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This is because additional activities and measures are offered under different programme streams of the WAFF and because most of the activities are organised and financed in cooperation with other national (AMS) and local institutions (Council departments) but also international resources such as the ESF. 3 Services for companies. A third focus of the WAFF is activities aimed at supporting human capital development in companies, for which about 33 per cent of the WAFF’s standard budget was used in 2008.
Second, it offers support to companies who want to train and up-skill their workforce to cope with structural changes, covering 50 per cent of training costs. The focus here is on companies in manufacturing and production services and on training measures in soft skills and intercultural competences, with another focal point on training measures in health care. Third, companies who hire new employees are supported through socalled Implacement Work Foundations, which finance training activities at future employers in the IT sector (300 participants) and in health care (450 participants).
Eds), Wiener Wirtschaft 1945-1998. Geschichte – Entwicklungslinien – Perspektiven, Lang, Frankfurt, Main, Berlin, Bern, Brussels, New York, NY, Vienna, pp. 13-37. Peck, J. (1996), Work Place. The Social Regulation of Labour Markets, Guilford Press, New York, NY/London. Peck, J. (2001), Workfare States, Guilford Press, New York, NY, London. Peck, J. and Tickell, A. (2002), ‘‘Neoliberalizing space’’, Antipode, Vol. 34, pp. 380-404. Salais, R. and Villeneuve, R. (2004), ‘‘Introduction: Europe and the politics of capabilities’’, in Salais, R.
Activation policies and organisational innovation in the capability perspective by International Journal of Sociology and Social Policy