Waterford Crystal and Corporate Social Responsibility
Upcoming SlideShare
Loading in...5
×
 

Waterford Crystal and Corporate Social Responsibility

on

  • 433 views

Article originally published by ICFAI University India (Institute of Chartered Financial Analysts of India) in 2004 on in-company learning strategies and corporate social responsibility initiatives ...

Article originally published by ICFAI University India (Institute of Chartered Financial Analysts of India) in 2004 on in-company learning strategies and corporate social responsibility initiatives developed by ULS for Waterford Wedgewood group (Waterford Crustal) in Ireland.

Statistics

Views

Total Views
433
Views on SlideShare
431
Embed Views
2

Actions

Likes
0
Downloads
0
Comments
0

1 Embed 2

http://www.docseek.net 2

Accessibility

Categories

Upload Details

Uploaded via as Microsoft Word

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Waterford Crystal and Corporate Social Responsibility Waterford Crystal and Corporate Social Responsibility Document Transcript

  • Waterford Crystal and Corporate Social Responsibility Diversity, Disability and Strategic ChangeDr. Alan BruceDirector, Universal Learning SystemsDublin, IrelandMarch 2004 __________________________________ULS - ICFAI Article 2004 1
  • 1. Waterford Crystal: Context and BackgroundWaterford Crystal is one of Irelands leading international brands. It is one ofthe largest indigenous private employers in Ireland and operates on amultinational scale. Originally founded in the 18 th Century, the company wasre-established after the Second World War using the experience of refugeeCzech craft workers. The company has become a by-word for quality crystalproduction and has diversified into the luxury goods arena globally. In additionto its crystal sales (one of the most dominant and recognizable quality brandsin the United States) the company owns and has strategic relationships with arange of quality producers globally (including Bulgari and Versace). It ownsWedgwood Porcelain in the United Kingdom, Rosenthal Ceramics in Germanyand All-Clad Cookware in the United States.The company has pioneered the concepts and methods of corporate socialresponsibility in Ireland. This stems in part from its traditions of quality andcustomer care – and associated principles of valuing the skills and needs ofits workforce. These traditions have been maintained and deepened duringthe years of Ireland’s extraordinary prosperity and economic growth thatbegan in the early 1990s. But it is important to realize that they also stem fromits response to economic crisis and near-collapse in 1989. This focusedattention on the new to improve productivity and profitability. What makes theexperience of great interest was that this process was linked directly to socialpartnership, upskilling and a new emphasis on employability.Over the past ten years this process has transformed all aspects of thecompany’s manufacturing base in Waterford.Following 30 years of uninterrupted growth (from 1957 to 1987), WaterfordCrystal ran into serious difficulties in the late 1980s due mainly to: (1) An unsustainable cost base arising from uncompetitive work practices (2) Weak dollar and disadvantageous exchange rates for Irish exportersULS - ICFAI Article 2004 2
  • (3) Worldwide recession (4) High product prices and resulting slackening in demand (5) Loss of market share in a mature market (6) Adversarial industrial relations.These factors combined to create a serious crisis requiring the immediateimplementation of strong cost improvement measures. The crisis years lastedfrom 1988 to 1992. A series of draconian measures was implementedincluding: • Pay cuts ranging from 7% to 25% • A seven year wage freeze • The introduction of a wide range of flexible work practices • A new beginning for union - management relations based on agreed procedures.Over €50m was taken out of the cost base in that period of retrenchment. Afourteen week strike in 1990 represented the most difficult period of the crisis.It was a period of recrimination and bitterness. Employees felt let down bymanagement and the company performance. It has taken several years ofproactive employee relations initiatives to repair the damage caused to thesocial fabric of the organization during the strike.2. Turnaround Process: 1988-1994The turnaround process was prolonged and difficult for everyone working inthe company. A comprehensive transformation in operating activities achieveda new level of competitiveness. Company performance of improveddramatically. A number of key changes/initiatives impacted significantly on theturnaround process.These included:ULS - ICFAI Article 2004 3
  • • Rationalization of the workforce - over 1,000 employees accepted early retirement or voluntary redundancy.• Investment of €130m in share capital by a consortium.• Five major industrial relations agreements were established between 1989 and 1994.• Reduction of the cost base - creating a new platform for competitiveness.• Reduction in labour costs (from 70% of overall costs to 50% currently).• Outsourcing product from a range of highly skilled but cheaper producers (mostly in eastern Europe). New products were subjected to a make or buy decision.• Business strategy was changed from production-led to marketing/customer-led, with enormous implications for the manufacturing operations.• The manufacturing process was re-engineered from predominantly craft to a techno-craft operation. The best of the craft was married to the sensible use of technology. This upgrading of the process improved standard cost and provided new opportunities for innovation and creativity on concept, design and speed to market.• Over €75m capital investment was employed in restructuring and re- engineering plant layouts, processes, products, systems and structures.• New cross-functional project teams were established to address major restructuring issues. Cross functional activity and relationship building helped flatten a hierarchical structure. Many of the rigidities that denied the organisation the flexibility and agility it required to compete in the global market were eliminated.• Employees were re-educated and retrained to work successfully in the new work organisation. They were motivated to build a new portfolio of skills and knowledge that enabled them to achieve employability in a constantly changing work environment.• An informed and questioning workforce was established to enable employees make informed decisions and participate fully in the regeneration process.ULS - ICFAI Article 2004 4
  • The depth and breadth of the restructuring process provided employees withmany personal challenges. New qualifications were required to cope with newjob specifications and new processes. Education, training andcommunications initiatives promoted within the company facilitated many ofthe changes introduced and primed the setting of new standards ofperformance throughout the organisation.The development of an informed and questioning workforce enabledemployees to make informed decisions on personal work related issues aswell as broad strategic organisational issues. It was found that whenmanagement and employees were given access to the same information theyinvariably came to the same conclusion on what had to be done.The re-engineering of the workplace led to the implementation of a massiveredeployment programme. Over 800 employees moved into new jobsrequiring entirely new skills and knowledge sets between 1995 and 2000. Thismovement of employees placed huge demands on training and educationresources.It also meant that there was a need to look at the potential and capacity of theentire workforce. Changing times and conditions meant that the traditionalpattern of male, mono-craft industrial worker was obsolete. New groupsoffered fresh perspectives in terms of diversity and variety – as well asingenuity and innovation. Thus the Company began to actively facilitate therecruitment, retention and promotion of non-traditional sectors within thecontext of its strategic change. This meant an orientation towards women,disabled employees and those of different national origin.Central to the provision of imaginative HR development programs wasinvolvement in European Union Human Resource Development programs(such as Employment Horizon, Adapt, NOW and Leonardo da Vinci).ULS - ICFAI Article 2004 5
  • The EMPLOYMENT Community Initiative Programme, funded mainly by the European Social Fund, targeted groups facing specific difficulties in the employment market. The EMPLOYMENT Initiative commenced in 1994 and finished at the end of 1999. The European Union’s contribution to the overall budget for EMPLOYMENT for the period was €1835 million. EMPLOYMENT had four strands each catering for specific target groups: women, young people without qualifications, people with disabilities and people excluded or at risk of exclusion from the labour market.EMPLOYMENT aimed to identify new solutions to the problem ofunemployment in the European Union by funding pilot projects. It sought tocontribute to the development of human resources, to improve the working ofthe labour market, to promote social solidarity and equal opportunities.Projects were selected and approved in each Member State from applicationsreceived after a call for projects. Member States worked within a commonframework of selection criteria. To be eligible a project had to be able todemonstrate that it was innovative, had a transnational work programme andhad to have two or more transnational partners.Within the overall context of the EMPLOYMENT Initiative, HORIZON aimed toimprove the employability and job prospects of people with disabilities by: • The matching of training and work experience with information and support measures • Improving the delivery of services based on the individual needs of people with disabilities and strengthening cooperation between professionals and actors in the field • Changing attitudes amongst employers, trade unions and other local actors in pursuit of more holistic approaches • Involving people with disabilities as actors in their own progress towards open employment.ULS - ICFAI Article 2004 6
  • Priority was given to experimental projects falling under one or more of thefollowing headings: • Developing new systems of training, counselling and employment including adapting the work place to new technologies • Training with appropriate guidance, work placement and support programmes • Supporting job creation and innovative measures to secure employment, including new public and private partnerships • Raising awareness amongst employers and amongst people with disabilities themselves.ULS - ICFAI Article 2004 7
  • 3. Creating Options for Disabled Employees (CODE)As a company, Waterford Crystal had a long tradition of including people withdisabilities in the workforce. Some had attended special schools in the areafor a period as they had some form of learning difficulty. More particularly,many were from the deaf community. The recruitment and employment ofdeaf people into the company started in the early 1970s and at one stagethere were 20 deaf employees in the company. There were also a number ofother employees with different types of disability active in the workforce.In addition to those employees with disabilities still active in the workforce, asignificant number of employees were also absent on long-term disability.These employees, due to illness and / or the onset of disability, had not beenable to continue in their jobs and were at home inactive.The company, by means of training analyses, performance reviews andforward business planning were aware that many of the companysemployees with disabilities (particularly those deaf employees) had notparticipated in the kind of training and development programs which most ofthe workforce had undertaken. This was prejudicial both to the individualemployees (as their future employability was at risk) and to the company (as agroup of employees were not contributing to improving the companyscompetitive advantage). The company recognized that specific measureswould have to be taken to ensure that employees with disabilities wouldreceive equal training and educational opportunities. These measures couldalso be applied to those on long-term disability who were interested inretraining for alternative employment, either within the company or elsewhere.Waterford Crystal has extensive links to the community in which it operates.The company therefore was also anxious to assist the development of otherpeople in the community with disabilities through the attainment of knowledgeand skills which would improve their chances of labour market. It wasdecided, therefore, that whatever measures were taken to encourage theULS - ICFAI Article 2004 8
  • growth and development of existing employees with disabilities would bemade available to people with disabilities from the community at large.This was in keeping with the companys evolving culture of adopting practicalmeasures to further demonstrate and strengthen the level of its corporatesocial commitment. The project beneficiaries therefore were to be:  Existing employees with disabilities  Employees on long-term disability  People with disabilities from the local community.The project, as finally approved by the Commission of the European Union,was called CODE (Creating Options for Disabled Employees).The project was to focus on 3 main areas: • The development of employees with disabilities to ensure maximum competitive advantage • The piloting of methodologies and approaches which would allow the company to further develop and strengthen its commitment to equal opportunities and social inclusion • The reinforcement of the companys identity as a committed stakeholder in the local community, responsive to identified social needs within that community.The overall aim of the project was to develop a deep rooted consciousnesswithin Waterford Crystal around the issue of equality of employmentopportunities for people with disabilities which would inform future policies andactions.ULS - ICFAI Article 2004 9
  • Specified project objectives were: • To ensure that those people with disabilities working in the company would have sufficient skills, versatility and flexibility to retain their employment in the company by developing their maximum potential as employees. • To offer an opportunity to employees on long term disability to retrain and acquire new relevant skills should they wish to do so. • To provide training in relevant skills to a group of 20 people with disabilities from the wider community which would improve their opportunities of obtaining and retaining employment on the open labour market. • To develop sustainable transnational partnership arrangements which could lead to joint future actions • To develop a model of best practice on the growth and development of employees with disabilities within a modern manufacturing context. • To develop a model of Employer Based Training for people with disabilities which could be replicated at a broader level in Ireland and Europe • To develop a model of best practice in relation to equality of employment opportunities for people with disabilities even in contexts of minimal recruitment.ULS - ICFAI Article 2004 10
  • Core project activities centred on the following initiatives:(a) The Employability Development ProgrammeThe programme was designed in such a way as to ensure its relevance to theneeds of all employees in a modern manufacturing context. The trainingprogramme incorporated an eight module format: o Teamwork o Information Technology (European Computer Driving Licence) o Quality o Business Awareness o Communications o Health and Safety o Customer Care o Engineering TechnologyThe programme incorporated a four-week work experience in variousdepartments within Waterford Crystal.(b) Accreditation and CertificationCertification options for the modules of the above programme were as follows:Information Technology (ECDL)Quality (NCVA Level 1)Business Awareness (NCVA Level 1)Communications (NCVA Level 1)Health and Safety (City & Guilds )ULS - ICFAI Article 2004 11
  • (c) Job ClubThe Job Club element of the programme was delivered by a consultancy firmwith extensive experience of Job Club delivery in the Dublin area. The primaryaim of the Job Club approach was to equip participants with the necessaryskills to seek and obtain employment.The Job Club programme provided training in the following areas: • Review of past experiences • Identification of strengths and weaknesses • Compilation of Curriculum Vitae • Job Analysis/Requirements • Company research • Job Application • Interview Techniques • Psychometric Testing in Recruitment.(d) Rehabilitative EmploymentThe CODE Project envisaged an extended work experience period for thoseparticipants who wished to undertake this part of the programme. There werea number of steps involved in this process.Formal agreement for this extended work experience programme took placeat Management and Senior Trade Union level. The company paid eligibleparticipants a rehabilitation allowance of (as permitted by the Department ofSocial, Community and Family Affairs). Participants would work 19.5 hoursper week on work experience in the company. This extended period ofexperience in the working environment was to be known as rehabilitativeemployment.ULS - ICFAI Article 2004 12
  • To facilitate this placement the following steps were necessary: • Discussion with individual participants to ascertain the area of work they would be most interested in for their work experience. • Negotiation with individual Front Line Managers for work experience placements. • Negotiation of flexibility of working time for those participants who required it.Many of the participants, although obviously keen to undertake the activity,were very anxious that they might lose their benefits. Their anxiety in somecases was increased when they received letters from the Departmentinforming them that their benefits were to be reviewed in the light of theirparticipation in this activity. Through liaison, the difficulties were eventuallyovercome. All 14 participants who wished to avail of this rehabilitativeemployment were placed in areas of the company.(e) Transnational Co-operationThe transnational element of the CODE Project incorporated the followingpartners:EEGA Ergonomie, HollandThe main objective of EEGA is to support people with disabilities to enter thelabour market. They have a thorough knowledge and expertise of telematicsand information technologies. Great emphasis is placed on acquisition ofappropriate skills and also advising employers on workplace adaptations.EEGA generally deals with people with a physical disability although they alsocater for some people who have a background of psychiatric illnessULS - ICFAI Article 2004 13
  • ENAIP Toscana, ItalyENAIP Toscana is the regional agency of ENAIP, the National Association forVocational Training promoted by ACLI (Christian Association of ItalianWorkers ). It has specific interest and expertise in the development andapplication of innovative technologies and methodologies for multi-mediabased learning. Its services cover people with disabilities in general -although the Lucca based element of the project concerned mainly peoplewith a background of psychiatric illnessEllingham Employment Services, United KingdomBased in East London, Ellingham Employment Services is a non-profitvocational training and supported employment placement organisation. Itspecializes in various local and national supported employment strategies forpeople who have a range of learning disabilities and other sociallydisadvantaged groups.The transnational co-operation agreed the following activities:* Joint research* Joint development of products / services* Joint seminar, conferences* Exchange of information and material* Exchange of staff* Create, maintain and update a project websiteULS - ICFAI Article 2004 14
  • * Joint Development of training methodologies (Exchange of Information, Material; Joint Development of Products / Services; Exchange of Staff).The co-operation of the partners within the transnational project led to amodel of best practice for the integration of people with disabilities into theworkplace.The model incorporates guidelines on the following elements: • Assessment Procedures • Training of Trainers • Training delivery : Content, Methodology and Evaluation • Approaching Employers • Developing Networks with Employer Involvement.The transnational partnership also laid the basis for future collaboration in theform of a generic training programme to promote social inclusion in theworkplace. The programme, designed in such a way as to be suitable for stafffrom public, private and voluntary sector bodies, would incorporate thefollowing modules: • Assessing Human Capacity • Ergonomics and " Design for All" • Assistive Technologies • Managing Diversity • Equality Legislation • Interpersonal, Communicating and Networking Skills • Objectives and Standards Setting • International Best Practice : Critical Review and Analysis • AdvocacyULS - ICFAI Article 2004 15
  • (f) Training of TrainersThe project provided for trainer skills development for a number of WaterfordCrystal staff. This encompassed:1. A specific trainer skill development programme organized and certified bythe Irish Institute of Training and Development.2. A programme to develop the skills necessary for the management of adiverse workforce. This program, developed in conjunction with UniversityCollege Cork, is the “Diploma in Professional Studies (Managing Diversity)”. Itis a major innovation and is the first course of its kind to be run in Ireland.(g) The European Policy Conference: New Perspectives: Disability andEmploymentThe "New Perspectives: Disability and Employment" conference held inWaterford in November 1999 firmly put the issue onto the national agenda.The array of speakers attracted significant coverage in the national media.Ted Kennedy Junior, a leading activist in disability issues in the United States,gave the keynote address. Other main speakers included: Brian Crowley,Member of the European Parliament; Michel Laine of the EuropeanCommission; Niall Crowley, CEO of the Equality Authority in Ireland.The large attendance at the event was testimony to the high profile of theconference speakers. The conference, in addition to the contributions from themain speakers, gave particular scope to highlighting the work of thetransnational partners. It also highlighted the commitment of SeniorManagement of the company with contributions from the Chief ExecutiveOfficer, the Manufacturing Director and the Director of Human Resources.Trade Union representatives also made significant contributions to thesuccess of this event as did participants on the programme.ULS - ICFAI Article 2004 16
  • (h) Thematic GroupsWaterford Crystal participated in one of several national thematic groups topromote the mainstreaming of good practice from individual projects withrelated aims and objectives. The project was represented on the ThematicGroup known as JobNet.One of the primary duties of the project in relation to its role in the NationalJobNet Thematic Group was the filming and production of a video aimed athighlighting examples of the successful integration of people with disabilitiesinto the workforce and how that success was achieved. The videocomplements a disability awareness reference manual. Both represent aresource for raising awareness among employers about the potential ofpeople with disabilities to contribute positively to the workforce.In addition to the thematic activities carried out at national level, projectrepresentatives also participated at European level in conferences inLuxembourg, Dublin and Copenhagen, aimed at developing EuropeanNetworks of Employers with a commitment to providing equality ofemployment opportunities for people with disabilities. This work resulted in theproduction of a policy paper submitted to the European Commission forreview and action.OutcomesThe outcomes from the CODE project can be considered from the followingperspectives:• Organizational• Local and Community• Transnational• ParticipantULS - ICFAI Article 2004 17
  • OrganizationalWithin Waterford Crystal it is clear that the CODE project had a significantimpact in a number of areas:1. Organizational CultureThrough the project activities and prolonged presence of a substantial groupof people with disabilities in the company, there is a greater acceptance ofpeople with disabilities into the workplace. Although it can be argued that thishad been present in the company for some time, the project served tofacilitate the growth of this and opened the door to further developmentopportunities for people with disabilities. By enabling the removal of barriersfor one group of disadvantaged persons, the project also helped to establishmechanisms for similar actions with other groups. In this way, the company isnot only complying with the provisions of recent Equality Legislation but issetting a standard for compliance with the spirit of that legislation.2. Employee ContributionThe development of skills and knowledge that took place within the project inrelation to existing employees with disabilities enabled the company to benefitfrom maximising the contribution of each employee. The employeesconcerned also felt more involved in the companys operations andparticipated more in company activities. This assists the company in gainingsustainable, competitive advantage in the marketplace in which it operates.3. Enhanced Management - Employee/Employee Representatives RelationsThe general effort of the company to include existing employees withdisabilities and long-term disabled employees in initiatives of benefit to themfurther developed relations between management and trade unionrepresentatives. The fact that the company offered employment to a numberof participants from the outside community also reinforced the credibility of theULS - ICFAI Article 2004 18
  • company in relation to its actions on this particular initiative.4. Improved FacilitiesThe physical and infrastructural changes that took place within the lifetime ofthe project greatly benefited not only the participants on the CODE Project butalso the general workforce.5. Development of Accreditation Options and New Training MethodologiesThrough the project activities, the company developed a number of trainingtools, methodologies and approaches for use with the general workforce.These include: • The Employability Development Programme • NCVA certified Locally Developed Modules in Quality and Business Awareness Modules, available in electronic and printed format • Improved trainer skills • Disability Awareness programmes. • Specific supports for the delivery of training to people with separate needs.6. Development of In-House Trainer CapacityEmployees have improved trainer skills as a result of completing the IITDCertificate in Trainer Skills and the Diploma in Professional Studies(Managing Diversity) certified by University College Cork.6. Enhanced Links with Third Level InstitutionsThe company also further strengthened its links with third level institutionsthrough the programme. The Diploma in Professional Studies (ManagingDiversity) organized is one of the first of its kind to operate in Ireland - indeedin Europe. It is generally accepted that skills in diversity management willULS - ICFAI Article 2004 19
  • become of greater importance to organizations in Ireland given the increase inforeign workers and the effect of equality legislation. The company is now oneof the leading organizations in the country on this particular issue.7. Consolidation of Reputation as An Equal Opportunities EmployerWaterford Crystals reputation as a company that promotes equalopportunities has been reinforced by the project. This is not just within thelocal community but also, through the dissemination activities associated withthe project, particularly those around the " New Perspectives: Disability andEmployment " conference, to a national and international audience.8. Status in Local Community EnhancedThe commitment to the local community is an important element in thecompany culture. The implementation of the project activities was a platformfor strengthening ties between the company and a range of public, private andvoluntary bodies in the communities in which it operates.9. Development of NetworksThe company has also developed networks locally with other employers andtrade union representatives in the context of the work of the JobNet SouthEast grouping and with agencies from other parts of the country in the contextof the Thematic Groups organized under the Horizon programme.Local and Community OutcomesThe outcomes for the local community can be described as follows:  Increased job security for a number of members of the community in employment with Waterford Crystal.ULS - ICFAI Article 2004 20
  •  One-year contracts within Waterford Crystal for unemployed people with disabilities in the community. This comes at the end of a process in which additional skills and knowledge were also acquired.  Improved access to the labour market for all participants of the programme through the acquisition of necessary skills and knowledge.  Development of networks, involving of other employers, to improve work opportunities for people with disabilities. This was facilitated by having the support of Waterford Crystal, a major employer who has experienced the benefits of providing opportunities for people with disabilities and who has developed a model of good practice to be adapted and used by other employers.  Through local and national media exposure, there was development of awareness in the community about the issue of disability and employment.  Enhanced access to a major local employer such as Waterford Crystal by a number of local public, private and voluntary organizations.Transnational OutcomesOn a transnational, European wide level a number of outcomes can beidentified:A model for the systematic involvement of employers in developing equality ofemployment opportunities for people with disabilities which can be appliedand adapted for a wider European employer audienceA best practice approach to developing Employer Based Training that can beadapted depending on the national context.ULS - ICFAI Article 2004 21
  • A training and development path promoting the integration of people withdisabilities into the workforce was identified through the exchange ofexperiences of training approaches, models and methodologies in thetransnational activity of the project incorporating: Assessment, Training ofTrainers and Employer Involvement.A generic training module, aimed at further developing equal opportunitieswithin organizations for disadvantaged groups, was identified for developmentthrough partner collaboration in future projects.Participant OutcomesIn quantifiable terms the following are the main participant outcomes:  Nine employees with disabilities in Waterford have enhanced skill profiles and improved employability.  Fifteen participants were offered a one year contract of employment with Waterford Crystal  Twenty-three participants achieved full European Computer Driving Licence (ECDL) certification  Nine participants achieved City and Guilds Certification in Health and Safety  Ten participants achieved NCVA Level 1 certification in Business Awareness and Quality.  Sixteen participants achieved the Diploma in Professional Studies (Managing Diversity ) certified by University College Cork.  One participant successfully undertook an Arts Degree in UniversityULS - ICFAI Article 2004 22
  • College Cork  Under the Trainer of Trainers element, 23 people received certification under the IITD Certificate in Training Skills Programme  A number of trainers enhanced their training and knowledge imparting skills.What is abundantly clear in relation to the community participants on theEmployability Development programme is that a key factor for them was to beable to undertake training in a mainstream setting such as Waterford Crystal.The status this gave them had an extremely positive effect on their overallwell-being.4. Strategic PerspectivesSince the CODE project concluded in 2000, Waterford Crystal participated ina number of other European Union projects concerned with equality, diversityand best Human Relations practice. It was a major partner in the TREDProject (Training Responses to Equality and Diversity) financed by the EUEqual program. With its partners in Finland and France it drove forward anemployer focused agenda which looked at the opportunities inherent indiversity to develop enhanced communications and teamwork for allemployees.Under the European Social Fund In-Company Training Initiative, theCompany is developing two new employer based courses in association withthe National College of Ireland. These seek to develop a national Diploma inEmployability and a national Certificate in Work Based Skills.The company is at the forefront of Irish employers in driving the agenda foremployability, adaptability and enhanced profitability in the context of socialinclusion and corporate responsibility.ULS - ICFAI Article 2004 23
  • CODE remains the largest and most influential project of its kind. It developedthe process which is now advancing beyond disability to include the otherareas of discrimination and marginalization identified by Irish equalitylegislation: age, sexual orientation, gender, family status, nomadism, religionand ethnicity.Waterford Crystal operates in changed economic circumstances since 2001.The emphasis in many companies is on increased profitability at any cost –ignoring environmental and social factors. The Company has re-asserted theneed to put human beings first. In this context it believes that improved profitsare compatible with social responsibility if a number of key factors areincluded. These include:  Open communications  Social partnership  Dialogue  Transparency  Added value  Community linkage  Environmental awareness  Flexible working conditions.Waterford Crystal is proud of its record. It is equally aware that there is quite adistance to go in advancing best practice among employers to meet thechallenges and opportunities of diversity and equality in a globalizedeconomic context.Dr Alan BruceDublin - March 2004abruce@ulsystems.comULS - ICFAI Article 2004 24
  • www.ulsystems.comULS - ICFAI Article 2004 25