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RECOMMENDATIONS

In order to make recommendations based on examples of good practice, we have put into perspective the various factors identified as drivers of success and/or employability in the examples of good practice both within and outside of the sugar industry. We have also suggested some ways forward in the light of what appear to be recurring, complementary elements. This should be regarded not as a final analysis but as the beginning of an ongoing thought process that should gradually be enriched by experience acquired both within the European sugar industry and in other economic sectors confronted by the same phenomenon of a changing industrial and social environment.

As part of corporate social responsibility, every company, every worker and every sector should use the initial results of this thought process to bolster employability on the ground, feed in their own experience and contribute towards further developing it over time.

POSSIBLE RECOMMENDATIONS - INTERNAL EXAMPLES	INTERNAL SUCCESS FACTORS NOTED
A - Interaction of a maximum number of stakeholders: . in terms of employer/employee agreements in the framework of social dialogue . for some projects at national level the social dialogue may include employers, trade unions, national and local authorities . in terms of funding (public/private) . in terms of legislation: existence of favourable legislation enabling employees to be retrained while in receipt of an adequate income	INTERACTION OF ALL CONCERNED ACTORS... Links in the webpages More specifically (but not exhaustive) . Austria . Italy . France . Poland
B - Acquisition of several types of skills linked to: one or more specific functions (in the sugar industry: specialisation for crop year & interim period) behaviour in a certain number of situations (team work, communication, team leadership) C- Broadest possible validation of these skills (company, group, sector, national recognition, etc.) D- Encouragement of staff to develop their skills and commitment of employees to invest in their own training E- Policy of adjusting supply to demand, also in the framework of a group/sector F- Cooperation companies/universities/schools G- Development of apprenticeships enabling young people to be employed in the company or have easier access to the labour market (see also EFFAT/CEFS Joint Declaration of 1998 and EFFAT/CEFS Joint Declaration of 2000)	AMBITIOUS STRATEGY of continuing education for employees... Links in the webpages More specifically (but not exhaustive) . British Sugar . Ebro . Südzucker . Observia . Polski Cukier
H - Create tools to analyse the trend in supply and employment in a sector/group/industry I - Make the sector more attractive a) Offer training for young people. b) Establish gateways between different trades c) Validate skills to ensure they are transferable	ANTICIPATION OF REQUIREMENTS and market developments... Links in the webpages More specifically (but not exhaustive) . Observia . Ebro

 
 

KEYS TO SUCCESS ARISING FROM EXTERNAL EXAMPLES OF GOOD PRACTICE	EXTERNAL EXAMPLES OF GOOD PRACTICE
Interaction of various actors: . Public authorities -. Joint funding body -. Industrial company Acquisition of qualifications: recognised at sectoral or, better still, national level Development of the employee’s potential within the company or group: makes the company more attractive and improves its image, dynamism and competitiveness	Danone - France
D. Help for training and getting back into work, while guaranteeing an adequate income	Futurum - Sweden
E. Creation of a pool of companies within a single sector recruiting employees who possess specific skills at different periods of the year, depending on seasonal requirements	Employers’ Group – Belgium
F. Partnership between education and industry promoting technological innovation through high-level web-based training	K4I – United Kingdom
G. Financial and managerial assistance for company start-ups aimed at reviving the industrial zone	Sodie - Belgium

 

COMMON SUCCESS FACTORS THAT COULD LEAD TO RECOMMENDATIONS
 
 

A. Interaction of a maximum number of public/private stakeholders, social partners and funding bodies	Internal : Agrana-Austria - Italy - Observia-France - Polski Cukier - Poland External Danone-France - Futurum-Sweden - Sodie-Belgium
B. Strategy of continuing training which enhances the attractiveness, dynamism and competitiveness of the company while upskilling its employees => Acquisition of several types of skills and validation of these skills (company, group, sector, national level) => Encouragement of staff to develop their skills, and commitment of employees to invest in their own training => Cooperation companies/universities/schools => Apprenticeships (Links in the webpages European sugar industry joint declarations) and training for young people	Internal British Sugar - Ebro - Südzucker - Observia - Polski Cukier External Danone-France - Futurum-Sweden - K4I-United - Kingdom
C. Tools for the analysis of the changes with regard to employment => Establishment of gateways between different trades within an industry => Validation of transferable skills	Internal Observia - Ebro