Examples of using Ewcs in English and their translations into German
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Colloquial
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Official
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Ecclesiastic
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Medicine
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Financial
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Ecclesiastic
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Political
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Computer
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Programming
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Official/political
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Political
EWCs need to optimise their potential, because.
The imminent enlargement of the EU will also have a major effect on EWCs.
EWCs and their role in promoting participatory democracy;
In combination, these features are indicative of a trend towards professionalisation amongst certain EWCs.
Agreements in such EWCs are also more likely to provide for costs of any training for employee representatives to be met.
Recognition of the right ofnational and European trade unions to belong to SNBs and EWCs.
EWCs have so far been the only means for workers to gain a picture of how their company operates across borders.
To ensure the effectiveness of employees'transnational information and consultation rights in existing EWCs;
The need to fill the gaps found in the legal basis so that EWCs could function better and make a real contribution to European integration;
We are equipped with more than 30 injection moulding manufacturing machines, including CNC machines,Digital-control EMDs and EWCs for an injection mould fabrication.
In such cases, EWCs should receive all the information, both financial and non‑financial, that is relevant for CSR purposes.
Modernising the European Work Councils The Commission isseeking workers' and employers'opinions on how EWCs can best adapt to economicand social change.
EWCs are proving to be a forum for the practical implementation of objectives, such as those set in Lisbon, a key element of which deals with lifelong education and training.
Promoting, by making appropriate adjustments to the relevant procedures,participation in EWCs by all categories of employees, including executives and professional and managerial staff.
EWCs have been highly successful in providing access to information and consultation for employees in decision making processes and obtaining their feedback on company development, especially in relation to managing change.
It has been seen over recent years that although information and consultation arerelatively ineffective, where EWCs did not exist the cost of restructuring has been very high for workers.
A number of specificcases which have occurred in companies with established EWCs show the limited extent to which employee participation has so far been taken on board as a principle of European civil society by the top management of even well-known companies.
Agreements concluded with representatives of works councils, and those concluded with established employee representatives from one country only,are the most likely to establish EWCs with 10 or fewer members.
A more pro-active role is provided for in 6 per cent of cases:4 per cent of agreements entitle the EWCs concerned to make recommendations and proposals of their own and 2 per cent allow for negotiations on certain issues.
EWCs, whether established before the Directive came into force, and hence excluded from compliance with the Directive, or set up through an agreement between a body representing the employees and the central management, were operating in 816 companies with some 14.5 million employees.
The social partners willbe asked their opinion on how to ensure that EWCs can realise their full potential, the possible direction of EU action and, most importantly, what role the social partners themselves can play in this process.
Many studies on the application of Directive 94/45, including the one underpinning the above-mentioned EESC opinion21,look critically at experience with the directive and agree that EWCs are often informed too late, and consultation is often non-existent.
From 22 September 1996,negotiations between group management and employee representatives to establish EWCs in further multinational organisations have been governed by the procedures under Articles 5 and 6 of the Directive, which require the formation of a special negotiating body.
Experience shows that EWCs can help management and workers to build a corporate culture and adapt to change in fast-evolving transnational companies or groups, when changes relate to the group's strategy and affect sites in several countries.
It has been seen over recent years that although information and consultation arerelatively ineffective, where EWCs did not exist the cost of restructuring has been very high for workers and for the weaker economies, with the ensuing serious social problems.
The aim therefore is not only tocomplete the formal application phase of the directive on EWCs, but also, firstly, to ensure the full efficacy of agreements and national transposition standards and, secondly, to bring the information and consultation procedures and EWC rights into line with the changed market conditions and more active management policies.
Given that in 2001, according to a major study by the European Foundation for the Improvement of Living and Working Conditions*, 14 agreements were signed directly or indirectly by EWCs, a clear, albeit partial, view emerges of how the role of EWCs is subject to constant change, and that they are gradually building up a real negotiating power.
As underlined in the April 2005 Joint Statement by the socialpartners,"Lessons learned on European Works Councils", EWCs have, among other things, helped workers' representatives and workers themselves to understand the internal market and a transnational corporate culture in a market economy.
The EESC expects that the proposed clarifications and changes in the text and definitions in the directive will make the work of EWCs more effective and thus help to create more legal certainty, as well as improving the application of the directive and thus leading to more EWCs being set up.