eWORK 2000 - European Telework Week
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<strong>eWORK</strong> <strong>2000</strong>Status Report onNew Ways to Workin the Information Society
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>TWK Report Final.doc - September <strong>2000</strong>Will also be available on-line: http://www.eto.org.uk- 2 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>ForewordThis report on the status of "eWork" development in Europe marks the beginning of a new phase of<strong>European</strong> co-operation in the shift to a digital, knowledge-based economy.This new phase has now a new common policy framework: the agreements at the Lisbon Summit inMarch <strong>2000</strong> to make Europe "the most competitive and dynamic knowledge-based economy,capable of sustained economic growth with more and better jobs and greater social cohesion".Substantial progress towards this goal will be realised through implementation of the e-EuropeAction Plan agreed in June <strong>2000</strong>.The new phase of <strong>European</strong> co-operation is also supported by the 5 th Framework Programme forResearch and Technology development, notably in the Key Action on "New Methods of Work". Afirst set of <strong>European</strong> projects are now underway and are described in this report.This new phase also has the broader scope of "ework" development for a substantial proportion ofthe <strong>European</strong> workforce. This includes continued development of telework, with its now provenbenefits of flexibility in time and place. However, it now also anticipates the revolution in work formost people as new wireless and display technologies change office equipment and design, and as thenature of work itself changes in a knowledge economy where the creativity and innovation becamemore important than simple productivity in routine tasks.This report is again the joint effort of many people across Europe. We hope that it will be both apoint of reference and a source of inspiration.The views expressed are those of the authors and do not necessarily reflect those of the <strong>European</strong>Commission.Peter JohnstonJohn Nolan- 3 -
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New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>AcknowledgementsThanks for important contributions are also due to:Country Name Organisation Contact detailsAustria Joseph Hochgerner Centre for Social Innovation hochgerner@zsi.atBelgium Christian VanAesbrockBelgian <strong>Telework</strong>ingAssociationvanasbroeck@compuserve.comDenmark Jeremy Millard The Danish TechnologicalInstituteFinland Juhani Pekkola Finnish Ministry of LabourLars TolletUnited Expert of <strong>Telework</strong> OyTaitoverkkojeremy.millard@teknologisk.dkjuhani.pekkola@pt2.tempo.mol.filars.tollet@taitoverkko.fiFrance Nicole Turbe-Suetens Distance Expert nturbe@ibm.netGermany Werner KorteRainer PollmanEmpiricawerner.korte@empirica.derainer.pollmann@teleworker.bo.uunet.deGreece Constantine Dikaois Epsilon epsilon@hol.grIreland Imogen Bertin Cork <strong>Telework</strong>ing Centre imogen@ctc.ieItaly Enrique de la Serna Innova e.delaserna@agora.stm.itLuxembourg Alice Stern Infopartners astern@ip.luNetherlands Kitty de Bruin Netherlands <strong>Telework</strong> Platform kitty.de.bruin@telewerkforum.nlPortugalRui CartaxoMiguel ReynoldsMaria do RosarioAlmeidaMichel IckxEduardo BarreraWalter PaavonenLilian HollowayPortugal telecomrui.m.cartaxo@telecom.ptm.reynolds@telemanworld.comSpainCibertecamickx@neptuno.ciberteca.esCommerce Net Europe eduardo@commercenet.orgSwedenPaavonen Consultingpaavonen@algonet.seSwedish <strong>Telework</strong>erslilian.holloway@ammarnas.netAssociationUK Alan Denbigh The Telecottage Association teleworker@compuserve.comPaul Jackson Brunel Universitypaul.jackson@brunel.ac.ukUrsula Huws Analyticaanalytica@dial.pipex.comUSA Jack Nilles Jala International jnilles@jala.comJapan Wendy Spinks Science University of Tokyo spinks@ms.kagu.sut.ac.jpAs well as to the following members of staff of the <strong>European</strong> Commission:Françoise Berthiaume, Gerhard Bräunling, Luciano Conte, Mary Cox, Marie Donnelly, KatrienFranckx, Rosa Fina, Robert Lobell, Diego Mellado, Jean Millar, Pascale Scourion.- 5 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>- 6 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>TABLE OF CONTENTS1 Introduction .......................................................................................................................................................92 <strong>Telework</strong> and the <strong>European</strong> Commission .......................................................................................................112.1 <strong>European</strong> Policy Framework.........................................................................................................................112.2 The Social and Labour Market Policy Context ..............................................................................................132.3 Structural Funds ...........................................................................................................................................173 The eEurope Action Plan ................................................................................................................................213.1 Working in the knowledge-based economy ....................................................................................................223.2 Specific Actions and targets ..........................................................................................................................234 <strong>Telework</strong> in Europe: Status Quo and Potential, Good Practice and Bad Practice........................................244.1 Research Background and Aims....................................................................................................................244.2 State of the Art in <strong>Telework</strong> Benchmarking....................................................................................................244.3 Defining <strong>Telework</strong>.........................................................................................................................................264.4 The Diffusion of <strong>Telework</strong> in Europe: Results from Ecatt ..............................................................................284.5 Good Practice and Bad Practice in <strong>Telework</strong>................................................................................................404.6 Looking Beyond: <strong>Telework</strong> as a New Way of Working ...................................................................................455 <strong>European</strong> eWork - National Reports ..............................................................................................................475.1 Austria ..........................................................................................................................................................475.2 Belgium.........................................................................................................................................................505.3 Denmark .......................................................................................................................................................545.4 Finland .........................................................................................................................................................595.5 France ..........................................................................................................................................................635.6 Germany .......................................................................................................................................................685.7 Greece ..........................................................................................................................................................745.8 Ireland ..........................................................................................................................................................765.9 Italy ..............................................................................................................................................................815.10 Luxembourg..............................................................................................................................................865.11 The Netherlands........................................................................................................................................885.12 Portugal....................................................................................................................................................925.13 Spain.........................................................................................................................................................955.14 Sweden....................................................................................................................................................1035.15 United Kingdom......................................................................................................................................1075.16 USA ........................................................................................................................................................1115.17 Japan......................................................................................................................................................113- 7 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>6 New Directions for Research and Technology Development........................................................................1156.1 Technology developments are faster than ever. ...........................................................................................1156.2 A new framework for <strong>European</strong> research and technology development........................................................1166.3 Key Action II - New Methods of Work and Electronic Commerce ................................................................1187 eWork Agenda - Major Activities in 1999 - <strong>2000</strong> .........................................................................................1237.1 - 4th International <strong>Telework</strong> Workshop Tokyo, 31 August to 3 September 1999...........................................1237.2 <strong>Telework</strong> '99 - Aarhus - Denmark, September 1999 .....................................................................................1257.3 ALTA Conference on "New Jobs in the Information Society"- 20-21 March <strong>2000</strong>: Luxembourg ..................1297.4 Fifth International Workshop on <strong>Telework</strong>: "<strong>2000</strong> and Beyond: the Future of (tele)work -Stockholm, Sweden: August 28 to September 1, <strong>2000</strong> ....................................................................................1317.5 <strong>European</strong> Assembly on <strong>Telework</strong> <strong>2000</strong> - London, September 13 to 15, <strong>2000</strong>................................................1327.6 eBusiness & eWork conference & exhibition, Madrid 18 – 20 October <strong>2000</strong> ...............................................1347.7 eWork <strong>Week</strong> <strong>2000</strong>........................................................................................................................................1357.8 eWork Awards <strong>2000</strong> ....................................................................................................................................1377.9 IST <strong>2000</strong>, Nice, France - 6 th to 8 th November <strong>2000</strong>......................................................................................1408 Gender and <strong>Telework</strong>....................................................................................................................................1418.1 Gender and Social Exclusion Issues ............................................................................................................1418.2 Equality and <strong>Telework</strong> ................................................................................................................................1419 <strong>Telework</strong> in the <strong>European</strong> Commission ........................................................................................................144Annex 1:JOINT STATEMENT FOR THE LISBON SUMMIT....................................................................150Annex 2: EUROPEAN TELEWORK WEEK '99 ...........................................................................................154Annex 3: EUROPEAN PROJECTS (in alphabetical order) ...........................................................................164Annex 4: ON LINE EUROPEAN TELEWORK SITES .................................................................................190Annex 5:DEFINITIONS & GLOSSARY........................................................................................................199Annex 6: PUBLICATIONS ..............................................................................................................................205- 8 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>1 IntroductionThis report again provides an opportunity to take stock of the changes in work as Europe moves further to aknowledge economy.In <strong>2000</strong>, Europe has the best prospects for sustained economic growth for over 25 years. We are beginning torealise the benefits of the single currency and Europe has regained leadership in crucial areas of technologydevelopment. Yet substantial structural change is now widely accepted as vital. Structural change meanschange in the way governments and business operate and in the way we work.These changes are most urgently needed to boost productivity and increase non-inflationary growth. But theywill be also necessary if we are to successfully manage the transition to a stable but older population, and togreater environmental and social sustainability in a global Information Society.These challenges are addressed at national and <strong>European</strong> level, and effective synergy between all efforts mustbe realised. This report therefore puts together information from all Member States, in the context of common<strong>European</strong> policies and of the new research and technology developments supported at EU-level.Section 2 summarises and updates the information on <strong>European</strong> policy and social dialogue activities relatedprimarily to <strong>Telework</strong>. These activities have contributed to development of the e-Europe initiative and ActionPlan, adopted under the Portuguese Presidency of the EU in Lisbon and Feira in March and June <strong>2000</strong>. Thisinitiative aims to make Europe the most competitive and dynamic knowledge-based economy, capable ofsustained economic growth with more and better jobs and greater social cohesion.The sections of the e-Europe Action Plan concerned with <strong>Telework</strong> and ework are summarised in Section 3,and a joint statement by telecommunications companies and trade unions is in Annex1.Accurate and consistent information about the current extent of <strong>Telework</strong> is an essential foundation againstwhich further progress can be monitored. Section 4 therefore summarises the results and analysis of the majorsurvey carried out for the <strong>European</strong> Commission in 1999-<strong>2000</strong> in the ECATT Project. This survey has notonly measured the extent to which telework has been introduced in 10 Member States. It has also allowedboth good practice and bad practice to be identified.This survey is complemented by status reports from all Member States and from the USA and Japan. Thesemore qualitative reports highlight legislative and fiscal policy changes, as well as new Framework Agreementsand major conferences which have helped to broaden participation in new methods of work in the last 12months.Section 6 summarises the directions and priorities for research and technology development (RTD) in the<strong>European</strong> Framework Programme. An updated set of RTD projects and of other EU projects funded under thestructural policy frameworks (<strong>European</strong> Social Fund and <strong>European</strong> Regional Development Fund) aredescribed in Annex 3.Wider participation in new working practices will come only through wide participation in public debate andfrom the wide dissemination of information about benefits and best practice. Section 7 is therefore devoted toreports of major conferences in 1999 and <strong>2000</strong>, and to information about the <strong>European</strong> <strong>Telework</strong> <strong>Week</strong> inNovember 1999, and the <strong>European</strong> eWork <strong>Week</strong> in November <strong>2000</strong>.- 9 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>One of the critical <strong>European</strong> Employment policy goals is to increase the participation rate of women from thecurrent 51% of the women of working age to 60% by 2010 (compared with about 80% of men). Section 8therefore focuses on the particular problems and opportunities for women. This extract from the "GenderSurvey" is reproduced with the kind permission of the author, Ms Ursula HuwsFinally, the <strong>European</strong> Commission itself is engaged in an experiment to assess the opportunities and benefitsof telework for its own staff, with a view to improving efficiency and responsiveness through a substantialreform of administrative structures and procedures. A summary of the current evaluation of this pilotexperiment is in Section 9.- 10 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>2 <strong>Telework</strong> and the <strong>European</strong> Commission2.1 <strong>European</strong> Policy FrameworkThe <strong>European</strong> Commission has actively pursued policies designed to build the Information Society in Europesince the early 1990's. Telecommunications liberalisation, together with Social policy, naturally constitutecentral pillars of these efforts. Creating appropriate conditions for new business, providing continuous supportfor technology development and pilot projects, and raising public awareness have been others.The <strong>European</strong> Commission’s first interest in telework dates from 1989. Concerns were raised about the risks(of exclusion) and opportunities (for decentralisation) arising from the economic impacts of advancedcommunications on rural areas and remote regions. A strategic analysis performed by the DG for theInformation Society (formerly DG XIII) in liaison with the DG for Agriculture (Formerly DG VI), identifiedtelework as a potential contributor to broader employment opportunities in rural areas. These considerationsled to the launch of the ORA RTD Programme, with a planned synergy with the LEADER initiative in supportof local and rural employment. It was in this framework that the first research projects with a focus ontelework were launched: PATRA (on social and psychological aspects), MITRE (to explore the “businesscase” for teleworking), and the consensus and awareness raising project SYNERGY (ECTF).The White Paper on Growth, Competitiveness, Employment, the Challenges and Way Forward into the 21stCentury, launched in 1993, set the priorities for moving Europe to the Information Society. The top prioritywas work. The enormous growth of unemployment in the Union at that time reinforced the need for a newfocus on greater flexibility in employment. Widespread awareness of telework was stimulated in 1994 by a setof explorative research and stimulation actions initiated by the Commission 1.A High Level Group of <strong>European</strong> industrialists recommended to the Council an Action Plan in order to ensurethat new jobs be created in Europe as rapidly as possible. This Action Plan was first adopted in 1994 2 , andidentified telework as the first of ten applications to launch the Information Society. It was updated in 1996 asa “Rolling Action Plan” 3 , building on the success achieved in liberalisation of the telecommunications sectorand in implementing the 4th Framework Programme (1995-98), notably by a large number of supportmeasures for <strong>European</strong> Research and Technology Development (RTD), especially in ACTS (newcommunications services), ESPRIT (information technology development in the context of changes in businessprocesses), and the Telematics Applications Programme.In parallel with these actions, the social aspects of telework have been addressed by two Green Papers. Firstby the Green Paper on Living and Working in the Information Society: People First, adopted in mid-1996.The ensuing consultation process showed a somewhat polarised debate, some believing telework should evolvenaturally, others arguing that new legislation is needed to protect teleworkers. The follow up to this GreenPaper, The Labour Market and Social Dimension of the Information Society 4 , also addressed telework andannounced, inter alia, the launching of a consultation with the social partners on whether and to what extentCommunity action on the protection of teleworkers is advisable.The second Green Paper, on A Partnership for a New Organisation of Work 5 , adopted in mid-April 1997,resulted into the Communication Modernising the organisation of work – a positive approach towardschange 6 and this now dominates the agenda on social policy. A publication Jobs in the Information Society 71 “<strong>Telework</strong> 1996: Actions for stimulation of transborder telework and research cooperation in Europe; Final Report”, DGXIII B, April 1996 (OPCE:CD-94-96-695-EN-C)2 “Europe’s way to the information society: An Action Plan”, COM(94)347, 19 July 19943 “Europe at the forefront of the Global Information Society: Rolling Action Plan”, COM(96)607, 26 November 1996. Available athttp://www.ispo.cec.be4 COM(97) 390, 24 July 1997: http://europa.eu.int/comm/employment_social/soc-dial/info_soc/com397/97397en.pdf5 COM (97) 128 final, 16.04.1997, April 1997/ http://europa.eu.int/comm/employment_social/soc-dial/social/green_en.htm6 COM(98)592, November 1998 http://europa.eu.int/comm/employment_social/soc-dial/labour/com98-592/com592en.pdf- 11 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>released just before the <strong>European</strong> Summit in Vienna, underlined that 500,000 Information Society jobs werenot being filled because of lack of skilled people in the labour market.In 1998 the Member States agreed the Fifth Framework Programme for <strong>European</strong> Research and Technologydevelopment. This brings together for the first time in one Key Action, within the Thematic InformationSociety Technologies Programme (further referred to as: IST), all work related to improving the quality ofworking lives and helping companies operate more efficiently, as well as in trading goods and services (NewMethods of Work and Electronic Commerce). The Action Lines related to eWork and telework in the 1999and <strong>2000</strong> workprogrammes for IST, focus upon improving our understanding of changes and newopportunities in ways of working and doing business, together with the development of new technologies,methods and services - for the workplace and for teamwork, within and across the boundaries of organisations.These Action Lines are described in more detail in Section 6.In addition to IST, support for developing telework applications is available in the Key Action ”InnovativeProducts, Processes and Organisation” under FP5 Theme 3: “Competitive and Sustainable Growth“, and inthe intelligent manufacturing systems (IMS) programme.In order to ensure a strong outreach to Europe’s citizens, the services of the Commission co-ordinate a<strong>European</strong> <strong>Telework</strong> Agenda. It describes a series of key events spanning the spectrum of telework issues.These include social, technology and policy areas, academic research, and events aimed at telework activistsand practitioners. Taken as a whole, the synergy of these complementary events provides a coherent <strong>European</strong>thrust and character to the new ways of working debate and the development of appropriate technology andservices. The key events in <strong>2000</strong> and 2001 are described in Section 7.7 COM(98)590, November 1998 http://europa.eu.int/comm/employment_social/soc-dial/info_soc/jobopps/joboppen.pdf- 12 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>2.2 The Social and Labour Market Policy ContextThe annual Employment Guidelines, first adopted by the <strong>European</strong> Council in November 1997, areincorporated in the Member States' National Action Plans for employment (NAPs) that are updated everyyear. In the <strong>2000</strong> NAPs, Information Society job creation prospects continue to be addressed at all levels.The Joint Employment Report for 1999 continued to accept that the employment process should remain basedupon the four pillars, which are sufficiently broad to take up the challenges that face us in terms of our labourand employment markets:- Employability: based upon active rather than passive policies which requires intervention to prevent peoplebecoming unemployed and, even more important, to prevent people becoming long-term unemployed. Forthe individual, employability means the capability to find a place in the labour market.- Entrepreneurship: Europe is severely in arrears here, and it is essential to redress this if we are to growjobs. In terms of how Europe’s labour market and economy is structured, only 30% to 35% of Europe’seconomy is based on services compared to 60% in the USA.- Adaptability: this is about coping with change, as individual workers and as enterprises, and goes to theroot of the telework discussion. Over the last 30 years in Europe there have been three economic downturnswhen jobs have been lost, although jobs were gained again in the intervening periods.- Equal opportunities: is a high political priority within the employment process. The growth of femaleparticipation in the labour market is such that by about 2010-2015 it will be in parity with male rates.Many issues surround this change including the need for sufficient support to enable women to take upwork. Thus three guidelines in the employment strategy have been focused on equal opportunities.The <strong>2000</strong> employment guidelines, which did not differ significantly from the 1999 ones, were adopted at the<strong>European</strong> Council in Helsinki in December 1999. Since then the Member States have updated their NAPswhich include an implementation and impact assessment of 1999’s guidelines. These NAPs have now beenanalysed and the Commission will prepare, with the Member States, a further Joint Employment Report for<strong>2000</strong> followed by new guidelines for 2001 to be adopted before the end of the year.The "eEurope Action Plan" is an important addition this year. It arose from discussions by the Heads ofGovernment in Helsinki at the end of 1999; taken up and further elaborated at a special meeting of the<strong>European</strong> Council held at Lisbon in March <strong>2000</strong> and was adopted by the EU Heads of State at the Portuguesepresidency "summit" at Feira in June <strong>2000</strong>. Further information is contained in Section 3.Two types of actions are important:2.2.1 Member State, policy actions:Following the report on "Jobs in the Information Society", a new communication on Strategies for Jobs in theInformation Society 8 was produced in February <strong>2000</strong> and subsequently input to Lisbon. In this document,each Member State has looked at their policies for the Information Society in relation to 4 areas:• Learning in the Information Society• Working in the Information Society• Public services in the Information Society• The Enterprise in the Information Society8 http://europa.eu.int/comm/employment_social/soc-dial/info_soc/news/en.pdf- 13 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>The analysis in each area is based on comparative benchmarking data and best practices comparison betweenand within Member States. Recommendations to the Member States and other stakeholders are provided ineach of the areas with deadlines and indicators of progress. Most of the recommendations in thiscommunications have been adopted within the "eWorking" and "eParticipation" aspects of the eEurope actionplan. The Section concerned with "working in the knowledge-based economy" is summarised in Section 3.2.2.2 Social Partner actions:As a follow up to the communication issued in 1998 addressing the issue of work organisation and whichproposed setting up a comprehensive process, the Commission has now initiated a first stage consultation withthe Social partners at Community level.The initiative is based on a document adopted by the Commission with the purpose of consulting the socialpartners, in accordance with Article 138, paragraph 2 of the EC Treaty, on the possible direction ofCommunity action on:– The development, with due regard to the Conclusions of the Lisbon <strong>European</strong> Council, of a set ofagreed principles and a framework for action with a view to modernising and improving employmentrelations;– The establishment, in the light of the agreed principles, of framework provisions at Community-level inrespect of:• telework;• economically dependent workers, who do not, or may not, correspond to the traditional notion of"employee".The document comprises 6 parts including the above as part 1.Part 2, the background part of the document, recalls the previous consultation on modernisation of work, thefollow up communication, the current <strong>European</strong> employment guidelines relating to work organisation under theadaptability pillar and the outcome of the <strong>European</strong> Council meeting held in Lisbon. It recalls that, at theCouncil, the social partners at <strong>European</strong> level were challenged to take a more active role in modernising the<strong>European</strong> social model.A rationale for the consultation is provided in part 3 of the document on the "Community Added-value". Theaspect of telework is especially singled out in this respect.Part 4 discusses an overall framework for the modernisation of work which will attempt to rationalise andimprove on the current set of individual laws and collective agreements, many of which have outlived theirusefulness and currency.Part 5 discusses issues for action at a <strong>European</strong> level. In this, two types of actions are envisaged. First anaction to establish the principles and framework for the modernisation and second actions which could betaken in 2 specific areas where early progress could be made; one of these is telework.In singling out telework it is recalled that it has increased considerably over the last few years as a direct resultof the development of the Information Society and is likely to continue to do so. <strong>Telework</strong>ing gives rise to anumber of opportunities and challenges concerning employment relationships and working conditions. Theseissues were analysed in the document 9 prepared for the "Reflection Seminar" of the social partners in June1999 and considered at that seminar. Following these reflections, the Commission considers that it might beopportune to develop framework provisions at Community level. These would build on the present experience9 TELEWORK: Labour Law, Occupational Health and Safety and Social Security Issues- 14 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>in relation to national guidelines, collective agreements, agreements at company level, codes of practices andindividual contracts. The social partners might arrange for such provisions to be implemented in the MemberStates in accordance with the procedures and practices specific to management and labour. The followingissues might be covered:– Definition of telework– Arrangements for the introduction of telework– Suitability of job for teleworking and selection of teleworkers (voluntary approach)– Arrangements regarding the home office (space and location, equipment and furniture, childcare,privacy, insurance provisions, health and safety, planning permission)– Rules and procedures for communications (including consultation)– Training requirements– Company security policies– Terms and conditions of employment (working hours, pay and benefits, trade union rights)– Monitoring and review of telework.In addition it might be appropriate to review labour law with a view to facilitating the development oftelework. The aims would be to assess the compatibility of Community law with the development of teleworkand to establish a framework for the review of national legislation and collective agreements.Section 6 of the document reviews the subjects for consultation and invites a response on:1. The principles to be followed in order to modernise employment relations.2. The establishment, in the light of these principles, of a mechanism to review the existinglegislative and contractual rules governing employment relationships.3. <strong>Telework</strong>.4. Economically dependent work.The social partners have been invited to provide their input by 15 th OCTOBER <strong>2000</strong>.Furthermore, the Social partners made a joint contribution for the Forum held in Brussels on June 15 th <strong>2000</strong> 10.The contribution from UNICE/CEEP and ETUC specifically referred to the issue of telework. The <strong>European</strong>social partners confirmed that they " have started to reflect on telework with a view to delineating the conceptof telework more clearly, cataloguing the questions that need to be examined and evaluating their cross-borderdimension".Sectoral social dialogue has also been active in the area of telework. At this moment, the social partners in theCommerce sector are conducting negotiations with a view to establishing a number of common principles at<strong>European</strong> level concerning a wide range of issues relating to telework in the sector. The social partners areexpecting to finalise their work by the end of <strong>2000</strong>.The sectoral social partners in the Telecommunications sector have recently created a specific working groupon <strong>Telework</strong>. This working group is set to deliver a draft agreement on <strong>European</strong> guidelines for the use of<strong>Telework</strong> in the Telecommunications sector. These guidelines, when agreed, should be adopted by the10 The High Level Forum held in Brussels on June 15 th <strong>2000</strong> under Portuguese Presidency gathered the <strong>European</strong> social partners, the Council,the Commission, the Parliament and the <strong>European</strong> Central Bank with a view to discuss social and economic developments in the EU.- 15 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong><strong>European</strong> social partners at the beginning of 2001 a letter and joint statement from major employers andunions in this sector is in Annex 1.The main objective of these initiatives is to reach sector specific agreements on <strong>Telework</strong> that may facilitatenegotiations and discussions on this topic at national and company level in the Member States.2.2.3 Other relevant bodies actions:Following on from the Communication on Work Organisation , a forum for exchanging and disseminatingexperiences called the <strong>European</strong> Work Organisation Network (EWON) 11 has been set up. Its aims :• to identify and analyse new trends in work organisation from which models, methods and processesadaptable in Europe can be developed. EWON will also consider the risks and opportunities of thoseorganisational solutions and analyse the process and difficulties for their introduction;• to promote and disseminate new forms of work organisation throughout the <strong>European</strong> Union;• to support and stimulate, through technical information and analysis, all relevant actors, including SocialPartners and their follow-up to the Communication;• to provide input (on request) to the <strong>European</strong> Commission;• to share, integrate and exchange knowledge across national boundaries, also by establishing relationshipswith research institutes and other Networks.Members of EWON are the <strong>European</strong> Commission, National institutes from EU countries and the <strong>European</strong>Foundation for the improvement of Living and Working Conditions. There are also observers from institutes incountries of the <strong>European</strong> Economic Area.EWON operates with a bottom-up approach. It works through the collection and analysis of emerging goodpractices within their contexts, and through the exchanges and dissemination of the best of these practices,along with the methodology for their effective implementation. This contribution is aimed at enterprises, theworkplace and all levels of workers. At the same time, this analysis is intended to provide support to SocialPartners, Public Authorities and the Commission itself for framework actions on adaptation and new forms ofwork organisation.EWON meets regularly and other activities include: conferences, seminars and workshops. A first newsletter(June <strong>2000</strong>) has been issued which will be followed by others at regular intervals, available also on the website.11 http://europa.eu.int/comm/employment_social/soc-dial/workorg/ewon/index_en.htm- 16 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>2.3 Structural FundsThe <strong>European</strong> Union intervention in support of structural adjustment through its Structural Funds amounts toalmost 30,000 million € per year. There are four structural funds: the <strong>European</strong> Regional Development Fund(ERDF), the <strong>European</strong> Social Fund (ESF), and funds for the agricultural sector and for fisheries, as well asthe Cohesion Fund.Whereas the RTD funds are managed by the Commission, most of the Structural Funds are not. Only 9% isset aside for Community initiatives, the main part being managed by the Member States, and indeed individualregions, themselves. In some of the Community initiatives, attention on new ways of working plays a role, forinstance in Employment NOW (New employment Opportunities for Women). A specific mention ofteleworking is given in the description of one of the four priority themes, i.e. the reconciliation of work andfamily life, where it is explicitly stated that measures for avoiding negative effects, like isolation and loss ofsocial protection, should be included. The main initiatives are, however, to be found in the LEADER, and,replacing the ADAPT and EMPLOYMENT, initiatives a new initiative called EQUAL.In order to bridge the difference between regions in terms of the development of new ISTs, Article 10 of theERDF and Article 6 of the ESF identify the translation of the Information Society concept into real life in theregions as a priority. This is achieved through the demonstration of innovative applications and services as oneof the priority areas for pilot actions, of which telework is often an important component.2.3.1 The LEADER InitiativeLEADER is the French anagram for Links between actions for the development of the rural economy. TheCommunity's participation is 1,755 million ECU of which 900 million ECU are for the regions of Objective 1(lagging behind in development). LEADER I was established to bring the operation of the Structural Fundsinto closer collaboration with the Commission's RTD initiatives, such as ORA in 1990 and 1991. LEADER IIapplies for the duration of the planning period of the Structural Funds from 1994 to 1999. During <strong>2000</strong>,further efforts are proposed to bring ICTs benefits to local people in rural areas: innovative aspects of suchprojects will continue to be supported by the next rural development initiative LEADER+ (<strong>2000</strong>-2006). 12LEADER covers geographical areas of limited size with a strong local identity. It is based on the activeinvolvement of the local people, firms, associations and authorities. It serves as an incentive for developmentstrategies adapted to the area's characteristics using an integrated, multi-sector approach. Among the eight keypoints for rural territories 13 , four of them may concern teleworking: activities and jobs; migrations and socialand vocational integration; technological developments; competitiveness and access to markets. Severalteleworking projects have started under the "rural innovation programmes" (measure B), the "transnational cooperation"(measure C), as well as the <strong>European</strong> network for rural development (measure D). These areincluded in Annex 3.Rural development is increasingly understood as sustainable integrated development to include social, cultural,economic and environmental dimensions in a context of geographic diversity. Issues about new ways ofworking with ICTs have been tackled by many project holders within the LEADER framework, with somesuccess and many failures. During the <strong>European</strong> seminar entitled "new technologies and changes in ruralemployment" held in June 1998 in the Hebrides, seven case studies were investigated and four models of bestpractice were identified:i) ICTs in traditional activities, e.g. marketing local crafts, tourism, agricultural produce12 More information on the rural development initiative and its operational projects is available in six languages from the Rural Europe Web sitehttp://www.rural-europe.aeidl.be13 The eight key points identified by the LEADER network are: the mobilisation of the local population and social cohesion; the area's culture andidentity; activities and jobs; the area's image; migrations and social and vocational integration; the environment, management of spaces and naturalresources; technological developments; competitiveness and access to markets.- 17 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>ii)iii)iv)ICTs for job opportunities, e.g. call centres, teleworkingICTs in the delivery of services like health, education, public administration, etc.ICTs and networking, when used as a internal or external communication tool.2.3.2 The EQUAL InitiativeThe two main community initiatives of the ESF which dealt (amongst other things) with telework issuesADAPT and EMPLOYMENT are now nearing completion to be replaced in <strong>2000</strong> by a new Communityinitiative called EQUAL. The <strong>European</strong> Union contribution to EQUAL will be provided through the <strong>European</strong>Social Fund to the tune of € 2847 million over the <strong>2000</strong> – 2006 period. These contributions will need to bematched by national funding.The initiatives ADAPT and EMPLOYMENT (Horizon, Integra, Now and Youthstart) have resulted in a largeresource of 'hands on' experience and expertise. Potential EQUAL partners wishing to draw on these resourceswhen developing their own proposals will be directed to a new web-site 14 which covers the transitional period(<strong>2000</strong> and 2001) during which the ADAPT and Employment initiatives ramps down and EQUAL ramps up.The <strong>European</strong> Commission , in consultation with the <strong>European</strong> Parliament, Member States, and the socialpartners has set nine themes for the first call for EQUAL proposals. Eight are linked directly to the <strong>European</strong>Employment Strategy. The ninth covers the specific needs of asylum seekers. Overall, the aim of the thematicapproach is to explore new ways of tackling the problems common to different types of discrimination andinequality, rather than focusing on a specific target group.Each Member State will choose the themes within which it wishes to explore and test new ideas in cooperationwith other Member States. National calls for proposals will set out the themes under which potentialDevelopment Partnerships can apply for EQUAL funding. The specific issue of telework is likely to be linkedto priorities 3, 6 and 7 which correspond to entrepreneurship, adaptability and equal opportunities measuresof the <strong>European</strong> Employment Strategy previously discussed.The nine thematic priorities in EQUALEmployability1 Facilitating access and return to the labour market for those who have difficulty in being integratedor re-integrated into a labour market which must be open to all2 Combating racism and xenophobia in relation to the labour marketEntrepreneurship3 Opening up the business creation process to all by providing the tools required for setting up inbusiness and for the identification and exploitation of new possibilities for creating employment inurban and rural areas4 Strengthening the social economy (the third sector), in particular the services of interest to thecommunity, with a focus on improving the quality of jobsAdaptability5 Promoting lifelong learning and inclusive work practices which encourage the recruitment andretention of those suffering discrimination and inequality in connection with the labour market6 Supporting the adaptability of firms and employees to structural economic change and the use ofinformation technology and other new technologies14 http://europa.eu.int/comm/employment_social/equal/index_en.htm- 18 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Equal Opportunities for women and men7 Reconciling family and professional life, as well as the re-integration of men and women who haveleft the labour market, by developing more flexible and effective forms of work organisation andsupport services8 Reducing gender gaps and supporting job desegregation.Asylum seekers9 Helping the integration of asylum-seekers.Depending on the official status of the asylum seeker - an extremely complex area, with variationsbetween Member States - assistance may be for new ways of helping to access the labour market, orto provide training for unsuccessful asylum seekers prior to their leaving the country.The EQUAL guidelines have been published in May <strong>2000</strong> (see the web site already referenced fordownloading). Each Member State will next prepare a programme (called a Community Initiative Programme)outlining the way it intends to implement the initiative. These programmes, including the detailed criteria forthe selection of "Development Partnerships", is next agreed with the <strong>European</strong> Commission. The first call forproposals under EQUAL can be expected within the first quarter of 2001.2.3.3 Article 10 (ERDF)In terms of inter-regional cohesion in Europe, recent statistics indicate that the least-favoured regions are facedby a "technology gap" twice as great as the differences measured by income per head. In line with the prioritiesof Article 10 approved for the 1995-1999 period, innovative measures aimed at developing new ways ofintroducing innovation in the regional development agenda of the less favoured regions of the <strong>European</strong> Unionhave been introduced. These include "increasing awareness in SMEs from less favoured regions about researchand technological development activities" and, more generally, about the regional economic implications oftechnological change, as suggested by the Regional Commission of the <strong>European</strong> Parliament.One of the priority areas for pilot actions under Article 10 of the ERDF and Article 6 of the ESF for the 1995-1999 period is the translation of the Information Society concept into real life in the regions throughdemonstration of innovative applications and services, i.e. Regional Information Society Initiatives (RISI).RISI has two elements:a) RISI 1 - the development of a regional partnership in the elaboration of a regional Information Societystrategy and action plan andb) RISI 2 - preparation and launch of pluri-regional pilot applications for demonstrating best practice anddeveloping know-how in the regional deployment of the Information Society.The Information Society is revolutionising the ways in which we work and live together. For the regions ofEurope, their future economic and social well being will depend to a large extent on how they are able toparticipate in the Information Society in the making. This pilot action therefore aims to help regions benefitfrom the opportunities now opening up to them and to minimise the risks of being left behind in this revolution.The overall policy in the Information Society Strand of Article 10 is to pursue an active learning strategy bothwithin a region and between regions. This will take place through the stimulation, experimentation, evaluationand diffusion of best practice in the creation of the necessary socio-economic conditions for the developmentand implementation of teleworking, SME networking and other Information Society services and applicationswhich will in turn contribute to regional economic development, in particular in the less favoured regions(LFRs) of the <strong>European</strong> Union.- 19 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Projects under RISI 1 (Information Society Strategy and Action Plan) draw on the lessons and follow the prepilotexperience, launched in 1995, of IRISI (Inter-Regional Information Society Initiative) in six test regionsin the Union (Piedmonte, Valencia, Nord Pas de Calais, North West England, Central Macedonia andSaxony) 15. The overall aim is to enable regional partnerships to make better use of existing resources fordeveloping the Information Society.These pilot projects follow an interdisciplinary approach and are being monitored and managed jointly by theDG for Regional Policy and Cohesion (formerly DG XVI) in cooperation with the DG for Employment andSocial Affairs (formerly DG V) and the DG for the Information Society (formerly DG XIII). 16RISI 2 (Pluri-regional Pilot Applications) projects focus their scope on the Less Favoured Regions (LFRs).Rather than identifying specific basic services and generic applications, these projects try to demonstrateinnovative uses of validated information and communication technologies in working and trading in LFRs. Thefocus is on the adaptation of existing validated technologies, rather than on new ones.2.3.4 Article 6 (ESF)Apart from the RISI projects mentioned above. There are a number of other projects which are classed ashaving an innovatory nature which are funded under Article 6 of the ESF. One to mention in particular is"Euro <strong>Telework</strong>" (the MIRTI on-line Project) which is a follow up to Models of Industrial Relations for<strong>Telework</strong> Innovation (MIRTI) project which was part funded under the Telematics Applications Programmeof the 4 th R&D Framework programme of the Commission administered by the then DG XIII.Euro-<strong>Telework</strong> brings together organisations in the Member States of the EU, plus Norway, to encouragesocial dialogue and provide useful information for those involved in that dialogue at local, national or<strong>European</strong> levels. The project is co-ordinated by the <strong>European</strong> Trade Union Confederation, ETUC, andfocuses particularly on the needs of worker representatives and their organisations. Euro-<strong>Telework</strong> alsoincludes a number of specialist research organisations, technical partners, and individual experts. During<strong>2000</strong>, the project will produce:- Four <strong>European</strong> reports on telework regulation, vocational training, equal opportunities, and callcentres, based on national overviews from the partner countries,- Materials for use at conferences, educational seminars, and meetings concerned with employment andlabour market changes within the Information Society,- Two <strong>European</strong>-level seminars on telework and a series of national meetings- A web-site 17 which contains contracts, case studies, collective agreements, and other useful documentsconcerning telework.15 more detailed information about the IRISI pre-pilot actions may be obtained at the Web site http://spavalda.polito.it/16 more detailed information about the RISI 1 pilot actions may be obtained at the Web Site http://www.risi.lu.17 http://www.telework-mirti.org/- 20 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>3 The eEurope Action PlanThe eEurope initiative 18 was launched by the <strong>European</strong> Commission in December 1999 with the objective tobring Europe on-line. The Commission also presented a Communication on “A Strategy for jobs in theKnowledge economy” in January <strong>2000</strong> 19. .The <strong>European</strong> Council in Lisbon in March <strong>2000</strong> concluded that the shift to a digital, knowledge-basedeconomy, prompted by new goods and services, will be a powerful engine for growth, competitiveness andjobs. In addition, it will be capable of improving citizens' quality of life and the environment. The Counciltherefore agreed measures for strengthening employment, economic reform and social cohesion as part of aknowledge based economy. This was both a signal of confidence that the Union is experiencing its bestmacro-economic outlook for a generation, and a strong political commitment to address in a co-ordinated waythe challenges of a new knowledge driven economy.The <strong>European</strong> Council agreed on a new strategic goal for the Union for the next decade : to become the mostcompetitive and dynamic knowledge based economy capable of sustained economic growth with moreand better jobs and greater social cohesion. The overall aim should be to raise the employment rate from anaverage of 61 % as close as possible to 70 % in 2010 and to increase the proportion of working-age women inemployment from an average of 51 % today to more that 60 % in 2010.The Council and the Commission were invited to draw up a comprehensive e-Europe Action Plan, using anopen method of co-ordination based on the benchmarking of national initiatives, combined with theCommission's recent e-Europe initiative as well as its communication "A strategy for jobs in the Knowledgeeconomy". This Action plan was adopted at the Feira <strong>European</strong> Council on 20 th June <strong>2000</strong>. It focuses on akey date - 2002 - by which all of the targets should be achieved. However, it also provides a longer-termpolicy perspective, notably in relation to research and development policy.The Action Plan sets targets in 11 areas where action at <strong>European</strong> level would add value.1. A cheaper, faster, secure Interneta) Cheaper and faster Internet accessb) Faster Internet for researchers and studentsc) Secure networks and smart cards2. Investing in people and skillsa) <strong>European</strong> youth into the digital ageb) Working in the knowledge-based economyc) Participation for all in the knowledge-based economy3. Stimulate the use of the Interneta) Accelerating e-commerceb) Government online: electronic access to public servicesc) Health onlined) <strong>European</strong> digital content for global networkse) Intelligent transport systemsOf these, the 5 th is immediately relevant to eWork development, and this part of the Action Plan is summarisedbelow.18 For key documentation see http://europa.eu.int/comm/information_society/eeurope/documentation/index_en.htm19 http://europa.eu.int/comm/commissioners/diamantopoulou/infosoc_en.htm- 21 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>3.1 Working in the knowledge-based economyIn Lisbon, it was made clear that achieving full employment would require a radical transformation of theeconomy, work organisation and skills to match the opportunities of the new economy.The first challenge is education and training. School education must make a major contribution todeveloping new skills but results will inevitably only be realised in the longer term. More needs to be done.First of all concerning jobs for information technology professionals, where studies indicate that Europecurrently has a skills gap of around 800,000 unfilled vacancies, expected to grow to around 1.7 million by2003 unless action is taken. 20 . However, the challenge is wider than just meeting the demand for informationtechnology professionals. Digital literacy is an essential element of the adaptability of the workforce and theemployability of all citizens. In this context, the responsibility of enterprises for training 'on the job' will be ofcrucial importance for life-long learning.The second challenge is to raise employment rates to as close as possible to 70% by 2010. This requiresaction to improve the employment prospects of those groups with low employment rates, especially womenand older workers. Work can be made more attractive and accessible through flexible work arrangements suchas telework. Particular efforts should be made to attract women to the knowledge economy and IT professionswhere they are massively underrepresented and where they represent a largely untapped resource in mostcountries.The third challenge lies in the modernisation of work organisation. Greater flexibility brings benefits ofvariation in the time and place of work to people in work. Social Partners are encouraged to supportagreements on flexible working to the benefit of both employers and employees.The primary responsibility for ensuring employability and adaptability in the new economy, particularly byproviding skills and transforming work organisation, lies with the Member States and the Social Partners.Following-up the Lisbon <strong>European</strong> Council, information society objectives will be further enhanced acrossthe Employment Guidelines. The High Level Group on the Employment and Social Dimension of theInformation Society (ESDIS), composed of Member State representatives, will annually evaluate progress bymonitoring the actions listed below and the employment impact of the e-Europe Action Plan.20 Europe’s Growing IT Skills Crisis A Special Report by IDC.- 22 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>3.2 Specific Actions and targetsSpecific Actions and targets are defined below:eEurope Action Plan - Working in the knowledge-based economyAction Actor (s) DeadlineGive the labour force the chance to become digitally literatethrough life-long learning.Social Partners,Member States,Private Sectorend 2002Significantly increase information technology training placesand courses and promote gender equality in such courses(both in work and in educational institutions), using<strong>European</strong> Social funds where appropriate.Establish a <strong>European</strong> diploma for basic informationtechnology skills, with decentralised certificationprocedures.Support greater flexibility in the workplace, e.g.teleworking and part-time working, where appropriatethrough agreements by Social Partners and backed up byMember States.Promotion of a network of learning and training centres fordemand-driven information and communications technologytraining and retraining of postgraduates.Set up public Internet access points in public spaces andestablish multimedia tele-centres in all communitiesproviding access to training and ework facilities, whereappropriate using the Structural Funds.Member States, Social PartnersPrivate Sector,<strong>European</strong> CommissionMember States,<strong>European</strong> CommissionSocial Partners,Member StatesPrivate sectorSocial Partners, <strong>European</strong>Commission, Member States.end 2002end 2001end <strong>2000</strong>end 2002Member States end 2001- 23 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>4 <strong>Telework</strong> in Europe: Status Quo and Potential,Good Practice and Bad PracticeKarsten Gareis and Werner B. Korte: Empirica Gesellschaft für Kommunikations- und TechnologieforschungmbH, Bonn, GermanyABSTRACT<strong>Telework</strong> has spread rapidly in recent years and has started to widely penetrate <strong>European</strong> countries in the lastfew years. This section describes the status quo and potential of telework in Europe and provides informationon good but also bad practices. It is based on results from the ECaTT project (“Electronic Commerce and<strong>Telework</strong> Trends in Europe”), which was undertaken in 1999 and <strong>2000</strong> by a consortium of partners from avariety of <strong>European</strong> countries, the USA and Japan led by empirica, Bonn with financial support from the<strong>European</strong> Commission.All ECaTT project results are provided on a specific website: http://www.ecatt.com to which the interested reader isreferred to.4.1 Research Background and AimsThe ECaTT project was set up to produce a solid statistical foundation for the assessment of telework, othernew ways of working and electronic commerce. A number of surveys covering both the general population aswell as decision makers in companies in 10 <strong>European</strong> countries have been conducted in the first half of 1999.Plans are for the surveys to be repeated in annual or bi-annual intervals to add a dynamic dimension, thenextended to include all EU member states, the USA, Japan and hopefully other countries.4.2 State of the Art in <strong>Telework</strong> BenchmarkingIn almost every <strong>European</strong> country national surveys have been conducted and statistics on the number ofteleworkers published. However, it is mostly impossible to compare the results of these studies because ofdifferences in definitions, composition of samples and projection methods used. In some countries like GreatBritain, official statistics have started to include data about telework from home 21 . Further initiatives will beneeded to harmonise the collection of labour-force data for future international comparisons.Until then, the most straightforward way to find out how many teleworkers they are in different <strong>European</strong>countries is to do primary empirical research, i.e. conduct a survey of the general population using arepresentative sample. The last (and probably only) study of this kind was done in 1994 by the TELDET(“<strong>Telework</strong> Developments and Trends”) consortium led by empirica. Since then, a number of sources havecome up with newer statistics, most of them being estimates on the basis of data derived from TELDET. EITO(1998, pp. 271-305) estimates that the number of teleworkers (EU 15) has increased from 1,5 Mio. in 1994(the TELDET number) to more than 3 Mio. in 1997. Other sources in this vein include the figures publishedby British telework expert Noel Hudson (1999).21 UK Labour Force Survey, first time inclusion of telework: Spring 1997- 24 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>The <strong>European</strong> <strong>Telework</strong> Development (ETD), a taskforce set up by the <strong>European</strong> Commission, has publishednew estimates in autumn 1999 updating those from their work in previous years. The figures are only roughestimates “using local reports and in-country surveys together with the detailed knowledge of practitioners”(<strong>European</strong> Commission, 1998, p. 27). Nevertheless, the ETD effort is worthwhile because by recognising thedifference between “formal” and “total” teleworkers it highlights a trend in telework research in recent years.Formal teleworkers (meaning employed persons who take part in formal company schemes to introducetelework) make up only a small fraction of overall teleworkers. The total number must include e.g. selfemployedteleworkers, informal teleworkers who spend a (usually small) part of their working hours at homein consent with their supervisors, but without formal company support, as well as those working in telecentresof all kinds. No international survey has yet tried to distinguish between formal and other forms of teleworkand to measure both within the same conceptual framework.There are other means of comparing the spread of telework in different countries than actually countingteleworkers (which is very expensive because large samples are needed). One of them is to project the numberof teleworkers on the base of a number of variables which are believed (maybe empirically proven) to bedeterminants of telework uptake. The difficulty here is that there is not sufficient empirical evidence about thedeterminants of telework uptake, although some worthwhile efforts have been made in this field (see, forexample, Handy and Mokhtarian, 1996, Ruppel, 1996, Van Ommeren, 1998). Leading telework researcherJack Nilles (1998) uses a socio-economic model with inputs from various surveys and data sources. As hedoes not disclose the workings of his model, it is hardly possible to judge its plausibility. As long as the effectand constitution of determinants are as vague as they are today, we must assume results to be highlyspeculative - but then again, as Nilles' work is primarily about projecting the future diffusion of telework,"educated" speculation is all it is about.Commercial studies by IT consultancies on the subject include one effort by IDC from 1997 that estimates thenumber of "corporate telecommuters" based on data about use of PCs at home for accessing corporate data(<strong>European</strong> Commission, 1998, p. 27). This study aimed at measuring the size of the home office market andtargeted at infrastructure providers. As is often the case with this kind of studies, methods used are notdisclosed.A third way to measure the spread of telework is to ask employers. Van Ommeren (1998) has used secondarydata (from the Cranet-E annual survey targeted at senior HRM managers) covering organisations with morethan 200 employees in 22 <strong>European</strong> countries. Apart from the exclusion of SMEs, the analysis is hampered bythe lack of any definition in the questionnaire of what exactly comprises a "telework contract". Therefore,differences between telework penetration rates as measured by this survey might well be due to differences inthe interviewees' understanding of the concept of telework, and not to actual differences in application rates.There is one last study to be mentioned here: the UK Department of Trade and Industry has commissionedSpectrum Stategy Consultants (1998 and 1999) to undertake annual surveys of companies in France,Germany, Japan, the UK and the USA. The emphasis here is on benchmarking developments in ICT use andapplication. <strong>Telework</strong>ing is covered, but the respective question ("Can your employees access your computersystem remotely from non-company sites? If YES: How often is remote access used?") focuses on technicalaspects of decentralised work and does not take into account from where and by how many members of staffremote access is used.To summarise, telework benchmarking is still in its infancy and riddled by problems concerning definition andmethodology. In the following, the approach used for ECaTT empirical research is outlined and discussedagainst the background of existing research efforts mentioned above.- 25 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>4.3 Defining <strong>Telework</strong>Without wanting to delve into the depth of academic discourse about the definition of telework (for that, seeQvortrup, 1998, Korte and Wynne, 1996, Huws et al. 1990), we present here the working definitions formeasuring telework as used by the ECaTT consortium. We fully agree with Qvortrup (1998, p. 21) thatcounting teleworkers is "like measuring a rubber band" - it is not impossible but the results depend on how faryou stretch your definition, with infinite alternative ways to chose from. Because one of our main researchpurposes is benchmarking, however, the implications of this problem are somewhat less grave: Here it is mostimportant that a definition is used which is clear-cut and unambiguous as well as easily applicable(operationable) in all countries surveyed. On the other hand, a clear-cut definition forces us to drawboundaries around a phenomenon (e.g. telework) which by their very nature tend to be arbitrary. While there isno way around this problem, we strive for transparency of definition criteria which then allow for criticalassessment by third parties. The interested reader is referred to Gareis/Korte 1999 for a detailed description ofthe definitions used in ECaTT.For the purpose of the present work, only a definition in overview form is given.4.3.1 Home-based telework<strong>Telework</strong>er category IHome-based teleworkers are those who:• work from home (instead of commuting to a central workplace) for at least one full working day per week• use a personal computer in the course of their work• use telecommunications links (phone/ fax/ e-mail) to communicate with their colleagues/ supervisor duringwork at home• are either in salaried employment or self-employed in which case their main working place is on thecontractor's premisesIndividuals who are teleworking from home more than 90% of their overall working time are referred to aspermanent teleworkers, while those working from home less than 90% of their overall working time, but morethan one full day per week, are referred to as alternating teleworkers.4.3.2 Mobile telework<strong>Telework</strong>er category IIIMobile teleworkers are those who :• work at least 10 hours per week away from home and from main place of work, e.g. on business trips, inthe field, travelling or on customer’s premises;• use online computer connections when doing so.4.3.3 <strong>Telework</strong> by self-employed in SOHOs<strong>Telework</strong>er category IVSelf-employed teleworkers in SOHOs are those:• who are self-employed or effectively self-employed (e.g. persons employed by own company or employedby organisation they have considerable managing power over)• whose main place of work is at home or they claim not to have a main place of work• who use advanced ICT for communicating with clients and/or (other) business partners.- 26 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>4.3.4 Supplementary telework<strong>Telework</strong>er category VSupplementary teleworkers in our definition are those who would fit into the home-based category describedabove but for the fact that they spend less than one full day teleworking from home per week. Withinsupplementary telework work tends to occur in addition to the regular working time which is spent at thecentral establishment site.4.3.5 <strong>Telework</strong> in telework-centres/ telecottagesBecause we think that distinguishing telework-centres from traditional branch establishments of multi-siteorganisation has become utterly useless (for a discussion see Gareis/Korte 1999), ECaTT includes no data onthe number or share of employees working at such centres.4.3.6 Combinations of different kinds of teleworkIn future, we expect individual types of telework to become something of a boucquet highly qualified andflexible workers can chose from according to their personal and (especially) business needs. "Work where youwant, when you want" is the buzzphrase here. For example, a highly qualified employee might divide hisworking time between stretches he or she spends at the office (to communicate face-to-face with other staffmembers), on the road (to stay in touch with customers and business partners) and in his or her home (to dosome "proper work"). On the other hand, in many occupations telework will be introduced to improve controlover often low-skilled labour (Stanworth, 1998). Here, one cannot expect increasing flexibility of employeesregarding place and time of work. To test these hypotheses, the survey design has to allow for individualsapplying different kinds of telework.- 27 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>4.4 The Diffusion of <strong>Telework</strong> in Europe: Results from Ecatt4.4.1 Survey MethodologyBecause private individuals and organisations take different roles in telework and also in other new ways ofworking as well as in electronic commerce (one usually acting as supplier of a factor, the other representingdemand), primary research on these subjects must cover both groups of respondents. Therefore, surveys weredirected at the general population as well as decision makers in organisations.Results about teleworking practice can be expected to differ considerably depending on whose statements aretaken for projections. Decision makers in companies might have knowledge only of those teleworkrelationships which are part of organised company schemes, i.e. which are based on a formal agreementbetween employer and employee. On the other hand, they might not know about the extent of individualemployee's teleworking.The empirical part of the study consisted of:• representative surveys of establishments in each of the participating countries; with a sample of 500 inlarger countries and 300 in smaller countries 4,158 establishments across Europe were surveyed, using aquestionnaire of around 70 questions;• representative surveys of individuals (aged 15 and older) in private households - 1000 in larger and 500 insmaller countries, amounting to approximately 7,700 people, using a questionnaire of more than 100questions.The project includes data on 10 EU Member States (see table below). In addition, comparative work wascarried out in Japan and the USA. Switzerland was covered in a parallel project using the same instruments.CountrySurvey populationGeneral PopulationSurvey (GPS)Decision Maker Survey(DMS)Denmark 502 361Finland 502 308France 1,008 501Germany 1,000 501Ireland 547 374Italy 1,010 506The Netherlands 526 300Spain 1,010 500Sweden 500 306United Kingdom 1,095 501EUR 10 7,700 4,158The General Population Survey was based on a representative random sample of the population in Germany,United Kingdom, Ireland, Sweden, the Netherlands, Finland, Italy, France, Spain and Denmark. The surveywas carried out in February and March 1999 by Infratest Burke and Emnid (Taylor Nelson Sofres Group).Interviews were carried out on the telephone using computer-aided telephone interviewing techniques.The Decision Maker Survey was based on a random sample of establishments in Denmark, Finland, France,Germany, Netherlands, Ireland, Italy, Spain, Sweden and the United Kingdom, stratified by establishment size(number of employees) and industry. Quotas of establishments weighted by size were set to ensure that the- 28 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>results would not be dominated by small units but properly reflect the situation of workers in largerenterprises.The fieldwork took place in April and May 1999. The samples were either drawn from specialestablishment master samples maintained by the survey institutes. Fieldwork was carried out by InfratestBurke, again using computer-aided telephone interviewing. The respondents were chosen to be the head of theDP department, senior professionals in the DP department (in large organisations) or the managing director,general manager or proprietor (in small organisations). The questions were worded to elicit working practice inthe respondent’s own establishment, rather than in his company as a whole. This method decision was basedon the assessment that, particularly in large multi-site organisations, there no single respondent would be ableto give reliable and detailed information about working practice across the whole company.It is important to note that because of the size-weighted sampling employed, reference in reported results suchas “50% of all establishments in country A” are properly interpreted to mean “establishments accounting for50% of all employees in country A”.4.4.2 Empirical results4.4.2.1. <strong>Telework</strong> has started to boom in EuropeWhile in 1994 just a very few million teleworkers could be identified in Europe (Korte/Wynne 1996), thefigure has risen to around 9 million in 1999 and it can be expected that we have already or will be approachingthe 10 million sometime this year (<strong>2000</strong>). The 1999 figure of 9 million teleworkers equates to 6% of theworkforce in Europe. The range of telework penetration across <strong>European</strong> countries is enormous with Spainfinding itself at the tail end with 2.8% of the employees working as teleworkers and Finland at the top withalmost 17% teleworkers. Germany finds itself in the <strong>European</strong> midfield and exactly at the <strong>European</strong> average.One could be tempted to argue that there seems to be nothing more average in Europe than a German.<strong>Telework</strong> Penetration in Europe 1999 (absolute and relative figures)61,0004,4%2,027,0007,6%280,00010,5%1,044,0014,5%594,00015,2% 355,00016,8%635,0002,9%2,132,0006,0%357,0002,8%720,0003,6%Source: empirica (ECATT 1999), cf. www.ecatt.comFrom these 9 million <strong>European</strong> teleworkers, 2.9 million can be seen as regular home-based teleworkers, 3million are occasional ones, which we describe as “supplementary” teleworkers (for the definitions cf. aboveand www.ecatt.com), another 2.3 million belong to the group of mobile teleworkers, 1.4 million are selfemployedteleworkers working in SOHOs (small office, home office). The distribution of telework across these- 29 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>categories varies from country to country with only Germany showing a rather even distribution across allcategories.18Regular and Supplementary <strong>Telework</strong>ers in % of Labour Force16© empirica1412%1086420Finland Sweden Netherlands Denmark UK EU 10 Germany Ireland Italy France Spain<strong>Telework</strong>erssupplementary <strong>Telework</strong>ersSOURCE: EMPIRICA (ECATT 1999), CF. WWW.ECATT.COM4.4.2.2. <strong>Telework</strong> is a male domainSurprisingly for many and in contrast to the “normal working life”, 75% of all teleworkers are male and only25% female. This stands in sharp contrast to the widespread opinion that telework is a predominantly femaledomain. The image of the female caseworker who via telework manages to combine work and family moresatisfactorily, as is publicised in the media, thus only represents a minority of teleworkers in Europe.- 30 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Gender Distribution of <strong>Telework</strong>ers9080© empirica7060%50403020100telework supplementary in paid work but not teleworking in paid workmale (in %) female (in %)Source: empirica (ECATT 1999), cf. www.ecatt.com4.4.2.3. <strong>Telework</strong>ers are highly qualified and already have longer experiences of working lifeThe majority of teleworkers belong to the medium age range. 63% of all teleworkers in Europe are agedbetween 30 and 49 years of age. The average of the <strong>European</strong> teleworkers lies, as with all other employees, ataround 39 years.Distribution of Educational Levels Among <strong>Telework</strong>ers7060© empirica5040%3020100low level middle level high level other or none qualificationteleworkers supplementary in paid work but not teleworkingSource: empirica (ECATT 1999), cf. www.ecatt.comAlso contrary to what many believe, teleworkers mostly encompass workers with high or even very highqualifications, special professional training and managerial responsibility. While only 44% of the “normal”workers have managerial responsibility in their work, this figure climbs up to ¾ among those teleworking.- 31 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Work Specification of <strong>Telework</strong>ers10090© empirica807060%50403020100teleworkers supplementary teleworkers in paid work but not teleworking1) mainly manual work 2) managerial responsibility 3) special professional training requiredSource: empirica (ECATT 1999), cf. www.ecatt.com4.4.2.4. <strong>Telework</strong>ers work longer and more than non-teleworkersThe difference between actual and contractually fixed working time deserves special consideration: whereasevery second non-teleworker works more hours per week than contractually agreed, this figure increases to80% of all teleworkers. However, the data does not explain what the principal cause is: do people who tend tobe workaholics become teleworkers more often than average or is the extra workload a consequence oftelework?Difference Between Contractual and Effective Working Time per <strong>Week</strong>teleworkerssupplementary teleworkersin paid work but not teleworkingSource: empirica (ECATT 1999), cf. www.ecatt.comnegative 0 1-5 hours 6-10 hours 11-20 hours +20 hours© empirica- 32 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>4.4.2.5. In larger businesses telework is almost a daily occurrence, smaller ones are more reluctantMore than 2/3 of the <strong>European</strong> establishments with more than 500 employees already practice telework in oneform or another. This figure is significantly lower for small businesses. Only 12% of all businesses with lessthan 10 employees have teleworkers.Practice and Interest in <strong>Telework</strong> (Incl. Supplementary <strong>Telework</strong>) According to Establishment Size10090© empirica807060%504030201000-9 10-49 50-199 200-499 500 and morepractised alreadyconcrete plans and interestSource: empirica (ECATT 1999), cf. www.ecatt.com4.4.2.6. <strong>Telework</strong> is a rather young phenomenon in many <strong>European</strong> countriesA look at the length of telework practice reveals that in most <strong>European</strong> countries companies have only startedrecently, i.e. some years ago. Germany constitutes a typical example for this. While 29% of Germanbusinesses have been carrying out telework for 5 years or more years, 54% have introduced telework over thelast two years. This is in contrast, for instance, to many of the British and French teleworking schemes whichhave already been set up longer time ago or in Finland where more than 50% of the teleworking schemes aremore than five years old.100Distribution of Establishments According to Years Since the Introduction of <strong>Telework</strong>© empirica90807060%50403020100Denmark Finland France Germany Ireland Italy Netherlands Spain Sweden UK EU10less than 1 year 1-2 years 3-4 years 5-10 years more than 10 years no answer do not knowSource: empirica (ECATT 1999), cf. www.ecatt.com- 33 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>4.4.2.7. <strong>Telework</strong> is met with great interest by employees, but interest by establishments is somewhatmore reluctantIn addition to those already practising telework today, 59% show an interest in working from home eitheroccasionally, alternating or permanently. Since 1985 these figures have increased dramatically. 15 years agojust between 8% and 23% of the interviewees showed an interest in telework (Huws/Korte/Robinson 1990).The variations across <strong>European</strong> countries are rather small. Most countries show figures in the 60 to 70%range with Sweden leading the field with almost 90% of the labour force already teleworking or at leastinterested in doing so.Interest and Practice in <strong>Telework</strong> Overall in % of Labour Force10090© empirica807060%50403020100Sweden Netherlands Finland Ireland Denmark Italy EU10 France UK Germany Spainteleworking alreadyinterested in teleworkSource: empirica (ECATT 1999), cf. www.ecatt.comThe situation from the businesses’ point of view is not quite as clear-cut. Among establishments practisingtelework, between 55% and 83% (depending on the type of telework) show an interest in extending telework.Here, Germany is leading the field.Among businesses interest in an introduction of telework is comparatively low with a top 17% in Germanycompared to a <strong>European</strong> average of 11%. However, it needs to be borne in mind that Germany has startedfrom a rather low level of organisations already practising telework (approx. 30%) compared to countries likeSweden, Finland and Denmark which show figures of around 60% of companies already practising teleworktoday.It appears as if in the short-term telework diffusion will mainly occur as a result of company-internal diffusionand less so from additional businesses introducing telework.- 34 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Practice and Interest in <strong>Telework</strong> (Incl. Supplementary <strong>Telework</strong>) in % of All Establishments in Europe 19998070© empirica6050% 403020100Denmark Finland France Germany Ireland Italy Netherlands Spain Sweden UK EU10practiced alreadySource: empirica (ECATT 1999), cf. www.ecatt.cominterested in introducing4.4.2.8. Barriers to teleworkIn spite of a readiness to introduce telework, <strong>European</strong> decision makers still see barriers to future diffusion.They regard data protection and data security problems as particular barriers to the introduction of telework:62% find them important or very important. Other barriers mentioned by a large share of establishments are:concerns regarding productivity and quality of work (55%), insufficient knowledge of how to plan andorganise telework as well as problems regarding management and supervision of teleworkers (54% each).Lack of employee interest plays only a minor role (37%) while possible resistance from works councils andtrade unions (25%) takes 10 th and last position.Barriers to <strong>Telework</strong> in Europe 1999 (in % of All Establishments)data security problemsproductivity/ work qualityinsufficient knowledge managersdifficulties managing teleworkerslack of pressure for changeexpensesproblems organising communicationhealth, safety, insurance, legal problemsemployees would not wantresistance from trade unions© empiricaSource: empirica (ECATT 1999), cf. www.ecatt.com0 10 20 30 40 50 60 70%- 35 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>The initial thesis stated: Barriers are most often mentioned in the late coming countries. This is correct forSpain but less so for Italy. In Ireland and France the present possible barriers were often classed as important,however, comparatively rarely in Denmark and Finland, as well as in Germany.It is certainly not accidental that barriers are most often mentioned in countries that are behind with regard todiffusion of telework. Even the argument “Trade unions will resist” which in other countries is only mentionedby a quarter of businesses at most is classed as a significant barrier for expansion of telework by 31% ofdecision makers in Italy, 40% in Spain, and 47% in France.insufficientknowledgemanagersBarriers to <strong>Telework</strong> in Europe 1999 (in % of All Establishments)expensesProductivity/workqualitydifficultiesmanagingteleworkersproblemsorganisingcommunicationhealth,safety,insurance,legalproblemsdatasecurityproblemslack ofpressureforchangeemployeeswould notwantResistance fromtradeunionsDenmark 45.61 46.33 38.22 36.01 36.59 30.34 51.47 31.76 33.46 15.53Finland 44.45 38.25 39.01 40.73 34.60 22.48 52.96 45.18 23.14 12.34France 60.69 55.81 66.94 66.92 62.92 52.96 77.12 60.97 50.37 47.44Germany 37.93 42.26 42.00 41.83 34.72 27.83 52.53 50.11 40.35 13.68Ireland 68.11 58.26 66.94 66.18 54.63 49.97 63.99 52.55 33.65 25.28Italy 62.77 39.93 51.94 48.97 41.42 35.10 58.35 42.30 26.18 31.07Netherlands 51.00 32.67 59.33 50.00 42.33 38.33 54.33 41.00 23.00 18.67Spain 74.43 65.02 69.70 65.58 59.46 54.18 73.38 57.53 45.70 39.50Sweden 55.28 47.01 52.75 49.60 37.48 44.64 67.65 39.61 37.15 26.65UK 55.16 52.38 58.58 58.93 45.78 45.26 61.16 49.19 31.01 15.40Total 56.24 48.72 55.28 53.40 45.93 40.82 61.96 48.08 35.39 25.59EU 10 54.1 48.1 54.9 53.5 45.7 40.3 61.8 50.0 37.0 25.4Source: empirica (ECATT 1999), cf. www.ecatt.comSix out of 10 countries regard data security problems as the most important barrier. While in the Netherlandsconcerns regarding productivity and quality of work take 1 st position, in Ireland, Italy and Spain it ismanagement’s insufficient knowledge.Apart from the results of the 1994 TELDET survey there are also results on barriers to telework from asurvey conducted by empirica in 1985. Although the compatibility of results is limited due to differentmethodologies (only the ranking order of reasons mentioned can be historically compared) interesting resultsemerge:A comparison with the results of the 1994 survey shows that the problems of organising communicationbetween office and telework place and costs for the technological equipment have significantly decreased inimportance in the eyes of the decision makers. Looking back even further to the 80s, it is noticeable that thepreviously most often mentioned reason of “lack of pressure to change” is mentioned far less often in thechanged competitive market of the 90s.- 36 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Ranking of Barriers to <strong>Telework</strong> in Europe in 1985, 1994 and 19991985 1994 19991. Lack of any pressure to change 1. Insufficient knowledge 1. Data security problemscurrent practice2. Expense 2. Difficulties of managing and 2. Productivity/ work qualitysupervising teleworkers3. Organisational effort 3. Problems organising communication3. Insufficient knowledge managerswith teleworkers4. Lack of supervision and control 4. Expense of computing equipment 4. Difficulties managing teleworkersand telecommunication services5. Inefficient computing equipment 5. Lack of any pressure to change 5. Lack of pressure for changecurrent practice6. Training effort 6. Reasons relating to productivity orwork quality6. Expenses7. Lack of acceptance by staff 7. Employees would not want totelework8. Resistance from trade unions 8. Health, safety, insurance, securityor legal problems7. Problems organisingcommunication8. Health, safety, insurance, legalproblems9. Resistance from trade unions 9. Employees would not want10. Resistance from trade unionsSource: empirica (ECATT 1999), cf. www.ecatt.com4.4.2.9. <strong>Telework</strong> projectionsThe ECaTT data provides a solid data basis for projections of its likely diffusion over the coming years.Empirica has used this data and developed several models for projecting the likely spread of telework in<strong>European</strong> countries in the year 2005. For this purpose establishment-side data on interest and plans regardingthe introduction (or extension) of telework was used. In the table below establishments currently using and notusing telework are differentiated according to these variables. These findings are now integrated in a model ofthe future development of telework that takes into account the following data derived from the ECaTTrepresentative surveys:• current spread of telework,• current share of establishments employing teleworkers,• share of establishments with concrete plans for or only interest in introducing/ extending telework.- 37 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Practice, plans and interest in any kind of telework in % of all establishments 1999establishments that do notpractise telework already(in % of all est.)establishments that practisetelework already(in % of all est.)totalconcreteplans forintroducinginterest inintroducingno interestinintroducingn.a. oninterestconcreteplans forextensioninterest inextensionno interestinextensionn.a. oninterestDenmark 5.3 6.0 28.8 2.0 25.4 12.6 9.7 10.2 100Finland 1.5 9.2 28.7 1.3 15.6 18.2 12.4 13.1 100France 4.4 7.0 49.8 3.8 4.5 6.5 10.8 13.3 100Germany 5.6 11.6 50.6 2.3 5.2 10.8 5.0 8.9 100Ireland 3.6 8.7 43.6 5.0 7.3 9.7 7.1 14.9 100Italy 2.3 8.0 62.2 10.2 1.9 4.3 2.9 8.1 100Netherlands 5.0 7.7 37.0 4.3 5.0 16.3 11.7 13.0 100Spain 4.5 6.1 60.8 8.6 1.9 6.4 4.0 7.7 100Sweden 2.2 4.5 29.3 2.4 17.0 13.3 18.1 13.3 100U.K. 2.1 3.7 37.4 1.8 10.8 12.8 11.2 20.2 100EU10 3.9 7.6 48.3 4.4 6.3 9.6 7.7 12.1 100Source: Gareis & Kordey <strong>2000</strong>As the results from ECaTT do not tell us how many teleworkplaces establishments are planning to set up inthe next few years, an assumption about how large the number of newly set up teleworkplaces as a share oftotal workforce is necessary. We assume that this share will be as high as the current aggregate share ofteleworkers amongst those establishments that employ teleworkers (in Germany: 6% of the labour force areteleworkers and 30% are employed in establishments that practise telework, i.e. in the latter in average 20% ofthe workforce are actually teleworking).Extrapolation Model1999Non-teleworkers (GPS)Employed in non-teleworking establishments (DMS)<strong>Telework</strong>ers(GPS)Employed in teleworking establishments (DMS)Employed in establishments thatwill not introduce teleworkEmployed inestablishmentsthat are interestedin introducingtelew.Employed inestablishmentsthat have plansto introduceteleworkEmployed inestablishmentsthat will notextendteleworkEmployed inestablishmentsthat areinterested inextendingteleworkEmployed inestablishmentsthat have plansto extendteleworkassumptions:x%* of thesebecometeleworkersuntil 2005assumptions:x%* of thesebecometeleworkers until2002assumptions:x%* of thesebecometeleworkers until2005assumptions:x%* of thesebecometeleworkers until20022005Non-teleworkersTw.Nontelew.Nontelew.tw.Non-telew.Non-tw.Newtw.Non-tw.+ teleworkers already existent in 1999Newtw.* x = [teleworkers 1999] / [employed in teleworking establishments 1999]Source: Gareis & Kordey <strong>2000</strong>- 38 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Anecdotal evidence tells us that this assumption is conservative, as many companies that already make use oftelework have set up teleworkplaces on an ad-hoc basis and serving only those who for private reasonsdesperately need to work at home, while many new telework projects seem to be conceptually better preparedand aim at providing telework as a more regular solution to employee as well as company requirements.We further assume that establishments that in 1999 planned to introduce/ extend telework will have done so tothe said degree in 5 to 6 years time, while those which already have concrete plans will only need about 2 to 3years. These are very rough estimates that stem from evidence from the insurance industry.Using this model for all countries surveyed in ECaTT, 2005 diffusion rates can be estimated. They rangebetween 5% in Spain (up from 3% in 1999) to 29% in Finland (17%). Comparing the results from bothextrapolation models for the five biggest EU member states, it is striking that estimates for France, Spain andthe U.K. are very close in both models, while the figures for Italy and Germany are much smaller when usingthe extrapolation that is based on employers’ 1999 interest/ plans. This seems to suggest that the high growthrates that Italy and Germany have shown in the period 1994-99 most likely indicated rather a process ofcatching up to <strong>European</strong> forerunners like the United Kingdom, but did not mean the beginning of a period ofcontinuous above-average growth in the near future.Extrapolation model: results for 10 <strong>European</strong> countries (in % of total labour force)Home-based teleworkersall teleworkers1999 (ECaTT) 2005 (estimate) 1999 (ECaTT) 2005 (estimate)Denmark 4.5 10.2 10.5 19.4Finland 6.7 16.7 16.8 29.4France 1.2 2.4 2.9 4.8Germany 1.5 4.0 6.0 12.6Ireland 1.0 2.1 4.4 7.7Italy 1.6 4.2 3.6 7.1Netherlands 4.0 9.7 14.5 25.2Spain 1.3 2.7 2.8 5.4Sweden 5.3 11.2 15.2 24.3U.K. 2.4 4.3 7.6 11.7EU10 2.0 4.2 6.1 10.8Source: Gareis & Kordey <strong>2000</strong>- 39 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>4.5 Good Practice and Bad Practice in <strong>Telework</strong>4.5.1 Good Practice in <strong>Telework</strong>Numerous examples of good practice in telework exist all over Europe and the world. Standing in for thesepositive examples only two cases are briefly described below. These are both two insurance companies.In Section 5.6, on telework in Germany, two further examples are described, a virtual network of freelancersand a new self-employment through telework initiative.4.5.1.1. LVM VersicherungenLVM implemented telework on a large scale, thereby reacting on the request of its employees for new forms ofwork organisation and working time flexibility. The company is now the (at least in Germany) front-runner inteleworking with almost 500 teleworkers which amounts to about 30 % of its workforce in the headquarterswhich lend itself to telework.<strong>Telework</strong>ing was started in 1995. LVM was also the first company in Germany practising teleworking usingthe “tandem model”. This model had the positive side effect that smaller (mainly organisational) problems aresolved by the tandem (i.e. the team of two) on a case-by-case base. In the meantime many companies (e.g.Barmenia, Deutscher Herold, SIGNAL) not only from the insurance sector have also adopted this model whenimplementing telework and also report positively about it.LVM has measured a productivity increase of 10 % among teleworkers. It is against this background that thecompany together with the works council and the explicit agreement of the teleworkers concerned hasdeveloped and signed an agreement whereby all teleworkers agree on carrying an additional workload of 10 %on the days when working from home at no extra pay.<strong>Telework</strong>ing had the further effect that LVM did not have to build a new second headquarter in the north ofMünster which the company had already planned due to an office space shortage at the traditional location.This and the move of the entire workforce could be avoided by way of introducing telework on a large scaleand building a smaller extension to the existing headquarters. In total approx. 100 Million DM (= approx. 50Million €) was saved since the second headquarters did not have to be build.The remarkable aspect of the LVM teleworking project is the fact that a company from a rather conservativeindustrial sector has become the frontrunner in teleworking concerning the number of teleworkers and overallsize of the project. In the meantime LVM received a number of work flexibilisation awards for theimplementation of its teleworking project. LVM still does not plan to set any limitations concerning thenumber of teleworkers in the future.- 40 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>4.5.1.2. InterpolisInterpolis applied various forms of flexibility to work processes on a large scale to change the behaviour of itsemployees in order to motivate them. It is partly due to this that turnover has increased significantly over thelast five years.Interpolis holds a leading position in the Netherlands regarding the integrated style of flexibility applied towork processes and is very involved in developing initiatives for new ways of working. Accordingly, flexibleworkplaces have been introduced in the whole new office building that they moved to in 1996. A project is alsobeing carried out that will result in 25% of the employees (about 600 or 700 people) teleworking within 2years.Besides this a new evaluation system has been developed as a consequence of the changes in the ways ofworking.In 1994 a reorganisation scheme called ‘Vast en Zeker’ (Sure and Certain) was introduced. This aimed at notonly increasing the turnover and profitability but also changing the behaviour of the employees. There used tobe a very bureaucratic culture in the organisation, people were internally oriented and product oriented insteadof client oriented. Apart from the reorganisation, Interpolis set up the following projects to create the change ofculture necessary to achieve the desired changes:• implementation of teleworking;• introduction of office innovation for the new building;• introduction of a different sort of evaluation cycle.All of these projects receive a lot of support from top management which greatly stimulates successfulimplementation.The evaluation of the above projects revealed the following results:• higher motivation of staff• increased productivity• decrease in hierarchy• improved and much more open communication• increase in personnel responsibility and• the employees are proud of Interpolis and show this.Both managers and employees are completely satisfied.The various projects have resulted in a cultural change with the consequences that employees are verymotivated and that a higher quality of service is being provided. The present flexible way of working suitsemployees’ needs more and at the same time is not in conflict with those of Interpolis. The new ways ofworking make Interpolis more decisive and motivate employees to a more open attitude and increased teamwork. Both the customer and Interpolis reap the benefits of this.Another impact has been the increased awareness of the name Interpolis and the improvement of its image.Interpolis is now seen by the average Dutch person as an innovative modern organisation and “employer ofchoice”.- 41 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>4.5.2 Bad Practice in <strong>Telework</strong>It can not be the intention of the present paper to discriminate companies which so far only practiceteleworking in a sub-optimal way. Therefore and instead of describing existing teleworking schemes inorganisations which constitute examples of bad practice, the present chapter puts forward some of the typicalcharacteristics of such bad practice taken from a large number of real teleworking environments.4.5.2.1. Bad ManagementManagement of teleworkers constitutes one of the key problems. In many organisations teleworkers are stillleft alone after having started to telework and only get insufficient support from co-workers but especially bytheir supervisors in the headquarters. Obviously there is some truth in the saying “Out of sight, out of mind”.In other cases teleworkers are not selected properly due to insufficient selection criteria. For instance,organisations do staff members no favour if they allow them to telework without proper organisation of childminding during working time.We also know of organisations which have disregarded the supervisors’ or superiors’ objections and haveallowed unqualified people to telework. Such undertakings mostly turned out to be unsuccessful, in manycases for reasons such as the incapability of the new teleworkers to properly communicate with their coworkersresulting in a serious decrease of the quality of work results.Some organisations starting telework offer a specific training to the prospective teleworkers. However, in mostcases there is no or no sufficient supervisor training, who as a consequence, can not develop the qualificationsneeded to manage teleworkers. Instead of taking the correct decision and start with special training measuresaddressed to supervisors and superiors, the blame is put on the teleworkers. We know of examples where sucha wrong decision has led to a complete termination of teleworking schemes.In addition, most managers are not able to practice management by objectives, which is an absolute must inteleworking. Often managers and supervisors distrust teleworkers since they are used to see these working andon that basis judge on their performance.Still a few organisations practising telework use ‘spying tools’ for supervising teleworkers such as anautomatic counting of the number of keystrokes. Such instruments have nothing in common with goodmanagement of subordinates.When working as a teleworker some tasks are more difficult to deal with compared to non-teleworkers. Theseinclude for instance incoming telephone calls by customers who dial the headquarter number and ad-hoc tasks.In such cases we find examples where teleworkers are privileged to non-teleworkers, i.e. their co-workers inthe office who have to do all the unpleasant work (ad-hoc tasks etc.).4.5.2.2. No IntegrationSome organisations believe that they can save money by providing a less comprehensive and up-to-datetechnical equipment to their teleworkers. In addition, specific hotlines are also not set up. As a consequence,this insufficient IT support for teleworkers is to blame for lower levels of productivity and dissatisfaction onthe side of the teleworkers as well as their supervisors.Many organisations believe that they can continue with their work processes in a 1:1 fashion when startingtelework. However, ignoring the need for work process adaptation when introducing telework frequentlyresults in an increase in throughput times and other negative implications with respect to customer- 42 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>relationships, work performance etc. Organisations should be aware of the fact that telework offers the chanceto streamline and optimise their processes and should make use of this.In telework appropriate communications among all actors is crucial. This applies to the different types offormal as well as informal communication. It is advisable that an organisation interested in setting up teleworkshould have an ‘e-mail culture’ to ensure that appropriate levels of communication are maintained with theteleworkers. In addition, insufficient communication between teleworkers and other staff can result in workingagainst each other instead of co-operating.Many organisations also make the mistake to only allow very few members of a specific unit to telework. Insuch cases where the share of teleworkers per unit is too small teleworkers remain outsiders (‘cranks’) with allthe negative effects on work performance and results.The lack of involvement of works councils was a mistake which was mostly made in the early days oftelework. Here, significant improvements can be observed but still a few organisations do not spend any orinsufficient effort to gain consent of the works council early enough in the process.Data protection issues need to be taken seriously in teleworking. However, many organisations neglect this.This is a reflection of their overall philosophy and strategy towards data security, which in many cases doeshardly exist anyway and only gets on the agenda when starting to introduce telework.- 43 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>4.5.2.3. Not enough control over costEstablishing telework requires substantial investments to be taken by an organisation. Instead of providing twofully equipped workplaces to teleworkers (one in the office the other one at the teleworker’s homes)organisations should make use of desk-sharing in the office. However, many still shrink back from desksharingsince this implies a breach in work culture. From many such examples we know that half-hearteddesk-sharing results in problems to achieve an efficiency of teleworking. The cost saving potential can not beharnessed when following such a strategy. It is also remarkable that in the vast majority of cases theteleworkers have accepted desk-sharing and rather easily adopted it.Many organisations with large sales forces have also started to provide these with teleworking equipment intheir homes but still provide an additional workplace in the headquarters or at least one for each 2-3 salesforce members. One can observe an apparent lack of courage to introduce touch-down offices where only afraction of workplaces for this target group compared to their overall number is provided. There are manyexamples which prove that this is absolutely sufficient and does not result in any form of dissatisfaction amongthe workforce.As already mentioned above, telework is not for free. Often, organisations make the mistake to only use thecosts of purchase instead of ‘Total Costs of Ownership’ for their ROI calculation and are surprised when allof the sudden additional expenses become apparent.Still in many organisations we find an ad-hoc-management of hardware maintenance and repair instead ofproviding this as an internal service or by an external service provider. In most such situations this results inunnecessarily high costs and decrease in motivation and productivity of the workers concerned.As a bottom-line one can say: When telework is being treated as an add-on, it will most likely cause extracosts instead of cost savings!4.5.2.4. Employee exploitationWe can still find examples where teleworking is used as a means of employee exploitation although this hassubstantially decreased over the past years.Some organisations still impose teleworking on to their workers (‘semi-voluntary’ telework) with all negativeconsequences for the teleworkers but in the long run also for the organisation.Others use the admission to telework to extort overtime etc. from employees or disregard the teleworker’s rightto off-duty time. In such situations telework is used to hollow out employee rights. Since the early days ofteleworking we also know that some try to implement it as a first step towards enforced self-employment oruse teleworkers as work peak buffers (like zero work contracts but without retainer), trying to reduce theirown costs.- 44 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>4.6 Looking Beyond: <strong>Telework</strong> as a New Way of Working<strong>Telework</strong> is not an isolated phenomenon. It is one of a plethora of options chosen by first-mover organisationsto adapt to changing circumstances, e.g. market conditions, and secondly by individuals to attune working lifeto personal preferences and obligations. As Jackson (1998) has pointed out, studying instances of teleworkbears the danger of overlooking this context. Especially when trying to benchmark individual countriesaccording to the progress they have made in encompassing innovative forms of work, it would be inadequateonly to look at telework without taking into account what other more appropriate options there might be for thecountry in question to achieve similar goals. There can be no doubt, for example, that the availability of freespace in the private homes of average US households gives the USA an advantage over <strong>European</strong> countriesand especially Japan regarding home-based telework. This does not mean, however, that the latter can notmake use of ICT to innovatively overcome time-space-restrictions. Also, the degree of flexibility teleworkoffers from the employee's point of view might also be attained through other means, e.g. flexi-time,management by objectives, outcome-related pay.From a broader perspective, telework can be interpreted as one of a number of developments leading into thedirection of greater flexibility of the way paid work is organised (while the degree to which this flexibility goesto the benefit of the employer or the employee side varies and is negotiated politically and socially). A moreflexible workforce means that labour can be better allocated according to where (and when) it can be usedmost productively. On the other hand, only changes that benefit not only the business community but alsoemployees are politically feasible. These developments occur mainly along the dimensions of working time(daily, monthly, annually, employment commencement, retirement age), working place(s), type of contract andinter-organisational co-operation.What might be called the traditional, post-war work paradigm consisted of the following determinants:• permanent employment with a contract of employment;• “life-time employment”;• standardised working hours (“9 to 5”);• full-time employment (35-40 hours/ week);• state-provided social security provision;• workplaces are co-located in centralised buildings (offices, factories, retail outlets etc.);• strong intra-organisational co-operation based on face-to-face meetings, while contacts to external personsand organisations are limited to certain gateways (e.g. purchasing and distribution departments).A changing economic environment together with shifts in social attitudes and the widespread application ofnew ICTs result in the emergence of what may be called the 21 st century work paradigm tending towardsspatial dislocation, “self-employment” (if in status or just in job characteristics) with wide-reaching selfresponsibilityas to ensuring social protection, greater diversity and flexibility in working time patterns andstronger boundary-transgressing communication and co-operation. This paradigm is far broader than theprevious one as it comprises a much larger spectrum of different ways of working. Still, old-style employmentpatterns will continue to exist and remain at the core of the labour market, but they will be only one of avariety of work patterns that is serving the requirements of 21 st century economies.<strong>Telework</strong> gives us a feeling of how work of many of us will look like in the future. While still many believetelework to be an exotic form of work organisation, we strongly believe that in a few years time hardlyanybody will make a big fuss out of it anymore. It will then have become part of our working lives and most ofthe knowledge workers will have adopted it in one form or another. We will then no longer use the termtelework but will be back to what it really is: just a new form of “work” and nothing more. The term“telework” has helped us to discuss the emerging changes of and in work but now becomes superfluous. Let’snow get back to normal. i.e. back to work.- 45 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>REFERENCESEITO (1998) <strong>European</strong> Information Technology Observatory, <strong>European</strong> Information TechnologyObservatory: Luxembourg.<strong>European</strong> Commission (eds) (1998) Status Report on <strong>European</strong> <strong>Telework</strong> 1998, Office for OfficialPublications of the <strong>European</strong> Communities: Luxembourg.<strong>European</strong> Commission (eds) (1999) Status Report on <strong>European</strong> <strong>Telework</strong> - New Methods of Work 1999,Office for Official Publications of the <strong>European</strong> Communities: Luxembourg.Gareis, K. (1998) <strong>Telework</strong> and the Bottom Line - Costs and Benefits of <strong>Telework</strong> in German InsuranceCompanies, in R. Suomi et al (Eds.), <strong>Telework</strong>ing Environments, Proceedings of the Third InternationalWorkshop on <strong>Telework</strong>, September 1-4, Turku, Finland, Turku 1998, 107-128.Gareis, K. & Kordey, N. (<strong>2000</strong>) “The Spread of <strong>Telework</strong> in 2005”, paper presented at the eBusiness andeWork Conference, Madrid, 18-20 October <strong>2000</strong>.Gareis, K. & Korte, W.B. (1999) “Benchmarking Progress on <strong>Telework</strong> and Other New Ways of Working inEurope”, Proceedings of the Fourth International <strong>Telework</strong> Workshop, Tokyo August 31 - September 3,1999, 346-356.Handy, S.L. and Mokhtarian, P.L. (1996) “Forecasting Telecommuting. An Exploration of Methodologies andResearch Needs”, Transportation, Vol. 23, pp. 163-190.Hudson, N. (1999) “Numbers of <strong>Telework</strong>ers in Europe and North America”,http://noelhodson.com/stats.htm, accessed 26/5/99 16:00.Huws, U. (1993) <strong>Telework</strong>ing in Britain, Employment Department: London.Huws, U. and Korte, W.B. and Robinson, S. (1990) <strong>Telework</strong> - Towards the Elusive Office, John Wiley &Sons: Chichester et al.Jackson, P.J. (1998) “Integrating the <strong>Telework</strong>ing Perspective into Organisational Analysis and Learning”, inJackson, P.J. and Van der Wielen, J.M. (eds) <strong>Telework</strong>ing: International Perspectives. From Telecommutingto the Virtual Organisation, Routledge: London, pp. 245-257.Korte, W.B. (<strong>2000</strong>) “Erfahrungen mit Telezentren in Deutschland und im Ausland - Top oder Flop?”, In:Glaser, W. (ed) Telezentren – Zukunft oder schon Vergangenheit? Kohlhammer, Stuttgart et al., pp. 108-119.Korte, W.B. and Wynne, R. (1996) <strong>Telework</strong> - Penetration, Potential and Practice in Europe, IOS Press:Amsterdam, Oxford, Tokyo, Washington.Nilles, J.M.(1998) Managing <strong>Telework</strong>. Strategies for Managing the Virtual Workforce, John Wiley & Sons:New York.Qvortrup, L. (1998) “From <strong>Telework</strong>ing to Networking”, in Jackson, P.J. and Van der Wielen, J.M. (eds)<strong>Telework</strong>ing: International Perspectives. From Telecommuting to the Virtual Organisation, Routledge:London, pp. 21-39.Robinson, S. & Kordey, N. (1999) Telearbeit und Electronic Commerce in Europa, Proceedings of TelekomAnwender-Kongress, December, Bonn 1999.Ruppel, C. (1996) “The Effect of Environmental Factors on the Adoption and Diffusion of <strong>Telework</strong>”, paperpresented at the conference Telecommuting '96, April 25-26, Jacksonville, Florida.Spectrum Strategy Consultants (1999) Moving Into the Information Age. An International BenchmarkingStudy, Department of Trade and Industry: London.Stanworth, C. (1998) “<strong>Telework</strong> and the Information Age”, New Technology, Work and Employment, Vol.13, No. 1, pp. 51-52.Van Ommeren, J. (1998): “<strong>Telework</strong> in Europe”, in Suomi, R, et al. (eds.): <strong>Telework</strong>ing Environments.Proceedings of the Third International Workshop on <strong>Telework</strong>, Turku Centre for Computer Science: Turku,pp. 164-183.- 46 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>5 <strong>European</strong> eWork - National Reports5.1 AustriaSummaryIn spite of the high potential for telework because of economic and technological preparedness, the take up rateof telework is still rather low at not more than 2.4% of the active labour force (86,000 teleworkers). On theone hand this is due to the fact that there are no strong push factors, neither from economic or political side,nor because of geographic or other pre-dispositions. On the other hand there are significant changes of workenvironments within existing organisations, operating within an employment system whose stability is abovethe average. These changes are more dominant and attract more attention because "ework", emerging in almostall business sectors, appears to be more relevant to all organisations involved. Moreover, Austria has atradition of carefully balancing social and economic impacts of new work forms and other innovations - thusslowing down or starting late processes of change. Nevertheless telework is a topical issue. The turning pointfrom being an exceptional work form to become standard work is near. Accelerated take-up of ework systemswill take place, including not only private industries but also public administrations.Background informationOverall prospects of the Austrian economy are positive. The present business-cycle projection predicts a GDPgrowth of 2,8% for <strong>2000</strong> and 2001. After a sluggish first half of 1999 (+1,2%), the Austrian economy grewby 3% in the third quarter. In the first half of 1999, growth was driven almost entirely by domestic demand. Afavourable employment trend, rising incomes and continued price stability strongly boosted private consumerspending. At present and in the near future unabated strength of domestic demand is accompanied by livelyexports and industrial activity. Price stability is set to remain high. The crucial challenges for economic policywill be public sector borrowing and unemployment.Tthe Austrian labour force is about 3.8 million, of whom 3.3 million are employees (87%; 3.1 million inemployment; 0.2 million unemployed seeking employment); 0.5 million are self-employed (13%). A growingshare of self-employed persons results from the increasing number of freelancers (Statistik Austria 1999).In terms of simple employment rates Austria equals Sweden with 70% of the workforce participating, trailingthird behind Denmark (79%) and UK (71%). Regarding full time equivalent employment Austria (65%) issecond behind Denmark (69%). Austria’s employment intensity ratio 22 is at 0.93 - very close to the EUaverage of 0.94 (CEC 1999). In <strong>European</strong> comparison the percentage of "atypical" or "contingent work" 23differs from country to country. Austria is among those countries whose labour structures remain stable forthe most part (Woerister 1999). Most relevant regarding growing flexibility is part-time work; in Austria some420,000 persons are employed part-time (roughly 14% of employed workers).The average income of Austrian employees rose moderately from 1995 to 1999. In 1996 and 1997, due togovernment austerity packages Austrian employees suffered a reduction in income. 1998 showed once againreal rises in income, which is continued in 1999 and according to actual prognosis maintained in <strong>2000</strong> and2001.2223Full time equivalent employment rate devided by the simple employment rate.„The term contingent employment is a term coined to describe the range of employment relationships that had developed to meet the employer’s needfor flexible work arrangements to control labor costs in global ecenomy. The term is generally understood to include part-time, temporary, on-call andleased employees.“ (Grunewald 1995)- 47 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>There was one sectoral Collective Agreement established already in 1997 between the Trade Union of PrivateEmployees (GPA), the Chamber of Commerce, and the Oil Industry. Since 1999 a framework agreement forall white collar employees in industry - with the exception of wood, leather and textiles production - is inoperation (precisely: Nov. 1, 1998). In addition the GPA has published model work contracts for teleworkingand suggestions facilitating the implementation of telework in companies on the basis of agreements atcompany levels. In general legislation is not favourable to telework arrangements. However, on the basis of anew law regulating task-oriented working contracts, a number of about 20.000 people took out socialinsurance, making them so-called "new self-employed" workers. This group is expanding and includes a highpercentage of people who might turn to teleworking.Technology and s ervice developmentsThe Austrian ICT market is growing constantly. Growth rates are expected to slow down in <strong>2000</strong> and 2001with the exception of the telecommunication market. This corresponds to <strong>European</strong> developments. The ICTinfrastructure of Austrian companies depends on the size of the company and the level at which innovation isdemanded by the branch or market segment the company is working in. Faxes and mobile phones are verywide spread. Access to the internet is increasing quickly, above all usage of e-mail as the majorcommunication tool. So far usage of the internet is mainly passive. Even a considerable share of the top 500Austrian companies do not yet use the Internet to its full potential (B2C and B2B). Consciousness about theimportance of eWork, E-Business and E-Commerce among managers and heads of Austrian companies hasrisen but there is still a lack regarding the knowledge necessary for important strategic decisions.Out of the 245.000 businesses in Austria small companies make up the large majority. As such Austria isfairly average for the EU. Against this background, the degree of innovation in the Austrian economy is higherthan prejudiced opinions would often make it out to be. Innovation can be measured in terms of whichcompanies have introduced new or improved products or processes to the market in the last three years.Viewed thus, Austria’s companies are among the most innovative in Europe (Eurostat 1999). As a matter offact, these potentials are based on highly stable labour markets and slow organisational changes, involving fastimprovement of ICT-enhanced "eworking" within established companies and other organisations, yet still littlenumbers of people explicitly "telework". There are many more changes of work environments, includingextensive use of technologically based networks, creating a totally different world of work within existingorganisations 24 instead of growing numbers of teleworking individuals.However, new services by the telecommunications industry and ISP who started in 1999 to offer internetaccess free of charge may boost private interest in working from home.Numbers of teleworkersThe extent to which the Austrian employment system is relatively stable is also shown up by the fact thatteleworking is still rarely found. The pioneers of teleworking are, on the one hand, self-employed freelancersand employees of micro-companies in which flexibility with respect to time and place play an important role.Big corporations like IBM Austria, on the other hand, are introducing telework on a large scale. Small andmid-sized companies, moreover, hesitate to introduce telework. As a result, Austria must be consideredsignificantly slower in introducing telework, when compared with other wealthy <strong>European</strong> nations. Based onofficial census data (Statistik Austria 1998), quite accurate figures indicate the situation as follows: Accordingto the most "restrictive" definition (teleworking requires at least one full day per week working from a distanceand transmittance of work results by electronic means), only one percent (about 37,000 persons) of the activelabour force is teleworking. Applying a less restrictive definition (counting any one or more hours of suchwork per week) the result is a number of 86,000 teleworkers, which equals 2.4% of the working population.Empirical social research reveals that at least two thirds of these are doing home based telework.Key factors affecting eWork development24"E-work" in a different meaning compared to "tele-work".- 48 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Until 1998 Austria has been slow concerning the take-up of ICT, mobile communication and the internet inparticular. However, confirming the traditional pattern of being a late starter and then becoming a fastperformer, rates of internet use and the spread of mobile telephony increased enormously especially during1998 and 1999. By the end of 1999 a high portion of 34% of the Austrian population had internet access. OnlyScandinavian countries have higher access rates per inhabitant (AIM <strong>2000</strong>). Concerning mobile telephonemarkets the Austrian penetration rate has surpassed 54% (eoy 1999). Higher dissemination rates are reportedonly from Finland (70%) and Sweden (60%). There was fast increasing market expansion from December1996 until December 1999: In this period the Austrian mobile market showed the biggest growth rate inEurope (46%). The relative costs of mobile communication (total expenditure in percentage of GDP) are lowin Austria (2.6% compared to 5.3% in Germany, 4.2% in Italy, and to 3.7% even in Sweden). This is a resultof a highly competitive market which is accelerating growth and speeding up penetration rates (Analysis<strong>2000</strong>).Since the liberalisation of the telecom sector (January 1998) 50 fix-line telephone companies and four mobiletelephone operators emerged. It is expected that until the end of <strong>2000</strong> up to four or five frequencies for UMTSmay be sold. Other relevant initiatives are the planned establishment of regional mobile networks and systems.The government also is about to start national programmes to facilitate e-business as well as research anddevelopment concerning the "factory of the future".eWork activities and results in 1999-<strong>2000</strong>Austrian Television (ORF) produced reports on "the new world of work". These were broadcasted as a seriesin the main evening programme. Regarding such issues, there are great numbers of conferences and projectsconducted throughout the country. From numerous publications a book series, edited by the Federal Ministryof Labour and Social Affairs, may be highlighted here, addressing the following topics: Expectations ofAustrian companies; Potentials of using telework for employees; Statistical analysis of the dissemination oftelework; Status-report of telework in Austria 1999.Some key projectsTwo federal ministries (Ministry of Education, Science and Culture; Ministry of Transport, Innovation andTechnology) are running telework pilots. Both began in 1999 and will lead to a continuation after the testperiod (ending in <strong>2000</strong>). The objective is to enable civil servants to use telework as a standard work form inthe federal administration. This will require the acceptance of a "General Framework Contract" and of somefew model work contracts - which are applied now in the ongoing telework pilots - by the Ministersresponsible. Other relevant teleworking schemes in the public sector have been implemented earlier in theadministrations of the provincial government of Upper Austria and in the municipality of Vienna.Scientific analysis, study reports, consulting and monitoring regarding implementation procedures, economic,societal and sustainability impacts of teleworking on Austrian, EU and international levels are provided by theCentre for Social Innovation, Vienna, acting as the General Secretariat of the W.I.S.E. Forum - InternationalForum on WORK, INFORMATION SOCIETY AND EMPLOYMENT.Contact:Josef Hochgerner, Secretary General, e-mail: hochgerner@zsi.at - http://www.zsi.atW.I.S.E. Forum - Centre for Social Innovation, Koppstrasse 116, A-1160 Vienna- 49 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>5.2 BelgiumIntroductionBelgium is a small, densely populated countries, with extensive motorway and railway networks. Thesefactors, combined with the important local economic weight of offices concentrated in and around the largercities, are not pushing towards teleworking. Nonetheless, the authorities in Belgium are looking at the potentialof teleworking to help solve problems of road traffic congestion and of high levels of unemployment in oldindustrialareas. A third, new, motivating factor is the shortage of ICT personnel.Socio-economic backgroundIn 1999, the total population of Belgium was roughly 10,200,000. Of these, 3,850,000 had work and 550,000were unemployed (13 % of the workforce). However, unemployment has been steadily decreasing, job creation(around 45,000 in <strong>2000</strong>) is forecast at 30,000 units per year and the unemployment level should be down to 11% in 2005.The GDP is expected to grow by 3.8 % in <strong>2000</strong>, and by 3.1 % in 2001. The employment rate, which isestimated at 58.2 % of the population in age to work in 1999, should reach 59 % in <strong>2000</strong> and 59.6 % in 2001.Over the period 1995-2001, the average annual increase is 0.6 percent points. Inflation is also increasing, butremains limited (currently less than 2 %).More socio-economic data can be found on the federal government’s web site at http://www.fgov.beTake-up of ICTs• Cable companies (serving some 95 % of all TV-equipped households) now offer Internet access,providing an important platform for broadband services to the home.• The Isabel network supplies a range of financial and business services to over 45,000 companies (June<strong>2000</strong>). These services include e-banking, digital signature verification and e-invoicing.• Each of the three federal Regions (Flanders, Wallonia and Brussels) has an optical fibre backbonenetwork in place.• Belgacom started offering ADSL connections and they claim they will cover 80 % of the country by theend of <strong>2000</strong>.• Internet connections have boomed from 300,000 in March 1999 to 1,350,000 in March <strong>2000</strong> (i.e.13.5 %of the total population), thus a 4.5-fold increase in one year.How many teleworkers ?In the absence of an ‘observatory’ (i.e. a continuous survey) of eWork in Belgium, this question remainscontroversial in these times of rapid evolution, both in the number and type of organisations going eWork, andin the forms of eWork adopted. Extrapolating on the basis of environmental factors as well as occasionalinformation received from authorities, industry, trade unions and individuals, one may estimate that around 10% of the workforce is engaged in some form of teleworking.Major eWork development factors• The growing broadband communications offer, the once limited but now common use of mobiletelephony, the sharp increase in Internet access (supported by free access and reduced telephone rates toASP numbers), as well as the promotion of e-business by all market actors, are supporting the socioeconomicmotivations to develop eWork where profitable.• A law on Home Working is in force since March 1997. Although the text doesn't explicitly use the termtelework, the government’s admitted reason for passing the law is the anticipated growth of hometeleworking.- 50 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>• Traffic congestion, and regularly visible resultant pollution, in and around Brussels (one millioninhabitants and over 250,000 daily commuters) and other major cities, provides motivation to reduce theuse of cars and unnecessary travel.• Shortage of ICT specialists is a recent phenomenon which has raised the interest of employers for eworkas a way to extend their recruitment field.• Since 1994 Belgium has a well-established and very active national telework association, the Belgian<strong>Telework</strong>ing Association - BTA (www.bta.be), with some 60 corporate members out of a total of over100. In Luxembourg, the Association Luxembourgeoise des Télé-Activités - ALTA (www.alta.lu) wascreated at the end of 1998. ALTA and BTA have established close links from the start.Main activities and results in 1999-<strong>2000</strong>• Since mid 1999, BTA’s core representatives have given a dozen interviews to the media and have spokenabout telework at more than twenty events. In addition, Fabrimetal (employers’ association), FOREM(Walloon employment agency), Fondation Travail-Université and other institutions members of BTAhave conducted a number of seminars and press conferences or published communications on e-businessand ework. Several telework training projects involving BTA members such as VDAB (Flemishemployment agency) and Elsevier Training have been proposed to the <strong>European</strong> Commission for jointfunding. Belgacom, Siemens and others are packaging products to support ework.• In June 1999, BTA published a ‘Position Paper to the attention of the public authorities’.• BTA organised or co-organised a dozen events over the last year, including a seminar in Saint-Paul-de-Vence (France) in June 1999, where representatives of various market actors shared with some 40 expertstheir views on ‘New Ways of Working: a Radically Reshaped Society’.• Following a series of exploratory discussions with BTA experts, the federal Minister of Transport andMobility ordered her administration to issue in May <strong>2000</strong> a call for proposals to carry out a study of the(potential) impact of telework on mobility.• The federal Minister of Telecommunications, who is also in charge of the federal government’s real estatefacilities, was the guest speaker at BTA’s General Assembly in March <strong>2000</strong>. BTA presented a revised‘Position Paper <strong>2000</strong>’. It is available on BTA’s web site.• End May <strong>2000</strong>, following contacts made at the General Assembly, the Minister ordered the federal realestate administration to evaluate the opportunities for ework. BTA is contributing as advisor.Contact:Christian Van Asbroeck, Proactive Consulting Ltd, Brussels,Founder Member and Vice-Chairman of the Belgian <strong>Telework</strong>ing Association.E-mail: vanasbroeck@compuserve.com- 51 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>In May <strong>2000</strong>, the Ministry of the Flemish Community (Ministerie van de Vlaamse Gemeenschap) issued apress release to introduce their project ‘WORK DIFFERENTLY’ (Anders werken). Started three years ago,the pilot and study phase is now leading into full deployment. Highlights:• Combination of innovative office concepts and teleworking.• Shared desks and mobile personal furniture and equipment in the office.• Workplaces assigned to tasks, not to persons.• Availability of open offices for team work, and of isolated workplaces (called ‘cockpits’) for individualsif and when needed.• Individual work requiring isolation may also be performed from home or from satellite offices.The ministry pursues the following objectives with this project:• The well-known social benefits of teleworking, for the employees and for society.• Savings on central infrastructure costs (after the initial investment will have been recuperated, in fouryears).• A more flexible organisation of work, allowing in the future to adapt more quickly and at lower cost (bylimiting relocation, for instance) to changing requirements.This announcement by a major administration will certainly stimulate other government agencies andcorporations headquartered in the larger cities to follow the example, and should help make the idea of eworkcommonplace and reassure the public that it is now a solid and trusted organisational concept.- 52 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>BELGIAN TELEWORKING ASSOCIATIONPosition Paper <strong>2000</strong><strong>Telework</strong> and new methods of work are currently a very high priority in Europe; if one refers to the recentdocument “e-Europe”:“…Europe has to remedy its weaknesses and exploit its strengths. It has to overcome the obstacles whichcurrently obstruct the fast introduction of digital technologies, namely:• A generally expensive and slow access to Internet and to electronic commerce• A too limited number of persons endowed with a numerical culture and with online access• Absence of a sufficiently dynamic undertaking culture, centred on services• A public sector which does not play a role active enough to allow the development of applications andinnovatory servicesThe Belgian <strong>Telework</strong>ing Association, which groups more than 60 Belgian firms and more than 50 individualinstitutions and members, has been involved in the last years, in several activities and projects which made itpossible to identify certain key points requiring an immediate action; we would like here to draw the attentionof the public and private actors of our country and our regions on these key points:Specific points and recommendations for the public sector• A governmental public awareness campaign; to better identify the needs of the users• A governmental policy related to new methods of work• Information and explanations concerning taxation (for the tax authorities, the individuals and thecompanies); to identify tax incentives• Support on the initiatives in telework and new methods of work• “open” legal environment to telework (support for the flexibility of the labour market)• dynamic telecommunication environment (specialised and quality services, healthy competition)• launching of telework initiatives in the administrationPoints for the public and private sectors:• <strong>Telework</strong> and mobility (mobility plans of company)• Initiatives for education and for training in the computerised tools and services• To make sure of the awareness raising and involvement of the social partnersSpecific points for the private sector• Education and training in the new forms of work and management• A more active role of the professional associations• <strong>Telework</strong> as an incentive to quality recruitmentThe Belgian <strong>Telework</strong>ing Association (info@bta.be; www.bta.be) is ready to collaborate on all these pointsand work in co-ordination with Beltug (Belgian Telecommunication Users Group).- 53 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>5.3 DenmarkSummaryDenmark is among the vanguard group of Nordic nations which leads Europe, and often the world, in terms oftake up of ICTs and new forms of work including telework. As such, it is also reaping the considerableeconomic growth and prosperity benefits which this brings. This is based upon strong governmental leadershipcoupled with active social partner cooperation in terms of labour market policies and the development and useof new technology. For example, the new Digital Denmark national programme and the rapid spread oftelework framework agreements at the workplace.Recent estimates put the number of teleworkers at about 13.1% of the workforce. Most of these are employeesworking at home occasionally or practising mobile telework, but the incidence of freelance telework isincreasing rapidly.Denmark had a very successful year in 1999 on the <strong>European</strong> stage through its hosting of the 1999 <strong>Telework</strong>and New Ways of Working Assembly in Aarhus and by winning three out of six <strong>European</strong> <strong>Telework</strong> Awards.Denmark is set for further rapid growth and change as ICTs are starting to become everyday tools, not just atwork but also in the everyday life of citizens. The next generation, particularly, is tuned into Internet use as aJuly <strong>2000</strong> survey has shown that all Danes between the ages of 15 and 19 are already regular Internet users.General economic and employment backgroundDenmark is among Europe's highest investors in, and users of, ICTs, PCs and the Internet, but until quiterecently telework was not a topic of discussion, let alone action. 1997 saw a complete transformation, with asurge of both interest (in the media, at conferences, by government) and activity, so that eWork, e-Commerceand Information Society developments generally are now firmly and permanently on the agenda of both publicand private sectors and high in public and media consciousness. While there have been many influences atwork to bring this about, the most important are the very high prosperity (the highest per capita income inEurope after Luxembourg), low unemployment and high skills and competence levels.An important feature is also Denmark’s development of a dynamic but robust labour market model basedupon three main factors:• active tripartite co-operation between employers, employees and the government• strong organisations on both sides of industry (employers and employees)• collective agreements between both sides constituting the most important source of law in labour marketmatters.Trades unions have since 1997-98 been enthusiastic supporters of telework, provided it is introduced on avoluntary basis and subject to framework agreements which ensure that employees do not suffer worseconditions of employment or workplace facilities than non-teleworking colleagues. Indeed, Denmark is leadingthe world in the development and implementation of such agreements so that, by the end of 1999, over 1.5million employees (more than half the workforce) enjoyed collective agreements for telework, for example the1999 framework agreement covering telework for 600,000 public sector workers. LO, the DanishConfederation of Trades Unions (http://www.lo.dk), is a leading player in such developments and hasdeveloped a programme entitled the developing workplace to accommodate all relevant aspects.- 54 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>In January <strong>2000</strong> the Danish Ministry of Labour (http://www.am.dk) brought into force a new directive onworking conditions for persons working from home which replicate as much as possible the standardsprescribed for normal offices. Despite some criticism from employers for making home teleworking moreformal than it should be to achieve maximum flexibility (see ADP Dealer Services in examples below), thedirective has generally had wide acceptance and raised even further the awareness and acceptance of eWorkpossibilities in Denmark.Recent technology developmentsDenmark is at least 2 years ahead of EU liberalisation directives and thus has one of the most dynamic andcompetitive ICT markets in Europe. Progress has been particularly rapid in Internet access and mobiletelephony, with WAP technologies and services already starting to establish themselves. As in the rest ofEurope, the mobile market particularly is growing extremely fast. In May <strong>2000</strong> new figures showed that halfthe Danish population of 5 million now owns a mobile phone, and that between 1997 and 1999 mobile voicetraffic doubled to 2,000 million minutes each month. The transmission of SMS messages is also exploding andhave risen 700% between 1999 and <strong>2000</strong> to 14 million messages each month just with the largest provider,Tele Danmark Mobil (Reported by the newspaper Politiken, 27 May <strong>2000</strong>).The Danish ICTs provider market now has a large number of players, both large and small, which is keepingprices low and service quality high. In an interesting example of convergence, a special feature is theproliferation of organisations in non-ICTs sectors starting to offer mobile and fixed telecom services to theirown members or customers. For example, agricultural organisations offering ICT services to farmers andteachers’ associations offering ICT services to employees in the education professions.Over the last two years, considerable technical advances have been made in Denmark with the Bluetooth chip,which enables cordless communication to be set up over short distances between ICT equipment. Bluetooth,named after an 10 th Century Viking chief, is the result of collaboration between a number of international,including Danish, companies and is being developed by RTX Telecom in northern Jutland. The technology,once widely marketed, will give mobile teleworkers much easier access to technical facilities wherever theyhappen to be.<strong>Telework</strong> statisticsThe ECaTT statistics (published in September 1999) show that Denmark had about 280,000 teleworkers inearly 1999, or about 10.5% of the labour force which is the fourth largest proportion in the EU. Analysis ofthe Danish data shows that, as with other especially northern <strong>European</strong> countries, the level of interest inteleworking is very high. Moreover, the difference between the levels of employers’ and employees’ interest isthe smallest in Europe, and there is much evidence that Denmark is relatively advanced in the process ofreorganising work through the introduction of ICT technology. As in the rest of Europe, however, telework isstill a male dominated activity practised mainly by well qualified professionals mainly in urban areas.More recent informal estimates made in <strong>2000</strong> put the number of employees teleworking at 300,000 (reportedby the newspaper Jyllands Posten, 1 May <strong>2000</strong>). This, together with freelancers using telework, wouldindicate that at least 350,000, or about 13.1% of the labour force, are teleworking in one form or another.Key factors affecting eWorkThe major Information Society development in Denmark during 1999-<strong>2000</strong> was the publication of the DigitalDenmark national strategy in October 1999 (http://www.detdigitaledanmark.dk/english). This sets thechallenge for Denmark to remain among the world leaders in the network society by stressing the traditionalDanish values of an active representative democracy with equal opportunities, whilst pursuing excellence and- 55 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>leadership in selected areas where Denmark has built-in advantages. Selected objectives based upon nationaland local strategies, backed by both central government and local resources, including partnerships with theprivate sector, include:• life-long learning for all• Denmark as an e-Commerce nation• more effective and cheaper services via digital administration• Danish Internet initiatives• two IT lighthouses in Denmark to exemplify and lead developments using different perspectives: one inNorthern Jutland and the other in the Øresund Region. The latter is a new physical and virtual regionlinking adjacent parts of two countries, separated by a major sealane, comprising Greater Copenhagen andthe Malmö region of southern Sweden, the two halves being now physically linked by a bridge and tunnelopened 1 July <strong>2000</strong>.The introduction of eWork activities is greatly stimulated by the individual’s familiarity with, and competencein using, computers and the Internet. An important factor in this, is the access people have to the technology intheir private lives. The number of Danish families with access to at least one computer in the home hasrecently risen to 1.5 million, about 66% of all families. Of these, 15% have access to two PCs and over 4% to3 or more PCs. (Data from a survey conducted by Danmarks Statistik in March <strong>2000</strong>:http://www.dst.dk/siab.asp?o_ID=642). This is an increase of 400,000 families (or 48%) since surveys beganin 1997.The same <strong>2000</strong> survey shows that 1 million Danish households, 45% of the total, now have their own accessto the Internet at home. This is a rise of 490% since 1997. Of these 1 million families, 350,000 have madepurchases over the Internet (16% of all families). Much of the home purchase of PCs and Internet connectionshas been made over the last few years as part of Government-sponsored schemes that a computer supplied byan employer for private use at home is not a taxable benefit, as long as there is some use for work-relatedtasks and some form of IT training is undertaken. In November 1999, 226,000 people participated in formalPC and Internet training, half of which were individuals with an employer-purchased home PC.Other surveys, published in July <strong>2000</strong> and carried out by commercial consultants and newspapers, havereported that one third of all Danes now use the Internet on a daily basis, and that all young people between 15and 19 use the Internet regularly (reported by the newspaper Jyllands Posten, 5 July <strong>2000</strong>). Further, ITcompanies based in Denmark are now generating a clear economic boom and contribute one fifth of economicgrowth, much greater than the numbers employed in the sector.All these surveys underline the rapid changes currently taking place in the Danish economy and society whichplaces the country among the vanguard group of Nordic nations which is leading Europe, and often the world,in terms of economic growth and prosperity.eWork activities and results 1999-<strong>2000</strong>General eWork developments in Denmark included progress on a large number of fronts, for example someimportant and widespread trends include:• Transforming workplaces in which office space is redesigned, often through conversion of traditional singleoffices along corridors to more open work spaces including team working and meeting areas, privatecubicles for personal concentrated work, etc., in order to save resources as well as provide more attractiveenvironments for employees. Such developments always go hand in hand with flexible and teleworkactivities. For example, IDA, the Society of Danish Engineers, have recently undertaken suchtransformation.• Rapid growth in call centres, and particularly virtual call centres where employees typically work fromhome, servicing not just Danish but also international customers based upon high language competencylevels and excellent ICTs in Denmark. For example, the 3 year old Call Centre Connection (CCC) based in- 56 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Copenhagen providing tourist catalogue services and the sale of newspapers, magazines andadvertisements.• Increasing telework take up by the public sector, which has otherwise been lagging the private sector,spurred on by the 1999 framework agreement (see above) and strong government support. For example,one of the latest municipalities to announce a telework scheme for employees is Nakskov, on the island ofLolland south of the main island of Zealand, following earlier pioneers like Næstved (see below). Indeed,Næstved, where many commuters to Copenhagen have their residences, are also encouraging their citizensto take up telework to order to avoid the trip to the capital every day.• The growth of freelancers and free agents in Denmark, as workers (often self-employed) who work onspecific tasks or projects for a number of clients and who typically possess specialist knowledge orexpertise. One of the pioneer trades unions, the Union of Commercial and Clerical Employees in Denmark(HK), which has supported a lively and informative telework site in Danish for a number of years(http://www.distancearbejde.dk), has recently launched Denmark’s first web-site and services forfreelancers (http://www.freelancer.dk) in recognition of the rapid growth of this work form typically relyingon various forms of eWork.In terms of public eWork activities in Denmark, such as conferences and awareness campaigns, there werefewer in 1999-<strong>2000</strong> than in previous years simply because telework and new methods of work are nowbecoming mainstream. However, on the <strong>European</strong> stage, Denmark was perhaps the leading <strong>European</strong> nationwith two major highlights.The major eWork event during the last year has undoubtedly been Denmark’s hosting of the 1999 <strong>European</strong><strong>Telework</strong> and New Ways of Working Assembly in Aarhus in September 1999, sponsored by Tele Danmark,Aarhus Municipality and the <strong>European</strong> Commission. As the main <strong>European</strong> platform during that year fordebating and understanding eWork issues, the Assembly was designed to be a showcase for <strong>European</strong> teleworkand new ways of working in all its manifestations with a focus on making telework work for all, i.e. ensuringthat all parties and interests in telework can see and embrace the undoubted benefits available, whilst at thesame time being aware of possible disadvantages and how these can be overcome.Without doubt, <strong>Telework</strong> ‘99 was a very successful Assembly, both in terms of content and level of debate andrelevance, and in terms of organisation and logistics. With over 80 speakers from around Europe and NorthAmerica, a top class exhibition, and an ambitious webcasting exercise which provided narrow-band Internetaccess to the proceedings for a large number of virtual participants, Aarhus ’99 was able to continue theestablished Assembly tradition in grand style.To crown a successful Danish telework year on the <strong>European</strong> stage, Danish organisations won first prize inthree out of the six <strong>European</strong> <strong>Telework</strong> Awards held in Brussels in November 1999:• Danica Insurance – the best example of telework in large organisations• Næstved Municipality – the best public initiative supporting telework• Tele Danmark – the best contribution to public awareness of telework.Contact:Jeremy Millard, Competence and ITThe Danish Technological InstituteTeknologiparken, 8000 Aarhus C, DenmarkTel.: +45 72 20 14 17, Fax: +45 72 20 14 14Email: jeremy.millard@teknologisk.dkhttp://www.teknologisk.com- 57 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Examples of eWork projects and take-upDenmark saw a very wide range of projects and forms of eWork take up over the last year, these include:<strong>Telework</strong> Survey at Danish Association of Managers and ExecutivesLH, the Danish Association of Managers and executives (http://www.lederne.dk), undertook a survey in late1999 of 279 teleworking members which showed that 79% thought that tele-home-working has very positivebenefits for a healthy balance between work and family life.Further, the possibility of working from home when convenient or necessary is enabling more women, whostill tend to take more responsibility than men for home and family in this otherwise enlightened country,take up managerial and executive positions. This is promoting greater gender equality in the labour market.However, 49% of respondents thought that teleworking tends to lead to longer working hours and 53% thatit was more difficult to be completely free of work. On the other hand, 84% considered that teleworkingmakes it much easier to work without disturbance thereby improving productivity and quality.4Kids – the complete teleworking companyAll 28 employees of new web service company, 4Kids, telework from home, including the director, HelleLund. Every employee contributes to the web-site (http://www.4kids.dk), which provides support and adviceto Danish families with children, on a part time basis, and each has other part time or “full” timeoccupations. Although this makes it more demanding being a director, Helle Lund thinks that this veryunusual method of running a company is a signpost to the future. It enables work and family life to be betterbalanced, provides practical content for the web-site, and is firmly based on trust and confidence amongstall 4Kids workers.4Kids employees are widely spread geographically, with individuals in Zagreb, Bergen (Norway) as well asin Denmark. This form of virtual organisation demands a very clear and conscious psychological contractbetween the director and each employee. Demands on leadership are much greater than at a physicalworkplace, for example the director must consciously cultivate a company culture and be proactive incommunicating with all employees on a regular basis.ADP Dealer Services – <strong>Telework</strong>ing across time-zonesADP Dealer Services in Vejle, Denmark (http://www.adp.dk/) is part of a worldwide American-ownedcompany developing software for automobile dealers. About half of its approximately 200 employeestelework from home in the evening once or twice a week in order to achieve greater flexibility, includingestablishing real time contact to the USA during the latter’s office hours. This fits in well with family life asemployees can choose to be at home with the children in the afternoon and instead work later in the evening.The ability to work across time zones in this way is an essential competitive factor in the new economy.However, it could come into conflict with the EU directive on the need for at least 11 hours continuous restbreak per day if employees work late in the evening at home and then re-start work in the office next day at8 or 9 o’clock. This directive has been incorporated into Danish law since January <strong>2000</strong>, but specialvoluntary agreements on an individual basis are now being sought in order to retain flexibility, which willallow shorter but more frequent rest breaks within certain limits. The company and the Danish Commerce &Services Employers’ Association (http://www.dhs.dk/) are confident that such individual agreements will beable to retain the spirit and effect of the EU directive without sacrificing the flexibility necessary toencourage international companies to place teleworking jobs in Denmark (and indeed the EU).- 58 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>5.4 FinlandIntroductionIn Finland there are two on-going processes in the field of innovative forms of work. In a formal process,public authorities cooperate with universities and other educational organisations to improve the organisationof work. In business, the development of work mostly takes place as a natural (and often not even deliberate)part of the changes in business and services. To a growing extent, work depends on data networks which areused in integrating communication between the company’s own staff as well as with clients and interestgroups. Working through information networks is related to an intensifying use of intellectual capital.Computer equipment and data systems have become an integral part of the organisation of work, allowing fornew ways of utilising time and place. The appearance of work as well as business and services in the datanetwork space reflects the conceptual transfer towards eWork.According to Finnish work legislation, each person is either an employee or entrepreneur. The responsibilitiesand obligations related to performing the work, to contracting and to social security are precisely defined. Asa general rule, an effort has been put into abolishing from the legislation all such factors related to the lengthof the job or the place where it is performed, which could affect the status of the employee. Therefore there areno major labour law problems with respect to telework or eWork. Neither does the legislation on work preventsuch innovative organisation of work which could be labelled as qualitative or functional flexibility, but it doesto some extent limit the use of quantitative or labour force size flexibility. Therefore, telework has caused nolabour market problems in Finland.Finnish collective agreements have no special paragraphs concerning telework. In <strong>2000</strong>, the labour marketorganisations of the municipal sector have given a recommendation regarding the application of telework, andtelework is an issue of discussion among the labour market actors. Local negotiations and agreements play animportant part on the Finnish labour market scene, and arrangements for eWork can be dealt with at this level,too. Essential for the organisation of telework is that the employees themselves have power over when andwhere they perform their work. An inquiry made in the mid-90s indicates that only 20 percent of theteleworkers had made a formal agreement with their employer about starting to telework.An important factor, too, is the triangular cooperation between the Finnish Government Cabinet, wage-earnerorganisations, and employer organisations regarding the development of work organisations. In Finland thedevelopment of business activities and of work is based on legislation, labour market agreements andcooperation, and to a growing extent on research and development in universities and colleges. In Finland, thelabour market system is part of the national innovation system.Recent technology and service developmentsWork is usually based on information systems, i.e. information and communication technology applications.The high penetration of PCs, and of fixed and mobile telephony as well as Internet connections have, for theactive population of Finland, created a ‘space‘ for eWork. According to Statistics Finland, the use of mobiletelephones was very common among especially young and middle-aged citizens, and these also had access toInternet. In general, only the over-60 population avoided the use of computers and data networks.- 59 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>MenWomenHas used a mobile phone 84 % 76 %Has a mobile phone in own use 73 % 61 %Uses mobile SMS messages 58 % 51 %Uses a computer somewhere 60 % 60 %Has access to Internet somewhere 35 % 32 %Has at least one e-mail address 31 % 27 %Source: Statistics Finland bulletin Tietoaika 6/<strong>2000</strong>The significance of technology is in its natural and everyday applications in business and service activities;and on the other hand a Finnish speciality is the building and marketing of new technological systems. InFinnish export, high-tech has surpassed the value of paper products and that of the other metal industries. Theforerunners in electronic communication with customers have been the state authorities and the bank sector. Amultitude of services are available through the Internet. Electronic commerce is still modest, and servicesutilising the WAP standard are at the beginning of their life span.Mobile data transmission technologies have developed strongly. The possibilities to perform multiple-locationmobile work is increasing as mobile data communication becomes more widespread. According to the”<strong>Telework</strong> and Mobile Office <strong>2000</strong>” study (Market-Visio, <strong>2000</strong>, page 6 ) on an average a fifth of all work inorganisations is done in different locations outside the office – however not in the form of home-basedtelework. It has been estimated that in 2002, a fourth of the work will be performed in that way. The largestshare of off-office work - one third already - was found in organisations in the service sector.Statistics on teleworkingAn inquiry made in 1997 by the Ministry of Labour indicated that 12 percent of employees do telework.During the 1990s, the annual growth has been about 2 percentage units. However, the daily amount oftelework hours is usually low. Only 3 percent of employees telework at least one day a week.Working at home hours per month Persons % of employees1-8 hours per month (maximum 1 telework day per month) 94 600 5 %9-16 hours per month (max. 2 telework days per month) 70 400 4 %17 - 40 hours per month (appr. 1 telework day per week – full-time 55 000 3 %telework)Total 210 000 12 %Source: Hanhike Tiina: The overview of the Finnish ESF –telework projects, ESF -Publications 55/99 page 2.http://www.uta.fi/telework/englishSome studies indicate that elements of telework are far more common than described above, because manypeople who work outside the office with the help of ICT see themselves as working overtime rather thanteleworking.According to the <strong>European</strong> Ecatt study in 1999, 16.8 percent of Finnish employees are teleworkers.(Electronic Commerce and <strong>Telework</strong> Trends, http://www.ecatt.com). eWork is a new term, and the number ofpeople encompassed by it has not been estimated in Finland.- 60 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Recent activitiesIn Finland, neither public nor private research and development usually seeks much publicity. R&D forms apart of normal activities. During 1999–<strong>2000</strong> a telework campaign aimed at summer-cottage residents andmunicipalities reached high visibility. Information is available at e.g. http://www.uta.fi/telework/english orhttp://www.mol.fi/tykeAs a part of the renewal of the National Information Society Policy, a telework spearhead project, ”eWorktoday and in the future”, was completed in spring <strong>2000</strong>. It targeted both the development of work organisationand regional development, heeding the principles of sustainable development (more about information societydevelopment and spearhead projects at http://karkiverkosto.sitra.fi). To the areas of emphasis of the NationalWorklife Development Programme, the development of work based on information technology and informationnetworks was added. Several public whitebooks and speeches have emphasised the importance of intellectualcapital as a prerequisite for a success in business and in employment policy. The development and marketingof services relying on Internet and other networks continues in the ICT industry. Generally speaking, theFinnish high-tech industry largely is based on applications related to data communication and the Internet.There is an empirical study on the employment effect of innovative organisation of work in enterprises withmore than 10 employees between 1990 and 1996 (Antila Juha and Ylöstalo Pekka 1999: Functional Flexibilityand Workplace Success in Finland, Flexible Enterprise Project). The study dealt with the correlation betweenemployment and the organisation of work, but the issue clearly also is related to the economical success of theenterprise.The effect of the uptake of ICT was positive and that of not doing so was negative.Uptake of new information or communications Average change in staff 1990-1996 (Absolutetechnologynumber of persons at the work place)Taken up + 7,2Not taken up - 1,5Source: Antila Juha and Ylöstalo Pekka. 1999: Functional Flexibility and Workplace Success in FinlandIf the work was structured in such a way that it contained elements of learning and personal development, theimpact on employment was positive.The job contains elements which make continuous Average change in staff 1990-1996 (Absolutelearning and personal development possiblenumber of persons at the work place)Yes + 15,0No - 0,8Source: Antila Juha and Ylöstalo Pekka. 1999: Functional Flexibility and Workplace Success in Finland, page 59If the workplace had managed to innovate products or processes, the impact on employment was mostpositive.- 61 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>At the work place there has beenAverage change in staff 1990-1996 (Absolutenumber of persons at the work place)- product innovationsYes + 37,6No + 3,0- process innovationsYes + 16,0No + 5,6Increase of R&D 1995-96 + 23,1Source: Antila Juha and Ylöstalo Pekka. 1999: Functional Flexibility and Workplace Success in Finland, page 63The emergence of eWork is about the economical and technological development in general. Business moves toelectronic networks, and both enterprises, units, groups and individuals act taking this into account. For agrowing share of employees and entrepreneurs, the environment of electronic networks is a natural space towork in.Systematic development of the organisation of work is still rare in Finland as well as in Europe in general. Forthe purpose of developing eWork and other innovative forms of work, enterprises and public organisationswould need to have the competence to assess their intellectual capital e.g. through social auditing. Secondlythere should be development services in the field of eWork. Thirdly national and <strong>European</strong> action programmesfor the organisation of work and for regional development could, to a larger extent than is the case today,concentrate on developing innovative forms of work.For the development of the organisation of work and of business activities in Finland or in Europe, the crucialpoint is not a lack of innovative concepts but rather the fact that so few enterprises and public workplacesconcentrate on developing innovative forms of work. However, to have an increase in such organisation ofwork which supports human creativity and thinking is from the viewpoint of business success and ofemployment the central issue.Information providers:Ministry of LabourInternet: http://www.mol.fiUnited Experts of <strong>Telework</strong> Oy - UNEXTInternet: http://personal.inet.fi/business/unext/- 62 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>5.5 FranceInformation and Communication Technology uptake is a fact becoming more and more visible in France overthe last two years. But the development of new usage seems to be faster in the field of electronic commerceand in the creation of new start-up companies in the net-economy than in the field of new methods of work,even if more and more informal nomadic or mobile schemes are implemented. Even conventional forms of e-work like partially home based or telecentre based are still very exceptional and hardly ever advertised. Thismakes it difficult to identify them. At national level, no system exists to watch developments or countteleworkers. However, recently statistics have become available including those from EcaTT, see section 4.Hopefully, the fact that two major French corporations like France Telecom and EDF GDF now considertelework as a normal way of organizing work and are offering this feature to all their employees, can be abooster to stimulate other corporations –large, medium or small- to embrace new methods of work. However,implementation of the 35 hour working week in a very short period of time has initially inhibited attempts atimplementing new work prqctices: time was just to short to solve the problems directly linked to theimplementation of the law without at the same time thinking about how to reorganize work. Nevertheless, ashorter working week might now become lever for change in work organization: as companies start strugglingwith organizational problems in the daily life of the 35 hours implementation. One of the aspects that mightbecome a positive factor in changing attitudes on commuting every day is just to avoid commuting time whenthe working day has become shorter or even only a half day due to the 35 hours scheme. Why waste all thetime one can gain for personal occupations in commuting ? But, this is still an assumption and even if moreand more companies are questioning themselves, close to none have really solved the situation in cleverlycombining working time reduction and telework.On the other hand, France doesn’t benefit yet from the positive impact of a fast internet usage developmentwhich most probably enables more and more people to think how they could work differently once theybecome familiar with e-mail and remote connection techniques. If this assumption is right, change shouldoccur in the workers’ behavior as more and more citizens become familiar with internet and mobile phones.The latest available figures, which change so fast that it is difficult to really present an up to date picture are:A profile of France and the working populationMetropolitan country = 550 km2Population (mid-98) = 58,8 millionDensity = 107 inhabitants per km2ICT (HW, SW and CD-ROMs) did represent 2,4% of cultural and leisure expenses in 199858% of French people live in individual houses (figure from 1995)Average space per person in the living place = 28,4m2 in 1999Education level : 14,5% of the population had in 1998 a degree superior to the “baccalauréat”Working population = 25,6 million in 1997 which is 54,4% of the population (62% for men and 47,9% forwomen)Unemployment : France is still at 3 rd highest in Europe (11,8% in January 1999 and should be about 9,8%now)Part time workers : 17,1% in 1998 (5,6% for men and 31,6% for women)ICT usage at work : 50,9% of the workers do use ICT in 1998The source of data is : Tableaux de l’économie française published by INSEE (national statistics institute)- 63 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>The impact of the Information SocietyAccording to a survey done by INSEE at the end of 1999 :• 23% of the households had a PC (compared to 19% one year earlier). IDC comes with a figure of 25%and GFK with 26%• 28% of the households had a mobile phone (this figure jumped to 37% in March <strong>2000</strong> according to ARTwhich is the regulatory body)• 7% of households have an internet connection from home• according to Computer Industry Almanac, 15.35 millions PCs were in use in France at the end of 1998including home and companies• a survey done by Médiamétrie indicates the following internet figures for the first quarter of year <strong>2000</strong> :7.2 million internet surfers of 15+ years which represents 15% of the French population, out of which44.5% surf from home, 40.1% from the office and 41.2% surf in public locations (schools, libraries,cybercafés, etc.). Of course there is some overlap from same people surfing in different locations. Thefrequency is also interesting : 30.8% connect more or less every day, 39.1% more than once in the monthand 30.2% once a month or less. Surfing women are increasing to 40% compared to 36% last quarter of1999). 28.6% are aged 35-49 and 27.2% are 18-24.• Other interesting figure published by INSEE is the number of new companies whose business is based oninnovative technologies. It was 4036 for last semester of 1999 compared to 3665 a year before, whichshows a progression of 10%. Out of those, 75% are purely ICT or telecom based businesses.• A survey made by NetValue in December 1999 shows that internet visits are dedicated to : shopping malls(17.1%); ICT products (27%); Books/CDs/Movies (30.4%); Leisure (13.3%); Banking (14.7%); Auctions(15.4%); Tourism (17.5%); Sport (1.3%) Other (10.9%). Again NetValue counted 5,53 million internetusers in May <strong>2000</strong> which represents 15.4% of French households. It appears that 67% are using e-mailand that the average connecting duration in May <strong>2000</strong> was 9.5 hours.• IDC noticed that electronic banking services are getting more and more used by French customers :840,000 at the end of 1999, which is about 18% of all account holders.<strong>Telework</strong> as the agent of change at Electricité de France - Gaz deFranceFor EDF and GDF, the teleworker is an employee whose working location is defined by the investigation ofjoint advantages for the corporation, its clients and its employees. This type of working location can existthanks to the use of telematics networks. <strong>Telework</strong> is the specific organisation of a team or a working groupsolely or partly made up of teleworkers. It is known as work in shared locations.Work in shared locations may participate to the development of permanent and global changes processes,which are remarkably appropriate with the present mutations of society. It represents an opportunity for thecorporations to improve their performances, while allowing for new social enterprises.The experiments carried out for the last years by EDF and GDF, but also by other companies in France andabroad, underline the complexity of the changes linked to this new working organization and the necessity oftaking voluntary learning steps.EDF and GDF experiments may be grouped in three major families:• Work in networks, together and at distance.The aim of these networks is to improve the working conditions and the functioning of the existingstructures.International Distribution has the responsibility for the updating and helping of EDF and GDF sitesabroad. In 1997, it organised and managed the activities of more than 170 people in 27 countries, some ofthem at distance with the help of an assistance software.- 64 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>• Work in proximity centres (shared premises or offices, « away from the central offices »).These projects are motivated by the study of competitive advantages at proximity and by the wish toremedy difficult personal situations.Sharing an office with other companies as in Villard de Lans Téléspace, or simply in company premises inPerpignan, away from the service of origin in la Défense, means that employees live situations of distanceteleworkers answering both to the company stakes and their personal wishes.• Work outside the walls. Working at home is one way to telework. A training-consulting executiveconciliates the regionalisation of his service and a family opportunity to settle in Nantes.This type of telework though is not favoured in EDF and GDF.Some operations, carried out with partner corporations, complete these experiences.<strong>Telework</strong> can also be a chosen development tool.ABSIS, a small company in Midi-Pyrénées profited from EDF activities spreading and settled in Saint-Affrique (Aveyron) to perform real estate computerised management. The numeric management of the bigToulouse corporations buildings and amenities is done at distance, by this unity.All the situations described originated from the same wish to satisfy the shared aspirations of the corporations,their clients and employees. They permitted to point out some of the conditions for success, especially as far asmanagement is concerned.<strong>Telework</strong> requires :• a strict formalisation of the working relations• an avowed change of culture• a reorganisation of autonomy and assistance<strong>Telework</strong> is more an approach than a finality, it is a new opportunity for the corporations to hasten andfacilitate the adaptations they will have to face.Another relevant fact showing how important the e-economy becomes, was the creation of two new indexes atthe Paris Stock Exchange in March <strong>2000</strong> for the technology companies : the IT.CAC and the IT.CAC 50.The last and quite important news which results from the “Comité Interministériel pour la société del’information” of July 17, <strong>2000</strong> was the decision of prime minister Jospin to allocate 4 billions (French francs)over the next three years to reduce the “numeric gap” in order to better prepare France for the informationsociety. Three billions will be dedicated to education programmes so that the largest possible number ofFrench citizen become familiar with ICT and one billion will be dedicated to vocational training and research.A huge effort needs still to be made in primary grade schools as about 65% of them still don’t have internetaccess. Accelerating this development would most probably have a positive effect on the still very high level ofilliteracy in the country. This equipment issue is planned to be resolved by the end of the academic year 2001-2002.<strong>Telework</strong> and scientific research in FranceFor a long time in France, telework was ignored by the human and social sciences as an object of study. Anemerging phenomenon, badly defined and rapidly changing, it suffered from excessive ‘ publicity ‘ maintainedby the manufacturers and operators eager to promote it at all costs.The research at university level, still confidential four or five years ago, is now developing in a more dynamicway. Depending on the varied disciplines which are concerned with it (Information and CommunicationSciences, Occupational Psychology, Law, Management, Economy, Sociology, … ), it is the individual orcollective behaviour which is analysed, the transformation of the work relationships or of the social identity,the managerial issues, or social relations within the organisations. At a macro level, some also study theprocess of diffusion of telework in its various forms, in its interaction with policy-making and the citizen.- 65 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Among the first firmly supported work on the question, one can quote three theses resulting from theLaboratory “Collaborative Interaction, Teletraining and Teleactivities” (ICTT) of the Central School of Lyon.• Comtet Isabelle, 1999, Collaborative Systems and professional actors in communication network, p. 389,Thesis in Information and Communication Sciences.• Millet-Fourrier Christelle, <strong>2000</strong>, Those involved in the diffusion of teleactivities, p. 373, Thesis inInformation and Communication Sciences.• Montandreau-Cohen Véronique, 1999, The construction of the professional identity of the employedteleworker, Thesis in Occupational Psychology.(one can obtain documents, summaries in English, articles at comtet@ictt.ec-lyon.fr or Fourrier@ictt.eclyon.fror Cohen@ictt.ec-lyon.fr).Other work is in progress at the universities of Paris, Grenoble, Lyon, Bordeaux, and Montpellier.It is noted that the object of study tends at the same time to specialise (e.g. “collaborative work”) and to stretch(e.g. : “distributed social practices” or “virtual communities” on which the Anglo-Saxon research has alreadybeen working for several years).Recent eWork activitiesFrom a publication point of view, the French version of the <strong>Telework</strong>ing Handbook was published under thetitle “travail et activités à distance” by one of the major publishers “Editions d’Organisation” (www.editionsorganisation.com)and available for the event <strong>Telework</strong>.com which was held in Paris at the Palais des Congrèsduring <strong>Telework</strong> <strong>Week</strong> on November 4 and 5.The book is quite successful as it was already reprinted in April <strong>2000</strong>. A follow-on book is under preparationto handle the specific subject of “remote management”. The French adaptation of the <strong>Telework</strong>ing Handbookwas written with the help of France Telecom and the new book is under preparation with EDF GDF and aconsulting firm called Insep Consulting.Thanks to co-funding from the ETD project the French <strong>Telework</strong>ing Association (www.aftt.net) didparticipate actively in the creation of the first Telecentres directory in France with the co-operation of Iseresand Anact. The directory is available electronically on the website of the Association and can be obtained inpaper version as well. The study carried out to establish this directly confirms unfortunately that very fewtelecentres are successful in France, mainly because they generally start with public funding and forget overthe years to have a commercial objective in order to survive.a new collective agreement for Telecommunications which was signed on June the 6 th . This is the first nationalagreement which specifically refers to telework and its application covers over 100 000 workers right now.The full text will be made available thru the Euro-telework project on their website and it will also be madeavailable on the AFTT website.Contact:Nicole Turbe-SuetensDistance-Expertnts@.distance-expert.com- 66 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong><strong>Telework</strong>.com 99 - the first French congress dedicated to work and teleactivities.<strong>Telework</strong>.com '99, a congress with a demonstration area for participants was held at the Palais des Congrès,Porte Maillot in Paris on 4 and 5 November 1999 during the <strong>European</strong> <strong>Telework</strong> <strong>Week</strong>.This event, dedicated to work and teleactivities, was organised jointly by the AFTT (French Association of<strong>Telework</strong> and Teleactivities) and by the French subsidiary of the American company E.J. Krause &Associates; it was sponsored by the <strong>European</strong> Commission and had as an official partner France Telecom andseveral associated partners including, in particular, Andersen Consulting and Sony.The topic of the first day was: Teleactivities: <strong>Telework</strong> and Teleservices, that of the second: Teleactivities:Net-Economy and Electronic Trade.The conference opening "New Methods of Work for a new Millennium ", presented by Peter Johnston, fromthe <strong>European</strong> Commission, was simultaneously broadcast by videoconference to an audience of tele-workers inthe Reunion Island. The topics of the conference which followed were:• To make the Teleactivities accessible to al ,• The opening of the Nomadic life, competitiveness factor,• Remote Management,• The Net Economy,• The Digital Currency,• Virtual Banks and security of transactions,• Commercial/Communities Sites of interestsThe text of the majority of these sessions can be consulted on-line on the AFTT web site: www. aftt.net.Three round tables discussed: Technologies in mobile services and remote work, New Organisation and NewWorkplaces and The call centre at the heart of the customer relation; innovative and original experiments inelectronic commerce were presented, and a summary was made on the survey’s results of the Chamber ofCommerce and Industry of Paris on <strong>Telework</strong> applied to administrative trades.The congress ended with a connection with Brussels, transmitting on line the presentation ceremony of the<strong>European</strong> <strong>Telework</strong> Awards, and, on this occasion, Nicole Turbé-Suetens, President of the AFTT, announcedthe creation of the French <strong>Telework</strong> Awards. These awards were presented in March <strong>2000</strong> in Paris during thenational week Work of the future – Future of work.<strong>Telework</strong>.com 99 , which was a first in France, welcomed, with its 30 speakers and its 12 show case coordinators,215 congressmen, a number of them coming from the Paris area, but also from elsewhere inFrance, Switzerland, Belgium, Spain and Italy, as well as about fifteen journalists.The next edition of this event telework.com 2001, still sponsored by the <strong>European</strong> Commission and coorganisedby the AFTT and E.J. Krause & Associates will take place in Paris in March 2001 jointly with theworld congress of the net-economy "net 2001 ".- 67 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>5.6 GermanySummary<strong>Telework</strong> in Germany is booming. More and more organisations have identified telework as a new way ofworking providing advantages and benefits to all parties concerned and have started to introduce it. The sameholds true for individuals who see teleworking as an option to enter into the labour market as freelancers froma home-base in their SOHOs.As revealed by the ECaTT project (“Electronic Commerce and <strong>Telework</strong> Trends in Europe. BenchmarkingProgress on New Ways of Work and Electronic Commerce”) led by empirica in 1999 and <strong>2000</strong>, Germany hasexperienced by far the highest growth rates in teleworking over the past five years in Europe. The averageannual increase in numbers of teleworkers was 34% compared to a <strong>European</strong> average of 17% 25 . Today, thecountry with most teleworkers in Europe is Germany (more than 2 million out of around 10 million for thewhole of the EU). Most of these are regular teleworkers. Only a fourth of the German teleworkers aresupplementary teleworkers, i.e. those only teleworking occasionally (for further details cf. www.ecatt.com).Despite these encouraging figures one has to recognise that in relative terms Germany is located in the<strong>European</strong> midfield and exactly on the <strong>European</strong> average with respect to the share of teleworkers in the totalworkforce. 6% of the German employees are teleworkers. Countries like Finland, Sweden, Denmark or theNetherlands reach much higher relative figures with Finland leading the field in Europe with 17% of theworkforce already teleworking. On the opposite side are countries like Spain, Italy and France lagging behindwith telework penetration rates of only 2.8%, 3.6% and 2.9% (empirica: ECaTT 1999).The majority of all teleworkers in Germany as in Europe in general encompasses workers with high or evenvery high qualifications, special professional training and managerial responsibility. While only 50% (45% inEurope) of the “normal” workers have managerial responsibility in their work, this figure climbs up to 67%(75% in Europe) among those teleworking. Most German teleworkers are employees. However, there aresignificantly more self-employed workers among the teleworkers (31% in Germany, 25% in Europe) thanamong the rest of the workforce (16% in Germany, 17% in Europe). Remarkably and in contrast to the“normal” working life, 76% of the German teleworkers (75% in Europe) are male and only 24% (25% inEurope) female.In the vast number of teleworking schemes in Germany teleworking is regulated by company or frameworkagreements between employers and works councils or trade unions. In the meantime numerous frameworkagreements on teleworking have been developed in Germany. Those best recognised in public include thecollective agreement developed jointly by Deutsche Telekom and DPG (Deutsche Postgewerkschaft) and thecompany agreements from IBM and LVM (insurance company) which these developed with their workscouncils. Most of these agreements have been made public which very much eased the job of many othercompanies interested in setting up teleworking to develop comparable agreements for themselves. Companiesinterested in telework implementation can easily use and adapt these to their specific requirements. All this haspositively contributed to the fact that telework is no longer seen as something exotic and its implementation nolonger as a far too complex and difficult task which is more than the companies are be able to cope with or canonly be dealt with supported by expensive external support from consultants. Companies in Germany nowdare starting telework implementation on their own.In addition, a large number of guides to teleworking exist, which address themselves to different target groupsor are of a more general nature. A general guide is being distributed by the Federal Ministry of Economy and25The <strong>European</strong> average was calculated on the basis of data from the projects TELDET (for 1994) and ECaTT (for 1999) and only include France,Germany, Italy, Spain and the UK for which data for both points in time is available.- 68 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Technology (BMWi), others by Federal state governments. The RKW (Rationalisierungs- undInnovationszentrum der Deutschen Wirtschaft e.V.) has published a guide addressed to top managers anddecision makers in SMEs to motivate these to start teleworking themselves. The thinking behind is that oncethey seen and felt the advantages and benefits of teleworking themselves, they will be much more open andwilling to also introduce telework on a company-wide base. Also many guides are published in book formatand can be purchased from bookshops. Special guides relating to ergonomics and health and safety at theworkplace have also been developed. The most popular one, which has been and still is widely distributed, isthe one published by the Bundesanstalt für Arbeitsschutz und Arbeitsmedizin in Berlin. OnForTe is anotherinteresting development in Germany. OnForTe is a call centre-based pilot scheme set up in Germany andwhich is supported by the Federal Ministry of Education and Science, Deutsche Telekom and the trade unionsIG Metall and Deutsche Postgewerkschaft. OnForTe is addressed to and provides the services to employeesactually teleworking and those interested in doing so. All these activities seem to have positively contributed tothe positive development of telework over the past years although it is impossible to establish a direct causallink.Recent relevant technology developments, new servicesLiberalisation in the telecommunications sector in Germany has led to drastic price reductions which aredefinitely facilitating moves to teleworking by organisations and individuals. Further facilitating factorsinclude the discounts given by telecommunications service and network providers to users for certain types ofapplications (e.g. Aktiv plus by Deutsche Telekom) or larger business customers. Flatrates for internet use areslowly penetrating the German market. First offers are now available from ARCOR, Mobilcom and DeutscheTelekom as well as a smaller number of smaller providers.Specific developments in the network services sector like the Deutsche Telekom network service calledCENTREX provide a voice communication functionality which is very supportive to teleworking andsatisfying a number of demands from teleworkers. With this service teleworkers at decentralised workplacescan use the same telephone and PABX functions which they are used to in the headquarters. A teleworkingscheme where this service has been implemented and is used successfully is the one of SIGNAL IDUNA inDortmund.Some organisations (e.g. the insurance company Barmenia in Wuppertal) are using network computers(Windows Based Terminals, WBT, so called “thin clients”) in their teleworking schemes. These appear to be amore cost-effective alternative to PCs for teleworking purposes. In addition work for software and hardwaremaintenance and updating is significantly eased since this can now take place centrally. Developments in thisarea are likely to make teleworking even more attractive especially in larger organisations which aim at somehundred telework workplaces.Imaging systems have also achieved a stage of development which make them usable in teleworkingarrangements over public networks like ISDN. <strong>Telework</strong>ing schemes like the one of Deutscher Herold in Bonnhave demonstrated their feasibility and usability for teleworking. As this technology supports the paperlessexecution of work over networks, we can expect that its further development will also act as a facilitator totelework in the future.- 69 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Updated statistics on numbers teleworkingThe following data is taken from the results of the ECaTT project (www.ecatt.com)Statistics on <strong>Telework</strong> in Germany:• There are 2.1 million teleworkers in Germany (1999): 1.56 million are regular and 570,000 supplementaryteleworkers.• Germany is leading the field in Europe with respect to the absolute number of teleworkers.• 6% of the workforce are teleworking, 4.4% can be regarded as regular teleworkers, 1.6% assupplementary ones. With these figures, Germany is exactly at the <strong>European</strong> average, significantly behindthe <strong>European</strong> front-runners like Finland (17%) but ahead of countries like Spain, France and Italy withfigures around 3%.• 30% of the establishments in Germany practise telework. This is below the EU average of 36% and onlyhalf of what can be observed in front-runner countries like Sweden with 62%• As in all other countries, SMEs show rather high levels of reservation when it comes to teleworkingcompared to around 2/3 of the large organisations already practising telework. German government aswell as professional and industry associations and other relevant multipliers are well advised to startactivities to motivate and convince SMEs for/of telework as a new way of work helping them to remain oreven improve their competitiveness.• <strong>Telework</strong> is a rather young phenomenon in Germany since more than half of the teleworking schemes havebeen set up in the last two years. In countries like France, Sweden and the UK we can observe theopposite.• It is remarkable that approx. 75% of the teleworkers are male, an observation which holds true for allcountries analysed in ECaTT.• The average teleworker in Germany as well as throughout Europe is 39 years old, highly qualified and hasmanagerial responsibility in his/her job.• There exist more self-employed workers among the teleworkers than exist in the overall workforce.• Expansion of existing telework schemes will be one of the most important lines of telework diffusionwhich is likely to heavily contribute to a fast penetration of telework since most of the Germanestablishments already practising telework indicate that they are going to expand it in the future. Germandecision makers familiar with teleworking belong to the group of countries which show the highest levelsof interest in this respect in Europe. Only Denmark and Finland achieve higher figures. It appears as ifthey have now fully embraced the concept of telework and are moving ahead full-force after some initialreservation.• Another 17% of German decision makers in establishments are interested in starting telework as opposedto 59% of the individuals among the workforce. This indicates that there is a gap between possible supplyof and demand for teleworking in Germany where specific measures also from the side of governmentshould be taken to narrow it.NOTE: Such profiles can be developed for each of the 10 member states where the ECATT survey werecarried out plus an overall EU10 profileFor further details cf. www.ecatt.com- 70 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Key factors affecting eWork developmentDifferent telework and e-commerce policies have been implemented in Germany at Federal as well as Federalstate (Bundeslaender) level. At Federal level these date back to 1996 when the Federal Ministry for Economicsand Technology together with the Federal Ministry for Labour and Social Affairs started the “<strong>Telework</strong>Initiative of the Federal Government” (“Initiative Telearbeit der Bundesregierung”). The activitiesstarted focussed on awareness raising and included the development, publication and wide distribution of a 60-page brochure on telework (in 1997) and a comprehensive guide to telework implementation (in 1998). TheFederal Ministry of Education and Research published an electronic guideline on telework (“ElektronischerLeitfaden zur Telearbeit”) on the website http://www.iid.de/telearbeit/leitfaden as a further awareness raisingactivity.In 1997 the same ministry together with Deutsche Telekom launched the inititive “Telearbeit im Mittelstand”(<strong>Telework</strong> in SMEs) trying to motivate SMEs to implement telework supported by some (rather small) publicfunding provided by this initiative for each participating SME with a total budget of 20 million Deutsche Mark(approx. 11 million Euro). Around 500 SMEs received funding and successfully implemented telework in theirorganisations. After the general Federal elections in 1998 the ministry department dealing with this initiativemoved to the federal Ministry for Economics and Technology where it started another telework initiative called“Datensichere Telearbeit in kommunalen Verwaltungen (DATEL)” (Secure <strong>Telework</strong> in PublicAdministrations). Out of the total of telework proposals submitted by public authorities 50 were selected forfunding and are now implementing their telework concepts. This initiative is part of the “IT-Aktionsprogramm” of the Federal government from September 1999. It is accompanied by a project called“Telejobboerse” which was set up as a telework job and contract exchange which is currently operating withmixed success.The initiatives started at Federal state level (e.g. Bavaria, Northrhine Westphalia, Baden-Wuerttemberg,Rheinland Pfalz, Hessen, Schleswig-Holstein) have been continued. Hardly any new activities have beenstarted. One exception is the “Anwenderplattform Telearbeit” in Baden Wuerttemberg, where industry,ministries and trade unions have come together to start a series of events aimed at the motivation of industryand businesses to become familiar with telework and get some guidance for implementation. The teleworkinitiatives of the Federal ministries and the Federal states are approaching their end and are currently phasingout. No further activities are planned for 2001. It appears as if at all levels governments have come to theconclusion that they have now made sufficient investments for the promotion of telework and that things nowhave to develop and move ahead on their own. What becomes apparent is a shift away from telework toelectronic commerce related initiatives (for further details cf. www.ecatt.com). Details of the Federalgovernment strategy are laid down in the IT Aktionsprogramm which was passed in September 1999. TheFederal states have developed their own programmes and initiatives.For further relevant developments in other areas cf. “Recent relevant technology trends, new services”.- 71 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Examples of key projectsRauser Advertainment AGPrototype example of a virtual organisation operating globally and employing freelancers from countriesthroughout the world.The company has specialised in the development of entertainment and advertising products (e.g. computergames, screen savers) for customers coming from a variety of different countries. Networking of distributedteam members in a virtual organisation under the name of Rauser Advertainment is the normal way ofoperation of this company from its very beginnings. The company employs six people under a contract ofemployment. In addition it uses a network of almost 100 freelancers for product development, some of whomare working almost full-time for Rauser Advertainment.Any worker – no matter whether working under a contract of employment for the company or as a freelancer –who has been with Rauser Advertainment for more than two years is entitled to a special package of companyshares. So far two employees and 10 freelancers from Germany, Austria and the US made use of this offer.Those individuals who have worked with Rauser Advertainment on at least two completed projects in the lasttwo years are also entitled to a special benefits package.Tele-cooperation is the normal way of working and communicating, personal contacts are the absoluteexception, communication and the exchange work results is carried out via e-mail and file-transfer. Thegeographical location of the team members, their working times etc. are of no importance, fixed working hoursare a thing of the past. As a result of this two former staff members moved away from Germany (at leasttemporarily) and are now working as freelancers for Rauser Advertainment from their adopted countries,namely Turkey and Florida in the US.Konstruktionsbüro PollozekKonstruktionsbüro Pollozek can be described as an example of “new self-employment”. A few years ago, aformerly employed woman started a new career as a freelancer from her home-base on a farm in a very remotearea without any other job opportunities. Now she runs a rather successful own one-person company whichoccasionally also uses subcontractors for specific tasks and has developed a solid customer base.Roswitha Pollozek is the founder and owner of the company. She was a designer in the Carl Zeiss groupbefore working as a freelance designer, and in this context thoroughly familiarised herself with computer-aideddesign technologies. After her marriage to a farmer living near Ansbach, she initially helped with the farmingbefore deciding to work as a designer again. She now runs her own design office from her home where sheproduces CAD designs for a number of well-known industrial enterprises. The customers are located 6 - 200km away from her office. The farm house has been extended now offering 120 square metres office space,and the annual turnover is now about 100,000 DM (approx. 50,000 €).- 72 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Württembergische Versicherungen<strong>Telework</strong>ing for senior managersWürttembergische insurance company started telework of top-level managers after having successfullyestablished different teleworking schemes for clerical staff members, mobile teleworking by insurance agentsand in the area of claim handling, software developments and dp maintenance over the past years. The toplevelmanagers of the DP division got installed dp equipment enabling them to ”work where they want andwhen they want”.The company started the project in 1997 with the aim to identify possibilities and ways of implementingtelework among top-level managers in the dp division of its organisation. The overall objective was to increasetheir reachability for their staff members inside and outside normal working hours as well as inside and outsidethe office buildings and provide them means to work even more efficiently and effectively. <strong>Telework</strong>ing wasseen as a means to much better support the members of this group in their daily work and improve the qualityof the work of the whole division.Altogether 7 managers volunteered to start teleworking in a trial phase in 1997 including one head of businessunit (located next to the board), five department heads and a staff officer from the software development area.The managers where equipped with ISDN access, PC, necessary PC software including a terminal emulationfor their work with the central host computer, telephone, fax and printer in their home offices. All equipmentand communications costs are paid for by the company. No further payments are given. In addition and inorder to be able to ”work where you want and when you want” they received portable equipment including anotebook computer with GSM access card for mobile data communications and a mobile GSM phone.After the trial phase of one year the company and all teleworkers decided to continue with teleworking andmake it a normal way of working for top-level managers.Contact:WernerKORTEempirica GmbH, BonnEmail: Werner.korte@empirica.de- 73 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>5.7 Greece<strong>Telework</strong>ing has gained a lot of respect during the last years from the Government, the Private Sector and alsothe syndicates. The change of the attitude is primarily based on the extensive use of the promising newtechnology, including PCs, Internet, mobile phones, etc and also on the expected benefits from the use ofteleworking as an alternative way of working. So the main driving forces in Greece for teleworking is theInternet access, use of PCs and telecommunications.According to the latest research, the prediction of the Internet usage growth in Greece is significant.Specifically Greek Internet users are expected to surmount the number of 1,200,000 in 2001 and 2,000,000 in2002, compared to 190,000 in 1998! According to official statistics there were 350,000 Greek Internet usersin June of 1999 and 69,810 accounts. At the end of 1999 the penetration rate of Internet in Greece was at thelevel of 3.8 % of the population, and is expected to reach the level of 7 % to 10 % in <strong>2000</strong>.The Internet users in Greece according to their age are:Internet users according to age42% 18-29 years old5%Over 50 years old5% Under 18 yearsold16% 40-49 years old32% 30-39 years oldInternet users according to the professionalstatus16%Directors,managers5%Doctors7%Academics15%Professionals18%Students29%Technology Experts- 74 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Of course Internet usage is realted to the growth of PC usage. According to official evidence in the firstquarter of 1999 PC usage in Greece rose up to 5 % of Greek families when the equivalent pointer in Spain was6.5%, in Portugal 7% and in the entire EU 15 %.In parallel The Greek Telecommunications Organisation (OTE) has launched an extensive networkmodernisation programme to meet the increasing demand of its national and multinational customers.According to official evidence (OTE, March <strong>2000</strong>) the established capacity for ISDN lines was:• Basic Rate Access: 58,094 (mainly for personal use and small & medium enterprises).• Primary Rate Access: 3,396 (for large enterprises and Organisations).And the occupied capacity was:• Basic Rate Access: 46,580 (mainly for personal use and small & medium enterprises).• Primary Rate Access: 2,128 (for large enterprises and Organisations).The growth of the Mobile Phone services in Greece is so rapid that is estimated that it about 4,000,000people will be users of mobile phones at the end of the year <strong>2000</strong>. Today the penetration rate of Mobile Phoneservices in Greece is at the level of 23.1% of the population and is expected to reach the level of 31% in 2001.According to predictions of Warburg Dillon Read, the Greek market for Mobile Phones in the next 3 years willbe as shown in the table below:Year <strong>2000</strong> 2001 2002 2003Penetration Rate 34% 39.5% 42.5% 44.5%The average growth in the number of mobile services subscribers is 85% from March 1998 till today, and thenumber of subscribers is at 68.28 % of the total for the traditional phone services in Greece.Case StudyThe model of teleworking, even in a restricted scale, is appealing in Greece. The leading microchipConstruction Company “Intel Hellas” has applied to a full extent teleworking without permanent offices,allowed its executives to work from their houses, using equipment and other facilities provided by theCompany. These activities are based on Internet and telecommunications facilities.ConclusionGreece is facing a new era of liberalisation of telecommunications and also the effects of participation in theEconomic & Monetary Union. The existing legal framework (law 2639/98) gives a profound base on which toboost the economic development.Contact: Constantine Dikaois, Epsilon, email: epsilon@hol.gr- 75 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>5.8 IrelandSummaryThe Irish government in 1998 established the National Advisory Council on <strong>Telework</strong>ing. It produced its firstmajor report entitled New Ways of Living and Working: <strong>Telework</strong>ing in Ireland in June 1999. The objectiveof the council is to develop a clear vision of the national goals and strategies that must be developed to realisethe benefits of the information age. The councils vision of this future is:In 2010, Ireland will be known as a leader in E-organisation and human collaboration where:• The full talents and culture of its people are expressed• People are empowered to choose how where and when they work• Businesses are enabled to sell and trade as virtual economy; and• An inclusive and geographically balanced economy and nation evolvesIt is worth noting that while economic growth in Ireland over the last five years is higher than any other EUcountry the majority of the growth has been around the capital, Dublin. This has created major infrastructureproblems for the capital. On the other hand, unemployment in many rural areas is still at twice or three timesthe <strong>European</strong> average. <strong>Telework</strong>ing is seen as an alternative solution.The National Advisory Council definition of teleworking:<strong>Telework</strong>ing is a method of working using information and communication technologies enabling work to becarried out independent of location. <strong>Telework</strong>ing is not a job but a method of working.The report has categorised ways of teleworking to include• Home teleworking – at home full time/part-time• Telecentres teleworking – remote offices physically distant from the office• Telecommuter – part-time at home and part-time in the office• Mobile teleworkers – on the move.It is estimated that there are 61,000 teleworkers in Ireland - 4.4% of the total workforce. The figure in Europeis 6% while in the US it’s estimated to be about 20%. Currently most teleworkers are highly qualified and arelikely to be professional. About 5% hold managerial responsibility in their jobs. The majority of teleworkerscome from the financial and business services sector, followed by distribution, transport and communicationsectorsLegislationThere is no employment legislation dealing exclusively with the status of teleworkers. Normal employmentlegislation applies. However a code of conduct has been established between The National Advisory Council,Irish Business federation (IBEC) and the Irish congress of trade Unions (ICTU). This code of conduct is basedon Irish employment legislation.The government has published the electronic commerce bill <strong>2000</strong> which provides the legal recognition ofelectronic contracts, electronic writing and electronic signatures and original information in electronic form forcommercial or non commercial transactions.- 76 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong><strong>Telework</strong> Ireland (http://www.telework.ie)Since its inception in 1993, <strong>Telework</strong> Ireland has worked on a trans-border basis to:• Promote the teleworking concept• Facilitate the implementation of teleworking policies within organisations• Represent the interests of teleworkers and telework based businesses throughout the island of Ireland• Develop a range of products and services to facilitate the development of a telework friendlyenvironmentOn Thursday 25 th May <strong>2000</strong> first Irish manuals were published on the subject of ework/telework. Theyhighlight, in minute detail, the benefits of teleworking (eworking) to the individual, the employer, thecommunity and the economy.The Market Research Bureau of Ireland (MRBI) eWorking Survey (www.ework.ie)The Market Research Bureau of Ireland (MRBI) conducted a survey in February/March <strong>2000</strong> of eWorking inIreland. The survey carried out Computer aided telephone interviews (CATI) and sampled the full spectrum ofIrish Industry. A total of 500 companies were surveyed of which 10% were found to undertake some form ofeWork. The survey also found that 25% of the companies who were not presently conducting eWork areinterested in the idea. Software and Service companies currently dominate the practise.Typical Irish eworker can be of either gender (53% female and 47% male), compared to 70% males in othercountries. The age profile was mainly between 30 and 40 years of age. In 29% of companies entireeworkforce is male and in 35% of companies the entire workforce is female. The majority of workers had goodIT and communication skills and were employed by software or services industries (70% in Service Industryand 30% in software industry). 20% of the eWorkers have formal accreditation for their skills. Only 26% ofeWorkers had formal eWork training. Training covered IT, Team working, communications skills and timemanagement with the average length of training of 1 week for each course. The mean cost of training was ~1.6KEuro. One out of every ten managers of eworkers has had training provided specifically in this area ofbusiness. For this group, communication skills, time management and team working are the most commontypes of training provided. The average cost of training is ~ 7 K€.The majority of teleworkers (>50%)were employed in or around the capital city (Dublin). The majority(66%)of the interviewed eWork employers were very satisfied with the teleworking arrangements. 32%identified the main reason that targets are met, 28% identified greater flexibility for workers, eases workloadsand helps to retain staff. Only 4% identified timesaving as a reason and 4% identified teleworking as morecost effective. This contrasts the view of the teleworker where 53% cited reduced commuting time as theirmotivation for teleworking.In survey by <strong>Telework</strong> Ireland - The profession Association of <strong>Telework</strong>ers in Ireland, The IrishTelecommunications company (Eircom) and the Dublin Transport Authority carried out a survey of worktrends of city commuters, the majority of whom commute during peak hours. Some 13% of the workers workfrom home occasionally during normal working hours and over 84% of employees work from home outsideregular working hours. Over 22% of the total respondents believe that their present job gives them thepossibility of telecommuting and more than half (57%) of individuals who could telework would like totelework.Contact:Imogen Bertin, Cork <strong>Telework</strong>ing, email: imogen@ctc.ie:www.cork-teleworking.com- 77 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>If not here then where? (extract from an article in "Flexible Working")Imogen Bertin of Cork <strong>Telework</strong>ing (www.cork-teleworking.com) looks at the growth of teleworking in IrelandDouble-digit growth, gridlocked traffic, rocketing property prices and major skill shortages in the IT sector –all the pundits predict that the growl of Ireland’s “celtic tiger” economy will shortly be cut back to anoverheated yowl yet there’s still no sign of a slowdown. The theory is that teleworking could help to providethe soft landing Ireland needs by relieving skill shortages, so there’s plenty of government action – but littlesign of a change in employer attitudes to date.The pace of change in Ireland over the past five years has been huge and highly visible to visitors. Ireland isthe second largest exporter of software in the world after the US with successful call centre, softwaredevelopment and localisation industries. Unemployment is predicted to drop to under 4% in 2001, down from12% in January 1996 (www.esri.ie). The tiger diets on a constant supply of young, educated, IT-literateworkers washed down by a digestive of low corporate tax rates. Yet the recent Microsoft/IDC skills shortageestimates Ireland already has a 10% skills shortage in IT professionals, and this will rise dramatically by2003. In response the government has embarked on a series of third level training programmes. It has alsoannounced a target of 15,000 returning Irish emigrants each year to fill this skills gap, and plans to issue up to10,000 work permits a year for non-EU nationals if employers can show they are unable to recruit from withinthe EU.However, Dr John Lynch, the outgoing head of state training agency FÁS, says this is unrealistic and that thecurrent combination of salary, tax and property prices is unnattractive to prospective immigrants or returners.Dublin house prices rose 20-25% last year (www.ireland.com).Last year the <strong>European</strong> Commission strongly criticised Ireland’s failure to assist women in returning to workthrough “insufficient childcare provision and the high marginal tax rates faced by married women”. However,there has been a marked rise in women in the workforce (up from 33.4% in 1991 to 47.4% in 1998,www.cso.ie) but the figures are still low compared to countries like Britain and Denmark at 60% and above.EU statistics also show that while childless Irish women between 20 and 44 participate more strongly in thelabour force than the average (81% compared with the <strong>European</strong> average of 79%), once they have children theparticipation rate plunges to 46%. This is 5% below the average and far behind the situation in Austria,Belgium and Portugal, for example.Ireland operates a partnership model of industrial relations similar to that found in Scandinavia, and throughthis mechanism I drafted a Code of Practice on teleworking which was then discussed and altered byrepresentatives of the employers association IBEC and the trade union congress ICTU. The final code wasratified by IBEC and ICTU and now forms part of the current Partnership for Prosperity and Fairnessagreement which is supported by the government and the social partners and will run from <strong>2000</strong>-2003(www.e-work.ie/kb/cop2.pdf). The Action Forum has also recently extracted statements from the Minister forFinance that benefit-in-kind tax will not be payable on PCs used for work at home, and from the Departmentof the Environment that planning permission is not generally needed for home offices.There seems to be consensus between IBEC, ICTU and major Irish employers such as Hewlett Packard,Motorola and IBM on their motives for getting involved in e-work. Few are closely monitoring e-workexpenditure and bottom lines – instead, e-work is seen as a necessity for IT-intensive companies to get theirwork done at all in a gridlocked capital where office space is at a premium, and as an important element inattracting and retaining staff. The role of teleworking as one of a range of policy options is also brought out inIBEC’s guidelines for HR professionals (www.e-work.ie/kb/ibec.pdf).- 78 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Personnel officer Sheila Flannery goes further in identifying teleworking as primarily a work-life balanceissue. Her company, Aer Rianta is a semi-state company due for privatisation which runs the country’sairports, and is six months into a two-year formal trial of teleworking: “It is about having a more flexible workpattern to suit the participant’s particular lifestyle.” Although the short-term benefits are for the employee, inthe long term it would “facilitate cultural change within the organisation through greater focus on people’soutput as opposed to time and attendance”.Minister Treacy’s department also has control over business development agencies and one of these,Enterprise Ireland, has used funding from the EU’s small business opportunities programme (SBOP) tosupport an awareness campaign on teleworking, or as we now call it, eworking. The SBOP funding is relatedto helping small businesses become competitive, and so the Enterprise Ireland campaign is focussed onpersuading them to look at e-work as a way of providing increased productivity and flexibility alongside staffretention and closer customer relationships.The Enterprise Ireland e-work website is at www.e-work.ie and includes:• Business Guide to e-working• Knowledge base of documents and web resources• Database of suppliers of goods and services for e-work (equipment, software, consultancy etc.)• Database of training suppliers• Online agency for recruitment of e-workers provided in conjunction with leading employment agencyMarlborough• Case studies of 10 companies which are being funded by Enterprise Ireland to try e-working.• Results of a recent survey on e-workThe CSO in Ireland, unlike the ONS in Britain, does not collect statistics on people who work at home andmust use ICTs to complete their work. Therefore all the figures for Irish telework are based on small samplesurveys (less than 1500 people) and are not particularly reliable. For example, Enterprise Ireland’s spring<strong>2000</strong> poll carried out by MRBI found that there was no gender split in Ireland (equal numbers of men andwomen teleworking) which seems highly unlikely in a country with low female labour force participation whenthere is a 70%:30% split in Britain. However, here’s a summary of recent survey results:• Over 60% of financial services and computer companies in Dublin say they allow teleworking. (DTO ShortestRoute survey 1998 www.amarach.com/future/telew.htm)• There may be around 1.88% of the labour force regularly teleworking plus a further 2.56% occasionallyteleworking. Corrected from Eurostat (comparison) to CSO (actual) labour force figures this equates to 31,600regular teleworkers and 37,680 supplementary teleworkers. The figures for regular teleworkers break down to 1%home-based PAYE (about 16,687), 0.6% self employed (about 10,012) and 0.3% mobile teleworkers (5,002people) (www.ecatt.com)• There is little interest in centre-based teleworking close to home in Dublin (15% interested, 14% fairly interested,70% not interested at all) despite the traffic congestion. (Shortest Route, DTO, 1998www.amarach.com/future/telew.htm)• Over half the population are interested in working from home. Those interested are predominantly male, younger,upper or middle class, located in Dublin, office workers and employees of medium or large companies.(www.isc.ie, Autumn 1999)• 7.6% of Dubliners occasionally work from home but this figure is made up of around 4.18% working less thanone day a week at home, and about 3.42% who may be regular teleworkers. The biggest group of Dublinteleworkers are the self employed, where 37% of workers are involved in some form of homeworking. (ShortestRoute, DTO, 1998 www.amarach.com/future/telew.htm)• Over half of companies have suitable technology such as external email and ISDN lines. Nearly four in ten (39%)allow remote access to the corporate computer network (www.isc.ie Autumn 1999)• Size is no guide to homeworking in Dublin, but companies with more than 200 employees are the most likely tohave homeworkers (38%). Among businesses with less than 50 employees, 30% offer telecommuting, predicted torise to 55% in five years time. The trend is strongest in small businesses with less than five staff, formed less thanfive years ago, in the business services sector, based in Dublin who carry out some exporting. (Shortest Route1998 www.amarach.com/future/telew.htm, Business 2010 <strong>2000</strong> www.amarach.com/future/aib2010.htm)- 79 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>• Nearly a quarter of companies (23%) allow between one and ten percent of their employees to telework at leastonce a month but this figure has not increased between 1998 and 1999. For small companies the figure rises to30% in Dublin. (www.isc.ie 1999, Business 2010 <strong>2000</strong> www.amarach.com/future/aib2010.htm)• Over three quarters of businesses see no potential for telework growth. The vast majority think their businessunsuitable, while over ten percent believe staff who are teleworking will waste time – they don’t trust theiremployees to work unobserved. (www.isc.ie 1999)So the picture is a contradictory one – strong drivers for telework, plenty of opportunity, information andgovernment support but a major problem with employer attitudes and a lack of reliable figures on which tobase actions and decisions. Is there any hope for telework to expand beyond a fringe form of work activity if itdoesn’t take root in Dublin?A Trade Union View on eWorkChris Hudson, organising officer of the Communications Workers Union has negotiated a company wideagreement on teleworking with eircom and set up a branch of the union for freelance teleworkers. He is also amember of the government’s e-work action forum and recently received an MBE for his work with theNorthern Ireland peace process.“The attitude of trade unionists to eWork in Ireland varies. Some traditional companies and some unions areold fashioned – they prefer a Taylorist situation, a bit like the Church, where everyone is in one place forreasons of control. The priest likes everyone to be at mass, and some managers and some trade unionists liketo see everyone on the shop floor. Some unions have turned away applications from individual members,saying they only want to see branches of at least 20 people together coming into their union.It doesn’t have to be like that. In the CWU we have always had a huge geographical spread, representingpostal workers from Mizen Head to Donegal, so we were used to having lots of individuals to look after.Setting up our virtual branch for eWorkers wasn’t such a big leap – and there are other unions that havelooked after individuals for many years such as MSF with sales staff, the NUJ with journalists, Equity withactors and backstage technicians, and the farming unions. Unions have to be sensitive to workers needs – andmany employees want flexibility and techniques like eWorkIt’s actually easier for us to deal with eWorkers than conventional members. The other day I had an enquiryabout transfer of undertakings regulations. I was able to get the relevant information from the Department ofEnterprise, Trade and Employment website and email it to the member – no secretarial, admin or postage costsand all done in minutes. My own secretary recently left after fifteen years with the union, and she’s agreed toreturn on a contract basis, working from home, because we don’t want to lose her experience. We’ll requestwork and set deadlines for anything she agrees to take on, but beyond that it will be up to her to decide how toget the work done in a way that suits her.” www.cwu.ie- 80 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>5.9 ItalyIntroductionBy looking to the performance of the so called “Technology Stocks”, the year 1999 may not only beconsidered as the end of last century but already the start of the new millennium.. The most frequent image onecould see in Italy, was somebody giving advice over his cellular phone, on the best stock pick for the day.Telecom ItaliaMediasetTelecom Italia MobileTiscali NetworksOlivettiSeat Pagine GialleAnd despite the ups and downs of the Mibtel index; last year events at the Italian stock market had a furtherreaching effect on people than all the telework stimulation activities undertaken during last decade, now peopleare more aware that something is going to change the way they live and work.Economic and employment backgroundOne of the major concerns about the information society has been always the end balance produced by thenumber of jobs that eventually will disappear and those jobs that are being created. Although it is still to earlyto answer to this issue; the results during 1999 as regards the employment situation of the ICT sector in Italy,not only showed a positive growth but suffered an increase of the gap between available resources and sectorrequirements.ICT Employment in Italy1997 1998 1999SW & Services 189,595 200,022 212,372Telecomm 137,629 144,271 145,261HW & Tech. Support 49,936 51,069 52,541Others 28,825 30,216 31,348Total Employed 405,984 425,578 441,522Total Required 442,600 481,260Deficit -17,022 -39,738Source: Assinform, Federcomin, ECTFA recent study made by Federcomin, branch of the Confederation of Italian Industry, has estimated that theshortage of skilful personnel will create a market loss of 1% by the end of <strong>2000</strong>. This study also shows that ifnothing is done, the gap between industry demand for ICT professionals and market availability will reach an18% deficit by the year 2002.- 81 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Technological Platform: trends and usageMost economic analysts and technology planners are suffering the lack of precise parameters that may enableto build more accurate forecasts regarding technology trends.A good example of it is carrying studies about the dissemination of e-mail in a given environment , where thepopulation sample has to be segmented between those who have access and those who have not, between thosewho are qualified and those who are not, those who have the need and those who hasn’t, etc.; while theavailable data do not even allow to know how many and in which domains have people registered their e-mailaddresses. A similar situation appears when one needs to calculate the level of penetration of ICT in theworkplace.To make it even more complicated to navigate in this scenario, already full of surveys and statisticalchemistry, is the fact that we still living under a “technology push” environment where some products need tobe put into the market at an early stage of their life in order to achieve a critical mass that justifies futuredevelopments and corresponding R & D investment.However, this situation risks producing a negative effect among new entrants into the Information Society, notonly because the entrance barrier is still fixed at a $1,000 US. Dlls for a desk top computer and at double theprice for a portable unit; but because there is still a compromise between the performance of the technologyand the time required to adapt to it.Today, before one can dictate to a machine at normal speaking speed and personal accent, one has to adapt tothe speed and accent recognition of the machine. Desk top videoconferencing is not yet accessible toeverybody, as one has to know how many frames per second can our camera take and if we have enoughbandwidth for a full motion effect.The old principle that “small is beautiful and simple even better” is proving to adapt well to the Italian userneeds. During 1999 the number of mobile subscribers has overtaken the number of fixed line subscribers witha penetration rate over 50% of the country total population, while the PC’s penetration ratio has remained ataround 11% and internet access at 7.9%.Mobile Telephony in Italy1995 1996 1997 1998 1999Total N° of subscribers 3,915,000 8,415,000 11,739,000 20,500,000 28,500,000Source: CENSISWhile it still make take some time before there is a wide availability of ADSL bandwidth across the country orCable Modem services; in the short term the answer to a quick deployment of the Information Society andcatch-up of Italy into this centuries growth, most probably will come out from the enhancement of WAPmobile servicesPC Penetration 1998 Internet PenetrationN° of PC's Pro Capita N° of Users As % of pop.USA 107 39.6% 106 39.3%Japan 25.1 19.9% 18 14.4%France 11 18.6% 6.2 12.8%Germany 15.5 18.6% 8.4 10.0%Italy 6.6 11.6% 5 7.9%Spain 3.5 9.0% 3.1 8.7%U.K. 15.6 26.4% 10.6 18.0%Source: Censis, CNEL - FTI- 82 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>If in one hand technology offer is not yet at the level at which people can easily uptake it, it is also truth thatthe lack of useful services at company level and missing policies for integrating new tools in the work place,has discourage people to use them for working purposes.The National Statistics Institute during 1999 conducted a survey aimed at identifying the purpose and the wayin which people use mobile communications.. What an astonishing surprise was to find that only 19.3% ofcellular phone subscribers justify their usage for working purposes, with a minimum among women as low as7,1%.Survey on Italian users of Mobile TelephonyMen WomenFor being in touch with family and friends 42.8% 53.5%For working purposes 27.3% 7.1%To be able to call at any time 12.1% 12.0%For the comfort of not using public booths 7.4% 7.3%For any eventual contingency 6.0% 9.2%For safety reasons under an emergency 2.9% 5.4%For other reasons 1.5% 5.5%Source: ISTAT, ECTFGiven the large base of Italian mobile phone subscribers, there is a good opportunity for joint development ofnew WAP applications between company and employees, for supporting remote ways of working.Jobs Shift and New Ways of WorkOver the last seven years Italy is being experiencing a continuos reduction of the overall share of full timepermanent jobs which amounted 85.6% of the total workforce in 1992; in favour of more flexible contractualagreements such as none permanent jobs, self-employed workers and temporary jobs, which in 1999 alreadyaccounted for as much as 26% of the total workforce employed.Flexibility trends in Italian contractual agreements1992 1998 1999 Increase 99 / 98Part time job 1,167,000 5.4% 1,506,000 7.4% 1,631,000 7.9% 125,000 8.3%None permanent contract 1,163,000 5.4% 1,233,000 6.1% 1,447,000 7.0% 214,000 17.4%Training contract 255,715 1.2% 281,945 1.4% 263,978 1.3% -17,967 -6.4%Skills development contract 505,680 2.4% 393,102 1.9% 423,664 2.1% 30,562 7.8%Temporary job - - 52,312 0.3% 75,524 0.4% 23,212 44.4%Self employed - - 1,418,323 7.0% 1,676,281 8.1% 257,958 18.2%Total workforce employed 21,457,000 100% 20,357,000 100% 20,618,000 100% 261,000 1.3%Source: Italian Ministry of Labour, INPS, Assointerim, CensisA significant share of the training contracts come from the “Call Centres”, which normally employ youngstudents under 25, this type employees accounted for as much as 50% of the new workers employed by themobile telecom industry. The three major cellular phone operators (Omnitel, Telecom Italia Mobile and Wind)have focused their competition strategy mainly in customer care policies, employing more than 38,000operators.According to Assinform the resources required to fulfil the manpower requirements of the ICT sector whichwere estimated in 481,260 professionals for 1999, and if included the ICT experts employed directly by theclients (banking, public sector and private industry) will amount to a total of 1,194,500 ICT professionalsrequired by the year 2002.- 83 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Independently of the shortage forecasted of 215,000 professionals the remaining 979,500 most probably willbe high level qualified workers, with technical background and interdisciplinary skills, able to conductteamwork and a sound business knowledge. New professionals are expected to cover vacancies in the areas ofapplications development (19%), market and sales (16%), operational consultants (13.5%) and projectplanning.While direct contacts will still be the traditional way for recruiting ICT professionals (25%), web recruitmentis expected to grow by as much as 34% of the total recruitment, 14% through specialised “dot.com” recruitingcompanies and one fifth (20%) through the corresponding own company web site.Where to look for further informationThere are more than 150 Italian web sites containing all sorts of information regarding the on going debate inItaly about telework, Nevertheless, to find detailed information regarding experiences, specific regulations andcontractual telework agreements between private and public organisations and their employees, the followingfive sites should be the first “bookshelves” to look at.http://www.ilsole24ore.it/sottosezioni/lavoro.htmThis is probably the best source of information on Italian <strong>Telework</strong> issues, the Sole 24 Ore has also awell maintained site related to the New Economy.http://www.funpub.it/telelavoro/menu.htmlThis is the official site of the Italian Council of Ministries, among other information it containsregulations related to telework in the Public Administration.http://www.societaitalianatelelavoro.it/index2.htmThe Italian <strong>Telework</strong> Society, founded by professor Domenico de Masi, aims at providing guidanceand services to Italian companies who want to experience flexible ways of working.http://www.mclink.it/telelavoro/index.htmThis site created and maintained by sociologist and writer Patrizio di Nicola, is part of a <strong>European</strong>Webring aimed at promoting local associations of teleworkers in each <strong>European</strong> Member State.http://www.ires.it/tepracon/default.htmThis site contains the results of a recent research on telework implementation in Italian Call Centres.Contact:Enrique de la SernaECTF- ItaliaVia Lariana 700199 RomaTel: +39-06-85300846Fax: +39-06-85351068e.delaserna@telework-forum.org- 84 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Confindustria and the Union TradeConfindustria and the Union Trade have signed last 3 rd of July an agreement concerning the agreement of thetelecommunications sector. The agreement will unify under a singular ‘umbrella’ all the employees workingin the telecommunication field. Before this agreement all the telecommunication workers’ agreement wereruled by several sector agreement. For instance Omnitel (phone services) applied the engineering agreementto its employees. The contract of the New Economy will cut across all the sector and group more than300.000 telecommunication subordinated workers. It will be applied from the 1 st of January 2001.Answer companyThe 30 th of March <strong>2000</strong> a collective agreement of ‘collaborazione coordinata e continuata’ was signedbetween trade unions of atypical workers and Answers representatives. Answers, a Florence company , is thefirst Italian company to have set a virtual call centre or a ‘call centre of fourth generation’.Answers s.r.l. supplies services in the professional training domain, in telemarketing and tele-selling and inconsultancy in outsourcing modalities to companies.The agreement is about the professional assistant activity for Answer, that is to say a task devoted to‘customer service’ which can be accomplished (not in subordinated modality) in different places from theofficial Answer siege, thanks to the use of remote workstations. The area of competence is agreed betweenthe agent and the company.Given the several Answers knowledge intensive activities, the work performed in telework modality iscontemplated. Moreover Answers will take in particular account the cv coming from areas with a highunemployment rate as well as of disadvantaged people. Answers will put at the worker’s disposition all thenecessary equipment and will grant the union trade rights. From now on it is possible to earn 100,000 ITLper day, by answering from home to Answers e-mails. From the most hidden corner of Italy, 1000 people ofevery age, will run the e-mails of the first Italian Web Call Centre.- 85 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>5.10 LuxembourgIntroductionLuxembourg is enjoying healthy economic growth with low unemployment and inflation. The country isdeveloping strengths by diversifying in several sectors: finance, media, communications and industry.All sector plans engage in innovative information and communication technologies and are pioneering new e-business applications and services. To secure future economic performance, the Luxembourg Government isplacing strong emphasis on new job creation, improved education and professional training and internationalco-operation and business alliances.The Luxembourg economy has averaged a 5 per cent growth over the last years. The unemployment forecastat 2.7 per cent for <strong>2000</strong> is the lowest in Europe. The economic expansion has created attractive jobs prospectsin an increasingly sophisticated labour market strongly depending on cross-border workforce from neighbourregions.No reliable figures on teleworkers in the business community are available; estimates on PC penetration andInternet links in the private sector indicate 70 PC for 100 inhabitants, 40 PC for 100 households with 16%households having Internet access.Recent developmentsMany big companies are embracing e-business and should make an important strategic push into eWork. Inthe media sector, RTL Group, Europe’s largest television and radio broadcaster recently created by thecombination of CLT-UFA and Pearson Television is expected to become a major player in audio-visualcontent provision. The group is aiming to make the Internet with tele-shopping and e-commerce a newstrategic pillar of its activities.The banking and finance sector is moving to electronic banking and highly specialised online services in fundsmanagement. With e-banking coming to the customer, web-enabled and innovative financial products require asteady rise of highly qualified eworkers.SES, Société Européenne des Satellites, operator of the Astra satellite system, is due to launch this year itsbroadband interactive digital communication system, allowing users to receive high-quality multimedia contentdirectly to the PC. With stakes in AsiaSat, SES is expanding its footprint into Eastern Europe and Asia,covering 75 per cent of the worlds’ population.Key factors affecting eWork developmentPositive forces:- the high increase in Internet access and messaging,- the progress of in-house expertise in ework and e-commerce gained by many firms,- the impact of new standards (XML) in document engineering and management,- the emergence of new application service providers for collaborative business processes,- the benefit of the convergence of the Internet and mobile telephones (WAP).- 86 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Negative factors:- the initial investment cost in an eWork infrastructure and workstation,- the lack of an integrated system architecture for eWork allowing distributed organisational models andincluding performance, quality and cost control schemes.New jobs in the Information SocietyThe major activities was the International Congress” New Jobs in the Information Society” organised byALTA.On 20 and 21 March <strong>2000</strong>, Luxembourg hosted the ALTA Congress on “New Jobs in the InformationSociety”. This major <strong>European</strong> event has received the High Patronage of Mr Jean-Claude Juncker,Luxembourg Prime Minister and Mr Erkki Liikanen, Member of the Commission, in charge of the“Information Science” portfolio. Mr François Biltgen, Minister of labour and Employment, Minister ofCommunication, and Honorary president of the Congress opened the event, and the debates focused on theincreasing impact of new Technologies on living and working conditions of a huge majority of the <strong>European</strong>population. The final key findings were forwarded to the Lisbon <strong>European</strong> Social Summit, and are reproducedin Section 7.3.Future ActionsThe following pilot experiences are under preparation:- Training and tutoring a virtual class of unemployed persons in basic office systems and tools.- Experimenting and evaluating collaboration knowledge management systems in the medical field.- Evaluating eWork in logistics.Contact:Alice STERNALTA (Association Luxembourgeoise de Télé-Activités)Astern@ip.lu- 87 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>5.11 The NetherlandsSummaryThe Netherlands has a very successful trading economy, with per capita international trade around twice thatof Germany, France or the UK; it also has the highest proportion of employment in services of any EUeconomy (73% in 1993). With an overall high take up of ICTs and progressive labour market policies,together with well-developed language skills, the country is among the best placed in Europe to gain from theemergence of a global networked economy, so it is not surprising that the Netherlands is one of the <strong>European</strong>countries where telework is most widespread. The <strong>Telework</strong> Forum supported by a cross section of industry ispursuing both awareness raising and policy development programmes.Issues include a relatively low level of ICT deployment in schools and among smaller firms. There are skillshortages, especially in high-technology jobs. The Dutch Cabinet recently formed a taskforce to tackle theseproblems which became operational in June 1999. This initiative ("werken aan ICT") aims to address the badimage which IT has amongst some people, to improve the connection between study and work, and to promotethe higher participation of women in the IT industry.The Ministry of Social affairs and Employment started a stimulation program for work and life balance.<strong>Telework</strong> background and take-up of ICTsGeneral background:• The Netherlands economy is characterised by a high proportion of employment in services (highest inEurope); and an overall level of use of ICTs that ranks it among Europe's highest on the main measures:%employmentin services,1996ICT investment, 1998 PC usage, 1997as % ofGDPper capita(ECU)per 100whitecollarsper 100populationInternetusers per1000inhabitants,1997First Netherlands Sweden Denmark Sweden Sweden SwedenSecond Sweden UK Sweden Ireland Denmark FinlandThird UK Netherlands UK Netherlands Netherlands DenmarkFourth France Denmark Netherlands Denmark Finland UKFifth Belgium Finland France Finland UK Netherlands• In 1995, 44% of all households had their own PC, and this rose in 1998 to 57%, one third of which hadtheir own internet connection. Five mobile telephone providers are active in the Netherlands, which is nowdriving prices down, and one third of the Dutch population are using mobile phones as per June 1999.• In terms of the population as a whole with an Internet connection, this was 6% in 1996, rising to 13% in1998, and in November 1998 15%.• A program knowledge- neighbourhood is started, and in the chosen city, Eindhoven will build a hi-speednetwork to offer the citizens services like teleshopping and telework• The Netherlands is very much a trading nation, with pro rata twice as high a participation in world tradeas (for example) Germany.- 88 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Population, 1997 % of world trade Trade/populationratioNetherlands 15.6 3.49 22.4France 58.3 6.92 11.8Germany 82.2 9.62 11.7UK 58.7 6.37 10.9Italy 57.2 4.59 8.0• Living standards are also very high and the country has progressive labour market policies, with a stronglyanalytical and innovative approach to addressing labour market issues.Driving factors:• The Transport Ministry has a long-standing interest in telework, and it is now widely seen as part of thesolution to the country's endemic road congestion problems - Netherlands has Europe's densest roadnetwork relative to size of country. As well as the social and economic costs of road congestion, there iswide and growing popular concern about environmental damage aspects.• Following some years of effort by individuals and the Netherlands <strong>Telework</strong> Forum, there is now politicalas well as commercial attention on telework. The Transport Ministry is defining several major programstogether with the Telewerk Forum to stimulate telework . The programs have to be fine tuned, but mostlikely there will be the start of the "fileverdunningsplan" which is designed to enable 10,000 persons in thetriangle of Amsterdam-The Hague-Utrecht to telework in order to avoid traffic congestion between 7.00and 9.30 in the morning. Also a scenario-study about the effect on mobility, social environment, ICT usageand the work and home environment will be one of the programs.• The lack of good personal is now a major driving factor and companies are offering telework as secondarylabour condition.• The union FNV did a research between ICT personnel and 66% of the ICT workforce prefer telework.<strong>Telework</strong> award price winner 1999Organisation Consultancy group de Beuk received the telework award 1999.Since 1978 this organisation is working without any office.Only the secretarial support ,offered by a group of 10 part timers, have a workplace in a remote placein the country and more than 20 employees are working from home or at the customer.A network of freelancers is used on project basis.In the selection process new employees are selected on their attitude and skills concerning assertivebehaviour, communication skills, non –competitive, helping and sharing of knowledge, andindependence.Facilities: once in six weeks a live meeting, with diner and time for socializing and informal exchangeof information.24 hours helpdesk.Management as supporters, and creating the possibility that people can solve their own problems.A minimum of 8 days a year for internal training, with focus on strategy and increasing knowledge, aswell as team-working, cohesion and atmosphere.Clear objectives about goals and declarations.Stimulation of team product development.Flexible labour conditions- 89 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Results:Highly motivated and dedicated employees.Less illness and better retention of staff.A clear identity and pride in their company.ISO certification.Clear view on the critical success factors of teleworking.Side effects:Customers are inspired, and are imitating their workstyle.Customers are also involved in the email culture, especially before email was common.Teleconferencing culture and lower travel costs.Certification gives insight information about the quality of telework• The Electronic Highway Platform organisation is working with Isoc.nl and gemweb (an election websitewith frequently asked questions) to prepare for the provincial state elections (www.provincies.nl)• The Institute for Public and Politics issues a newsletter on new media containing a lot of information aboutrelevant websites, political online chat fora and initiatives to stimulate the use of the Internet(www.publiek-politiek.nl/nmbb)• A new tax regulation allows employers to pay a limited tax-free sum to compensate employed teleworkersfor costs associated with working at home up to 400 Euros per year.• Other forms of flexible working are well accepted and there is a general consensus about the need forcontinuing innovation in working methods.• A successful economy has led to skill shortages, providing the motivation for companies to embrace newmethods.• The established magazine Telewerken is now in its sixth year of publication.• The Netherlands has an open and caring society and is becoming established as a centre of competence inthe use of ICTs for social inclusion, notably ICT training and telework as a means of access to workopportunities for people with mobility problems. A new initiative is a school project which supports theelderly to learn about and use the electronic highway. This programme is very successful and is widelyused (www.human.nl/hv/nieuws/bemoei.htm)Constraints:• The high overall level of ICT investment conceals a very variable pattern, with relatively lower ICT use inGovernment and in small firms.• With a net shortage of IT skills, Year <strong>2000</strong> ICT preparedness and Euro implementation are inhibitingimplementation of other applications such as remote access to company systems and services.• Legislation and regulation are largely based on traditional home working and are, in some aspects,inappropriate for modern teleworkers.• As everywhere, management resistance and concerns are based on old-style "management by presence",with insufficient adoption of management by objectives and measurement of results.• The positive pressure for telework generated by road traffic congestion is balanced by the Netherlands'excellent public transport infrastructure, which is being enhanced by innovative use of ICTs to optimiseinformation and journey planning for citizens.<strong>Telework</strong> activities and results• The Telewerk Forum has supported more than 150 seminars addressed to both awareness raising andadvice giving.- 90 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>• The Ministry of Economic Affairs has published brochures about telework and other Information Societyapplications.• The Transport Ministry has led pilots and programmes promoting telework for employees as a means ofreducing car use and traffic congestion.• A feasibility study has been undertaken at 8 government departments to investigate the possibilities of workprocess innovation.• The union are publishing brochures about telework and organising seminars• For the first time collective labour agreements have telework as a part of their content.• IDC has published estimates and forecasts showing:1996 <strong>2000</strong>: unchangedenvironment<strong>2000</strong>: growthscenario<strong>2000</strong>:"disaster"scenario*Mobile workers 336,000 640,000 664,000 754,000<strong>Telework</strong>ers 137,400 252,000 315,000 650,000* "Growth" assumes some additional government actions to promote or enable telework."Disaster" assumes a much more incisive set of actions triggered by (for example) aserious and prolonged traffic gridlock. The scale of difference indicates the importanceplaced on public policy action or inaction.• The Telewerk Forum has developed a comprehensive database of surveys which already numbers some 260items. A case study database is also under construction.• The annual Telewerk Award will be organised in november for the seventh time. There is a number ofweb sites presenting employment and contract work opportunities, including a proportion of teleworkabletasks.ConclusionsThe empirica report estimates that the current number of formal teleworkers is 285.000. Taking the broaddefinition of telework, including informal telework and the use of ICTs for mobile working, team working, callcentre work, etc., the number goes up to about 1,200,00 or over 18% of the workforce, probably Europe’shighest. This means that predicted growth is still on target, but considerable acceleration could still take placeif all the relevant policy initiatives were to come together.The Dutch Government sees itself as a "launch customer" for Information Society applications and furtherpositive actions could bring rapid take off. All the enablers are there in Holland - pressure from trafficcongestion, a flexible labour force, skill shortages and a generally high level of ICT take up. Concerns includelow use of ICTs among small firms and managerial resistance to new management approaches. Continuingpromotion, information provision and policy development is needed to capitalise on the excellent opportunities.Contact:Kitty de BruinNetherlands <strong>Telework</strong> Platformkitty.de.bruin@telewerkforum.nl- 91 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>5.12 PortugalAbout 23% of the Portuguese adult population, which means almost 2 million people, were using the internetin 1999. In accordance with the official Statistics body in Portugal (INE) only 14.3% of the Portuguesefamilies owned a computer in 1999, which compares with the 50% overall penetration of the GSM service. All3 GSM operators began launching WAP services in 1999. These facts may announce a possible surge in m-commerce and m-work in the near future in Portugal.The telework base in Portugal is estimated to be in excess of 100,000 showing the growing importance oftelework and e-work. The activities of APDT, operating since mid 1997, have succeeded in attracting theattention of many potential teleworkers. The interest of the media, from major newspapers and magazines toTV, has been strategically important in bringing to the attention of the whole of society the benefits oftelework as a new way of working and improving the quality of life. All this has laid a solid platform for thestrong development of telework in Portugal, and also has the potential of linking to more than 200 millionPortuguese speakers around the world.This year was very important for telework for Portuguese native speakers since APDT, working together withthe Brazilian and the Portuguese Governments, and namely their Scientific and Technological Ministriesorganised a series of events in Rio de Janeiro, Brazil, under the umbrella of “Redescoberta <strong>2000</strong>”(Rediscovery <strong>2000</strong>). This is one way in which Portuguese telework will cross continental boarders to assumeits strategic position in the world and reaffirm the universality of the Portuguese culture and language.The Government of Portugal has a progressive approach to Information Society developments, reflected in the1997 Mission for the Information Society Green Paper and later on establishing the creation of an InformationSociety to all citizens as a central objective for the period 1999-2002. The summit of Heads of state onEmployment and the IS held in Lisbon in March <strong>2000</strong>, under the Portuguese presidency of the Union, was aclear sign of that will .This very active approach recognises that Portugal starts from a low level of investment in and use of ICTsand, historically, little activity in Internet Society applications such as telework. <strong>Telework</strong> features in theInformation Society strategy and incentives for employers and citizens are in place or planned. Focusedapplications such as tele-medicine and tele-learning, with the use of technology to develop and sustain ruralprosperity and jobs have tended to have higher priorities for Portugal than home-based teleworking.<strong>Telework</strong> background and take-up of ICTs• Portugal has a historically low per capita GDP and a low investment rate in terms of ICT as a percentageof GDP, leading to Europe's lowest density of PCs and second from lowest number of Internet users:GDP percapita ($US),1997ICT as %of GDP,1998ICT percapita(ECU), 1998PCs per 100white collarworkers, 1997Internetusers per1000population,1997Internetusers per1000population, 1999Portugal 10,079 4.92% 477 27 19 180EU lowest country Portugal 3.93% 452 Portugal 11EU highestcountry** excluding Luxembourg30,927 6.49% 1,554 85 148- 92 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>• Portugal has enjoyed relatively low unemployment, especially relative to neighbouring Spain – 5% in 1999compared with Spain’s 15%, and below the EU’s average of 10%. A relatively low proportion ofemployment is in services (63% in 1995) although this has risen rapidly over the last decade.• Geographic and demographic considerations are important in determining Information Society strategy anddevelopment patterns. Portugal is at the edge of Europe, with long road and rail connections, but isculturally at the centre of a potential world-wide network of 200 million Portuguese speakers.<strong>Telework</strong> activities and results during 1999APDT took an active role within CED (Coalition for the Digital Economy), the main lobby of the new/digitalEconomy in Portugal, as a co-founder and full member. CED is an association formed by several institutions,without Government intervention, whose aim is to:- establish a dialogue with the Government, Parliament, political parties and all other social partners toclarify both the opportunity and the challenge the Digital Economy represents for Portugal;- propose initiatives to all the aforementioned entities in order to accelerate the development of theDigital economy;- foster the creation of national technological capacity;- become a respected partner both nationally and internationally to discuss and solve strategic issuesconcerning the future of the Digital Economy;- promote large-scale initiatives to support and facilitate the conversion of the Portuguese enterprisestowards the Digital Economy and- develop a strong promotion activity so as to place the issue Digital Economy as a hot issue and apriority in the public opinion, the enterprises, the education entities, so as to train highly-skilled humanresources;APDT was very actively involved in the promotion of telework in several fora within Portugal (through theparticipation in countless seminars and public sessions) and outside Portugal (3 members of APDTparticipated in <strong>Telework</strong> 99 in Aarhus, Denmark, of which 2 delivered presentations) and also preparing aregional <strong>Telework</strong> 99/Redescoberta <strong>2000</strong> in Rio de Janeiro, Brazil, at the end of the year (which was laterpostponed to April 9-14 <strong>2000</strong> to coincide with the Americas Telecom <strong>2000</strong> exhibition and also becoming oneof the events celebrating of the 500 years of the discovery of Brazil.APDT participated in more than 30 seminars where telework was the topic for discussion. This reflects thegrowing interest from all sides of society in telework.Major newspapers wrote more than 40 articles directly related to telework, still discussing basic concepts butnevertheless attracting the attention of large numbers of people.More than 200 SMEs have already adopted telework as an organisation strategy to increase their efficiencyand scope;The number of Internet users currently reaches almost 2,000,000 in Portugal.More than 30 University students are writing theses on various aspects of telework, and APDT has started toco-ordinate their efforts in order to create better and wider knowledge on the subject.APDT initiated the VICTORI@ Project (Dec 1999/April 2001), in the framework of ADAPT; its objectivesare the following:• to strengthen telework as a viable work alternative for people and the enterprises;• to create real opportunities in this new way of work through the conception and implementation ofevolving solutions;• to promote the interaction of different bodies involving international, national, regional and local levels, inorder to strengthen telework as a result of modifications in industrial, economic and social areas;• to develop a set options of different nature in order to promote telework, involving SME’entrepreneurs anddirectors of human resources’ corporations, preparing local agents to develop telework;• to elaborate and publish a Code of Good Practices about telework;- 93 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>• to elaborate and publish the <strong>Telework</strong> Code in order to strengthen the implementation of entrepreneurialsolutions of this kind;• to strengthen the collaboration of different bodies in the UE context, in order to transfer technologies anddisseminate the results.Conclusions:Portugal has been somewhat slow in formally adopting <strong>Telework</strong> as a new way of working. The highpenetration of mobile services, due to the fact that Portugal was both the 1 st country to introduce competitionin GSM services and the 1 st to create and introduce pre-paid cards, which make it now second in penetrationonly to Scandinavian countries, the surge in the use of Internet and WAP services, the emergence of multiplefirms of the new economy are signs that e-work is now taking-off in Portugal.However, for telework to really to take off big companies and the Administration must change theirorganisational procedures. In Portugal change often needs to start from the top, following a top-downapproach from management. In this context, Government should take a lead and implement its centralobjective of creating an IS for all.The new up-coming generation of managers are already the first adopters of these structural changes andobviously the ICT industry is leading the process. We can thus expect that in the next years a majorrestructuring of all the economy will take place adopting the new organisational models and new ways ofworking.Contact:Maria do Rosário Almeida,maria.rosario@mail.telepac.pt,Secretary-General, APDTRui Cartaxo,rui.m.cartaxo@telecom.pt,tel: +351 21 500 14 03,fax +351 21 500 21 51,Vice-President, APDT- 94 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>5.13 Spain<strong>Telework</strong> has been constant news in Spain from 1996 to 1999. However, apart from the early wave of largetelework projects among a few leading companies, mostly multinational and companies operating in the fieldof the NTICs, there is no indication that <strong>Telework</strong> is seen as a profitable solution for companies managed inthe traditional industrial way. Similarly there are still very few cases of telework projects in the publicadministration.Apart from several U.E. financed projects (NOW, ADAPT, ADIR, HORIZON etc.) which have done much inpromoting the new ways of working and in disseminating information and awareness, Spanish companies ingeneral and particularly SMEs have not taken up telework on its own merit.It seems however that there is a good deal of informal telework going on at many levels and, most of all,together with a gradual transformation of the old hierarchical management structure, as a result of the use ofthe NTICs. The consequent downsizing and outsourcing brings in the new ways of working among divisionsand among a large number of new, small and flexible organisations which sprang out from the field oftelematics.If <strong>Telework</strong> is still a concept that attracts a great deal of interest among unemployed and young people and atopic much studied by the academic world, it does no longer seems to be the way in which the industrialsociety is going to relocate, or even re-invent work in the information society. One reason could be thattelework does not solve the main problem of the barriers and rigidities of a labour legislation designed for thewell defined and routine jobs of the industrial economy. It even adds the real problem for traditionalmanagement, to control the performance of the distant worker in a system based on hours worked rather thanon results obtained.Another barrier to the straightforward development of telework is the still low level of use of telematics amongSMEs. Also the early promise of liberalisation of the telecommunications with lower prices and greaterbandwidth has not kept up with traffic increase. Today, to use INTERNET is more time consuming than twoor three years ago.Finally the public administration has paid much lip service to the new technologies but done little to makethem accessible to all, including schools and the average citizen.Future prospects indicate a continuation of the delay at national level, with respect to more advancedcountries, with little sensibility to this fact at the central government. However there are, at regional level,many cases of change and rapid progress among some communities.Here, U.E. supported project have been successful in disseminating the awareness and use of the NTICs, oftenin areas that should normally have been totally bypassed by this phenomenon. On the other hand the rapidincrease of e-mail use among large and medium size companies should open the way to a growing number ofinformal telework agreement and practices that are almost impossible to register and measure in term ofreliable statistics.- 95 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Main activities in <strong>2000</strong>The creation and maintenance on the web of the Spanish <strong>Telework</strong> Association which grew form a fewmembers to over one thousand, and the existence of three telework lists, one maintained by the SpanishNational Contact (NC), have done much to make this concept understood, discussed and even practisedbeyond the usual topics.The Network of <strong>European</strong> <strong>Telework</strong> Associations was also a result of NCs efforts, and the exchange ofexperiences and information among ETD team members have allowed the Spanish NC to reach a visibility andauthority that would have been impossible otherwise. As a result, over one hundred articles, interviews,conferences and debates that were published or held in fifteen main cities have helped make telework afamiliar concept at national level during the period 1997 to 1999.The Telcard project which initiated in Spain in 1997, resulted in the issuing of two sets of telephone cardsbearing the ETW logo by the local telephone company.A link between the national telework pages and the ETW site has brought many enquiries about the teleworkweek and the telework awards. As a result Spain took part in this <strong>European</strong> contest and one of the 98 awardswas won by a Spanish institution.The Public Relation office contracted in Spain by Martech International to promote the ETW98 worked handin hand with the Spanish NC. As a result 36 articles were published in as many newspapers and trademagazines.The NC participated in a large number of courses on telework, organised by several universities and otherinstitutions as well as public administrations.The Spanish NC also collaborated in debates, conferences and courses organised by the Spanish partners ofmany <strong>European</strong> supported projects under ADAPT, NOW, ADIR, HORIZON, involving training forhandicapped and women especially in rural communities.AET has been invited by three Italian Institutions, including the Italian <strong>Telework</strong> Association, to become theSpanish partner in other U.E. sponsored projects to be presented under the fifth framework programme.As a result of being a member of ETD, the Spanish NC was able to obtain a large grant (150.000€) for theAET (Asociación Española de Teletrabajo) under the DDI programme supported by the Ministry of Economy. This project consists of investigating and stimulating the demand of telework in the tourist sector. It alsoincludes the definition of the competencies related to the information society that will allow SMEs to use adatabase of competencies kept by AET to promote flexible work for its members.The Spanish NC has also been very active in promoting the INTERNET Fiesta in 1999. A site was createdand maintained by AET for that purpose. Over four hundred enquiries and messages were received and sentfollowing several thousand hits. At one point, because of the link to the <strong>European</strong> Fiesta site, Spanish hitswere second highest in numbers of hits from all countries.Many events took place and press articles and radio or TV interviews made this event front page news.The NC learned much form the assistance at <strong>European</strong> Congresses (<strong>Telework</strong> and IST). The up to dateinformation concerning telework and the progress of the NTICs was extremely useful as promotional materialon the Spanish scene.- 96 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>ETD impactETD impact in Spain has been particularly strong in the way of awareness and dissemination of informationvia the media (press, radio, television), the academic and other communities.To a lesser but still important degree, contacts have been established with the public administration at nationaland regional level.The creation of a national telework association and the maintenance of a Spanish web site with muchinformation from 1996 through 1999 has been an important source of references, as attest over 30.000 visitsand a very large number of enquiries, followed by articles, interviews and participation in many publicsgatherings and conferences.Most important has been the collaboration between national telework pages and the central ETO telework sitewhich has become a world class reference for telework. Many enquiries made at the ETO site have beentransferred to the local national facilities for personal attention.Another durable success of the ETD project has been the gradual creation of a network of <strong>Telework</strong>associations which have joined an international ring, laying the ground for future cross-border collaborations.The participation of representatives of the TCA, AFTT and the Italian Association into Spanish conferencesis another proof of this cross border co-operation as a result of the ETD network.The amount of information exchanged between the various countries was extremely useful to support thedissemination of the best practices and also to pinpoint the differences and delays in certain areas, to measurethe position of each individual country and to indicate necessary corrections.The telcard project initiated in Spain in 1997, and well supported by the ETD Network, particularly in Italy,France, Belgium, Denmark and Sweden and Portugal in 1998, has resulted in a promotion of the <strong>European</strong><strong>Telework</strong> <strong>Week</strong> on over four and a half million telephone cards in those six countries. The amount of freepublicity contributed by the telephone companies which joined the campaign, as a result of the efforts of theETD team, is equivalent to around four hundred and fifty thousand Euro at market value for commercialpublicity on the same support.<strong>Telework</strong> has been an ideal topic for focusing attention. Even though straightforward telework has notdeveloped as much as expected in terms of flexible work and new jobs, it is in the dissemination of all theaspects of the Information Society that the full results of ETD should be measured.This topic has remained constantly in the news and has helped attract attention towards other phenomenonsuch as e-mail and INTERNET. The expectation of job creation through telework has opened the way formany courses on telematics and other applications of electronic data processing, which in turn have resultedinto a better preparation of the Spanish public for living and working in the Information Society. Thus manyproducts and services have been sold and there is no doubt that many jobs have been created indirectly due tothe promotion of telework.Finally the amount of expertise gained by the ETD team and the group-work effect put in practice should offerfurther opportunities as the ongoing change gains momentum.- 97 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Lessons learned and recommendations.The major lesson learned in Spain is that the future will definitely not be the simple adaptation of the past tothe use of the NTICs. As such, moving most of the traditional workforce to different destination, and justflexibilising jobs in order to improve performance, reduce travelling and save on office costs, is not the way tothe information society. A much deeper and often more subtle transformation is at work: a flat managerialorganisation, outsourcing, group-work, instant information, total attention to clients, the use of many newtools, virtual companies with no boundaries, the major impact of mobile telephony (the most powerfulinvention for human mobility since the wheel), are making telework one more aspect among many other trends,of the way our working habits are evolving into totally new relationships.If the initial telework model should be redefined, today one could say that ”Our place of work, ourinformation and our capacity to communicate have expanded to such an extent that we are, in everyaspect, all working in a single local office”.This has become true, as much for the person who still works at his company headquarters or branch, for thenomadic teleworker, the home worker, as for all the people who use mobile telephony from anywhere at anytime to receive and pass on information and commands. (The great mass of unaware teleworkers)Nowadays, man is no longer the element of change in the world just as it has been through history.Technologies are the main driving element for a rapid transformation and man is increasingly the factor ofresistance to change. Thus any future action after ETD should concentrate on facts and trends finding,dissemination of information, education and empowerment. The definition of new competencies oriented to thenew ways of working are essential to match demand and offer of “worknouveau” in a totally different marketenvironment. The traditional concept of routine work measured by hours of presence and all the consequentwork legislation are the main barrier. Many new work deposits are ready to be exploited but will not be, untilthe adequate new education, labour rules and business concepts have been created.Dissemination of up to date information on all fronts (<strong>Telework</strong>, teleco-operation and teletrade), will beessential for bringing the change of mentality that is necessary at all levels of society. Educators, unions,employers, workers and public administrators must understand and accept that a global change of perceptionhas to take place. It should be followed by new objectives, products and services, as well as new methods ofwork and organisation.Another important lesson learned from experience and from the close collaboration with several <strong>European</strong>Projects is that regional projects that involve the participation of a wide range of local institutions such as theadministration, the town-hall, the chamber of commerce, the employer associations, the local press,consultants and local enterprises in a joint effort, together with similar partners in other countries, are the mostsuccessful: To adapt to the new ways of working in the information society, it is necessary to reach a criticalmass and focus locally on all social aspects of change. The structure of our public administration reflects thefragmentation of all our activities. Reintegrating institutions and processes in one single flow of activities is amajor difficulty.Of all the challenges of the information society, group work is the greatest barrier for people and most of allfor public administrations. Industrial man has been educated to compete for scarce and finished materialresources, not for creating and sharing the unlimited abundance and quality of life implied in a knowledgebased economy.Social, rather than product ergonomics, is now the new goal: “From the welfare state to the well beingstate”.- 98 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Regional DevelopmentsThe year <strong>2000</strong> has seen a broader concept of telework develop in Spain. Many Regional governments, TownHalls and Cities are adopting special programmes for the wide use of new technologies among the population.<strong>Telework</strong> centres are being established in many towns and rural areas. Among the most ambitious projects:Cybervilla in the seven Canary Islands.This project addresses the three objectives of job creation, training and the promotion of new social services,all in relation with the use of NTICs for local sustainable developmentIn the first phase, many seminars and promotional activities as well as courses will raise the awareness of thecitizens. In the second phase, telematic services will be established and advanced telecommunicationapplications will be promoted.In the third phase new entrepreneurial initiatives will be launched and teletraining services will be madeavailable in all seven Islands. Public Internet accesses to be installed in many areas will include: Cyberterraces, Cyber clubs, Cyber cafes, Cyber workshops, Cyber socio-cultural spaces, all of different sizes andcharacteristics.The website of the project is: http://www.rcanaria.es/ocsi/Teleparques in Andalucia.An attractive project for rural development and environment protection - 23 Telecentres will be created in thevicinity of the 23 natural reserves of the autonomous region of Andalucia.The main objectives of this project are:• To retain high skilled younger people and university graduates from the rural areas surrounding thenatural parks in order to develop a sustainable economy not depending on mass tourism.• To protect the natural reserves by promoting cultural tourism and quality tourism and exploit intelligentlythe exceptional resources of one of the richest natural area of Europe.The project has started with the design of the first telecentre in Rodalquilar (a roman gold mining area withinthe Cabo de Gata natural park in the province of Almería).The government of Andalucia and the Direction of the environment have invited private companies and expertsto collaborate in this project. Siemens, Airtel, ONCE (the Spanish organisation for blind and handicapped),Tragsatec have accepted to participate. "Fondo Formación" and AET, the Spanish <strong>Telework</strong> Association arealso collaborating in this exciting project.A number of LEADER and ADAPT projects are now reaching maturity turning into self sustaining initiatives.Many other projects, services and portals are springing up involving SMEs. E-trade is becoming familiar tomany companies. For instance, a horizontal portal established within an ADAPT project(www.masempresa.com) has succeeded in attracting no less than 50,000 SMEs in a few months.- 99 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Seminars, meetings and congresses on the broader subject of NTICs have been held or planned during thisyear, among which:• Toledo (Castilla La Mancha - Regional government and local Chamber of Commerce)• "Leon con Futuro" Castilla LaVieja Region, and Eurofoodshop (with the Fondo Europeo de DesarrolloRegional)• Cepadite Congress organised by CEPES• Seville meeting on Telecentres and telework for rural communities organised by Ingenia (Malaga andSeville telecentres) and the government of Andalucia• Merida, Extremadura government and FEVAL (Merida Commercial Fair and Exhibition Centre) on SMEsand new technologies.At the national level, new initiatives are also making headlines.Minister of Technology Ana Birulés, former CEO of one of the three main telephone operators, hasannounced an INTERNET monthly flat rate for no more than 18 Euro before the end of the year.As far as the number of teleworkers is concerned, statistics on the subject are not collected and the extent ofpractice of the "new ways of working" and "E-work" are spreading so rapidly that any quantitative estimate ofthe number of teleworkers is becoming meaningless: it is in the qualitative aspects that the phenomenon is nowrecognised as having a major impact on jobs and the economy. <strong>Telework</strong>ing is gradually giving place tonetworking.Contacts:Michel Ickx,Cibertecaemail: mickx@neptuno.ciberteca.esEduardo Barrera, CommercNet Europeemail:eduardo@commercenet.orgeWork factories - providing an alternative to the city centre officeA perspective that has been going on for some time in Spain but now start to take a very firm role are the new‘eWork factories’being developed in regions outside (to get lower costs) but close enough to the largemetropolitan areas (namely Madrid and Barcelona) to facilitate the marketing tasks, including face-to-facemeetings.Most of these centres are oriented to develop web pages, create and maintain websites for SMEs, and do someprogramming work, particularly in C++ and Java, but also evolving into XML and new services forSMS/WAP/GPRS and UMTS. These centres employ mainly local people and market their services to bigclients in the cities.One of the most successful is the GPM Factory of Salamanca which is owned by the GPM (MultimediaProductionGroup). GPM has more than 130 programmers and designers today developing their services for large nationalcorporations headquartered in Madrid. The new facility will accommodate circa 400 employees.Similar initiatives are going on in Extremadura, Andulacia, Castilla-Leon, Catalunya and the Basque country.Legal Status of <strong>Telework</strong> in Spain- 100 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>There is as yet, no specific law on telework in Spain. The only applicable law is the law governing home workdone either under a mercantile contract (self employment) or work performed from home under a part-time orfull-time employment contract.The latter law depends on the labour jurisdiction, not the mercantile law.<strong>Telework</strong> and flexible working do not adapt well to this situation and the actual administration is open to theestablishment of specific rules and laws concerning telework. However, because of the rapid change of the newmodalities of working, it has adopted an attitude of flexibility toward the market and social requirements ofemployers, employees and their representatives (the Unions). Therefore the administration waits for the actors(employers association and unions) to bring forward their respective suggestions and demands.<strong>Telework</strong>ing under a full-time employment contract does not present major difficulties as it is seldomperformed solely from home. It is the type of teleworking adopted by large companies generally for salesmen,technical people and specialists who work mostly away from the office. In those cases, just as in other U.E.countries, agreements are made case by case between the employer and the unions in representation of theworkers. Such case-by- case agreements have not been difficult to reach since they are based on common senseand fully justified commitments on both sides.Employers, unions and employees have usually been able to negotiate mutually satisfactory agreementsspecifying the responsibilities and contributions on both sides.As an example, matters such as: who pays for the cost of communications and the equipment, access topromotion and in-company training on the same level as office employees, minimum social contacts, right toreturn to traditional working in the office for employees who cannot adapt to distant working, insurance foraccidents while working away from the company premises etc. are settled with the bonuses and compensationsclaimed by the employees and provided by the employer, whereas matters such as confidentiality ofdocuments, performance and measurement of work done are settled by legal commitments assumed by theemployees.Whenever a large part of the telework is done from home and an ad hoc space is required to perform it, theproblem arises concerning health and safety requirements as well as the concept of accident while working.Obviously it is difficult for the company and for the inspectors of the administration or the unionrepresentatives to verify such conditions on private premises without a specific law governing access to theprivate home of the worker.On the other hand, for telework at home under a mercantile contract for independent workers, and not under anemployment contract, many areas are grey. For instance, under circumstances where the company contractingthe services of the self employed controls the process of the work being done, or provides certain means forcarrying out this work (equipment, on-line access, software applications), the (labour) law may make it illegalto carry-on under a sub contracting agreement, forcing the establishment of a full employment relation.To make matters further difficult, the initial and simplistic concept of telework as work done at home or awayfrom the main office is no longer valid for the overall evolution of work known as e-work, mobile working andmany other new terms.Modern work is very different from traditional occupations measured mostly by the time spent in an office,shop or factory. It is a new process of objective-oriented and varied activities, performed in different placesand times, including work carried out in new offices designed for passing teleworkers with no personalquarters. It does not lend itself to the establishment of clear rules.- 101 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Matters are even more delicate when much of this type of work, often with a high value such as in the case ofthe NTICs for instance, but also in the case of most information based activities, can be performed anywherein the world and thus escapes the coverage of national laws.It is therefore understandable that many governments are reluctant to create restrictions which may cause amigration of high value activities and competencies to other countries. The case of Ireland where thelegislation has been quite flexible, with the resulting growth of a large information based workforce and a realshortage of high-skilled workers, shows how strong the mobility of the international workforce is becoming.In addition to these considerations which affect the traditional safety of employment and the welfare benefits,there is a great amount of part-time work, or even “micro jobs” that could be performed if the laws created forthe industrial society where not based on the concept of employment. Many young people prepared to starttheir professional lives and to access the work market by carrying a large number of small piecemeal tasks thatcan be contracted and carried out on the network often within temporary projects or teams, are prevented fromdoing so by the restrictions of the law and by the excessive initial barriers and costs of setting up as selfemployed.Under the present law, a license for self employment added to the high social-security monthly payments makeit very unattractive when not downright impossible to start a new activity for people who have not access toinitial capital. Most public subventions and incentive programmes are so restrictive and complicated toadministrate that they are not adapted to the fast changing reality of the market.- 102 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>5.14 SwedenAccording to many indicators, the Swedish economy is advancing rapidly for the time being. Unemployment isdecreasing and is now close to the 4% we are used to, new businesses particularly within the ICT industryemerge and the value of stocks on the Stockholm exchange is higher than ever.As the spending power of households increases, it also raises general optimism among the general publicwhich in turn increases the demand for housing, goods and services.Particularly the Swedish ICT industry is doing very well at the present. In 1999 Ericsson increased its exportby 19% and is now the leading export industry of the country. About 20% of all new jobs in Sweden during1993 – 1999 have been created by the ICT industry, which also includes small but rapidly growing enterprisesin the areas of information services, electronics, Internet and telecom services.Also in general, Sweden seems to keep its world leading position when it comes to ICT users among thepopulation – especially users of home computers, mobile phones and Internet. A high degree of ICT literacyamong the population, advanced telecom infrastructure, about 40 telecom providers operating in the country,successful research on new communication technologies and innovative companies working with WAPtechnologies now also attract foreign investments to the country. Recently Microsoft, Nortel, Motorola, SunMicrosystems, Oracle, Intel, Nokia and Hewlett Packard have located RTD entities in Sweden.The features of economic growth, knowledge based business, globalisation and expanded use of advanceinformation and communication technologies, provide an exceptional climate for ICT-enabled work and crossbordereWorking.Through rapid growth in eWork between domestic and international company entities, occasional work fromhome and mobile eWork, there has not been much disagreement on new methods of work in Sweden for thelast two years. People involved seem to regard the new ways of working as natural and logical opportunitiesoffered by the use of new technologies. One indication of this is that as many as 62% of the respondents to aquestionnaire to 8800 employees intended to have fax, phone or e-mail contacts with their employer during thesummer holidays.Recently, some important measures have been taken to facilitate the use of ICT and to support furtherdiffusion of eWork:• Since the 1st of May <strong>2000</strong> telephone fees are distance independent across the whole country. This willessentially reduce the cost disadvantage of eWorking from remote regions.• The Swedish Parliament has decided on an adjustment in labour legislation regarding employment securityin order to improve job security for homeworkers.• Decisions have been taken by the Swedish government to make the information society available foreveryone – in all parts of the country - by investments in nation wide broad band telecommunicationinfrastructure. Some revisions regarding existing laws have been made in order to facilitate the networkdevelopment. For example, power transmission lines may now be supplemented with fibre optic cableswithout permission from the landowner.• Invest in Sweden Agency (ISA), a government agency providing information and services to foreigninvestors, has adopted call centres as a target sector of its activities. By this the agency has contributed tothe establishment of a number of call centres in Sweden. In Sweden about 33.000 employees work today incall centres/contact centres – half of them in remote rural locations.- 103 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Number of eWorkers in Sweden.As different surveys have presented a variety of results, it is not possible to state a clear-cut number ofeWorkers in Sweden. The variation depends in the first place on different definitions used in differentsurveys. Anyhow, the current number of eWorkers is big enough to be taken seriously, whichadjustments of the labour law indicate.TCO 1994:ULF 1995:SIKA 1996:AKU 1997:AKU 1998:EcaTT 1999:200.000 employees work at home regularly and an additional 800.000 do sooccasionally.700.000 employees telework more than 2 h/month on average – most of them athome.450.000 employees, or 13% of the labour force, work regularly from a place otherthan the regular office, mostly from home.250.000 employees, or 7% of the labour force work from home regularly or now andthen.300.000 employees, or 9% of the labour force work from home regularly or now andthen594.000 teleworkers in Sweden or 15% of the labour force.TCO= Swedish Confederation of Professional EmployeesULF= Survey of living conditions, the National Statistics Office of SwedenSIKA= Swedish Institute for Transport and Communication Analysis.AKU= Survey of the labour force, the National Statistics Office of SwedenEcaTT= Electronic Commerce and <strong>Telework</strong> Trends (EC funded research project)Often organisations within the public sector are blamed for not being active enough in taking up new ways ofworking and introducing eWork among their employeesAs a matter of fact several cabinet ministers were early occasional eWorkers using advancedtelecommunication facilities to be able to work remotely. All members of the Swedish parliament have accessto lap tops and ISDN which enable them to work from home. Many organisations at regional and local levelhave adopted eWorking as an efficient, human friendly and environment protective way of working. Or as acivil servant at the Ministry of Industry, Employment and Communications put it: ”Today there are eWorkersin all public organisations – including the Cabinet Office and the Ministries".Public sector eWork applications, some examples:1. The Swedish National Energy Administration.After political decisions in 1997, the Swedish National Energy Administration was converted into aseparate authority and relocated from Stockholm to Eskilstuna – a medium size town about 130 kmfrom Stockholm. The government’s supplementary directive to the relocation stipulated introduction oftelework and other flexible working forms. The new ways of working should benefit the personnel aswell as achieving of high efficiency.The mission of the Swedish National Energy Administration is to promote efficient supply,transformation, distribution and use of energy. As the staff is very specialized in subjects related toenergy, it was crucial for the continuity of the organisation that as many employees as possible acceptedthe move from Stockholm to Eskilstuna.Therefore, if they remained within the organisation, they were offered considerable support as regardsthe housing arrangements related to the move from Stockholm. Those who preferred to start commutingto Eskilstuna from the Stockholm area were offered beneficial salary-increases and reduced office hours- 104 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>as a compensation for the commuting time and costs. In addition, the staff was also offered theopportunity to telework up to three days a week from their homes, independent of where they lived.In September 1998 the authority moved into the new premises in Eskilstuna. Two months later 120 outof 134 employees started working partly from home. These figures are approximately valid even today.The standard equipment offered to the home-workers is the same as they have at the office. Thecommunication link to the server in Eskilstuna is Dual-ISDN, which allows parallel phone andcomputer communication. Recently the technical platform has been improved in order to facilitateremote working and efficient information management, but the authority has also started looking intothe ‘meeting culture’ of the organisation in order to reduce the need for being present at the office.Findings so far:• Since the relocation to Eskilstuna, the Swedish National Energy Administration has been in avery expansive stage. About 90 persons have been recruited during a period of 20 months. Asmany of the positions require special competence, successful recruiting has been crucial for thefuture performance of the authority. The telework option has considerably facilitated therecruitment process. As it is known that employees at the authority are allowed to telework, evenapplicants from remote areas have responded to the authority’s situations-vacant advertisement.Therefore, the authority has been able to employ people in Uppsala, Borlänge, Gothenburg andother cities remote to Eskilstuna and the competence level among applicants is probably higherthan it would have been without teleworking staff.• There also is a common opinion that telework increases productivity.• <strong>Telework</strong>ing saves time for the employees and eases the combination of working life and familylife.• However, telework requires more planning in advance. Especially in the beginning, documentsand working papers were often left at a wrong work place.• The style of leadership and management is changing. It will take some additional time before allmanagers feel themselves comfortable with teleworking employees.• <strong>Telework</strong> saves commuting kilometres. About 95 of the employees live in the Stockholm area andin average they telework 1,5 days in a week. The days they work from home, they save 260commuting kilometres each. In a year, this group of teleworking employees saves 1,667,250travelling kilometres by car or train, which approximately correspond to 42 times the distancearound the globe – reducing essentially the energy consumption and impact on the environment.2. eWork in the Stockholm Archipelago.When the Swedish National Maritime Administration automated lighthouses and centralised otheroperations from islands in the Stockholm Archipelago, eWork provided an opportunity to compensatefor the jobs which where withdrawn.On the island of Sandhamn, 12 persons work today at a centre for notification of theft, burglary and lostobjects for the Stockholm police district. The central switchboard connects such cases directly to theArchipelago notification centre where the staff takes care of the case.The notification centre is a unit of the County Police and the staff at the centre are employed by thepolice authorities. All of them have been trained in legal issues, police routines and informationtechnology in order to be able to help people to make a correct report.An additional 40 jobs are planned for different islands of the Stockholm archipelago all of which all arepublic sector jobs enabled by information technologies.- 105 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>3. The Swedish National DefenceThe National Defence College has recently carried out an investigation of the implications andopportunities of eWork. Various modes of eWorking have also been tested within the defenceorganisation. For example, staff at the Defence College frequently use video links between differententities and locations.The interest in new methods of work can be explained by changes in defence strategies and a need fororganisational flexibility.Key factors affecting the development of eWork in Sweden:• Liberal management style in most organisations and a working climate which allows individualinitiatives and solutions• Regulatory framework - based rather on agreements than on legislation – which also covers eWorkersand provides flexibility and openness for local/individual practices.• Well-developed nation-wide infrastructure and high technological standards, high ICT literacy amongemployees and in general positive attitude to ICT facilities and new technologies.• A range of good examples which have attracted much media attention.Contact:Walter PaavonenPaavonen Consulting - Swedish <strong>Telework</strong> AssociationPaavonen@algonet.se- 106 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>5.15 United KingdomThe UK remains the only country which accurately tracks the development of teleworking annually in itsLabour Force Survey. In Spring 1999, approximately 1.6 million people worked from home in the UK in theirmain job using a computer and a telephone link to the employer or client - some 4.5% of the total workforce.Eliminating those who were not dependent on IST technology to work from home (i.e. those who said it wouldbe possible to work from home without this technology) brought this total down to 1.2 million. Of theseteleworkers, just under half were self-employed. Compared with the rest of the population they were morehighly-educated, more likely to be in their 30s and 40s and more likely to be married than non-teleworkers.<strong>Telework</strong>ers were more likely to be in professional and managerial occupations, each of which accounted for24% of all teleworkers (compared with 11% and 16% respectively of the total workforce). They were alsomore likely to be male: men made up 69% of teleworkers compared with only 56% of the total workforce.Ethnic minorities were strongly under-represented amongst teleworkers. Using the definition of the DisabilityDiscrimination Act, the proportion of teleworkers with disabilities was exactly the same, at 3.5%, as in theworkforce as a whole. By Spring <strong>2000</strong>, this had increased dramatically, with over 1.8 million working fromhome using the technology, of whom 1.5 million were dependent on the technology. This means that 7% of theUK workforce can now be regarded as teleworkers in the broad sense, and 5.5% using the narrowerdefinition. The proportion of men, at 69% remains constant. This indicates a growth rate of some 17% perannum, or approximately a quarter of a million new teleworkers coming on-stream every year. (Analysis byUrsula Huws, Nick Jagger, Peter Bates and Siobhan O'Regan, Institute for Employment Studies)Policy initiativesThe UK Government has taken a number of initiatives in the past year which have indirectly or directlyaffected the development of teleworking. However it has yet to display any 'joined-up thinking' on the subject,which spans a range of policy areas including industrial policy, regional policy, transport policy, employmentpolicy, environmental policy and social policy.One major initiative has been in the area of e-commerce. In July 1999, the Department of Trade and Industry(DTI) appointed an 'e-Minister', Patricia Hewitt, e DTI to report to the Prime Minister on Information Ageissues. This role provides political leadership, co-ordinating activities across departments at Ministerial level.In September 1999 the a report was published by the Performance and Innovation Unit in the Cabinet Office.This sets the government’s strategy for promoting electronic commerce, aiming for Britain to be the best placein the world to trade electronically by 2002. In September 1999 an 'e-envoy' was appointed, to be based in theCabinet Office and co-ordinate the managerial and administrative aspects of Information Age policy, includingcross-government e-commerce activities and the IT elements of modernising government.The theme of work-life balance has played an important role in the development of employment policy in thepast year. The Department for Education and Employment (DfEE) has set up a committee to look intopolicies in this area and published a report in <strong>2000</strong> on Family-Friendly Employment: the Business Case (byStephen Bevan, Sally Dench and Penny Tamkin of the Institute for Employment Studies) which studied'family-friendly' policies in SMEs and concluded that they brought direct and measurable benefits in the formof reduced casual sickness absence, improved retention, productivity and recruitment and improved morale andcommitment. Major work-life balance schemes which include telework and have been introduced during thepast year include that developed by Lloyds TSB.In the field of transport policy, there have been a number of important initiatives which focus on reducingtraffic and improving the environment. However teleworking has not formed an explicit part of the strategy ofthe Department for Environment, Transport and Regions (DETR). To rectify this omission, the RACFoundation, with some financial support from the DETR, prepared a report Motors and Modems whichanalyses the ways in which teleworking might contribute constructively to the objectives of the Government'stransport policy.- 107 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>MOTORS OR MODEMS ? How technology can cut traffic growth.Virtual journeys on the superhighway could reduce growth in traffic congestion on the real highway by up to45%, suggests a new report launched by the RAC Foundation tin June <strong>2000</strong>.The study by National Economic Research Associates, "Motors and Modems Revisited", updates previouswork for the RAC Foundation on the role of technology in reducing travel demands. The report studiesexperiences in other countries, previous survey work and the current views of telecommunications experts. Thereport forecasts thatIn 5 yearsIn 10 years<strong>Telework</strong>ing - cuts commuter traffic up to 10 % 15 %Video and audio conferencing – cuts business travel up to 3 % 5 %Use of Information technology – cuts lorry journeys up to 16 % 18 %Teleshopping – reduces car journeys by up to 5 % 10 %Edmund King, Executive Director of the RAC Foundation, said:"In the past estimates concerning the potential of teleworking have been exaggerated and estimates in this arearemain uncertain due to the question of substituted journeys. However, If each employee could work fromhome just one day per week we would see a twenty per cent cut in traffic, equivalent to removing the schoolrun. Today's technology is better and cheaper so more employees have the chance to work some of the timefrom home. It remains to be seen whether motorists working from home would substitute their commutingjourneys with other social or leisure trips. Even if this did happen there would still be benefits as thesubstitution journeys would tend to be made outside of the peak periods. The e-highway has a vital role toplay in curbing congestion chaos on the real highway."The report also reveals• TRL research suggests that quality of life and reduced commuting time for workers, and employeeflexibility and office space for employees, are the main reasons for teleworking.• <strong>Telework</strong>ers are more likely to have higher incomes and live further from their place of work.• Motorway service areas could become work stations to avoid city centre travel.• A survey of 43 BT home workers estimates that the average annual miles saved in travel from the home tooffice mostly by car is 3149.• BT also estimate that it has saved 150 million business miles in a year by conferencing.• The benefits to the economy in reduced congestion costs could be up to £1.3 billion by 2005 and up to£1.9 billion by 2010. As a result of the report, the RAC Foundation is calling for:• Publicity measures to publicise the advantages of teleworking and other transport substitution action toboth employers and employees. Leading by example, the Government could develop and encourage homeworking by its own employees.• More research into the present extent of telecommuting and potential futurebenefits.• Development of smart card ticketing so that transport suppliers can offer more flexible tickets, forexample, three day season tickets, to encourage teleworking.•"Motors and Modems Revisited: the role of technology in reducing traveldemands and congestion" was produced by John Dodgson, Jonathan Pacey andMichael Begg at NERA. John Dodgson can be contacted on 020 7659 8556The report will be available on the NERA website at: http://www.nera.comRecent developments- 108 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Another indirect boost to teleworking came from the Chancellor of the Exchequer in the form of tax incentivesto employers to buy computers for their employees and allow the cost to be depreciated over a single year.ACAS, the Government's Advisory, Conciliation and Arbitration Service published in <strong>2000</strong> a study of its ownteleworking scheme (An Evaluation of Homeworking in ACAS, by Ursula Huws, Siobhan O'Regan andSheila Honey) as a case study of sustainable teleworking for organisations involving knowledge professionals.The British Government, along with the <strong>European</strong> Commission and British Telecom, will be sponsoring<strong>Telework</strong> <strong>2000</strong>, the annual <strong>European</strong> <strong>Telework</strong> Conference this year organised by the TCA (the <strong>Telework</strong> andTelecottage Association).The number of teleworking schemes in the UK continues to grow, and includes several examples in localgovernment, some introduced with the aim of achieving 'best value', and several in the financial services sector,including a pilot teleworking scheme introduced by the Alliance and Leicester, triggered by the difficulty ofrecruiting skilled staff in city centre locations. Such schemes are monitored and analysed regularly in thepages of the <strong>Telework</strong>er and Flexible Working which continue to be the two most informative and accessiblepublications in this field in the UK. The TCA (which publishes the <strong>Telework</strong>er) has revised and updated itsever-popular <strong>Telework</strong>ing Handbook which will become available in Autumn, <strong>2000</strong>The past year has also seen a growing interest in call centre employment, now generally acknowledged to bethe most rapidly-growing form of employment in the UK, but associated with a number of problems such asstress, high turnover and recruitment difficulties. A study of virtual call centres by IES and the TCA,sponsored by Mitel and the Gulbenkian Foundation (Virtually There, by Ursula Huws and Alan Denbigh,published by Mitel, November 1999) investigated home-based teleworking as a solution to some of theseproblems and as a possible new source of employment for people with disabilities or other reasons to workfrom home. Their survey found that 4% of call centres were already using homeworkers to some extent, butthat 42% expected to do so in the future. One example of a company which has adopted this approach is theAutomobile Association (AA) which recently formally designated 10% of its breakdown staff as homeworkers.This scheme, which is very popular with the staff concerned, not only provides the AA with a workforceduring periods of peak demand (which correspond with rush hours) but also enables back-up staff to bebrought on-line within minutes in the case of emergencies such as severe traffic conditions.Another significant development during the past year was the convening by the Joseph Rowntree Foundationof a group of experts on homeworking in order to develop a policy agenda in relation to housing policy, inparticular the provision of housing which can accommodate homeworking for disadvantaged groups.The Labour Force Survey will continue to provide a source of information about teleworking carried out at orfrom the home. However a major new international research project, launched by the Institute forEmployment Studies will also by the end of <strong>2000</strong> provide information about other forms of ework. Followingon from IES's publication in 1999 of <strong>Telework</strong>ing and Globalisation (by Ursula Huws, Nick Jagger andSiobhan O'Regan) the EMERGENCE project will for the first time track employers' use of mobile working,call centre work and other forms of remote work, whilst mapping the locations involved in work supported byIST technologies. It will thus contribute to the development of a global picture of who is doing what work andwhere.WORK OPTIONS for staff at Lloyds TSB- 109 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Choosing when or where to work might seem like an impossible dream but for staff at Lloyds TSB, the dreamhas become a reality. Under the company’s new Work Options scheme, employees can ask to work in a varietyof flexible ways – job sharing, variable hours, compressed working hours, teleworking, reduced hours andterm-time working.Company spokesperson Holly Glasspool said: “Work Options provides staff with a means to balance homeand work life effectively in a win-win initiative which aims to meet both the needs of the business andindividuals.” She said Work Options was open to both men and women and that staff of all levels could applyalthough acceptance was not automatic. “Work Options is not an entitlement,” she said. “Employees have toinitiate the request and prove the business case for working differently. The focus will be on output.”The initiative has been introduced not only to allow the financial services company’s 77,000 staff to workdifferently but also to enable the business to retain skilled staff and to attract new employees. Holly Glasspoolsaid that Work Options was not just for women with children or those with caring responsibilities but wasavailable to all staff, whether for study, sport or some other commitment. Group chief executive of LloydsTSB Peter Ellwood said: “Work Options is an initiative which meets both the needs of individual staff andthose of the business.”The Work Options Policy document :Meeting business goals will remain our priorityRequests will be evaluated on their impact for the business and the needs of customers and colleagues willbe considered first. The impact of the scheme will be expected to have a neutral or positive effect on thebusiness.Flexibility is not an entitlementFlexibility is a different way of working which is not an entitlement or a way of conferring preferentialtreatment. Managers will approve requests that are consistent with business needs. If the arrangement doesnot work for the business it will not be approved.Equity means equal access to a fair processThere are standard request forms to help you think through the proposed arrangements, how it will affectyou, our customers and your colleagues. Your manager has to make a sound business decision and the aimof the policy is to ensure it is done fairly. The same process is available to everyone but it does not promisethe same outcome at all.Working in partnershipYou and your manager should work together to get the best from any proposed work option. You shouldunderstand how well it will affect the business. The process will be monitored centrally to ensure it isconsistently and fairly applied.Job performance is relevantManagers will consider job performance when evaluating a request. For example, staff who have shownthey are able to work well without supervision are more likely to adjust successfully to working off site. Forthose who have weak time management or communication skills, this option may not be appropriate.Contacts:Ursula Huws, Analytica, analytica@dial.pipex.comAlan Denbigh, The Telecottage Association, teleworker@compuserve.com- 110 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>5.16 USASummaryThe USA continues to hold the lead in telework as far as the numbers of teleworkers are concerned. Theadoption of a variety of ICTs continues to be well in advance of most other countries. This position isfurthered by the low unemployment rate, particularly of highly trained knowledge workers, the lightlyregulated labour market, and high levels of entrepreneurial effort.According to the 1999 <strong>Telework</strong> America survey 26 , there were 19.6 million teleworkers in the US bySeptember 1999. This extrapolates to 20.4 million at year-end, a 20.4% increase over the 1998 year-endestimate of 17 million. These data are also close to the current forecast made by US-based Jack Nilles, whoseestimates were for 18.6 million and 21.4 million US teleworkers in 1998 and 1999, respectively. 27 17% of theteleworkers surveyed had been teleworking one year or less; this is comparable to the overall growth ratebetween 1998 and 1999, suggesting that few teleworkers were returning to their pre-telework workingpatterns.The emphasis of the 1999 <strong>Telework</strong> America survey, structured after previous Cyber Dialogue 28 surveys, wason the ways telework affects the teleworkers and their families. The primary reason why employees opt fortelework instead of more traditional work patterns involving commuting was that telework increases theworkers’ ability to better manage their personal and work lives— an objective long touted by experts in thefield.A key feature of this flexibility is the ability to intersperse work and family tasks, such as child care andschooling activities, visits to health service providers, and the like, without being absent from work for entiredays at a time. About 80% of the teleworkers reported that they had to take time during normal workdays fordoctor or dentist appointments; 34% had taken time to meet visitors at their homes; 49% had taken time off forbanking and legal affairs, car repairs, family events and/or emergencies; and 73% of teleworkers with childrentook time for school-related functions, with 44% taking time for sick children. The advantage to bothteleworker and employer is that, in a more traditional work environment, most of these activities would haverequired full days off, while the teleworkers were able to manage them in only a few hours each, with nodisruption to their productivity for more than half of them. 29 Similarly, teleworkers reportedly were relativelyimmune to bad weather days, when the roads— but not the telecomm lines— were congested. As an interestingcontrast, teleworkers were asked how they would manage personal needs if they could not telework. Theresponses were: 33% would take personal leave; 17% would take sick leave; 14% would leave work early;13% would enlist someone else to manage it; 11% would go to work late; 9% would leave and then return towork; and 8% would take a leave of absence.The <strong>Telework</strong> America survey also supported earlier reports by Jack Nilles, based on his studies of corporateand government telework programs, that telework helps employers to retain and recruit employees. 53% of thesurveyed teleworkers indicated that the ability to work at home ranged from important to extremely importantwhen considering a new employer. 26% of non-teleworking employed individuals (23 million workers in theUS) stated that they had jobs that would allow them to work at home some of the time, with 60% of that groupexpressing an interest in doing so. On the other hand, the survey indicated that more than 10 millionAmericans who would like to work at home did not believe that their employers would allow it.The teleworkers survey reported themselves as belonging to one (or more) of the following groups: Employees(52%); Contract workers (14%); Home business operators (16%); and self-employed (27%). 48% of the26272829http://www.telecommute.org/. The 1999 <strong>Telework</strong> America National <strong>Telework</strong> Survey was managed by Joanne H. Pratt Associates for theInternational <strong>Telework</strong> Association and Council.http://www.jala.com/ustcforecast.htm/.Cyber Dialogue is a New York-based market research and consulting firm; one of its principal is a long-time home-based teleworker.The remaining 46% indicated a reduction— rather than a complete loss— in work hours on these days.- 111 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>teleworkers worked in organizations with fewer than 100 employees, with 36% working in largerorganizations. Slightly over half of the teleworkers were female. Their average age was 38 years and averagepersonal income was USD 44,000 (9% had salaries of USD 100,000 or more), 30 with 56% in managerial orprofessional positions— and 53% with at least one college degree. The reported economic impacts ofteleworking on employers were significant, with savings from decreased absenteeism, increased productivity,and enhanced employee retention totaling an estimated USD 12,000 annually per teleworker.Most US teleworking directly affects commuting by car; 87% of the teleworkers drive alone to work on dayswhen they do commute. Those commutes average 36 miles (58 km)— and 53 minutes— round-trip. At anaverage of 2,880 km not driven annually, this works out to an annual energy savings of 1820 kWh for eachone-day-per-week teleworker.In all, telework appears to be very robust in the US, with the annual numerical growth rate in the year <strong>2000</strong>expected to remain close to 20%. Jack Nilles’ forecast for year-end <strong>2000</strong> is 23.8 million teleworkers in the US(another <strong>Telework</strong> America survey is scheduled for the summer of <strong>2000</strong>). The growing penetration ofwideband telecommunications technologies such as ISDN and DSL, together with the continually deescalatingcost of computers, continued low unemployment levels (hovering around 4% overall and arguably in thenegative levels for high-tech jobs)— and the growing realization that telework makes good business sense,promises to further reduce managerial resistance to telework.Contact:Jack NillesJala Internationaljnilles@jala.com30 Estimated US average household income in 1999 was USD 40,000., indicating that teleworkers are, on average, in the higher wage brackets.- 112 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>5.17 Japan<strong>Telework</strong> in Japan dates from a string of satellite office and resort office experiments in the late1980s,although a technology trial on remote working by NEC in 1984 is often cited as the first foray in this area.Born of the economic bubble, the first round of satellite and resort offices were characterised by expensivefacilities and technological gadgets, but very little attention was paid to the work processes and humanresource issues raised by telework. At this point in time, only the corporate sector showed an interest intelework facilities, there being almost no involvement at the public policy level. With the downturn in theeconomy at the beginning of the 1990s, corporate interest also took a nosedive, resulting in the closure ofmany satellite offices, which at the time centred mainly on suburban Tokyo and numbered around a dozensites.Since 1995, however, there has been a resurgence in interest in the telework concept in Japan on both the partof the government 31 and the private sector. This interest coincided with huge growth in the domestic computermarket, and more recently burgeoning growth in the Internet. The private sector has taken a renewed interest intelework driven by both a growing awareness of the importance of ICT in a highly competitive global economyand by the pressing management need to reengineer corporate workstyles and business processes. The trend forJapanese companies to rethink their approach to how they hire, compensate, evaluate and compete in today'sturbulent labour and business market continues apace as the prolonged recession sees both the level ofcorporate failures and unemployment reach historical highs.According to Wendy Spinks 32 , the major challenge is, therefore, for Japanese management to learn how tomanage diversity. The future of Japanese telework rests on this and despite all the socio-economic trendswhich reinforce the appropriateness of telework as one part of the employment/business solution, corporatetelework will remain a marginal work practice until Japanese companies become more comfortable withdiversity. Accordingly, the frontrunners are indeed likely to be the self-employed individual, the SoHoentrepreneur and small and medium-sized enterprises (SMEs). In the meantime, the most popular (and leastorganisationally demanding) form of telework in the Japanese corporate context remains mobile work, usuallyperformed by salespeople.While no single definition of telework holds sway in Japan, a common generic definition is that it is a newworkstyle that uses ICT to perform work at alternative work sites. In its <strong>Telework</strong> White Paper (1998), theSatellite Office Association of Japan (Japan <strong>Telework</strong> Association as of January <strong>2000</strong>) classified teleworkingin terms of types of worker, facilities used, geographical areas affected, and frequency.Although no regular surveys of telework have taken place, the Association made an assessment in 1997 of thenumber of white-collar employees teleworking. This found that, as of 1996, the number of full-time, whitecollarteleworkers was 809,000 (5.0% of full-time white-collar workers), of which 680,000 (4.2%) were foundto be regular teleworkers. Prognoses were also made up to the year 2001 which indicates that in 1999 about2.09 million (7.9%) would be teleworking. It can be expected that if non-white collar employees, part-timeemployees and free lancers were included then these figures would rise.Main developments in Japanese teleworking over the last year include:1. Once again, the Ministry of Posts & Telecommunications (MPT) conducted its semi-annual National<strong>Telework</strong> Day on June 6 1999. Usually, an awareness-raising event, the first National <strong>Telework</strong> Day washeld in May 1997.3132June <strong>2000</strong> accessing of the central government’s information clearing house found more than 400 references to telework in government documents.More general information on telework in Japan can also be obtained from Wendy Spinks: spinks@ms.kagu.sut.ac.jp Wendy Spinks provided text forthis sub-section.- 113 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>2. The Japan <strong>Telework</strong> Society (J@TS) 33 held its second research congress in June <strong>2000</strong>, which was attendedby some 100 participants with approximately 20 research papers presented. Popular themes included thedevelopment of SoHos, population survey methods, and management issues. Regular off-line meetings areheld every two months with videoconference access available for out-of-town members. Plans forinaugurating a refereed academic journal are also in the offing.3. The Japanese Ministry of Labour released a set of guidelines for home-based workers in June <strong>2000</strong>,including the provision of written as opposed to verbal contracts, a model contract and greaterconsideration of worker privacy protection, health and so on. It has also gone ahead with the establishmentof the telework consulting centre mentioned in last year’s report in cooperation with the Japan <strong>Telework</strong>Association (http://www.japan-telework.or.jp/)4. Other telework-related trends include the publication of “Introducing <strong>Telework</strong>ing in the Asia-PacificRegion - A Reference Guide –“, a telework manual aimed at APEC countries (MPT,http://www.mpt.go.jp/top/telework-apec/index-e.html); plans to create a SOHO work directory to facilitatejob matching between SoHo workers and prospective outsourcers (MPT); the establishment of a Micro-Business Council to promote agent functions (Ministry of International Trade & Industry); Elsewhere, theinter-governmental liaison body for telework, launched in June 1999, continues to meet, but has yet topublish any findings and/or policies.High profile companies such as NEC, IBM Japan, and Fuji Xerox continue to be important users of corporatetelework in a combination of styles. Newer entrants include Toshiba and several NTT affiliates as well asPasona, a large manpower agency. Mobile working seems almost universal now in the pharmaceutical salesindustry, albeit accompanied by reports of mixed success.Regarding the future, there is much talk of e-commerce, e-banking and other forms of e-business. Whether thattalk is translated into successful initiatives remains to be seen, but any such development coupled with greaterworker mobility (both volitional and forced) would create a fertile environment for growth in the numbers ofJapanese teleworkers.Contact:Wendy SpinksScience University of Tokyospinks@ms.kagu.sut.ac.jp33http://jats.rcast.u-tokyo.ac.jp/tw/- 114 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>6 New Directions for Research and Technology Development6.1 Technology developments are faster than ever.The information and communication technologies that underpin the transition to an information society are stillchanging fast. Computing power has doubled every 18 months since 1980, and will predictably continue to doso until 2010. Even then, when physical limits of miniaturisation on silicon will be reached, other materialsand designs are likely to emerge. In practice, this means that the power of your PC today will be in yourmobile phone, or wristwatch in five year’s time; your display/PC will be ten-times as powerful in 2005, able torapidly render 3-D images and recognise your voice.Communications systems are evolving even faster. The shift to optical/photonic communications 34 instead ofelectronic systems will increase core network capacity 250-fold by 2005. In 1999 alone, the upgrading oftrans-Atlantic optical fibre links increased capacity 10-fold. The speed of access from home and business willincrease less uniformly: larger companies will have access speeds comparable to the core network: most smallbusiness and prosperous individuals can expect to have access at 10-times today's speeds in a few years.Data packet switching 35 makes much more efficient use of communication capacity than traditional telephony“channel switching”. This opens up a wider set of access technologies for useful communications. The radiospectrum is much more efficiently used by digital coding technologies. The <strong>European</strong> GSM mobile digitaltelephony system brings end-to-end digital communications to over 200 million people in a way that wouldnever have been possible with analogue telephony. The next (3 rd ) generation will be deployed in Europe andAsia in 2001-2002. This will bring 10 to 200 times the communication capacity/speed to its subscribers,sufficient to surf the Internet, watch TV or send pictures home.Finally, recent and continuing developments in signal processing – coding voice or video into their essentialcomponents – has reduced the capacity requirement 20-fold in the last 10 years 36. Another factor of 10 can stillbe squeezed out of HDTV within the next 10 years, bringing it into the capacity range for mobile globalcommunicators.Against this background, the Information Society theme in the 5 th Framework Programme of EU RTD (asdefined in the Commission's proposal for Creating a User Friendly Information Society, (the InformationSociety Technologies (IST) Programme) was agreed at the Council of Research Ministers on22 nd December 1998. It is implemented through a series of annual workprogrammes, each of which isdeveloped in close co-operation with industry, academia and user organisations. These workprogrammesdefine the areas (Action Lines) in which proposals for new Co-operative reseach activities are sought eachyear, through publication of “Calls for Proposals” in the Official Journal of the <strong>European</strong> Union.34 With multiple-wave-length optical fibres, soliton transmission and optical amplification.35 Using the Internet protocols alone or in combination with the Asynchronous Transfer Mode (ATM) protocols.36 Good voice communications now requires only 4kbits/s, compared with the 64kbits/s in the 1980’s ISDN protocols. High-definition television cannow be sent at 8Mbits/s, compared with the 140Mbits/s envisaged in the late 1980’s.- 115 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>6.2 A new framework for <strong>European</strong> research and technology developmentThe IST Programme is structured around four inter-related Key Actions (KA’s) all geared towards theachievement of the Programme vision. Thus, the Programme consists of a set of complementary activities thatare derived “by grouping together the technologies, systems, applications and services and the research anddevelopment and take-up actions with the greatest affinity or interdependence”. In this, “each Key Actionhas, as appropriate, a balance of the complete range of RTD activities from basic research to demonstrationand take-up actions”.Programme structure and indicative budget distributionTotal indicative budget : 3600 M?Support activitiesKEY ACTION 1Systems and servicesfor the citizenKEY ACTION 3Multimedia contentsand toolsKEY ACTION 2New methods of workand e-commerceTake-up Measures18% (of totalbudget)16%15%ProjectClustersCross- Programme ThemesTestbedsShared CostRTD38%KEY ACTION 4Essential Technologies and infrastructures4%ResearchNetworking9%Future and Emerging TechnologiesActivitiesIntegrated Key ActionsComplementaryInitiativesThe KAs are sub-divided into Action Lines. Each Action Line has clear monitorable objectives against whichproposals for EU support will be evaluated.As a result of the first Call for proposals in 1999, over 2500 proposals were received, requesting a budget ofover 5.3 BEuro. 550 proposals were selected for support from an available budget of around 920 MEuro. Asecond call for proposals was published in October 1999, and a third in February <strong>2000</strong>. This report includesinformation about the projects relevant to eWork, selected from the proposals submitted against the first andsecond Calls.- 116 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>6.2.1 Priorities for <strong>2000</strong>Europe is well positioned to shape the Information Society. In its report on “Orientations for WP<strong>2000</strong> andbeyond” (WWW.cordis.lu/ist/istag.htm) the Advisory Group suggests that the Programme be user-centred;focused on developing an Information Society that is inclusive for ALL and benefits women and men equally.It should build on Europe’s demonstrated strengths in critical sectors such as mobile and fixedcommunications, consumer electronics, general electronic appliances, software and system integration, servicesystems innovation, digital broadcasting and, rich content and network infrastructures.The priorities for <strong>2000</strong> are:• To improve natural and personalised interactions with IST applications and services. This includes multilingual/multi-modalinteraction systems that are adaptable to the user’s preferences and lifestyle (e.g.sensitivity to gender, age and culture).• To foster the development and convergence of networking infrastructures and architectures including theintegration of fixed, mobile, on-line and broadcasting technologies.• To develop embedded technologies, their interconnections and their full integration into the serviceinfrastructure, the workplace and business processes. To develop applications and services that takeadvantage of such systems.• To reconsider service provisioning in the context of any-where/any-time access to services and ambientdialogue modes including public services and, mediation and commercial transaction systems.• To improve the openness of software and systems.• To improve the tools and methodologies that enable creativity in content production and presentation, in thecontext of converging access and delivery systems.• To emphasise trust and confidence as a general requirement for all technologies, applications and services.In addition, there is a stronger focus on social and economic policy objectives. This will strengthen synergybetween strategic technology developments and priority policy areas such as employment, competitiveness(particularly of SMEs), equal opportunities, social cohesion and sustainability in the Information Society.From a policy integration perspective, aims include:• Supporting existing <strong>European</strong> policy objectives with technological developments, for example in areas suchas: data security, data protection and privacy, rights management, consumer protection, preventing andcombating crime, fraud and abuses, including control of illegal and harmful content.• Establishing sufficient research momentum to contribute to future <strong>European</strong> policy development e.g. intelecommunications, enterprise, e-commerce and social and economic affairs.• Reinforcing the links to standardisation and industrial consensus development to ensure coherence in EUwidetechnology deployment and in creation of new open framework for fair competition and fastinnovation.• Anticipating market needs and nurturing emerging technologies where public funding can make asubstantial impact by aggregating fragmented research and building critical mass ahead of market maturity.• Strengthening competitiveness of <strong>European</strong> industry in areas where Europe has a demonstrated leadershipand/or in areas of strategic importance.- 117 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>6.3 Key Action II - New Methods of Work and Electronic Commerce“The aim of this work is to develop information society technologies to enable <strong>European</strong> workers andenterprises, in particular SMEs, to increase their competitiveness in the global marketplace, whilst at thesame time improving the quality of the individual's working life, through the use of information societytechnologies to provide the flexibility to be free from many existing constraints on both working methodsand organisation, including those imposed by distance and time. Specific attention will be paid to thesocial implications of new working methods, in particular their impact on equal opportunities and qualityof life”For the sake of brevity, eWork is the term used to describe IST-enabled work practices: It encompassestelework and the more flexible work in new office environments, in which new information and communicationtechnologies play a major role.The Key Action involves a three-pronged approach:• Promoting Innovative and Visionary RTD: Support the research, development and demonstration ofnovel solutions and practices for eWork and eCommerce.• Promoting Early Adoption and Exploitation: Facilitate the rapid exploitation of research results;• Promoting Broad Adoption: Promote early and broad adoption of novel solutions across Europe.The broad interplay of technical, economic, social, legal and policy issues is addressed through integratedsocio-economic and technological research. This helps to orient and focus work in the Key Action as well asassess the implications of IST developments.A total of 11 Action Lines have been identified for Calls for Proposals in <strong>2000</strong>. They form a coherent set ofRTD, take-up, support and socio-economic analysis activities, as depicted in the figure below.Organisation of Key Action II in <strong>2000</strong>ActionLinesII.1.1New Perspectives for Work and Business: Vision,Policy Contributions, Socio-Economic AnalysisCross ProgrammeActionsII.1.2II.1.3II.2.1II.2.2II.3.1II.4.1II.1.4II.4.2II.1.6II.1.5SustainableWorkplaceDesignKnowledge ManagementMobility and UbiquitySmartOrganizationsDynamicValueConstellationsTrust &SecurityEarly Exploitation & Adoption - Testbeds & Trials(e.g. digital economy testbeds, large-scale trust&confidence)Specific Support Measures (e.g. clusters, training,interoperability, dissemination)Broad Adoption in Regional & Sectoral SettingsCross-ProgrammeAccompanying MeasuresActivities focused on eWork development are now supported in the following Action lines, and are describedin more detail in Annex 3- 118 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Action lines for which EU projects are already supported:Socio-Economic analysis for the information society: Cross Programme ActionObjectives: To develop a better understanding of the challenges, impacts and opportunities associatedwith the deployment and use of new IST solutions whether in everyday life, at work or in business. Thisincludes studying the interplay between a broad range of technological, human, social, economic,environmental and policy issues that critically impact effective use and adoption of new IST solutionsand developing novel approaches aimed at identifying and quantifying the many new facets and trendsof the Information Society and the emerging digital economy.Focus:This Cross-programme Action complements and supports other more specific socio-economic activitiesto be undertaken within individual Key Actions. This is done by focusing more specifically on themacro-economic dimension of the Information Society and on challenges relating to usability and broadadoption of IST solutions with a particular emphasis on design requirements, skill requirements andpolicy requirements as they relate to job creation, equal opportunities and social inclusion.New perspectives for work and business (1999 workprogramme, 2 nd Call)Objective: To develop, quantify and demonstrate evolution scenarios and the potential social andeconomic impacts of new technologies and services on work and business in the next decade. Workshould actively engage socio-economic research on the barriers faced by companies. It should be basedon benchmarking, econometric models, new statistical indicators and technology foresight, to guideRTD and inform policy development. It should involve socio-economic research in the technologyprojects to aid in technology shaping and in identifying new skills requirements. Particular emphasisshould be placed on identifying new opportunities for economic growth, employment, social inclusionand health and safety. Attention should also be given to entrepreneurship, equal opportunities,adaptability and to legal and policy issues related to networked organisational structures, such as virtualenterprises with respect to liability and IPR protection, in a global environment. Activities shouldinclude measures to raise public awareness and support the policy debates.Mobile and ubiquitous eCommerce and eWorkObjectives: To explore and validate novel mobile and/or ubiquitous models, solutions and practices foreCommerce, eWork and “smart” organisations.Focus:• Development and validation of smart, context-sensitive (e.g. time, location, or task-sensitive) solutionscapable of supporting highly personalised mobile/ubiquitous eCommerce and eWork scenarios as wellas “smart” organisational practices.• Development and validation of environments for open, seamless and secure integration of heterogeneousmobile/ubiquitous eWork and eCommerce solutions, including wearable ones.• Development of easy-to-use multi-modal interfaces for mobile/ubiquitous eWork and eCommerce.- 119 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Sustainable workplace design (Workplace design in 1999)Objectives: Multidisciplinary development and validation of sustainable workplace designsincorporating emerging technologies into new workplace and teamwork concepts. These should enhancecreativity and productivity; ensure safe working conditions; improve the quality of the working life andreduce the overall resource-use burden on the environment. The activities are expected to bring togetherICT technology developers with office equipment designers, architects and urban planning organisationsand should reflect user-centred design principles.Focus:• Development of novel IST-enabled workplace designs, as well as solutions and organisational practicesaimed at supporting mobility, at sharing building facilities and office space, at increasing overall agilityand at promoting sustainable use of resources in the workplace.• Development of novel wearable solutions and software upgradable designs aimed at significantlyextending the life of workplace equipment and infrastructure and/or at substantially enhancingsustainability.“Smart” organisations (“Teamwork” and “Dynamic networked organisations” in 1999)Objectives: To explore and validate novel technologies, applications, architectures and practices aimedat supporting the transformation of profit and non-profit entities into “smart” organisations: knowledgedriven, inter-networked, dynamically adaptive to new organisational forms and practices, learning aswell as agile in their ability to create and exploit the opportunities offered by the digital economy.Focus: To develop novel open, interoperable solutions and platforms for flexible working in andbetween organisations. This includes solutions to support co-operation, flexible workflow managementand co-ordinated planning across extended/virtual enterprises and associated distributed businessprocesses. Emphasis is on easy-to-use, customisable, affordable, interoperable, extensible, evolutionaryand legacy-inclusive solutions and platforms. Technical work should focus on embedding knowledgeinto business processes, supporting process distribution and (re)optimisation as well as mobile practicessuch as those made possible by wireless communication.A call for proposals is open from July <strong>2000</strong> to 31 st October <strong>2000</strong> for the followingAction lines:New perspectives for work and business: Social and economic analyses specific to Key Action IIObjectives: To develop a better understanding of the social, economic, industrial and environmentalimplications of novel technologies for work and business and, in the process, provide guidance to otheractivities in this Key Action as well as to related legal and policy activities. This work is expected to becarried out through a combination of accompanying measures, R&D and demonstrations.Focus:• Improve understanding of the organisational, industrial, economic, legal, policy and social challengesfaced by <strong>European</strong> enterprises as they strive to leverage novel IST solutions & practices for work &business and compete in the global digital economy.• Development of new econometric models to assess and predict the impact of new eCommerce solutionsand practices on industrial competitiveness• Improve understanding of the linkages between IST-enabled work and sustainable development in aglobal Information Society. Particular attention should be given to social relationships in the workplace,- 120 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>quality of worklife (including health and safety), changes in transport, energy and material consumption,as well as new opportunities for more efficient use of the built environment and better city planning.• Definition of performance indicators for companies with large intangible asset bases and development ofmanagement instruments to evaluate possible investments in the intangible assets of an enterprise.Knowledge management for eCommerce and eWorkObjectives: To empower individuals and organisations through novel knowledge management solutionsaimed at enhancing creativity, innovation, competencies, and responsiveness. Projects are expected toexplore and validate novel “intelligent” knowledge management technologies, applications,methodologies and practices aimed at leveraging numerous and varied sources of often incompleteand/or ill-structured individual and corporate knowledge (e.g. knowledge about products, services,customers, suppliers, business partners as well as in-house and external expertise in all shapes andforms). This includes multidisciplinary solutions for capturing, organising, mining and, more generally,exploiting, exchanging and trading knowledge in support of both intra- and inter-organisationalactivities.Focus:To develop and validate highly adaptive, context-sensitive and anticipatory knowledge managementfunctionalities capable of dynamically providing individuals (whether as workers or consumers) andorganisations with timely knowledge and suggestions relevant to the tasks they are currently engaged in.The challenge is to develop practical, easy-to-use solutions that cut across multiple intra- and interorganisationalfunctionalities and activities, making it possible dynamically to extract and recombineknowledge across traditional functional and organisational boundaries.Early exploitation and adoption of eCommerce and eWork solutions and practicesObjectives: The objective is to promote early exploitation and adoption of novel solutions and practicesfor eCommerce, eWork and “Smart” Organisations. This is done by supporting activities aimed atcustomising, integrating, validating and benchmarking novel technologies, architectures, businessprocesses and organisational practices for eCommerce , eWork and “Smart” Organisations. Emphasis ison solutions and practices that are directly supportive of the objectives of one or more of the followingAction Lines: II.1.2, II.1.3, II.2.1, II.2.2, II.3.1 and II.4.1.Focus:• Trials are intended to help customise and validate promising, yet untested technologies, applications andorganisational practices in realistic and/or operational contexts and, in so doing, help prepare thesesolutions for rapid transfer to the marketplace. Trials are intended as replicable one-off exercises.Test-beds are intended to serve as shared reusable validation, integration and/or benchmarking vehiclesfor multiple comparable and/or complementary solutions. Emphasis is generally on interoperability,scalability, dependability and usability. Test-beds can also be used to organise competitions.- 121 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Promoting broad adoption of eCommerce & eWork in regional and sectoral settingsObjectives: Promote early and broad adoption of novel solutions and practices for eCommerce, eWorkand “Smart” organisations with a special emphasis on regional and sectoral customisation. Thisincludes activities aimed at showcasing the benefits of new solutions and facilitating their deployment inSMEs.Focus:Focus is on cost-effective, high impact activities that can serve as catalysts for much broaderdissemination and early adoption of novel solutions and practices. Priorities in <strong>2000</strong> are:• Clusters aimed at coordinating “Trials” and “Best practice” activities with common needs alreadylaunched under the 5 th Framework Programme, creating synergy among them and enhancing theiroverall visibility and impact through coordinated awareness and dissemination activities.• Advanced business experiments aimed at connecting regional or sectoral communities to the globaldigital economy. This includes the creation of local and sectoral digital communities as well as theirinterconnection.• Early adoption activities aimed at promoting integration of candidate Enlargement countries into theglobal digital economy.Specific support measuresObjectives: To add value to activities launched within this Key Action, help maximise their impact andcreate synergistic links both within the Key Action and with related activities at the regional, national,Community or international level.Focus:• Measures aimed at creating synergy among RTD projects and/or take-up actions within this Key Actionas well as with other related activities whether at the regional, national, Community, or internationallevel.• Strengthening Europe’s skill base for the digital economy: measures aimed at identifying anddisseminating new skill requirements associated with the emerging digital economy as they relate towork in this Key Action.• Measures aimed at maximising the impact and visibility of work within this Key Action through broad,yet cost-effective dissemination activities.Measures aimed at building industrial consensus, promoting interoperability and standardisation in theareas of eWork, eCommerce, Enterprise Systems and Trust&Confidence, including relevantmiddleware. Emphasis is on cost-effective efforts aimed at bringing together key players and buildingearly critical mass in strategic areas, in co-operation with relevant international initiatives and bodies.A 5 th Call for proposals will be published in September <strong>2000</strong>, including again for the Cross ProgrammeAction Line on social and economic research, but with a specific focus on the mid-term policy prioritiesof the eEurope Action Plan.The Workprogramme for 2001 is still in preparation, and will be published on the IST web site(Cordis.lu/IST) from December <strong>2000</strong>.- 122 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>7 eWork Agenda - Major Activities in 1999 - <strong>2000</strong>7.1 - 4th International <strong>Telework</strong> Workshop Tokyo, 31 August to 3 September 1999The fourth International Workshop on <strong>Telework</strong> took place in Tokyo, Japan in 1999 – the first time theworkshop series has moved outside of Europe. The significant Japanese and Asian participation revealed anumber of new issues and assumptions in telework discussions, and made for a thought-provoking few days.Organised locally by the International Flexwork Forum under the chairmanship of Wendy Spinks, and withsponsorship from the Ministry of Labour among others, the 1999 event included 3 days of workshops andworkgroups, followed by a business conference.The three days of workshops addressed the following four topics in parallel: Management issues in telework;Organisational change issues; IT, communication and telework; and <strong>Telework</strong> agendas and concepts.Scientific papers were tabled, documenting research carried out in countries across the world. The generallessons from the workshops were pulled together in a plenary session by Paul Jackson and Gil Gordon.The 4 workshops identified a number of telework trends and challenges and questioned some centralassumptions in telework. These included the notion of the ‘malign office/benign home’ duality, suggesting thatfor many people, the office is an attractive place to be, with the domestic dwelling not always a haven oftranquillity. The idea that teleworkers necessarily enjoy greater autonomy and a better work/home balancethrough telework was also questioned. For some people, the opposite may be the case. Japanese experiencesuggests, for instance, that the flexibility created by telework can raise the pressure on women to participateequally in work and family life.The workshop on Management issues noted that telework necessitates changes in management practices. Itwas pointed out that “organisational” issues needed to be address before and not after “technological” ones.Despite the need for new management styles and practices in telework, the workshop showed that managementrarely feels the need to change their attitudes and approaches.Issues were also raised on labour market aspects of telework. Research presented showed that while expertwork is well suited to telework, less qualified teleworkers risk entering the peripheral labour market. As such,bargaining power is important to telework outcomes, with an understanding of the employer-subordinaterelationship critical to this.The workshop on Organisational change issues asserted some basic principles in telework theory andpractice. First, that it is flexibility that is the goal and as such, telework should be seen as just one ‘tool’ fordelivering this. Flexibility, it was said, is ultimately about ‘actions in time & space’ – the what, when andwhere of work. These need to be treated together. Indeed, the importance of moving from fragmented teleworkprojects to a more ‘organisational transformation’ approach was a key theme of this workshop. Biggerflexibility issues need to be addressed, it was pointed out, for telework to be integrated into corporate strategy.Instead of simply assuming telework to be an ‘answer’, more needs to be asked as to what is the ‘question’! Inother words, why is telework needed? The workshop noted that this ultimately rested on the need forflexibility, which itself depended on the specific external and internal environment of the organisation.In the IT, communication and telework workshop, a number of key questions were posed: are face to facemeetings a necessity? Is there one best communications solution? How can we design a model to estimate thecost for working at home? What more do we need to know about the implementation process?- 123 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>The answers showed how quantitative models can indeed help show the profitability of telework. It wasshown, as with the previous workshop, that a strategy is also needed in order to design effective teleworkarrangements. However, doing this demands a better understanding of communication patterns inorganisations. It was recommended therefore that a ‘situated approach’ to telework be adopted. Thisworkshop also showed how introducing ICTs and telework can have effects on different organisational levels,with unexpected changes & paradoxes likely to be encountered. More user-friendly techniques, it was pointedout, will increase the willingness to telework.The <strong>Telework</strong> agendas and concepts workshop noted that there are a number of telework concepts, and thatthese tended to reflect different organisational and public policy agendas. Depending on the concept andagenda therefore, different actors or stakeholders were involved in telework.It was pointed out, for instance, that ‘job creation’ is often a key aim of public telework initiatives. However,two underlying approaches can be detected here, with profound implications for the way in which suchinitiative are approached. Whereas some programmes are aimed at ‘job pull’ – assuming that jobs exist in coreregions and can be carried out virtually at a distance – other programmes focus on ‘business start-up’. Thelatter takes a more entrepreneurial approach, and may ultimately be a more sustainable approach to telework.Six key agendas were identified in the workshop. These included, first, ‘regional planning’. The concept of‘remote working’ was used here to describe the use of telework to bring jobs to outlying regions. The secondagenda identified, ‘urban planning’, was particularly bound up with the concepts of ‘telecommuting’ and‘telecentres’, especially where these were used to manage transport growth. The third agenda, ‘technologicaland organisational innovation’, signaled the use of IT in innovative business processes and services, as found,for instance, with call centres and virtual teams. ‘Business start-ups and entrepreneurship’ was the fourthagenda. Something high on the Japanese telework agenda, here telework is most closely associated with SOHOconcepts, with IT and the home providing the basic infrastructure for new business initiatives. The fifthagenda reflects the ‘life-style’ needs of individuals in managing their careers, families and other interests.Here, ‘flexible working’ was used to describe arrangements which advanced this agenda. Finally, ‘workplacedesign and mobile work’ was used to capture the agenda bound up with ‘alternative officing’, ‘m-work’ and soon.The fourth International Workshop ended with business conference, attended by over 200 people.Contributions came from leading business and opinion leaders, as well as from the Japanese Minister ofLabour. A key-note address, outlining the American experience of telework, was given by Gil Gordon.The <strong>2000</strong> <strong>Telework</strong> workshop takes place Stockholm. See www.<strong>Telework</strong><strong>2000</strong>.nu for more details.- 124 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>7.2 <strong>Telework</strong> '99 - Aarhus - Denmark, September 1999Sixth <strong>European</strong> Assembly on <strong>Telework</strong> and New Ways of Working<strong>Telework</strong> ‘99 took place in Aarhus, Denmark (the world’s smallest big city), 22 to 24 September 1999, andwas organised by Tele Danmark in conjunction with Aarhus Municipality. The <strong>European</strong> Commission was theother main sponsor. In addition, fourteen national sponsors contributed resources and expertise, many ofwhich demonstrated live technology and workplace solutions in the exhibition which ran parallel with theconference programme.<strong>Telework</strong> ‘99 was the most ambitious international telework event ever, with almost 500 participants fromevery country in Europe, as well as other parts of the world, and over 80 presentations. Key-note speakersfrom both the USA and Europe described the contours of the new network economy and the role of work andtelework within this, as well as the exciting new technology developments which will continue to transformwork in the future. Heavy focus was also placed upon new types of enterprises and entrepreneurs in this neweconomy, as well as on the role of the social partners and the need to maximise the quality of working lives.The overall purpose of the Assembly was to be a showcase for <strong>European</strong> telework in all its manifestationswith a focus upon making telework work for all. This reflects the Danish, and indeed a wider Scandinavianand <strong>European</strong> concern, to show that telework and other new ways of organising and carrying out work canbenefit individuals, families, local communities and public services, as well as enterprises and the economy.Another part of the Danish model is reaching broad agreement. For example, between the social partnersnegotiating sector-wide framework agreements, and with relevant national or local authorities in so-calledtripartite negotiations. Consequently, <strong>Telework</strong> ’99 focussed on two broad themes:• New ways of working and quality of life, family and community. These are typical Danish concerns,alongside social inclusion and environmental sustainability, which are essential in a prosperous anddemocratic human-centred Information Society.• The business case for telework in the new Network Economy. For example, Denmark is home to manyfast companies, or gazelles as they are called in Denmark: new, small, rapidly growing and changing firms(often as virtual organisations), and typically built around the technology itself, where telework andelectronic commerce are taken for granted.Of the many Assembly highlights, those provided by three of the keynote speakers were some of the mostmemorable:Kevin Kelly is the highly respected Executive Editor and founder of Wired Magazine 37 . Based in California,Kevin has analysed the business strategies mandated by the new network economy in his book New Rules forthe New Economy: 10 Radical Strategies for a Turbulent World. Kevin outlined how business and work arechanging in the network economy, and debated this with Diane Coyle and other speakers.Diane Coyle is the distinguished Economics Editor of the Independent newspaper in London. She is author ofthe highly acclaimed book The Weightless World – Strategies for Managing the Digital Economy, which wasa 1999 Business <strong>Week</strong> book of the year and was greeted by a broad spectrum of commentators as “awonderful antidote to millennium garbage” and the book “that will move the argument forward about how toachieve social well-being.”Mike Hawley is Drefoos Professor of Media Technology at the MIT University in Boston, USA. Working aspart of the prestigious Media Lab 38 team with Nicolas Negroponte, Mike is responsible for a project entitled3738http://www.wired.com/wired/http://www.media.mit.edu/- 125 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Things That Think. This aims to make computers invisible by embedding them in everyday objects, fromworkplaces and kitchens to clothes and furniture, so that they can support and enrich natural human activitiesin intelligent and empowering ways.The main programme of <strong>Telework</strong> ’99 was organised in six parallel sessions, each of which confirmed theoverall Assembly theme that telework can indeed benefit everybody:1. Towards a new societal framework for workThis session focussed upon national employment and Information Society policies, labour relations, workplacenegotiations, collective agreements and suitable legal frameworks. Significant progress was made in movingthe <strong>European</strong> level debate forward, with major conclusions including:• despite the large gap between employer and employee thinking on how to address challenges presentedby technology, successful practical agreements have started, for example the framework agreement inDenmark covering 600,000 municipal workers, and in the UK a recently signed agreement between theCommunication Workers Union and British Telecom• despite the many practical difficulties, such as how to certify a home-working environment as suitableunder health and safety legislation, the lack of protection for the self-employed, disagreements withemployer and taxation authorities regarding travel time, electricity cost, etc., there are also many newagreements and schemes as well as increasing acceptance that people should be in control of thetechnology and not vice versa• managers need to take a fresh look at ensuring that their approach to dealing with distance workers, ismutually beneficial to both the teleworker and the employer• there is need to reduce workers’ information gaps to allow time flexibility, to ensure that private qualitytime exists, and thirdly, that health circles may provide a release and information exchange between coworkers• new ways of working can also deliver better government, as illustrated by Assembly hosts Aarhus CityMunicipality, where for example homecare workers are now equipped with laptops which include a linkto hospitals to avoid a paper chase.2. Enhancing the enterprise beyond the office wallsFocus in the nine presentations in this session was upon new ways of working in large organisations. A wideranging debate took place on how corporates and the public sector were responding to and exploiting teleworkand other new ways of working, which was able to add substantially to our collective knowledge andexperience. Numerous useful and relevant conclusions were drawn, including that:• there is immense potential for the public sector to organise its work more effectively, despite the factthat it lags behind the commercial sector,• telework invariably leads to large and permanent increases in productivity• telework needs to be carefully and sensibly introduced• telework fits extremely well with small team work and outsourcing• the role of telecentres, for example in providing local workplaces for employees or consultants of largeorganisations, is still to be sufficiently exploited.- 126 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>3. The new enterprise and the new entrepreneursNetworking SMEs, networkers and virtual organisations were the focus of this session, which examined thelarge number of different developments taking place providing immense possibilities for new types ofenterprise and new types of entrepreneur. These include both within large companies (especially by so-calledintrapreneurs) as well as in micro enterprises, SMEs, free agents (or portfolio workers), virtual organisationsand fast companies. The discussion could only cover a few aspects of these varied developments, but managedto illustrate the range and diversity of opportunities. Conclusions included noting that:• in contrast to the past, free agents were increasingly professional and well qualified individuals whoconsciously choose this new life style• most SMEs are still woefully behind in successful exploitation of the new technology and the benefits itcan bring through new working methods• telework can become the basis for creating new forms of work and enterprise in all parts of Europe• call centres represent both challenges and potential benefits for both individuals and employers.4. New work opportunitiesHere the focus was upon new jobs and new markets, with improved access for all in an inclusive InformationSociety. Foremost on the agenda was how telework, and other new working methods supported by the newtechnology, can cater for the needs of special groups and regions in Europe. Progress was considered under thethree sub-themes of the special needs of people, places and policies, and a number of important conclusionsand lessons were drawn. These included that:• telework can successfully provide individual and tailored solutions to specific needs, whether these be ofthe disabled, the elderly, the unemployed, etc., provided that the individuals concerned develop thenecessary skills and attitudes• telework, by establishing or cementing links to the labour market, boosts the individual’s self esteem andconfidence and rarely, if ever, leads to isolation or disempowerment• telework can significantly assist in solving labour shortage problems and plays an important role inretaining skilled and experienced elderly workers in the labour market• places with particular needs, like rural and peripheral areas, inner cities, areas with declining industriesor other social and economic problems, are offered a large number of new opportunities by telework andnew technology.5. Technologies enabling new ways to workThis session was devoted to today’s best technologies, services and applications for companies, teams,individuals and communities investing in new ways of working. Variety, consisting both of sophisticated stateof-the-artand simple standard technology solutions which have been available for some time, was the hallmarkof the session, and indicated a very healthy adaptation to diverse needs as well as the versatility of technologyuse and working life which goes with it. Main conclusions and lessons were that technology is both an enablerand a barrier and that professions are transforming and becoming extinct very fast. There is a need for:• more and more suitable bandwidth• changing the organisation – both processes and culture• the emergence of virtual enterprises• applications built on open standards and ready for integration with other systems• new business models and tools to support them• adaptation to fast changes.6. Technology and infrastructure Challenges- 127 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>The overall theme of this session was about the future; what does it hold in terms of technology andinfrastructure challenges and how will these affect work? If there is one thing we can be sure of it is that thepace of technology change and the potential effects on the ways we work and do business will increase evenmore in the future. This is both an exciting and daunting challenge. Among many observations made were thefollowing:• the emerging access technology xDSL (more commonly known as ADSL) is ramping up much quickerthan its predecessor (ISDN)• new tools are emerging which enable knowledge workers to arrange documents in themes and views(virtually) while also allowing a degree of individualisation much superior to a normal browser• problems arise from many disparate legacy systems having to be interfaced together; a process whichcan cost more than the original system.• the physical barriers are not technical but attitudenal, spatial and cultural (in that order)• technicians speak of integration between industries, applications and devices while another, perhapsmore important, is integration between home, work and leisure• a summary of challenges of new ways of working:- technology main requirements: a secure VPN, smarter software, smarter people (well, more IT- andsystem-savvy people) and smarter government, i.e. better regulation of teleworking.- teleworking does not reduce the amount of time we work -- probably vice versa.- reduced social synergies, the need for special employee loyalty programmes and a new form ofdistance management were all important points- culture carriers are physical and this is in disharmony with teleworking.As well as the <strong>Telework</strong> ’99 exhibition and a full social programme, numerous side meetings and networkingactivities were held, including an opening press conference consisting of news, statements and discussionamongst the main sponsors and speakers. The latter included the announcement from the recent <strong>European</strong>telework survey conducted by the ECaTT project that over 9 million individuals were teleworking in early1999. In addition, meetings took place of <strong>European</strong> Parliamentarians and of technology suppliers and therewas a well attended workshop on the IST Programme, particularly Key Action II on New Methods of Workand E-commerce.Media coverage included a first for <strong>Telework</strong> Assemblies to be transmitted via the narrow-band Internet as amajor webcasting event which itself attracted a substantial audience. Archived webcasts, as well as speakerpresentations, continue to be available on the Assembly website 39 . A webcast link was also made with theInternational Distributed Conference on <strong>Telework</strong> covering four locations in Europe organised by theACTSLINE project of the ACTS Programme. In addition, the Assembly achieved wide media coveragethrough TV, radio and newsprint, both in Denmark itself as well as via <strong>European</strong> telework channels.39http://www.telework99.dk- 128 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>7.3 ALTA Conference on "New Jobs in the Information Society"- 20-21 March <strong>2000</strong>:LuxembourgThe following conclusions were transmitted to the subsequent <strong>European</strong> Summit in Lisbon:It is clear that Europe has a range of advantages and assets which will equip it to play a key role in the globalinformation economy. However building on these assets for the development of a dynamic information societycreates new demands on both the supply side and the demand side of the labour market.Some industries are experiencing a shortage of highly qualified workers in skills in key areas, particularlytechnical fields, and are having to recruit skilled workers from outside EuropeKey new knowledge-based industries require a higher level of ‘soft’ behavioural, communications, problemsolvingand self-development skills than traditional sectors. In some cases is estimated that these make up 70%of the requirement, as against 30% contributed by formal qualifications. The educational institutions are not,by and large, delivering labour market entrants with these skills.Other ‘opportunity gaps’ can be identified in relation to demographic variables (such as gender and age) andbetween ‘high growth’ and ‘low growth’ regions.It was the view of conference participants that a number of initiatives might usefully be developed to addressthese difficulties and speed up the transition to an inclusive information society. Some suggestions included:• Encouraging the use of IST tools such as distance learning and distance learning to bridge thegeographical gaps between education providers, employers and the workforce.• Advertising full employment as an objective of <strong>European</strong> policy, preferably supported by setting specifictargets (eg 6% unemployment by 2005 and full employment by 2010).• Consideration should be given to substituting a basic right to work to the basic right for a minimumincome in the <strong>European</strong> Charter.• Consideration should also be given to formulating a basic right to life-long learning, perhaps supported byspecific targets (eg 4 weeks study leave per year).• Prioritising the harmonisation of living and working conditions as a goal of employment policy within theframework of the Social Dialogue.• Adopting measures to ensure the full inclusion of older workers, women workers and people withdisabilities into the labour market and more specifically into the knowledge-based sectors of the economy.• The adoption of specific educational targets throughout the EU, with a particular focus on those regionswhich currently exhibit a skills deficit.• The development of strategies to encourage closer cooperation between employers and educationalinstitutes to ensure:• A balance between on-the-job practical and tacit learning with more formal accredited learning. In somecountries this may involve adaptations to educational delivery practices, curricula and accreditationsystems. It may also involve developing new models of co-operation between employers and educationproviders.- 129 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>• The investigation of mechanisms to speed up the response of educational institutions to changes in thelabour markets.• Increased attention to the development of teaching and learning methods for ‘soft’ skills.• Learning packages which enable workers to move flexibly between employment and education in order toupdate their skills and knowledge continuously throughout their adult lives, including courses developedon the sandwich model.• The development of special courses aimed at the integration of excluded groups such as the functionallyilliterate, unskilled manual workers and older workers into the labour market.• The provision of technical and learning support on-line so that workers can access them on demand.• School curricula should be made more attractive to encourage students to enter IT professions.• Attention should, however be paid to ensuring what is good in our institutional traditions should beretained and we avoid ‘throwing the baby out with the bathwater’ and inadvertently losing quality.Adaptation rather than complete revolution should be the aim.• Improvement in data sources and classification systems to enable the new forms of work to be tracked atsectoral and occupational levels. In particular closer collaboration should be encouraged betweenscientific institutes and official statistics offices to enable the analysis of microdata. Comparabilitybetween national data sets should be encouraged.• The development of mechanisms to speed up flows on the <strong>European</strong> labour market, including the potentialrole of temporary work agencies in the transition process.• Measures should be taken to ensure that self-employed workers and other ‘free agents’ are notdiscriminated against in the labour market but are recognised as diffusers and creative sources of newideas, new ways of working and new enterprises.• Attention to be paid to intellectual property issues to ensure that models derived from manufacturingindustry are not inappropriately applied to the knowledge industries.• Thought should be given to the relationship between on the one hand the migration of people fromdeveloping countries to jobs within the EU and on the other the outsourcing of work from the EU to thesecountries. If possible strategies should be aimed at encouraging a virtuous cycle of growth in developingcountries thus simultaneously developing the standard of living of their people and expanding markets for<strong>European</strong> goods and services.- 130 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>7.4 Fifth International Workshop on <strong>Telework</strong>: "<strong>2000</strong> and Beyond:the Future of (tele)work - Stockholm, Sweden: August 28 to September 1, <strong>2000</strong>The Fifth International Workshop on telework looked at ‘<strong>2000</strong> and Beyond’ and the future of teleworking aspart of the general work place revolution.This year’s event brough together a truly international group of teleworking researchers. Some 16 countrieswere represented, several from outside of Europe, including the USA, Indonesia, Brazil, Canada, Japan andIndia.The workshop focused on a number of key issues related to telework: Transportation; Regional development;Psychosocial effects; New ways of organising work; Management and learning; Legal rights; Temporaryorganisations.Key note speakers at this year’s event included the Swedish Minister of Industry, Mona Sahlin; Stig Fägerbornof Ericsson, who talked about ICT in China; Patricia Mohktarian from the USA, on the theme of <strong>Telework</strong>and Transportation; and Jeremy Millard from Denmark, who drew out the links between telework and theemerging concept of ‘eWork’. In addition to the key-note speeches, over 40 papers were presented in parallelworkshop sessions. Business seminars and PhD meetings also took place, as well as company visits and anentertaining programme of hospitality.The Workshop was organised locally by Professor Birger Rapp and took place at the Museum of MedicalHistory Eugenia, Stockholm. For more details, visit: www.<strong>Telework</strong><strong>2000</strong>.nu- 131 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>7.5 <strong>European</strong> Assembly on <strong>Telework</strong> <strong>2000</strong> - London, September 13 to 15, <strong>2000</strong>7 th <strong>European</strong> Assembly on <strong>Telework</strong> and New Ways of Working<strong>Telework</strong> <strong>2000</strong> continued to develop themes presented by previous <strong>European</strong> Assemblies, but with theemphasis on the practical application of flexible working schemes. Practical solutions were presented for:• Managing a remote workforce• Managing change• Remote training and re-skilling• Introducing new technology• Internal communications• New E-business• Corporate social responsibility in a 24-hour societySession highlights:Work is Changing-the Future is Now: A brief presentation on how technology is changing the way we workand how we can adapt to maximise the benefits led onto teleworking and the roles of business, government,and society. This session ‘set-up’ the framework of the conference with presentations by politicians and amedia personality.The Corporate Competitive Advantage to Flexible Working: This session discussed the rationale behindthe use of telecommuters and freelancers, how they are best utilised to create advantages for corporations. Itasked questions related to the main business drivers behind the use of flexible working scenarios, whichcompanies will benefit from flexible programmes, and how to convince corporate Europe of the advantages ina changing market.Government Leads by Example and Encourages Change in How we Work: This session includedsuccessful government case studies on flexible working schemes with regard to the governmental departmentsthemselves, aswell as the broader impacts on communities as a result of flexible working i.e.: traffic,pollution, taxation, parking.EU.COM: Making it Work in Corporate Europe-Incentives for Change (taxation, productivity, etc.):Can government effectively encourage positive change ? This session discussed and offered suggestions forpractical vehicles of encouraging government and corporations to adopt flexible working schemes.New Business: Are some e-businesses falling into the trap of setting up conventional workplaces andstructures ? This session discussed the mechanics of setting up in e-business and how to link it into flexibleworking. What tools will you need? How do you go about marketing your business? How do you break intothe market, and begin to attract clientele? What are the advantages of e-business which will push you ahead ofyour competitors in the marketplace?- 132 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>General Assembly: Breaking the Mould: During this session, Stelios Haji-Iaonnu gave us insight on thechanging attitudes in the marketplace towards working, and how to branch out into less traditional ways ofdoing business. This session was motivational, and encouraged the delegates to think ‘outside the box’ aboutnew ways of working and promoting their business.Breakout Sessions were held on: The Free Agent Nation; E-Work and Corporate Responsibility; SocialInclusion and Equal Opportunity; and Re-Engineering for Home and Office.The second General Assembly was concerned with Successfully Managing Change and Transition: Howdoes a corporation adopt a flexible-working scheme? What are the key messages to send to employees? Whatare the key points to address to ensure a successful transition into flexible working?Breakout Sessions concerned: A Vision for Management; New Equipment and Technology; DistributedOrganisations; Virtual Training, Re-Skilling and Education.The third General Assembly addressed the Transport Debate: Transport is a widely debated issue, whichcan be directly and positively influenced by telecommuting. Two views exist of the impact of telework on ourtransport and planning systems. On one hand telework will reduce our need to travel and will re-balanceregional employment and housing on the other 'hypermobile' people freed up from any sense of local identitywill create urban sprawl and endless travel. The object of the session was to give government food for thoughton telework as a component in the transport/planning mix and organisations some future view on how theyshould plan their logistics.Breakout Sessions concerned Corporate Case Studies; A Call Centre Case Study; A Financial ServicesCase Study; and a Government Case Study: These sessions provided an in-depth study of (a)corporation(s)/institutions who have made a successes of flexible working financially, operationally, andwithin their workforces. The object of the sessions was to present applicable information for organisationswanting to follow suit.Following a tour of the Manpower and BT Dome Exhibitions, Peter Cochrane of BT gave us insights intopossibilities for working in the future. He introduced some concept technology, and explored how these newtechnologies might affect our work-styles and life-styles in the future.In association with the main conference, there were:• The Siemens <strong>Telework</strong>ing Excellence Award for a large or medium sized organisation who hassuccessfully implemented new working practices and has delivered real benefits.• BT-Workstyle Consultancy Group workshops to learn from a range of case studies and situations whatorganisations can do to ensure a flexible working initiative is implemented successfully.- 133 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>7.6 eBusiness & eWork conference & exhibition, Madrid 18 – 20 October <strong>2000</strong>The eBusiness and eWork conference will show how emerging technologies are generating exciting researchopportunities and new business ideas. This event is aimed at delegates who want to :• Learn about the latest developments•Exchange information and experiences• Make and renew contactsThe events scope is based on the new <strong>European</strong> initiative in New Methods of Work and Electronic Commerce,which is part of the <strong>European</strong> Commission’s Information Society Technologies (IST) programme. Theconference provides a forum for presentation and discussion of new highly innovative developments in e-work,e-business and e-commerce and issues related to individuals, organisations and markets in the emerging digitaleconomy.Whom will you meet at e<strong>2000</strong>?The conference will mainly attract project managers. These senior people in an organisation, that areresponsible for the direction of RTD projects and monitor their activity, results and financial progress. Thesame people are usually instigators in preparing new internal and external research proposals and arefrequently seeking contacts with potential partners, contractors and funding bodies. As they may well beinvoved, at least initially, in the exploitation of project results they also look for marketing outlets. Because oftheir knowledge, it is likely that they would also advise on the introduction and implementation of technologyin their own organisations and take part in buying decisions. They come from Industry, Universities andResearch Institutes.In addition e<strong>2000</strong> appeals to those on the fringe, who are affected in some way by new technology. Theyinclude Consultants, Systems Vendors, Software Developers, Venture Capitalists, Legal experts and BusinessManagers as well as SMEs – small and medium enterprises.The programmeThe programme covers three days that include three plenary sessions, eight parallel sessions in at least sixstreams, an exhibition and social events, including a partners’ programme. Parallel sessions will describedevelopments in technology, highlighting results and industrial potential. Keynote speakers in the plenarysessions will emphasise future developments, market forces and business strategies. Sessions particularlyrelevant to eWork include:• Global issues concerning e-work• Workflow Management• Applications of new methods of work• Teamworking• Managing <strong>Telework</strong>• <strong>Telework</strong>ing tools• Skills and training• Technology sessions such as: databases and datamining; agent technology; human centred Internet access;platforms and standardsThe event takes place at the Conference Centre of the NH Hotel, ideally situated in the Madrid’s commercialcentre.The conference secretariat is provided by ADERA Service, phone +33 556 15 11 98.Conference web site: http://www.ebew.net- 134 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>7.7 eWork <strong>Week</strong> <strong>2000</strong>What is eWork <strong>Week</strong>?eWork <strong>Week</strong> (eW²) is building on the successful foundation of <strong>Telework</strong> <strong>Week</strong>, that has been running since1995. New paradigms in business and administration now show that work processes need to change rapidly tomatch the changes being brought by the emerging Information Society. These changes go far deeper than thesimple relocation of work suggested by the term telework, hence the broader term of e-Work.eW² aims to reach out to the broadest population of citizens, and help them understand this process of change,helping to accelerate adoption of new working methods and changing attitudes to its implementation. This isachieved through focussed events held all around Europe. These events are typically held not only in the maincity but also in the regions where individuals have less opportunity to attend events. These events may take theform of discussions, workshops, open days, seminars. Other forms of event may take place virtually across theInternet, or through phone-in on local radio.The topics covered in these events can also be wide ranging with some of the possible topics outlined below:• Technological solutions for the networked organisation• The social impacts of working in the Information Society• New working practices to help the integration of the disadvantaged into work• Impact of new working practices on work legislation• How to gain a competitive edge by introducing e-workOrganisers of events are encouraged to network and use the branding of eW² to maximise their local impact,and draw on resources that might not be usually available to them.eW² will actively contribute to <strong>European</strong> Union policy objectives, outlined in the eEurope initiative, the"Strategy for Jobs in the Knowledge Economy".- 135 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong><strong>Telework</strong> week was launched in 1995, and has run every year since then. During this time there have been:• Over 500 events, attended by over 60,000 people• Over 1000 press articles, published in national, regional, and specialist publications• Programs and interviews about telework, broadcast on national, regional and international TV andRadioEach year several million <strong>European</strong>s have been helped to understand the processes and issues of new ways ofworking. Largely this has been achieved with low budgets and a lot of goodwill from local organisers.eWork <strong>Week</strong> <strong>2000</strong>The ObjectivesFor Europe and its citizens to continue to enjoy improving living standards and quality of life, they need toadapt to the rapid change that is confronting them. The primary objective of eW² is to accelerate the processesthat help the businesses, administrations and individuals adapt to the changing working environment. Anaction such as eW² cannot aim to provide answers to all the questions, merely to stimulate the asking ofquestions and facilitate the process of finding answers.A second objective is to extend previous activities to include the new accession countries, helping to align theireconomies with those of the current members.The Targets• Organisations exploring and implementing new business practices• Individuals working directly or indirectly for these companies• Strategists and policy makers shaping the Information Society• The public via press and media- 136 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>7.8 eWork Awards <strong>2000</strong>The <strong>European</strong> eWork week greatly extends the outreach and awareness activities for new methods of workthroughout Europe and into the new accession states, building on the formula of local events, and mediacoverage of these events and best practice drawn from local communities. The best practice element has beenhighlighted in the <strong>European</strong> <strong>Telework</strong> Awards which were launched in 1997. Over 150 examples fromindustry and administrations around Europe have been submitted as candidates for the awards and areacknowledged to bring significant benefits to the participants. In <strong>2000</strong> the award categories have beenredefined to reflect the current trends towards wider definitions of eWork and in the context of theCommission’s eEurope action plan.1. Best Example of Business TransformationAward Categories in <strong>2000</strong>This category is for those so-called “traditional” organisations, public and commercial, where newmethods of work, enabled both by a better structuring of processes and workflows and by the growing use ofinformation and communication technology (ICT), are significantly improving performance.Criteria to be considered: breadth of uptake, quality of communications and access to information, clarity ofobjectives and measured achievements (e.g. reduction of infrastructure costs, improved customer service,retention of staff).2. Best Example of Start-up EnterpriseCandidates in this category are newly established enterprises using various forms of flexible businesspractice and organisation, in particular through internal (e-work) and external (e-commerce) electronicnetworking, in order to reduce both their investment and operational costs and their time-to-market.Criteria to be considered: integration of technology use in business process, clarity of objectives and measuredachievements (e.g. width of markets and networks in which the enterprise operates).3. Best Example of Framework AgreementFramework agreements are generally needed in e-working organisations, in order to supplement inadequatelabour laws. Therefore, candidates in this category are required to also provide an outline of relevantlegislation in their country, to allow for a fair evaluation of their case.- 137 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Criteria to be considered: employees’ rights protection (see e.g. the EC’s 1997 Green Paper on “Partnershipfor a New Organisation of Work”), applicability to other organisations, other countries.4. Best Initiative Supporting InclusionSuch initiatives have as an objective to use ICT to support productive inclusion of disadvantaged groups.These include; equal work opportunities for women, for disabled and elderly people with reduced mobility,as well as remote and/or underdeveloped regions.Criteria to be considered: measured impact, as well as the potential impact to stimulate the social andeconomic inclusion, applicability to other people groups or to other regions.5. Best Contribution to Public AwarenessCandidates in this category are media, news, advertising agencies or their clients, etc. A single or multipleadvertisement campaign, article or broadcast, periodical publication, website, major event, all these andmore are eligible.Originality and effectiveness are the most important criteria here.6. Best Supporting Technology or ServiceNew technologies and services, enabling us to work where we want, are coming on the market every day. Inthis category, there are only winners, although there is just one first price; all nominees will grasp theattention of authorities, enterprises and individuals who promote new methods of work organisation, inEurope and beyond, and tune in for the <strong>Telework</strong> Awards.Procedures and Deadlines for Candidates1. Submission of Nomination Entry Dossiers (by 8 th September <strong>2000</strong>)2. Selection of 3 Nominees per CategoryThis will be done by an Expert Panel during the week of 8-15 September; nominees will be announced onSeptember 15th at the <strong>Telework</strong> <strong>2000</strong> Conference in London3. Election of 1 Winner per Category• The public will be allowed to vote for the Winners in each category, from September 15th on, via the e-Work <strong>Week</strong> website• The attendees and the Expert Panel will vote on November 3rd at the Awards Ceremony in Brussels andthe Winners will be announcedEach of the 6 Awards is a numbered copy mouldedfrom a unique sculpture by French sculptress LilianeCaumontE-Work Awards NominationsMartech International SAPlace Favresse 45B- 1310 La HulpePhone +32 2 652 2227- 138 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Fax +32 2 653 1486,E-mail info@martech-intl.com- 139 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>7.9 IST <strong>2000</strong>, Nice, France - 6 th to 8 th November <strong>2000</strong>This year, the <strong>European</strong> Commission with the support of the French Ministries of Research and of Industry isorganising the Information Society Technologies Conference (IST'<strong>2000</strong>). This conference will take place fromNovember 6th to November 8th at the Nice Conference & Exhibition Centre.This symposium is the yearly assessment of the Information Society and Technologies Programme (IST), partof the <strong>European</strong> Framework Programme for Research and technological Development. Sessions will be held onkey progress in the fields of <strong>European</strong> research and development, as well as other important issues such asregulatory aspects and developments in the use of information technologies. An exhibition will also be held,presenting real results from R&D projects, bringing together about a hundred exhibitors.4000 world-wide participants are expected from many different fields (Research & Developmentprofessionals, economic decision-makers, etc.). The IST'<strong>2000</strong> Conference will therefore be a significant eventduring the French presidency of the <strong>European</strong> Union.The new economy, sustainable development, and new organisation of business and work, will be the subject ofa sub-group of three sessions, which will take place on Tuesday November 7th from 11h00 until 18h00. Thefinal session (16h30 until 18h00) of this group will involve a round table discussion with participation fromdifferent countries (using interactive multi-site video). It will be animated by an economic journalist (PhilippeSassier or Ivan Levaï) and will involve high level personalities from the political, economic and scientificworld (John Monks TUC UK, Tom Malone MIT USA, José Magalhaes, member of the Portugueseparliament).- 140 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>8 Gender and <strong>Telework</strong>8.1 Gender and Social Exclusion IssuesAs part of the 5 th Framework Programme for RTD, studies have been commissioned to assess the genderimpact of the specific programmes. This includes a specific gender analysis of the programme for research,technological development and demonstration on a “User-friendly Information Society”.Gender issues relevant to the information society extend beyond the technologies and include employment,education and training, health, leisure, shopping, transport, citizenship, accessing other information andmaintaining social and family kinship networks. These are areas of activity that are not shared equally betweenmen and women and consequently the impact of the information society could confirm or modify traditionalroles. This relates to the world of work but also to decision-making in general, where IS has an impact ongender inequalities and opportunities, for example in business and government at various levels. These issuestouch on social exclusion and integration, creating diverse sets of both threats and opportunities.Opportunities, if people are already isolated socially, geographically or economically, to reduce this isolation,but also threats if the isolation limits or reduces the potential use of IS. These possibilities of enhancedexclusion or integration are further not equal between gender groups.The study of gender in the “User-friendly Information Society Programme” is examining gender involvementat various stages of RTD programme development. Firstly for policy development, initiation and design,secondly for implementation, including issues of management and evaluation. Thirdly participation levels inthe programme itself and finally, an assessment of external societal interest eg participation in events, partnersearch etc.differentiated by gender.8.2 Equality and <strong>Telework</strong>Taken from the “Euro-telework project: Second draft report on equality and telework in Europe” by UrsulaHuwsThe convergence of new information and communications technologies (ICTs) sometimes known as telematicsis facilitating enormous upheavals in the organisation of human activities in time and space. Indeed, such isthe scale of these changes that there is a widespread belief that they are ushering in a new era in humanhistory.Whilst the exact proportion varies depending on the industrial structure of any given economy, it seems likelythat about 30% of jobs in most developed countries are wholly or partially 'delocalisable' through the use ofICTS, whilst the remainder are largely 'fixed'. The employment contract typically assumes that the time whichis spent on those premises 'belongs' to the employer, whilst the time which is spent away from the site (againwith some exceptions) 'belongs' to the worker, and can be regarded as 'leisure'. This lack of separationbetween space and time has a number of far-reaching implications eg for health and safety, pay, training, rulesystems, equal opportunities, the issue of equality.In many countries, legislation for equal opportunities is designed to minimise discrimination on the grounds ofgender, marital status, race or other factors and works on the principle of finding comparators. Whereworkers are dispersed to distant sites, such as call centres or remote back offices, or working from home, itbecomes difficult, if not impossible, to prove comparability with workers at head offices or on other distantsites. This may act to subvert equality of opportunity but is not universally the case, eg Germany.- 141 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Why equality matters in the context of ICT introductionThere is no intrinsic reason why any technology should affect one social group differently from another. Wewould be unlikely, for instance, to ask ourselves questions like 'How does electricity affect red-heads?' or 'howdoes the railway affect Catholics?'. However we might find ourselves asking, 'how does voice recognitiontechnology affect blind people?'. Such a question is justified because there are grounds for believing that thegroup shares some special characteristic (in this case, a strong dependence on information which is received ortransmitted audibly), which might be differentially affected, either positively or negatively, by the technologyin question.The justification for examining the equality implications of teleworking rests crucially on past patterns ofdiscrimination which have resulted in differential positioning on the labour marketSignificant dimensions of inequalityLabour market segmentation takes several different forms:Vertical segregation Whereby the most senior jobs are occupied by members of privileged groups (e.g. ablebodiedwhite men) whilst members of disadvantaged groups are found in the lowest-grade jobsHorizontal segregation Whereby different groups are concentrated within separate sectors, departments oroccupational groups. Examples of this might be the concentration of women in industries such as clothingmanufacture or food processing, or in occupations such as typing, or the concentration of migrant workers inmanual service work such as cleaningSegregation by contractual form Whereby privileged groups monopolise 'core' jobs with permanent, full-timeemployee status whilst disadvantaged groups are found disproportionately amongst temporary, casual and oncallworkers and the pseudo self-employedSegregation by working hours Examples of this might include disadvantaged groups being concentrated in theleast popular shift patterns (e.g. ethnic minority workers working the night shift) or a concentration of womenin part-time work, which may be characterised by lower levels of employment protection, fewer promotionprospects and poor training opportunities compared with full-time work.Geographical segregation It appears likely that with the introduction of ICTs to enable work to be carriedout remotely we may also be seeing the emergence of a new form of segregation based on geography, withhigh-flying jobs with greater opportunities for advancement being based in city centre offices whilst the moreroutine low-skilled low-paid jobs are relocated to peripheral regions e.g. in remote call centres or back offices.The former are more likely to be held by privileged groups and the latter by disadvantaged groups. Byintroducing a spatial dimension to the gender and/or ethnic division of labour, this introduces new obstacles toclaiming parity of treatment, since most equality legislation requires a complainant to find a comparator basedon the same site in order to prove discrimination.GenderIn any discussion of inequality it is important to avoid considering gender as a unitary category. Any givenchange will therefore be highly differentiated in its effects: some men will be advantaged while others will bedisadvantaged; some women will benefit while others will be affected adversely. If women as a group arepotentially affected unequally by any given change then this will be only insofar as their existing socialposition is unequal. There may be for example, income disparities in differing national contexts, also genderbasedincome gaps within EU countries and differential impact of ICTs on ocupations, also other structuraldifferences eg working hours, leisure availability, access to education.ExampleThe EU Task Force on Human Resources, Education, Training and Youth when evaluating the impact of themajor EU education and programmes, found that "the net effect of the programmes was to widen the gap- 142 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>between men's and women's skills. Women participated in typically female areas such as languages (81% inlanguage subjects of ERASMUS) and in school-based exchanges such as PETRA (about 50%) but werescarcely found in the more technologically-based programmes of FORCE (19%) and COMETT (15-34%depending on the action) and in engineering subjects of ERASMUS (17%). EcaTT web-site -http://www.ecatt.com<strong>Telework</strong>ing and Gender: the evidenceWhatever the exact percentage in each country, it is clear that there are national variations in the patterns ofteleworking. Ursula Huws has speculated that these may be linked to a number of factors, includingaffordable access to the technology, the national type of welfare regime, the regulatory climate, the prevailingworkplace culture and the degree of urbanisation. She concludes that despite differing levels of home-basedteleworking, the gender structure looks surprisingly similar between countries. There are significant genderdifferences in the pattern of work location. If those who work at home are separated from those who workfrom home eg in the UK statistics, it becomes clear that whilst men predominate amongst the nomadicteleworkers who use their homes as a base, women predominate amongst those who use their homes as a fixedworkplace. These results suggest that women teleworkers are more likely to be in socially isolated situationsthan male teleworkers and women who work mainly at home have a much higher incidence of low pay thanfemale employees more generally. However this incidence falls dramatically amongst those who work'partially' at home and 'sometimes' at home. By contrast, men who work from home are slightly less likely (at8%) to be low-paid than men in the workforce as a whole (9%). Working at home therefore seems toaccentuate the wage polarisation which already exists elsewhere.It seems likely that women who work partially at home and partially elsewhere form part of a privilegedminority which has succeeded in entering relatively desegregated professional and executive occupations on amore or less equal basis with men. In general, the occupational profile of teleworkers is biased towardsprofessional, technical and managerial occupations and, in accordance, with this profile, to be highly educated.Whilst only 27% of the total UK workforce has achieved a graduate degree, 47% of teleworkers are graduates,whilst 11% have postgraduate degrees, compared with only 5% of all those in employment. A similar picturecan be found in Finland and Luxembourg.Examples of issues for negotiation or regulationIn order to ensure that the development of teleworking enhances equality of opportunity between men andwomen the following points should be borne in mind, and which may need to be addressed:- Companies or sectors where there is evidence that teleworking is a 'perk' mainly available to men inhigher-level occupations;- Companies or sectors where home-based-jobs are of a routine and repetitive nature and there is alikelihood they are mainly carried out by women.In addition to the detailed analyses, Ms. Huws makes specific recommendations for action at societal level, fortrade unions and for companies and are outlined in her report. She also points to the huge potential shortage oflabour in the EU predicted between now and 2050 and the need to address this also in the labour market, andwith respect to gender issues for telework.Contact:Jean MILLAR<strong>European</strong> CommissionDG Information SocietyE-mail: Jean.Millar@cec.eu.intUrsula HUWSAnalyticaE-mail: analytica@dial.pipex.com- 143 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>9 <strong>Telework</strong> in the <strong>European</strong> CommissionIn July 1997, the <strong>European</strong> Commission adopted a set of policy recommendations on the Labour Market andSocial Dimension of the Information Society 40 . This included a recommendation to promote telework inEurope, and a commitment to study how to explore the use of telework within the Commission itself.In <strong>2000</strong>, the Commission is itself in a process of institutional and administrative reform. This includes a"complete rethinking of our working methods". The initial analyses of opportunities for increased efficiencyand accountability have identified telework as one of the opportunities. The target date for implementation ofreform is the end of <strong>2000</strong>.The potential benefits and limitations to telework in a large Public Administration like the <strong>European</strong>Commission (15,000 staff) have been explored in a Pilot project, initiated in 1998, and currently underevaluation. <strong>Telework</strong> within the project had four principal objectives :-• to increase the efficiency of the Commission through more effective use of staff time and skills;• to enhance staff's well-being through assisting them to reconcile work and private life and reduce traveltime and stress;• to establish good practice in the application of telework in a public administration;• to contribute to environmental improvement in host countries. By reducing the number of Commissionstaff commuting by car during peak hours the Commission can contribute to a reduction in congestion,pollution, accidents, fuel consumption etc.The telework pilot project currently involves 132 Officials in two of the Commission’s General Directorates:Those responsible for the “Information Society” and “Employment” policies. All teleworkers have signed amanagement agreement with their respective manager and Director which outlines the parameters within whichtheir individual telework will take place.In the Employment DG, 32 teleworkers are currently taking part in the project. The number has been stablesince the start of the pilot in January 1999 although 14 individuals have left the project since its start and havebeen replaced. The teleworkers are currently 16 Grade A staff (including 2 Heads of Unit) 10 Grade Bs and 6Grade Cs. All participants are volunteers whose involvement in the pilot has also been approved by theirmanagement. There are 16 men and 16 women, and all Directorates are represented. All teleworking is carriedout from the teleworkers' homes. <strong>Telework</strong>ing currently represents 19% of working time, and can be up to40% of the total time (ie 2 days a week). The pattern of telework varies and can be either for fixed or variabledays, full days, half days or just a couple of hours to enable the teleworker to avoid travelling during the rushhours.Within the Information Society DG, 90 teleworkers currently take part in the pilot. This number has increased:From an initial number of 40 in January 1999, 10 have left the pilot, and 50 additional volunteers joined forthe second phase starting on the 1 February <strong>2000</strong>. The teleworkers are currently 68 Grade A staff (including 3Heads of Unit and 3 Directors and 2 LA), with 11 women and 57 men; 14 Grade Bs (4 women and 10 men),and 8 Grade Cs (6 women and 2 men). All are volunteers, and all Directorates and job types in DG INFSO arerepresented.40COM(97)390- 144 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Within DG INFSO, three models of telework are explored: Some teleworkers' work part-time from theirhomes, as in DG EMPL. Others are equipped to work where-ever they may be while on official travel, bothwithin the EU and in other countries: Particular attention has been given to this mobile aspect of teleworkbecause of the involvement of the DG with the development of mobile communications. A third option ofwork in Commission Offices away from the normal place of work (in Brussels for Staff normally based inLuxembourg, and vice-versa) has so far been little used. <strong>Telework</strong>ing accounts for up to 30% of total workingtime, but the pattern of telework varies with the type of telework and individual preference..Questionnaires were issued in April <strong>2000</strong> to all teleworkers, their managers and selected colleagues in bothDGs. A number of clear messages emerge from these surveys:-• Both managers and teleworkers continue to report that teleworking brings clear net benefits to theCommission in terms of the quality and quantity of work produced and the number of deadlines met.• <strong>Telework</strong>ers enjoy the experience of teleworking and are deriving real personal benefits from it.Advantages identified include a reduction in commuting time; less stress; a better combination of work andsocial/family life and better working conditions;• The pilot is succeeding in its aim of giving staff practical experience of teleworking. It is also making acontribution, albeit very modest, towards reducing the number of peak-hour commuters in Brussels.• Some managers report that teleworking is having an adverse effect on communications within theirteams. This finding which will need careful consideration before the introduction of teleworking on awider scale can be contemplated with confidence.The principal achievements of the Pilot so far are:• A common management agreement, implementation and evaluation framework was established: Asubstantial number of members of Staff in both DGs volunteered to participate, and had the support oftheir superiors and Directors for their participation. Within this common framework, a wide diversity ofwork arrangements have been explored by staff in all grades and with a wide variety of responsibilities;• Benefits have been identified in both the quality and quantity of work done, and in the ability of staff toreconcile work and family or health requirements. The pilot has proved a successful framework withinwhich such impacts can be monitored.• Many initial problems with informatics and telecommunications tools have been resolved. Effectivetechnological platforms have now been provided for the support of home-based and mobile telework, withreliable remote access to e-mail. Some teleworkers have also experimented with remote access to theIntranet, internet, shared files and some applications. However, with fast-changing technologies, bettersystems will always become available, and the technical infrastructure has been kept under constantreview;The pilot has attracted wide interest in many services of the Commission, and in other <strong>European</strong> institutions.Articles have been published in newspapers and magazines, allowing others to benefit from our experience.- 145 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>The principal outstanding issues which remain to be addressed are the following :• Most teleworkers and their colleagues report significant benefits and no negative impacts. However, somemanagers are still concerned about communications, both between the teleworker and the manager and theteleworker and the rest of the team. Where informal face-to-face contacts still dominate communications insome Commission Units, specific measures will be needed to address this problem (e.g. more structuredexchanges, involving all staff, including teleworkers).• The Pilot has been implemented with individual “Management agreements” between each teleworker,his/her immediate superior and the Director concerned. As in most other organisations, wider use oftelework options may also require a negotiated framework agreement setting out rights and responsibilitiesof the staff and the organisation in more general terms;• While the technical infrastructure supporting home-based telework has been greatly improved since lastyear, there is still room for improvement..• The rapid growth in capabilities of mobile communications opens up new teleworking options, much moreflexible in the place of work, for example while on official travel outside Brussels. Some of these optionshave been explored, but the technology capabilities continue to evolve very fast.A complete report of the evaluation of the Pilot, including an independent external evaluation, will bepublished in September <strong>2000</strong>, and its conclusions will be taken into account in further development oftelework options.Personal benefits% of teleworkers9080706050403020100Less commuting timeLess stressLess interruptionsBetter work/family balanceMore time to readMore convenient work timeBetter working conditionsAble to work full-time- 146 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>No. of teleworkers9080706050403020Work impact measuresImprovedNo changeWorse100Quantity ofworkQuality ofworkTimelinessOwn worksatisfactionSafisfactionof othersContact withmanagerContact withothers- 147 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>List of AnnexesAnnex 1:JOINT STATEMENT FOR THE LISBON SUMMITAnnex 2: EUROPEAN TELEWORK WEEK '99Annex 3:EUROPEAN PROJECTSAnnex 4:ON LINE EUROPEAN TELEWORK SITESAnnex 5:DEFINITION 1 GLOSSARYAnnex 6:PUBLICATIONS- 148 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>- 149 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Annex 1:JOINT STATEMENT FOR THE LISBON SUMMITCover letter:March 9 th , <strong>2000</strong>His Excellency Mr António Manuel de Oliveira Guterres,The employers and trade unions in the telecommunications sector are pleased to submit a joint statement as acontribution to the Lisbon Summit.The Lisbon Summit is a valuable opportunity for Member States and <strong>European</strong> institutions to progress themodernisation of <strong>European</strong> economies and societies. Economic reform, growth and social cohesion in today'seconomic environment face unprecedented challenges that must be responded to at all levels.We believe that effective partnership between employers and trade unions is necessary to respond decisively to thosechallenges. Change should be managed through cooperation rather than through conflict and we are working togetherat <strong>European</strong> level to ensure that our employees and our companies are better equipped and prepared to tackle thechanges brought about by the Information Society. Europe must be able to face the challenges ahead and we wish tocontribute to this process.As the attached statement shows, we have developed a partnership for training and education and a partnership forwork organisation in response to the recommendations outlined in the Commission’s paper ‘Strategies for jobs in theInformation Society’. As employers and trade unions we have a responsibility to help employees to utilise their fullpotential for their benefit, for the benefit of industry as well as for Europe as a whole.Therefore, the employers and trade unions in the telecommunications sector reaffirm their commitment to worktogether through an effective partnership. This will enable them to enhance their contribution to the advancement ofEurope, the companies and their employees.Yours sincerely,Dr Luis Penedo NevesDr Manfred H. BobkeHead of Telecoms DepartmentSenior Executive Vice PresidentUNI-Europa TelecomHuman ResourcesDeutsche Telekom,on behalf of the employers listed at the end of the Joint Statementcc:His Excellency Dr Eduardo Luís Barreto Ferro Rodrigues, Minister of Labour and Solidarity, President of the Council ofMinisters of the <strong>European</strong> UnionHis Excellency Dr Vasco Valente, Ambassador Extraordinary and Plenipotentiary, Permanent Representative of Portugal tothe <strong>European</strong> UnionMs Commissioner Anna Diamantopoulou, Member of the <strong>European</strong> Commission in charge of Employment and SocialAffairsMr Allan Larsson, Director General, Directorate General Employment and Social Affairs, <strong>European</strong> CommissionMs Odile Quintin, Deputy Director General (a. i.), Directorate General Employment and Social Affairs, <strong>European</strong>Commission- 150 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Joint Statement:EMPLOYERS AND TRADE UNIONS IN THE EUROPEAN TELECOM SECTORJOINT STATEMENT FOR THE LISBON SUMMITNew work organisation and skills for modernisation, growth and competitiveness in the InformationSocietyIntroductionMarch <strong>2000</strong>The Employers and Trade Unions in the <strong>European</strong> telecommunications sector wish to contribute to thechallenges addressed by the Lisbon Summit, namely building a competitive and inclusive knowledge-basedeconomy in Europe.We consider the Information Society to be an opportunity that must be grasped by <strong>European</strong> economies andsocieties. This new economy will bring challenges and benefits to companies, employees and to society as awhole. In the digital marketplace where the flow and quality of data and information is crucial, thetelecommunications sector is a fundamental driver for the whole economy.In this context, the employers and the trade unions in the sector wish to make a joint contribution to theCommission's Communication "Strategies for Jobs in the Information Society". An active partnership betweenemployers and trade unions is essential to make the most of the opportunities ahead.Our contribution focuses on the key issues which, from the perspective of the Lisbon Summit, are ofparticular relevance for the employers and the trade unions. Training and the modernisation of workorganisation are the key elements to ensure the emergence of a better trained, more motivated and flexibleworkforce which will be the main asset for more efficient, modern and competitive companies and the<strong>European</strong> economy as a whole.1. ICT Training for all employees: the learning organisationEmployees must be prepared to tackle the new technological challenges, while the companies, in a rapidlychanging environment, need a well trained, more flexible, satisfied and adaptable workforce. A focus onlearning and development with commitment and investment from governments, employers, employees andunions is essential to ensure that Europe has the right people with the right skills at the right time to exploitthe opportunities that the IT revolution will bring within national boundaries, on a pan <strong>European</strong> basis and inthe global markets that the communications industry is creating.Reskilling and training will enhance employability in a world of change, while increasing job satisfaction andcapacity to adapt to an ever changing environment in our dynamic industry which will be at the heart ofeconomic development. It is not an option for companies or employees, it is a matter of survival.However, upgrading and updating skills is not only a career decision, it is also a personal and lifestyle choice.Employees will benefit from their ICT skills at home with the internet providing ever increasing access to onlineinformation, entertainment, and education in a digital environment. This in itself will provide an extendedconsumer base and provide a further mutuality of interest between employers and employees.- 151 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>The telecommunications operators have already devoted a substantial amount of resources to providinglearning and development to their employees. In turn, many employees have made use of their own financialresources and their own time in order to upgrade their skills.This process in which companies and employees have mutually committed to continuous development andtraining must be further consolidated. The trade unions and the employers consider that the Lisbon Summit isthe opportunity to strengthen both parties’ commitment to this objective:The employers and the trade unions wish to confirm that they will work together so that by the end of theyear 2001, every employee in every company will have the opportunity to raise their awareness of ICTand receive essential ICT training on a commitment for commitment basis.2. Certification of training in ICTThe implementation of certification mechanisms would provide a means of validating ICT skills and enhanceemployee employability within the broader employment market. The employers and the unions in the sectorbelieve that skills certification is crucial and further that the prospect of pan <strong>European</strong> certification should beexamined.The employers and trade unions will work together with the education sector in order to examine thescope for introduction of <strong>European</strong> certification together with ensuring that all employees who haveobtained relevant ICT skills are able to enjoy a high level of portability of their skills through recognitionin all EU companies.3. Use of Internet as a training tool: learning by doingICT training of all employees and certification of their skills will be facilitated by the use of the technologyitself. The Internet is an ideal vehicle for delivering the ICT training and education to the Information Societyworkforce.The employers and trade unions believe that they must cooperate to develop on-line training and education thatis responsive to ongoing changes in the sector and is readily accessible to employees.The employers and trade unions will work together in order to promote the use of Internet based ICTtraining within the sector, leading to certified and portable qualifications for all employees.4. Modernisation of work organisation: a new workplaceRapid changes in the competitive environment coupled with the development of new technologies call for themodernisation of work organisation. The employers and the trade unions are aware of the fact that thetelecommunications environment has changed considerably and both parties need to adapt to take advantage ofthe new opportunities and challenges.A new paradigm of work is developing with opportunities to create new and higher quality jobs which are lessdependent on location. New technologies, global competition, rapid economic changes and speed and volumeof information call for flexible and adaptable work relationships and organisation.<strong>Telework</strong> constitutes a new form of work organisation which is particularly important for the sector. Itsincreasing use is a clear sign of a necessary trend towards a more flexible and mobile workplace.- 152 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Europe-wide principles on telework will be an important enabler for developing flexible organisations in all theMember States, while respecting every company's freedom to adapt those principles in agreement with itsemployees. <strong>European</strong> guidelines will contribute to the removal of obstacles to telework provoked by theabsence of an adequate framework at <strong>European</strong> level.The employers and the trade unions will work together during the current and coming year (<strong>2000</strong> and2001) in order to develop a set of voluntary Europe-wide guidelines for telework.ConclusionThe employers and the trade unions in the telecommunications sector wish to express their support for theLisbon Summit.We consider that the challenges of the Information Society offer enhanced possibilities of efficiency, increasedcompetitiveness for companies together with enhanced job satisfaction for employees within an inclusiveknowledge-based society.The employers and the trade unions believe that the modernisation of the employment markets is crucial for thefuture economic development of Europe. Rapid changes call for rapid responses.Recognising the importance of the telecommunications sector to the success of the <strong>European</strong> economy, theemployers and trade unions will work together in order to ensure that:• before the end of 2001, all employees in our companies have the opportunity to raise their awarenessof information technologies and receive essential ICT training• IT skills are developed and made portable by means of appropriate certification arrangements whichare recognised across Europe;• a <strong>European</strong> strategy is developed to utilise Internet based ICT training within the sector, leading tocertified and portable qualifications for all employees• during the current and coming year (<strong>2000</strong> and 2001) they will develop a set of voluntary Europewideguidelines for telework.To support these commitments, the employers and the trade unions are calling on national Governments andEU institutions to support their actions, through the implementation of efficient public policies aimed atpromoting growth, jobs and competitiveness, and the modernisation of the employment markets through socialdialogue at all levels.BelgacomBritish TelecommunicationsEuropa TelecomDeutsche TelekomEircomFrance TelecomKPNOTEPortugal Telecom P&T LuxembourgSoneraTelefónicaTele DanmarkTeliaTelecom Italiatelekom austria- 153 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Annex 2: EUROPEAN TELEWORK WEEK '99<strong>European</strong> <strong>Telework</strong> <strong>Week</strong> `99 - Nov. 1st to Nov. 8 th 1999 - Final ReportThis consolidated Final Report has been produced by Andrew Bibby (www.andrewbibby.com) from reportssubmitted by rapporteurs from France, Italy, Germany and Scandinavia and from his own reports of events inthe UK and Belgium. Wherever possible, brief summaries have been added of telework related events in other<strong>European</strong> countries not covered by rapporteurs’ reports, where information has been available from othersources (for example, the Internet). Unfortunately, information from Spain, Portugal, Greece, Denmark andLuxembourg was not available.The report begins with a summary of the major international event held during <strong>European</strong> <strong>Telework</strong> <strong>Week</strong>, andis completed by a report on the <strong>European</strong> <strong>Telework</strong> Awards which have become an established part of ETWevents. The awards ceremony was held this year in Brussels on Friday November 5th.<strong>European</strong> <strong>Telework</strong> <strong>Week</strong> was held in 1999 from Monday November 1st – Monday November 8th.It will be seen from this report that <strong>European</strong> <strong>Telework</strong> <strong>Week</strong> attracted a wealth of activities, from Levi inFinnish Lapland to the historic town of Matera in southern Italy. Over thirty individual events are featuredbelow, including high-profile national conferences, academic seminars, training events, press conferences andlocal economic development initiatives. In some countries, virtual events were also staged, making using ofthe capabilities of on-line communications technologies and the Internet.9.1 <strong>European</strong> <strong>Telework</strong> <strong>Week</strong>: National and regional eventsFrance<strong>Telework</strong>.com conferenceIn France, the focus of <strong>European</strong> <strong>Telework</strong> <strong>Week</strong> was the two-day conference <strong>Telework</strong>.com, held onNovember 4 th and 5 th in the bright new congress centre of Porte Maillot in Paris.The conference attracted about a hundred participants, and included both people who were themselvesteleworking and others (including journalists and researchers) with a professional interest in the issue. Theevent was organised by the Association Française du Télétravail et des Téléactivitiés (AFTT) in conjunctionwith professional conference organisers E.J. Krause & Associates, and was supported by the <strong>European</strong>Commission’s Information Society directorate-general.Massimo Mascoli, marketing director for Nokia France, stressed the importance which ‘nomadism’ wouldplay in work in the twenty-first century. Nokia, he said, talked less of the ‘information society’ and more of a‘mobile information society’. His firm foresaw the development of local area networks in the home, whichwould connect a range of home appliances able to access digital information. Five factors would influence thisdevelopment, he said: mobility, the internet, interactive TV, personalised shopping, and telework.- 154 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>For Alain Béréziat, director of the telework project at France Télécom, distance working meant greaterautonomy. <strong>Telework</strong> allowed personal and professional life to be reconciled, he claimed. He explained thatFrance Télécom’s telework initiative had focused initially on the company’s salesforce, who needed to travel toclients’ premises. Two other categories of workers involved were those managers whose work involvedfrequent travel, and maintenance engineers.Jean-Marie Rouger, head of the telework project at the national electricity and gas utility company EDF-GDF, developed this point. Rouger, who himself teleworks, pointed out that an office which would cost25,000 euros a year in La Défense in Paris would cost only 3,000 in the rural area of Aveyron. <strong>Telework</strong> wasa way of decentralising work, of developing partnerships and of using resources better. He said he alsoappreciated saving 40% of the time previously spent in meetings.Jeremy Millard from the Danish Technological Institute presented the conference with the findings of recentresearch into telework uptake in Europe. According to Millard, nine million <strong>European</strong>s are now teleworking inone form or another. This figure includes home-based workers, self-employed, mobile workers and occasionalteleworkers. Across the <strong>European</strong> Union this represents an average of 6% of the workforce, he said. In theNordic countries, however, the take-up has been greater, and more than 10% of the workforce now telework.<strong>Telework</strong>.com demonstrated that telework, despite some remaining difficulties and resistance, is now comingof age in France. The conference’s second day (which was somewhat less well attended than the first) focusedon the internet economy. The internet, it was argued, has the ability to boost the uptake of telework byproviding a cheap and powerful communications medium for people who, by choice or necessity, are workingat a distance.United KingdomFlexible Work conference<strong>European</strong> <strong>Telework</strong> <strong>Week</strong> was celebrated in an uncharacteristically low-key way this year in Britain, with arelatively small-scale one-day business conference on flexible working held in London.The Flexible Work 99 conference, held on Wednesday November 3rd, was more modest in its aims.Organised by business conference organisers SBIM, the event was held in a small suite of seminar rooms in aLondon hotel and attracted about fifty participants. The day included two workshop streams, one focusing onhuman resources and the other on facilities management issues associated with teleworkingOther workshops at the conference looked at broader management issues to consider when introducing flexibleworking, including legal issues and health and safety concerns. The conference concluded with a lively roundtablediscussion, with Professor James Woudhuysen, telework consultant Peter Thomson, Joanna Foster of theNational Work-Life Forum, and (via a telephone link with Utah) US telework expert Gil Gordon.Belgium<strong>Telework</strong> conference, October 26thIn advance of the official launch of <strong>European</strong> <strong>Telework</strong> <strong>Week</strong>, a day event on telework Télétravail – Qu’enest-il réellement? was organised by the Brussels-based research and training organisation CRESEPT (Centredes Recherches et d’Etudes sur la Sécurité, l’Ergonomie et las Promotion des conditions de Travail). Thisevent was held on Tuesday October 26th.Events organised by the Belgian <strong>Telework</strong> Association- 155 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Jacques Simonet, the recently elected Minister-President of the Brussels regional government, was the guest ofhonour at the Belgian <strong>Telework</strong>ing Association annual reception, held this year on Thursday November 4th.The event took place at the Fondation pour l'Architecture in central Brussels, where an exhibition of office lifeand design in the twentieth century was on display. The exhibition, which included photographs, architecturalmodels, and collections of erstwhile everyday items such as business embossing stamps and calculatingmachines, demonstrated just how much the world of work has changed in the past hundred years. Theexhibition also suggested that ways of working and work environments in the coming years may be differentagain, a point picked up by the prime minister in his speech. <strong>Telework</strong> offered the prospect of radical changesin work and social life, he said: governments needed to engage in the issue.A day earlier, on Wednesday November 3rd at 7pm, the BTA and the Fondation pour l’Architecture hadjointly organised a seminar on the theme The Office of the Future. This took place at the Hotel EuropaInternational in Brussels, and included a presentation by Henri van der Vaeren, marketing director ofBelgacom corporate customers division.Germany<strong>European</strong> <strong>Telework</strong> <strong>Week</strong> saw considerable activity in Germany, with both on-line ‘virtual’ and actual eventstaking place during the week.<strong>Telework</strong> dayschool, StuttgartThe best attended and perhaps most productive teleworking event to take place in Germany was theAnwendertag Telearbeit in Stuttgart on Monday November 8th which attracted around 200 people for aseries of lectures and workshops designed for telework practitioners. The event was held in the Haus derWirtschaft (house of economy) in the city.The conference was organised by the trade union linked Forum Soziale Technikgestaltung and DeutscheTelekom in Stuttgart as part of the Anwenderplattform Telearbeit (www.anwenderplattform-telearbeit.de), aproject co-promoted by the ministry of economy of the state of Baden-Württemberg. The local press waspresent and the regional television service also showed up to record the event. The event also wassimultaneously broadcast via videoconferencing to two telecentre in Baden-Württemberg.<strong>Telework</strong> forum during the A+A99 congress and exhibition, DüsseldorfA telework forum, with lectures and displays, was staged in Düsseldorf during the A+A 99 congress onindustrial safety and industrial medicine.The German foundation ISG (Stiftung zur Förderung der innovativen Systemergonomie und Gesundheit imBüro) arranged an exhibition stand of about 60 square metres in Hall 6 of the Düsseldorf exhibition centre, inconjunction with other partner organisations. Parallel to this, a series of lectures about different aspects ofnew methods of work were held, by Fraunhofer Institut, Verband Telearbeit Deutschland, the German ETDcoordinator, Universität Bremen and others.<strong>Telework</strong> workshop at the University of Kassel.Three workshops were held at the University of Kassel on November 4th, between 4.30pm and 7.30pm. Theaim was to raise awareness for small and medium-sized enterprises on the subjects of telework, telecooperationand virtual corporations/virtual structures within companies. The event, part of an ADAPT project, wasorganized by Dr. Ulrich Schneider, head of the faculty for regional policy and work research at the University- 156 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>of Kassel. Speakers at the workshops included a number of teleworking experts, including Dr. Trümper ofREFA-International Darmstadt, Sieglinde Reis of the German <strong>Telework</strong>ers Association Verband TelearbeitDeutschland and Stefan Kreher of the Institute for Work Research in Kassel.On-line question and answer session, telecentre project TelWeb.<strong>Telework</strong> consultancy TA Telearbeit GmbH, well known in Germany for its expertise in relation to newmethods of work, organised an on-line discussion during <strong>European</strong> <strong>Telework</strong> <strong>Week</strong> about the TELWEBproject, an ADAPT project.On-line Internet forum about telework, organised by the Institut der deutschen Wirtschaft (Institute forGerman Economy), Köln.This initiative was held on Tuesday November 2 nd between 10am and 11am, and was organised by theInstitute for German Economy, which is also managing the EU-funded ADAPT Teleskop project(www.teleskop.de). A panel of specialists were available on-line to deal with the benefits, difficulties andtraining needs for teleworkers. The discussion took place using Internet chat facilities.On-line question and answer session, run by the Online <strong>Telework</strong> Forum OnForTeThis on-line question and answer session took place from 9am-4pm from Tuesday November 2 nd until FridayNovember 5 th and was organised by the Online Forum Telearbeit (OnForTe). OnForTe is a project fundedjointly by the German Ministry of Economy, Deutsche Telekom and three national trade unions. The projectbegan in 1997 and will continue until the end of 2002. It offers advice to employees on telework-related issuesvia the Internet (www.onforte.de) and through a telephone hotline.NorwayNordic Round Table Meeting on <strong>Telework</strong> and New Ways of Organising WorkA meeting of the Nordic Round Table on <strong>Telework</strong> and New Ways of Organising Work Norway was held inOslo in advance of <strong>European</strong> <strong>Telework</strong> <strong>Week</strong> on October 29. The meeting discussed the factors behind thehigh take-up of telework in the Nordic countries (as revealed in the EcaTT project) and provided anopportunity to share information about on-going work and to draft plans for future co-operation. Apresentation by Walter Paavonen addressed possible new action lines within the Information SocietyTechnologies (IST) EU programme.The Nordic Round Table on <strong>Telework</strong>ing was established in 1993-94 as an informal network of researchersinterested in teleworking and the ongoing change of working life. The purpose of the network is to exchangeand disseminate information and experiences, to provide a common Nordic platform of knowledge andresources to players who act in order to improve the quality of working life, and to support the transition intothe Information Society The following members attended the Oslo meeting: John Wille Bakke (TelenorResearch, Norway), Tom Julsrud (Telenor Research, Norway), Louise Thomasen (Danish TechnologicalInstitute), Mats-G Engström (Stockholm University), Walter Paavonen (Paavonen Consulting AB, Sweden),Tiina Hanhike (University of Tampere, Finland) and Juhani Pekkola (Ministry of Labour, Finland).- 157 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>SwedenSeminar/work-shop at the Swedish Transport and Communication Research BoardThe topic of the workshop held in Stockholm on Tuesday November 2 was the impact of teleworking and newways of organising work on transport and the environment. It was organised by the Swedish Transport andCommunication Research Board, which runs a fund to finance research into transport and communications. Itscurrent key areas for research are decision tools for traffic policies, traffic security and the consequences ofICTs on society.Organisations represented at the workshop were Stockholm University, University of Linköping, University ofLund, University of Gothenburg, Ministry of Industry, Employment and Communication, SwedishEnvironmental Protection Agency and Swedish Institute for Transport and Communication Analysis.Inauguration of Herrgården at Masugnen, a <strong>Telework</strong> and Telelearning centre in LindesbergLindesberg is a small town with a successful telework strategy. The telecentre provides a base for about 50people working in training and tele-learning and thirty others engaged in research and development issues.Among the latter are the staff of Kopernicus Interactive AB, an enterprise which develops multimedia productsand teaching media for distance training, a 5 person research group from the National Institute for WorkingLife, and representatives of the University of Örebro.On Tuesday November 9, the inauguration took place of a new building which considerably expands thepremises of the centre and allows a adoption of new activities. Among the speakers at the event were the headof the University of Õrebro, the head of the Masugnen training centre, the head of the local community andtelework consultant Walter PaavonenWorkshop on Regional and Local <strong>Telework</strong> strategies, Ronneby, SwedenThis one-day workshop, held on November 17, was aimed at discussing how to take advantage of teleworkingand new ways of organising work in a regional context. The province of Blekinge in southern Sweden has formany years focused its activities on ICT-related businesses and has successfully built up an appropriateinfrastructure for high level education and distance independent businesses. The region today is home to one ofthe most successful Swedish mobile phone operators, Europolitan, and opinion poll companies Sifo and Gallupalso operate from Blekinge.Media interest in SwedenOctober: An 8 page supplement on <strong>Telework</strong>ing appeared in the October issue of the SAS Magazine. Thearticles (one of which explicitly mentioned the forthcoming <strong>European</strong> <strong>Telework</strong> <strong>Week</strong>) addressed theincreased productivity achieved by teleworking and discussed how to avoid drawbacks such as isolation. Oneof the articles was about a telework arrangement in Swedish Lapland where a female teleworker is takingdirectory enquiries from her home in a small village with only 6 inhabitants. Her regular workplace is 310kilometres away. From her remote workplace she has access to phone numbers to 550 million subscribers in260 different countries.October 13, 1999: A half page article about <strong>Telework</strong>ing was pubished in Computer Sweden. In it JonRognes, a researcher at Stockholm Business School, argues that home based teleworking is decreasing inSweden, while there is increase in mobile working. On November 2, 1999: A short article about<strong>Telework</strong>ing appeared in Metro, a free-of-charge daily newspaper distributed to train and metro commuters inthe Stockholm area. On November 10, 1999: A front page article and additional half page was published in- 158 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Bergslagsposten, a Swedish regional daily newspaper. The article was about the in inauguration ofHerrgården at Masugnen Learning. On November 11, 1999: A half page article about remote businesssupport and call centre services was published in Dagens Nyheter, a major Swedish daily newspaper.FinlandPreparatory work-shop for a spearhead project, Levi, Lapland.Finland has a national strategy is to be a forerunner in the construction of an Information Society based onhumane and sustainable development, and to support this vision a national plan Quality of life, Knowledgeand Competitiveness has been produced. This document addresses several areas: Culture, Knowledgeproducts and services, Development of electronic commerce, Personal navigation, The learning environmentof knowledge networks, Knowledge based work, Business networking and telework and Local InformationSociety. The initiative is funded by Finnish National Fund for Research and Development.The Levi workshop, held from November 4 th – 6 th , was aimed at drafting a structure and co-ordinatingmechanism for the area of Business networking and telework. About 40 people participated in the workshopand among organisations represented were the Finnish National Fund for Research and Development, theMinistry of Labour, the Ministry of Trade and Industry, the Ministry of the Interior, Helsinki University ofTechnology, University of Lapland, University of Tampere, Technical Research Centre of Finland, ICL DataOY, Siemens OY, Sonera OY and several regional development bodies and telecoms companies.Media interest in FinlandOn October 1999: A 9 page article on the Information Society and teleworking appeared in Kuntalehti17/99, a Finnish magazine addressed to local administrations. On October 17, 1999: A one and a half pagearticle about telework was published in Savon Sanomat which is a rural edition of Helsingin Sanomat, amajor Finnish daily newspaper. On October 22, 1999: “Työ tuli tekijänsä luokse”, an 8 pager article abouttelework and quality of life appeared in Suomen Kuvalehti, a major Finnish weekly magazine, and onNovember 1 – 10, 1999: At least 3 regional radio programmes in Finland discussed teleworking.Italy<strong>Telework</strong> 2005: Italian <strong>Telework</strong> Association meeting, Rome<strong>European</strong> <strong>Telework</strong> <strong>Week</strong> began in Italy with the second reunion, in Rome on Tuesday November 2 nd , of theSocietà italiana telelavoro, SIT (www.societaitalianatelelavoro.it). This occasion provided an opportunity topresent some early findings from research undertaken to assess the development of telework in Italy in theyears up to 2005.Italian <strong>Telework</strong> AwardsAs well as participation in the <strong>European</strong> <strong>Telework</strong> Awards, this year companies and organisations in Italy alsohad the opportunity for their contribution to telework development to be recognised in the country’s own<strong>Telework</strong> Awards. The Awards ceremony took place in the Hotel Excelsior in Rome on WednesdayNovember 3 rd , at a ceremony jointly organised and hosted by Telecom Italia and ETD Italia (the Italianpartners of the <strong>European</strong> <strong>Telework</strong> Development project).Workshop on telework in public administrations, Trento- 159 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>A workshop in Trento on Friday November 5 th on the theme Il telelavoro nella pubblica amministrazione:flessibilità organizzativa e nuove opportunità di lavoro provided an occasion to consider ways of developinga greater understanding of the concept of telework within the Trentino Alto Adige region and also ofencouraging its development.Seminar on telework development in SardiniaThis meeting, held in Cagliari on Friday November 5 th and Saturday November 6 th , was entitled Potenzialitàdel telelavoro per lo sviluppo socio-economico della Sardegna. The event provided an opportunity tocompare directly the experiences in three countries, in Sweden and Spain as well as in Italy.Events in NaplesMonday November 8 th was open day at Naples Commune’s teleservice centre. This initiative of the Naplesmunicipal authority was one of the 1999 <strong>European</strong> <strong>Telework</strong> Awards prize-winners. The day’s programmeincluded a press conference.BPR and <strong>Telework</strong> conference in PisaPisa University’s Comitato Pari Opportunità (equal opportunities committee) organised a press conference inPisa on Thursday November 4 th , on the theme Business Process Re-engineering and <strong>Telework</strong>.Press conference, town of MateraThe historic town of Matera in the Basilicata region of Italy (east of Naples) organised a press conference onMonday November 8 th to launch a new development plan, based on the use of ICTs. The town’s mayorAngelo Minieri explained how the town hoped to preserve the architectural and social heritage of the town,which has thousands of years of history but which has suffered from decline in recent years, whilst ensuringthat it was equipped with the necessary infrastructure to attract people back to the old town.Ev@netWomen’s experiences with information and communications technologies were the focus of a series of linkedinitiatives in a number of Italian towns, including Trieste, Venice, Padova, Milan, Verona, Acqui Terme,Florence, Rome and Bari. The events included discussions on women’s experience of telework in both thepublic and private sectors. The Evanet events were supported by Telecom Italia and Telerete Nordest.Other events in ItalyA number of other events took place in Italy in the run-up to <strong>European</strong> <strong>Telework</strong> <strong>Week</strong>. On ThursdayOctober 21 st a conference was held in Milan, with the title Il telelavoro nella pubblica amministrazione: ilmodello della Regione Lombardia (telework in public administrations, the Lombardy model). The Lombardyregional government has been developing a telework programme for its own employees, which has includednegotiating a telework agreement with the trade unions. Twelve members of staff have been working fromhome for three days a week since December 1998. The conference provided an opportunity for the Lombardyregional authority to describe the cost-benefit advantages of this pilot. The authority is also interested in thepossibilities of telecentre working.On Friday and Saturday 29 th -30 th of October a workshop was held in Camerino (Marche region) and inRome, to explore the legal implications of digital signatures and electronic documentation in the context of e-commerce.- 160 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Finally in Coppito near L’Aquila (Abruzzo region) a series of training courses on telework and distancelearning got under way. The courses have been designed for public and private sector white-collar employees,trade union representatives, managers, members of HR departments and others.NetherlandsA number of events were planned to take place during <strong>European</strong> <strong>Telework</strong> <strong>Week</strong> in the country. Theyincluded a symposium on flexible work, held in Utrecht on Tuesday November 2 nd , an OnlineLearning conference, held in Amsterdam on Weds/Thurs November 3 rd – 4 th , and a <strong>Telework</strong> Awardevent in The Hague, also on Thursday November 4 th .IrelandA very successful 7 th national conference was organised by <strong>Telework</strong> Ireland, held just after the formal end of<strong>European</strong> <strong>Telework</strong> <strong>Week</strong> in Tullamore, Co Offaly. This two-day event, held on November 11 th and 12 th ,included a range of workshops and expert speakers. Among the speakers was Noel Treacy MD, minister forScience, Technology and Commerce in the Irish government.Two days earlier, on November 9 th , Mr Treacy had also addressed the inaugural meeting of the <strong>Telework</strong>Action Forum, a new body established by the government in response to the recent Report of the NationalAdvisory Council on <strong>Telework</strong>ing (NACT). The Forum includes representatives from business, trade unions,academia, the government and regional bodies, and also includes individual teleworkers. The Forum is chairedby William Burgess, IBM Country General Manager.9.2 <strong>European</strong> <strong>Telework</strong> AwardsCompanies and organisations in Denmark, France, Italy, and Scotland took the prizes at this year's <strong>European</strong><strong>Telework</strong> Awards ceremony. The voting system for the Awards took into account the views of an expert panelof judges, the votes of the audience listening to each presentation but also, in an innovative use of technology,votes cast previously on-line, via the Internet. The Awards ceremony itself was also web-cast on the Internet.Eighteen of the entries submitted for the <strong>Telework</strong> Awards were successfully shortlisted, and each of theseentries was able to briefly explain their initiative to the audience at the Awards event. The shortlist includedlarge IT and telecommunications corporates, public administrations, and a number of smaller businesses andcommunity-based ventures.Six <strong>European</strong> <strong>Telework</strong> Awards were on offer this year, for the best telework examples in a large organisationand in a small/medium-sized enterprise (SME), the best public initiative, the best initiative supporting thedisadvantaged, the best contribution to public awareness, and the best telework technology or service.Best telework technology or serviceThis category was the first to be awarded. Three initiatives had been shortlisted.British company MITEL, which specialises in network systems for the telecoms sector, demonstrated itsShuttle product, which offers home-based workers the same access to telephony services as their office-basedcolleagues. MITEL's Dave Hardcastle pointed out that his company was itself making use of remote working,with 500 of the employees, or about a third of the workforce, teleworking part-time.- 161 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>MITEL was competing against two entries from France Télécom. Jérome Bergerot introduced the company'spackage of services for remote working (including videoconferencing and document sharing), collectivelymarketed as Boogie. When the votes were cast, however, the <strong>Telework</strong> Award went to France Télécom fortheir second entry. This was the telework trial which operated successfully in Lannion, Britanny, during partof 1998, when an employee of a locally based electronics company was able to work two days a week fromhome. The trial made use of the broadband communications possibilities available through the emergingADSL technology, and was combined with telephone and videoconferencing links using Internet protocol.Best telework example in a large organisationFrance Télécom tried to repeat its success in a second Awards category, that of the best telework example in alarge organisation, with PC Nomade, its training and management package for remote sales staff.Also shortlisted was the Swedish National Energy Administration for its extensive telework programme, whichnow covers 127 of the organisation's 167 staff. The opportunity to telework from home (which is subject to aformal agreement on issues such as insurance, training and hours of working) was introduced following thecreation of the Administration in 1998 and its relocation to the town of Eskilstuna, 130 kms west ofStockholm. <strong>Telework</strong>ing staff have the opportunity to work from home for a maximum of three days a week.The Award in this category was won, however, by Danish insurance company Danica. As Hubert Jensenexplained, Danica has recently undertaken a major restructuring of its administration, focusing on customerservice delivery. The company has routed calls previously handled by 57 offices to four call centres, enablingit to close almost forty sites. It has also equipped 150 of its 260 sales staff with ISDN lines at home, enablingthem to operate effectively away from a conventional office base.Best telework initiative supporting the disadvantagedA Danish initiative was also successful in this category. The New Pathways project in Næstved Kommuneoffers access to distance learning courses for local people suffering social exclusion, including the unemployedand early retired. The project, which has IBM and trade union federation HK among its partners, is focused onthree Open Data Centres.Also shortlisted for this category were Online, a project providing information on employment and trainingopportunities for disabled people coordinated from Manchester, England, and the Periphera project, a EUfundedinitiative which among other things has developed a virtual call centre for disabled people in Hasselt,Belgium.Best supporting public administrationThe commune of Naples took this <strong>Telework</strong> Award, for its <strong>Telework</strong> and Local Development project. AsSalvatore di Maio, speaking at the awards event for the authority, pointed out, Naples currently suffers a veryhigh unemployment rate, 42%. The telework initiative includes a municipal teleservices centre.The region of Bages in central Catalunya, which has its own telework development programme TeletreBages,was also shortlisted for the Award. The project, which is a joint public/private initiative, aims to developtelework ('teletreball' in Catalan) in Bages, an old industrial region based originally on textiles.A third strong contender for this Award came from the Nord-Rheinland Westfalia state of Germany, where theTeleskop scheme has been providing a telework information service for small and medium-sized enterprises.Best contribution to public awareness- 162 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Denmark completed a very successful year by taking a third <strong>European</strong> <strong>Telework</strong> Award, when TeleDanmarkwon the award for best contribution to public awareness. The company has been running a campaign topromote the idea of telework, which has included the publication of a telework guide (also available on theInternet). Also shortlisted in this category was the recent Dutch study which has looked at the possibility ofteleworking reducing traffic congestion in the Amsterdam/Utrecht/The Hague triangle. The study, whichinvolved surveying the commuting patterns of 10,000 people from 55 companies, attracted considerable TVand press coverage in the Netherlands.Also competing in this category for the award was the UK specialist magazine All About Working FromHome, which as its name suggestes is specifically focused on the information needs of home-based workers.Best telework example in an SMEIf the <strong>European</strong> <strong>Telework</strong> Awards attract entries from major corporate enterprises, the event also offers aplatform for innovative small enterprises to promote themselves and their work. Shortlisted for the category ofbest telework example in an SME were the Italian employment services agency Ali and an IT venture inNorrbotten in Sweden's far north. The Award went, however, to the Work-Global ICT facilitation service inthe Scottish Western Isles. Donnie Morrison of Work-Global described how telework was providingemployment opportunities for people living in these beautiful but remote islands- 163 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Annex 3: EUROPEAN PROJECTS (in alphabetical order)Note: This list includes most of the projects known to have an interest in the new clustering activity bridging betweenthe Fourth and Fifth Framework Programmes for projects relevant to the New Methods of Work theme of the ISTProgramme (Fifth Framework Programme).45 + ADAPT InitiativeThe objectives of the project are to develop training and consulting methodology. The information technologytraining needs of SME employees, over 45 years of age, will be studied, and a training programme to increase theircapabilities in the use of IT and telework will be put into place. The project aims to improve SMEs' ability tocapitalise on the new opportunities brought on by the information society, whilst preventing the exclusion of olderemployees by giving them capabilities to operate in an environment based on information and the utilisation ofinformation technology.The project is going to develop and test different approaches for providing learning and development, based on needsanalysis and individual development plans for identified target groups in a number of pilot SMEs. The results /experiences from the three national partner projects - Belgium, United Kingdom and Finland - will form the basis fora guide on best processes, methods, means and practices.Project period: January 1998 – December 1999Contact: Adulta Institute of Further EducationPostikatu 8 BFIN-04400 Jarvenpaa, FinlandACCESSmaintsAdvanced Cross-Communication Environment providingSupport Services to dispersed MAINtenance and TechnicalSupport engineersMarjukka RehumäkiTel: +358 9 2719 0241Fax: +358 9 2711 441E-mail: marjukka.rehumaki@adulta.fiIST ProgrammeThe purpose of the Project is the architectural design, implementation and experimentation of an InnovativeIntegrated Communication and Delivery Platform to collect, manage, share and transfer Corporate Knowledge toexperienced technicians and to young professionals for engineering activity support in geographically dispersed sites.The project is based on an in-depth assessment of the user needs and an early identification of usability barriers thatnowadays make hard the effective access to valuable Corporate Knowledge in manufacturing industries. Differenttypes of <strong>European</strong> environments were chosen for project validation: the Aerospace Division of a large <strong>European</strong>aerospace industry, a small machinery manufacturer operating in the context of supple to automotive industries andan academic environment for industrial training.The main objective is the implementation of a Corporate Knowledge (CK) Management and Delivery Platform thatwill permit experienced technicians and young professionals (working in geographically dispersed sites for largecompanies or for SMEs) to receive appropriate support for their engineering activity. A second objective is thedefinition of methodologies, rules and tools which will permit to collect and share those parts of CK having directimpacts on the specific industrial areas. This CK does not belong to one company but it is usually distributedthroughout the full chain provider-integrator-client. Another objective is measuring the cost/effectiveness (mainly forSMEs) of an operational environment for off-site maintenance based on different speed INTERNET connections andSatellite Communications. A final objective of the project is the definition of a preliminary list of suggestions forpossible extensions of the Platform concepts for future aerospace applications.Project period: February <strong>2000</strong> – January 2002Contact:Societa Italiana Avionica SpaVia Servais 125I-10146 Torino, ItalyLorenzo MaseraTel.: +39-011-7720 120Fax: +39-011-7256 79E-mail: masera@sia-av.itACTIVE ACTIVE multiplier project LEONARDO-DA-VINCIProgrammeThe ACTIVE multiplier project aims at favouring access to employment through teleservices (or teleactivities) for theunemployed, including disabled people. The main objective is to train in tele-skills in order to provide teleservices,- 164 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>e.g. how to conduct a telephone conversation in order to ensure customer satisfaction. Conception, development andvalidation of training modules are made in close partnership with teleservice businesses in the 3 countries involved inthe project: France, Germany and the Netherlands. The trainees are prepared to work at a distance from customers,within call-centres or teleservices departments within companies. The main objective is to give them the ”tele-skills”they need to find a job at the end of the training, or even before the end. Being trained in distance working techniquesdoes not automatically lead to employment. Therefore, trainees not being trained in teleworking methods but on thenew communication skills required by the labour market. There are already good placement results.Project period: December 1997 – April <strong>2000</strong>Contact ACTIVE:Centre de Réadaptation Professionnelle et Fonctionnelle deNanteau-sur-LunainBP 3477 792 Nemours Cedex, FrancePierre OlivierTel.: +33 1 64 45 15 15 / 33 1 64 18 74Fax: +33 1 64 29 05 17E-mail: coserpf.nanteau.p.plivier@wanadoo.frURL: http://www.cos-crpf-nanteau-fr.comACTSLINE Marketing ACTS results ACTS ProgrammeACTSLINE aims to act as a marketing department for the ACTS programme. It will identify which results willinterest actors outside the programme, develop customised packages of information for each group of actors andactively promote the ACTS messages to them. In addition it will seek out packages of ACTS technology which arealmost ready for commercial development and encourage groups of interested actors to develop roadmaps for the finalpre-competitive steps. Link to <strong>Telework</strong>/Tele-cooperation:ACTSLINE will package results from the ACTS programme for specific constituencies, including telework, newways of working, e-commerce, etc. The project will gather market issues and requirements in this area, with supportfrom the National Coordinators of the ETD project.Project period: March 1998 – January <strong>2000</strong>Contact ACTSLINE:Italtel Central LaboratoriesCastelletto di Settimo MilaneseI- 20019, ItalyHill StewartTel: +392 4388 8030Fax: +392 3351 0146E-mail: info@actsline.infowin.orgURL: http://www.actsline.infowin.orgANGELO Knowledge Based Virtual Facilitator in Team Working IST ProgrammeCall-centers are a fast growing source of employment in the <strong>European</strong> economy: The Project’s goal is to use newtechnology to improve quality of work for operators in the next generation of call-centers. This includes analysis ofand design of an advanced system for call-center operator support, including a broadband IP-network, software-basedsession interpreter, knowledge base, workflow engine, systems to monitor key environmental and physiologicalparameters, software based “measurement system” to model and anticipate operator needs and requests and anadvanced “augmented reality” human-machine interface. The prototype system will be tested by roughly 20 users andwill be subject to formal evaluation in terms of its contribution to the quality of working life and its role in fosteringequal opportunities, employment and economic growth. Work will be based on an analysis of the needs of call-centeroperators and customers and a special user group will provide designers and implementers with valuable feedback.On this basis, the Project will design, build and test an operator support system integrating a number of hardware andsoftware components. The system will be implemented first as a single-user prototype and then in a multi-userversion.Project period: January <strong>2000</strong> – October 2001Contact:TELECOM ITALIA S.P.A, Business DevelopmentVia Campo Boario, 56DI-00153 RomeItalyFabrizio DavideTel.: 39-6-3688 9650Fax : 39-6-3688 8836E-mail: fabrizio.davide@telecomitalia.itASIS Alliance for a Sustainable Information Society ACTS ProgrammeThe objective of ASIS (Alliance for a Sustainable Information Society) is to demonstrate how best sustainability canbe supported by inducing an appropriate direction to the development of the Information Society. This will involvecreating a climate of understanding and commitment. The Alliance encourages the very wide participation of publicand private organisations that is required towork towards new ways of working, playing and living that comprise aSustainable Information Society. This society may be seen as the next step along the path towards a fair, fulfilling,prosperous and sustainable world. In the action group ”Homes and Workplaces of the Future” ASIS examinespossible immaterialisation of activity and of consumption in both the workplace and the home. The significance for- 165 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>this Action Group is that most ”needs” are in fact non-material. Telepresence techniques can help to reduce thematerial use involved in satisfying these non-material needs.Project period: March 1998 – February <strong>2000</strong>Contact:Research Institute for Applied Knowledge ProcessingHelmholtzstrasse 16D-89081 UlmGermanyThomas SchauerTel.: 49-731-5018633Fax : 49-731-501999E-mail: tschauer@faw.uni-ulm.deURL: http://asis.jrc.esASSIST 10934 Knowledge Management for Help Desk Operators IST ProgrammeThe ASSIST project focuses on the need of large organisations operating help desks to provide their operators,especially remote workers, with knowledge management facilities. The benefits sought with those facilities concern:effectiveness and efficiency of work, i.e. to support help desk operators with the relevant corporate knowledge andexpertise; corporate learning, i.e. to get feed-back from the help desk operators on customers problems in order toimprove both operations and support material; and flexibility and scalability of operations, i.e. to involve remoteworkers (be they working solely remotely or combining office and home work).The project combines innovative technologies such as XML-based knowledge representation, advanced user interfaceand integration of knowledge management with operations performance measurement. The ASSIST solution will bevalidated through pilot integration with 2 Help Desks in the sectors of Telecommunication and Postal services.The approach of rapid prototyping will be applied in the project and three successive versions of the system. This willallow a progressive validation of the ASSIST tools from a controlled environment to fully operational Help Desks.Particular emphasis will be put during the validation phase on (a) the assessment of the business benefit for theenterprises managing the Help Desks, and on (b) the satisfaction of Help Desk operators and customers.Project period: February <strong>2000</strong> – January 2002Contact:Saios saRue Albert 1er, 26-AL-1117, LuxemburgTeixeira-GuerraTel.: +352-4555 8420Fax : +352-253 682E-mail: rtei@saios.comASSIST Achieving Sustainability by using Substitutive Information Society IST Programme29044 TechnologiesASSIST is a study addressing a key issue in the contribution of IST to sustainability, that of the potential for thesubstitution of IST analogs for material consumption (virtualisation or immaterialisation). Most (say 75%)consumption is unrelated to basic needs (nutrition, shelter, etc) but is to satisfy non-material needs (place in society,individuality, etc). Consumption substitution by IST thus offers a powerful route to sustainability. However, design ofsubstitution techniques necessitates both a good knowledge of the reasons for consumption and of, inter alia, thesensory and ontological aspects of IST. ASSIST's objective is to contribute to IST by surveying existing multi andcross-disciplinary work in the area, (using workshops and action groups to expand the field of contributors), andmaking recommendations for future work and proposing new parameters for product and service design.Project period: Subject to contractContact:BARCO n.v.Noordland 5B-8520 Kuurne, BelgiumPol T. DescampsTel.: +32-56-233 211Fax : +32-56-233 332E-mail: Pol.descamps@barco.comIST ProgrammeATTRACT Advanced <strong>Telework</strong>ing Techniques and Tele-services for InsuranceAgents and CustomersThe ATTRACT project aims to transform the traditional working environment that exists in the Insurance sector toan advanced occupational tele-business environment, based on networked organizational structures, introducing newmethods of work for the insurance agents. Additionally, the project aims to set up new business opportunities forvendors, acting in content related complementary markets, introducing new methods of interaction with the potentialcustomers and new models for providing services to citizens (personalized on & off line cybermediation). Finally,ATTRACT will provide a set of value added tele-services to insurance customers, aiming to increase customersatisfaction as well as to gain customer loyalty. The above aims will be achieved through the development of anintegrated environment, using value added technologies and tested business practices.Project period: Subject to contract- 166 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Contact:Pouliadis Associates Corporation142 Singrou Av.EL-17671 Athens, GreeceBANCAAthanassios VavatsikosTel.: +30-1-9283 645Fax : +30-1-9241 066E-mail: t.vavatsikos@pouliadis.grIST ProgrammeBiometric Access Control for Networked and e-CommerceApplicationsThe project will develop and implement a complete secured system with enhanced identification, authentication andaccess control schemes for Internet applications such as tele-working and Web-banking services. One of the majorinnovations is to obtain an enhanced security system by combining classical security protocols with robust multimodalverification schemes based on speech and image. Specific objectives are: the development of scalable and robustmultimodal verification algorithms; the development of scalable classifier combination techniques (fusion); thedesign and implementation of an overall secure architecture including security protocols adapted to biometrics; andthe development of three demonstrators in the area of teleworking, home banking, and biometric ATMs (AutomaticTeller Machines).In the first phase, real condition databases for image and speech will be collected using pre-defined hardware to forma common and meaningful basis for algorithm evaluation and refinement. Detailed specifications will ensurecompatibility and usability of the acquired data. This database will be used to evaluate biometric technologiessuitable to user needs for the envisaged applications. Concurrently, a pilot demonstrator will be developed based onbackground technology for verification and on state-of-the-art technology for network security protocols (comingfrom the <strong>European</strong> projects M2VTS and OKAPI). In the third phase of the project, three demonstrators forteleworking, home banking and biometrics ATMs will be built and tested at developer sites. Final field tests will beconducted for all three applications by providers and end-users.Project period: March <strong>2000</strong> – October 2002Contact:Matra Nortel CommunicationsSpeech Processing Dept. (PC 38)Rue JP. TimbaudF-78392 Bois d’Arcy, FranceCOBIPGaël RichardTel.: +33-1-34 60 79 55Fax: +33-1-34 60 88 32E-mail: gael.richard@matranortel.com<strong>Telework</strong> Co-ordination Services for Co-operative Business Processes Telematics ApplicationProgrammeThe project COBIP aims to demonstrate the use of workflow tools in the management of telework decentralisedactivities to enhance work productivity, and to support the management of virtual departments and teams throughtelework, by providing the adequate teleworkers support services.COBIP focuses on solutions for small and medium sized enterprises. The system is built on the Windows NT platformusing Internet-technology and distributed architectures (TINA / CORBA) on top of broadband networks. <strong>Telework</strong>interaction is based on standard software video-conferencing services. A digital library is provided allowing thestorage and retrieval of multimedia documents handled and exchanged by the teleworkers.<strong>Telework</strong> will only achieve its full potential, if attention is given to the fact that business processes are normally cooperativeprocesses. Currently there is no co-ordination tool with specific planning functionality for this purpose. Inthis project we address these issues by a specific business process model, oriented for the implementation ofdecentralised structures and the support of its management. On the methodological basis of this specific model wedevelop and implement telework co-ordination services for model execution as well as planning and monitoringfunctionality including a module for flexible time management of teleworkers.Project period: January 1998 – December 1999Contact:INTERFACE Gesellschaft für DV, Logistik und UnternehmensorganisationmbHZollhausstr. 95D-90469 Nürnberg, GermanyJörg GoletzTel.: +49 911/980 8000Fax: +49 911/980 8018E-mail: cobip@iface.deE-mail: jgoletz@iface.deURL: http://www.cobip.comCOWORK Concurrent project development IT tools for small-medium enterprises networks EspritProgrammeThe COWORK project is targeted at developing a new software tool enabling Small and Medium Enterprises(SMEs), working in the mechanical sector, to cooperate in a distributed engineering environment to dramatically savetime and reduce products engineering costs. This objective may be reached by encouraging SMEs enterprises to- 167 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>systematically apply Concurrent Engineering and Co-design techniques, duly supported by new specially-conceivedsoftware.Project period: October 1997- March <strong>2000</strong>Contact:DemoCenter s.c.a r.l.ItalyOrFundación TeknikerAvda. Otaola, 20 Apartado 4420600 Eibar, Gipuzkoa SpainPaolo OnestiJuan Antonio MartínTel. : 34 943 206744Fax : 34 943 202757E-mail: p.onesti@democenter.itE-mail: jmartin@tekniker.esURL: http://www.tekniker.es/cowork/CROSSFLOW Cross-Organisational WorkFlow Management Esprit ProgrammeCrossFlow investigates the problems associated with Cross-Organisational WorkFlow Management and develops theinfrastructure necessary to facilitate the dynamic set-up of business relationships based on such workflows. Theproject aims to develop the following:• a detailed architecture which addresses the questions involved with cross-organisational workflow.• a framework for describing service contracts in specific application areas such as insurance related services andparcel delivery. This framework should enable the dynamic match-making of service contract offers and requests.• tools for setting up the link between the WfMSs of the two organisations. This will include tools for derivingcomponents which are needed to ensure that the service contract is properly enacted. An example of such componentsare gateways which control and monitor the interactions, and translate the passing information from an internal to anexternal form and vice versa. Tools which can supervise the process of linking the two organisations and allocatingthe appropriate resources will also have to be provided.• extensions of the current facilities in WfMSs to provide non-functional guarantees specified in the servicecontract such as:monitoring of out-sourced tasks: to provide information about out-sourced task progress, resources consumed andquality of service.• level of control of out-sourced tasks: to allow a client to abort or to roll back an out-sourced task and compensatefor actions already taken where necessary.• change control of out-sourced tasks: to allow the modification of tasks after their dispatching.Where appropriate, the results of the project will be proposed as open standards to standardisation bodies and WfMSvendors such as SWAP, Workflow Management Coalition (WfMC), and OMG. A publicly available demonstrationof the deployment of the solution in a specific application area.Project period: September 1998 – September <strong>2000</strong>Contact:CER IBM France - S3228 / BP43F-06610 La Gaude, FranceJacques Saint-Blancat,Tel: (0)492 11 4719 //Fax: (0)493 24 4545E-mail: jsb@fr.ibm.comURL: http://www.crossflow.orgIST ProgrammeDIVERCITY Distributed Virtual Workspace for Enhancing Communicationwithin the Construction IndustryThe project primarily addresses Workplace Design by developing, integrating and evaluating innovative workplacetechnologies for creating innovative and new workplace environments in the building industry sector. It aims toimprove the process of building design and construction by enabling the user groups to operate both more efficientlyand with better interaction. The project addresses the three key building construction phases: Client-Briefing, whichrequires detailed interaction with the client; Design Review, which requires detailed input from multidisciplinaryteams of architects, engineers, and designers; and Construction, whose function is to fabricate and/or refurbish thebuilding/s. The objective is to produce a prototype virtual workspace that will enable the three key phases to bevisualised and manipulated, thus enabling better design and planning through greater interaction between allstakeholders. This will result in improved productivity and design; lower building costs with reduced waste, andimproved safety both in the final building and also the construction process. The key milestones are the developmentof three modules for construction workspaces and their integration into the prototype system.Project period: January <strong>2000</strong> – July 2002Contact:Construct IT for Business, University of Salford,Bridgewater BuildingMarjan SarsharTel.: +44 161 295 5317Fax: +44 161 295 5011- 168 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>M7 9NU Salford, United KingdomE-mail:m.sarschar@salford.ac.ukDYNOCA A System to Realise Dynamic Networked Organisations on IST ProgrammeHeterogeneous Networks in the Consultancy/Agency SectorThe project will support distributed working teams (in different cultural areas and time zones) in planning andexecuting media projects in the consulting/agency sector combining: customer, main contractor, sub-contractors andsuppliers. The work includes the development of organisation and software models and the implementation andevaluation of a software system within a real case scenario. This system will be extended using emerging Internetstandards to realise inter-organisational information flow and management by a rapid prototyping approach.The objectives is to enable <strong>European</strong> SMEs to increase their competitiveness in the global marketplace, specificallyfor the consultancy/agency sector by overcoming constraints in working methods and organisation imposed bydistance and time. The project will also develop reference models for inter-organisational business processes andsoftware for project life-cycle in media/design and consultancy. The work is broken down into 6 work packages:Requirements analysis and consolidation; Development of reference models and pilot scenarios; Specification andimplementation of prototype systems based emerging standards (XML, digital signatures, SSL secure transmission,Java Beans, Jini); Piloting of prototypes in real case pilot scenarios; Exploitation and Dissemination, through theWorld Wide Web and scientific journals, conferences, and workshops; and Project Management for quality control.Project period: January <strong>2000</strong> – December 2001Contact:Artundweise Beckmann GmbHHumboldstr. 30/32D-28203 Bremen, GermanyDirck BeckmannTel.: +49 421 791 779Fax: +49 421 791 7777E-mail: beckmann@cyte.deECaTT Electronic Commerce and <strong>Telework</strong> Trends Esprit ProgrammeBenchmarking Progress on New Ways of Working and New Forms of Business across Europe.The ECaTT project is designed to generate representative information on the current prevalence and spread ofelectronic commerce and new forms of work among the <strong>European</strong> workforce together with an up-to-date compilationof major practices, projects and schemes across Europe. The aims of ECaTT are to: make available representative,reliable and comparable data and information on the diffusion of new ways of working (telework) and electroniccommerce, categorised according to main EU countries, sector, size of establishment, types of employees and types ofhousehold, etc; develop an inventory of service provision and demand factors of electronic commerce on arepresentative, empirical basis, which can be updated regularly, so that current data relating to level of knowledge,practice, interest and potential of the different forms of electronic commerce and new ways of working can be madeavailable; carry out a representative analysis of current obstacles to electronic commerce and telework from theviewpoint of decision makers in business; produce an analysis of the potential of electronic commerce and teleworkwith projections of developments to the year 2005; carry out a comparison between developments in Europe and inthe USA which in many respects are looked upon as the leaders in the fields of electronic commerce and telework;derive an understanding of conditions for the diffusion of electronic commerce and telework, which can be influencedby political or business action, while taking the differences between countries into consideration.ECaTT was conceived as an ”observatory project” which should be repeated annually in order to give reliable trendinformation together with a regularly updated market overview. Overall ECaTT will provide a unique statistical basison the penetration, potential and trends in new forms of working and business (electronic commerce). Theinformation base will enable decision makers in government and the economy to benchmark achievements betweendifferent <strong>European</strong> regions and countries, with the future ability to reference a significant time period, and to makecomparisons with the US and Japan, competing world economies.Project period: September 1998 – April <strong>2000</strong>Contact:Empirica Gesellschaft für Kommunikations- undTechnologieforschung mbHOxfordstraße 2D-53111 Bonn, GermanyWerner KorteTel.: +49-228-98 530-0Fax: +49-228-98 530-12Email: werner.korte@empirica.comURL: http://www.empirica.comIST ProgrammeE-COLLEG Advanced Infrastructure for Pan-<strong>European</strong> CollaborativeEngineeringE-Colleg will make use of enabling technologies (e.g. Jini, CORBA, RMI) for collaborative engineering based onadvanced infrastructures. The work will augment existing integration technologies by scaleable, platform-- 169 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>independent services for dynamic configuration of infrastructure with secure access management for distributedteams, services and data, to support multi-site and multi-platform and dynamic tool integration on the basis of novelagent technology. It is further intended to demonstrate the feasibility of this approach through pan-<strong>European</strong>collaborative engineering showcases for image processing and telecommunication systems.The objectives of E-Colleg are: to provide enabling technology for collaborative engineering based on an advancedinfrastructure; to develop generic collaborative services, such as dynamic team building, that support the collaborativeexploration of design trade-offs involving multiple fields of expertise during the design of complex systems; todemonstrate feasibility of the pan-<strong>European</strong> collaborative engineering by development of two industrial applications;to augment existing integration technologies by scaleable, platform-independent services for dynamic configuration ofthe infrastructure; to handle security and access management for distributed teams, services and data; to provide asolution for multi-site and multi-platform tool integration; to develop a technique for dynamic tool integration basedon novel agent technology and to provide transparent data access by self-describing data formats based on Internetstandards such as XML.The final phase of the project will validate the extended infrastructure through its use in two distributed engineeringtasks. The results will be measured using the earlier defined metrics. The resulting infrastructure with its advancedservices will be able to support complex distributed engineering tasks.Project period: January <strong>2000</strong> - December 2002Contact:Thomson-CSF OPTRONIQUEBP 55, Rue GuynemerF-78283 Guyancourt, FranceXaxier WarzeeTel.: +33-1-30 96 71 52Fax: +33-1-30 96 72 31Email: xavier.warzee@tco.thomson-csf.comECOLNET <strong>European</strong> Collaboration Network IST ProgrammeWith the move towards globalisation of economies, many organisations choose to compete by merging or acquiringcompetitors in their particular markets or in upstream or downstream business processes. ECOLNET proposes tovalidate a different business strategy that is suited to independent <strong>European</strong> SMEs which have traditionally focussedon their national markets. This strategy develops the concept of collaboration through clustering of knowledgeprovided by different, independent organisations. Groups of <strong>European</strong> companies exploiting the ECOLNET conceptsand infrastructure will increase their market penetration through the creation of networks for co-operation andstrategic business alliances. They will exchange knowledge, resources and products, and will complement their offerand local market with their allied networked partners.ECOLNET will provide two concrete results to these actors: a model for building collaborative networks, andinformation systems to support exchange of business knowledge. The project will validate its model and ITinfrastructure in three Collaborative Networks: software and services allied companies, willing to exchange knowhowon software development, products, applications and even personnel; human resource consulting companies, inthe personnel placement/head-hunting market, wishing to exchange personnel and skills, and to complement theirbusiness opportunities; and the Object Management Group, an international organisation dedicated to the productionof open specifications for the development of distributed interoperable object component systems, wishing tostrengthen communication and collaboration between its associates.The project is divided into 3 phases: definition of the business model for companies working in a network,independently of their business sector; design and development of the system, integrating different components in aniterative way to produce intermediate results and assure relevance for the user organisations and validation in threeCollaborative Networks; testing of the effectiveness of ECOLNET, the information provided by the system, theusability of the tools developed to access and manage the information, and system performance.Project period: January <strong>2000</strong> - December 2001Contact:Ibermatica SAAvenida del Partenon 16-18E-28042 Madrid, SpainAna SegoviaTel.: +34-913 849 100Fax: +34-913 849 144Email: am.segovia@ibermatica.comIST ProgrammeEMERGENCE Estimation and mapping of employment relocation in a globaleconomy in the new communications environmentThe EMERGENCE project aims to provide reliable information both qualitative and quantitative, on delocalisedtelemediated work. An interdisciplinary team (plus associates in North America and Australasia) will carry out astatistical overview, develop analytical models, conduct an international survey and carry out comparative casestudies to map, quantify and forecast the new international division of labour in information processing. It will makerecommendations to official statistical bodies. It will dissemination information interactively, for use as a resource for- 170 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>research, benchmarking against global comparators, regional development, employment creation, equal opportunitiesand other policies.The work includes a critical overview of the changing division of labour ; an international survey of about 8000employers in 15 EU countries and 3 EU applicant countries, (with a further approx. 2,000 in North America andAustralasia) ; development of research instruments for comparative analysis of case studies in an internationalcontext ; 60 case studies of relocated telemediated employment, both in ‘source’ areas and ‘destination’ ones ;analysis of results, including their implications for social exclusion and marginalisation, for gender equality, forsupply and demand for skills and for regional development ; development of analytical models ; development ofeconomic development toolkit for use at a regional level ; development of an interrogable database and web-site fordissemination of results to researchers, social partners and policy makers, and a variety of other disseminationactivities including seminars, workshops and presentations.Project period: January <strong>2000</strong> – December 2002Contact:Institute for Employment StudiesMantel Building, University of SussexBN1 9RF, Brighton, United KingdomUrsula HuwsTel.: +44 1273 686751Fax: +44 1273 690430E-mail: analytica@dial.pipex.comEMICO Editeur Multimedia Interactif et Coopératif INCOA project developing and testing methods for localising training materials and courses from onelanguage/culture/environment to another. The particular experimental context is localisation from France to theMiddle East of a course relating to Quality standard ISO 9004.Project period: December 1997 – December <strong>2000</strong>Contact:Société A6-MediaguideResearch Department6 Rue Paul ClaudelF-91000 Evry, FranceGérard ClaësTel.: +33 1 60 77 72 06Fax: +33 1 60 79 49 87E-mail: 101467.633@compuserve.comURL:http://www.cordis.lu/esprit/src/961977.htmE-NTRY Electronic Tendering, Bidding and Negotiation Real-time System IST ProgrammeThis Project will design, develop, pilot, evaluate an innovative Internet-based E-Commerce platform (E-NTRY)enabling more open, transparent, fair and, at the same time, more efficient and more cost-effective industrialprocurement practices. The software system will support in a comprehensive and integrated way the entire range ofactivities, both within individual organisations and across the entire procurement chain involved in the 3 keyprocesses of: Tendering, Bidding and Contract Negotiation. It is a specific objective of E-NTRY to create a generictool, meeting the requirements of a wide range of Industry sectors: pilot Users are a tendering and a bidding companyfrom the Telecommunication Industry, but requirements and solutions will be generalised by E-NTRY IT partners toother sectors, and most notably to the Maritime Industry, Civil Construction and Public Administration. The projectwill exploit advanced technologies, and most notably XML, Java, workflow inter-operability and CORBAtechnologies.Project period: January <strong>2000</strong> – July 2001Contact:TXT Ingegneria InformaticaAdvance Information Systems DivisionVia Socrate 41I-20128 Milano, ItalyMr. Sergio GusmeroliTel.: +39 2 2577 1310Fax: +39 2 2578 994E-mail: gusmeroli@txt.itEpri-COM <strong>European</strong> Parliament Research Initiative Communicating with IST ProgrammeCEECEpri-COM has three major objectives:• to create awareness and inform Parliamentarians on Information Society issues and resarch in advancedcommunication technologies and services• to establish a truly trans-<strong>European</strong> information and communication service on the basis of a multimediainformation service for parliaments in the CEEC, the EU (EP and national parliaments) and the North AtlanticAssembly. This service will integrate continuous media information (video, audio) as well as other sources ofinformation (text, graphics)• to facilitate direct communications between Eastern and Western Parliamentarians and policy makers, by- 171 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>exploiting and continuously improving the information and communication services offered by Epri-COMEpri-COM continues work started by EPRI-Watch in 1995. It targets politicians interested in information societyissues, provides them with information about <strong>European</strong> IS legislation and developments, and facilitatescommunication among them. The priority target group of EPRI-Watch were the Members of the <strong>European</strong>Parliament who might be more in need of communication technologies that other parliamentarians because of theirthree workplaces in Brussels, Strasbourg and in their constituency. When the service was launched, only a fewMembers of the <strong>European</strong> Parliament had e-mail facilities. Currently the service has about 800 users.Epri-COM has organised a large number of events including last year, including the participation of <strong>European</strong>politicians at <strong>Telework</strong> ’99 in Aarhus. The project has continued to support the initiative for meetings amongnational Parliamentarians in Europe about the use of ICTs in the work of Parlimentarians in order to better legislate,to better control government and to better communicate with citizens. The first event took place in the AssembléeNationale in Paris in March 99, this was followed by a second meeting in Athens in February <strong>2000</strong>. The third eventis planned at the House of Commons in London in September <strong>2000</strong>.Project period: April 1998 - July <strong>2000</strong>Contact:Teleport Sachsen-AnhaltBrussels EPRI-OfficeBoulevard Clovis 39,B-1000 Brussels, BelgiumKlemens GutmannTel.: +32-2-258 46 26Fax: +32-2-230 69 29E-mail: gutmann@tsa.deEPSYLON Enhanced Process modelling System for Lean Operations Esprit ProgrammeManagementThis project is aimed to define, implement and validate a new software for managing process information at thehighest possible semantic level, thus allowing manufacturing firms to achieve the following benefits: improvedmanagement of process data formalising the whole knowledge of the shop floor; control over complementaryoperations like recycling and resource maintenance; improved planning and decision-making functions for bothoperative and strategic decision-making.EPSYLON will produce process modelling software supporting: (i) abstract operation types, to represent all kinds ofshop-floor activities in a context-free and resource-independent fashion; (ii) aggregation of operations into processes;(iii) parameters and constraints to capture product-dependent and resource-dependent aspects; (iv) resource typesdefinition in terms of structure, variable features, capabilities and independent behaviour; (v) partial or completeinstantiation of process features in different product, resource and factory scenarios.Furthermore, three decision support applications are developed: (i) for recycling processes originated from taken-backproducts, scraps and by-products, (ii) for maintenance, with the management of auxiliary operations; (iii) forsimulation and strategic analysis. The integration with other software tools is pursued: (i) with respect to the STEPstandard, (ii) with respect to existing schedulers (iii) and existing monitoring packages.Project period: December 1997 – June <strong>2000</strong>Contact:Democenter s.c.a.r.l.Viale Virgilio 5541100 ModenaItalySebastiano SighinolfiTel.: +39 59 848810Fax: +39 59 848630E-mail: s.sighinolfi@democenter.itURL: http://193.207.81.209/democenter/EXTERNAL Extended Enterprise Resources, Network Architecture and Learning IST ProgrammeThe EXTERNAL project addresses the challenges met when forming an extended enterprise (EE), characterised by adynamic and time-limited collaboration between business partners. The goal is to provide solutions that make thiscollaboration effective and repeatable. The objectives involve developing methodology, infrastructure/tools andbusiness solutions for EE modelling, analysis, engineering and operation. The process learning, deployment of openknowledge-sharing infrastructures and validation of results will also be addressed. Three usage cases, will integrateand test the approach, the methodology, and the tools. They concern EE deployment in SMEs, EE consultancyservices and the project itself. The results of the project will increase the competitiveness of <strong>European</strong> enterprises andprovide new ways of knowledge-work collaboration.The following activities will be undertaken: Development of a methodology for EE engineering and operation;Development of tools for application of EE methodology; Supporting process learning at the level of individuals,teams and organisations; Development and deployment of an open knowledge sharing EE infrastructure; Developingbusiness solutions from the EE methodology and infrastructure; Validating EE methodology and EE infrastructureand Ensuring early and continuous exploitation and dissemination of results- 172 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>EXTERNAL will support process collaboration with embedded knowledge and change management: creating,sharing, harvesting, and re-activating knowledge. The project thus targets the integration and convergence ofcurrently fragmented business process technologies. Using EXTERNAL results, companies can transform and extendtheir operations through a propose open infrastructure. This allows for the interoperability of participating dynamicnetworked partners.Project period: January <strong>2000</strong> – December 2002Contact:Det Norske Veritas (DNV) EnterpriseDevelopment TechnologyVeritasvn. 1N-1322 Hoevik, NorwayMikkelsenTel.: +47-6757 7681Fax: +47-6757 7520E-mail: Edda.Mikkelsen@dnv.comURL: http://www.dnv.noIST ProgrammeFAMILIES Families, Work and IST: A study of the interactions between familytrends and new work methods in the Information SocietyFamilies are central to the adoption of new ICT-based work methods and, conversely, the new work methods canimpact on families for better or worse. The FAMILIES study will provide the first comprehensive and focusedinvestigation of this area. It will analyse the key interactions between families and the new ICT-based work methods,empirically investigate these interactions as they arise for real families , define the policy and RTD implications , anddisseminate the results inside and outside the programne. The results will help the RTD programme and projects toaddress the requirements for "family-friendly" systems and services, and contribute to the achievement of EC policyobjectives in employment, equal opportunities, information society and other fields..Project period: Subject to contractContact:Work Research Centre LimitedGreenlea Drive 16W Dublin, IrelandKevin CullenTel.: +353-1-4927 042Fax: +353-1-4927 046E-mail: k;cullen@wrc-research.ieGem A Global Employment Marketplace in the Information Society Esprit ProgrammeA project developing a knowledge base supporting creation and use of digital CVs that are portable across languagesand cultural norms, and aiming to create a Network of Excellence for this work.Project period: August 1998 – October 1999Contact:Organization and Human Ressource Management DepartmentGraduate School of Business AdministrationBocconi University, Milan, ItalyAndrea PontiggiaTel.: +39 02 5836 6323 / 6852Fax: +39 02 5836 6883E-mail: andrea.pontiggia@sda.uni-bocconi.itINCO-DC ProgrammeGipseca A Generic Interactive Package for Systems Engineering Courses andApplicationsThe project is researching the organisation and development of educational multimedia material for use on Internet.Partners include several <strong>European</strong> and Mediterranean institutions. The focus is a teaching scheme for the integrationof a number of engineering disciplines under the generic theme of Systems Engineering, and design andimplemention of an interactive and networked multimedia package for use in academia and industry.Project period: April 1998 – September 2001Contact:Heriot-Watt UniversityDepartment of Computing & Electrical Engineering,Edinburgh, EH14 4AS, United Kingdom.Ali ZalzalaTel.: +44.131.451.3894Fax: +44.131.451.3327E-mail: a.zalzala@hw.ac.ukURL http://www.cee.hw.ac.uk/~ali/gipsecaHarmony Coping with the Complexity of Business Innovation Esprit ProgrammeHARMONY is a four year Intelligent Manufacturing Systems (IMS) project. The overall objective of the project is todevelop an internet based support system for start-ups, innovation support institutions and investors that will help toincrease the yield of innovation projects. The focus of this project is on start-ups operating in or servicing themanufacturing industry. Currently the project has 17 partners from Australia, EU, Switzerland and USA. In additionthere are so-called "Circles of Experts" representing innovators, investors as well as support institutions.Harmony evolved from the clearly identified need for an efficient and effective support for start-ups at both thecompany level, as well as at the level of the whole economy. Therefore, the vision shared by all partners is to set upinternationally accepted practices for the support of start-ups based on multimedia and internet technologies. Thisintegrated support, based on a holistic approach, is planned to be of high quality, easy to use, complete and- 173 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>internationally accepted.Project period: October 1998 – October 2002Contact:<strong>European</strong> co-ordinator:Fraunhofer Institute for Factory Operation and AutomationSandtorstrasse 22D-39106, Magdeburg, GermanyH. KühnleBjörn SöndgerathTel: +49 391 4090 510 or 712Fax: +49 391 4090 596Email: soendgerath@iff.fhg.deICARE 9000 On-Demand Consulting and Remote Electronic Training for Telematics ApplicationSMEs in Urban and Rural AreasProgrammeICARE 9000 is using advanced telematics tools like videoconferencing to provide technical support for companiesseeking to achieve the ISO9000 certification by using tele-consulting techniques. Some of this consulting support isprovided on-line, for example when an SME has a specific problem in applying the quality control manual, as thisenables rapid expert advice to be offered. The project aims to improve the access of SMEs, particularly in lessfavouredareas, to ISO9000 training courses, the follow-up of information and to offer telematics advice to qualityengineers for whom regular travel to traditional courses is costly and time-consuming.Project period:Contact:TELES AGDoverstr. 2-4D-10587 Berlin, GermanyBirgit HeinzTel.: +49 30 399 28 241Fax: +49 30 399 28 242E-mail: b.heinz@teles.deURL: http://www.teles.deInfoBridge The Bridge from ACTS to the outside world ACTS ProgrammeThe primary objectives of InfoBridge are to provide an information window through which the work of ACTS isvisible to the outside world, as well as to publish accessible summaries of ACTS Projects and Domain results targetedat specific segments of the market (e.g. scientific, technical and policy communities). Furthermore InfoBridgeprovides an electronic information base (Web-based Infospace) as a hub for the information exchange within ACTSand to the outside world.InfoBridge built on the work of the successful ACTS project InfoWin, addressing dissemination activities, which arenot covered by InfoWin (e.g. extending the information window to new geographical regions especially EasternEurope). It continues the base information and service infrastructure after the end of InfoWin to ensure the visibilityof ACTS results in the 5th framework programme.InfoBridge focuses on information generation from projects, information collation and consolidation around specificthematic points, information editing and condensation for specific audiences including the reporting of key events.As InfoBridge builds on the work of the InfoWin project, it uses and extends the services, tools, products andexperiences of InfoWin to reach the objectives of InfoBridge. InfoBridge continues the tasks, which are necessary toensure a successful dissemination of ACTS results focused on key events bridging the gap to the 5th framework. Forall publications the well-known InfoWin label will be used to ensure continuity in the promotion of the ACTSProgramme and its results.Project period: May 1998 – February <strong>2000</strong>Contact:RUS – University of Stuttgart(Rechenzentrum Univ. Stuttgart),Allmandring 30D-70550 Stuttgart, GermanyBarbara BurrTel.: +49 711 685 5811Fax: +49 711 678 7626E-mail: burr@rus.uni-stuttgart.deURL: http://www.uk.infowin.orgInformation, Communications and Technology Advisory ServiceLEADER InitiativeSince it was set up in May 1994, the of the Western Isles, Skye & Lochalsh group has created about 100 teleworkingjobs in the Hebrides, in North-West Scotland. One of the main points of this experimental phase was the constitutionof a file of potential "teleworkers": a list of some 500 people, either residents or people wanting to move back to theislands, was drawn up and their skills noted. Since no local company existed in this sector, the LEADER groupcreated a limited liability company, "Lasair Ltd", capable of managing contracts concluded with principals fromanywhere in the world. Through the nature of the work, these teleworking posts constitute an activity with real addedvalue, which goes far beyond simple data entry but involves skills in editing, re-writing, re-reading, computergraphics, etc. An experimental contract in 1996 with the Scottish Health Board further proved that purely"mechanical" data entry was non-profitable because it faced fierce competition from Third World countries. LEADER- 174 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>provided approximately 35,000 ECU for the supplementary training of the teleworkers.The ICT Advisory Service has developed much further than the initial LEADER funded research Phase. We are nowin the third phase with funding from ERDF (Objective 1) Total budget to Dec 2001 £360,000. A number of new ICTcompanies have now been attracted to this very rural area and our latest announcement is the opening of an ISP NetCentre in the town of Stornoway.The project has also been selected as a transferable project under theTerritorialEmployment Pact Exchange Mart initiative.Contact:Information, Communications and Technology Advisory ServicePairc House, Halbost, Lochs,Isle of LewisHS2 9QB Scotland, United KingdomDonnie MorrisonTel.: +44 1851 880 225Fax: +44 1851 880 386E-mail: donnie@sol.co.ukURL: http://www.hebrides.com/itpIST ProgrammeINSPIRE Intelligent Support for People-Oriented Process Re-Engineeringand Change ManagementThe INSPIRE project will create an intelligent support tool to increase the success-rate of Business ProcessReengineering by providing real help in process modelling, design and implementation, and by explicitly taking thehuman factor into account at all stages. It uses formal models of business processes to represent the knowledgeneeded to reason about them. It will encourage participation in BPR by supplying simple icon-based processmodelling schemes, animation of performance simulation, qualitative performance indicators, and real help andintelligent advice, all easily understood by non-experts.The project will build a toolset comprising a base of IDEF-type process views, automatic workflow generation,dynamic simulation and quantitative performance indicators, into which will be built a number of innovative featuresdesigned to render the BPR process accessible to non-experts and to support the implementation of re-designedprocesses. A natural language front end will be built and Iconic process representations will be used to make formaldiagrams more intuitively understandable. The simulation module will feature fuzzy, qualitative performanceindicators besides standard numeric ones. Dynamic simulation of processes will be animated to make themcomprehensible to non-specialists. At the core of the tool, generic formal process models will used to allow coherencebetween different views to be enforced, and supporting diagnosis and explanation features. An implementationplanner will be developed to support the change process, built on a case based reasoning engine and a library of BPRbest practice. This module will provide explicit information about the skills and personnel available and required forthe change, set realistic milestones and targets for the changeover period, as well as provide criteria for the evaluationof a newly implemented business process.The first period covers software specifications and user requirements. Thereafter software prototypes are built takingaccount of the results. Once the requirements and specifications are drawn up and agreed, system integration will takeplace. As soon as a useably stable prototype can be released, the first pilot BPR initiatives begin and run for 6 months.These comprise real BPR activities using the INSPIRE tool and approach in both manufacturing end user sites, eachsupported by a consultancy. The second field trials will be longer and more extensive reflecting the advanceddevelopment status of and improved end user expertise with the tool. There will be a constant cycle between end usersand software partners of feedback and successive new releases of the tool. The end users will produce a User Manualfor the tool.Project period: March <strong>2000</strong> – Ocober 2002Contact:British Maritime Technology LtdOrlando House1 Waldegrave RoadTeddington,TW11 8LZ Middlesex ,United KingdomF.Caldeira-Saraiva and Richard BallTel.: +44-181-943 5544Fax: +44-181 977 9304Email: richardb@bmtech.co.ukINTERDEV- Interdev Natural Resources Management – Linking <strong>European</strong> IST ProgrammeNRM expertise with local wisdomThe project will design and test a cooperative information service on Natural (environmental) ResourcesManagement. The information system will be based on decentralized data input, accessible through the Web to anyorganization working in the domain of sustainable management of natural resources. Special attention will be paid,from the beginning, to design a commonly accepted set of norms, criteria for classification and validation.Incorporation of advanced tools such as XML, GIS or 3D image will be studied.The projects aims to fill a practical need of the (sustainable) agricultural sector in Europe and worldwide. The first- 175 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>specific objective of the Interdev project is to develop and to experiment an information system based on decentralizeddata input.A second specific objective is that the present project leads to the establishment of a much larger number ofparticipating organisations, equally committed in filling/using the database.The project will adapt an existing software to the specific needs of the proponents and to the classification of NRMinformation. Norms and procedures for the management of the information on a co-operative basis will be establishedjointly by all partners. The system will be tested while concentrating on three specific issues: low external inputfarming systems, food processing and quality control, urban and periurban agriculture. Newly developed technologiesthat could be incorporated into the information system will be assessed. Necessary studies will be undertaken for thefuture extension of the information service both in terms of the number of organisations participating and in terms ofthemes considered in the service.Project period: September 1999 – December <strong>2000</strong>Contact:GRET Groupe de Recherche et d’EchangesTechnologiques211-213 rue La FayetteF-75010 Paris, FranceLuce RuaultTel.: +33-1-40 05 61 59Fax: +33-1-40 05 61 10Email: ruault@gret.orgISTforCE Intelligent Services and Tools for Concurrent Engineering IST ProgrammeThe project will develop a novel, user-centred services platform for concurrent engineering in building construction.The platform will a) allow multi-project participation, b) provide servers with task-oriented engineering and systemknowledge, c) provide information logistics and multi-project workflow support, d) provide services and tools for e-commerce, multi-media and e-signature, e) provide a framework to support legally binding work results and an audittrailer, f) can be connected to any server and virtual enterprise as long as these servers fulfil some specificationsdeveloped in the project, g) and will provide a language interoperability service. The services platform will also shieldthe user from the heterogeneity of the outside concurrent engineering world.The services are focused on the needs of the individual user. They provide him with task-oriented knowledge, allowhim to access knowledge (repositories) and engineering services available on the net and they provide the necessarye-commerce tools including e-payment, data security and e-signature. Data storage will be outsourced. Services forinteroperability support the user in attaching any kind of data and transform them into his individual unified dataformat. A personal workflow service allows him to interlink the workflow of the different projects and an informationlogistics component helps keep track of information flows. The project will combine engineering design with e-commerce and business engineering, improve collaborative working, enhance the human’s working capability, andstrengthen the role of SMEs on the global market.Project period: January <strong>2000</strong> – April 2002Contact:Obermeyer Planen+Beraten Planungsgesellschaft für Bau,Umwelt, Verkehr une Technische Ausrüstung GmbH;ABT. DATENVERARBEITUNGHansastrasse 40D-80686 München, GermanyIWOPRudolf JuliTel.: +49 89 5799 0Fax: +49 89 5799 495Email: rudolf.juli@opb.deBest Practice Pilot for the implantation of Integrated Internet BasedRemote Working Places for Virtual Teams developing their work atSMEsIST ProgrammeIWOP is a Best Practice Pilot for <strong>European</strong> Small and Medium sized Enterprises belonging to industrial sectors(such as metal-mechanics, wood/furniture, etc). IWOP deals with the implantation of the maturely implementedinformation technologies, oriented to solve communication problems originated at different departments in thecompany that usually works remotely (post-sales services, maintenance services, commercial delegations, etc). Thepilot will be carried out at 8 SMEs, from Germany, Spain and Bulgary, that have to meet the issue IWOP takes upwith by implementing teleworking and mobile working solutions. This pilot will be supported by three catalystcompanies from these 3 countries which will analyze SMEs' requirements on teleworking and mobile working,analyze existing IT solutions, choosing the solution that best fits the SME's requirements and co-ordinate theimplementation of the chosen solution.Project period: Subject to contractContact:Javier Aranceta- 176 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Centro Tecnologico Ideko, A.I.E.P.I. Arriaga, 2, Apdo 80E-20860 Elgoibar (Gipuzkoa), SpainTel.: +34-943-748000Fax: +34-943-743804Email: jaranceta@ideko.esJEWEL Trial of an innovative iCRM Systems for distributed Sales IST ProgrammeOrganisations in the Jewellery IndustryJEWEL aims to adapt and validate a Customer Relationship Management system (CRM- system) for a distributednetwork of small and medium sized sales organisations within the jewellery industry. Based on an existing CRMprototype, the implementation strategy shall give special consideration to the integration of online technologies esp.the internet (iCRM approach). Opposed to a conventional CRM system, the system shall cover functionality toreplicate data between distributed CRM systems over the internet as well as to integrate a web front end with an e-shop and a web server for customer and supplier interaction.Project period: Subject to contractContact:CAS Software AGWilhelm Schickard Str. 10D-76131 Karlsruhe, GermanyMartin HubschneiderTel.: +49-721-9638 111Fax: +49-721-9638 299Email: Martin.hubschneider@cas.deLEAP Lightweight Extensible Agent Platform IST ProgrammeLEAP is addressing the need for open infrastructures and services which support dynamic, mobile enterprises. It willdevelop agent-based services supporting three requirements of a mobile enterprise workforce: Knowledgemanagement (anticipating individual knowledge requirements), decentralised work co-ordination (empoweringindividuals, co-ordinating and trading jobs), travel management (planning and co-ordinating individual travel needs).It will develop a reference Lightweight Extensible Agent Platform responding to the communication and cooperationneeds of mobile teams, based on standards and capable running on advanced phones or mobile devices.The project will comprise two phases: in the first Phase, a feasibility study of 12 months, the project will defineapplication requirements as well as reviewing current FIPA and WAP standards. The design of the LightweightExtensible Agent Platform will be based on the development of an innovative, scaleable and "operating systemagnostic" architecture for devices ranging from PDAs to phones to desktop systems. This architecture and a initialversion of the LEAP application will be integrated and deployed in lab trials. In Phase 2, the Mobile teammanagement applications will be deployed in the real world, in two Field Trials, over a one month time period, andcovering large geographical areas. The field trials will evaluate both the scientific and usability aspects of thetechnology, showing how the technology is adapted and adopted by users in a dynamic networked organisation in aubiquitous environment.Project period: January <strong>2000</strong> – July 2002Contact:Centre de Recherche Motorola ParisEspace Technique St. AubinF-91193 Gif sur Yvette, FranceBernard BurgTel.: +33-1-69 35 25 29Fax: +33-1-69 35 25 01Email: Bernard.Burg@crm.mot.comMARIFlow A Workflow Management System for Maritime Industry Esprit ProgrammeMARIFlow project aims to provide an architecture for automating and monitoring the flow of control and data overthe Internet among different organisations, thereby creating a platform necessary to describe higher order processesinvolving several organisations and companies.The higher order process is designed through a graphical user interface and mapped to the textual workflowdefinition language of the system called FlowDL. A process definition in FlowDL is executed through cooperatingagents that are automatically initialised at each site that the process executes. Agents handle the activities at their site,provide for coordination with other agents in the system by routing the documents in electronic form according to theprocess description, keeping track of process information, and providing for the security and authentication ofdocuments as well as comprehensive monitoring facilities.The architecture is general enough to be applied to any business practice where data flow and invocation of activitiesamong different industries and organisations follow a pattern that can be described through a process definition,however, the example applications are developed for maritime industry. The first prototype of the system isoperational.Project period: September 1999 – December <strong>2000</strong>Contact:Dept. of Computer Eng.Asuman DogacTel.: +90-312-210 5598 or 210 2076- 177 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Middle East Technical University06531 Ankara, TurkeyFax: +90-312-210 1259Email: Asuman@srdc.metu.edu.trURL:http://www.srdc.metu.edu.tr/mariflow/MAST Managers in Support of <strong>Telework</strong>ing ADAPT InitiativeAimed at SME managers, the project is producing training and methodological support packages to encourage andhelp Irish companies make more extensive use of teleworking. It is led by the Work Research Centre Ltd. (WRC), aresearch, consultancy and training organisation specialising in the impact of new technologies on working life andsociety in general, and health at work. Its first priority is to address three key issues – the lack of awareness about therealities of teleworking, the lack of knowledge about how to implement and manage it, and the lack of techniques forovercoming these difficulties. An appropriate package of tools and services is then being developed. The consortiumincludes Forbairt, the Irish national development agency, the National College of Ireland, Telecom Eireann, theInstitute of Personnel Management and the Irish Institute of Training and Development. The transnationalpartnership involves German and Greek projects.Project period: February 1998 – December 1999.Contact:Work Research Centre Ltd.1 Greenlea DriveTerenureDublin 6W, IrelandRichard WynneTel.: +353.1/492-7042Fax: +353.1/492-7046E-mail: 100140,1053@compuserve.comE-mail: mt.fanning@wrc-research.ieMOTION Mobile Teamwork Infrastructure for Organisations Networking IST ProgrammeMOTION will design, develop and validate a novel multi-service business architecture to support teamwork withindistributed enterprises. Manufacturing companies increasingly need geographically distributed product development:products are built up of components developed by units located in different cities or countries. MOTION addressesthis need with the objective of developing and validating a multi-service business architecture for supporting TeamWork and distributed working methods, both for cooperative product design and for business management. Theproject will: define a novel, distributed communication services infrastructure; identify and develop a core set ofservices based on such infrastructure; use such core set of services to build up two specific business applications. Thearchitecture will allow end-users to implement new methods of working and achieve business process improvementsin terms of improved product design, improved productivity and reduced time to market. Based on distributed objecttechnology standards, it will integrate intelligent and mobile agents, information push and event-basedcommunication. These will be used in the context of a global information infrastructure supporting mobile workingthrough the integration of hand-held devices. Such techniques will allow configuring and operating a consistent set ofTeam Work Assistants required in the different sites of an application and supporting engineering teams workingacross the sites in a variety of tasks. MOTION will validate the achieved end products in two industrial environments:household appliances and mobile phones production.Project period: January <strong>2000</strong> – July 2002.Contact:Softeco Sismat SpAVico San Barborino 7/82I-16149 Genova, ItalyMarco BoeroTel.: +39-10 6026329Fax: +39-10 6026350E-mail: marco.boero@softeco.itMtoM3d Made-to-measure garments 2D/3D approach INCO-DC ProgrammeMtoM3D is an international research project with the objective to increase the market and the value of the apparelproducts made in Developing Countries. This is reached by enhancing the offer to the plus-size sector, which isconsiderable in Europe and North America.The aim of the project is to offer a new method for fitted garment production especially for plus size people. Theproject develops a system dedicated to evaluating measurements from a standard reference and to computingcorresponding alteration sets for garments directly from a set of physical mannequins defining different anatomicalconformations, according to, and controlled by our state of knowledge. Elements will be integrated in order toevaluate alterations to apply to the 2D patterns of the standard size garment, mounted and displayed on a plus sizemannequin. The vertical balance of the garment influenced by the mannequin volume will be studied on a set ofmannequins defining different anatomical conformations. Fabric mechanical properties will be utilized in order tosimulate fabric behaviour, especially the draping effects caused by the mannequin volume and the constraints due to- 178 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>the assembly of the garment pieces. A criterion describing vertical balance will be investigated and used for thecomputation of these alterations.In conclusion the proposed method consists of:the use of the 3D model of a plus size mannequin to produce a first alteration of the 2D patterns, coming from astandard size ones; the 3D synthetic mounting of the garment on the 3D plus size mannequin; the computation of thecriterion of vertical balance from the 3D shape of the computed garment; the computation of new alterationscorresponding to the optimisation of this criterion.Project period: November 1997 – December 1999Contact:INRIA,Domaine de Voluceau, B.P. 105F-78153 Le Chesnay Cedex, FranceMULTIPROA Publishing and Management System for Cross-media Teamworkat Remote, Mobile and Heterogeneous Workplaces in MultimediaBroadcast OrganisationsAndré GagalowiczE-mail: Andre.Gagalowicz@inria.frURL:http://www.ercim.org/MtoM3D/index.htmlIST ProgrammeThe MULTIPRO project is concerned with digital media archive technologies and asset management systems for theTV industry. It will deliver technologies necessary for the evolution from digital television production towards thecollaborative production of cross-media and web services. These will enable teamworking and more effective remotecollaboration between in-house and out-sourced production, including distributed information management acrossdifferent time zones and in real-time, event-related crossmedia editing and production. The project will develop adistributed management system for rich media services (video, audio, text/graphics) based on (1) an enhanced mediaarchive system, (2) a crossmedia glueware / broadband personalisation tool, (3) an automated content audiomanagement tool for distributed audio archives. These will be applied in (1) cross-media, mobile, teamwork basedworkplace publishing, (2) multi-disciplinary team publishing for personalised broadband, (3) heterogeneouscrossmedia content publishing.Project period: January <strong>2000</strong> – December 2001Contact:Sender Freies Berlin: Redaktion KontrasteMasurenallee 8-14D-14057 Berlin, GermanyAnke GaiserTel.: +49-30 3031 2687Fax: +49-30 30315049E-mail: anke.gaiser@sfb.beNET-TELEMED <strong>European</strong> network on tele-medicineADAPT InitiativeThe project implements a tele-medicine structure and a Clinical Information System (CIS) within a private hospitaland it begins a continuing training system for the personnel (technical, medical and nursing) to guarantee the qualityof the service offered to patients.Using the system, a strong co-operation is developed, between the hospital and other modern medical centresthroughout Italy, and Europe (test-bed for on-line consultation). The project establishes an innovative system of telemedicinefor patient assistance through a computer-based system and qualified personnel. The training action planfor, is one of the major aspects of the project, and provides all of the personnel in charge of hospital services with thenecessary technological know-how and practices. The project also attempts to accelerate the development of new tasksand activities, such as tele-doctors.Project period: March 1998 – April <strong>2000</strong>Contact:Casa di Cura Noto – PasqualinoVia Dante, 330I–90100 Palermo, ItalyClinica MotoTel.: +39-91-6841753Fax: +39-91-6822449E-mail: telemed@siade.comNOTE A project developing virtual office facilities ESPRIT ProgrammeProject developing and testing technologies supporting virtual office applications for mobile workers.Project period: June 1998 – June <strong>2000</strong>Contact:Thomson-CSF Communications,FranceRigobert FokaE-mail:rigobert.foka@tcc.thomson-csf.comURL: http://www.telecom.ntua.gr/note/IST ProgrammeOSMOS Open System for Inter-enterprise Information Management inDynamic Virtual EnvironmentsThe OSMOS project will enhance the capabilities of construction enterprises, including SMEs, to act and collaborateeffectively on projects by setting up and promoting value-added Internet-based flexible services that support team- 179 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>work in the dynamic networks of the <strong>European</strong> construction industry. It will specify Internet-based services forcollaboration between dissimilar construction applications and semantic cross-referencing between the informationthey manipulate; Specify Internet-based services allowing the co-ordination of interactions between individuals andteams in a Construction virtual enterprise; Specify a model-based environment where the release of, and access to,any shared information (including documents) produced by actors participating in projects is secure, tracked, andmanaged transparently; Provide low entry level tools (cheap and user-friendly) to small enterprises to act andparticipate in construction virtual enterprises; and set up two prototype team work services, and ensure their take-upas commercial offers after the completion of the project. The work will be structured and carried out in five workpackages, with a sixth forming the project management: Team Work Analysis and Requirements Capture;Architecture Definition and Specification; Infrastructure Implementation; Testing and Evaluation; Dissemination andExploitation; and Project Management.Project period: January <strong>2000</strong> – April 2002Contact:DERBIBoulevard de la Bastille 18F-75012 Paris, FranceLaurent RaffalliTel.: +33-1-44 87 88 38Fax: +33-1-44 87 88 22E-mail:raffalli@derbi.frESPRIT ProgrammePERFECT Performance enhancement through Factory On-Line Examination ofProcess DataThe PERFECT project aims to contribute to changing the way of working in the <strong>European</strong> Process ManufacturingIndustries by moving away from the restrictive conventional practice of single variable monitoring (univariate), toprocess performance monitoring based on multivariate statistical techniques.Project period: January 1999 – January 2002Contact:Newcastle UniversityPROTELEUSESJim AndersonE-mail: jim.anderson@ncl.ac.ukIST ProgrammeBest Practice Pilot for the Promotion and Implantation of<strong>Telework</strong>ing Tools at <strong>European</strong> SMEs of the Services SectorPROTELEUSES is a Best Practice project, whose aim is to foster the introduction of teleworking tools in 7 <strong>European</strong>SMEs from the services sector. These firms will be able to benefit from the use that quoted tools offer. Such asintercommunication between branches and headquarter, remote working staff with on line information provision, online connection with staff working at customer facilities, teleworkers developing their tasks from their own homes,...PROTELEUSES will be carried out at 7 SMEs, from Germany, Bulgaria and Spain, belonging to the services sector.There will be one catalyzer per country, which main task will be to steer quoted IT incorporation. This steering willconsist on the identification of requirements, existing teleworking tools analysis, selection of best solution to beintroduced by each SME, co-ordinate the implementation of the chosen solution, assess the results coming from suchincorporation.Project period: Subject to contractContact:Consultores de Automatización y Robótica, S.A.Carretera de Asúa, 6E-48930 Las Arenas (Getxo) Vizcaya, SpainFernando UbietaTel:+34-9176 71217Fax:+34-9176 69498E-mail:carso001@sarenet.esIST ProgrammePSIM Participative Simulation environment for Integral Manufacturingenterprise renewalIn today's competitive and global market place, manufacturing companies are forced to optimize their production atan ever increasing rate. However, it is still common practice that specialized staff groups improve only one aspect (forinstance technology). This will cause suboptimal results. Therefore, a faster, more participative, and more integralapproach is developed. This 'Participative Simulation environment for Intelligent Manufacturing' (PSIM) is asoftware environment for use in assembly operations. PSIM uses a Participative improvement process involvingspecialized staff, management and production personnel. PSIM is an Integral renewal, which means thattechnological, organizational and human factors are all concerned in optimization. It is focused on intelligentmanufacturing to assist human and technological creativity.Activities are grouped into 7 work packages: (1) Pilot: Three companies define their needs (FIAT, Volvo and FinnishPost) during a first assembly optimization participative simulation, using available instruments. (2) Ontology:Existing and new software packages will be studied and (a new) one will be selected for further test. (3)Sociotechnical and ergonomic design tool: Two essential tools will be developed. Tool 1: Sociotechnical knowledge to- 180 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>help developing an optimal organizational structure. Tool 2: Ergonomics to help developing optimal man-machineinteractions. (4) The "navigator", needed to make the PSIM system usable for different participants, is developed. (5)Integration and field test. (6) Validation: at the pilot sites; and (7) Project co-ordination and exploitation.Project period: April <strong>2000</strong> – April 2002Contact:TNO Work and EmploymentPO Box 718, Polarisavenue 151NL-2130 AS Hoofdorp, The NetherlandsPeter VinkTel.: +31-23 554 95 90Fax: +31-23 554 93 05E-mail:p.vink@arbeid.tno.nlRapidPDM Rapid Implementation of Product Data Management ESPRIT ProgrammeThe primary objective of the RapidPDM project is to develop a generic PDM implementation methodology that issupported with a set of IT-tools. This will address the needs of industry by supporting the implementation process forproduct data management. The objectives are to:Develop methods to structure, manage and speed up the product development process;Develop tools to support the implementation process, also in SMEs;Make the methodology available to manufacturing industry through workbooks, courses and educationalmaterial;Make the tools available to PDM-vendors and consultants so that they can be presented to the market.The ultimate goal of the project is to reduce the cost, time, risk and effort of product data managementimplementation, and to make the benefits available to <strong>European</strong> enterprises, particularly SMEs. These methods andtools are innovative because they are not available at present and because existing methods for implementing e.g.ERP-systems do not work for PDM systems.Project period: September 1998 – January 2001Contact:M.I.S. Organisatie-Ingenieurs,Planetenbaan 69,P.O.Box 1773,NL-3600 BT Maarssen, The NetherlandsDick MandemakerTel.: +31.346.570888Fax: +31.346.552388E-mail dick.mandemaker@mis.nlURL:www.rapidpdm.orgSAFES Safe Food Enhancement System IST ProgrammeTrial the integration of an existing prototype with standard web browsers to provide user friendly access to remoteclient/server software. The prototype was previously developed for use with real-time data collection to improveHACCP-based food safety and quality objectives. Adds value by automating SME day-to-day operational managementusing existing data gathering devices to ensure improvements are analyzed with the use of data models which willalso create smarter practice to achieve rapid training of personnel, reduction of process and team times, improve duediligence by building it into the system and aid Community objectives by improving best practice software solutions.Project period: Subject to contractContact:Van Helsing Limited12 Meyricks, Coed EvaNP44 6TU, Cwmbran, UKJanet WademanTel:+44-1633-861 830Fax:+44-1633-485 242E-mail:jan.wademan@vanhelsing.comIST ProgrammeSEDRES-2 Systems Engineering Data Representation and ExchangeStandardisation-2The development of a standard applicable to all industry sectors is essential to simplify and improve the quality ofSystem Engineering information exchange. Europe has initiated and driven this work with the support of the CEC viathe SEDRES project, which ended in March 1999. This resulted in AP233 (Application Protocol “systemsengineering”), which is an on-going initiative within ISO/STEP dealing with the standardisation of SystemEngineering data.The SEDRES-2 objective is to extend, validate and standardise the Systems Engineering (SE) data model and nurtureits practical implementation and multi-sector exploitation as a key enabler for the competitiveness of <strong>European</strong>industry. The top-level objectives of the project are: to drive the on-going AP233 activity in the areas of datamodelling, test material, document preparation, to ensure that <strong>European</strong> interests are represented in the emergingsystems engineering data exchange standard; to validate the standard by performing practical case study definition,prototyping, use and evaluation of the emerging data standard within real SE activities; and to achieve the adoption(“take-up”) of AP233 by all stakeholders, by maximising the two-way dialogue between the first two tracks of work,and between SEDRES-2 and such stakeholders, and to ensure that the vision of generic systems engineering isappropriately supported by the emerging standard.- 181 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>The production of the data exchange standard will take into account the external view captured through the SEDRESnetwork from the standard (AP233 etc), application (engineering sectors) and technology (tools/infrastructure vendor)axes. The project validation scenarios will consist of an aircraft related scenario and a space vehicle related scenario.Project period: January <strong>2000</strong> – July 2001Contact:Daimler Chrysler Aerospace AGWilly-Messerschmitt-Str Tor 1Schloss BirlinghovenD-85521 Ottobrunn, GermanyMansel WolfgangTel: +49-89 607 – 29083Fax: +49-89 607 – 26451E-mail:wolfgang.mansel@m.dasa.deSOL-EU-NET Data Mining and decision support for business competitiveness: IST ProgrammeSolomon <strong>European</strong> Virtual EnterpriseThe goal is to enhance competitiveness and find new business opportunities in the global IT market by establishing avirtual <strong>European</strong> enterprise composed of companies and research laboratories with highly specialised expertise indata mining and decision support. The Sol-Eu-Net enterprise will be organised as a flexible business structure madeof cross-organisational, time-focused, task-driven work teams. It will work towards enhanced usage of data miningand decision support in industry, businesses and public services, contributing to improved quality, efficiency andeffectiveness of their operations. This will be achieved through specific solutions to end-user problems, prototypeproject workshops, project monitoring and consulting, collaborative work and combination of problem solutions, aswell as through education, training and spreading information Web-based information source.There are three main objectives. (1) a business model of a virtual <strong>European</strong> enterprise composed of companies andresearch laboratories will be developed, to synergistically merge <strong>European</strong> expertise in data mining and decisionsupport. This will result in an operational international IT network enterprise, boosted by this project, employing newtechnologies and new internet-based methods of collaborative work. (2) new educational and training methods will bedeveloped, for end-user and expert team training, including specialised problem-oriented seminars and prototypeproject workshops. (3) research advances in data mining and decision support will be achieved through partners'involvement in collaborative problem solving of end-users problems. Methods for combining problem solutions andconsensus building will be developed and successful approaches will be analysed and disseminated, thus contributingto the better understanding of generic methodologies.Project period: January <strong>2000</strong> – December 2002Contact:Institut “Jozef Stefan”Jamova 39SI-1001 Ljubljana, SloveniaDunja MladenicTel: +386-61-1773 272Fax: +386-61-1251 038E-mail:Dunja.Mladenic@ijs.siSTAR Socio Economic Assessment Trends for the Digital Revolution IST ProgrammeThe main goal of this project is to examine the socio-economic impacts of new technologies and services on thenature of work and business enterprise in the next decade, with a specific focus on the identification of newopportunities for economic and employment growth. The project will analyse emerging patterns in the developmentof the digital economy in Europe and the application of the new technologies to advanced (second-generation)services, assessing their contribution to the competitiveness of <strong>European</strong> industry and service providers, sustainablesocial and economic growth. This will be done by developing and demonstrating the implications of alternativeevolutionary scenarios, in close interaction with the IST community and with a group of first-class internationalexperts (the Future Work and Business Forum).Project period: Subject to contractContact:Databank Consulting SpACorso Italia 8I-20122 Milano, ItalyMeacci SergioTel: +39-02-550 021Fax: +39-02-5500 2322E-mail:smeacci@databankgroup.itIST ProgrammeSTARMATE System Using Augmented Reality for Maintenance, Assembly,Training and EducationThe STARMATE project will specify, design, develop, and demonstrate a product dedicated to computer guidedmaintenance of complex mechanical elements. The system will provide two complementary functionalities: userassistance for achieving assembly/de-assembly and maintenance procedures, workforce training to assembly/deassemblyand maintenance procedures. The system will rely on augmented reality technology to provide moreflexibility in working methods while preserving user mobility in context where access to conventional documentationis cumbersome. It will improve work environment user-friendliness. It will allow user-to-access full documentation- 182 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>and manuals directly registered to his working environment. Visual and audio augmentation will be used to guide theuser through the right procedure to apply. The system will be controlled through both speech and a pointing devicesystem.Work will be achieved according to ISO certification of implied industrials. Each partner will be responsible forproviding well-circumscribed elements of the system. The system will be developed from off-the-shelf SW and HWwhere possible. In particular, display devices and voice recognition system will be purchased on the market. Theproduct will be developed into several releases of incremental functionalities. Hence, several integration phases areforeseen in the project. Applications of the product will take place in a variety of real work situations. During theproject it will be used in three different contexts, optronics and aeronautics construction, and nuclear maintenance.Moreover, its overall design will be made in order to reach a high degree of generality allowing to widen the range ofapplications after the project.Project period: January <strong>2000</strong> – December 2002Contact:Thomson-csf optronique / DO / ALGBP 55rue GuynemerF-78283 Guyancour, FranceJean FigueTel: +33-1-30 96 76 21Fax: +33-1-30 96 72 31E-mail:jean.figue@tco.thomson-csf.comSTEPWISE Step with Intelligence for Software Engineering ESPRIT ProgrammeThe objective of STEPWISE is to improve the quality and reduce the cost of software generated from EXPRESSinformation models.Information modelling (also known as data modelling) is an important technique to help rapid development ofsoftware applications. It is especially useful for data exchange. The ISO standard EXPRESS (ISO 10303-11) is apowerful information-modelling language which underpins the STEP (Standard for the Exchange of Product data)standard. The use of EXPRESS is becoming more widespread, both within and outsidethe STEP community, andthere is increasingly a desire to be able to generate better implementation code directly from models. However, this isnot always easy. If the model is at a sufficiently high level to be useful as a design tool then it is likely to be at toohigh a level for direct implementation. Conversely, if the model has been developed with implementation in mind,then it is likely to be cluttered with a lot of data that obscures the real structure of the information it represents.STEPWISE is addressing this issue by developing a methodology and software infrastructure to allow intelligenttransformation of EXPRESS models. The technique is being used to develop improved procedural interfaces (PI),relational database tables and file formats, including XML.Project period: November 1997 – February <strong>2000</strong>Contact:Monsell EDM, Monsell HouseMonsell Lane, Upton-on-Severn,WR8 0QN Worcester, United KingdomRobin La FontaineTel: +44 1684 592 144Fax: +44 1684 594 504E-mail: robin@monsell.co.ukURL: http://www.stepwise.orgTEAM-HOS Methodology and Tools for World-best Teamwork in Hospitals IST ProgrammeThe modern health care system imposes high requirements upon hospitals: they have to ensure the highest quality ofservices to their patients, with the ongoing aim of minimizing risk and costs for citizens. The objective of the projectis to develop and verify an innovative methodology and a set of tools for the analysis of the hospital’s requirements tospecify, design, select and implement adequate ICT solutions which will support the development and introduction ofnew types of ICT supported team work organisations in hospitals. The new methodology will bring benefits to thehospitals in terms of savings in efforts/costs for the introduction of new ICT supported team work organisations by aminimum of 40% and a reduction of risks by a minimum of 95%. The project will develop technologies and systemsfor resource sharing, real-time team co-ordination, innovative workplace design, knowledge sharing within teams andteam inter-communication. The development of business cases will cover at least 60-80% of the general problems andneeds in hospitals in the different countries and medical fields. The methodology will be tested at 5 hospitals from 3different countries operating in a wide range of medical fields.Project period: January <strong>2000</strong> – December 2002Contact:Campus Universitario de SantiagoUniversidade de AverioP-3810-193 Averio, PortugalJosé Arthur Vale SerranoTel: +351-34 370500Fax: +351-34 370545E-mail: serrano@inesca.ptTEBELA <strong>Telework</strong>ing bridge Europe-Latin America INCO-DC Programme- 183 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>The TEBELA project is designed as an accompanying measure to the technical research projects in INCO-DCconcerned with furthering the Information Society. TEBELA aims to support research activities by encouraging thedevelopment of networks and links between Europe and Latin America in connection with teleworking (includingelectronic commerce, innovative applications of Information and Communications Technology (ICT), sustainabledevelopment and the Information Society generally). These networks will support researchers and teleworkers,providing a common forum involving government, employers and individuals. The concept of sustainabledevelopment underscores the aims of the project and provides its rationale.TEBELA objectives are designed with the key aim in mind: the early detection of technological, organisational, legaland social trends that may affect future developments of teleworking initiatives on both sides of the Atlantic.Project period: May 1998 – April <strong>2000</strong>Contact:Andrew PageProtocol Communications Ltd12 Castle streetTQ9 5NU Totnes, Devon, United KingdomAndrew PageTel: +44-180-3865852Fax: +44-180-3868377E-mail: protocol@ectf.org.ukE-mail: protocol@tebela.orgURL: http://www.tebela.org/TELE TOOLSADAPT InitiativeThe aim of the project is to develop tools which facilitate telework in SMEs. These tools will not only cover the ITaspect, but will also include aspects related to individual development and work organisation, as well as legal andinsurance issues. The project will use the Web to give access to introductory material about telework, on-line learningsessions, references to consultants, other experience (local, national and international). Learning material in bookformand on CD-ROM will be developed. A group of instructors, able to teach and work as consultants, will beavailable as mentors/animators.The transnational aim of Teletools is to develop an understanding of teleworking, to identify best practices in servingthe needs of the teleworking society and to exchange know-how about necessary framework for teleworking. Thedevelopment work will include appropriate training strategies and methods as well as learning material thatfacilitates the design of flexible organisations. The transnational partners are from Germany, Austria, Ireland andDenmark.Project period: 1997 – 1999Contact:Handelhojskolen i ÅrhusHaslegaardsvej 10DK - 8210 Århus V, DenmarkAnders PetersenTel.: +45 89 48 66 88Fax: +45 86 15 76 29E-mail: Anders.Petersen@org.hha.dkURL:http://www.org.hha.dk/telework/teletoolsTELEWINT <strong>Telework</strong> Interregional INTERREG IIThe objective of TELEWINT is to strengthen the competition-position of SME's in the Benelux Central Area by theapplication of <strong>Telework</strong>. It is a pilot project in which "border-crossing" telework knowledge and experience will beobtained by the realisation of 64 teleworking places in 16 participating SMEs.The participating SMEs come from different branches such as civil engineering, ICT, tourism, accountants,wholesale, banking, insurance, brokers etc. The knowledge and experience gained during the pilot project will bedisseminated to all SMEs in the region.TELEWINT is supported the INTERREG II Programme. In June 1999 the TELEWINT project has been nominatedas a finalist in The Global Bangemann Challenge for its contribution to advance the development of the InformationSociety locally and globally.Project period: October 1998 – April 2001Contact:N.V. REWIN West-BrabantMozartlaan 7P.O.Box 3182,NL-4800 DD Breda, NetherlandsP.H.BoegbornTel.: +31 76 56 46 788/789Fax.: +31 76 56 46 788/789E-mail: 101522.11202@compuserve.comTEX.COM.TOOLS Co-operation for the Development of Technical Tools for theimprovement of Industrial Communication in Textile / Clothing sectorINCO-DCProgrammeThe TEXCOMTOOLS project comprises research activities focused on the development of technical tools which willenable the fast and accurate exchange of technical information in subcontracting procedure. The project aims to- 184 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>improve industrial communication in the textile and clothing sector between <strong>European</strong> Union and MediterraneanBasin countries. It is focused on the need for standardised technical information in clothing chains, and seeks tofacilitate exchange of this information, contributing to the generation of EDI voluntary standards for the exchange ofclothing products technical data, including the provision of efficient technical tools.The main steps for the realisation of the objectives of the project are, the identification and specification of userrequirements, the development and formulation of standard technical specification sheets, the exchange of technicalspecifications in an electronic form and the dissemination of the results achieved.The project builds upon the developed infrastructure, know-how, results and reputation gained through activities ofall its members-partners: that is three Textile Technological Centres: CLOTEFI, Greece- CETIH, France- CETTEX,Tunisia, EDIGRAC, an organisation activating in EDI and 4 industrial companies: TRIUMPH International- Greece,Maroc Modis & Kandy- Morocco and Delsa, Tunisia. All the critical phases/elements during the implementation ofthe project are monitored on a regular basis, to guarantee continuous control, to identify common problems and toimprove and adapt the selected methodology.Project period: October 1997 – September <strong>2000</strong>Contact:CLOTEFI SAClothing, Textile & Fibre Technical Development S.A.4, El. Venizelou StrEL-17676 Kallithea,Athens, GreeceFani KotziaTel: +30-1-9234932 / 9237355Fax: +30-1-9235603E-mail: fkotzia@etakei.grNena Malliou, nmalliou@etakei.grE-mail: clotefi@etakei.grTHINK Towards Handicap Integration Negotiating Knowledge IST ProgrammeThe main goal of THINK is professional integration of people with disabilities, so that they become productive,profitable and self-sufficient by using information and communication technology. This will be done throughtelework. With the experience obtained from the successful pilot project in Portugal , TELEMAN wants to create andimplement a tecnological, organisational and social model that can be adapted to the particularities of eachparticipating country. A monitoring and support structure will be build to provide the teleworkers with the necessarytools to develop highly professional services to the final client, which are large and medium sized companies. In ashort term, 240 disabled people will be integrated in areas like accounting, programming, technical assistance tocomputer systems, etc.Contact:TELEMANutencao –Assistencia Remota a Computadores, S.A.Apartado 117, Avenida Miguel Bombarda, N° 8 FP-2780 Oeiras, PortugalMiguel ReynoldsTel:+351-21-4416965Fax:+351-21-4415767E-mail:global@teleman.ptTOBASCO Towards Broadband Access Systems for CATV Optical networks ACTS ProgrammeThe aim of TOBASCO is to upgrade existing CATV networks with high splitting counts, with broadband interactiveservices by applying High-Density Wavelength Division Multiplexing in a cost effective way, and to demonstrate theviability of the system in a field trial. Thus the project will advance the introduction of interactive services in existingCATV networks.Interactive services on CATV networks will allow mass participation in applications as telework and telelearning.The project will contribute to the promotion of those applicationsContact:Forward Looking WorkBell Laboratories, Lucent TechnologiesP.O. Box 18NL-1270 AA Huizen, The NetherlandsTon KoonenTel:+31-35-6874558Fax:+31-35-6875954E-mail:koonen@lucent.comURL:http://www.ctit.cs.utwente.nl/Docs/research/projects/tobascoTOOLITLEADER InitiativeThe Toolit project brings together three partners involved in teleworking projects in rural areas of Northern Sweden,the Western Isles of Scotland and the Highlands of Luxemburg. The scope is to create a value added service with thecollaborative input of each partner's skill resources, like languages and marketing. The first partnership meeting wasfully supported by LEADER funding (local budgets plus a 5,000 ECU trans-national cooperation grant from theLEADER <strong>European</strong> Observatory).Project period:Contact:Skoglandet LEADER II ABKristina Öhman- 185 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Box 100S-94222 ÄlvsbynSwedenTOSCATask Oriented, Speech Driven Control of Manufacturing SystemsTel.: +46-929 128 50Fax: +46-929 128 30E-mail: kristina@skogslandet.seESPRIT Programme29165TOSCA aims at a task oriented flexible user interface with speech input which offers one single human machineinterface (HMI) for interacting with all components of a manufacturing system. The TOSCA HMI will increaseproductivity through concurring processes as well as ergonomics by offering a natural way of communication.The main results of the project will be: a data structure for task oriented logging of input and distributing it to theparticipating manufacturing units; a speech recognition system for adverse conditions as in shop floor environments;the implementation of the data structure and the integration of the speech system into the numerical control (NC)systems, and a demonstrator of the task oriented MMI for control of a CNC-lathe with a handling system.Project period: September 1998 – September 2001Contact:SMT Machine AB,PO Box 800,S-721 22 Västerås,Claes NordströmTel.: +46-21-805120Fax: + 46-21-805111E-mail:claes.nordstrom@SMT-Machine.seURL: http://www.wzl.rwth-achen.de/TOSCA 12646 Social Observation Table of Call Centres IST ProgrammeThe objective is to draw up a social observation table of call centres, bringing out what characterises work in them, onthe basis of a functional typology of such centres. It will be based on the problem area, which includes call centres,not only as players, but as “exemplary” cases of on-going changes in the field of work and, consequently, industrialand social relations, which the latter establishes. Therefore, it is also appropriate to question the pertinence ofanalytical tools used and, through this original study, contribute to their renewal. It is a matter of facilitating player’sunderstanding - and with their indispensable co-operation of the issues and social consequences of the currenttremendous increase in importance of information and communications technology in the productive process, ofwhich call centres already seem to be one of the most outstanding achievements.Research on call centres will essentially focus on a quantitative approach. On the basis of an inventory of call centresin partnership countries, a representative sample will be established, which will define the scope of field work. Thework will establish a typology of jobs in these centres on the basis of a detailed study of functions carried out, a studyof work situations of a significant sample of operators, and an analysis of industrial and social relations in callcentres.Project period: May <strong>2000</strong> – May 2002Contact:ISERES263 rue de ParisF-93516 Montreuil, FranceSerge Le RouxTel:+33-1-48 18 85 42Fax:+33-1-48 18 85 43E-mail:leroux@iseres.orgTOWER Theatre of Work Enabling Relationships IST ProgrammeThe objective is to draw up a social observation table of call centres, bringing out what characterises work in them, onthe basis of a functional typology of such centres. It will be based on the problem area, which includes call centres,not only as players, but as “exemplary” cases of on-going changes in the field of work and, consequently, industrialand social relations, which the latter establishes. Therefore, it is also appropriate to question the pertinence ofanalytical tools used and, through this original study, contribute to their renewal. It is a matter of facilitating player’sunderstanding - and with their indispensable co-operation- of the issues and social consequences of the currenttremendous increase in importance of information and communications technology in the productive process, ofwhich call centres already seem to be one of the most outstanding achievements.Research on call centres will essentially focus on a quantitative approach. On the basis of an inventory of call centresin partnership countries, a representative sample will be established, which will define the scope of field work Thework will establish a typology of jobs in these centres on the basis of a detailed study of functions carried out, a studyof work situations of a significant sample of operators, and an analysis of industrial and social relations in callcentres.Project period: May <strong>2000</strong> – May 2002Contact:GMD – Forschungszentrum Informationstechnik GmbhFIT – Institute for applied Information TechnologyPrinz WolfgangTel:+49-2241 142 730Fax:+49-2241 142 084- 186 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Schloss BirlinghovenE-mail:wolfgang.prinz@gmd.deD-53754 Sankt Augustin, GermanyTWEURO <strong>Telework</strong> Europa Telematics ApplicationProgrammeTWEURO provides mediated services and fora on both Compuserve and the Internet for TAP projects, and acts as theunofficial web-sites for the TURA (Telematics for Urban and Rural Areas) and the IADS (Integrated Applications forDigital Sites) sections where information about projects, their deliverables, plus other relevant issues relating toTURA and IADS can be accessed. TWEURO has developed push mechanisms for its dissemination activities,including web-casting TAP and other events, thereby making real-time audio and video signals available to ordinarynarrow-band internet users. TWEURO also provides an unofficial but nevertheless useful way by which TURAprojects can telework with each other and with the Commission.Project period: January 1996 to December 1999Contact:The Danish Technological InstituteTeknologiparkenDK-8000 Aarhus C, DenmarkJeremy MillardTel.: +45-89-43 88 08Fax: +45-89-43 88 43E-mail: jeremy.millard@teknologisk.dkURL: http://www.tweuro.comUSINACTS Usability in ACTS ACTS ProgrammeThe function of USINACTS is to identify, characterise, document and disseminate examples of successful applicationof usability principles from ACTS usage trials, and from industry. The objective is to show that the application ofusability principles delivers tangible benefits, through promoting services better adapted and configured to therequirements of the users.Accurate and thorough user needs analysis is a critical requirement for developing and operating applications andservices suitable for teleworking and telecooperation.Tutorial material on Usability Evaluation has been produced by the project.Project period: June 1996 – February <strong>2000</strong>Contact:Loughborough UniversityHuman Science & Advanced Technology Research InstituteThe Elms, Elms Grove Loughborough,LE11 1RG Leicestershire, United KingdomAnn ClarkeTel.: +44 467 355 002Fax: +44 1509 23 46 51E-mail: annemclarke@compuserve.comURL: http://atwww.hhi.de/usinacts.htmlVIDEOCOM Video Communication Workplace IST ProgrammeThis project aims at investigating the integration of video communication and document transfer facilities in the PCenvironment in order to design a workplace for medical staff. Additionally, an integrated User Interface (calledAccess Pad) will be developed with the aim of ensuring easy and efficient Man- Machine Interaction, which will alsoensure the identification and authentication of the participants to the teleconference by using innovative Smart Cardtechnologies. The VideoCom workplace will be installed in 10 hospitals and validated by their medical staff.Project period: Subject to contractContact:NTS Nachrichtentechnische Systementwicklungs GmbHPaehl Str. 32D-81377 Munich, GermanyJosef ThiermeyerTel.: +49-89-7413300Fax: +49-89-74133033E-mail:jthiermeyer@nts-vc.comVirtual WorkplaceADAPT InitiativeThe Virtual Workplace project intends to help SMEs to benefit from information networks in their business. The useof ICT leads to changes in ways of working, which can be realised as telework usingICT. A number of telework training programmes has been created and run in the project: virtual entrepreneur, teleconsultant,media on the web, utilisation of information networks. They have been delivered using Amiedu NetCollege over the Internet being in this way also practice in the use of the tools for telework. Both virtual and physicaltelework support services have been set up to facilitate a continuing training process. <strong>European</strong> <strong>Telework</strong> SupportCentre (ETSC) has been created in cooperation with the transnational partners. A 'telework driving licence' verifyingmastery of telework tools and practices has been developed. It is available in our Amishop, Amiedu´s Net shop(www.amidedu.net). Creating networks of SMEs offers them new business opportunities.Project period: January 1996 – December 1999Contact:Amiedu, Professional Training CenterHannele IkonenTel.: +358-0 54031- 187 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>former Ammatti-InstituuttiValimotic 8, P. O. Box 151FIN -00381 Helsinki, FinlandFax: + 358-0 5403292E-Mail: hannele.ikonen@ami.fiURL:http://www.amiedu.net/eng/virtual1.htmVKN Virtuelles KMU Network-ManagementADAPT InitiativeThe basis of this project is the transfer of competencies for the management of virtual companies as a precondition forthe development of virtual SME networks. New modular training packages will be developed, in order to train futureteletrainers on interface management, process organisation, new ways of providing information, corporate culture andthe intercultural dimension. Simulation games, and software, such as Virtual Company and LOTUS Notes, constitutethe appropriate training tools. Furthermore, it is planned to link people with future-oriented business plans in order toallow them to co-operate as virtual companies, connecting them to the target group of teletrainers. This networkingwill be supported technically by the promoter. Starting in the region Südbaden, this project will eventually spreadthroughout Germany.Contact:IPC - International Project Center AGPF 5801D-79026 Freiburg, GermanyJan H. PeschkaTel.: +49 761 38620Fax: +49 761 386211E-mail: peschka@ipc-ag.comURL: http://www.ipc-ag.comIST ProgrammeWHALES Web-Linking Heterogeneous Applications for Large ScaleEngineering and ServicesThe main objective is to provide a planning and management infrastructure for complex distributed organisationsworking as networks on large scale engineering projects. Members of such a network may be big and medium tosmall enterprises as well taking into account workers, management, the organisations itself and the consumers, whoare integrated as external business partners. The goals are to design and develop a set of software componentssupporting integrated planning, deployment and monitoring of large projects in multi-site, multi-enterpriseorganisations and to demonstrate the applicability and benefits of the developed software composed through analysis,implementation and experimental usage on pilot business cases presented by users in the consortium. The projectcontains five technical Workpackages devoted to the study and development of the ICT architecture and softwarecomponents that are going to support the WHALES network organisation model. Each Workpackage includes thefundamental activities of a quality-based software development process: requirements, analysis and design,implementation, test and deployment. A sixth Workpackage provides a common development infrastructure for theteams working on each component, dealing with: methodology and tools to be used, selection of existing re-usablecomponents, co-ordination of joint developments, maintenance of a technical data repository, configuration andchange management.In parallel, the proposed organisation model and tools will be introduced and applied on four business cases indifferent industrial sectors. Each business case includes the fundamental activities of business case analysis,experiment selection and preparation, experiment implementation and results assessment. The final Workpackageco-ordinates all business cases, dealing with application of common methodologies, metrics and best practices, andensuring uniformity, comparison and joint evaluation of results produced by each business case.Project period: March <strong>2000</strong> – October 2002Contact:Gruppo Formula SpAVia Matteotti 5I-40050 Villanova di Castenaso, ItalyMonica PalmiraniTel.: +39-051-600 2111Fax: +39-051-600 2222E-mail: monica.palmirani@formula.itWISTCIS New Methods of Working for Information Society Technologies IST ProgrammeProgramme Promotion to Commonwealth of Independent StatesWISTCIS project will promote IST to seven <strong>European</strong> CIS countries (Armenia, Azerbaijan, Belarus, Georgia,Moldova, Russia, Ukraine) by dissemination actions and teleworking targeted outside of IST, basing on new methodsof team work between EU and the CIS interested parties. WISTCIS will develop further the system of InformationDemonstration Centres deployed in seven CIS countries by TAP project STACCIS. Basing on this system WISTCISwill organize two conferences and five workshops devoted to IST, will introduce new methods of team work in theCIS and will provide training measures to promote IST to the CIS. WISTCIS will encourage submission of newproposals to IST. Certification service for IST proposals preparation and electronic submission will be adapted for EU-CIS team work. WISTCIS will present first IST results to the CIS telematics community indicating the tendencies of- 188 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>the <strong>European</strong> telematics activities.Project period: Subject to contractContact:Earth Data Network for Education and Scientific Exchange1A place des OrphelinsF-67000 Strasbourg, FranceJean BonninTel.: +33-3-88 60 50 63Fax: +33-3-88 41 64 77E-mail: bonnin@selene.u-strasbg.fr- 189 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Annex 4: ON LINE EUROPEAN TELEWORK SITES1. <strong>European</strong> <strong>Telework</strong> Online (ETO)The <strong>European</strong> <strong>Telework</strong> Online web site at http://www.eto.org.uk is now well established as the world's premierweb-site devoted to telework and related topics. With a growing number of contributors from around the world, anextensive set of resources and links to related sites in many languages and countries, its popularity has increasedsignificantly during the last year. Monthly requests have doubled to over 190,000, equating to over 20,000 usersessions from over 85 countries. Significant enhancements to site content were made during 1998-9 with many pages,especially country specific pages, being added or updated and with the addition of new features including a querydriven resources database, an easy to use web-based discussion forum, and copies of presentations.Site Overview<strong>European</strong> <strong>Telework</strong> Online aims to provide employers, policy makers, teleworkers and other interested audiences withaccess to useful and timely information and help. An overview site schematic is shown in Figure A3.1. It has fourmain themes:<strong>Telework</strong> - working virtually over electronic networks, not just from home but in a wide range of locationindependent modesTeletrade - electronic commerce in its broadest senseTelecooperation - working cooperatively across organisational and geographic boundaries, either in formalarrangements or informal networks, virtually over electronic networksInformation Society - new methods of work (to reflect actions in the 5 th Framework Programme)These themes provide users with information through different types of page and access mechanisms:Introductory pages - basic information including definitions, opportunities and strategiesFrequently Asked Questions - on topics ranging from getting work to disabilitiesLinks - links to other web sitesResources database - details of resourcesEvents calendar - of telework and Information Society events around the worldOnline discussion forums - via a user-friendly web interface (WebBoard)<strong>European</strong> <strong>Telework</strong> Development (ETD) - information about the ETD projectSearch and navigation - search engine, contents page and details of recent changesFeedback - general feedback, posting information and registration of interest.As well as Web pages, the site also holds information in other formats - e.g. Word documents and Powerpointpresentations. The site thus provides an extensive resource as well as encouraging dialogue and sharing of knowledgeand experiences by the teleworking and online community.Key Developments in 1999-<strong>2000</strong>Several of the features introduced in 1997-8 have been enhanced and updated:Country Pages - many pages have significantly more local content, and there is also more local language content. Newcountries added include Norway, Latvia, Moldova, Ukraine and Canada.Events Database - this remains a useful source of a wide range of events - both local and international.ETD News - published quarterly in conjunction with the ETHOS Newsletter, the online edition has meant access tomore readers, and often ahead of the hard-copy publication.Strong links have been maintained with <strong>European</strong> <strong>Telework</strong> <strong>Week</strong>, which now has its own web-sitehttp://www.eto.org- 190 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Figure 1: Overview Schematic of <strong>European</strong> <strong>Telework</strong> Online web site.<strong>European</strong> <strong>Telework</strong> Online - Web Site SchETOhttp://www. eto.org. ukWeb Site<strong>Telework</strong>/twork /Teletrade/ttrade /Telecooperation/tc/IntroductoryOpportunities,benefits,strategiesFAQs: /faq/faqintro.htmElectronic commerce,opportunities, strategies,enabling technologiesBenefits, strategiesdemocractic processCSCW etc.Information & Linksresource. htmCountry Pages<strong>European</strong> <strong>Telework</strong><strong>Week</strong>http://www.etw.orgNational Pages/nat/ for full list/nat/xx/ (xx=country code)FAQs & links:resource.htm#ttradefaqs/links/ttrade.htmFAQs & Links:resource.htm#tcoopopps/links/tcoop.htmNoteSome URLs are given relative to top page.Thus /nat/ is http://www.eto.org.uk/nat/InteractionIn DepthSite Navigation<strong>Telework</strong> WebBoard (online forum) http://webboard.www.eto.org.Various email discussion lists e.g. economic development, telecooperation best practice,ETO feedback (email: eto-info@eto.org.uk ) o Registration of Interest /foResources Database - over 1,500 resources /resource/Presentations e.g. New Ways of Working, Being Effective OnlineAbout ETD - project info, participants etc /etd/ o ETD News (quarterContents Search Recent Updatescontents.htm AT-etoquery.htm getfiles.htm- 191 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Enhanced Statistics - the site now includes over 60 relevant indicators for most EU countries. The main categories aretelecommunications penetration, computers and ISDN, the Internet, access and call charges, education, economics,employment.The main additions and enhancements to the site during the year were:A Resources Database - this provides an overview of over 1,500 resources and offers several ways of searching.Presentations - 16 Powerpoint presentations given by ETD participants at various events; users can view slide by slideor download a Powerpoint presentation file.IST - New Methods of Work - pages to encourage participation and project formation for the corresponding th 5Framework Programme action line.Web-based Discussion Forum - users see a structured topic tree, so can view and contribute to topics that specificallyinterest them.More information on these is provided below.National PagesThere are now 27 countries and two regions with their own teleworking pages on ETO, 17 of which have locallanguage translation of one or more key pages. Most pages hold the following basic information:Summary of telework status in countryContact details of ETD coordinationNational <strong>Telework</strong> Enquiry point details (if different)Links to national and/or local language online information resourcesDetails of any local or national <strong>Telework</strong> AssociationRegistration of Interest.See section A3.2(B) below which includes ETO’s country pages.Resources DatabaseThis represented the largest single effort by the ETO project team during the year. It involved both creation of thedatabase mechanisms and initial population of the database. The database runs on a separate server from the Webpages, while administrator and user interfaces allow it to be manipulated from the web. For example, users can submitnew entries or comments (reviews), which are validated before uploading into the main database. Users query thedatabase by using web-based forms and the results are generated and displayed on pages generated 'on-the-fly'. As atJuly 1999, there were 1,585 resources in the following topic categories (note - a single resource can belong to morethan one category):<strong>Telework</strong>, telecommuting (906)Teletrade, electronic commerce (483)Telecooperation, cooperative networking (480)Information management, knowledge management (287)Education, training (189)Democratic process (67)Community networking (229)Users can select by topic, type of resource, by specific resource fields e.g. author, title, or free text. Over 20 resourcetypes are represented. As well as conventional hard-copy resources (books, articles, periodicals), there are many onlineresources - discussion lists, forum archives, electronic presentations, webcasts and the ability to add radio and TVprogrammes. Around 80 per cent of the resources are online and therefore easily accessible over the Internet. Theresources database is at: http://www.eto.org.uk/resource/index.htmPresentationsPresentations from and about the ETD Initiative can be viewed directly on the web or downloaded in Powerpoint 97format. Representative titles include:New Ways of Working in the Public Sector and Public Services (June 1999)Being Effective Online (June 1999)Image and Enterprise: Local Prosperity in a Global Networked EconomyOnline Communities: Opportunities and ChallengesEurope's Progress Towards an Information SocietyDeveloping the Market for the Technologies of <strong>Telework</strong>The full list, with regular updates, will be found at: http://www.eto.org.uk/etd/etd-pres.htm- 192 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>IST - New Methods of WorkWith the inauguration of the 5 th Framework Programme, the ETO site is being used as an example of telecooperationto help project teams form to bid for projects in the action line 'New Methods of Work'. This section of the site isdesigned to stimulate bridging activities between the th 4 and 5 th Framework Programme in the relevant topic areas. Aswell as basic information and pointers to the relevant EU pages, there are links to projects of the th 4Programme thatare clustered according to the themes of the 5 th . There are also opportunities to enter discussion forums and makecontact with potential participants and project partners. The IST pages at the ETO site are at:http://www.eto.org.uk/ist-nmw/index.htmWeb Based Discussion ForumSince its inception, ETO has run forums through email discussion lists. At the time (1996), it was felt that onlineforums, such as those enjoyed by users of CompuServe or employees on corporate networks with access to groupwaresuch as Lotus Notes, were not universally available or affordable to Internet users or easy to use. During the last yearor so, there have been several new or enhanced products that made it possible to offer such a service. Thus, O'Reilly'sWebBoard was implemented at the ETO site as a user-friendly alternative to an email list.The general telework forum has thus been implemented as the <strong>Telework</strong> WebBoard. It provides an interface thatshows threaded message, so that users can see the structure of the discussion. Just as in modern file managers onoperating systems, users can expand or contract portions of the forum tree. The figure below shows the overall lookand structure of the general discussion forum. The WebBoard has proved popular, there being over 1,000 registeredusers. One disadvantage is that activities (at the moment) need to be carried out online. Therefore, in those locationswhere telecommunications or Internet costs make this too expensive, the email list is still available. Its archives canalso be accessed directly on the web. The <strong>Telework</strong> WebBoard can be found at: http://webboard.eto.org.ukSite StatisticsDuring May 1999 the <strong>European</strong> <strong>Telework</strong> Online web site received 192,294 hits at an average of 6,203 hits a day,from users in at least 86 countries, who downloaded more than a Gigabyte (1,000 Megabytes) of information. The topten requested pages (other than the home page) are shown in the table below. Seven of the top 10 are the same as lastyear. The new entries are the <strong>Telework</strong> 98 Status Report, the statistics, and the search engine, indicating howinvaluable such a tool is on a site with so many resources.AcknowledgementsA site of the magnitude of ETO would not be as successful as it is without the help of many people. Although ETDgets support from the <strong>European</strong> Commission, most of the web content, particularly that of the heavily visited nationalpages depends extensively on unpaid volunteers. The core site development team acknowledges their extensivecontribution to the success of this site. Particular recognition over the past period is due to the technical help from theETO Internet Service Provider Loud-n-Clear.com and to the database team that did the initial entries to the resourcesdatabase - Roumen Nikolov, Evgeni Galabov and their colleagues at Virtech Ltd. of Sofia, Bulgaria. We are pleased toacknowledge their contribution and those of the many other contributors to the world’s premier teleworking site.- 193 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Introductory Screen from <strong>Telework</strong> WebBoard12345678910Country Specific <strong>Telework</strong> Pageshttp://www.eto.org.uk/nat/index.htmETO Resourceshttp://www.eto.org.uk/resource.htm<strong>European</strong> <strong>Telework</strong> Main Pagehttp://www.eto.org.uk/twork/<strong>European</strong> Events Calendar Servicehttp://www.eto.org.uk/events/<strong>European</strong> <strong>Telework</strong> Development Initiative (ETD)http://www.eto.org.uk/etd/FAQ: <strong>Telework</strong> (Telecommuting): The Benefitshttp://www.eto.org.uk/FAQ/faq03.htm<strong>Telework</strong> 98 (<strong>European</strong> Commission Status Report)http://www.eto.org.uk/twork/tw98/FAQ: How Can I Get Work As A <strong>Telework</strong>erhttp://www.eto.org.uk/faq/faq04.htmInformation Technology Statisticshttp://www.eto.org.uk/eustats/Search The <strong>European</strong> <strong>Telework</strong> Online Sitehttp://www.eto.org.uk/AT-etoquery.htm- 194 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Table 1 - <strong>European</strong> <strong>Telework</strong> Online Web Site: Overview of Contents<strong>Telework</strong>Previous <strong>European</strong> <strong>Telework</strong> <strong>Week</strong>s:ETW98 , ETW97 , ETW96 , ETW95ACTS <strong>Telework</strong> Chain (GAT)Benefits and Opportunities<strong>Telework</strong> Charter (DIPLOMAT)Code of PracticeDefinitionsDisabilities and <strong>Telework</strong>Employment - Getting Work<strong>European</strong> <strong>Telework</strong> Agenda<strong>European</strong> Events CalendarHomeworkingResources and LinksStrategies - EmployersStrategies - <strong>Telework</strong>ersTelecottages vs. TelecentresTools For <strong>Telework</strong>ersTraffic Congestion<strong>European</strong> Commission Status Report: <strong>Telework</strong> 1998<strong>European</strong> Commission Status Report: <strong>Telework</strong> 1997- WWW Pages or Zipped FileActions For Stimulation Of Transborder <strong>Telework</strong> AndResearch Cooperation In Europe: <strong>Telework</strong> 1996- Zipped FileTeletradeBenefits and OpportunitiesChallengesDefinition and OverviewEDIElectronic Commerce (EC)- contrastedEC - SME Memorandum of UnderstandingEnabling Mechanisms- Payment Mechanisms- Secure TransactionsG7 Conference on Electronic CommerceResources - see also DocumentsStrategiesTelecooperationDefinitionHow does telecooperation work?Who can benefit from telecooperation?ETD - an example of telecooperationTelecooperation and the Democratic ProcessReading about telecooperation and related subjectsSome PowerPoint presentations on telecooperationWhat Are Groupware and CSCW?Links related to telecooperation and CSCWInformation and ResourcesDiscussion Lists - general- ETD Interest Groups- LEADERNET - Rural EmploymentETHOS-ETD NewsletterETO Web Site Accolades<strong>European</strong> Events CalendarInfomation Technology/Society StatisticsLinks to other TTT sites- <strong>Telework</strong>- Teletrade and Electronic Commerce- Telecooperation- Information SocietyInformation Society WebringMedia BackgroundersPresentations From ETD (Powerpoint)Press Releases (ETD)Recent Additions And UpdatesInformation Society (General)Economics of - OECD WorkshopEC Fifth Framework ProgrammeOpportunities and ThreatsInternet/IntranetAccess (Universal)GrowthIntranetsRegulatoryETD (<strong>European</strong> <strong>Telework</strong> Development)GoalsInterest Groups (discussion lists)Who Can BenefitParticipation - how to get involved- Join The ETO Site TeamPresentations (Powerpoint)Press ReleasesThe ETD Team- The People Behind The Web SiteETD Team ProfilesMaarten Botterman – DGXII ACTSMichel Ickx - National Activities CoordinatorJeremy Millard - Project ManagerHorace Mitchell – Programme DirectorIan Simmins – WebmasterDavid Skyrme – Information and Communications ManagerAudience InterestsEmployers (and ETD)Employers and Managers (telework)ResearchersIT and Individual <strong>Telework</strong>ersIT and Telecommunications ManagersMediaPolicy MakersSuppliers (IT, Telecoms etc.)Technology DevelopersTrade UnionsCountriesAustriaBelgiumBulgaria - In BulgarianCanadaCentral and Eastern EuropeCzech Republic - In CzechDenmark - In DanishFinlandFrance - In FrenchGermany - In GermanGreece - In GreekHungary - In HungarianIrelandItaly - In ItalianLatvia - In LatvianLuxembourgMediterranean CountriesMoldovaNetherlandsNorwayPoland - In PolishPortugal - In PortugueseRussia - In RussianSpain - In SpanishSweden - In SwedishSwitzerland - In GermanU.K.UkraineNote – The above is an extract from the contents page at http://www.eto.org.uk/contents.htmPlease consult this web page for current update and active links to these subjects.- 195 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>2. <strong>Telework</strong> Association SitesAustria Österreichische Telearbeitsvereinigung (ÖTA), Austrian http://www.oeta.at<strong>Telework</strong> AssociationBelgium The Belgian <strong>Telework</strong>ing Association (BTA) – French http://www.bta.beand DutchFinland Finnish Flexiwork Forum http://www.tkk.utu.fi/joustotyoFrance Association Française du Télétravail et des Téléactivités http://www.aftt.net(A.F.T.T.)Germany Verband Telearbeit Deutschland (VTD) http://www.vtd.orgIreland <strong>Telework</strong> Ireland http://www.telework.ieItaly Telelavoro Web Italia http://www.mclink.it/telelavoro/Societa’Italiana Telelavoro (SIT)http://www.societaitalianatelelavoro.itLuxembourg Association Luxembourgeoise des Télé-Activités (ALTA) http://www.alta.luNetherlands Netherlands TelewerkForum (Stichting Nederlands http://www.telewerkforum.nlTelewerk Forum)Portugal Associacao Portuguesa para o Desenvolvimento doTeletrabalhoAssociacao Portuguesa de Teletrabalhohttp://www.teleman.pt/apdthttp://www.teletrabalho.comSpain Asociación Española de Teletrabajo http://www.ciberteca.es/aet/Sweden Swedish Networker Association http://www.enter-by.netUKThe <strong>Telework</strong> Telecottage and Telecentre Association(TCA)Scottish <strong>Telework</strong>ing Association (STA)Telefythynnad Cymru(Telecottages Wales)http://www.tca.org.uk/http://www.cali.co.uk/sta/http://www.telecottages.org/3. Other <strong>European</strong> Country Specific or Local Language SitesAustria <strong>European</strong> <strong>Telework</strong> Online AustriaAustrian <strong>Telework</strong> Website (German)http://www.eto.org.uk/nat/at/http://www.telearbeit.at/Belgium <strong>European</strong> <strong>Telework</strong> Online Belgium http://www.eto.org.uk/nat/be/Bulgaria <strong>European</strong> <strong>Telework</strong> Online Bulgaria http://www.eto.org.uk/nat/bg/Central and <strong>European</strong> <strong>Telework</strong> Online Central and Eastern http://www.eto.org.uk/nat/eec/EasternEuropeEuropeCzech <strong>European</strong> <strong>Telework</strong> Online Czech Republichttp://www.eto.org.uk/nat/ckz/RepublicDenmarkFinlandFranceGermany<strong>European</strong> <strong>Telework</strong> Online DenmarkTelearbejde i DanmarkDistancearbejde (Danish Retail and Office WorkersUnion, HK)<strong>European</strong> <strong>Telework</strong> Online FinlandNational <strong>Telework</strong> Theme Group<strong>European</strong> <strong>Telework</strong> Online FranceTélétravail - information française<strong>European</strong> <strong>Telework</strong> Online Germany<strong>European</strong> <strong>Telework</strong> DeutschlandTA TelearbeitTelearbeit im MittelstandOnForTe (best practice in <strong>Telework</strong>)Secure <strong>Telework</strong>ing in Communal AdministrationsInternet <strong>Telework</strong> Job Exchangehttp://www.eto.org.uk/nat/dk/http://www.ttt.dk/http://www.distancearbejde.dkhttp://www.eto.org.uk/nat/fihttp://www.uta.fi/telework/http://www.eto.org.uk/nat/fr/http://www.eto.org.uk/nat/de/http://www.eto.org.uk/nat/de/indexde.htmhttp://www.ta-telearbeit.dehttp://www.iid.de/telearbeit/mittelstand/http://www.onforte.de- 196 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Greece<strong>Telework</strong>ing Germany: job offers<strong>European</strong> <strong>Telework</strong> Online GermanyGreek <strong>Telework</strong>ing (in Greek and English)http://www.bmwi.de/projekte/telearbeit/datel.htmlhttp://www.telejobservice.dehttp://www.go-teleworking.dehttp://www.eto.org.uk/nat/gr/http://www.teleworking.gr/index_en.htmHungary <strong>European</strong> <strong>Telework</strong> Online Hungary http://www.eto.org.uk/nat/hu/Ireland <strong>European</strong> <strong>Telework</strong> Online IrelandCommunication Workers Union sitewith telework support services<strong>Telework</strong>ing jobs onlinehttp://www.eto.org.uk/nat/ie/http://www.cwu.iehttp://www.jobfinder.ieItaly <strong>European</strong> <strong>Telework</strong> Online Italy<strong>European</strong> <strong>Telework</strong> Online Italia<strong>Telework</strong> and Disabilityhttp://www.eto.org.uk/nat/it/http://www.eto.org.uk/nat/it/itindex.htmhttp://www.ailun.nuoro.it/teleworkLatvia <strong>European</strong> <strong>Telework</strong> Online Latvia http://www.eto.org.uk/nat/lv/Luxembourg <strong>European</strong> <strong>Telework</strong> Online Luxembourg http://www.eto.org.uk/nat/lu/Mediterrane <strong>European</strong> <strong>Telework</strong> Online Mediterranean Countries http://www.eto.org.uk/nat/med/an countries (MED)Moldova <strong>European</strong> <strong>Telework</strong> Online Moldova http://www.eto.org.uk/nat/md/The <strong>European</strong> <strong>Telework</strong> Online Netherlandshttp://www.eto.org.uk/nat/nl/NetherlandsNorway Project <strong>Telework</strong><strong>European</strong> <strong>Telework</strong> Onlinehttp://www.avenir.no/fjernarbeid/index.htmwww.eto.org.uk/nat/no/Poland <strong>European</strong> <strong>Telework</strong> Online Poland http://www.etc.alpha.net.pl/eto/Portugal <strong>European</strong> <strong>Telework</strong> Online Portugal http://www.automail.pt/telework/Romania <strong>European</strong> <strong>Telework</strong> Online RomaniaSfetcu Home Page with general information onteleworkinghttp://www.eto.org.uk/nat/ro/http://www.geocities.com/eureka/park/3622RussiaSpainSwedenSwitzerland<strong>European</strong> <strong>Telework</strong> Online RussiaIn Russian<strong>European</strong> <strong>Telework</strong> Online SpainTeletrabajo en EspañaForum Español de Teletrabajo<strong>European</strong> <strong>Telework</strong> Online SwedenDistansforum<strong>European</strong> <strong>Telework</strong> SwitzerlandIn German<strong>Telework</strong> Unlimitedhttp://www.eto.org.uk/nat/ruhttp://ieie.nsc.ru/~eto/http://www.eto.org.uk/nat/es/http://www.eto.org.uk/nat/es/indexesp.htmhttp://www.festel.org/http://www.eto.org.uk/nat/se/http://www.distansforum.sehttp://www.eto.org.uk/nat/ch/http://www.eto.org.uk/nat/ch/chdeindx.htmhttp://www.telework.chUK <strong>European</strong> <strong>Telework</strong> Online UKhttp://www.eto.org.uk/nat/uk/UK <strong>Telework</strong>ers Web Sitehttp://members.aol.com/telwebsite/Ukraine ETO Ukraine http://webber.net.ua/astro/eto4. General <strong>Telework</strong> SitesAndrew Bibby – telework notesBritish Telecom – telework reportshttp://www.eclipse.co.uk/pens/bibby/telework.htmlhttp://www.labs.bt.com- 197 -
New Ways to Work <strong>2000</strong>Connected - Alan McClusky: views/linksECTF – <strong>European</strong> Community<strong>Telework</strong>/Telematics ForumISPO (Information Society Programme Office)- EC background paper on telework- page of telework linksDG INFSO Unit C1MIRTI projectPoptel - trade unions and teleworkResearch Institute (FIM) – LinzTW Europa (Telematics ApplicationsProgramme)W.I.S.E. forum (Work , Information Society andEmploymentANGELO projectEMERGENCE project<strong>Telework</strong> <strong>2000</strong> London 12-15 Sept. <strong>2000</strong>-07-14http://www.connected.org/http://www.telework-forum.orghttp://www.ispo.cec.be/infosoc/telework.htmlhttp://www.ispo.cec.be/g7/backg/telework.htmlhttp://www.ispo.cec.be/infosoc/telework.htmlhttp://www.ispo.cec.be/istka2http://www.telework-mirti.orghttp://www.poptel.org.uk<strong>European</strong> <strong>Telework</strong>http://www.fim.uni-linz.ac.at/telework/index.htmhttp://www.tweuro.comhttp://www.wise-forum.orghttp://www.angelo-project.nethttp://www.emergence.nuhttp://www.telework<strong>2000</strong>.com5. International sitesInternational <strong>Telework</strong> FoundationInternational FlexiWork ForumCanadian <strong>Telework</strong> AssociationJapanese Telecottage AssociationJapan <strong>Telework</strong> Society (J@TS)Gil Gordon - telecommuting (USA)Jala International, Inc. (USA)Telecommute America! (USA)The International <strong>Telework</strong> Association - ITAC(Telecommuting Advisory Council, USA)<strong>Telework</strong> Resources indicated by Fleming Ltdhttp://www.teleworkfoundation.orghttp://www.iff.orghttp://www.ivc.cahttp://egg.tokyoweb.or.jp/soajhome/index-e.htmhttp://urban1.ues.rcast.utokyo.ac.jp/www/telework/cover.htmhttp://www.gilgordon.com/http://www.jala.comhttp://www.att.com/telecommute_Americahttp://www.telecommute.org/http://www.mother.com/~dfleming/dmflinks.htm- 198 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Annex 5: DEFINITIONS & GLOSSARY1. Definitions<strong>Telework</strong>There are many definitions of telework. This causes difficulties when trying to compare the results of differenttelework surveys and research. The common element across all aspects of telework is“the use of computers and telecommunications tochange the accepted geography of work.”It origins can be traced to the introduction of the term "telecommuting" by Jack Nilles in the USA in his publicationThe telecommunications transportation trade-off (John Wiley & Sons, 1976), to denote this type of workingarrangement. It was popularised by futurist Francis Kinsman in his book The Telecommuters (John Wiley & Sons,1987). The term "telework" has been popularised in Europe through its use by the <strong>European</strong> Commission, which fromthe late 1980s and early 1990s has sponsored considerable research in this field, particularly into the use of teleworkas a means to develop economic activity and create work opportunities in rural areas or places with economicproblems. The most commonly encountered terms are explained below.TelecommuterGenerally interpreted to mean someone with an arrangement to avoid commuting by working at home, or closer tohome.Flexible WorkingAn employer-centred concept that encompasses a wide spectrum of new working practices, including flexible workinghours as well as flexibility of work location, flexible contracts of employment. It can also mean flexible use of officespace, such as ‘hot-desking’, where a group of people don’t have personal desks but share a smaller number of desks,and use whichever one is free.TelecentresThese are shared office facilities that provides a range of office services, often for employees of several companies, ordifferent departments of the same company. It means that employees can use the office that's most convenient to himor her, rather than specific office space owned by their company or department.TelecottagesA special class of telecentre, named because of its origins in rural villages. The telecottage movement started inScandinavia and has now spread to many other parts of Europe, such there are now estimated to be over 500telecottages across Europe. Telecottages perform multiple roles including offering training in teleworking technologyand relevant skills, attracting work that uses these skills and hence being a stimulus to local economic development.They also provide local organisations and businesses access to more expensive office and hi-tech equipment.Home-based <strong>Telework</strong>, Home <strong>Telework</strong>ingIn this mode of telework, the home is the locus of work and the main work location or base of a teleworking employeeor self-employed teleworker. Part of the home is an ‘office’ workplace, with typical office facilities, such as filingcabinet, business phone, fax and a computer, plus of course, a modem or ISDN link into computer networks.Nomadic (peripatetic) <strong>Telework</strong>These teleworkers have no obvious single location where more work takes place than any other. Armed with mobiletelephone and/or portable computer, their office is where the nearest phone plug is (or anywhere if they are on batterypower and radio communications). Their work is location independent (see LIW below).Remote Office <strong>Telework</strong>A location physically distant from the main office, where one or more workers work. Such work may be individualwork e.g. a member of a team who has not relocated to be physically close to the rest of their team, or a whole ‘backoffice’team. Such workers typically have ‘remote access’ to computer systems at the main office.- 199 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Offshore teleworkA term coined by Management Technology Associates during their 1992-1993 <strong>Telework</strong> Study for the UK Departmentof Trade & Industry. A variant of the remote office idea where work is split across several countries. Jobs are shiftedfrom one region, town or country to another. Pan-<strong>European</strong> call handling centres are example of this.TelevillageThis concept is an extension of the telecottage and is very much about lifestyles and preferences. A televillage is awhole community highly geared to the future work and lifestyles. The whole village is ‘wired’ and each home is fullyequipped with an internal network connected to the village network and through broad band communications to the‘global village’. As portable and mobile technology become more pervasive, the wide range of working modesconsidered as one form of telework or another, start to blur, as does their comparison with ‘conventional’ work.TeletradeTeletrade literally means "doing business over networks". It uses advanced information and communicationstechnologies (such as the Internet) to market and sell goods and services, enhance customer relationships and reachdistant markets without the overhead of a local ‘physical presence’. Although similar in concept to electroniccommerce, the latter most often refers only to the actual trading transaction e.g. the placing of an order. EDI(Electronic Data Interchange) is an example of a technique that exemplifies the narrow view of electronic commerce.Teletrade covers all aspects of the selling cycle and the buyer-seller relationship. It includes making potentialcustomers aware of products and services, such as through the Internet; providing means of ordering and in some casemaking payment over electronic networks; providing online support and generally enhancing customer relationshipsvia focused two-way communications (e.g. via email or electronic communities) between buyer and seller.TelecooperationTelecooperation is the application of information and communications’ technologies by individuals and organisationsto enhance communications and access to information. People working collaboratively over a networked as part of avirtual team are an example of telecooperation. So is alliance building to create a network of dispersed individualswho come together to cooperate for a shared purpose. When more formal, this network may be considered a virtualorganisation (see glossary). Telecooperation entails new skills and changes to organisations. In particular theinformation and communications flows of traditional organisational hierarchies are undermined, and the barriers ofcommunication across organisation boundaries are dissolved.2. Glossary of TermsACTS (Advanced Communications Technologies and Services). A <strong>European</strong> Union research and technologyprogramme under the Fourth Framework. ACTS is concerned with the deployment and use for economic and socialbenefit of advanced trans-<strong>European</strong> networks and services, such as ISDN, mobile communications, broadband andmultimedia services. ACTS focus is on applications rather than the technology per se.ADAPT is an initiative financed by the <strong>European</strong> Social Fund which aims to assist the workforce adapt to industrialchange. Thus, the Information Society and advances in ICTs are looked at from the human resources developmentperspective, issues which are of direct relevance to telework. The Social Fund is contributing 1.6 BECU over five yearsand, together with Member State co-funding, this reaches 3.2 BECUAET (Asociación Española de Teletrabajo). Spanish <strong>Telework</strong> Association.AFTT (Association Française de Teletravail et des Téléactivités) French <strong>Telework</strong> Association.Broadband. Generally data transmission speeds in excess of 1 Mbps. Contrast modem speeds of 28.8Kbps and anISDN channel of 64Kbps.Browser. The software used to display HTML pages on the World Wide Web. Netscape’s Navigator and Microsoft’sInternet Explorer are the world’s most widely used browsers.- 200 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>BTA. Belgian <strong>Telework</strong> Association.Cable modem. A device that interfaces between coaxial cable television/voice channel and home computingequipment. Holds the potential for providing high speed Internet access.Call Centres. An example of remote office working, where work previously dispersed is centralised into one centre,often located in an area with available labour, lower costs and good telecommunications connections. Calls to localcustomer service centres are automatically diverted to the centre, which typically covers a large region or continent.CSCW (Computer Supported Cooperative Work). The software tools and working methods used to support teamwork, especially virtual teamwork (q.v.). It includes the use of computer conferencing, electronic ‘white board’systems and use of Intranets. A more popular, though restricted, term is groupware (q.v.).CTI (Computer Telephony Integration). The integration of computer systems with telephones. This may be dial-outfacilities from a computer, or more typically use of intelligent exchange facilities that brings up caller information anddatabase records on a computer screen when a telephone is answered.Cyberspace: A term used to describe the imaginative “space” where people communicate electronically using emailand other online services, normally over the Internet. The name was originally coined by William Gibson in hisscience fiction novel Neuromancer to describe the "world" of computers, and the society that gathers around them.Desk Top Conferencing (DTC). Videoconferencing where communications is from computer-to-computer, ratherthan remote video camera to local monitor.Digital economy: characterisation of the new global economy dominated by digital infrastructures, i.e. electronic ordigital networks based upon ICT infrastructures and especially the Internet. (See also network economy).ECTF. <strong>European</strong> Community <strong>Telework</strong>/Telematics Forum.eCommerce: Sales and purchase of goods or services over telecommunications networks, notably the internet.EDI (Electronic Data Interexchange): the exchange of structured electronic messages (such as orders or invoices)over special telecommunications networks to replace paper transactions.eEurope: An initiative by the <strong>European</strong> Union to accelerate the development of the knowledge economy.EITO <strong>European</strong> Information Technology Observatory.Email. Electronic mail. Sending and receiving messages over computer networks, such as the Internet.ERDF (<strong>European</strong> Regional Development Funds). One of the four Structural Funds of the <strong>European</strong> Union.ESF (<strong>European</strong> Social Funds). One of the four Structural Funds of the <strong>European</strong> Union.ESPRIT (<strong>European</strong> Special Programme for Research into Information Technology). A <strong>European</strong> Union researchand technology programme under the Fourth Framework. Its focus is on the collaborative development of coretechnologies such as complex semiconductors, multimedia and expert systems.ETD (<strong>European</strong> <strong>Telework</strong> Development). An initiative under the ACTS programme. The aim of the initiative isstimulate the beneficial uptake of telework, teletrade and telecooperation.ETO (<strong>European</strong> <strong>Telework</strong> Online). The Web site on <strong>European</strong> telework (http://www.eto.org.uk), supported in partby ETD. For details see Annex 3.ETW (<strong>European</strong> <strong>Telework</strong> <strong>Week</strong>). A coordinated week of activities, such as conferences, exhibitions and openhouseevents to focus public and media attention on the economic and social benefits of telework. The first <strong>European</strong>- 201 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong><strong>Telework</strong> <strong>Week</strong> was held from 9-16 November 1995, and has been followed by others, growing more diverse andwidespread annually. <strong>European</strong> <strong>Telework</strong> <strong>Week</strong> 1998 runs from 2-9 November 1998.eWork: Work practices making use of information and communication technologies to increase efficiency, flexibility(in time and place) and the sustainability of resource use.Extranet. A network using Internet protocol, that allows external organisations, such as suppliers or customers, accessto selected internal information. In essence, it is an Intranet (q.v.) which gives external users restricted access (forexample using password protection) to particular information through the firewall.Free agent: a US term for an individual similar to the traditional free-lance worker but extended over a much widergeographical range and a greater number of interlocking markets because of new networking capabilities.ftp (File Transfer Protocol) The process for transferring binary files (e.g. documents or software) across a network.Groupware. A class of computer software that allows several users to collaborate through sharing information.Computer conferencing and group decision support systems are types of groupwareGSM A <strong>European</strong> standard for cellular phone digital communications. Allows mobile phones to be used in countriesacross Europe and certain other parts of the world (over 130 in total).HTML (HyperText Mark Up Language). The code used on WWW pages to instruct the browser how to display thetext.http (Hypertext Transfer Protocol). The protocol used to transfer information across the World Wide Web. Itindicates that the information is encoded in HTML (q.v.) See also URL.ICT (Information and Communications Technology). A generic term that covers both information technology(computer hardware and software) and telecommunications equipment and services. Its increasing use indicates thegrowing convergence between these strands of technology.Information Society. The term adopted the <strong>European</strong> Commission to indicate a society where information is a keycomponent of economic and social activity. Citizens, both consumers or workers, use information intensively.Intelligent Agent. A piece of software using artificial intelligence techniques that operates autonomously using a setof rules. A common type of agent is one that roams the Internet and searches out information. Other types filterincoming information and messages for items of relevance to particular users.Internet. A network of computer networks, estimated to be around 10 million world-wide. Any computer can join theInternet and exchange information, provided it makes an appropriate physical connection and operates the TCP/IPprotocol (q.v.). See also Intranet and Extranet.Intranet. An internal Internet. In other words an internal computer network that runs the Internet Protocol (TCP/IP).Most Intranets have a computer ‘gateway’ to the wider (external) Internet and deploy a ‘firewall’ (q.v.) to preventunauthorised access to a company’s information.IPR (Intellectual Property Rights): Rights to intellectual material normally in the form of content on electronicnetworks where it can be difficult to control copying and use without the IPR holder’s knowledge and/or permission.ISDN (Integrated Services Digital Network). Services that allow sharing of multiple devices on a single line, e.g.telephone, fax and computer access to online services. Basic rate ISDN service (ISDN-2) consists of two 64kbps digitalcommunications channels, while primary consists of 32. Although ISDN offers significant benefits for certain kinds oftelework, their costs and ease-of-use have deterred many home workers when contrasted with high speed modems.ISP (Internet Service Provider). A supplier of Internet services including access.Originally distinguished from IAPs(Internet Access Provider q.v.) since they provided the major back-bone connections between countries, and sold onbandwidth to smaller local IAPs. The term seems to be declining in use.- 202 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>ISPO (Information Society Project Office). A service unit established by DGIII and DGXIII to act as a bridgebuilder between Commission Services and external counterparts active in Information Society issues.IST (Information Society Technologies) Programme: a <strong>European</strong> Union research and technology programme underthe Fifth Framework (1999-2002). The IST Programme is based around four Key Actions, including Key Action II onNew Methods of Work and Electronic Commerce, as well as a number of cross programme activities andaccompanying measures.IT (Information Technology). Strictly speaking is only computer hardware and software not includingtelecommunications equipment and services (cf. ICT), but is often used synonymously with ICT to mean both thesetypes of technology especially as they are now substantially converged.LAN (Local Area Network). A network that connects computer together within a small area, usually a single office.Facilities such as printers and disks can be shared. Many LANs have gateways to connect their users to externalservices such as the Internet.MPEG (Moving Picture Expert Group). A group that defines compression standards for video (moving) images,notably MPEG-2. A new standard, MPEG-4, defines images in terms of objects and their attributes, making it easier tomanipulate audio-visual objects remotely over networks.NACT - National Advisory Council on <strong>Telework</strong>ing - National Council established by the Irish Government to adviseit on the development of teleworking employment opportunities in Ireland and to recommend attainable actions whichwill contribute to the realisation of those opportunities.NC (Network Computer). A computer that relies on a computer network for its ongoing operation and software,which is downloaded as required.Network economy: characterisation of the new global economy dominated by networks, i.e. multifarious nodes andconnections in contrast to hierarchical and otherwise controlled economies. Normally means the electronic or digitalnetwork based upon ICT infrastructures and especially the Internet. (See also digital economy).NTF (Nederlands Telewerk Forum). The national teleworking association in The Netherlands.RISI (Regional Information Society Initiatives), part of the Article 10 of the Structural Funds.SIT (Societa Italiana Telelavoro). A national society for teleworking in Italy.Social Partners. Organised representatives of labour market interests such as employers associations’ and tradesunions.SOHO (Small Office Home Office). Defined by marketers as a segment of buyers with common characteristics. Thisis a small office, that may be part of a person’s home. The amount and size of equipment used is generally lower thanthat in large offices, and users more cost sensitive.SME (Small to Medium Enterprise). In <strong>European</strong> Union terms this is defined as an enterprise which has less than250 employees, is less than 25 per cent owned by large companies, and has a total turnover of less than 40 MECU orannual balance sheet of less than 27 MECU. This definition dates from 1996, and replaces and earlier definition thatincluded enterprises less than 500 employees. It includes medium, small (less than 50 employees) and microenterprises(less than 10 employees).TAP (Telematic Applications Programme). A <strong>European</strong> Union research and technology programme under theFourth Framework. Its focus is the application of information and communications technologies in areas such aseducation, health, transport and libraries.TCA (TeleCottage Association). The biggest telework association in the UK. Although its roots are in the telecottagemovement its full title is The <strong>Telework</strong>, Telecottage and Telecentre Association.- 203 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Teleactivity. A generic term, not widely used, to include all types of teleactivity that are part of telework, teletrade ortelecooperation. Examples of teleactivities are teleshopping, telebanking, telemedicine etc.TWI - <strong>Telework</strong> Ireland, the Professional Association of <strong>Telework</strong>ers in IrelandUMTS (Universal Mobile Telecommunications System). An emerging cellular standard that supports speeds up to 2Mbps, and designed as a successor to GSM. Its name is slightly misleading in that one of its aims to provide seamlessservices to users across both fixed and mobile networks.Videoconferencing. The use of camera (with microphone) and monitor to allow visual communications over a highspeedcommunications link (typically 1Mbps or higher) instead of proximity face-to-face communications.Virtual Organisation. An organisation of various independent members that operates cooperatively (and may havebeen created) without the constraints of space and/or time.Virtual Communities. Communities that have been developed around an area of common interest, and use onlinetechniques to sustain themselves.Virtual Teams, Virtual Teaming. The concepts of virtual working applied to a work team. Members of the teamwork at different locations and use telecooperation methods to progress their joint work.Webcasting. Broadcasting live video and audio data over the Internet. For example, speeches and talking heads fromconferences can be received by Internet users over the ordinary telephone network in real time.WWW (World Wide Web). The collection of HTML pages that reside on Web servers across the world. It isestimated that there are over 100 million publicly accessible WWW pages on the Internet, a number that has beenmore than doubling every year.- 204 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Annex 6: PUBLICATIONS1. Publications of the <strong>European</strong> CommissionTitle Authors Other Details DateThe New Economy of the GlobalInformation Society - Report of theWorkshop on 6-7 April <strong>2000</strong>Johnathon Cave CEC, DG InformationSociety - Unti C1: NewMethods of WorkJune <strong>2000</strong>Towards a Sustainable InformationSociety - Report of the Conference on21-22 Feb. <strong>2000</strong>The ACTS Programme, 1994-1198,Final ReportCase Studies of the Information Societyand Sustainable DevelopmenteEurope, an Information Society for All- Progress ReportStrategies for jobs in the InformationSociety - Communication from theCommissionNew Methods of Work and ElectronicCommerce - Overview of ActivitiesFlexible Working - New NetworkTechnologiesSustainable Workplaces in a GlobalInformation Society - Report of theConsultation MeetingReport on the <strong>European</strong> <strong>Telework</strong>Information Day, 1 June 1999Status Report on <strong>European</strong> <strong>Telework</strong> –<strong>Telework</strong> 1999; 1998; 1997 and 1996Deployment of <strong>Telework</strong> in <strong>European</strong>Public AdministrationsRapid Assessment1998 Report of the Information SocietyForum;“The <strong>European</strong> way”Communication on The Social andLabour Market Dimension of theInformation Society: People First - TheNext Steps<strong>Telework</strong> in Europe: Bridging the Gapbetween Social and Societal Needs andErik BohlinPeter Johnston, SpyrosKonidarisLennart ForsebackCEC, DG InformationSociety - Unti C1: NewMethods of WorkCEC, DG InformationSociety - Unti C1: NewMethods of WorkCEC, DG InformationSociety - Unti C1: NewMethods of WorkJune <strong>2000</strong>April <strong>2000</strong>May <strong>2000</strong><strong>European</strong> Commission COM(<strong>2000</strong>) 130 Final 08/03/<strong>2000</strong><strong>European</strong> Commission COM(<strong>2000</strong>) 48 Final 04/02/<strong>2000</strong>Rosalie ZobelBrite Christensen,William Donnely,Michael Griffithvarious contributorsEd. Jeremy Millard<strong>European</strong> Commission(DGXIII-B) *Fritz Betz, JohannaRiegler and IreneSchwarzCentre for SocialInnovation, ViennaThe InformationSociety Forum<strong>European</strong> Commission(Communication)Jeremy MillardCEC, DG InformationSociety - Unti C1: NewMethods of WorkACTS Activities - IOS PressInfobridge, InfowinCEC, DG InformationSociety - Unti C1: NewMethods of WorkCEC, DG XIII/C/1 NewMethods of Work*CEC, DGXIII/C/1 NewMethods of Work*<strong>European</strong> Foundation for theImprove-ment of Living andWorking Conditions, andDG VFebruary <strong>2000</strong>Dec. 1999Nov. 1999June 1999Each yearApril 1998Information Society Forum January 1998SecretariatBU 24 2/70Rue de la LoiMay <strong>2000</strong>B-1049 BrusselsCOM(97)390 July 1997Available fromCEC, DG XIII/C/1June 1997*The gravity of telework activities, which was in DG XIII Directorate B (ACTS) under the 4 th Framework Programme of <strong>European</strong> RTD is now in thenew Unit C/1 New Methods of Work, following the reorganisation that took place in order to adapt DGXIII to manage the new Information SocietyTechnologies programme, part of the 5 th Framework for <strong>European</strong> RTD (1999-2002).- 205 -
New Ways to Work <strong>2000</strong>New Technology Opportunities:Seminar ReportPartnership for a New Organisation ofWorkProposal for a <strong>European</strong> Parliament andCouncil Decision Concerning the 5thFramework Programme of the <strong>European</strong>Community for Research, TechnologicalDevelopment and DemonstrationActivities (1998-2002)Europe at the Forefront of the GlobalInformation Society: Rolling ActionPlanThe Information Society and theCitizen: A Status Report on theAvailability and use of Information andCommunications Systems.Living and Working in the InformationSociety: People FirstNetworks for People and theirCommunitiesThe Social Implications of <strong>Telework</strong>ing:AbstractsBuilding the <strong>European</strong> InformationSociety for Us All: Interim Report.The Citizen’s Network: Fulfilling thepotential of public passenger transport inEurope - Green PaperBuilding The <strong>European</strong> InformationSociety For Us All: Interim ReportActions for stimulation of transbordertelework and research cooperation inEurope - TELEWORK 96Electronic Commerce Workshop(Brussels 22-23 April 1996)<strong>Telework</strong> Congress, Chance andChallenge for Europe, Luxembourg (26-28 June 1996)The Way Forward: AdvancedCommunications, Economic growth andSocial Development in Europe.<strong>European</strong> Commission(Green Paper)<strong>European</strong> Commission(Proposal to Counciland Parliament)<strong>European</strong> Commission(Communication)<strong>European</strong> Commission(Green Paper)The InformationSociety Forum<strong>European</strong> Foundationfor the Improvement ofLiving and WorkingConditionsHigh Level Expertsgroup on the Socialand Societal Aspects ofthe InformationSociety,<strong>European</strong> <strong>Telework</strong>COM(97)128 April 1997COM(97)142 April 1997COM(96)607 Nov. 1996ISPOBU24 2/78Rue de la Loi 200B-1049 BrusselsCOM (96) 389Published as supplement3/96 to the Bulletin of the<strong>European</strong> Union.ISBN: 92-827-7869-XPrice: ECU 7.Information Society ForumSecretariatBU 24 2/70Rue de la LoiB-1049 Brussels<strong>European</strong> FoundationLoughlinstown, Dublin 18;E-mail:postmaster@eurofound.ieAvailable fromCEC, DG V/B/5Rue de la Loi 200B-1049, BrusselsSept. 1996July 1996June 1996May 1996Jan. 1996<strong>European</strong> Commission ISBN 92-827-5812-5 1996High Level Group Of1996ExpertsEC - DG XIII C1 ISBN-94-96-695 1996Report on workshop. 1996Various.Conference proceedings.ISBN 92-827-8640-4Price: ECU 22Project FAIR (ACTS) ISBN 0-903622 77 7Available from:DG XIII-C119961996Publications obtainable from the Office for Official Publications for the <strong>European</strong> Communities, L-2985, Luxembourg.- 206 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>2. Other publications 41Title Author (s) Publisher/Other Details Date<strong>Telework</strong>ing and Globalisation Ursula Huws, NickJagger, SiobhanO’ReganIES Report 358, Grantham BookServices Ltd, Isaac Newton Way,Alma Park Industrial Estate,Grantham NG31 9SD, UK. Tel.+44 1476 541080, Fax +44 1476541061July 1999<strong>Telework</strong>, Telecentres andTeledidactic (Telelavoro,Telecentri, Teledidattica)<strong>European</strong> Information TechnologyObservatory 99 (EITO’99)P. Di Nicola & F.Buzzoni (eds)IFOA and ETD May 1999EITO Task Force EITO, Lyoner Str. 18, D-60528Frankfurt/Main.Can be ordered from ETDhttp://www.eto.org.uk/eito/Zicht op telewerken H .de Vries, T.Weijers Minsterie van Sociale, Zaken enWerkgelegenheidTel 070-3819900ISBN 90 5749 244 XThe Weightless World - thriving Diane CoyleCapstone, Oxford, UKin the digital ageISBN 1-84112-017-0Local connections – making the network for neighbourhood renewalClaire Shearman<strong>Telework</strong>ing and LocalUrsula HuwsGovernment: what are the costsand benefits?Télétravail : choisir la bonne voie I. Mouronval et F.Mercier<strong>Telework</strong> in the Netherlands Hester de VriesLabour law, social security law andoccupational health and safetyaspects.<strong>Telework</strong>ing Environments.Proceedings of the ThirdInternational Workshop on<strong>Telework</strong>Managing <strong>Telework</strong>: strategies formanaging the virtual workforceFlexible Werken/Telewerken; hetmanagementinstrument van dezetijdThe Home Office Solution: how tobalance your professional andpersonal lives while working athomeTelearbeit und beruflicheKompetenzenEd. Reima Suomi, PaulJackson, LauraHollmén, Mats AspnäsJack M. NillesMininsterie vanVerkeer en WaterstaatAlice Bredin, KirstenLagatreePaperbackCommunities OnlinePO Box 18714London E6 6GL, UKhttp://www.communities.org.ukLGMBdavid.maycock@lgmb.gov.ukTel.: + 44 171 296 6756March 19991999199919991999Bureau d’études de la CFTC January 1999Hugo Sinzheimer Institute,University of Amsterdam, Tel.:+31 20 52535Turku Centre for ComputerScience, General Publication No8, ISBN 952-12-0253-XJohn Wiley & SonsISBN 0471293164Available from Ministerie vanVerkeer en Waterstaat, DirectieVoorlichting, Postbus 20901NL - 2500 EV Den HaagJohn Wiley & SonsISBN 04711920901998Nov. 1998September1998August 1998May 1998May 1998J.Carmona-Schneider, ISA Consult isa-bo@isaconsult.deMay 1998M.Döing, U,SchwetjeTélétravail, téléactivités : outils de Datar La Documentation Française April 199841See book section on http://www.eto.org.uk/resource, and http://www.telecommute.org/twbooks.htm- 207 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>valorisation des territoires ISBN 2-11-004016-5New International Perspectives on<strong>Telework</strong>: from Telecommuting tothe Virtual OrganisationPaul J. JacksonJos M.M. van derWielenPublisher: Routledge, FEEPOST,Andover, Hants SP10 5BR, UKhttp://www.routledge.comNew Workplaces for New Marilyn Zelinsky McGraw-HillWorkstylesISBN 007063324XThe Ultimate Home Office Survival Sunny Baker, Kim Petersons GuidesGuideBakerISBN 0768900077Le Guide du Télétravail P. Vican ManitobaISBN 2-251-79017-9Télétravail et Téléservices L. Coope et G. EconomicaPannetierISBN 2-7178-3563-6Building Action on Ideas: Report ofAmsterdam ’97 InternationalWorkshopNew rules for the new economy –10 ways the network economy ischanging everythingThe corrosion of character – thepersonal consequences of work inthe new capitalismWork and Employment in theInformation Society. The W.I.S.E.Report, Vol. 1;Telearbeit - Leitfaden für KleinundMittelbetriebe, in: J. Günther(Hrsg.), Band 4 der SchriftenreiheTelekommunikationThe <strong>Telework</strong>ing Handbook: NewWays of Working in theInformation Society.Att arbeta på distans – nyaarbetsformer i IT-samhälletDistansarbeta i framtidens ITsamhälleIT är svaret – men vad varegentligen frågan?<strong>Telework</strong> - Good practice for thefuture (results from the <strong>Telework</strong>'97 Assembly in Stockholm)Work TransformationPaul J. JacksonJos M.M. van derWielenKevin KellyRichard SennettJ. Hochgerner / F.Lacina (ed.)F. Edelmann/ G.Staubmann/ H. TannerImogen Bertin andAlan DenbighWORC Report 97.08.004ISBN 90-75001-19-9Work and Organisationalresearch CentreTilburg UniversityPO Box 901535000 LE TilburgThe NetherlandsFourth Estate, LondonISBN 1-85702-871-6April 1998Apr.1998Apr.1998February 1998January 1998January 19981998W.W. Norton & Company, New 1998York and LondonISBN 0-393-04678-8Verlag Guthman Peterson, Wien 1998Information und Medien,Donauuniversität KremsTCA - The <strong>Telework</strong>, Telecottageand Telecentre Association, UK.Tel: +44 1203 696986.Compuserve 1000272,3137@ISBN: 0 9528492-1-61998Walter Paavonen NUTEK Info nr 049-1998 1998Anita Lundin &Birgitta PerssonLiber Ekonomi 47-042242-7 1998Lennart Forsebäck IHM Förlag AB ISBN 91 86460 199851 XWalter Paavonen NUTEK1998ISSN 1102-2574HNB PublishingISBN 0-9664286-0-9Secondedition, 19981998Telewerk is MaatwerkLe Guide Pratique du TélétravailCharbonneau, Dorin,Dumoulin, Gauthier,Lombard, Turbé-SuetensIndustriebank LIOF,Tel.: +31 43 3280280Les Editions d'OrganisationISBN 9 782708 11978919981998- 208 -
New Ways to Work <strong>2000</strong><strong>European</strong> <strong>Telework</strong>Prime Esperienze Italiane di Renato Rizzo Mondadori Informatica 1998Telelavoro - Capire I bisogni econtrattare gli accordi (Secondedition)The Telecommuters Francis Kinsman ASIN 0471917893 19983. <strong>Telework</strong> magazinesTitle Publisher/Other Details Frequency<strong>European</strong> Journal of<strong>Telework</strong>ing(English)Addico Cornix Ltd.70 Causewayhead, Penzance,Cornwall, TR18 2SR, UKTel.: +44 1736 332736Fax: +44 1736 3347024 per yearTelewerken(Dutch)<strong>Telework</strong>er(English)4. <strong>Telework</strong> Associations in Europe“Europe”ECTF - <strong>European</strong>Community<strong>Telework</strong>/Tele-maticsForumAustriaAustrian <strong>Telework</strong>Association(ÖsterreichischeTelearbeitsvereinigung -ÖTA)BelgiumBelgian <strong>Telework</strong>ingAssociation(including the N.T.FORUM NewsletterOverkleeft Uitgeverij bvBrinkpoortstraat 387411 HS DeventerTel.: +31.570 611044E-mail: kene@nedernet.nlThe Telecottage AssociationThe Other CottageShortwood, NailsworthGloucestershire, GL6 0SHTel.: 0800 616 0086 per yearPrice FL 72,50 per yearAvailable by subscriptiononly6 per yearCountry Address Email/WWW Tel/Fax12 Castle Streetprotocol@ectf.org.ukTotness, Devonhttp://www.UK - TQ9 5NUtelework-forum.orgFinlandFinnish FlexiworkForum (SuomenJoustotyöyhdistys)FranceAsssociation Françaisedu Télétravail et desTéléactivités(AFTT)GermanyVerband TelearbeitAkademistra. 2/4A-1010 Viennac/o Teleport BrusselsBuro&Design CentreEsplanade du HeyselB-1020 BrusselsPuistotie 27, FIN-04420Jarvenpaasjyhal6, Rue E. GaugiranBP 3441600 Lamotte BeuvronBalhomer Weg 7D-34308 Bad EmstalInfo@oeta.athttp://www.oeta.atbta@compuserve.comhttp://www.bta.be@kauhajoki.fihttp://www.tkk.utu.fi/joustotyoinfos@aftt.nethttp://www.aftt.netSi-Reis@t-online.dehttp://www.vtd.orgTel: +44.1803.865852Fax: +44.1803.868377Tel:: +43 1 5852300-23Fax: +43 1 5852300-11Tel: +32 2 475 <strong>2000</strong>Fax: +32 2 475 2010Fax +358 9 2790 7444Tel : +33 2 54 95 61 61Fax : +33 2 54 88 19 19Tel.: +49 5624 925383Fax: +49 5624 925384- 209 -
New Ways to Work <strong>2000</strong>Deutschland (VTD)Ireland<strong>Telework</strong> Ireland (TWI)ItalyAssociazione Lavoro &TecnologiaItalySocieta’ItalianaTelelavoro (SIT)LuxembourgAssociationLuxembourgeoise desTélé-Activités (ALTA)NetherlandsNederlands <strong>Telework</strong>ForumPortugalAssociacao Portuguesapara o Desenvolvimentodo TeletrabalhoPortugalAssociacao Portuguesade TeletrabalhoSpainAssociación Española deTeletrabajoSwedenSwedish NetworkerAssociationUnited KingdomTCA - <strong>Telework</strong>,Telecottage andTelecentre AssociationGermany7 Clones RoadMonaghanIrelandP.O. Box 2395,00100 RomeVia Pierluigi da Palestrina4800193 RomaB.P. 50L-7201 WalferdangeVijzelmolenlaan 10P.O.Box 6233440 AP WoerdenAv. Miguel Bombarda 8 F,Apartado 117, 2780 OeirasAv. D. Nuno AlvaresPereira 272735 CacemLas Calas 328016 MadridBox 28S-920 75AmmarnäsFreepost CV2312WRENWarwickshireCV9 2RRriona@telework.iehttp://www.telework.ielavtec@italymail.comhttp://www.mclink.it/telelavoroSit@isinet.ithttp://www.societaitalianatelelavoro.itinfo@alta.luhttp://www.alta.luinfo@telewerkforum.nlhttp://www.telewerkforum.nl100135.266@compuserve.comhttp://www.teleman.pt/apdttelework@automail.pthttp://www.teletrabalho.comhttp://www.automail.pt/teleworkmickx@ciberteca.esmistrala500@wotwe.eshttp://www.ciberteca.es/aet.htmenter-by.net@enter-by.nethttp://www.enter-by.net<strong>European</strong> <strong>Telework</strong>Tel: +353 47 72069Fax: +353 47 72070Tel.: +39 338 8759486Fax: +39 6 4391066Tel.: +39 6 3211285Fax: +39 6 3224256Tel.: +352 33 32 32Fax: +353 33 39 82Tel: + 31 348.493650Fax: +31 348.482288Tel.: +351 1 4416965Fax: +351 1 4415767Tel.: +351 1 913 85 03Fax: +351 1 913 70 99Tel: 341-5153707Fax: 4137950Tel: +46 952 602 72Fax: +46 952 601 65http://www.tca.org.uk Tel: +44 1203 696986Fax: +44 1203 696538- 210 -
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