EUWIN Film Bank


The Fifth ElementBoschDevon & Cornwall PoliceInnocentRed Gate SoftwareThe Met Office
inet-logisticsBecton DickinsonArginta EngineeringNovozymesProdrive TechnologiesEderfilBecker

EUWIN has produced a series of short films which show how some of Europe’s most exciting companies are engaging employees in enhancing performance, innovation and working lives.

 

The Fifth Element film blew me away and it is vital for any organisation to realise that this can be the end product when all the other four Elements are in place. I intend to work on trying to work on the four Elements that collectively contribute to The Fifth Element. My intention is to meet and share this idea.Matron, Barnsley NHS Foundation Trust



 

What is The Fifth Element? More and more companies across Europe are interested in transforming their workplaces. Why? Watch our film and find out what all the buzz is about. You can also read more about the Fifth Element and how you can empower and engage employees here.



 

Creating the Innovative Organisation 

A growing number of enterprises recognise that the innovation needed to build and sustain competitiveness can come from the ideas and imagination of employees at every level. Our film features four such organisations: Devon & Cornwall Police, Innocent, Red Gate Software and The Met Office. Alternatively you will find short films on each of these cases below.




Polpharma Worldwide - People helping People
“Everyone is unique, everyone has talent and we are very good at finding this unique spark in everyone.”  Dorota Piskorska, HR & Corporate Director
Established for over 80 years, Polpharma is the largest manufacturer of pharmaceuticals in Poland servicing the Central and Eastern European, Caucasus and Central Asian markets. It is among the top 20 generic drug manufacturers in the world, employing over 7,500 people across 7 manufacturing plants in Poland, Russia and Kazakhstan as well as 7 research and development centres. Polpharma Group’s portfolio includes about 600 products, and another 200 are under development.
  Read the article here.


EderfilBecker: A story of empowerment
EderfilBecker, a company located in the Basque Country (Northern Spain) is a striking example of innovative management. After a process of transformation which included the fusion of two companies, this manufacturer of electrically conductive materials created a management model based on self-organised teams in which communication, transparency and employee voice set the lines of action of its daily operations.
Pablo Mendizabal, the General Manager, sees this change, and the company’s resulting distinctiveness, as central to EderfilBecker’s competitive advantage. In the words of Maider Martin, EderfilBecker’s People Co-ordinator: "We are doing things differently to create inimitable advantages."  Read the article here.


Prodrive Technologies: Sharing all to progress
You have probably read a lot of stories in which it is insisted that workplace innovation is about respecting the tacit knowledge of the employee and that companies need sophisticated engagement policies to let these employees bring their talent, knowledge and effort to the company. Nothing could be more wrong!
The Dutch electronics company Prodrive Technologies has achieved such a level of sharing. The company is a marvel in the Eindhoven area in The Netherlands. It is surrounded by Brainport, the Dutch High Tech Campus, the StartupBootcamp and other sharing experiences in the ‘smartest region of the world’. But the real advantage the company has achieved lies in its capacity to create a building knowledge experience.  Prodrive Technologies has consistently been one of the fastest growing companies in its sector, with more than 10% growth in turnover each year since its creation in 1993. Some 600 engineers are manufacturing electronic equipment aimed, for example, at high end computing, industrial automation, motion and mechatronics. Part of the growth is by reshoring manufacturing production from other parts of the world. You can read more here.


Novozymes: “What’s essential or what’s unique about Novozymes is that we have a very, very strongly embedded improvement culture.” (Line Sandberg, Vice President, Novozymes).
Novozymes is a biotech-based company, headquartered in Denmark and employing approximately 6,000 people in 30 countries. Its products - industrial enzymes, microorganisms, biopolymers and other proteins - allow industry to achieve more efficient use of raw materials, reduce energy consumption, replace traditional chemicals with more sustainable alternatives, and offer higher-quality products to customers.
At Novozymes we understand the invaluable connections that take place when the right minds find each other. We see innovation-driven partnerships as a key element of delivering tomorrow’s biosolutions, and are looking for companies and technologies to help us develop and market the next generation of ideas. Novozymes’ website
Read more about Novozymes here.


Arginta Engineering: “There are no bad employees, just bad managers” (Tomas Jaskelevičius, Business Development Manager, Arginta).
Arginta, based in Vilnius, Lithuania is a manufacturer of non-standard equipment, component parts and part-finished products.
Gintaras Kvietkauskas, Director of the Arginta Group believes strongly that quality and improvement should be owned by everyone in the company rather than being policed by management. The company has created a series of empowering practices to support an enabling culture. Quality issues are resolved directly on the production floor, frontline employees are actively empowered to make suggestions for improvement and innovation, and the focus is on shared learning rather than blame when things go wrong.
Read more about Arginta's culture of quality here.


Bosch Thermotechnik: “Innovation for products and process are not just the work of a few persons, everybody should have the opportunity to give the ideas regarding improvements that we can make in the process or in the product. So we have a system in place where each one of our Associates is able to give ideas about quality, about products, about process, about safety."
Bosch, the multinational engineering company which operates in the automotive, appliances, power tools, security systems and solar energy sectors has been manufacturing in Portugal for over 100 years. Its five locations in Portugal have over 3000 employees out of a global headcount of more than 290,000. In 2014 it recorded sales of €788 million.
Read more about a people-centred approach to LEAN Management at Bosch here.


Devon & Cornwall Police: “The important thing is that you have an environment where people are doing their job at any level have a process they can flash about ideas without fear of criticism, without immediately knocking them on the head and just doing the what ifs."
The Devon & Cornwall Police inaugurated a cross rank discussion group in Cornwall to explore new  ways of working, communication and collaborating, but can a highly regulated organisation such as a regional police force promote and develop employee driven innovation?
Find out more about it here.


Innocent: “Find the stars and let them shine – recruit smart people and let them get on with it, with support, autonomy and without fear of failure.”
Innocent produces smoothies, juices and vegetable pots that are sold in supermarkets, coffee shops and other outlets.
At Innocent, innovation is an everyday behaviour with employees actively encouraged to suggest ways to improve the business, whether it be new products and business streams or better ways of working.
Read more
about how entrepreneurship became a central part of Innocent’s culture.


Red Gate Software: "If we are not failing we are not trying hard enough".
Red Gate is a software company providing “ingeniously simple” tools for technology professionals worldwide.
Although it is growing, Red Gate tries to maintain its original start-up, informal culture by using a variety of tools and initiatives to encourage employee-led innovation and strengthen its engaged culture.
Read more about how permission to fail and the expectation of failure became a way to success.


The Met Office: "Everyone should have a hand in making the organisation more successful".
The Met Office is the UK’s national weather service and a trading arm of the Department for Business, Innovation and Skills.
Inspired by external influence, a small core of innovators began a process of ‘guerrilla’ tactics exploiting the organisation’s grown up attitude towards managerial responsibility and decision-making to drive the process forward, firstly by visiting other businesses including Google and Innocent and learning from the experiences they found there.
The Met Office experience produced some interesting observations for others to consider in the process of introducing workplace innovation. You can read more about it here.


Building the flexible workplace

inet-logistics: “We not only respect individuality and creativity in every member of the inet team, we also require and encourage it.”
inet-logistics GmbH is a leading provider of Transportation Management Systems with a global reach.  Founded in 1999, it describes its focus as international, its experience as interdisciplinary and its ideas as innovative. 
The company has promoted creativity and communications by breaking down functional boundaries and by designing work spaces that create an alternative office culture and encourage people to work together, sharing ideas and collaborating on different projects.
Read more
about how designing work spaces that create an alternative office culture and encourage people to work together, sharing ideas and collaborating on different projects can improve your organisation.


Workplace Partnership

Becton Dickinson has produced medical devices in Drogheda for fifty years, but during the first decade of this century the plant seemed to be falling off the parent company’s radar.
Becton Dickinson offers persuasive evidence that workplace partnership means more than good industrial relations. Unions can play a key role in engaging workers at all levels in innovation and improvement, creating win-win outcomes for employees and their employers. 
Read more
about how the fortunes of companies and plants can be turned around when management and unions work together to release the knowledge, experience and creativity of their workforces.

 

Learn from the Experts 

To mark the retirement of leading workplace innovation expert Palle Banke, the Danish Technological Institute organised a workshop for nearly 100 businesses from across the country. Speakers included EUWIN’s Peter Totterdill, Uli Pekruhl (Switzerland) and Richard Badham (Australia). Now they have shared their knowledge and experience in a short video. Danish speakers can also enjoy presentations by Lone Thellesen (Dacapo) and Palle himself.



Conferences

So what is workplace innovation? See Professor Peter Totterdill’s presentation:
Read more about workplace innovation here.


Economic growth and well-being through employee engagement? 
David MacLeod talks about Engage for Success. You can read more about it here.


Professor John Bessant’s starting point is a conviction that every single human being is immensely creative.
You can read more about High involvement innovation here.


Grzegorz Drozd of the European Commission’s DG GROWTH talks about the EU’s commitment to workplace innovation as a key element in building European competitiveness. Read more about Europe’s challenge here.



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