gateway location of
Indeed, some employees have been offered employment to the existing employees in other regions within the country
 IDA has been actively working to develop a prospectus on the Waterford facility particularly focusing on the workforce skills sets and the composition of the facility and
Globalisation Fund) support for the Talk Talk employees Enterprise Ireland Immediate Talk Talk Related Activities Undertaken
 Enterprise Ireland participated in the agency information day for employees held at end September 2011
 Idea generation and start your own business workshops for employees of Talk Talk in
 EI/CEB representatives were available to employees on site every Wednesday and CEBS are continuing discussions with a number of participants
 EI actively liaised with the outplacement consultants that were working with employees on site from Mid-september to identify potential start-up projects
 A mentor was appointed to one group of employees exploring business opportunity in call centre related activities
program is currently upgrading the skills of around 30 Sun Life employees The TSSG has collaborated with 425 partners in 35 countries †industry and academic partners
employees from companies including Dawn Meats Group, Glanbia plc, Bausch & lomb, Inc Genzyme Corp.,IVAX Corp.,Glaxosmithkline plc, Guidant Corp. and Merck Sharpe & Dohme
The Centre Manager, a WIT employee, cooperates with Wexford County Enterprise Board and County Wexford Partnership to deliver education and training programmes for SME
skill sets of the Talk Talk employees, the ready-togo facility and the Gateway location of
existing employees in other regions within the country  IDA has developed a prospectus on the Waterford facility particularly focusing on the
date included EI/CEB representatives were available to employees on site every Wednesday during September/October since the announcement of closure.
information day for employees which was held on Friday 30 september. Further initiatives planned include  Idea generation and start your own business workshops for employees of Talk Talk in
co-operation with the Waterford City Enterprise Board took place in WIT and further workshops will be held in 2012
 Active liaison with outplacement consultants (working with employees on site commenced on 15 september to identify potential start-up projects
 Mentor appointed to one group of employees exploring a specific business opportunity related to the call centre sector
Skills upgrading for contact centre employees  Skills upgrading initiatives for contact centre employees to be progressed, in
particular for multilingual skills through Skillsnet. The Skillsnet investment of â 250,000 in Q4 2011 is welcome in this regard
Number of employees in active enterprises by size and region, 2006 and 2009 2006 2009
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
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,
Skillnets provides industry specific training programmes to employees of networks of firms based on their defined needs.
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
that balance employee protection with the interests of employers. Moreover, public institutions in Switzerland are among the most effective and transparent in the
employees etc What they were trying to achieve with their service, including any evidence they have
with employees, end-users or citizens, NGOS and local communities can be powerful tools for innovation, making better use of their innovation potential, for
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
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.
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
they receive mentoring from Microsoft employees at headquarters and some of the larger subsidiaries 70%of the MICS are in emerging market countries.
Employees later learned the donation was going unused, because administrators lacked the resources to set up
Founded in 1972 by a number of ex-IBM employees, SAP AG has become the world†s largest business software
â€oesme†is defined as a firm with less than 250 employees and no participation of a larger company accounting for more than 25
of the employees SMES are engaged less often in research than large firms. In Upper Austria, research is performed by only
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
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
as employees transfer both their tacit and firm-specific knowledge to new jobs. A similar mechanism happens with spin-offs
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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.
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
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.
the Warehouse management system directs the employee's actions based on the E-business in the transport & logistics industry
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:
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:
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
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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