Non-Metallic Materials - Malta Employers materials.pdf · Non-Metallic Materials 4 The renewed Lisbon strategy and European Employment strategy stress the need for Europe to place

European Commission

Non-Metallic MaterialsComprehensive sectoral analysis of emerging competences

and economic activities in the European Union

European Commission

Directorate-General for Employment, Social Affairs and Equal OpportunitiesUnit F3

Manuscript completed in 2009

Non-Metallic Materials Comprehensive sectoral analysis of emerging competences


Executive Summary

The full study is available under the linkhttp://ec.europa.eu/restructuringandjobs

Submitted to the European Commission, DG Employment, Social Affairs and Equal Op-portunities

Executed by: TNO Netherlands Organisation for Applied Scientific ResearchSEOR Erasmus University RotterdamZSI Centre for Social Innovation

DG EMPL project VC/2007/0866Non-Metallic Materials

This report is published as part of a series of forward-looking sector studies on New Skills and New Jobs in the frame of the project Comprehensive Sectoral Analysis of Emerging Competences and Economic Activities in the European Union.

This publication is commissioned under the European Community Programme for Employment and Social Solidarity - PROGRESS (2007-2013).

This programme is managed by the Directorate-General for Employment, social affairs and equal opportunities of the European Commission. It was established to financially support the implemen-tation of the objectives of the European Union in the employment and social affairs area, as set out in the Social Agenda, and thereby contribute to the achievement of the Lisbon Strategy goals in these fields.

The seven-year Programme targets all stakeholders who can help shape the development of appro-priate and effective employment and social legislation and policies, across the EU-27, EFTA-EEA and EU candidate and pre-candidate countries.

PROGRESS mission is to strengthen the EU contribution in support of Member States’ commitment. PROGRESS will be instrumental in:

1. providing analysis and policy advice on PROGRESS policy areas; 2. monitoring and reporting on the implementation of EU legislation and policies in PROGRESS

policy areas; 3. promoting policy transfer, learning and support among Member States on EU objectives and

priorities; and4. relaying the views of the stakeholders and society at large

For more information see: http://ec.europa.eu/employment_social/progress/index_en.html

The information contained in this publication does not necessarily reflect the position or opinion of the European Commission.

© photos 123RF For any use or reproduction of photos which are not under European Communities copyright, permission must be sought directly from the copyright holder(s).

European Commission

European Commission

Directorate-General for Employment, Social Affairs and Equal OpportunitiesUnit F3

Manuscript completed in 2009

Non-Metallic Materials Comprehensive sectoral analysis of emerging competences


Executive Summary

The full study is available under the linkhttp://ec.europa.eu/restructuringandjobs

Neither the European Commission nor any person acting on behalf of the Commission may be held responsible for the use that may be made of the information contained in this publication.

© 123rf

For any use or reproduction of photos which are not under European Communities

copyright,permission must be sought directly from the copyright holder(s).

More information on the European Union is available on the Internet. (http://europa.eu).

© European Communities, 2009

Reproduction is authorised provided the source is acknowledged.

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3

Education and training, in the context of a life-long learning perspective, are an indispensable means for pro-

moting adaptability and employabi-lity, active citizenship, personal and professional fulfilment.

Investment in human capital through better education, and the development of skills and compe-tences should be increased. It is important to anticipate skills needs — and also skills gaps — which are emerging in the European labour market, as well as to improve the matching of knowledge, skills and competences with the needs

of society and the economy, as a means to increased competitive-ness and growth, as well as to greater social cohesion, in Europe.

This is more important than ever in the current situation of crisis that will undoubtedly lead to substan-tial changes in economic activities in Europe coming years.

With this in mind, the Commission has elaborated a set of analysis of emerging competences in 18 sec-tors. Those analysis are available to all economic, social and profes-sional organisations, educations and training institutions, etc. They can help them to refine their stra-tegies and to engage into forward-looking actions.

Preface

Robert Verrue

Director-General, Employment, Social Affairs and Equal Opportunities DG

Non-Metallic Materials

4

The renewed Lisbon strategy and European Employment strategy stress the need for Europe to place more emphasis on a better antici-pation of skill needs together with the need to reduce labour markets mismatches. These policies aims also at minimising social costs and facilitating adaptation during restructuring processes through a better anticipation and positive management of change. Globalisa-tion, technological change, climate change and demographic develop-ments (including ageing and migra-tion) in that respect pose huge chal-lenges, comprising both risks and opportunities. In that context, the Commission has launched recently the New Skills for New Jobs initiative together with other related Euro-pean projects aimed at identifying future job and skills needs using quantitative modelling approaches. While having advantages of robust-ness, stakeholders as well as the European Commission identified a clear need for complementary more qualitative forward-looking analy-sis. Consequently, the European Commission commissioned in 2007 a series of 18 future-oriented sector studies (horizon 2020) on skills and jobs following a uniform, qualita-tive methodology. Results of these studies have become available in summer 2009, and will be followed

by a number of other initiatives over the oncoming year and beyond. The current economic crisis calls for the reinforcement of policies aimed at developing the employability of the workforce. This project fits within this policy objective.

18 sector studies, one methodology

The results of this study aim to serve as a guide in launching further EU and other actions to promote the strategic management of human resources and to foster stronger synergies between innovation, skills and jobs, taking into account the global context and encourag-ing adaptations to national and regional level.

To validate, add and complement the findings of the project and to make sure that results are dis-seminated as broadly as possible across Europe, relevant stakehold-ers including European social part-ners, other services from the Com-mission with the expertise in the sectors analysed, representatives from the European Parliament, the European Economic and Social Committee, the Committee of the Regions, Eurofound and Cedefop were involved in the project from the beginning.

Aims and methodology

5


A standard predefined methodol-ogy was developed by a panel of experts under the direction of Prof Maria João Rodrigues and applied to all 18 studies to ensure consis-tency and comparability of the results, the studies being produced by different contractors.

Based on the basic methodologi-cal framework, each contractor executed 7 defined steps, starting with the mapping of main trends, key drivers of change, leading to scenarios of plausible evolution and their implication for employ-ment at the year 2020 time horizon, the identification of implications

for emerging competences and occupation profiles in terms of jobs expanding, transforming or declining, and their implications in terms of strategic choices and subsequent recommendations for companies, education and train-ing systems, social partners and public authorities at all levels. This foresight methodology implies an approach combining desk research and expert knowledge.

At the end of each sector study a final European workshop for the sector was organised by the Com-mission to validate results as well as refine recommendations. In

Sectors CoveredAutomotive industryDefenceTextiles, wearing apparel and leather productsPrinting and publishingChemicals, pharmaceuticals, rubber and plastic productsNon-metallic materials (glass, cement, ceramic…)Electromechanical engineeringComputer, electronic and optical productsBuilding of ships and boatsFurniture and othersElectricity, gas, water & wasteDistribution, tradeHotels, restaurants, catering and related servicesTransportPost and telecommunicationsFinancial services (bank, insurance and others)Health and social workOther services, maintenance and cleaning


6

addition to European Commis-sion and Eurofound staff, about 20 experts per workshop from indus-try, academia and sector organi-sations including workers and employers’ representatives with a sound knowledge of jobs and skills were invited to comment and provide recommendations to the report as part of the methodology.

Brief description of the methodological steps

Mapping

The main purpose of this analy-sis was to provide factual back-ground to identify key drivers used in the subsequent scenario development. Consequently, the Report analysed recent sector developments and trends and, at the same time, depicts the current state of play in the sector with an emphasis on innovation, skills and jobs. It was based on an anal-ysis of available time series data and relevant existing studies. It analysed 1) structural character-istics (production, value added, employment in various dimen-sions, and related factors); 2) the value chain; 3) technological change and innovation; 4) trade and international competition as well as 5) regulation. The results

of all sections were summarised in a SWOT analysis and were used as input to identify key drivers.

Drivers of change

On the basis of the mapping of the sector, a set of key drivers, sector specific or not, was identi-fied. Literature review and expert knowledge of the sector were then used to define a conclu-sive list of sector-specific drivers. Drivers were classified as exog-enous or endogenous depend-ing on the ability for the sector’s stakeholders and policymakers to influence them. These lists of drivers were also discussed in the experts’ panel workshops.

Qualitative scenarios and impli-cations for employment trends

The set of selected sectoral drivers of change served as an input to develop scenarios for the evolution of the sector and implications for different occupations (composition of employment / emerging compe-tences) in the period 2008 to 2020.

Implications of scenarios and emerging competences

Scenarios were built to assess the implications for the level (absolute

7


demand) and composition (relative demand compared to other job functions) of employment of dif-ferent job functions by 2020. New and emergent skills required by dif-ferent job functions were identified based on the analysis of the evolu-tion of past data on employment by occupation, on the analysis from the present situation and of experts’ comments during the workshop. The focus was on identifying and describing key and critical com-petences for the future for each of the major occupational function in relation to the different scenarios elaborated. These formed the basis for the strategic choices identified in a next step.

Strategic choices for companies to meet emergent competence needs

Each sector study assessed possible strategic choices in terms of feasi-bility and actor involvement. The options comprised recruiting work-ers from other sectors, countries, recruiting graduates, re-training employed workers as well as chang-ing work organisation.

Specific implications for education and training

Options to improve or to adapt education and training systems

were looked at in this step of the methodology, focussing more particularly on the specific role to be played by sectoral organi-sations, educational institutions and governments such as a stron-ger cooperation between stake-holders or an increased flexibility through modularisation of educa-tion and training.

Recommendations

Each sector study contains spe-cific recommendations to the sector. However, with the studies analysing Europe as a whole, the recommendations remain gen-eral and need a follow-up at the national and regional level. The intention of the project especially in the follow up phase is to use the results to stimulate stakeholders at lower territorial levels (national / regional) to work out results in more details, repeat and adapt this exercise to local needs rather than providing standardised solutions. Some general recommendations call for an intensified co-operation between relevant stakeholders, the need to invest strongly in human capital, more standardised regu-lations, enhanced VET to increase social mobility and coordinated National and European Vocational Qualifications.


8

The non-metallic materials sec-tor covers a mixture of industries involved in the processing of natu-ral resources (e.g. silica sand, clay, natural stone and rock) into market-able products. Three main product categories can be distinguished, each having their own distinct pro-duction and market characteris-tics: (1) building materials such as cement, lime and plaster and con-crete, and products thereof, as well as ornamental and building stone, in the remainder referred to as con-struction materials, (2) applications of glass and ceramics in industry and construction (as intermedi-ary advanced goods, e.g. sanitary fixtures, insulators and technical ceramics, but also bricks, tiles and flags), and (3) ornamental and/or household glass and ceramics (as consumer goods, e.g. tableware). In line with earlier studies, construc-tion or building materials (the first category) as well as glass and ceram-ics the second and third category taken together) have been treated and analysed as separate, but also for a large part interdependent. Because of the strong linkages of

the non-metallic materials sec-tor with the construction sector (through construction materials such as (prefabricated products of ) concrete, cement and plaster, but also ceramics (bricks, tiles, sanitary-ware, technical ceramics) and the dependence of still other ‘luxury’ parts of the sector on income and wealth developments (higher val-ue added final consumer segments in glass and ceramics), the finan-cial and economic crisis has hit the sector relatively hard. The crisis, however, also offers new opportu-nities to re-engineer and re-direct the course of the industry at large and opt for change towards a more eco-friendly and sustainable path. Scarcity of raw materials and energy and international competi-tion are major external drivers. R&D and innovation, targeted policies, targeted up-skilling and address-ing new knowledge needs in view of a more knowledge-intensive, creative but also increasingly auto-mated production offer opportuni-ties from within to bring about the needed change.

The non-metallic materials sector – main characterisation

Main economic and employment trends

9

Main economic and employment trends Value added of the sector as a whole amounted to 87 bn euro in the EU in 2006, of which 80 bn euro was produced in the EU15. Value add-ed annual growth was - with 1.6% - slower than the 2.3% growth of the EU economy as a whole dur-ing the period 1995-2006. In the new Member States (NMS) the sector grew faster than the over-all economy (4.5% against 3.2%). In absolute terms though value added of the NMS is still less than one tenth of value added gener-ated by the EU-15. The glass sector accounted for 22% of total sector value added, ceramics for 21%, the cement, lime, concrete, plaster and ditto products industry for 43% and the ornamental and building stone for another 15%. Despite the relative small size of the sector in value added terms, its importance for the construction industry, other sectors like aerospace, automotive and transport (technical ceram-ics, glass fibres), and electrical and electronics industries (glass fibres, special glass for tubes and bulbs and the like), as well as household consumption (glass and ceramics, including decorative and handi-craft products) and trade (!) should not be underestimated. External trade amounted to €58.2 bn in exports and €45.8 bn in imports, 67%, respectively 53% of value added. Imports grew faster than exports over the period 1995-2006,

with 4.3% against 3.2% annually for the EU as a whole. Trade growth in the new Member States was explo-sive, with imports growing at a rate of 10.9%, and exports growing at 8.8% annually.

Altogether the sector accounted for about 100,000 enterprises (fig-ures 2004), employing 1.62 mil-lion people or 0.74% of overall EU employment. 849 thousand jobs were in construction materials, 774 thousand in glass and ceram-ics, with 79% and 68%, respectively of these jobs located in the EU-15. Employment in construction mate-rials in the EU grew with 0.1% annu-ally during the period 2000-2006, and declined with -0.3% in the new Member States. In glass and ceram-ics negative growth was observed in both the EU as a whole and the new Member States (-2.1% and -1.1% annually).

The majority of firms in the non-metallic materials sector (95.4%) are small firms employing less than 50 employees. 3.8% are medium-sized firms and only 0.8% are large firms with more than 250 employ-ees. Small firms account for about 37% of all employment and their employment share has, together with that of medium enterpris-es, increased. This gain is quite


10

substantial in the original EU 6 and the new Member States, but only limited elsewhere. Employment in large firms declined, and much faster than what the tiny 0.1%-point decline in the share of large firms would suggest. Most likely large

firms have gained in overall pro-ductivity, by using economies of scale and substitution of labour by capital, whereas smaller firms have tended to rely more amply on labour and flexibility.

Construction materials

Level 2006 (times 1,000)

Annual growth Share in EU Change in share

EU 849 0.1 100 0

EU15 673 0.2 79 0

NMS 177 -0.3 21 0

Glass and ceramics

Level 2006 Annual growth Share in EU Change in share

EU 774 -2.1 100 0

EU15 529 -2.6 68 -2

NMS 245 -1.1 32 2

Source: Eurostat/TNO. Construction materials: NACE 265+266+267+268. Glass and ceramics: NACE 261+262+263+264.

Employment, state-of-play 2006 and changes 2000-2006

Main economic and employment trends

11

The non-metallic materials sector is a stable, conservative sector in terms of skills mix. Most jobs are in the categories extraction and building workers, plant operators, potters (glass), and labourers. The new Member States have consid-erably more potters and metal workers than the EU-15, whereas the EU-15 has more office clerks

and secretaries, and extraction and building workers than the NMS. The share of women in overall employment is with 28% low com-pared to other sectors. Employ-ment is dominated by medium educated employees; this is true for the EU-15 (45%), but especially for the new Member States (81%). Low educated workers, with a

Non-metallic materials Shares, 2006 Changes in shares, 2000-2006

EU15 NMS EU EU15 NMS EU

Managers 7 6 7 0 1 0

Computing professionals 1 1 1 0 0 0

Engineers 6 5 6 1 1 1

Business professionals 3 3 3 0 1 0

Other professionals 5 5 5 1 -5 0

Office clerks and secretaries 9 5 8 0 -3 -1

Service workers 1 1 1 -1 -1 -1

Extraction and building workers 14 12 14 2 4 3

Metal workers 6 9 7 -1 1 0

Potters. glass making 9 15 10 -2 2 -1

Other craft trades workers 1 1 1 -1 -1 -1

Glass. ceramics plant operators 10 10 10 1 2 2

Metal. mineral plant operators 4 5 4 -2 0 -1

Drivers. mobile plant operators 9 8 9 1 2 2

Other plant machine operators 6 5 6 0 2 0

Labourers 9 10 9 -1 -8 -3

Source: Eurostat Labour Force Survey/TNO

Employment trends by job function: shares (2006) and changes in shares (in%), 2000-2006


12

share of 37% in the EU-15 and only 6% in the new Member States, lost ground; decreases in the EU-15 and NMS amounted to 3 and 4% points, respectively, over the last 7 years. Almost half of all employees is younger than 40 years.

Most change during the period 2000-2006 is observed in extrac-tion and building workers (up by 3 % points) and labourers (down by 3% points), plant operators in glass and ceramics (up by 2% points), mobile plant operators (ditto) and engineers (up by 1% point).

Changes in the NMS show more remarked shifts, e.g. in the cate-gory other professionals (down by 5% points) and labourers (down by 8% points). The shift in skills structure reflects a higher capital intensity on average, i.e. substiti-tion of labour for capital. The low-er educated ( ‘blue collar’ jobs) lost ground overall, gradually being substituted by mid-educated. Interestingly, this change occurred most markedly in countries where the sector gained comparative advantage. Here also the higher educated gained most ground.

EU EU 15 NMS

Level Change Level Change Level Change

Women 28 2 25 0 39 3

Age < 40 48 -4 47 -6 53 2

Age 40 – 50 29 3 30 5 25 -6

Age > 50 23 2 23 1 22 4

Low education 29 -6 37 -3 8 -4

Mid education 55 6 45 2 81 7

High education 16 0 18 1 12 -4

Entrepreneurs 10 n.a. 8 n.a. 17 n.a.

Definition Level % 2006

Total change % 2000-2006

Level % 2006


Level % 2006


Source: Alphametrics/TNO based on Eurostat Labour Force Survey

Participation of women in the workforce by age and education: non-metallic materials, 2000-2006

SWOT analysis

13

A SWOT analysis provides an over-view of perceived Strengths, Weak-nesses, Opportunities and Threats of the sector. Strengths and weak-nesses are usually taken as sector-internal factors that create, respec-tively destroy value. For a company these can include assets, skills or resources that a company has at its disposal, compared to competitors. Similarly, opportunities and threats are external factors that can create

or destroy value. They emerge from company dynamics, the industry/market at large and are driven by demographic, economic, social, technical, social, cultural, ecological or legal/political factors (DESTEP). In the table below, the results of the SWOT analysis for the construction materials sub-sector are shown. A similar mapping has been made for the glass and ceramics sub-sector (see main report).

SWOT analysis

Strengths Weaknesses

• High demand for materials• Mature industry with constant technological

progress• High quality products

• High energy intensity• Conservative industry• High transport cost over land • Increasingly subject to competition

internationally due to low sea transport costs (also in bulky, low value goods)

• Low domestic (‘within-EU’) competition

Opportunities Threats

• Increased efficiency through industry consolidation;

• Recycling and re-use • Energy use reduction; energy-saving technology• Fair(er) and secure access to raw materials

(Raw Materials Initiative)• Increasing substitution of raw materials• Establishing firm supplier relationships for

the longer term (energy and raw materials)• Changing consumer preferences for

sustainable materials (eco-housing)• Growing importance DIY (do-it-yourself )

market demand, also driven by increasing 2nd home market

• Technological advances leading to new materials (lightweight, energy efficient)

• New product/ new market opportunities, related to R&D and innovation (e.g. nanomaterials)

• Tighter environmental regulations (IPPC, ETS, REACH) and associated production cost increases as compared to competitors, especially in the cement and lime industries

• Lifestyle changes and work-leisure balance shifting away from long work days and shift work -> recruitment problems

• Image problems (heavy and dirty industry) in relation to recruitment

• Rising energy and raw material prices and increasing scarcity of certain rwa materials

• Changing consumer preferences for sustainable materials.

Source: TNO/SEOR.

SWOT analysis Construction materials


14

Non-metallic materials is increas-ingly facing international compe-tition and increasingly an open internationalised sector therefore, which makes it rather sensitive to developments and changes in economy and society. In total 26 drivers covering demographic, economic, social, technological, environmental and political factors were assessed for scenario con-struction (see for detailed results the table below). The most impor-tant drivers of change for the sec-tor are: global competition/globali-sation, availability and prices of oil, energy and raw materials, R&D and innovation, income, environmental regulation (most importantly ETS), health, safety and security regu-lation and IPR protection. In con-structing the scenarios different assumptions regarding direction of change of these drivers were made, as follows:

Global competition:• Pressures for global competition are assumed to ease in a protectionist environ-ment and increase in a climate of further continuing globalisation.

Availability / price of oil and ener-• gy: both the construction mate-rials and the glass and ceramics sub-sectors are characterised as energy-intensive industries.

Availability and price of raw mate-• rials: the building materials and the glass and ceramics sub-sec-tors are heavy users of a wide range of raw materials.

R&D and innovation:• creating new products and opening up new markets are important, and hence R&D and innovation.

Income per capita: • slower growth of income per capita due to less global competition and a stalling global economy vs. faster growth of income per capita driven by an expanding global economy.

Environmental regulation:• includes reduction of energy use, and classification of substances (REACH) at European level.

Health, safety and security regula-• tion: applies to working condi-tions (hazardous substances, han-dling heavy materials), but also to consumers (e.g. lead and other substances that can harm health, e.g. through food) and includes regulations in construction.

Intellectual property rights • protection/R&D and innovation policies: counterfeiting in glass and ceramics form an increasing problem.

Main drivers of change


15

Category

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Main drivers of change construction materials


16

CategoryD

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17

Environmental

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ty a

nd se

curit

y re

gula

tion

(cus

tom

ers a

nd

wor

kers

)

Y8

2N

NN

YY

YY

Y

Hea

lth re

gula

tion

(cus

tom

ers a

nd

wor

kers

)

Y8

2N

NN

YY

YY

Y


18

Four future scenarios have been constructed and explored: 1) Sta-tus quo, 2) Conservation, 3) Innova-tion-led Growth, and 4), Resource Depletion (see also figure). The sce-narios depict plausible and cred-ible futures for the utilities sector in Europe by 2020. Rather than wishful pictures of the future, sce-narios are founded on drivers and trends observed and are derived in a logical and deductive way, hence making inferences about plausible future developments.

Construction, hypotheses and use of the scenarios

The scenarios apply to both con-struction materials and glass and ceramics. This does neither imply that future developments in both sub-sectors are to be taken as one and the same, nor that develop-ment paths between Member States need to be similar. The sec-tors will face different dynamics in terms of market structure and developments, while driven by similar but differently impacting drivers. The way the scenarios have been constructed enables such dif-ferentiation. Note that the demo-graphics – ageing (less young, more retirees) – and its effects on labour supply have not explicitly been identified in selecting the drivers,

as demographics in the time frame of 2009-2020 are relatively certain (i.e. predictable) and play a role across all scenarios. Education and training, which stricto sensu could be perceived as endogenous fac-tors, have been excluded. They are together with a number of other strategies and/or policies discussed as solutions in response to the sce-nario outcomes.

Scenario I: Status Quo

Status quo depicts a world charac-terised by global protectionist ten-dencies leading to slow economic growth and easing competitive pressures, coupled with little prog-ress in European harmonisation and setting of new environmental and security and safety regulations and standards shaping the sec-tor. The EU non-metallic materials sector benefits from relatively low global competitive pressures, but it also suffers from slowing demand for European products, lack of inno-vation and lack of new alternatives arising for raw materials and energy problems in the medium and lon-ger term. Furthermore, in combina-tion with the stagnating regulatory environment with little progress made in Europe, new competitors may enter the scene. This results in a declining global position of the

Scenarios and implications for employment


19

sector in the longer term, with pro-tectionism meaning that the sector stays in Europe, but its base further declining.

Scenario II: Conservation

Conservation depicts a world char-acterised by global protectionist tendencies leading to slow eco-nomic growth and easing external (‘outside EU’) competitive pres-sures, coupled with European har-monisation and setting of new environmental, health, safety and security regulation shaping the sector. This means that Europe can sustain its advantage of high

quality institutional environment compared to emerging competi-tors providing a competitive edge based on the conservation of resources at the European level. The easing competitive pressures are expected to lead to reduced incen-tives for firms to seek new market segments or to invest in R&D and innovation, thus reducing the rate of restructuring. The drive towards conservation may be counteracted to some extent by lower economic growth, reducing to some extent the incentives for resource conser-vation – unless counteracted by possible environmental regulation.


20

Endogenous, sector specific drivers:- Environmental regulation,

climate change policies- Health, safety and security

regulations- Intellectual property rights

protection- Quality of institutions

Strengthening environmental policies (ETS as scheduled in 3rd

phase);Further harmonisation of health and security regulation; safety

supply raw materials;Increased IPR protection

Stable quality of institutions, WTO success

Exogenous drivers:- Global

competition- R&D and

innovation: new materials/products and automation

- Demand for ‘green’ products and input substitution/recycling

- Availability/price of oil and energy

- Availability and price of raw materials

- Income

- Easing

- Slow-paced and gradual

- Driven by resource competition

- Scarcity driving up prices

- Reverting to long term average

- Growing slow

Conservation(Scenario II)

Innovation-led growth

(Scenario III)

- Strengthening

- Fast-paced, including automation

- Driven by resource competition



- Growing fast

Status quo(Scenario I)

Resource depletion

(Scenario IV)

Redressing environmental (ETS) regulation in 3rd phase, and

less strict CO2 rules; no further harmonisation of health and

security regulation; IPR status quoStable quality of institutions, WTO

status quo

Source: TNO-SEOR-ZSI

Four future scenarios for the non-metallic materials sector and main underlying drivers


21

Scenario III: Innovation-led Growth

Innovation-led Growth depicts a world characterised by further inte-gration of markets leading to fast economic growth and continued global competitive pressures, cou-pled with European harmonisation of and setting of new environmen-tal and security and safety regula-tion shaping the sector. This means that Europe manages to combine exploiting benefits of globalisation, sourcing raw materials and access-ing production processes efficiently,

while setting advanced environmen-tal and safety standards that provide strong incentives to the industry to sustain its global innovative edge through the development of new products for a range of different mar-kets (smart, lightweight, technical, nanotech-based, etc), the introduc-tion of new technologies in produc-tion (including further automation and robotisation) and improvements in recycling. It should be mentioned that Innovation-led Growth is seen as the most desirable scenario by the sector (being one the conclusions of the final workshop).

Implications of scenarios: job volume changes by function, 2009-2020

Status quo Conservation Innovation- driven growth

Resource depletion

Managers - 0 + 0

IT professionals 0 0 + -

Engineers and R&D - + ++ -

Accounting & Finance - - + -

Sales & Marketing 0 0 + 0

Other professionals 0/+ + + 0

Administrative support staff

- - 0 -

Plant and machinery maintenance and repair

- + 0 -

Truck drivers 0 - + -

Skilled production workers

0 +/- +/- -

Labourers - - - -

Overall job change - +/- + -

Source: TNO-SEOR-ZSI. Note: - = decrease, + = increase, 0 = maintain


22

Scenario IV: Resource Depletion

Resource Depletion depicts a world dominated by rapid economic growth and international com-petition as a result of increasing globalisation, coupled with a lack of new European (nor global!) regulations and standards on cli-mate change and environment. This leads initially to rapid growth based on income growth in Europe and relatively low prices which do not incorporate environmental externalities. The growth pattern is resource intensive with cheapest materials being sourced interna-tionally, but necessarily also some high-value scarce resources such as magnesia (90% of magnesia com-ing from China), bauxite (Guyana) and graphite. Prices will rapidly increase for those scarce materials resulting in reduced demand. Note that the final workshop typified the resource depletion scenario as the most unlikely scenario. Yet for rea-sons of comparison – as ‘gloomy’ future perspective - the scenario has been kept in.

Implications of scenarios for jobs, skills and knowledge by job function

23

All scenarios lead to substantial change in the structure of employ-ment and skills requirements, with the overall job volume change in Status Quo and Resource Deple-tion being negative, roughly stable in Conservation and posi-tive in Innovation-led Growth (see table). To give an impression of the underlying changes at job function level, we zoom in on the example of Innovation-led Growth. In this scenario, the EU can only stay competitive through an increase in automation and innovation in new and improved materials and products. The EU-15 concentrate more on product refinement, and development of value added and high end / high tech products (smart new materials, sustainable applications), improved technolo-gies (further automation, search for energy efficiency, recycling). The extraction and processing of raw materials further shifts to Cen-tral and Eastern Europe. As a result, the demand for low-skilled workers workers will continue to decline in the EU-15. Automation and prod-uct innovation means a further shift in workforce requirements, up-skilling and new jobs to the sec-tor. High-skilled workers such as technical engineers and R&D per-sonnel, environmental engineers and agronomists, designers (in

ceramics and glass) and architects (in construction materials) will gain in importance. Interdisciplinary teams and ditto skills will become more demanded. Skilled workers will be in high demand, and even face competition from abroad (e.g. in China, India and the Middle East), especially in case these emerging economies also adopt stricter envi-ronmental legislation. The demand for ICT-related jobs as well as R&D personnel, engineers and environ-mental experts will increase; the focus on high-end and speciality products necessitates closer coop-eration with customers. However, ICT-jobs may also be offshored, leaving the net balance for Europe unchanged. The number of admin-istrative and accounting staff might decrease due to growing outsourc-ing and offshoring tendencies of back office activities. As products become more complex and high-end, and as new health and safety requirements are implemented, an increase in staff familiar with legal issues may rise. The number of plant and machinery mainte-nance and repair workers is likely to increase due to automation. The same applies for marketing person-nel as new materials and products need to be introduced, advertised and marketed. Although continu-ing globalisation leads to growing



24

demand for transport, the num-ber of truck drivers may stabilise or even decrease as alternatives to road transport are encouraged. With a shift from standard and rou-tine production to more high-value products and internationalisation, the number of managers is likely to increase. Managers of European origin may also be in increasing demand from companies and part-ners outside the EU.

Identification of emerging competences, skills and knowledge needs

By taking the scenarios and driv-ers as a starting point, logical infer-ences (‘guestimates’) of skills and knowledge needs were made for each of the identified job functions. Skills refer to the ability to apply knowledge and use know-how to complete tasks and solve prob-lems. In the context of the Europe-an Qualification Framework (EQF), skills are described as cognitive (involving the use of logical, intui-tive and creative thinking) or prac-tical (involving manual dexterity and the use of methods, materials, tools and instruments). Knowledge refers to the outcome of the accu-mulation of information through learning. It is the body of facts,

principles, theories and practices that is related to a field of work or study. In EQF context, knowledge is described as theoretical and/or factual. Competences refer to the proven ability to use knowledge, skills and personal, social and/ or methodological abilities, in work or study situations and in profes-sional and personal development. Competences thus defined come actually close to what is gener-ally understood nowadays as ‘soft skills’. In EQF context, competences are described in terms of responsi-bility and autonomy. In the practi-cal elaboration of future skills and knowledge needs for the purpose of this study, both have been fur-ther ‘disentangled’ to result into six clusters of similar and related skills and knowledge needs (see textbox below).

Future skills and knowledge needs by job function

Across all job functions soft skills will become increasingly impor-tant, especially so for high skilled professional job functions. The general trend of up-skilling across job functions is bound to con-tinue in the coming years. Due to the changing nature of jobs,


25

predefined technical knowledge capabilities will become somewhat less important while skills to adapt and learn new competences and life-long learning will be put at a premium. Certain knowledge – notably e-skills – will become more important. Emerging competences of higher skilled jobs mostly refer to

how to learn, communicate, inter-act and adapt to changing environ-ments in addition to a high quality education. Emerging competences in medium-educated job functions that mostly execute defined tasks and processes refer mostly to spe-cific knowledge sets that can be taught through learning.

Knowledge (‘hard skills’)

• Legislative / regulatory knowledge (environmental / safety / labour / contracting); Language*; e-skills; Marketing skills; Technical knowledge; Product knowledge; Product development

Social Skills

• Team working skills; Social perceptiveness (listening / understanding); Communication; Networking; Language*; Intercultural

Problem-solving Skills

• Analytical skills; Interdisciplinary; Initiative, Multi-skilling; Creativity

Self-management Skills

• Planning; Stress and time management; Flexibility; Multi-tasking

Management skills

• Strategic & visionary; Coaching and team building; Change management; Project management; Process optimizing; Quality management; People skills crucial for collegial management style

Entrepreneurial skills

• Supplier and customer relationship / understanding; Business understanding / development; Trend setting / trend spotting

Source: TNO-SEOR-ZSI

Overview of skills and knowledge needs identified for each job function and scenario


26

We illustrate the key emerging skills and knowledge needs for three of the eleven distinguished job functions, including are man-agers, engineers and R&D, and sales & marketing.1

Managers – Entrepreneurial skills are essential in all scenarios, but espe-cially in the Innovation-led Growth scenario. This includes forecasting and trend-setting / trend-spotting skills but also anticipating (global) market and business development and a better understanding about customers and suppliers. Compa-nies have to constantly keep ahead of competitors with increasingly sophisticated products, with an increasing necessity for interdisci-plinary co-operation, ability to take initiatives and multi-skilling. Grow-ing international co-operation and dealing with new markets requires strong intercultural and language skills. Although managers are gen-erally less involved directly in R&D activities, they need to know more about developments and industries that could provide useful input for innovation.

1 For the Innovation-led Growth scenario only. For a summary of future skills and knowledge needs for these and other job categories, see the tables at the end of this summary. More extensive and detailed accounts on skills and knowledge needs can be found in the main report, with further differentiations made by scenario.

Engineers and R&D - Increasing interdisciplinary co-operation char-acterises Innovation-led Growth. Engineering is likely to become more customised, finding the best solution for special purposes and climate conditions. This requires new hard skills for engineers work-ing in this sector, cutting through different and new disciplines. Com-puter-based product design and optimisation of production meth-ods are also likely to become more important. Environmental technol-ogies and sciences will comprise an important emergent skill cat-egory for engineers. Engineers will also be required to possess more knowledge about legal aspects and regulation affairs, especially international norms, regulations and standards and industry spe-cific regulations. Social, manage-rial and entrepreneurial skills like trend-spotting / trend setting and a better understanding of custom-ers and suppliers, team building, coaching and project management will become increasingly important. Internationalisation and a possibly higher participation rate of women require intercultural skills and ‘gen-der competences’.

Sales & marketing - Greater empha-sis on social and entrepreneur-ial skills is to be expected in


27

Innovation-led Growth. Expansion and exploration of new markets will require customised marketing skills tailored to specific cultural, clients and industrial settings. A one-size-fits-all marketing strategy will not be appropriate anymore. Thus flexibility and the understand-ing of (individual) customers will be a great skill advantage. Other entrepreneurial skills like business development, marketing skills and even trend spotting will become very important. A considerable pro-portion of the product palette will exist of new products or speciality products with higher complexity and more features, sales & market-ing personnel are required to pos-sess more extensive knowledge of products and technical/ engineer-ing factors. New computer technol-ogy, new marketing concepts and an increase in business virtualisa-tion requires a constant updating of knowledge and skills.


28

In order to meet future skills and knowledge needs, apt and timely solutions – referred to here as stra-tegic choices - are required (see table below). Strategic choices refer and relate to the medium- and longer term, even though emerg-ing skills and knowledge needs in practice may also apply to the now and tomorrow. Essential in seeking appropriate solutions is to keep this longer time perspective in mind. Rather than focusing on one single solution, a set of linked stra-tegic choices will in most cases be the best strategy to follow. Prioritis-ing both in time (what first, where to follow up) and in allocation of resources (including budgetary focus) followed by further fine-tun-ing is a clear necessity to guarantee that skills needs are targeted and solved. Skill needs can be identi-fied at various levels, ranging from assessments at the national or even European sector level to more pre-cise assessments at the regional and company level. Increasingly the identification of skills and knowl-edge needs but also the search for adequate solutions will have to become an integral part of an over-all longer-term business strategy, also for SMEs. Some solutions will be found within the company itself, e.g. through reorganising func-tions within or between plants, by

offering (re)training trajectories or by active global sourcing of personnel. For SMEs and especially for micro-enterprises such longer-term, more strategic human resource manage-ment often will be more difficult to organise and operationalise.

In order to address the identified future skills and knowledge needs in an encompassing and timely manner, appropriate joint action is needed by all stakeholders, includ-ing the industry (firms, sector organisations and social partners), training and education institutes, intermediary organisations and, last but not least, government at all levels (EU, national, regional and local). Collaboration is needed in order to agree on and implement a package of feasible solutions. Timely, targeted and reliable infor-mation to make decisions – i.e. ade-quate monitoring and analysis - is an essential prerequisite.

An example of the assessment of new skills for one job function cat-egory i.e. managers is presented in the table below. The assess-ment starts with six questions the answer to which is relevant for the strategic options applicable in that job function. For example, if the workforce is generally old and low-educated certain options that has

Main strategic choices to meet skill and knowledge needs

Main strategic choices to meet skill and knowledge needs

29

specific implications for upgrading skills and competences. The table then presents 13 possible strategic options (A to M) to address skills and competence issues, assessing for each option whether it is feasi-ble for managers, and if so, who are the key actor to take action.


30

Implications, conclusions and rec-ommendations have been made at two distinct levels: the individual job function (micro) level focusing on options by function and those, more generally, aimed at sectoral stakeholders (including education and training) and policy-makers (meso-level). The former are sum-marised in the preceding table. At the meso-level a further distinction has been made between education and training and ‘other’ main con-clusions and recommendations.

Conclusions and recommendations on education and training

1) Adapt and modernise voca-tional education and training (VET) and general education sys-tems, but do this nationally rather than at the EU level;

2) Strengthen scientific and tech-nical profiles in education;

3) Re-evaluate the position of apprenticeships in the training and education system;

4) Improve the provision of infor-mation on future skills and train-ing needs to both students and trainers;

5) Closer collaboration between stakeholders to tackle emergent skills and knowledge gaps;

6) Improve and enhance the pos-sibilities to engage in life-long learning;

7) Further enhance the flex-ibility of vocational training to address emerging training needs by modularisation, flexible and blended learning and Experience Certificates;

8) Actively promote multi-skilling and provide adequate training modules;

9) Design and provide special courses dedicated to specific sec-tor requirements;

10) Supply special courses for older workers and arrange for provisions to make them stay;

11) Provide career guidance for labour market entrants;

12) Increase international and intersectoral acknowledgement of qualification certificates;

13) Handicraft – artisanal production of ceramics and glass in danger;

Conclusions

Conclusions

31

14) Wanted: e-skills, intercultural, language, creative, health & safe-ty, and ‘green’ skills.

Main other conclusions and recommendations

1) Collaborate with all relevant stakeholders and intensify co-operation: Partnerships for Inno-vation and Job creation and Social Dialogue;

2) Improve the image and attrac-tiveness of the sector – to the young and society at large;

3) Actively pursue the develop-ment of new high-tech materials

and innovative applications through up-skilling, R&D, creativ-ity and design, knowledge and innovation transfer and promo-tion of entrepreneurship;

4) Actively address and imple-ment the 10 actions foreseen in the Raw Materials Initiative;

5) Improve energy efficiency and environmental performance, also in transport;

6) Diversify personnel and take positive action;

7) Invest strongly in human capital.


32

1. What is the maximum volume effect?2. What is the maximum change in skills?3. Do SMEs play a large role?4. Is the sector national/EU/global?

5. Is the workforce old?6. Is the workforce low educated?

Maintain in both sub-sectors17Yes (glass+ceramics)/No (building materials)Global (glass+ceramics)/EU (building materials)Yes No

Option Is this option viable? Actors1

A. Recruiting workers from other sectors Yes, mainly for generic management skills

C, S, I

B. Recruiting workers from other Member States

Yes, when production sites have been offshored to/new productions sites have been established in these Member States

C, I

C. Recruiting workers from Non-Member States

Yes, when production sites have been offshored to/new productions sites have been established in these countries

C, I

D. Recruiting unemployed with or without re-training

No -

E. Recruiting young people from the education system

Yes, mainly through apprenticeships, sector ambassadors in schools, use ‘sustainability’ image

C, S, E

F. Training and re-training employed workers

Yes, in-house promotion and further training in the firm

C, S, E

G. Changing work organisation Yes, introduction new management concepts, self steering teams and flexible organisation concepts

C

H. Outsourcing and offshoring Yes (glass and ceramics)/No (building materials)

C

I. Changing vocational education New management concepts S, E

J. Designing and offering new courses Yes, emerging skills (such as ….) S, E

K. Providing information about emerging skills

Yes S, E, G

L. Improve the image of the sector Yes, especially building materials image in recruiting young workers and diverse target groups (female, ethnic minorities)

C, S

M. Stronger cooperation between stakeholders

Partners in the value chain (glass and ceramics)/ partners in the supply chain (building materials)

C, S, E, I, U

Notes: 1. C (company), S (sector organisations and chambers of commerce), E (education & training), G (governments), I (intermediary organisation, public or private), U (Trade Unions).

Example. Strategic Options Decision Tool -- job function: Managers

Conclusions

33

Inno

vatio

n-le

d gr

owth

Cons

erva

tion

Reso

urce

dep

letio

n

Managers1.

Em

ploy

men

t vol

ume

chan

ge+

00

2. S

kills

cha

nges

cou

nted

176

4

3. E

mer

ging

ski

lls n

eeds

Entr

epre

neur

ship

(tre

nd

sett

ing

& s

pott

ing)

, M

anag

emen

t ski

lls; S

ocia

l sk

ills,

Prob

lem

sol

ving

ski

lls,

Know

ledg

e

Know

ledg

e (le

gisl

ativ

e,

e-sk

ills)

, Ent

repr

eneu

rshi

p,

Prob

lem

-sol

ving

Self-

man

agem

ent,

Know

ledg

e (le

gisl

ativ

e &

re

gula

tory

), Cr

eativ

ity

4. M

ost i

mpo

rtan

t so

lutio

nsRe

crui

ting,

Tra

inin

g an

d re

trai

ning

, Cha

ngin

g w

ork

orga

nisa

tion.

Trai

ning

and

retr

aini

ng,

Recr

uitin

g, C

hang

ing

wor

k or

gani

satio

n.,

Trai

ning

and

retr

aini

ng,

Recr

uitin

g, C

hang

ing

wor

k or

gani

satio

n, Im

prov

ing

imag

e,

5. M

ost i

mpo

rtan

t act

ors

C, E

, S, I

C, E

, S, I

C, E

, S, I

IT professionals

1. E

mpl

oym

ent v

olum

e ch

ange

+0

-

2. S

kills

cha

nges

cou

nted

1513

5

3. E

mer

ging

ski

lls n

eeds

Know

ledg

e (t

echn

ical

kn

owle

dge)

, Soc

ial s

kills

, M

anag

emen

t ski

lls, C

reat

ivity

,

Know

ledg

e (t

echn

ical

kn

owle

dge)

, Soc

ial s

kills

, cr

eativ

ity, M

anag

emen

t ski

lls,

Tren

d se

ttin

g/sp

ottin

g,

Know

ledg

e, S

tres

s &

tim

e m

anag

emen

t, M

anag

emen

t sk

ills

(pro

ject

man

agem

ent,

proc

ess)

4. M

ost i

mpo

rtan

t so

lutio

nsRe

crui

ting

youn

g an

d fr

om

othe

r sec

tors

, Tra

inin

g an

d re

trai

ning

, Cha

ngin

g w

ork

orga

nisa

tion,

Out

sour

cing

,

Trai

ning

and

retr

aini

ng,

Recr

uitin

g yo

ung

and

from

ot

her s

ecto

rs, C

hang

ing

wor

k or

gani

satio

n, O

utso

urci

ng,

Trai

ning

and

retr

aini

ng,

Recr

uitin

g yo

ung

and

from

ot

her s

ecto

rs,

5. M

ost i

mpo

rtan

t act

ors

C, E

, S, I

C, E

, S, I

C, E

, S, I

Summary of changes in job volumes, skills changes, main strategic choices and main players in anticipatory action by scenario


34

Inno

vatio

n-le

d gr

owth

Cons

erva

tion

Reso

urce

dep

letio

n

Other professionals

1. E

mpl

oym

ent v

olum

e ch

ange

++

0

2. S

kills

cha

nges

cou

nted

139

1

3. E

mer

ging

ski

lls n

eeds

Know

ledg

e (le

gisl

ativ

e &

re

gula

tory

, tec

hnic

al, e

-ski

lls),

Soci

al s

kills

Know

ledg

e (le

gisl

ativ

e &

re

gula

tory

, e-s

kills

), So

cial

sk

ills,

Prob

lem

sol

ving

ski

lls

Know

ledg

e (e

-ski

lls)

4. M

ost i

mpo

rtan

t so

lutio

nsRe

crui

ting

youn

g an

d fr

om

othe

r sec

tors

, Tra

inin

g an

d re

trai

ning

Recr

uitin

g yo

ung

and

from

ot

her s

ecto

rs, T

rain

ing

and

retr

aini

ng, C

hang

ing

wor

k or

gani

satio

n, O

ffsho

ring,

Recr

uitin

g yo

ung

and

from

ot

her s

ecto

rs, T

rain

ing,

Pr

ovid

ing

info

rmat

ion,

Im

prov

ing

imag

e, S

tron

ger

coop

erat

ion

5. M

ost i

mpo

rtan

t act

ors

C, E

, S, I

C, E

, S, I

C, E

, S, I

Engineers and R&D personnel

1. E

mpl

oym

ent v

olum

e ch

ange

++

-

2. S

kills

cha

nges

cou

nted

2413

3

3. E

mer

ging

ski

lls n

eeds

Know

ledg

e (t

echn

ical

kn

owle

dge,

legi

slat

ive,

e-

skill

s), S

ocia

l ski

lls,

Know

ledg

e (t

echn

ical

kn

owle

dge,

legi

slat

ive,

e-

skill

s), M

anag

emen

t ski

lls

Know

ledg

e (t

echn

ical

kn

owle

dge)

Fle

xibi

lity,

Str

ess

& ti

me

man

agem

ent

4. M

ost i

mpo

rtan

t so

lutio

nsRe

crui

ting

from

oth

er

coun

trie

s, Re

crui

ting

youn

g,

Trai

ning

and

retr

aini

ng

Recr

uitin

g fr

om o

ther

co

untr

ies,

Recr

uitin

g yo

ung,

Tr

aini

ng a

nd re

trai

ning

Trai

ning

and

retr

aini

ng,

Chan

ging

wor

k or

gani

satio

n,

Impr

ovin

g im

age

5. M

ost i

mpo

rtan

t act

ors

C, E

, S, I

, GC,

E, S

, I, G

C, E

, S, I

Conclusions

35

Accounting & Finance

1. E

mpl

oym

ent v

olum

e ch

ange

+-

-

2. S

kills

cha

nges

cou

nted

1110

3

3. E

mer

ging

ski

lls n

eeds

Know

ledg

e (le

gisl

ativ

e &

re

gula

tory

, e-s

kills

), So

cial

sk

ills,

Man

agem

ent s

kills

,

Know

ledg

e (le

gisl

ativ

e &

re

gula

tory

kno

wle

dge,

e-

skill

s), M

anag

emen

t ski

lls,

e-sk

ills,

flexi

bilit

y, p

roce

ss

man

agem

ent

4. M

ost i

mpo

rtan

t so

lutio

nsRe

crui

ting,

Tra

inin

g an

d re

trai

ning

, Out

-sou

rcin

g,

Chan

ging

voc

atio

nal

educ

atio

n

Trai

ning

and

retr

aini

ng,

Recr

uitin

g, O

ut-s

ourc

ing,

Ch

angi

ng v

ocat

iona

l ed

ucat

ion

Trai

ning

and

retr

aini

ng,

Chan

ging

voc

atio

nal

educ

atio

n, N

ew c

ours

es

5. M

ost i

mpo

rtan

t act

ors

C, E

, S, I

C, E

, S, I

C, E

, S, I

Sales & Marketing

1. E

mpl

oym

ent v

olum

e ch

ange

+0

0

2. S

kills

cha

nges

cou

nted

2112

5

3. E

mer

ging

ski

lls n

eeds

Entr

epre

neur

ship

(bus

ines

s de

velo

pmen

t, m

arke

ting

skill

s, tr

end

sett

ing

/ spo

ttin

g)

Entr

epre

neur

ship

(bus

ines

s de

velo

pmen

t, m

arke

ting

skill

s), S

ocia

l ski

lls,

Entr

epre

neur

ship

(bus

ines

s de

velo

pmen

t, m

arke

ting)

, e-

skill

s, fle

xibi

lity

4. M

ost i

mpo

rtan

t so

lutio

nsRe

crui

ting

youn

g pe

ople

, (Re

)tr

aini

ng, O

utso

urci

ng, N

ew

cour

ses,

Recr

uitin

g yo

ung

peop

le, (

Re)

trai

ning

, Out

sour

cing

, New

co

urse

s,

Recr

uitin

g yo

ung

peop

le,

(Re)

trai

ning

, New

cou

rses

, Pr

ovid

ing

info

rmat

ion,

5. M

ost i

mpo

rtan

t act

ors

C, E

, S, I

C, E

, S, I

C, E

, S, I


36

Inno

vatio

n-le

d gr

owth

Cons

erva

tion

Reso

urce

dep

letio

n

Administrative support staff

1. E

mpl

oym

ent v

olum

e ch

ange

0-

-

2. S

kills

cha

nges

cou

nted

119

3

3. E

mer

ging

ski

lls n

eeds

Self

man

agem

ent (

all),

So

cial

ski

lls, u

nder

stan

ding

su

pplie

rs &

cus

tom

ers

Self

man

agem

ent (

all),

So

cial

ski

lls, u

nder

stan

ding

su

pplie

rs &

cus

tom

ers,

Self-

man

agem

ent (

plan

ning

, st

ress

man

agem

ent,

flexi

bilit

y), t

eam

wor

king

,

4. M

ost i

mpo

rtan

t so

lutio

nsRe

crui

ting

youn

g pe

ople

, Tr

aini

ng a

nd re

trai

ning

, Ch

angi

ng w

ork

orga

nisa

tion,

Recr

uitin

g yo

ung

peop

le,

Trai

ning

and

retr

aini

ng,

Chan

ging

wor

k or

gani

satio

n,

Recr

uitin

g yo

ung

peop

le,

5. M

ost i

mpo

rtan

t act

ors

C, E

, IC,

E, I

C, E

, I

Truck drivers

1. E

mpl

oym

ent v

olum

e ch

ange

+-

-

2. S

kills

cha

nges

cou

nted

99

5

3. E

mer

ging

ski

lls n

eeds

Know

ledg

e, S

elf

man

agem

ent,

Soci

al s

kills

, Pr

oble

m S

olvi

ng

Know

ledg

e, S

elf

man

agem

ent,

Soci

al s

kills

, Pr

oble

m S

olvi

ng

Self

man

agem

ent,

Soci

al s

kills

4. M

ost i

mpo

rtan

t so

lutio

nsRe

crui

ting

from

oth

er

Mem

ber S

tate

s, O

utso

urci

ng,

Chan

ging

voc

atio

nal

educ

atio

n,

Recr

uitin

g fr

om o

ther

M

embe

r Sta

tes,

Out

sour

cing

, Ch

angi

ng v

ocat

iona

l ed

ucat

ion,

Recr

uitin

g fr

om o

ther

M

embe

r Sta

tes,

Out

sour

cing

5. M

ost i

mpo

rtan

t act

ors

C, E

, SC,

E, S

C, E

, S

Conclusions

37

Skilled production workers

1. E

mpl

oym

ent v

olum

e ch

ange

+/-

-/+

-

2. S

kills

cha

nges

cou

nted

1411

5

3. E

mer

ging

ski

lls n

eeds

Know

ledg

e, S

ocia

l ski

lls,

Self

man

agem

ent,

Prob

lem

so

lvin

g sk

ills,

Qua

lity

man

agem

ent

Know

ledg

e, S

ocia

l ski

lls, S

elf

man

agem

ent,

anal

ytic

al s

kills

, cr

eativ

ity

Know

ledg

e, S

elf

man

agem

ent

4. M

ost i

mpo

rtan

t so

lutio

nsRe

crui

ting

youn

g pe

ople

, Tr

aini

ng a

nd re

trai

ning

, Ch

angi

ng w

ork

orga

nisa

tion

Recr

uitin

g yo

ung

peop

le,

Trai

ning

and

retr

aini

ng,

Chan

ging

wor

k or

gani

satio

n,

Recr

uitin

g yo

ung

peop

le,

Trai

ning

and

retr

aini

ng,

Chan

ging

voc

atio

nal

educ

atio

n,

5. M

ost i

mpo

rtan

t act

ors

C, E

, S, I

C, E

, S, I

C, E

, S,

I

Plant and machinery repair and

1. E

mpl

oym

ent v

olum

e ch

ange

0+

-

2. S

kills

cha

nges

cou

nted

1812

5

3. E

mer

ging

ski

lls n

eeds

Know

ledg

e (le

gisl

ativ

e &

regu

lato

ry, t

echn

ical

kn

owle

dge)

, Sel

f m

anag

emen

t,

Know

ledg

e (le

gisl

ativ

e &

regu

lato

ry, t

echn

ical

kn

owle

dge)

, Sel

f m

anag

emen

t,

Self

Man

agem

ent (

flexi

bilit

y,

stre

ss m

anag

emen

t),

Know

ledg

e (e

-ski

lls,

tech

nica

l)

4. M

ost i

mpo

rtan

t so

lutio

nsRe

crui

ting

youn

g pe

ople

, Tr

aini

ng a

nd re

trai

ning

, O

utso

urci

ng

Recr

uitin

g yo

ung

peop

le,

Trai

ning

and

retr

aini

ng,

Out

sour

cing

,

Recr

uitin

g yo

ung

peop

le,

Trai

ning

and

retr

aini

ng,

Out

sour

cing

,

5. M

ost i

mpo

rtan

t act

ors

C, E

, S, I

C, E

, S, I

C, E

, S, I


38

Inno

vatio

n-le

d gr

owth

Cons

erva

tion

Reso

urce

dep

letio

n

Labourers

1. E

mpl

oym

ent v

olum

e ch

ange

--

-

2. S

kills

cha

nges

cou

nted

1110

4

3. E

mer

ging

ski

lls n

eeds

Soci

al s

kills

, Kno

wle

dge,

Se

lf m

anag

emen

t, Pr

oble

m

solv

ing

skill

s, qu

ality

m

anag

emen

t

Soci

al s

kills

, Kno

wle

dge,

Sel

f m

anag

emen

t, m

ulti-

skill

ing,

qu

ality

man

agem

ent

Soci

al s

kills

, Sel

f man

agem

ent

4. M

ost i

mpo

rtan

t so

lutio

nsTr

aini

ng a

nd re

trai

ning

, Ch

angi

ng w

ork

orga

nisa

tion,

O

utso

urci

ng a

nd o

ffsho

ring,

Trai

ning

and

retr

aini

ng,

Chan

ging

wor

k or

gani

satio

n,

Out

sour

cing

and

offs

horin

g,

Trai

ning

, up-

skill

ing

5. M

ost i

mpo

rtan

t act

ors

C, E

, S, I

C, E

, S, I

C, E

, S, I

C=Co

mpa

nies

; S=S

ecto

ral o

rgan

isat

ions

, U=t

rade

Uni

ons;

E=E

duca

tion

and

trai

ning

inst

itute

s; G

=Gov

ernm

ent (

EU, M

embe

r Sta

te, r

egio

nal,

loca

l); I

= In

term

edia

ry o

rgan

izat

ions

.

Where to find more information?

The following information can be found on the Europa website under the address: http://ec.europa.eu/restructuringandjobs

The other 17 sector studies on the analysis of the sector’s evolution and future skills needsThe Restructuring in Europe report The thematic restructuring forums

The checklist and the toolkit on restructuring processesThe training guide for SMEs

The national seminars on restructuring in 27 EU countriesOfficial documents related to restructuring policies

Documents

Non-Metallic Materials - Malta Employers materials.pdf · Non-Metallic Materials 4 The renewed Lisbon strategy and European Employment strategy stress the need for Europe to place