Organisation of speakers: Equalmünchen GmbH SIM – Sozialwissenschaftliches Institut München Title of presentation MünchenKompetent as an instrument for change and antecipation Name of speakers: Maria Rauch Michaela Pichlbauer

1. MünchenKompetent: 1.1 History 1.2 Objectives 1.3 Structure 2. MünchenKompetent as an instrument of change and anticipation 2.1 General approach 2.2 Networking of SME 3. Results OVERVIEW

Munich Labour Market a.No big unemployment rates – Munich mix b.No big lack of resources BUT c. High concentration of high technology enterprises demands highly qualified HR d. Big companies are in the focus of policy e. Transformation of models – labour intensive to technology intensive f. Settlement of research & development and de-location of production

Need of Change / Innovation Insertion Programmes and instruments must be adapted and adjusted to the new reality Flexibilisation of Work and Employment concepts Active LM policy must be expanded to promote more adaptability either for HR or for the organisations Instruments incorporate this necessary flexibilty to respond to that need

MünchenKompetent an instrument for change and antecipation Objectives: -To improve the local governance model -Through the creation of a more participative policy delivery instrument – the partnership -To analyse the bottlenecks to expansion of employment and to introduce the necessary correcting measures to adapt offer and demand -To generate new employment opportunities for the more disadvantaged groups

Structure: PB 1 Creation of enterprises PB 2 LifeLong Learning PB 5 Good Governance in München PB 3 Organisa- tional Development TRANSNATIONALESTRANSNATIONALES E V A L U A T I O N PB 4 Cooperations model School- Companies

How to promote innovative and socially inclusive restructuring in SME? 1.Need of an existing networking culture 2.Selection of SME with potential for networking through common problems and strengths 3.Motivation through offers addressing own needs 4.Set up of networks 5.Consolidation through empowerment and collective actions 6.Increasing social responsibility awareness in the business practice

Restructuration Process Results Sustainability achieved through: Thematic task force organisation Common identity Common products development Further networking with strategic partners/local policy actors Supported through own funds

Difficulties Lack of needs/Too good average performance Too little dialogue among strategic actors Lack of partnership culture Lack of resources to support the management costs of the partnership (No Programmes available) Personal and structural continuity

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