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Produced by the International Training Centre of the ILO in partnership with the Association of European Chambers of Commerce and Industry (EUROCHAMBRES)
in the framework of the contract "Raising the awareness of companies about combating gender stereotypes" commissioned by the Employment, Social Affairs and Equal Opportunities DG of the European Commission.
The company’s field is communication.
We are a communication agency. We also do translations, write texts …
Do proofreading, publishing …
So we have different business units.
I am Ruth Minten, managing director of TxT-IBIS.
TxT-IBIS is a communication company that has been going for 20 years now.
The business is built on the dual language situation in Belgium.
We were originally a translation agency, but evolved into a company with different business units.
TxT-IBIS has 20 employees at the moment
The work environment at TxT-IBIS is very different from what I’ve seen at other companies I’ve worked for.
It’s a very casual environment.
We’ve worked in this building for four years now.
An open-space office, but with some closed offices where people can work in peace.
The fact that we all sit at the same big table gives you an idea of the company policy.
The management sits down together with the team.
Both men and women work here.
50% of the people who work at TxT-IBIS are men and 50% are women.
The person I work with most closely is a young man.
I think it is very important to have as many men as women because both genders have their own qualities
If we bring them together, we get valuable synergy
I think that is a major advantage for the company
When we need new people for the team, i recruit on the basis of what they can do.
Skills are important, not gender.
Assessment of the management team is done by an external company, to motivate them.
That kind of assessment is good for the efficiency of the company
and makes both employees and management happy.
When I became a manager a year ago, I was coached by Ruth, and got a lot out of it.
First, we did tests to assess my management capabilities and see how far i could extend them …
…and keep motivating people. It’s very useful to have someone at your shoulder who evaluates you.
As a manager, I feel supported by the other managers.
For instance, six weeks ago, I took part in the jump forum …
… for women entrepreneurs and managers.
Flexibility: if people are happy at home, they will also be happy at work
What does flexibility mean?
In our labour market, flexibility is a trigger for greater competitiveness.
Now, flexibility has a wide range of meanings.
For SMEs, it means always being on call, meeting customers’ needs right on time,
and being able to perform several different tasks.
For people, flexibility is a way to balance work and private life.
With respect and reciprocity as its basis, flexibility reveals itself as a “win-win” strategy.
How does it work?
For top performance, SMEs need clearly defined targets,
transparent assessment and responsible, committed people.
Reconciliation measures allow both men and women to allocate time
in a more equitable way and to improve their own well-being.
This is a basis on which lasting, high-quality performance can be built.
I am Bram Van Meervenne. I am a chief editor at TxT-IBIS.
TxT-IBIS scores high on flexibility.
I have two children, and if i need to stay at home because of one of them, I can do so while i arrange day care.
Flexibility works both ways.
Normally, I work four days a week.
Sometimes I work overtime or take work home, but always within acceptable limits.
The employer is flexible with hours.
If I ask to leave early, to pick the kids up from school, say, the boss understands.
I think the family has a very important place in this company.
I am a mother, too. My kids are grown up now, but they were little once.
If I could get government funding, I’d like to start a day care centre for the employees’ kids …
and for those of other companies in the area.
That is a good idea, because it’s not easy to find care for children for longer than 6 hours a day.
Smart SMEs improve reconciliation measures for men, too.
That way, they obtain a triple positive effect:
They attract young men, who nowadays want a decent work-life balance.
They retain talented women.
They provide both women and men with a work environment
in which they can make the most of their talents.
For a good work-life balance, affordable and accessible care services are needed.
The number of Member States in which funds are allocated to SMEs to develop care services is increasing.
It’s both an opportunity and a challenge, not only for large enterprises but, even more so,
for SMEs that are closely linked to their territories and communities.
Flexibility is one of the biggest assets that TxT-IBIS has.
Over the years, we have managed to be flexible over client demands...
And also from a global economy point of view.
We respond well to business opportunities because our employees can handle a wide range of jobs.
This video is supported under the European Community Programme for Employment and Social Solidarity (2007-2013). This programme is managed by the Employment, Social Affairs and Equal Opportunities DG of the European Commission.
It was established to financially support the implementation of the objectives of the European Union in the employment and social affairs area, as set out in the Social Agenda,
and thereby contribute to the achievement of the Lisbon Strategy goals in these fields.
The seven-year Programme targets all stakeholders who can help shape the development of appropriate and effective employment and social legislation and policies, across the EU-27, EFTA-EEA and EU candidate and pre-candidate countries.
PROGRESS mission is to strengthen the EU contribution in support of Member States' commitments and efforts to create more and better jobs and to build a more cohesive society.
To that effect, PROGRESS will be instrumental in:(1) providing analysis and policy advice on PROGRESS policy areas;
(2) monitoring and reporting on the implementation of EU legislation and policies in PROGRESS policy areas;
(3) promoting policy transfer, learning and support among Member States on EU objectives and priorities; and
(4) relaying the views of the stakeholders and society at large.
For more information see:http://ec.europa.eu/social/main.jsp?catId=327&langId=en
Neither the Commission nor any person acting on its behalf is responsible for the use that might be made of the information contained in this video.
The information contained in this video does not necessarily reflect the position or opinion of the European Commission.