dbase/eole dbase 050203.xls · xls file · web view• teach about your business – key...

EFES PROJECT EOLE DATABASE 05/05/2023

5/5/2023 14:54UpdateProgramme Title

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tes Organisation Name

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Duration: Units: H, D, W, M, or Y Numbers of Units

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Programme 11720/01/05MITARBEITERBETEILIGUNG SEMINARS (MAB SEMINARS)

GERMANY

Michael LEZIUS

Landgraf-Karl-Strasse 2

34131

Kassel

05 61 360 44

05 61 338 50

H

4

Seminar

€ 75 (members); € 100 (non- members)

ARBEITSGEMEINSCHAFT PARTNERSCHAFT IN DER WIRTSCHAFT E.V. (AGP)

[email protected]

www.mitarbeiterbeteiligung.info

mailto:[email protected]

http://www.mitarbeiterbeteiligung.info/


Place of delivery

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Local

DE

Michael LEZIUS and others

• Managers• Employees involved with employee's participation• All employees


Pre-requisites

Educational objectives Promotion of employee ownership


Methodology

Content Main modules

Use of companies testimonies

• Mitarbeiterbeteiligung braucht das Land• Das Mitarbeiterguthabensmodell der Firma X• Chancen für Innovation und Wachstum für den Mittelstand durch Mitarbeiterbeteiligung (by a local political representative)• Aus Personalkosten Eigenkapital machen - Mitarbeiter werden Mitunternehmer• Umsetzungsstrategien einer Mitarbeiterbeteiligung• Administrative Verwaltung von Mitarbeiterbeteiligungsmodellen - Probleme und Lösungen


Documents (links to)

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Traditional


Other characters

Link with EO and EFP

General comments

AGP was set up to promote and develop employee ownership and employee financial participation in Germany.

Programme 1 USA NATIONAL CENTER FOR EMPLOYEE OWNERSHIP (NCEO) AN INTERACTIVE INTRODUCTION TO ESOPsProgramme 2 USA NATIONAL CENTER FOR EMPLOYEE OWNERSHIP (NCEO) INTRODUCTION TO ESOPSProgramme 3 USA NATIONAL CENTER FOR EMPLOYEE OWNERSHIP (NCEO) INTRODUCTION TO ESOPS SEMINARProgramme 4 USA NATIONAL CENTER FOR EMPLOYEE OWNERSHIP (NCEO) ESOP ESSENTIALSProgramme 5 USA NATIONAL CENTER FOR EMPLOYEE OWNERSHIP (NCEO) GET THE MOST OUT OF YOUR ESOPProgramme 6 USA NATIONAL CENTER FOR EMPLOYEE OWNERSHIP (NCEO) COMMUNICATION ISSUES FOR MULTINATIONAL STOCK AWARD PLANSProgramme 7 USA NATIONAL CENTER FOR EMPLOYEE OWNERSHIP (NCEO) WEBINAR ON EMPLOYEE STOCK PURCHASE PLANSProgramme 8 USA NATIONAL CENTER FOR EMPLOYEE OWNERSHIP (NCEO) WEBINAR ON THE NEW FASB EQUITY COMPENSATION ACCOUNTING PROPOSALProgramme 9 USA NATIONAL CENTER FOR EMPLOYEE OWNERSHIP (NCEO) HANDLING THE ESOP REPURCHASE OBLIGATIONProgramme 10 USA NATIONAL CENTER FOR EMPLOYEE OWNERSHIP (NCEO) EQUITY UPDATE ONLINE COURSEProgramme 11 USA NATIONAL CENTER FOR EMPLOYEE OWNERSHIP (NCEO) CERTIFIED EQUITY PROFESSIONAL INSTITUTE (CEPI) EXAM STUDY GUIDEProgramme 12 USA CERTIFIED EQUITY PROFESSIONAL INSTITUTE (CEPI) - SANTA CLARA UNIVERSITY CERTIFICATION IN EQUITY COMPENSATION LEVEL 1 - FUNDAMENTALS IN EQUITY COMPENSATIONProgramme 13 USA CERTIFIED EQUITY PROFESSIONAL INSTITUTE (CEPI) - SANTA CLARA UNIVERSITY CERTIFICATION IN EQUITY COMPENSATION LEVEL 2 - EQUITY COMPENSATION ADMINISTRATORProgramme 14 USA CERTIFIED EQUITY PROFESSIONAL INSTITUTE (CEPI) - SANTA CLARA UNIVERSITY CERTIFICATION IN EQUITY COMPENSATION LEVEL 3 - CERTIFIED EQUITY PROFESSIONALProgramme 15 USA BEYSTER INSTITUTE FOR ENTREPRENEURIAL EMPLOYEE OWNERSHIP - West Coast Office THE ENTREPRENEURS WORKSHOP ON EQUITY COMPENSATIONProgramme 16 USA BEYSTER INSTITUTE FOR ENTREPRENEURIAL EMPLOYEE OWNERSHIP - West Coast Office THE ESOP SOLUTION FOR PRIVATE COMPANIESProgramme 17 USA BEYSTER INSTITUTE FOR ENTREPRENEURIAL EMPLOYEE OWNERSHIP - East Coast Office ESOP STRATEGIES: IS AN ESOP RIGHT FOR MY COMPANY?Programme 18 USA BEYSTER INSTITUTE FOR ENTREPRENEURIAL EMPLOYEE OWNERSHIP - West Coast Office CRITICAL ISSUES IN ESTABLISHING EMPLOYEE OWNERSHIPProgramme 19 USA ESOP ASSOCIATION GRAB THE CULTURE TIGER BY THE TAIL (ESOP ASSOCIATION' S 7TH ANNUAL CONFERENCE)Programme 20 USA ESOP ASSOCIATION - NorthWest Chapter HOW TO MAXIMIZE THE BENEFITS OF YOUR ESOPProgramme 21 USA ESOP ASSOCIATION - New England Chapter ESOP TRAINING PROGRAM (The 4th Annual Summer ESOP Celebration)Programme 22 USA ESOP ASSOCIATION - Kentucky Chapter & Indiana Chapter ESOP CONFERENCE (The 3rd Annual Kentucky)Programme 23 USA ESOP ASSOCIATION REPURCHASE OBLIGATION (6th Annual Seminar)Programme 24 USA ESOP ASSOCIATION + UNIVERSITY OF PENNSYLVANIA LEADING IN AN OWNERSHIP SETTING: THE PROGRAM FOR CEOsProgramme 25 USA ESOP ASSOCIATION + OHIO EMPLOYEE OWNERSHIP CENTER (OEOC) WINTER EMPLOYEE OWNER RETREATProgramme 26 USA OHIO EMPLOYEE OWNERSHIP CENTER (OEOC) ASSESSMENT OF ORGANIZATIONAL CULTUREProgramme 27 USA OHIO EMPLOYEE OWNERSHIP CENTER (OEOC) OWNERSHIP EDUCATION: ABCs OF ESOPsProgramme 28 USA OHIO EMPLOYEE OWNERSHIP CENTER (OEOC) OWNERSHIP EDUCATION: UNDERSTANDING YOUR ESOPProgramme 29 USA OHIO EMPLOYEE OWNERSHIP CENTER (OEOC) OWNERSHIP EDUCATION: THE ESOP GAMEProgramme 30 USA OHIO EMPLOYEE OWNERSHIP CENTER (OEOC) THE FINANCIAL GAME FOR EMPLOYEE OWNERSProgramme 31 USA OHIO EMPLOYEE OWNERSHIP CENTER (OEOC) BUSINESS BASICS FOR EMPLOYEE OWNERS: WHAT DRIVES YOUR BUSINESS ?Programme 32 USA OHIO EMPLOYEE OWNERSHIP CENTER (OEOC) BUSINESS BASICS FOR EMPLOYEE OWNERS: WHAT EVERY EMPLOYEE OWNER NEEDS TO KNOW ABOUT UNDERSTANDING FINANCIAL REPORTSProgramme 33 USA OHIO EMPLOYEE OWNERSHIP CENTER (OEOC) BUSINESS BASICS FOR EMPLOYEE OWNERS: FINANCIAL ANALYSIS FOR NON-ACCOUNTANTSProgramme 34 USA OHIO EMPLOYEE OWNERSHIP CENTER (OEOC) COMMUNICATION AND PARTICIPATION: BUILDING A WINNING TEAMProgramme 35 USA OHIO EMPLOYEE OWNERSHIP CENTER (OEOC) COMMUNICATION AND PARTICIPATION: TRAINER / FACILITATOR DEVELOPMENTProgramme 36 USA OHIO EMPLOYEE OWNERSHIP CENTER (OEOC) COMMUNICATION AND PARTICIPATION: MANAGING INTERNAL COMMUNICATIONProgramme 37 USA OHIO EMPLOYEE OWNERSHIP CENTER (OEOC) LEADERSHIP DEVELOPMENT: COMPANY LEADERSHIP DEVELOPMENT RETREATProgramme 38 USA OHIO EMPLOYEE OWNERSHIP CENTER (OEOC) ESOP RETREAT FOR MIDDLE MANAGERSProgramme 39 USA OHIO EMPLOYEE OWNERSHIP CENTER (OEOC) LEADERSHIP DEVELOPMENT: SUPERVISING OWNERSProgramme 40 USA OHIO EMPLOYEE OWNERSHIP CENTER (OEOC) LEADERSHIP DEVELOPMENT: GETTING STARTED WITH OPEN BOOK MANAGEMENTProgramme 41 USA OHIO EMPLOYEE OWNERSHIP CENTER (OEOC) LEADERSHIP DEVELOPMENT: BOARD TRAININGProgramme 42 USA OHIO EMPLOYEE OWNERSHIP CENTER (OEOC) LEADERSHIP DEVELOPMENT: COLLECTIVE BARGAINING IN ESOP COMPANIESProgramme 43 USA OHIO EMPLOYEE OWNERSHIP CENTER (OEOC) TRAINING FOR LABOR-MANAGEMENT COOPERATION PROFESSIONALSProgramme 44 USA OHIO EMPLOYEE OWNERSHIP CENTER (OEOC) ESOP COMMITTEES: ESOP COMMUNICATION COMMITTEE TRAININGProgramme 45 USA OHIO EMPLOYEE OWNERSHIP CENTER (OEOC) ESOP COMMITTEES: ESOP ADMINISTRATION COMMITTEE TRAININGProgramme 46 USA OHIO EMPLOYEE OWNERSHIP CENTER (OEOC) WORKPLACE DEMOCRACY COURSEProgramme 47 USA OHIO EMPLOYEE OWNERSHIP CENTER (OEOC) EMPLOYEE OWNERSHIP AND OPEN BOOK MANAGEMENT COURSEProgramme 48 USA OHIO EMPLOYEE OWNERSHIP CENTER (OEOC) MBA ESSENTIALS: PARTICIPATORY MANAGEMENT - CREATING HIGH PERFORMANCE BUSINESSESProgramme 49 USA OHIO EMPLOYEE OWNERSHIP CENTER (OEOC) MBA SPECIAL TOPICS COURSES ON EMPLOYEE OWNERSHIP AND OPEN BOOK MANAGEMENTProgramme 50 USA OHIO EMPLOYEE OWNERSHIP CENTER (OEOC) PARTICIPATIVE LEADERSHIP STYLES FOR MIDDLE MANAGERSProgramme 51 USA OHIO EMPLOYEE OWNERSHIP CENTER (OEOC) HIGH PERFORMANCE ORGANIZATION VIDEO COURSEProgramme 52 USA OHIO EMPLOYEE OWNERSHIP CENTER (OEOC) EFFECTIVE MEETING SKILLSProgramme 53 USA OHIO EMPLOYEE OWNERSHIP CENTER (OEOC) GROUP CONSENSUS DECISION-MAKINGProgramme 54 USA OHIO EMPLOYEE OWNERSHIP CENTER (OEOC) PROBLEMSOLVING TECHNIQUESProgramme 55 USA OHIO EMPLOYEE OWNERSHIP CENTER (OEOC) COMMUNICATION SKILLS - ACTIVE LISTENING & EFFECTIVE FEEDBACKProgramme 56 USA OWNERSHIP ASSOCIATES, INC. OWNERSHIP FACTS TRAININGProgramme 57 USA OWNERSHIP ASSOCIATES, INC. OWNERSHIP CULTURE TRAINING Programme 58 USA OWNERSHIP ASSOCIATES, INC. TRAINING MODULESProgramme 59 USA MyESOP.NET MY ESOP ESSENTIALSProgramme 60 USA PRAXIS CONSULTING, INC. ESOP TRAINING AND EDUCATIONProgramme 61 USA FUNDAMENTALS OF STOCK PLAN ADMINISTRATIONProgramme 62 USA UNIVERSITY OF WISCONSIN-MADISON SCHOOL OF BUSINESS EXECUTIVE EDUCATION Programme 63 USA UNIVERSITY OF WISCONSIN-MADISON SCHOOL OF BUSINESS EXECUTIVE EDUCATION Programme 64 BELGIUM EFES BELGIUM + ICHEC-ENTREPRISES GIVE A BOOST TO BUSINESS WITH EMPLOYEE OWNERSHIPProgramme 65 BELGIUM EFES BELGIUM + ICHEC-ENTREPRISES IMPLEMENT EMPLOYEE OWNERSHIP IN YOUR ENTERPRISEProgramme 66 BELGIUM EFES BELGIUM IMPLEMENTING EMPLOYEE SHARE OWNERSHIP IN BELGIAN SME's, HOW TO DO ?Programme 67 UK TULLIS RUSSELL GROUP BUSINESS GAME FOR EMPLOYEE OWNERS TRAININGProgramme 68 UK TULLIS RUSSELL GROUP SHARE COUNCIL TRAINING Programme 69 UK BAXI PARTNERSHIP LIMITED

THE NATIONAL ASSOCIATION OF STOCK PLAN PROFESSIONALSESOP EMPLOYEE OWNERSHIP MANAGEMENTESOP MANAGEMENT PROGRAMME

INTRODUCTION TO AN EMPLOYEE BUYOUT

Programme 70 UK CO-OPERATIVE COLLEGE CO-OPERATIVE FOUNDATION CERTIFICATEProgramme 71 UK CO-OPERATIVE COLLEGE CERTIFICATE IN CO-OPERATIONProgramme 72 UK CO-OPERATIVE COLLEGE CO-OPERATIVE DIRECTOR DIPLOMAProgramme 73 UK CO-OPERATIVE COLLEGE ADVANCED CO-OPERATIVE DIRECTOR'S DIPLOMAProgramme 74 UK CO-OPERATIVE COLLEGE EMERGING CO-OPERATIVE LEADERSProgramme 75 UK CO-OPERATIVE COLLEGE CO-EXECUTIVE DIPLOMA IN MANAGEMENTProgramme 76 UK CO-OPERATIVE COLLEGE CO-OPS HUMAN RESSOURCESProgramme 77 SPAIN CONFESAL - SPANISH CONFEDERATION OF EMPLOYEE-OWNED COMPANIES SPECIFICATIONS FOR TRAINING TO SELF-MANAGEMENT FOR THE WORKERS OF EMPLOYEE-OWNED COMPANIESProgramme 78 SPAIN CONFESAL - SPANISH CONFEDERATION OF EMPLOYEE-OWNED COMPANIES SPECIFICATIONS FOR TRAINING TO SELF-MANAGEMENT DESIGNED FOR UNEMPLOYED PEOPLEProgramme 79 SPAIN FEDERACION EMPRESARIAL ANDALUZA DE SOCIEDADES LABORALES (FEANSAL) FORMACION DE MIEMBROS DEL CONSEJO DE ADMINISTRACION DE LAS SOCIEDADES LABORALESProgramme 80 SPAIN FEDERACION EMPRESARIAL ANDALUZA DE SOCIEDADES LABORALES (FEANSAL) GERENTE DE EMPRESAS DE ECONOMIA SOCIALProgramme 81 SPAIN ASOCIACION DE EMPRESAS DE ECONOMIA SOCIAL DE LA REGION DE MURCIA (AMUSAL) TRAININGS BY AMUSALProgramme 82 SPAIN FEDERACION D'EMPRESES VALENCIANES D'ECONOMIA SOCIAL (FEVES) TRAININGS BY FEVESProgramme 83 SPAIN FEDERACION DE SOCIEDADES LABORALES DE CATALUNYA (FESALC) TRAININGS BY FESALCProgramme 84 SPAIN FEDERACION EMPRESARIAL DE CASTILLA-LA MANCHA DE ECONOMIA SOCIAL (FECMES) TRAININGS BY FECMESProgramme 85 SPAIN ASSOCIAO D'EMPRESES LABORALS DE LES ILLES BALEARS (AELIB) TRAINING BY AELIBProgramme 86 SPAIN AGRUPACION DE EMPRESAS LABORALES DE EXTREMADURA (AEXEL) TRAINING BY AEXELProgramme 87 SPAIN ASOCIACION NAVARRA DE EMPRESAS LABORALES (ANEL) CURSOS PARA TRABAJADORESProgramme 88 SPAIN ASOCIACION NAVARRA DE EMPRESAS LABORALES (ANEL) EL LIDERAZGO RESONANTE. LA GESTION EXCELENTE EN LA PEQUENA Y MEDIANA EMPRESAProgramme 89 SPAIN ASOCIACION NAVARRA DE EMPRESAS LABORALES (ANEL) CURSOS PARA DESEMPLEADOSProgramme 90 SPAIN ASOCIACION NAVARRA DE EMPRESAS LABORALES (ANEL) FORMACION EN LA EMPRESAProgramme 91 SPAIN ASOCIACION ARAGONESE DE SOCIEDADES LABORALES (ASES) TRAINING BY ASESProgramme 92 SPAIN ASOCIACION ARAGONESE DE SOCIEDADES LABORALES (ASES) GESTIÓN BÁSICA DE SOCIEDADES LABORALES Programme 93 SPAIN AGRUPACION DE SOCIEDADES LABORALES DE MADRID (ASALMA) FORMACION CONTINUA PARA TRABAJADORES EN ACTIVO DE SOCIEDADES LABORALESProgramme 94 SPAIN AGRUPACION DE SOCIEDADES LABORALES DE MADRID (ASALMA) INTEGRACION DEL TRABAJADOR COMO SOCIO DE LA EMPRESA PARTICIPADA Programme 95 SPAIN AGRUPACION DE SOCIEDADES LABORALES DE MADRID (ASALMA) FORMACION OCUPACIONAL PARA DESEMPLEADOSProgramme 96 SPAIN AGRUPACION DE SOCIEDADES LABORALES DE EUSKADI (ASLE) FORMACION AUTOGESTIONARIA PARA DESEMPLEADOSProgramme 97 SPAIN AGRUPACION DE SOCIEDADES LABORALES DE EUSKADI (ASLE) FORMACION AUTOGESTIONARIA PARA TRABAJADORESProgramme 98 SPAIN AGRUPACION DE SOCIEDADES ASTURIANAS DE TRABAJO ASOCIADO (ASATA) TRAININGS BY ASATAProgramme 99 SPAIN AGRUPACION DE SOCIEDADES ASTURIANAS DE TRABAJO ASOCIADO (ASATA) BASICO DE SOCIEDADES LABORALES 1 & 2Programme 100 SPAIN FEDERACION ARAGONESA DE COOPERATIVAS DE TRABAJO ASOCIADO (FACTA) OFIMATICA DE GESTION. HOJA DE CALCULO. SE IMPARTIRA EN EJEA DE LOS CABALLEROS.Programme 101 SPAIN FEDERACION ARAGONESA DE COOPERATIVAS DE TRABAJO ASOCIADO (FACTA) OFIMATICA DE GESTION. HOJA DE CALCULO. SE IMPARTIRA EN EJEA DE LOS CABALLEROS.Programme 102 SPAIN ASOCIACION DE EMPRESAS DE ECONOMIA SOCIAL DE CANARIAS (ASESCAN) TRAININGS BY ASESCANProgramme 103 SPAIN FEDERATION ANDALUZIA DE COOPERATIVAS DE TRABAJO ASSOCIADOS (FAECTA) TRAININGS BY FAECTAProgramme 104 SPAIN FEDERACION VALENCIANA DE EMPRESAS COOPERATIVAS DE TRABAJO ASOCIADO (FEVECTA) TRAINING BY FEVECTA: FORMACION OCUPACIONALProgramme 105 SPAIN FEDERACION VALENCIANA DE EMPRESAS COOPERATIVAS DE TRABAJO ASOCIADO (FEVECTA) PROGRAMA FORMATIVO PARA EMPRESAS DE ECONOMÍA SOCIAL. Programme 106 SPAIN FEDERACION VALENCIANA DE EMPRESAS COOPERATIVAS DE TRABAJO ASOCIADO (FEVECTA) AUTOFORMACION: CURSO INTERPRETACIÓN DE BALANCESProgramme 107 SPAIN UNION DE COOPERATIVAS MADRILENAS DE TRABAJO ASOCIADO (UCMTA) FORMACION PARA DESEMPLEADOS Y SOCIOS Y TRABAJADORES DE COOPERATIVASProgramme 108 SPAIN MONDRAGON UNIVERSITY FACULTY OF ENGINEERINGProgramme 109 SPAIN MONDRAGON UNIVERSITY FACULTY OF BUSINESS STUDIESProgramme 110 SPAIN MONDRAGON UNIVERSITY FACULTY OF HUMANITIES AND EDUCATION Programme 111 SPAIN MONDRAGON - OTALORA COMO EVALUAR PROYECTOS DE INVERSION Y TOMAR DECISIONES RENTABLESProgramme 112 SPAIN MONDRAGON - OTALORA ISKATENProgramme 113 SPAIN MONDRAGON - MONE MASTER EN DIRECCIÓN DE PRODUCCIÓN Programme 114 SPAIN MONDRAGON - MONE PROGRAMA EXPERTO EN DESARROLLO DE LIDERAZGOProgramme 115 SPAIN MONDRAGON - TXORIERRI CENTRO DE EDUCACION SECONDARIA Y FORMACION PROFESIONALProgramme 116 SPAIN MONDRAGON - LEA-ARTIBAI IKASTETXEA EDUCATION AND TRAININGS BY LEA-ARTIBAI IKASTETXEAProgramme 117 GERMANY ARBEITSGEMEINSCHAFT PARTNERSCHAFT IN DER WIRTSCHAFT E.V. (AGP) MITARBEITERBETEILIGUNG SEMINARS (MAB SEMINARS)Programme 118 GERMANY ARBEITSGEMEINSCHAFT PARTNERSCHAFT IN DER WIRTSCHAFT E.V. (AGP) HÖCHSTLEISTUNGEN ERREICHEN MIT ENGAGIERTEN MITARBEITERNProgramme 119 FRANCE CONFEDERATION GENERALE DES SOCIETES COOPERATIVES OUVRIERES DE PRODUCTION (CGSCOP) PARCOURS DE PROFESSIONNALISATION COOPERATIVEProgramme 120 FRANCE EPS PARTENAIRES CONSTRUIRE OU RENOUVELER VOTRE ACCORD D'INTERESSEMENTProgramme 121 FRANCE EPS PARTENAIRES EPARGNE SALARIALE – EPARGNE TEMPS – EPARGNE RETRAITEProgramme 122 FRANCE EPS PARTENAIRES METTRE EN ŒUVRE UN PERCOProgramme 123 FRANCE INSTITUT DU MANAGEMENT ECOLE SUPERIEURE DE GESTION (IMESG) EPARGNE SALARIALE ET ACTIONNARIAT SALARIEProgramme 124 FRANCE FEDERATION FRANCAISE DES ASSOCIATIONS D'ACTIONNAIRES SALARIES (FAS) SPECIFICATION DE BESOINS FORMATION ACTIONNARIAT SALARIE / EPARGNE SALARIALE - C1 SALARIESProgramme 125 FRANCE FEDERATION FRANCAISE DES ASSOCIATIONS D'ACTIONNAIRES SALARIES (FAS) SPECIFICATION DE BESOINS FORMATION ACTIONNARIAT SALARIE / EPARGNE SALARIALE - C2 ACTIONNAIRES SALARIESProgramme 126 FRANCE FEDERATION FRANCAISE DES ASSOCIATIONS D'ACTIONNAIRES SALARIES (FAS) SPECIFICATION DE BESOINS FORMATION ACTIONNARIAT SALARIE / EPARGNE SALARIALE - C3 ASSOCIATIONS D'ACTIONNAIRES SALARIESProgramme 127 FRANCE FEDERATION FRANCAISE DES ASSOCIATIONS D'ACTIONNAIRES SALARIES (FAS) SPECIFICATION DE BESOINS FORMATION ACTIONNARIAT SALARIE / EPARGNE SALARIALE - C4 ADMINISTRATEURS DE FCPE ET D'ASSOCIATIONSProgramme 128 FRANCE FEDERATION FRANCAISE DES ASSOCIATIONS D'ACTIONNAIRES SALARIES (FAS) SPECIFICATION DE BESOINS FORMATION ACTIONNARIAT SALARIE / EPARGNE SALARIALE - C5 ADMINISTRATEURS DE SOCIETESProgramme 129 FRANCE INSTITUT FRANÇAIS DE GOUVERNEMENT DES ENTREPRISES/ EM-LYON LES ENJEUX DE L'ACTIONNARIAT SALARIE POUR LA STRATEGIE ET LES RESSOURCES HUMAINESProgramme 130 FRANCE INSTITUT FRANÇAIS DE GOUVERNEMENT DES ENTREPRISES/ EM-LYON FORMATION DES ADMINISTRATEURS SALARIES ET REPRESENTANTS DES ACTIONNAIRES SALARIES DU GROUPE RProgramme 131 FRANCE INSTITUT FRANÇAIS DE GOUVERNEMENT DES ENTREPRISES/ EM-LYON CORPORATIAProgramme 132 POLAND RYSZARD STOCKI COMPETENCY STANDARDS FOR PARTICIPATIVE MANAGEMENT EDUCATIONProgramme 133 ITALY UNIVERSITA ROMA TRE + LEGACOOP MASTER UNIVERSITARIO IN ECONOMIA DELLE IMPRESE COOPERATIVEProgramme 134 ITALY UNIVERSITA DI BOLOGNA MASTER UNIVERSITARIO IN ECONOMIA DELLA COOPERAZIONEProgramme 135 ITALY ASSOCIAZIONE GENERALE COOPERATIVE ITALIANE (AGCI) LOMBARDIA BUSINESS MANAGEMENT TRAINING FOR COOPERATIVES BY AGCI LOMBARDIA Programme 136 ITALY ASSOCIAZIONE GENERALE COOPERATIVE ITALIANE (AGCI) LOMBARDIA TRAINING FOR COOPERATIVES BY AGCI LOMBARDIA - PERSONAL DEVELOPMENT AND HUMAN RESOURCESProgramme 137 ITALY CONFCOOPERATIVE COMO - CONSORZIO EUREKA TRAINING BY CONFCOOPERATIVE COMOProgramme 138 ITALY CONFCOOPERATIVE VENETO - IRECOOP VENETO TRAINING BY CONFCOOPERATIVE VENETO

5/5/2023 14:54 Programme 1Programme Title AN INTERACTIVE INTRODUCTION TO ESOPs

Organisation Name

Target Publics • Employees

Educational objectives Introduction to ESOPS.

NATIONAL CENTER FOR EMPLOYEE OWNERSHIP (NCEO)

Content Main modules Introduction to ESOPS. The programme reacts to question asked to the participant. It answers with personalized datas that fit your company.

Programme 2 Programme 3INTRODUCTION TO ESOPS INTRODUCTION TO ESOPS SEMINAR



• Companies considering ESOPs• Companies in the process of implementing an ESOP• Companies with an established plan who just need a refresher.

• Employees at companies that have stock plans and equity compensation. • Financial planners who need to understand the basic terminology and instruments of equity compensation. • Accountants who need to understand the basic terminology and instruments of equity compensation. • Attorneys who need to understand the basic terminology and instruments of equity compensation. • Analysts at brokerages that want to learn more about equity compensation without committing to the full training offered by the CEP Institute in the equity compensation field.

Learn what you need to do so that ESOPs can positively affect your company. The seminars are intended to assist companies considering ESOPs, companies in the process of implementing an ESOP, and companies with an established plan who just need a refresher.

Created with the guidance of the Certified Equity Professional Institute (CEPI) at Santa Clara University's Leavey School of Business, Equity Compensation Basics is an educational program designed to give an overview of the various aspects of equity compensation.

• How an ESOP Works• Will an ESOP Work for You?• Financing an ESOP Transaction• Local ESOP Company Perspectives• Valuation for ESOP Purposes• Investing Gains from Sales to ESOPs• Creating an Ownership Culture

Module 1: IntroductionCourse OverviewModule 2: Stock Options OverviewWhat Is a Stock Option? Granting Options. Taxes.Module 3: Nonstatutory StockOptions (NSOs). Overview. Employee’s Tax Consequences. Employer’s Tax Consequences.Module 4: Incentive Stock Options(ISOs). ISO Overview. ISO Tax Consequences for Employees. ISO Tax Consequences for Employers. ISO Plan Adoption. Plan Modifications.Module 5: Stock Option Plan Adminstration and Exercise MethodsEstablishing a Stock Option Plan. Stock Plan Flexibility. Exercise Policies and Procedures. Exercise Payment Methods. Executing an Exercise.Mergers, Stock Splits, and Other Capitalization Changes. Reloads and Evergreen Provisions. Transferable Stock Options.Module 6: Employee Stock Purchase Plans (ESPPs)ESPP Overview. ESPP Terminology. Equal Rights and Privileges. ESPP Taxation. ESPP Design.Enrollment Procedures and Participation LevelModule 7: Restricted StockRestricted Stock Overview. Restricted Stock Plan Design. Tax Consequences for Employees. Tax Consequences for Employers.Restricted Stock Plan AdministrationModule 8: Stock Appreciation Rights (SARs) and Phantom StockOverview of SARs and Phantom Stock. Stock Appreciation Rights (SARs). Phantom Stock. Phantom Plans' Tax Consequences for Employees. Phantom Plans' Tax Consequences for Employers. Plan Design Considerations. ERISA Coverage.Module 9: Performance Award PlansOverview of Performance Award Plans. Tax Consequences of Performance Award Plans. Performance Award Plan Design.Module 10: AccountingAccounting Overview. APB 25. SFAS 123. Subsequent Clarifications.Accounting for Restricted Stock, SARs, and Phantom StockModule 11: Securities IssuesOverview of Securities Issues. Restricted Stock. SARs and Phantom Stock.Module 12: Insider Issues

Programme 4 Programme 5ESOP ESSENTIALS GET THE MOST OUT OF YOUR ESOP



• Executives• Financial officers• Operating officers• Human resources personnel• ESOP committee members• Employees at ESOP companies. • Professional advisors and service providers, such as consultants, lenders, accountants, fiduciaries, and employees at third-party administration firms.

• Anyone involved with building an ownership culture, including (but not limited to) those involved with ESOP communications, human resource development, training or organizational change• ESOP committee members• Steering committee members• Team leaders• Active front line employees

ESOP Essentials is an educational program designed to give a comprehensive overview of the various aspects of employee stock ownership plans (ESOPs). Adapted from NCEO texts such as The ESOP Reader, An Introduction to ESOPs, and Selling to an ESOP, ESOP Essentials is an entirely Web-based course, designed with modules to cover the mechanics, management, environment, and special issues (such as S corporation ESOPs) of employee stock ownership plans. (Please refer to the course outline for a complete directory of topics.)

This conference will aid participants in identifying their own challenges and creating their own concrete solutions unique to their organization's needs.

Module 1: Introduction to ESOPSArticle I: ESOP History· Historical Perspective· Major ESOP Legislation· How ESOPs Work· Philosophical Perspective· The FutureArticle II: ESOPs, What Are They?· An Overview of ESOPs· The Uses of ESOPs· Setting up the ESOP· Step (1) Determine Whether Owners Are Amenable· Step (2) Conduct a Feasibility Study· Step (3) Conduct a Valuation· Step (4) Hire an ESOP Attorney· Step (5) Obtain Funding for the Plan· Step (6) Establish a Process to Operate the Plan· ESOP Applications· Key Research on ESOP Performance· Advantages/DisadvantagesArticle III: Tax Incentives and Contribution Limits· Taxes and Benefits· General Issues Under ERISA· Employers’ Limits, Section 404· Individual Allocation, Section 415· Special Incentives for ESOPs· Special Incentives to the Seller· Paying Dividends on ESOP Shares· S Corporation Issues· Employee Tax Benefits from ESOPs· Research and Trends on ContributionsArticle IV: Leveraged ESOPs & Lender Relationships· What is a Leveraged ESOP?· The ESOP Trust· The ESOP Loan· The Suspense Account· Tax Benefits for Companies· Uses of Leveraged ESOPs· Are Leveraged ESOPs Right for All Companies?Article V: Valuation· How to Value· Valuation Discounts in ESOPs· S Corporation ValuationModule 2: ESOP MechanicsArticle I: Vesting and Distributions· Vesting

Day One: Monday October 4, 2004Understanding ESOPs: An Interactive ApproachParticipants will refresh their own knowledge about ESOP fundamentals and learn an interactive way to explain these issues to others. In a lively and easy-to-understand exercise, attendees will wear many hats as they assume the various roles (owner, banker, Uncle Sam, etc.) that occur in an ESOP transaction as participants walk through the mechanics of a sample transaction, who benefits and how, and the risks involved.Rights & Responsibilities Group: An Interactive TrainingIt's easy to "talk" about ownership culture, but in real life, how do you get people to "feel" like owners? This exercise involves employee-owners in structured peer-to-peer discussions that challenge and expand people's sense of ownership. Day Two: Tuesday, October 5, 2004Stages in Developing an Ownership CultureTable Talk: Hands-on Activity Solving an ESOP Communications ProblemIn small groups, participants will work together to come up with creative solutions to a specific provided communications problem. The session will end with groups presenting their solutions. Presentation: Creating and Improving ESOP CommunicationsSession leaders will guide the group towards identifying steps involved and the main principals of an ESOP communications plan based on the examples of problems solved during the previous hour.Presentation: Mini-Games That Educate Employees While Driving Company Performance A mini-game is a short-term activity designed to correct a weakness, or pursue an opportunity in the company. There is a goal, a scoreboard and a reward for winning. In this session you will learn the basics of mini-game design and see examples of other companies that have effectively used mini-games. Table Talk: The Great Game of Business Participants will divide into small groups to design an interactive mini-game and share ideas along with receiving feedback from the group on the challenges they might face implementing the mini-game. Tools & Strategies for Employee ParticipationThis session introduces the advantages and disadvantages of different participation strategies by using hands-on tools and concrete examples from ESOP companies. Table Talk: Topic Discussions on Participation Strategies

Programme 6 Programme 7WEBINAR ON EMPLOYEE STOCK PURCHASE PLANSCOMMUNICATION ISSUES FOR MULTINATIONAL STOCK

AWARD PLANS



This prerecorded Webinar covers communication issues for companies extending their stock plans to international employees.

This web-based tutorial, presented by Dan Walter of Smith Barney Stock Plan Services, introduces employee stock purchase plans (ESPPs), including basic characteristics, terminology, and taxation issues

Some of the international communications issues that are covered in the webinar are:• Setting communication goals • Translating documents • Benefits of effective communication • Overcoming obstacles

This web-based tutorial introduces:• employee stock purchase plans (ESPPs), • including basic characteristics, • terminology, and • taxation issues

Programme 8 Programme 9HANDLING THE ESOP REPURCHASE OBLIGATIONWEBINAR ON THE NEW FASB EQUITY COMPENSATION

ACCOUNTING PROPOSAL



The newly proposed FASB rules for accounting for equity based compensation run 220 pages. Needless to say, they are complicated and sometimes confusing. To help you navigate through the proposal, view and listen to this prerecorded seminar.

ESOP repurchase obligations can be handled smoothly or can create major crises. This program will explore the various ways to assess the size of your obligation and manage it efficiently, including various funding options and plan structures, as well as whether to recycle shares or retire them.

The newly proposed FASB rules for accounting for equity based compensation run 220 pages. Needless to say, they are complicated and sometimes confusing. To help you navigate through the proposal, view and listen to this prerecorded seminar.

• Legal Issues• Planning for the Repurchase Obligation• How the Repurchase Obligation Affects Valuation ?

Programme 10 Programme 11EQUITY UPDATE ONLINE COURSE CERTIFIED EQUITY PROFESSIONAL INSTITUTE (CEPI)

EXAM STUDY GUIDE



• Professionals in the field of equity compensation• CEP (certified equity professional) designees seeking continuing education credit.

• Equity compensation professionnals• ESOP Managers

Provides a vitally needed resource for professionals in the field of equity compensation and for CEP (certified equity professional) designees seeking continuing education credit.

Due to the complexity of the material, the CEP Institute examinations present considerable difficulties, even for experienced professionals. Working through a body of challenging questions such those in our CEP Institute Exam Study Guide is an essential counterpart to reading books or listening to lectures. It is common for people to think they have learned a topic, only to tackle questions like those on the CEP Institute examination and find that the correct answers are all too elusive. Our Study Guide gives you the preparation you need, with unsurpassed depth and breadth

This update, which covers all of the major equity compensation developments in the previous year (2003), is divided into seven categories:tax, accounting, securities, legal, Sarbanes-Oxley, international, and general issues. For each category, the update guides you directly to all relevant primary source documents and offers expert commentary written by leading professionals in the field.For more information about the CEP Institute program and obtaining continuing education credit for this course, see the CEP Institute's Web site at cepi.scu.edu.

Level 1: 134 practice questions (there are 100 questions on the actual CEP exam) Level 2: More than 80 practice questions, plus access to the 134 Level 1 questions (there are 100 questions on the actual CEP exam, including Level 1 questions) Level 3: More than 90 practice questions, plus access to the 191 Level 1 and 2 questions (there are 70 questions on the actual CEP exam, including Level 1 and Level 2 questions)

Programme 12 Programme 13CERTIFICATION IN EQUITY COMPENSATION LEVEL 1 - FUNDAMENTALS IN EQUITY COMPENSATION

CERTIFICATION IN EQUITY COMPENSATION LEVEL 2 - EQUITY COMPENSATION ADMINISTRATOR

CERTIFIED EQUITY PROFESSIONAL INSTITUTE (CEPI) - SANTA CLARA UNIVERSITY




The Certified Equity Professional (CEP) Institute was founded in 1989 by a group of equity compensation professionals in the San Francisco Bay area. Their mission was to establish, promote, and provide certification and continuing education for the equity compensation industry.


Level 1: Fundamentals in Equity Compensation• A basic understanding of corporations and the frameworks for corporate governance and finance• An understanding of why corporations use equity compensation• The ability to differentiate between types of equity compensation• A basic familiarity with the tax, accounting, and securities law principles that govern equity compensation• A working knowledge of the terminology of equity compensation plans• The ability to read and interpret plan documents• A familiarity with the basic administrative procedures necessary to effectively manage an equity compensation programThe Core Disciplines of Equity Compensation1) Corporate and Securities Law• Effects of resale and registration requirements and exemptions of the Securities Act of 1933 as applied to privately-owned and publicly-held companies • Securities Exchange Act of 1934 requirements for periodic reporting, proxy solicitation, tender offers, and insider trading • Characteristics and authority of public and private companies - board of directors, business entities, blue sky laws2) Accounting• Accounting implications to equity compensation of:• Accountings Principles Board Option No. 25 ("ABP 25") • Emerging Issues Task Force No. 00-23 ("EIFT 00-23") • Financial Accountings Standards Board Statement No. 123 ("SFAS 123") • Financial Accountings Standards Board Interpretation No. 28 ("FIN28") • Financial Accountings Standards Board Interpretation No. 44 ("FIN44")3) Taxation• Implications of taxation rules surrounding equity compensation plans:• Internal Revenue Code Nos. 421, 422, 423, 424 • Knowledge of income tax collection and deduction rules applicable to companies and to recipients of equity compensation4) Plan Administration• Awareness of the different equity compensation vehicles and requirements • Knowledge of various processes and procedures to accomplish equity compensation goals

Level 2: Equity Compensation Administrator• A thorough workking knowledge of the basic tax, accounting, securities law, and corporate law aspects of equity compensation plans, with particular emphasis on the tax consequences to the employer and the employee• An basic understanding of certain common equity compensation-related transactions and issues• Familiarity with the specifi code and regulatory provisions applicable to equity compensation programsThe Core Disciplines of Equity Compensation1) Corporate and Securities Law• Effects of resale and registration requirements and exemptions of the Securities Act of 1933 as applied to privately-owned and publicly-held companies • Securities Exchange Act of 1934 requirements for periodic reporting, proxy solicitation, tender offers, and insider trading • Characteristics and authority of public and private companies - board of directors, business entities, blue sky laws2) Accounting• Accounting implications to equity compensation of:• Accountings Principles Board Option No. 25 ("ABP 25") • Emerging Issues Task Force No. 00-23 ("EIFT 00-23") • Financial Accountings Standards Board Statement No. 123 ("SFAS 123") • Financial Accountings Standards Board Interpretation No. 28 ("FIN28") • Financial Accountings Standards Board Interpretation No. 44 ("FIN44")3) Taxation• Implications of taxation rules surrounding equity compensation plans:• Internal Revenue Code Nos. 421, 422, 423, 424 • Knowledge of income tax collection and deduction rules applicable to companies and to recipients of equity compensation4) Plan Administration• Awareness of the different equity compensation vehicles and requirements • Knowledge of various processes and procedures to accomplish equity compensation goals • Understanding of standard and unique equity compensation plan provisions and documents and their effects to recipients and the company • Insight into shareholder concerns and considerations with respect to equity compensation

Programme 14 Programme 15

Learn about current strategies and practices in equity sharing

CERTIFICATION IN EQUITY COMPENSATION LEVEL 3 - CERTIFIED EQUITY PROFESSIONAL

THE ENTREPRENEURS WORKSHOP ON EQUITY COMPENSATION


BEYSTER INSTITUTE FOR ENTREPRENEURIAL EMPLOYEE OWNERSHIP - West Coast Office


• Executives from privates companies(designed expressly for private companies)


Level 3: Certified Equity Professional• The ability to identify, analyze, and resolve sophisticated substantive problems, with particular emphasis on situations that require an understanding of the interaction between several different technical areas• A basic understanding of special equity compensation transactions and issues, such as the impact of an acquisition or merger on a plan and plan participants• A familiarity with cash-based equity compensation programs, as well as an in-depth understanding of advanced employee stock plan financing methods and certain complex tax and accounting issuesThe Core Disciplines of Equity Compensation1) Corporate and Securities Law• Effects of resale and registration requirements and exemptions of the Securities Act of 1933 as applied to privately-owned and publicly-held companies • Securities Exchange Act of 1934 requirements for periodic reporting, proxy solicitation, tender offers, and insider trading • Characteristics and authority of public and private companies - board of directors, business entities, blue sky laws2) Accounting• Accounting implications to equity compensation of:• Accountings Principles Board Option No. 25 ("ABP 25") • Emerging Issues Task Force No. 00-23 ("EIFT 00-23") • Financial Accountings Standards Board Statement No. 123 ("SFAS 123") • Financial Accountings Standards Board Interpretation No. 28 ("FIN28") • Financial Accountings Standards Board Interpretation No. 44 ("FIN44")3) Taxation• Implications of taxation rules surrounding equity compensation plans:• Internal Revenue Code Nos. 421, 422, 423, 424 • Knowledge of income tax collection and deduction rules applicable to companies and to recipients of equity compensation4) Plan Administration• Awareness of the different equity compensation vehicles and requirements • Knowledge of various processes and procedures to accomplish equity compensation goals • Understanding of standard and unique equity compensation plan provisions and documents and their effects to recipients and the company

• The basics – and more – on stock options, stock purchase programs, restricted stock awards and other forms of “direct” equity compensation.• You will also learn key ideas on how to use these equity tools effectively in today’s economy. • Note: ESOPs, 401(k) plans and other retirement vehicles will not be covered during this session.

Programme 16 Programme 17THE ESOP SOLUTION FOR PRIVATE COMPANIES

• Executives from privates companies • Executives from privates companies and ESOPs

ESOP STRATEGIES: IS AN ESOP RIGHT FOR MY COMPANY?


BEYSTER INSTITUTE FOR ENTREPRENEURIAL EMPLOYEE OWNERSHIP - East Coast Office

If you own an interest in a privately held business, you owe it to yourself to learn about ESOPs – Employee Stock Ownership Plans.

This breakfast series will explore the risks and rewards of implementing an ESOP. It will address key considerations of assessing the ESOP as a strategic alternative, including valuation, financing market conditions, and innovative deal structures. For existing ESOPs it will also address the benefits of expanding employee ownership.

With an ESOP, the owner doesn’t just give away the stock – instead, the ESOP buys it for full fair market value. In fact, an ESOP provides an owner with liquidity – indeed, an exit strategy – on terms that are down right unbeatable. Consider: • When business owners sell stock, they will ordinarily have to pay at least 15% of their proceeds in capital gains taxes. When you sell to an ESOP, however, all capital gains taxes can be deferred indefinitely, leaving 100% of the sales proceeds in the owner’s pocket. • When you sell to an ESOP, you set the terms. You decide where, when and how much of your company you want to sell. And you can continue to lead the company free of interference from a meddling co-owner. • When a small business is sold, the acquirer is often a larger entity that will absorb the acquired firm and merge it out of existence. The firm ceases to exist, and many long-time employees may lose their jobs. When an owner sells his company to his employees through an ESOP, the company continues as an independent firm, with loyal employees staying on to keep it thriving and succeeding.

• This breakfast series will explore the risks and rewards of implementing an ESOP. • It will address key considerations of assessing the ESOP as a strategic alternative, including valuation, financing market conditions, and innovative deal structures.• For existing ESOPs it will also address the benefits of expanding employee ownership.


ESOP ASSOCIATION

• Owners preparing to share equity with their employee

CRITICAL ISSUES IN ESTABLISHING EMPLOYEE OWNERSHIP

GRAB THE CULTURE TIGER BY THE TAIL (ESOP ASSOCIATION' S 7TH ANNUAL CONFERENCE)


• ESOPs committees members• Senior managers• People from mature ESOPs• Companies getting started.

Learn how to manage critical issues in establishing an employee ownership programme.

Learn In-depth exposure to best practices in ESOP communication and ownership culture.Strategies to communicate specific aspects of your company’s ESOP… and to build the “culture” that makes ownership powerful.“How-to” tools, meeting agendas, sample mission statements, training procedures, actual materialsused by other companies, and much more.Networking with ESOP companies that are dealing with the same issues as you.

Before establishing an employee ownership program, it is important to give careful thought to a number of critical issues that might impact the effectiveness of the program: • How will the stock price be determined? By whom and how often? • Will the company have the right to repurchase shares from departing employees? • Do we need to worry about security laws? • How do I maintain control while giving up ownership? • When will employees be able to liquidate some of their holdings? This session, designed for owners preparing to share equity with their employees, will provide practical answers to these and other critical questions that owners must address prior to establishing an employee ownership plan.

ACCE Material HighlightsThere is not a better way to begin shifting a culture than getting a group of people together to work on a project, show their pride, and win an award. More great stories on how the AACE Awards can shift a culture.Prepare For the Bad Times When Things are GoodPsst, here’s a “good” idea: prepare your company for when things – might – go bad even though right now things are good, real good. Are you crazy!? It seems ridiculous, dumb, and possibly even morale killing. Come to this session to discover why preparing for down times – which eventually do arrive – can be a positive, morale building process. Learn how proper communications now can become a source of trust and confidence when things are bad. In the end, you may discover that this crazy idea is one your company should embrace.Responsibilities of the Non-management Employee OwnerESOP companies have a potential competitive advantage, but only if people are willing and able to take responsibility for the company’s success. This session will explore concrete ways to encourage people to think like owners. We’ll look at successful strategies, typical developmental stages, common pitfalls, ways company leadership should change-and ways it shouldn’t.Sharing and Utilizing Financial Information to Create WealthCreating an ESOP will not magically improve the financial performance of your company. You must teach people what it means to be an owner, and provide the education and information they need to become active participants in the company’s success. In this session you will learn• How to identify the appropriate financial and operational measures to share • How to educate employees about what they mean• How much information to share and how to share it• How to engage employees to utilize that information to drive financial performance and stock valueESOP Leadership Challenges: How is Leadership Different?Successful leadership in an ESOP company is more complex than leading in non-ESOP companies, particularly when you want to gain the realperformance benefits of employee ownership. This session will focus on defining and understanding the particular leader values and behaviors thatmost deeply engage employees’ enthusiasm and result in the highest levels of performance.

Programme 20 Programme 21HOW TO MAXIMIZE THE BENEFITS OF YOUR ESOP

ESOP ASSOCIATION - NorthWest Chapter ESOP ASSOCIATION - New England Chapter

ESOP TRAINING PROGRAM (The 4th Annual Summer ESOP Celebration)

• ESOP Company Associates• Senior management team members• ESOP• ESOP Communication Committee members• Professionals who work with ESOP companies or who have clients thinking of establishing an ESOP

• Employee owners, especially those employee owners who are members of their company’s ESOP Committee• Company thinking about implementing an ESOP• Service provider interested in governance, ESOP committees, and communication issues• Retiree of an ESOP Company• Family members who would like to spend a fun day in Newport, RILarge delegations are encouraged, so load up a van or two with employee-owners, spouses and children, and join us for a day of learning and fun.

Learn: -How to teach financial acumen -How to identify Key Performance Indicators and build scoreboards -How to create Rapid Improvement Plans -How to design incentive plans that work (and why most don't)

Learn about reaching more of the potential benefits of ESOP ownership, in the context of unparalleled New England hospitality.

• Creating an ESOP, in and of itself, will not create positive change or financial improvement in your organization. • In fact, statistics show that ESOP companies without highly participative business models actually underperform in their market segment. • High involvement ESOPs, on the other hand, out perform competitors in their market segment significantly. • In this interactive workshop, you will learn how to create an organization of employees who think and act like owners, and have the education and tools they need to actively participate in their company's success.

TRACK I – Basics to ESOP’sThis track focuses on the “Education, Motivation and Communication” within ESOP Companies and their employee owners and how basic ESOPs work.10:30 – 11:15 An Introduction to ESOP Committee Basics11:30 – 12:30 Customer Service in an ESOP Company12:30 - 1:30 Lunch1:30 – 2:15 “There’s no “I” in Team” – The Importance of an Effective, Enthusiastic and Creative ESOP Advisory committee.2:30 – 3:15 Working Outside the Box – Creating and implementing events to enhance ESOP education outside of the work environment.3:30 – 4:15 “Sharing the Wealth” – How to communicate in a multifacetted Business Environment.

TRACK II – Advanced ESOP's issuesThis Track is geared toward more advanced issues that ESOP Companies face in day to day operations10:30 – 11:50 TBA11:30 – 12:30 Paradoxes in Leadership12:30 - 1:30 Lunch1:30 – 2:30 Marketing ESOP as a Hiring Tool –2:45 – 3:45 Communicating Employee Rights and Responsibilities.

4:30 – 5:30 Cook-out and Wine Tasting with Keynote Speaker

Programme 22 Programme 23ESOP CONFERENCE (The 3rd Annual Kentucky) REPURCHASE OBLIGATION (6th Annual Seminar)

ESOP ASSOCIATION - Kentucky Chapter & Indiana Chapter ESOP ASSOCIATION

• ESOP executives • ESOP company senior executives• ESOP professionals who help ESOP companies deal with the issue of repurchase obligation

Discusse the pitfalls and challenges of ESOP committeeAddress the measurement of repurchase liabilities as well as different ways to fund those liabillities,Learn from the real-world experiences of building communications timelines to communicate the ESOPs’ benefits to employees,Learn all about the anti-abuse requirements

This one day program is dedicated to the repurchase process do’s and don’t’s, which of course are the major operational issues facing mature ESOP companies, both S and C’s.

USING COMMITTEES TO IMPROVE YOUR ESOPCan a committee actually improve your ESOP? The answer is YES - if you do it right. Come to this session to learn: 1) the different roles ESOP committees play; 2) a field-tested roadmap for developing an effective ESOP Education Committee; 3) strategies to revamp your existing team or to achieve better results; 4) practical tips for success; and, 5) what things to do and what to avoid. This session discusses the pitfalls and challenges of ESOP committee development, providing practical ideas - drawn from more than 14 years of success with ESOP firms - to make your team more effective and improve your ESOP.ESOP REPURCHASE LIABILITY PROJECTIONS AND FUNDING METHODSPresenters include an actuary with 30 years of retirement plan/ESOP experience, as well as employer representatives explaining how their companies plan for funding liability.COMMUNICATIONS TIMELINE - WHAT, WHEN, WHO AND HOWWhat should and shouldn’t a company communicate? How often should it be done? When should or shouldn’t the company say it? Who should be the communicators? All ESOPs face the challenge of answering these questions and developing an effective, ongoing ESOP communications process. Come to this session to gain practical knowledge from three companies that have faced this challenge.CORPORATION SECTION 409(p) ANTI-ABUSE REQUIREMENTS, TESTING, PREEMPTIVE CORRECTION STRATEGIES AND REGULATORY UPDATEFor most calendar year S Corporation ESOPs, the Section 409(p) “anti-abuse rules” will become effective on January 1, 2005. This session will: 1) describe the tests ESOPs must pass to comply, with focus on the most troublesome requirements; 2) outline strategies for bringing ESOPs into compliance; 3) discuss recently promoted abusive structures designed to circumvent the rules; and, 4) discuss the most recent Treasury positions on its development of Final Section 409( p) Regulations. Time will be allotted for questions and answers.

The Legal FrameworkWhat are the rules with respect to repurchase obligations? Focus on participant rights, plan sponsor responsibilities, and trustee duties.Valuation IssuesThe process by which an ESOP company is valued, the affect the repurchase obligation has on value, and the trustee’s role in this process.Distribution PolicyUnderstand how distribution rules affect repurchase obligation, and how to develop a distribution policy for your ESOP. Forecasting Repurchase Obligations – Nuts & Bolts – Here’s how you do it! How do you project the future repurchase obligations? What information can you expect to get from a repurchase obligation study?How do you use this information to determine whether you should redeem or recycle your ESOP stock?Panel Discussion:With the assistance of ESOP company executives and a panel of ESOP experts, we will explore various real world approaches to many corporate decisions affecting a companies repurchase obligation:Ask the Expert! Round Table Discussions:Corporate and professional members will have the opportunity to ask ESOP experts in all areas of practice, specific questions regardingsituations that they are seeking advice or resolution on.

Programme 24 Programme 25WINTER EMPLOYEE OWNER RETREAT

ESOP ASSOCIATION + UNIVERSITY OF PENNSYLVANIA

LEADING IN AN OWNERSHIP SETTING: THE PROGRAM FOR CEOs

ESOP ASSOCIATION + OHIO EMPLOYEE OWNERSHIP CENTER (OEOC)

• Chief Executive Officers of companies with an employee stock ownership plan (ESOP)• CEO designee of companies with an employee stock ownership plan (ESOP)

• Employee Owners, non managerial. While any employee owner is welcome, the program is designed primarily to give hourly and salaried nonmanagerial employees an opportunity to learn with and from their peers. Typically, these come from outstanding ESOP companies, both service and manufacturing, where developing a culture of ownership is considered an important aspect of corporate success.• Members of the board of directors• ESOP committees members• Problemsolving teams• Company trainers• Informal nonmanagerial leaders.

This ESOP Leadership Program will provide CEOs:• The critical factors for effectively leading an ESOP company • How an employee involvement culture improves the company’s bottom line • Insight to building adaptive structures that enable the company to get things done • An understanding of organizational concepts unique to employee ownership • How to use stories to energize your employees • How to manage expectations for maximum impact • Cutting edge concepts in leadership • Insights from some of the most successful ESOP companies in America • Integration of core values in leadership • Authentic self reflection on leadership • Knowledge to transform leadership effectiveness • The skills to apply leadership knowledge in their own companies

For your firm's employee owners to recharge their enthusiasm, to meet other employee owners, to participate more effectively, and to understand ownership better.The Employee Owner Retreat is a 3-day, off-site training seminar, where non-managerial employee owners learn from and interact with their peers from other ESOP companies. In small groups, structured exercises, and informal discussions, employee owners develop new skills and a new perspective on employee ownership at their respective companies.While any employee owner is welcome, the program is designed primarily to give hourly and salaried nonmanagerial employees an opportunity to learn with and from their peers. Typically, these come from outstanding ESOP companies, both service and manufacturing, where developing a culture of ownership is considered an important aspect of corporate success. Participants are often members of the board of directors, ESOP committees, problemsolving teams, or

Session I: ESOP LEADERSHIP FOUNDATIONSCONNECTING• Campus Employee Ownership “Tour”• Dinner and welcome• Experiential activity: employee participation• JournalingDay One: Personal Reflection & Awareness• Leadership successes and challenges• Personal leadership history• Core characteristics of successful ESOP leaders• Leadership assessment feedback• Core leadership valuesDay Two: Broadening the Context of “Ownership” Understanding• History and philosophy of employee ownership• “Ownership” from a different perspective• Trust and participationDay Three: Turning Values & Beliefs into Behaviors• Mind-body connections and leadership• Power and influence styles• Employees’ ownership expectations• Power and inclusion; building employee commitment• Leadership communication• The power of open books• Seasoned CEOs share their personal storiesDay Four: Reinforcing Values & BehaviorsThrough Organizational Structures• Story telling as a leadership tool• Organizations as complex adaptive systems• Defining and assessing a productive ownership culture• Organizational structures that enable your company to get things done• Linking leadership, culture and performance• Faculty dinner: University of Pennsylvania Museum of Archeology & AnthropologyDay Five: Action Planning & Transition• Synthesis: Theory to practice• Individual development plans• Team planning• Identification of personal leadership dilemmas“Leadership Lessons at Gettysburg” with J.Michael Keeling, CAE, President, The ESOP AssociationSession II: EXPANDING YOUR REACHRECONNECTING• Dinner and debriefingDay One: Moving Your Company Forward

The Employee Owner Retreat introduces employee owners to skills, knowledge and contacts which will make their participation as owners even more effective.• Team problemsolving skills prepare participants to participate more effectively in meetings, make decisions by consensus, and use a structured process to identify and solve problems.• Ownership knowledge gives employee owners a greater understanding of the mechanics of the ESOP and a greater awareness of the business from the perspective of an owner. • ABCs of ESOPs: For a deeper understanding of how the ESOP really works - great for new employees, ESOP committee members and trainers. • Choise between 2 concurrent workshops: • Understanding Financial Information: The OEOC's classic financial boot-camp for employee owners who want to understand the basic terms and concepts on company financial statements. • Financial Analysis: The right track for employee owners who are comfortable with the vocabulary on financial statements and who want to analyze what the numbers mean.• Sharing experiences with employee owners from accross the country is, perhaps, the most important and enjoyable part of the Retreat. Both structured and informal opportunities are available for participants to discuss their successes and challenges.

Programme 26 Programme 27ASSESSMENT OF ORGANIZATIONAL CULTURE OWNERSHIP EDUCATION: ABCs OF ESOPs

OHIO EMPLOYEE OWNERSHIP CENTER (OEOC) OHIO EMPLOYEE OWNERSHIP CENTER (OEOC)

• Employee Owners, non managerial • Employee Owners, non managerial

Identifies your firm's strenghts and weaknesses in order to prioritize ESOP concerns and expectations and to evolve effective employee ownership and participation. Survey feedback processes are useful in long-term planning and for periodic measurement of progress toward employee ownership and human resources goals.

Provides basic information and training which helps employee-owners understand their ESOP and their business.

Identifies your firm's strenghts and weaknesses through employee focus groups and written questionnaire processes in order to prioritize ESOP concerns and expectations and to evolve effective employee ownership and participation. Survey feedback processes are useful in long-term planning and for periodic measurement of progress toward employee ownership and human resources goals.

ABCs on ESOPsBasic introduction to the concept, history and uses of ESOPs, and how they work.

Programme 28 Programme 29OWNERSHIP EDUCATION: THE ESOP GAME



OWNERSHIP EDUCATION: UNDERSTANDING YOUR ESOP



Understanding your ESOPIntroductory session on your company's ESOP to explain how your plan works and the new roles and responsibilities of ownership.

The ESOP GameInteractive game which teaches the nuts and bolts of ESOPs and business. Can be tailored to your ESOP plan rules and your current business issues.

Programme 30 Programme 31THE FINANCIAL GAME FOR EMPLOYEE OWNERS


• Employee-owners of employee-owned companies • Employee Owners, non managerial

BUSINESS BASICS FOR EMPLOYEE OWNERS: WHAT DRIVES YOUR BUSINESS ?

The primary goal of this session is for participants to understand how they can use financial statements to target ways to help the company make money and build value for their retirement.

Employee owners need basic financial information about the business they own. The OEOC's financial training prepares employee owners to understand business financial statements and to use them in decision making.

• Participants will go through a simulation in which they review an ESOP company's financial statements, set targets for improving the business, and then evaluate the impact of their decisions on profitability, cash flow and share value. • Round one focuses on using the Profit & Loss Statement to increase profit. • Round two focuses on using the Balance Sheet to manage working capital and improve share value. • Round three focuses on using the Cash Flow Statement to manage sources and uses of cash for growth. • Following the simulation, remaining questions can be clarified.

Introduces non-managerial employees to the firm’s business, markets,and objectives. Key business concepts and strategies may be highlighted such as process improvement, capital investment and competitive elements in the marketplace.




BUSINESS BASICS FOR EMPLOYEE OWNERS: WHAT EVERY EMPLOYEE OWNER NEEDS TO KNOW ABOUT UNDERSTANDING FINANCIAL REPORTS

BUSINESS BASICS FOR EMPLOYEE OWNERS: FINANCIAL ANALYSIS FOR NON-ACCOUNTANTS



A basic introduction to business financials.Participants learn the basics of financial statement terms found on your firm’s balance sheet, profit & loss statement, and cash flow statement.A one-day program appropriate for all nonmanagerial employees.

This workshop teaches employee owners to analyze their financial statements including the operating cycle, cash flow, working capital needs, and how to figure standard financial ratios and apply these skills to uncover the financial problems of a simulated ESOP firm. This program is appropriate for nonmanagerial employees serving on teams, boards, and committees.

Programme 34 Programme 35COMMUNICATION AND PARTICIPATION: TRAINER / FACI



COMMUNICATION AND PARTICIPATION: BUILDING A WINNING TEAM

Working effectively on committees and teams to share information and solve problems and communicating the results effectively are crucial parts of participatory employee ownership.


Working as a team can be difficult, but successful employee ownership requires teamwork and problem solving skills. Using team-based exercises, individuals learn how to share experiences and apply problem solving approaches to guarantee that every meeting gets results.

Training and coaching for steering committee members and in-house facilitators to build their firm’s internal capacity in the areas of group facilitation, owner education, and financial education.



• Employee Owners, non managerial

COMMUNICATION AND PARTICIPATION: MANAGING INTERNAL COMMUNICATION

LEADERSHIP DEVELOPMENT: COMPANY LEADERSHIP DEVELOPMENT RETREAT

• Managers • Shopfloor leaders


Successful ESOPs develop and improve leadership skills throughout the company and build a cooperative culture.

Presents a proactive approach to managing organizational communication and emphasizes the benefits of information sharing and two-way communication. An open communication model and strategies for effective routine and nonroutine communication processes are explored through interactive case study-based activities.

A two or three day program for managers and shopfloor leaders exploring the skills and attitudes needed to lead employee involvement efforts in ESOP companies. Possible topics include managing change, leading group meetings, communications and effective listening, problem solving, conflict management, building trust, and action planning.

Programme 38 Programme 39ESOP RETREAT FOR MIDDLE MANAGERS LEADERSHIP DEVELOPMENT: SUPERVISING OWNERS


• Middle managers • Managers• Shopfloor leaders

What should every middle manager in an employee-owned company know about ESOPs? This retreat is designed to help you convey the principles of ESOPs and employee involvement for the good of your company.


Interactive exploration of a variety of technical, leadership, and communication issues in ESOPs.• What do you need to know about ESOPs to respond to employee-owners questions (2h30).• How do you manage employee owners (2h30).• Understanding financial statements, identifying key indicators and setting targets (3h).• Leader roles for employee involvement: project start-up (1h).• Leader roles for employee involvement: continuous improvement (1h).• Leader roles for employee involvement: building trust (1h).

Supervisors explore new styles of management, common problems and stumbling blocks, and develop interpersonal skills. Hands-on exercises illustrate leadership approaches to specific workplace situations.

Programme 40 Programme 41LEADERSHIP DEVELOPMENT: BOARD TRAINING


LEADERSHIP DEVELOPMENT: GETTING STARTED WITH OPEN BOOK MANAGEMENT

• Managers• Shopfloor leaders

• Managers• Shopfloor leaders



Presents the basic elements of employee education and involvement toward business understanding and continuous improvement. Topics include basic business concepts, techniques for basic financial education, and strategies for establishing business targets and meaningful rewards.

Do you have non-managerial employees on the board? This seminar covers legal rights and responsibilities, role of the board in corporate governance and decision-making, effective group process approaches for boards, and current issues.



• Labor-Management Cooperation Professionals

LEADERSHIP DEVELOPMENT: COLLECTIVE BARGAINING IN ESOP COMPANIES

TRAINING FOR LABOR-MANAGEMENT COOPERATION PROFESSIONALS

• Managers • Shopfloor leaders


Courses developed for the Federal Mediation and Conciliation Service to train Labor-Management Cooperation Professionals.A curriculum of nine courses for the purpose of developing professionals who can assist companies in establishing cooperation between management and workers (see accompanying program description and detailed outline of the Open Book Management Module).

This multiday workshop, which was developed for the Steelworkers’ Worker Ownership Institute, provides collective bargaining training designed specifically for ESOP companies. Topics include• bargaining law• contract costing• table tactics• analyzing company financials for bargaining• win-win negotiations, and ample practice sessions. Simulated bargaining sessions are taped and analyzed with participants. This joint labor management bargaining training gives both sides more insight into the other side’s point of view.ESOP companies often involve employees in communication, education, and plan administration.

• Module 1: Instructional Technology• Module 2: Assessment Techniques• Module 3: Theory and Practice of Organizational Change• Module 4: Process Consulting• Module 5: Establishing and Sustaining an Area Labor/Management Committee• Module 6: Training for Board Members of the ALMC• Module 7: Open Book Management• Module 8: Advanced Facilitation Skills• Module 9: Training Leadership in the Joint Process



• ESOP Committees • ESOP Committees

ESOP COMMITTEES: ESOP COMMUNICATION COMMITTEE TRAINING

ESOP COMMITTEES: ESOP ADMINISTRATION COMMITTEE TRAINING

ESOP companies often involve employees in communication, education, and plan administration.

ESOP companies often involve employees in communication, education, and plan administration.

Training specifically designed to help ESOP committees communicate the ESOP successfully to their fellow employees including understanding that they are owners, building enthusiasm for ownership, and strengthening their capacity to act like owners.

Topics covered include: • Roles and obligations according to your company’s ESOP plan• Legal issues• Prudent care and record keeping• Repurchase issues• Common pitfalls for administration committees

Programme 46 Programme 47WORKPLACE DEMOCRACY COURSE


• Graduate students • MBA students

EMPLOYEE OWNERSHIP AND OPEN BOOK MANAGEMENT COURSE

We live in a schizophrenic political society. We are all professed democrats (and some of us profess to be Democrats, too) and proud of it. None of us would advocate any other form of government ... at least not for ourselves. Yet we think that it is perfectly natural that democracy stops at the office door and the factory gate. In the realm of everyday working life, authoritarianism - even totalitarianism - is perceived as "natural." That perception began to change in Europe under the impact of political forces after World War II. The Germans and Yugoslavians put workplace democracy on the agenda for very different reasons in the late 1940s and implemented very different systems. After the 1968 wave of rebellion, the demand for industrial and economic democracy was raised elsewhere in Europe, and the 1970s were a decade of major reform; this time the forces were as much social and economic as political. There was even some stir in the United States,

This course will be offered as an elective for MBA students in 2004. Since 10% of the workforce in the US is employed by companies with Employee Stock Ownership Plans (ESOPs), it is likely that MBA students will someday find themselves managing in an ESOP company. Since research suggests that only ESOP companies with participative ownership cultures systematically out perform their traditionally-owned counterparts, managers should be knowledgeable about developing an open book management culture within the context of employee ownership (see the accompanying course outline).

PrologueWeek 1. Introduction to the course, the seminar members, the subject, the hegemonic cultural attitudes, and the problems of change.Act 1: The development of the organization of work and its consequencesAct II. Workplace democracy... American style Act III. European models for workplace democracyGrand finale Weeks 14 and 15. Presentation of papers.




• Managers

MBA ESSENTIALS: PARTICIPATORY MANAGEMENT - CREATING HIGH PERFORMANCE BUSINESSES

MBA SPECIAL TOPICS COURSES ON EMPLOYEE OWNERSHIP AND OPEN BOOK MANAGEMENT

• MBA students• Careers in employee ownership: Valuators, Plan Administrators, Trustees, Trainers, Lawyers, Actuaries, Organizational Development Specialists


This course will teach future managers how to build a successful corporate culture, which maximizes ESOP potential.Objective: Ten thousand US corporations employing over 11 million people have Employee Stock Ownership Plans. In Ohio, 340,000 people work for 400 ESOP companies. You may find yourself managing employee owners! While most ESOP companies do not show better performance than conventional counterparts, about 20% actively develop an ownership culture among their employees. Studies show that these companies have higher profits, faster sales growth, and more satisfied employees.

• Dynamics of Leadership for Executives: Development of leadership skills, including team building, conflict resolution, communication, and project development. These skills along with ethical considerationsare developed to enhance business decision making (selected by all CEOs).• Operations Management: This course is designed for executives who have minimal experience with the production operations phase of business. In this course they will develop skillin defining operation problems, identifying alternative solutions, and selecting the most viable solution (selected by all CEOs).• Management Information Systems: Synthesis of computer/information technology, organization behavior, and functional aspects of business to enhance decision making and strategic planning skills of the manager (selected by all CEOs).• Business Conditions Analysis and Forecasting: Presentation and analysis of the factors that determine real Gross National Product, unemployment, and inflation, with emphasis on application and forecasting. Attention is given to decision making relative to business investment, consumer expenditures, foreign trade and government economic policy. This information is then used to understand monetaryand fiscal policies and their impact on economic activity.• Financial Reporting for Executives: Study of basic principles, concepts, and financial reporting for external users and their impact on executive decisions.• Marketing Management: The various elements comprising marketing strategies are studied as components of integrated programs directed toward industrial and consumer markets. Topics include marketing research, buyer behavior, product strategy, pricing strategy, distribution strategy, promotional strategy, marketing planning and control.• Managerial Economics: Analysis of managerial decision making within the economic environment with emphasis on the firm’s economic decisions under different market and business conditions. The role of forecasting and planning relative to general activity is closely examined.• Executive Communications: Analysis and practice of written, verbal and nonverbal communication skills as they apply to managerial and work-group productivity and quality of work life.• Accounting Information for Executive Action: Study of managerial decision making through planning and control techniques. Major emphasis will be on profit planning and control techniques, responsibility accounting, cost behavior

1. Introduction to the course• Overview of Employee Ownership and Open Book Management (OBM)• Open Book Management Game2. Company Case Reflection 1• Employee Stock Ownership Plans• ERISA, ESOP tax breaks, plan design, valuation, repurchase liability, trustees, administration issues, S-Corp issues• ESOP Game3. ESOP Terminology Quiz• Leading an employee buyout• Prefeasibility studies• Retiring owner story• Changed role of the union• ESOP Financing• Repurchase liability• Valuation4. Company Case Reflection 2• MBA Essentials class on High Performance Organizations• Leadership Styles Game5. Reports on Company Interview 1• ESOP• Research Summaries and Court Cases• The world of employee ownership. National ESOP organizations. Service providers. Resources. Legislation. Research. Equity Funds.6. Company Case Reflection 3• The role of ESOP Committees in establishing an Ownership Culture• Group Consensus Decision Making Game7. Reports on Company Interview 2• Ownership Culture• Employee involvement structures and Peer training models• Group Problem Solving Methods8. Company Case Reflection 4• Information Sharing• Open Book Management• Reward Systems9. Reports on Company Interview 3• Training• Financial Training10. Written Summary of Company Interviews Due• Final Essay Done in Class• Global Equity Organization - Multinational corporations and employee ownership• Course wrap up

Programme 50 Programme 51HIGH PERFORMANCE ORGANIZATION VIDEO COURSE


• Middle managers • Employee Owners, non managerial

PARTICIPATIVE LEADERSHIP STYLES FOR MIDDLE MANAGERS

Participants are divided into work teams. Each team selects a manager who is instructed to use a management style which is either democratic, pseudo-democratic, autocratic or laissez-faire. After a 20 minute production shift, the results of thework are compared and discussed. Next, the group explores the concerns they have about the introduction of employee involvement at their company -- how they feel it will make their job more difficult. Having been listened to, the group is then ready toexplore ways in which employee involvement might actually be helpful. Finally, staff present a model of leadership which targets different styles to appropriate supervision situations.

A ten unit video-enhanced course on High Performance Organizations. The course includes much of the training material described above as well as live footage from Russian and U.S. companies which are putting high performance methods into practice. Video available in two formats – one compatible in the US and the other in Russia.• Module 1: What is a High Performance Organization?• Module 2: New leadership forms for HPOs• Module 3: Structures of employee involvement• Module 4: Effective meetings and problem solving techniques• Module 5: Group consensus decision making• Module 6: Training adults and using business games• Module 7: Open book management• Module 8: Reward systems• Module 9: Quality management and customer focus• Module 10: Developing HPOs in Russia

Programme 52 Programme 53EFFECTIVE MEETING SKILLS GROUP CONSENSUS DECISION-MAKING



Participants discuss past bad experiences with meetings and participate in an exercise which illustrates a poorly run meeting. During the exercise, suggestions are made which can help move the meeting along. Following the “meeting”, participants create their own list of ideas and staff introduce tools like agendas, minutes, flip charts, group roles and process.

Participants are presented with the definition of consensus and some key rules for reaching consensus. They then go through an exercise which illustrates how group decision-making often leads to solutions which are technically better and supported more fully. A discussion on when consensus does and does not make sense follows.

Programme 54 Programme 55PROBLEMSOLVING TECHNIQUES



COMMUNICATION SKILLS - ACTIVE LISTENING & EFFECTIVE FEEDBACK

Participants learn techniques like brainstorming, nominal group technique, root cause analysis, force field analysis and implementation planning, as they go through a multi-step problem solving model to identify and solve a real work problem from their workplace.

Participants go through a short "telephone game" exercise to see how messages get lost after they are passed on by several people. A discussion of the obstacles to good listening follows and then a model for active listening is presented. Participants practice active listening in small groups. Next the element of effective feedback are presented, staff model good examples of feedback giving and receiving, and the group practices.

Programme 56 Programme 57OWNERSHIP FACTS TRAINING OWNERSHIP CULTURE TRAINING

OWNERSHIP ASSOCIATES, INC. OWNERSHIP ASSOCIATES, INC.

• All employees. Ownership Facts Training is intended for use by the entire workforce at a company. • Supervisors. Advanced Ownership Facts Training is appropriate for a more sophisticated audience, including supervisors and managers. • Managers.

• All employees• Managers • Middle-managers• Senior managers.Ownership Culture Training is intended for use by the entire workforce at a company, including non-managers, middle-managers and senior managers. We recommend that a group of company leaders extending beyond the senior management group be involved in previewing and customizing the training. Building an Ownership Culture training is adaptable to a variety of needs, including... • Successful companies who want to take ownership to the "next level"

Ownership Associates designs training programs to teach employees at all levels of a company what they need to know about the nuts and bolts of their ownership plans.

Employee-ownership represents a major change in the way employees understand their jobs, their companies, and, often, themselves. Ownership Culture Training seeks to encourage employee-owners to make a mental "paradigm shift" so they think and act like owners.

1. Basic ESOP Mechanics (Core Content)• The Basics: participation, allocation, vesting, distribution • Time Lines / Flow Charts • Valuation • Optional: The ESOP Transaction • Optional: Taxation • Optional: Diversification • Optional: Voting 2. Our ESOP (Recommended)• Why an ESOP? The Seller’s Perspective • Ownership Pie Charts • Reading Your Account Statement 3. The Ownership Incentive (Optional)4. The ESOP Landscape (Recommended)• Capsule History of ESOPs • ESOPs in the United States • Research Highlights (corporate performance and survival, average retirement assets of ESOP participants, etc.) 5. ESOPs and the Law• Federal Oversight (Recommended) • Legal Rights of ESOP Participants (Recommended) • ESOPs and Company Ownership • The Role of the ESOP Trust 6. Frequently Asked Questions7. Other Options• Preview of Ownership Culture Training • Preview of Participation and Decision Making • ESOP Games • Guest Speaker

1. Defining Ownership• Defining Ownership introduces a values-based vocabulary for employees to use in talking about ownership culture. • This presentation centers on the key ownership concepts: rights and responsibilities, risks and rewards, and the importance of balance.2. PerceivingOwnershipThis section describes the development of ownership perceptions from rights-only and responsibilities-only views to more balanced, advanced understandings. It addresses employee skepticism about ownership and common perceptions about the differences between management and non-management ideas about ownership. Participants learn about six common cultural imbalances -- the potholes on the road to healthy balanced ownership culture. The emphasis is on the necessary link between rights and responsibilities, and between risks and rewards.3. Rights & Responsibilities Group™ (Optional)The R&R Group™ activity is an experience-based learning event and begins with a role-play of a realistic scenario in a fictional employee owned company. The role play script highlights ownership issues relevant to your company and encourages employees to understand other people’s perspectives on ownership. The role-play is followed by structured small group and large group discussions. Through this activity, participants apply new concepts to a realistic situation, and deepen their understandings of ownership issues through discussion. The discussion concludes by making connections between the hypothetical case issues and your company. Some companies choose not to include Rights and Responsibilities Groups™ in initial training.

Programme 58 Programme 59TRAINING MODULES MY ESOP ESSENTIALS

OWNERSHIP ASSOCIATES, INC. MyESOP.NET

• All employees • All employees

Introducing a new way to learn about how Employee Stock Ownership Plans (ESOP's) work. myESOP essentials is an online learning tool that places valuable knowledge at your fingertips.This tool features an effective blend of interactive content and insightful educational content to explain the sometimes complicated organization, rules, and benefits of employee ownership.

• Capsule History of ESOPsThis module covers the roots of the 1974 ERISA legislation creating ESOPs, including background on Senator Russell Long, the primary sponsor of ESOP legislation, and Louis Kelso, the lawyer who invented the ESOP. Participants will leave with a sense for why ESOPs work the way they do and for the protections built into the law for ESOP participants. • Company VisionHow does the vision of the company fit into employee ownership and into the rights and responsibilities framework? • CynicismSome ideas about what ownership cynicism is and where it comes from can help prevent its emergence at a company. This module draws on employee interviews, client experiences, and cross-company data to paint a picture of cynicism and how it can be overcome. • ESOP CommitteesThis training is a good opportunity to introduce or reinforce the role of your ESOP Committee. It can be a way to recruit members, or a way to increase the public exposure of committee members by having them participate in delivering the training. • The ESOP CommunityThe experience of other companies in developing employee-ownership can be a powerful tool to make the culture change effort feel real. We can present case studies or arrange for a representative from another employee-ownership company to present. • ESOPs and Company OwnershipThis modules looks at the similarities and differences between ownership in a day-to-day context and ESOP ownership of a company. It explores a variety of issues: direct versus indirect ownership, individual versus dispersed ownership, and the “bundle” of ownership rights. • ESOPs in the United StatesMaps and simple statistics illustrate the broad trends in ESOP adoption in the United States, with a highlight on companies which are well-known to employees, including companies with national reputations. With minor research and customization, this module can also include local ESOP companies, and any vendors or customers which have ESOPs. • Federal OversightA brief overview of the roles of the Internal Revenue Service and the Department of Labor in ESOPs, designed to give ESOP participants confidence that ESOPs operate fairly and in accord with law and the intent of Congress.

• What is an ESOP and what is it for? • How does an ESOP get stock? • ESOP governance - day-to-day decisions • How does my account work? • How much is it worth? • What can I do to make it grow? • Is it safe?

Programme 60 Programme 61ESOP TRAINING AND EDUCATION FUNDAMENTALS OF STOCK PLAN ADMINISTR

PRAXIS CONSULTING, INC.

• Employee owners

THE NATIONAL ASSOCIATION OF STOCK PLAN PROFESSIONALS

• Newly hired or appointed Stock Plan Administrators, with little or no experience in either the substantive disciplines (accounting, tax, securities laws) or the procedural aspects involved in stock plan administration• Other individuals seeking to understand an Administrator’s responsibilities and daily routine.

To become effective employee owners, employees need to learn what owners usually know: • They need to learn about their employee ownership plan in order to understand the change from "employee" to "employee owner" and how that change can benefit them. • They need to learn about basic financial and business concepts, their company as a whole, and the industry in which their company operates. • They need to understand the new role requirements that come with active employee ownership and to develop the necessary skills to effectively fulfill those roles. An effective education program results in employees understanding the links between their individual actions, the company's success, and their rewards through enhanced share value.

In a field as complex and dynamic as stock plan administration, the key to success is in understanding the legal, tax and accounting implications of stock plan transactions and bringing together the multiple components of plan recordkeeping. The Fundamentals of Stock Plan Administration is designed to provide the basic knowledge and essential tools needed to successfully administer your company's stock plans.Every public company should be sending its new Administrators to this training program to glean essential practices and procedures from veteran, seasoned Administrators. What you will come

Praxis will: • Assess your company's training needs.• Design a carefully planned and well-integrated series of training modules that focus on achieving your company's strategic improvement targets; • Conduct training for all ESOP participants.• Develop your internal capacity to create and deliver your own ownership education, by consulting to your training staff and/or through our intensive "Train-the-Trainers" programs.• Facilitate planning of an ongoing ownership education strategy. • Employee ownership education programs are only effective when implemented within the context of a broadly focused organizational development strategy that reflects a company's transition to a high performance ownership culture. This approach assures that the education efforts are appropriately linked to, and supportive of, other planned changes and significant business objectives.Educational Tools available from Praxis: Interactive training modules for small groups, samples include: • Business Concepts for Employee Owners • Your Employee Ownership Plan and You • Understanding Your Company's Finances • Ownership Behaviors • Board Training for Employee-Owned Companies • ESOP Committee Training • ESOP Interactive (tm): a customizable intra/internet-based employee ownership education program • Leadership Development training programs • One-on-one Leadership Coaching

Attendees will leave with answers to questions such as:• What are the Stock Plan Administrator's main duties and responsibilities and where do they fit in the larger corporate context? • What do Administrators need to know to be effective in their position? • How and with whom do Administrators interact in the course of their duties? • What steps are involved in administering the company's stock plan? • What audit and control procedures will help ensure accurate and protected data? • What year-end reports are required and why? • What are some "inside" secrets of efficient administration? • What do you need to know about automation and records management?

Programme 62 Programme 63ESOP EMPLOYEE OWNERSHIP MANAGEMENT

ESOP MANAGEMENT PROGRAMME

UNIVERSITY OF WISCONSIN-MADISON SCHOOL OF BUSINESS EXECUTIVE EDUCATION

UNIVERSITY OF WISCONSIN-MADISON SCHOOL OF BUSINESS EXECUTIVE EDUCATION

• Experienced and recently appointed managers and supervisors of fully or partially employee-owned organizations will find this program valuable in strengthening and enhancing management knowledge and skills.

• Experienced and recently appointed managers and supervisors in organizations with employee stock ownership programs (ESOPs) and other employee-owned enterprises and practitioners will find this program valuable in strengthening and enhancing management knowledge and skills.

Increasing sales, profitability and stock values through integration of employee ownership based strategy, marketing and productivity.The Employee Ownership Management program provides managers and supervisors with the knowledge and skills needed to manage people and processes within fully or partially employee-owned organizations.You will• Feel more comfortable addressing change within your organization• Explore the internal business processes necessary to grow customer equity• Learn internal and external selling skills with emphasis on questioning and listening skills

Discover improved ways to communicate, learn techniques to help employee owners participate.The ESOP Management Program provides managers and supervisors with the knowledge and skills to manage people and processes within employee owned organizations. • Participants explore with insights into the unique aspects of a participative culture, • discover improved ways to communicate, • learn techniques to help employee owners participate in a team-based environment • by helping them become more knowledgeable about the business and • able to think and act as owners of the enterprise.

Day 1 • Opening Dinner and Overview(restaurant selection to be determined)Day 2• Understand motivation and how managers can contribute to and enhance the success of an organization• Assess the culture of your employee-owned company• Learn how to help front line leaders to implement organizational change• Review governance of employee-owned firms• Make sense of the value of your firm• Analyze how profit sharing should work• Examine ways to do open book management and share financial information with employees• Identify ways that individuals can contribute to the short- and long-range goals of the companyDay 3 • Position your company within the competitive marketplace• Develop key elements of a marketing plan• Learn how to market your employee-owned organization• Prepare individuals in your company for strategic change• Understand the individual needs of employees in your firm• Learn to sell the intangible benefits of your company to customers• Examine alliance formation with customers• Coach employees in how to market your firm

Day 1: Managing in an employee-owned organization• Understand owner expectations in an employee-owned organization• Identify characteristics of successful managers in an employee-owned culture• Examine your relationship to executive leadership• Assess your vision, mission, philosophies, credos – how are they different/same?• Explore the roles and responsibilities of a managerDay 2: Help people think and act as owners of the enterprise• Share financial and strategic information – the risks and rewards• Teach about your business – key indicators of success• Tie in stock value to a successful bottom line• Define a market-driven organization• Attract talent by using ESOP as an unique competitive edge• Understand buyer behavior• Analyze effective use of market research• Discover resources available to employee owned organizations: ESOP Association, NCEO, Beyster Institute, Great Game of Business, consultants, etc.Day 3: Position and market your employee-owned organization, resources• Understand your value proposition to customers• Prepare for sale to customers• Contemplate the individual’s needs within customer’s team• Develop a compelling message


EFES BELGIUM + ICHEC-ENTREPRISES EFES BELGIUM + ICHEC-ENTREPRISES

GIVE A BOOST TO BUSINESS WITH EMPLOYEE OWNERSHIP

IMPLEMENT EMPLOYEE OWNERSHIP IN YOUR ENTERPRISE

• SMEs leaders• SMEs managers• Executives and decisions-makers of larges entreprises (CEO, HRD, financial directors)• Advisors and consultants• Trade-Union delegates and people in charge of collective bargainings

• SMEs leaders and managers• Executives and decisions-makers of larges entreprises (CEO, HRD, financial directors)• Advisors and consultants• Trade-Union delegates and people in charge of collective bargainings

1) To heighten the participants awareness of the employee ownership concept 2) Overview of formulas existinf in different countries3) Underline the belgian laws and fiscal aspects4) Abord the corporate governance as a warrant for openess of informations

1)Develop an employee ownership plan2) Improve the buisiness performances with employee ownership3)Underline the role af trade-unions and the importance of collective relationships4)Use employee ownership for resturcturing and succession of enterprises

Module 1 : GIVE A BOOST TO BUSINESS WITH EMPLOYEE OWNERSHIP: Programme• Europe 's position about employee ownershipEuropean Commission recommandationsLateness of Belgium on the subject• Introduction to employee ownership stakesEmployee ownership stakesOrigin of a better performance for the enterpriseInvolvment of workers in management and control of the enterpriseValue creation, for who ?Shareholders expectations :- Why this requirement of value ?- How to mesure it ?• Employee Ownership in Europe and the worldNational models : UK, France, Irland, Germany, USAThe Spanish model "Sociedades Laborales"• Different existing mecanisms Difference between saving wage, employee ownership, savings for pension,...Employee ownership – Stock optionsFinancial participation to profits or capital• Belgian lawsFinancial participation to profits or capital systems: 22 of may 2001 lawNew legal and fiscal developmentsThe Colruyt example : key factors for success• Social and fiscal aspects Social context - Obligations of the employerFiscal Advantages• Stock optionsFunctioning - Distribution mechanismFiscal scheme and social treatment• Corporate GovernanceOpeness and protection of the shareholdersRole, utility and implementation

Module 2 : HOW TO IMPLEMENT EMPLOYEE OWNERSHIP IN YOUR ENTERPRISEProgramme• Requirement of employee, saver and shareholderProfile and diagnostic of the investor - Risk profileMust you have a minimum capital ?Is the information complete for the employee ?What is the safety for the employee ?Employee Shareholders Associations • How to implement employee ownership in your enterprise ?How to answer to the needs of an enterprise ?Practical settingsConsequences for the enterpriseHuman ressources managementAdministrative and logistic managementPayement of the enterprise• Participation to managementMarginal control about employee statuteMarginal control about financial participationDirect participation to management• Collective relationships and role of trade-unionsIntroduction to the legal contextRepresentation of workers by the trade-unionsNegociation of the collective conventionsUnion delegation - Enterprise CouncilPrevention about health and securityCollective conflicts and resolution modes• Enterprises restructuring programmesRestructuring an enterprise in crisisFinancial modes: Management buy out, Employee buy out and Leveraged management buy outSuccession in SMEs : financial modesCase study : buyout of an enterprise in the Liège area with the constitution of a coop.

Programme 66 Programme 67BUSINESS GAME FOR EMPLOYEE OWNERS TRAINING

EFES BELGIUM TULLIS RUSSELL GROUP

• SME's managers • Employee owners of TULLIS RUSSELL GROUP

IMPLEMENTING EMPLOYEE SHARE OWNERSHIP IN BELGIAN SME's, HOW TO DO ?

Understanding how the business runs, financial information, company accounts, share ownership

Business game9.15 – 9.45 IntroductionPromoting employee share ownership to develop economic and social regional welfare. How make your employees enterprise's partners? - A representative of local employer's organizations- Marc Mathieu, EFES BELGIUM9.45 – 10.15 Enterprises testimoniesLocal case study10.15 – 10.45 Social and tax aspectsAdvantages and social and tax aspects of the various employee share ownership instruments.Stock options plans.- Nicolas de Limbourg, Luc Legon, Philippe Rasquin, PriceWaterhouseCoopers 10.45 - 11.00 Coffee break11.00 – 11.30 Practice of employee share ownership plans.Legislation of May 22, 2001 and other legislation - practical guidelines.Françoise Platteborse, Head of Employee Financial Instruments, ING Belgique11.30 – 13.00 Workshops for Small and for Medium Sized enterprises - Social and tax aspects: Introducing employee share ownership plans with respect to social legislation; collective bargaining, employer's constraints and tax considerations. - Employee share ownership and corporate finance. Employee share ownership and other employee financial participation tools. Interventions of the Sowalfin. - Human aspects. Employee share ownership plans in the perspective of HRM, benefits and compensations. How chose? Communication and human relations management.13.00 - 14.00 Lunch

Programme 68 Programme 69SHARE COUNCIL TRAINING

TULLIS RUSSELL GROUP BAXI PARTNERSHIP LIMITED

• Share Councillors of TULLIS RUSSELL GROUP • All employees

INTRODUCTION TO AN EMPLOYEE BUYOUTPASSING ON BAXI PARTNERSHIP MODEL

Enable people to consider employee buyout through the Baxi Partnership support.

FINANCIAL AWARENESS• Training for new share councillors• Introduction to finance• Corporate finance• Trustee training• Shareholder value• Corporate governance• Remuneration committeeINTERPERSONAL SKILLS• Communication skills• Report writing• Presentation skills• Assertiveness/personal effectiveness skills• Contributing effectively at meetings• Team buildingBUSINESS AWARENESS• Industry performance• Tullis Russell performance• Constituency performance• Key performance indicators• Market position

• Introduction to employee ownership• Aims of an employee buyout• Buyout requirements - key criteria for investment • Frequently asked questions• Baxi Partnership model - key features - helping employees buy their companies; works out structure all-employee buyouts and provides loan

Programme 70 Programme 71CO-OPERATIVE FOUNDATION CERTIFICATE CERTIFICATE IN CO-OPERATION

CO-OPERATIVE COLLEGE CO-OPERATIVE COLLEGE

• Employees• Managers• DirectorsThe programmes can be tailored to meet the needs of individual societies and delivered "in-house".


The New Member and Director Framework is designed to develop your knowledge, understanding and skills as an effective co-operator. The framework is externally recognised and accredited through Oxford, Cambridge and RSA - a first for the Co-operative Movement.

P1. FOUNDATION CERTIFICATEThis course is for those who wish to increase their knowledge of the co-operative movement. It is delivered as a series of 1 day workshops with assessment in-session. • Co-operative Values and Principles (C) • Developing Active Membership (C) • Co-operation in Britain Today (C) • Co-operative Enterprise in the 21st Century • Co-operation Worldwide (C) • Active Co-operation in the Community (C)

P2. CERTIFICATE IN CO-OPERATION (8 Units: 6 Core, 2 Optional)This certificate equips members and directors with essential skills and knowledge for their role. It is delivered as a series of units with assessment in-session.• Co-operative Values and Principles (C)• Developing Active Membership (C)• Understanding Co-operative Accounts(C)• Working Together Effectively (C)• Ethical Co-operative Enterprise (C)• Good Governance (C)• Director's Legal Responsibilities (O)• Presentation Skills (1) (O)• Chairing Skills (1) (O)• Building Better Co-operative Links in the Community (O)• Better Performance (1) (O)• Functions, Roles and Responsibilities (O)• Evaluating Co-operative Performance (O)

Programme 72 Programme 73CO-OPERATIVE DIRECTOR DIPLOMA ADVANCED CO-OPERATIVE DIRECTOR'S DIPLOMA




P3. CO-OPERATIVE DIRECTOR DIPLOMA (9 Units: 6 Core, 3 Optional)The Diploma is aimed at co-operative directors who wish to extend their skills and knowledge of the broader context of the co-operative movement. It is delivered as a series of individual units. Assessment occurs both in-session and as one post-course requirement.• Co-operative Values and Principles (C)• Developing Active Membership (C)• Effective Co-operative Governance (C)• Creating Effective Boards (C)• Financial Decision Making (C)• Evaluating the Co-operative Advantage (C)• Legal Functions and Responsibilities (O)• Enabling Effective Participation (O)• Social Responsibility in Co-operation (O)• Successful Co-operative Enterprise (O)• Presentation Skills (2) (O)• Chairing Skills (2) (O)• Better Performance (2) (O)

P4. Advanced Director's Diploma (9 Units: All Core)It is delivered as a series of 3 modules, each one comprising of 3 intensive weekends. Assessment for this course will be a combination of in-session activity and post-course project or assessment.Module 1 • Developing a Strategic Approach(C)• Using Strategic Tools (C)• The role of a Co-operative Director (C) Module 2• Stakeholder and Member Accountability (C)• Financial and Commercial Accountability (C)• Evaluating Social Performance (C)• Co-operative Skills(C)• Changing the Culture (C)• Co-operative Leadership (C)

Programme 74 Programme 75EMERGING CO-OPERATIVE LEADERS CO-EXECUTIVE DIPLOMA IN MANAGEMENT




This course is designed for newly appointed or soon to be appointed Team Leaders who are looking for a practical introduction to the key principles of effective modern management.

Professional Manager is a level 5 executive or postgraduate diploma in management. Primarily, it leads on from the Diploma in Management. If you already hold this qualification, and your current or anticipated job role will require you to act in a middle management capacity, then you should be able to progress to the Professional Manager Programme.

1. EMERGING LEADERSIntroduction to ManagementTo introduce delegates to the programme and to the concept of management and leadership.Team LeadershipTo enable learners to develop the skills required to create synergy and reach consensus, in order to improve communications within a harmonious team.Effective CommunicationTo enhance learners communication skills providing them with an introduction to the principles and practice of effective communication.Managing Performance and Influencing PeopleTo enable learners to become more effective leaders by introducing them to the principles and practices of performance management and influencing people.Living With ChangeThe management of change is a key skill for first line managers to learn, enabling organisations to move ahead confidently and cohesively in times of uncertainty. Learners will be able to anticipate when, and, in what areas, change is likely to occur.

2. PROFESSIONAL MANAGER (Executive Diploma in Management)Workshop 1Introduction to the courseManagement and self developmentWorkshop 2CommunicationMarketingWorkshop 3Management and managing performanceWorkshop 4Developing teams and individualsWorkshop 5Grievance and disciplineRecruitment and deploymentWorkshop 6Managing quality and customer serviceWorkshop 7Finance and resource management

Programme 76 Programme 77CO-OPS HUMAN RESSOURCES

CO-OPERATIVE COLLEGE

SPECIFICATIONS FOR TRAINING TO SELF-MANAGEMENT FOR THE WORKERS OF EMPLOYEE-OWNED COMPANIES

CONFESAL - SPANISH CONFEDERATION OF EMPLOYEE-OWNED COMPANIES


• Employees of employee-owned companies (sociedades laborales)

P3. HUMAN RESOURCES PROFESSIONALThe programme will cover:• Identifying organisational and individual development needs • Designing training and development strategies and programmes • Managing training and development • Facilitating learning and development • Evaluating training and development • Personal development

• Origin of the sociedades laborales (Spanish employee-owned companies model)• Development of the sociedades laborales (SALs)• Philosophy of the sociedades laborales• The decalogue of the sociedades laborales• Law and tax aspects of SALs• Rights and duties of owners• Management bodies of the SALs• Transfer of shares - the SALs rules• Economic aspects. Controlling the management• Understanding balance sheets and results • Annual management planning and control


• All

SPECIFICATIONS FOR TRAINING TO SELF-MANAGEMENT DESIGNED FOR UNEMPLOYED PEOPLE

FORMACION DE MIEMBROS DEL CONSEJO DE ADMINISTRACION DE LAS SOCIEDADES LABORALES

CONFESAL - SPANISH CONFEDERATION OF EMPLOYEE-OWNED COMPANIES

FEDERACION EMPRESARIAL ANDALUZA DE SOCIEDADES LABORALES (FEANSAL)

• Unemployed graduates who could become workers of employee-owned companies (sociedades laborales)

• Origin of the sociedades laborales (Spanish employee-owned companies model)• Development of the sociedades laborales (SALs)• Philosophy of the sociedades laborales• Law and tax aspects of SALs• Economic aspects. Controlling the management

1. Funciones y responsabilidades de los órganos de administración y el Consejo de Administración.2. La Planificación y la gestión estratégica de la empresa.3. Interpretación y análisis del estado económico de la empresa.4. Interpretación, control y seguimiento del Plan de Gestión Anual de la empresa.5. Aspectos jurídicos de las Sociedades Laborales.6. Gestión de los Recursos Humanos.7. La intercooperación.

Programme 80 Programme 81GERENTE DE EMPRESAS DE ECONOMIA SOCIAL TRAININGS BY AMUSAL

• All employees of SMEs and individuals

FEDERACION EMPRESARIAL ANDALUZA DE SOCIEDADES LABORALES (FEANSAL)

ASOCIACION DE EMPRESAS DE ECONOMIA SOCIAL DE LA REGION DE MURCIA (AMUSAL)

• Employees of employee-owned companies (sociedades laborales)• Managers of employee-owned companies (sociedades laborales)

Train Sociedades Laborales employees and managers to various needed skills

• PLANIFICACION ESTRATEGICA DE LAS EMPRESAS DE ECONOMIA SOCIAL. • ORGANIZACION Y DIRECCION DE LOS RECURSOS HUMANOS. • FISCALIDAD DE LAS EMPRESAS DE ECONOMIA SOCIAL. MARKETING Y COMERCIO EXTERIOR. • LA SEGURIDAD SOCIAL EN EMPRESAS DE ECONOMIA SOCIAL. • INTRODUCCION A LA CALIDAD TOTAL. • SEGURIDAD E HIGIENE EN EL TRABAJO. • INFORMATIZACIÓN DE EMPRESAS. • CONFERENCIAS Y VISITAS A EMPRESAS. • PREVENCION DE RIESGOS LABORALES.

• APLICACIONES INFORMÁTICAS DE GESTIÓN• OFIMÁTICA • FORMADOR OCUPACIONAL• TÉCNICO DE FORMACIÓN• AUXILIAR DE AYUDA A DOMICILIO• BÁSICO DE PREVENCIÓN DE RIESGOS LABORALES• HABILIDADES E INDICADORES PARA LA GESTIÓN DE PERSONAS• SISTEMAS INTEGRADOS DE GESTIÓN (CALIDAD, PREVENCIÓN Y MEDIO AMBIENTE)• CÓMO ORGANIZAR Y OPTIMIZAR LA RED COMERCIAL DE UNA PYME • TÉCNICO DE COMERCIO EXTERIOR • IMPLANTACIÓN DE LAS NUEVAS TECNOLOGÍAS EN LA EMPRESA DE SERVICIOS • PREVENCIÓN DE RIESGOS EN LA MOVILIZACIÓN DE ENFERMOS • LAS DEMENCIAS DESDE UNA PERSPECTIVA ASISTENCIAL • CONCEPTOS Y FUNDAMENTOS DE LOS SISTEMAS DE GESTIÓN DE LA CALIDAD• PRESENTACIONES EFICACES A TRAVES DE POWERPOINT• MANEJO DE AUTOCAD 2004 • PREVENCIÓN DE LA TENSIÓN Y LESIÓN MUSCULAR EN EL TRABAJO DE ADMINISTRACIÓN• GESTIÓN GLOBAL PARA LA EFICIENCIALAS DEMENCIAS DESDE UNA PERSPECTIVA ASISTENCIAL • PREVENCIÓN DE RIESGOS EN LA MOVILIZACIÓN DE ENFERMOS• VENDER MÁS. LA PROMOCIÓN DE VENTAS• CONCEPTOS Y FUNDAMENTOS DE LOS SISTEMAS DE GESTIÓN DE LA CALIDAD • APLICACIONES INFORMÁTICAS DE GESTIÓN• EXPERTO EN ORIENTACIÓN LABORAL: TËCNICO DE EMPLEO• EXPERTO EN TÉCNICAS DE INVESTIGACIÓN Y POLÍTICA SOCIAL• OFIMÁTICA BÁSICA PARA PYMES• INGLÉS COMERCIAL• SISTEMAS INTEGRADOS DE GESTIÓN (CALIDAD, PREVENCIÓN Y MEDIO AMBIENTE)• LAS DEMENCIAS DESDE UNA PERSPECTIVA ASISTENCIAL• BÁSICO DE PREVENCIÓN DE RIESGOS LABORALES• CÓMO DISEÑAR E IMPLANTAR UN PLAN ESTRATÉGICO

Programme 82 Programme 83TRAININGS BY FEVES TRAININGS BY FESALC

FEDERACION D'EMPRESES VALENCIANES D'ECONOMIA SOCIAL (FEVES)

FEDERACION DE SOCIEDADES LABORALES DE CATALUNYA (FESALC)

• Employees of employee-owned companies (sociedades laborales valencianes)

• Employees of employee-owned companies (sociedades laborales de Catalugna)

• J2ee • Asp.net • Seguridad • Seguridad e igine

• Dirección y Administración • Gestión Económica y Financiera • Entorno Legal • Producción • Calidad Integral • Marketing-Comercial • Organización Administrativa • Informática • Economía Social • Formación a medida de las necesidades de cada empresa • Formación a los miembros del Consejo de Administración • Curso C. d'A. Formación Presencial • Curso C. d'A. Formación a Distancia

Programme 84 Programme 85TRAININGS BY FECMES TRAINING BY AELIB

FEDERACION EMPRESARIAL DE CASTILLA-LA MANCHA DE ECONOMIA SOCIAL (FECMES)

ASSOCIAO D'EMPRESES LABORALS DE LES ILLES BALEARS (AELIB)

• Employees of employee-owned companies (sociedades laborales de Castilla-La-Mancha)

• Employees of employee-owned companies (sociedades laborales

• PREVENCIÓN DE RIESGOS LABORALES • APLICACIONES INFORMATICAS DE GESTION • DISEÑO-CREACION DE PAGINAS WEB • PLANIFICACION DE AHORRO FISCAL EN LAS PYMES • BASICO EN PREVENCION DE RIESGOS LABORALES • GESTION EMPRESARIAL INFORMATIZADA • INICIACION A LA CATA DE VINOS • FOTOGRAFIA DIGITAL • FORMACION BASICA EN AUTOMATAS PROGRAMABLES

• J2ee • Asp.net • Seguridad • Seguridad e igine

Programme 86 Programme 87TRAINING BY AEXEL CURSOS PARA TRABAJADORES

AGRUPACION DE EMPRESAS LABORALES DE EXTREMADURA (AEXEL)

ASOCIACION NAVARRA DE EMPRESAS LABORALES (ANEL)

• Unemployed• Employees of employee-owned companies (sociedades laborales)• Employees oc co-operatives

• Employees of employee-owned companies (sociedades laborales)• Employees of co-operatives

Promover la cualificación de los desempleados y la formación continua a los trabajadores de Sociedades Laborales y Cooperativas.

Extender la fórmula de trabajo asociado y colaborar en la mejora de la Cultura Empresarial a través de la Formación, fomentar el autoempleo y la lucha contra el paro, animando a la creación y desarrollo empresarial.

• PLAN DE FORMACIÓN E INSERCIÓN PROFESIONAL (Plan F.I.P)• Gerente de Empresas de Economía Social (125 h)• Gestión Básica de Sociedades Laborales• Básico de Sociedades Laborales• Experto en Gestión de Salarios y Seguros Sociales• Análisis y Diseño de Aplicaciones Informáticas• Administrador de Servidores internet/Intranet/extranet• Comunicación en Lengua de Signos• Formador Ocupacional (380 h)• PROGRAMA DE FORMADOR DE FORMADORES• PROGRAMA CONECT@TE• FORMACIÓN CONTINUA EN ECONOMÍA SOCIAL.• ACCIONES DE FORMACIÓN PARA EL EMPLEO Y DESARROLLO SOSTENIDO Y PARA LA PROMOCIÓN DE LA ECONOMIA SOCIAL Y EL AUTOEMPLEO

• AREA de ADMINISTRACIÓNGestión Económico-Finaciera (45 H.)1.- Introducción 2.- Análisis Financiero y Económico2.1 Bases para el análisis 2.2 Reglas del Equilibrio financiero 2.3 Fuentes de financiación 2.4 Análisis Económico 2.5 Interrelación de Departamentos 2.6 Análisis por ratios 3.- Instrumentos de financiación. Medios de cobro y pago. Negociación con Entidades Bancarias4.- Planificación Financiera4.1 Estructura de Activo y Pasivo 4.2 Fondo de maniobra y su análisis 4.3 Apalancamiento financiero 4.4 Cash Flow 4.5 Previsiones de Tesorería 5.- Heramientas previsionales económico-financieras: Aplicación Práctica5.1 Conceptos previos 5.2 Cuenta de Pérdidas y Ganancias previsional 5.3 Plan Financiero Previsional • AREA CALIDAD Y MEDIOAMBIENTE Calidad Medioambiental ISO 14000 (30 h.)1.- Empresa y Medioambiente.2.- Principios y Políticas ambientales en la empresa.3.- Legislación ambiental.4.- Actores del Proceso.5.- Sistema de gestión ambiental.6.- Documentación de sistemas de gestión ambiental.7.- Implementación de sistemas de gestión ambiental.• AREA COMERCIAL Técnicas de Venta (30 h.)1.- La Calidad en el servicio.2.- La Comunicación con el cliente.3.- Factores que determinan el éxito de la venta3.1 Conocimiento de la Empresa 3.2 Conocimiento del producto 3.3 Conocimiento del cliente: Necesidades y Tipos de Clientes. 3.4 Conocimiento del vendedor 4.- Técnicas de Venta4.1 Los 7 pasos de la Venta 4.2 Técnicas Básicas de Ventas 4.3 Herramientas de planificación

Programme 88 Programme 89CURSOS PARA DESEMPLEADOS

• Unemployed

EL LIDERAZGO RESONANTE. LA GESTION EXCELENTE EN LA PEQUENA Y MEDIANA EMPRESA



• Managers • Middle managers • Team leaders de organizaciones con interés en desarrollar sus competencias de liderazgo, que deseen conocer técnicas y herramientas para aumentar la seguridad personal y eficacia profesional de su organización.

• Extender la fórmula de trabajo asociado y colaborar en la mejora de la Cultura Empresarial a través de la Formación, fomentar el autoempleo y la lucha contra el paro, animando a la creación y desarrollo empresarial. • Potenciar y desarrollar un verdadero liderazgo en el seno de las empresas, ofreciendo soluciones formativas a medida, orientadas al desarrollo de las competencias en el terreno de las relaciones, comunicación y el conocimiento intra e interpersonal.

Extender la fórmula de trabajo asociado y colaborar en la mejora de la Cultura Empresarial a través de la Formación, fomentar el autoempleo y la lucha contra el paro, animando a la creación y desarrollo empresarial.

• El despertar de la conciencia. Aprendera a aprender. • Gestión del cambio. • Saber relajarse y encontrar recursos para actuar. • Desarrollar relaciones equilibradas. • Conocimiento de si mismo y de los demás. • Actuar positivamente: Dar, pedir, recibir, rechazar, darse emocionalmente.

• Experto en Gestión de Salarios y Seguros Sociales (309 horas)1.- EL EXPERTO DE SALARIOS Y S. SOCIALES Y SU PAPEL DENTRO DE LA ORGANIZACIÓN: ORIENTACIÓN PROFESIONAL2.- EL RECIBO DE SALARIOS. SU ESTRUCTURA 2.1 El Empresario. El trabajador: 2.2 Salario base. Complementos Salariales. Complementos Extrasalariales 2.3 Deducciones. Seguridad Social. I.R.P.F. Anticipos. Embargo 2.4 Incidencias: H. Extras, Pagas Extras, I.T, Maternidad, Vacaciones, Formación, Suspensión, ... 3.- REGIMEN GENERAL DE LA SEGURIDAD SOCIAL. 3.1 Campo de Aplicación del mismo. Contingencias Protegibles 3.2 Calculo de Bases. Tipos de Cotización. Bonificaciones. Boletines de Cotización: TC1, TC2 4.- OTROS REGÍMENES DE LA SEGURIDAD SOCIAL Régimen Especial de Trabajadores Autónomos, Empleadas de Hogar, Agrario. 5.- PROGRAMA INFORMATICO GESTIÓN DE PERSONAL: NOMINAPLUS6.- INTRODUCCIÓN AL PLAN GENERAL CONTABLE. ANÁLISIS DE COSTES DE LA PEQUEÑA Y MEDIANA EMPRESA: Introducción al Plan General Contable. Documentos Contables. Proceso Contable. Operaciones de Regularización Cuentas anuales. Desarrollo de supuesto practico, incluido contabilización de costos Salariales. Programa Informático: ContaPlus 7.- SENSIBILIZACION MEDIOAMBIENTAL• Metodología Análisis del Trabajo en el Ambito de los RR.HH (89 horas)1.- CONCEPTOS BASICOS: 1.1 Estrategia, Misión, visión, y cultura de Empresa 1.2 Dpto. RR.HH y su implantación en la Organización Empresarial 2.-ANALISIS DE PERFILES PROFESIONALES: 2.1 ¿ Qué es la gestión por competencias? 2.2 Implantación del modelo de RR.HH basado en competencias. 2.3 Conocimientos y Técnicas: “ lo que se sabe” 2.4 Habilidades y capacidades: “lo que se es capaz de hacer” 3.-TECNICAS E INSTRUMENTOS PARA LA RECOGIDA DE INFORMACIÓN: 3.1 Observación Directa, Cuestionario, La Entrevista, El Diario

Programme 90 Programme 91FORMACION EN LA EMPRESA TRAINING BY ASES


ASOCIACION ARAGONESE DE SOCIEDADES LABORALES (ASES)

• Employees of employee-owned companies• Middle-managers• Managers of employee-owned companies

• Employees of employee-owned companies• UnemployedCon dos objetivos: por una parte la formación permanente de los trabajadores de las empresas asociadas para mejorar la capacitación profesional de los trabajadores, y la competitividad de las empresas, por otra parte la formación de personas desempleadas en materias empresariales o técnicas para fomentar el autoempleo o al menos aumentar sus posibilidades para acceder al mercado laboral.

• Extender la fórmula de trabajo asociado y colaborar en la mejora de la Cultura Empresarial a través de la Formación, fomentar el autoempleo y la lucha contra el paro, animando a la creación y desarrollo empresarial. • Reforzar y adecuar las competencias profesionales de los trabajadores/as en activo de las empresas (Directivos, Técnicos y Empleados).

ASES se apuesta por la formación, con dos objetivos. La formación permanente de los trabajadores de las empresas asociadas para mejorar la capacitación profesional de los trabajadores y la competitividad de las empresas. De otro lado, la formación de desempleados en materias empresariales y técnicas con el objetivo de una mejora de la cualificación profesional y fomento del autoempleo.

Formación Transversal1. Area Informática· Ofimática· Programación· Diseño gráfico· Internet· Autocad2. Area Calidad· ISO 9000· EFQM· Control Calidad y Auditorias3. Area Medio Ambiental· Residuos industriales· Auditorias Medioambientales4. Area de Prevención de Riesgos y Salud Laboral· Higienes Industrial y Salud Laboral· Prevención de RiesgosFormación empresarial1. Area Económica - Financiera2. Area Laboral3. Area Comercial y Marketing4. Area de Recursos Humanos5. Area de Producción6. Area de Calidad TotalFormación de RRHHPlanificación de Procesos hacia la Calidad Total • Mejora de la Imagen y Calidad de Servicio • Motivación a la Calidad y Mejora Continua • Motivación y Satisfacción Laboral • Comunicación Eficaz • Negociación y Solución de Conflictos • Desarrollo del Equipo de Trabajo• Creación de Grupos de Formadores internos• Dirección Participativa por Objetivos• Dirección Eficaz de Reuniones de Trabajo• Desarrollo de Mandos Intermedios• Liderazgo y Gestión del Cambio• Prevención y Seguridad Integral

• Gerente de Empresas de Economía Social (116 h)• Planificación estratégica de las empresas de Economía Social.15 h. • Organización y dirección de los recursos humanos. 20 h • Fiscalidad de las empresas de Economía Social. 10 h. • Marketing y Comercio Exterior. 15 h. • La Seguridad Social en las Eª de Economía Social. 15 h. • Seguridad e Higiene en el trabajo. 10 h. • Introducción a la calidad total. 10 h. • Informatización de empresas. 10 h. • Conferencia y visitas a empresas. 11 h. • Gestión Básica de Sociedades Laborales (40 h)• Básico de Sociedades Laborales (30 h)• La Economía Social, concepto. • Características de las Empresas Laborales. • Regulación jurídica de las Sociedades Laborales. • La Seguridad Social en las empresas laborales. • Régimen Fiscal de las Sociedades Laborales. • Pasos previos para constituir una empresa o establecerse como trabajador autónomo. • Programas de ayudas a la creación de auto empleo. • Diseño de Páginas Web• Iniciación a la Red de Internet (60 h)• Ofimática (125 h)• Administrador Servidores Internet-Intranet-Extranet• Programador Aplicaciones en Redes Internet-Intranet-Extranet (350 h)• Administrador de Sistemas Operativos de Redes Locales (400 h)• Programador Aplicaciones con Bases de Datos Relacionales• Programador Aplicaciones Orientadas a Objetos (350 h)• Técnico Auxiliar en Diseño Industrial e Interiores (700 h)• Programas de Diseño e Ilustración (210 h)• Programas de Maquetación Aplicados al Diseño Gráfico (225 h)• Técnico Auxiliar en Diseño Gráfico (330 h)• Programas de Retoque Digital y Escaneado de Imágenes (200 h)• Técnico de Formación (360 h)• Gestor de Formación (240 h)• Tutor de Empresa (150 h)• Diseño de Medios Didácticos (80 h)• Técnico de Comercio Exterior• Vendedor Técnico (420 h)• Experto en Gestión de Salarios y Seguros Sociales

Programme 92 Programme 93GESTIÓN BÁSICA DE SOCIEDADES LABORALES FORMACION CONTINUA PARA TRABAJADORES EN

ACTIVO DE SOCIEDADES LABORALES

ASOCIACION ARAGONESE DE SOCIEDADES LABORALES (ASES)

AGRUPACION DE SOCIEDADES LABORALES DE MADRID (ASALMA)

• Employees of employee-owned companies• UnemployedCon dos objetivos: por una parte la formación permanente de los trabajadores de las empresas asociadas para mejorar la capacitación profesional de los trabajadores, y la competitividad de las empresas, por otra parte la formación de personas desempleadas en materias empresariales o técnicas para fomentar el autoempleo o al menos aumentar sus posibilidades para acceder al mercado laboral.


ASES se apuesta por la formación, con dos objetivos. La formación permanente de los trabajadores de las empresas asociadas para mejorar la capacitación profesional de los trabajadores y la competitividad de las empresas. De otro lado, la formación de desempleados en materias empresariales y técnicas con el objetivo de una mejora de la cualificación profesional y fomento del autoempleo.

• La empresa de economía Social. Concepto y diferencias con otras sociedades mercantiles • Características de las empresas laborales • Regulación jurídica de las sociedades laborales • La Seguridad Social en las empresas laborales • Régimen fiscal de las sociedades laborales • La importancia de los recursos humanos y la comunicación en las empresas laborales • Los distintos roles que deben desempeñar los órganos de gestión de una empresa laboral • La planificación y el control: Establecer objetivos y sistemas. • Programas de ayudas para las empresas de economía social y pymes.

• NUEVAS TECNOLOGIAS• POWER POINT 2000 (30 h) • ACCESS 2000 (40 h) • AUTOCAD (60H) • CREACION DE PAGINAS WEB (HTML Y DREAMWEBER) (40H) • EXCEL 2000 (40H) • INICIACION A LAS TIC: INFORMATICA E INTERNET (40H) • INTERNET Y CORREO ELECTRONICO (40 H) • POWER POINT 2000 (30H) • WORD 2000 (40H) • CREACION DE PAGINAS WEB (HTML Y DREAMWEBER) (40H) • DISEÑO GRAFICO FREEHAND (40 H) • PROFESIONAL• AUTOMOTIVACION Y POSITIVISMOS EN EMPRESAS DE ECONOMIA SOCIAL (30 h) 1.- LA AUTOMOTIVACION CONSCIENTE, LA INFLUENCIA Y EL INCONSCIENTE 2.- LA INDIVIDUALIDAD Y LOS PUNTOS FUERTES 3.- LA IMAGINACION Y EL OPTIMISMO 4.- EL DESCUBRIMIENTO DEL ALDO POSITIVO DE CUALQUIER PERSONA O SITUACION 5.- EL PAN NUESTRO DE CADA DIA. EL TRASPASO DE ESTADO ANIMICO 6.- EL FRACASO Y LAS REACCIONES QUE GENERA 7.- LA POSITIVIZACION DEL ENFRENTAMIENTO Y DEL CONFLICTO CON LOS DEMAS 8.- SENSIBILIZACION MEDIOAMBIENTAL• CALIDAD, GESTION POR PROCESOS (40 H) 1.- GESTION DE CALIDAD TOTAL. CONCEPTOS BASICOS 2.- GESTION POR PROCESOS 3.- MEJORA ESTRUCTURAL DE PROCESOS 4.- METODOLOGIA PARA LA RESOLUCION DE PROBLEMAS 5.- HERRAMIENTAS DE MEJORA 6.- PUESTA EN COMUN Y DISCUSION DE CASOS PROPUESTOS 7.- SENSIBILIZACION MEDIOAMBIENTAL• COMUNICACION Y NEGOCIACION EN LAS EMPRESAS DE ECONOMIA SOCIAL (45 H) 1.- LA COMUNICACION Y ESTRATEGIAS PARA SU DESARROLLO 2.- REUNIONES GRUPOS DE TRABAJO Y EQUIPOS 3.- LOS GRUPOS DE TRABAJO. MOTIVACION DE COLABORADORES

Programme 94 Programme 95FORMACION OCUPACIONAL PARA DESEMPLEADOS

• Unemployed

INTEGRACION DEL TRABAJADOR COMO SOCIO DE LA EMPRESA PARTICIPADA




1.- CONCEPTO DE EMPRESA2.- FORMA JURIDICA Y NOMBRE DE LA EMPRESA 3.- COMPOSICION DE LOS SUBCONJUNTOS DEL CONJUNTO EMPRESARIAL 4.- LA ORGANIZACION DE LA EMPRESA 5.- LA DIRECCION DE RECURSOS HUMANOS 6.- LA INTEGRACION DEL NUEVO EMPLEADO EN LA UNIDAD ECONOMICA DE LA SOCIALIZACION 7.- LA INCORPORACION A LA EMPRESA 8.- LA EMPRESA COMO AGENTE SOCIALIZADOR 9.- EL COMPROMISO DEL NUEVO EMPLEADO CON LA EMRPESA

• Formación de Postgrado. • Contabilidad y Fiscalidad, 240 h • Tco. Sup. Prev. Riesgos Laborales, 618 h • Formación de Teleformadores, 250 h • Tco. Comercio Ext., 300 h • Gestión de RRHH: Selección y Competencias, 130h • Auditoria contable, 130 h • Auditoría Prev. Riesgos Lab., 100 h • Formación en Nuevas Tecnologías. • Programador Bases de Datos Relacionales, 300 h • Diseño gráfico de aplicaciones multimedia, 200 h • Análisis y Diseño de Aplic. Informáticas, 150 h • Programación Orientada a Objetos, 300 h • Autocad 2D y 3D,140 h • Sistema Operativo y Aplic. Inf: Linux, 140 h • Administración de redes telemáticas, 200h • P.O.O: Visual Basic. Net, 200 h • BB.DD. Relacionales: SQL Server, 200h • Formación Profesional. • Secretariado de Dirección, 320 h • Advo. Laboral para Empresas, 150 h• Monitor de Tiempo L., 164 h • Auxiliar de Geriatría, 140 h • Office 2003 y XP, 140 h • Contaplus, 100 h• Excel y Access, 100h • Aux. Técnico de Psicomotricidad, 108h

Programme 96 Programme 97FORMACION AUTOGESTIONARIA PARA DESEMPLEADOS FORMACION AUTOGESTIONARIA PARA TRABAJADORES

• Masters and graduates • Employees of employee-owned companies

AGRUPACION DE SOCIEDADES LABORALES DE EUSKADI (ASLE)

AGRUPACION DE SOCIEDADES LABORALES DE EUSKADI (ASLE)

To make the employee-owned companies known, as a good model for self-employment

• Origin of the sociedades laborales (Spanish employee-owned companies model)• Development of the sociedades laborales (SALs)• Philosophy of the sociedades laborales• Law and tax aspects of SALs• Economic aspects. Controlling the management

• Origin of the sociedades laborales (Spanish employee-owned companies model)• Development of the sociedades laborales (SALs)• Philosophy of the sociedades laborales• The decalogue of the sociedades laborales• Law and tax aspects of SALs• Rights and duties of owners• Management bodies of the SALs• Transfer of shares - the SALs rules• Economic aspects. Controlling the management• Understanding balance sheets and results • Annual management planning and control

Programme 98 Programme 99TRAININGS BY ASATA BASICO DE SOCIEDADES LABORALES 1 & 2

• Unemployed

AGRUPACION DE SOCIEDADES ASTURIANAS DE TRABAJO ASOCIADO (ASATA)

AGRUPACION DE SOCIEDADES ASTURIANAS DE TRABAJO ASOCIADO (ASATA)

• Employees of employee-owned companies (sociedades laborales)• Managers of employee-owned companies (sociedades laborales)

Train Sociedades Laborales employees and managers to various needed skills

Conseguir que los alumnos tenga un conocimiento práctico y exhaustivo del significado de una sociedad laboral y difundir dicho modelo empresarial como una fórmula de autoempleo.

• ADMINISTRATIVO CONTABLE• EXPERTO EN GESTIÓN DE SALARIOS Y SEGUROS SOCIALES• GESTIÓN DE SOLVENCIA Y FINANCIACIÓN EMPRESARIAL• ADMINISTRATIVO PERSONAL• ADMINISTRATIVO COMERCIAL• EMPLEADO DE GESTIÓN FINANCIERA DE EMPRESAS• TÉCNICO AUXILIAR DE DISEÑO GRÁFICO• GESTIÓN DE SOLVENCIA Y FINANCIACIÓN EMPRESARIAL• GERENTE DE EMPRESAS DE ECONOMÍA SOCIAL• OFIMÁTICA• INICIACIÓN A LA RED INTERNET• IMPLANTACIÓN DE LA LEY DE PROTECCIÓN DE DATOS• AUDITORIAS INTERNAS DE CALIDAD• CIERRE DEL EJERCICIO: OPERACIONES CONTABLES Y LIQUIDACIÓN DEL IS• GESTIÓN DE RESIDUOS• GESTIÓN ECONÓMICO-FINANCIERA• GESTIÓN DE LA CALIDAD MEDIOAMBIENTAL Y RESIDUOS• E-BUSSINESS• GESTIÓN DE LA CALIDAD Y PRODUCCIÓN

• LA ECONOMICA SOCIAL. CONCEPTOS BÁSICOS • CARACTERÍSTICAS DE LAS EMPRESAS LABORALES • RELACION JURÍDICA DE LAS SOCIEDADES LABORALES • LEY DE SOCIEDADES LABORALES • CARACTERÍSTICAS PRINCIPALES • LAS DOS FORMAS JURÍDICAS DE SOCIEDADES LABORALES • LA SEGURIDAD SOCIAL EN LAS EMPRESAS LABORALES • REGIMEN FISCAL DE LAS SOCIEDADES LABORALES • PASOS PARA CONSTITUIR UNA EMPRESA • SERVICIOS A LA PROMOCION EMPRESARIAL

Programme 100 Programme 101OFIMATICA DE GESTION. HOJA DE CALCULO. SE IMPARTIRA EN EJEA DE LOS CABALLEROS.

OFIMATICA DE GESTION. HOJA DE CALCULO. SE IMPARTIRA EN EJEA DE LOS CABALLEROS.

FEDERACION ARAGONESA DE COOPERATIVAS DE TRABAJO ASOCIADO (FACTA)

FEDERACION ARAGONESA DE COOPERATIVAS DE TRABAJO ASOCIADO (FACTA)

• Employee-owners of workers' co-operatives• Employees of workers' co-operatives

• Employee-owners of workers' co-operatives• Employees of workers' co-operatives

Introducción a la microinformática- Entorno Windows - Libro de trabajo - Introducción de datos - Edición de la hoja de cálculo - Fórmulas - Funciones - Formato de las celdas - Otros formatos - Trabajo con gráficos - Gráficos - Organización de los libros - Matrices y cálculos - Objetos gráficos - Listas - Filtros - Subtotales - Tablas dinámicas - Análisis de datos

Marco jurídico y normativo de prevención de riesgos laborales- Seguridad y salud laboral. Conceptos básicos - Riesgos generales - Prevención de riesgos derivados del trabajo - Análisis de riesgos específicos por actividades - Gestión de la prevención de riesgos laborales - Primeros auxilios - Evaluación de los riesgos laborales y planificación de la actuación

Programme 102 Programme 103TRAININGS BY ASESCAN TRAININGS BY FAECTA

ASOCIACION DE EMPRESAS DE ECONOMIA SOCIAL DE CANARIAS (ASESCAN)

FEDERATION ANDALUZIA DE COOPERATIVAS DE TRABAJO ASSOCIADOS (FAECTA)

• Employees of employee-owned companies (sociedades laborales) and workers' co-operatives• Employee-owners of employee-owned companies (sociedades laborales) and workers' co-operatives• Managers of employee-owned companies (sociedades laborales) and workers' co-operatives

• Employees of workers' co-operatives• Managers of workers' co-operatives

Train Sociedades Laborales and Cooperativas de trabajo associado employees, associates and managers to various needed skills

Train Cooperativas de trabajo associades and managers to various needed skills

• Administrativo Contable (790 horas)• Alemán: Atención al público (200 horas)• Básico de Sociedades Laborales (30 horas)• Diseño de páginas web (300 horas)• Empleado de Gestión Financiera de Empresa (470 horas)• Empleado de oficina (790 horas)• Gerente de Empresas de Economía Social (116 horas)• Gestión Básica de sociedades Laborales (40 horas)• Gestión Básica Sociedades Laborales (30 horas)• Gestión de Formación (240 horas)• Gestión informatizada de empresas (110 horas)• Gestor de Formación (240 horas)• Iniciación a la Red de Internet (60 horas)• Lenguajes de programación (300 horas)• Ofimática (125 horas)

• MONITOR SOCIOCULTURAL• AUXILIAR DE AYUDA A DOMICILIO• AUXILIAR DE ENFERMERÍA GERIÁTRICA• INGLES ATENCIÓN AL PUBLICO• ADMINISTRATIVO DE PERSONAL• PREVENCION DE RIESGOS LABORALES• METODOLOGÍA DE LA FORMACIÓN ABIERTA Y A DISTANCIA• ADMINISTRADOR DE SERVIDORES INT/INTR/EXT• GERENTE DE EMPRESAS DE ECONOMÍA SOCIAL• ALEMAN ATENCION AL PÚBLICO• PROGRAMADOR DE APLICACIONES INFORMÁTICAS• OPERARIO DE HORMIGONES• ADMINISTRADOR DE SISTEMAS OPERATIVOS DE REDES LOCALES• AGENTE DE DESARROLLO TURÍSTICO• OFIMATICA• MONTADOR DE ESTRUCTURAS TUBULARES• PROGRAMADOR DE APLICACIONES INFORMÁTICAS• RESTAURADOR EN MADERA• FRANCES ATENCION AL PÚBLICO• TALLISTA DE PIEDRA Y MARMOL• JARDINERO• ENCOFRADOR• PINTOR• FONTANERO• GESTOR DE ALMACÉN• PLANCHADOR• EXPERTO EN LIMPIEZA DE INMUEBLES• COLOCADOR PREFABRICADOS LIGEROS• TECNICO DE SISTEMAS MICROINFORMATICOS• DISEÑO DE PÁGINAS WEB

Programme 104 Programme 105TRAINING BY FEVECTA: FORMACION OCUPACIONAL PROGRAMA FORMATIVO PARA EMPRESAS DE

ECONOMÍA SOCIAL.

FEDERACION VALENCIANA DE EMPRESAS COOPERATIVAS DE TRABAJO ASOCIADO (FEVECTA)


• Employees of workers' co-operatives• Employee-owners of workers' co-operatives


Uno de los objetivos de FEVECTA se centra en facilitar al socio/a y trabajador/a de las cooperativas la adquisición, el reciclaje y el perfeccionamiento de conocimientos, habilidades y actitudes de acuerdo a la evolución del entorno empresarial y de los contenidos de los puestos de trabajo.Las cooperativas pueden destinar parte de sus resultados a un fondo de formación. "El fondo de formación y promoción cooperativa tendrá como fines la formación de los socios y trabajadores de la cooperativa en los principios y técnicas cooperativas, económicas y profesionales; la promoción de las relaciones intercooperativas, la difusión del cooperativismo y la promoción cultural, profesional y social del entorno local o de la comunidad en general" (Art.72 de la Ley de Cooperativas de la Comunidad Valenciana).

Uno de los objetivos de FEVECTA se centra en facilitar al socio/a y trabajador/a de las cooperativas la adquisición, el reciclaje y el perfeccionamiento de conocimientos, habilidades y actitudes de acuerdo a la evolución del entorno empresarial y de los contenidos de los puestos de trabajo.Las cooperativas pueden destinar parte de sus resultados a un fondo de formación. "El fondo de formación y promoción cooperativa tendrá como fines la formación de los socios y trabajadores de la cooperativa en los principios y técnicas cooperativas, económicas y profesionales; la promoción de las relaciones intercooperativas, la difusión del cooperativismo y la promoción cultural, profesional y social del entorno local o de la comunidad en general" (Art.72 de la Ley de Cooperativas de la Comunidad Valenciana).

• CURSO DE GERENTES DE EMPRESA DE ECONOMIA SOCIAL• PLANIFICACIÓN ESTRATEGICA DE LAS EMPRESAS DE ECONOMIA SOCIAL. 15 HORAS.1. Análisis Interno de la Empresa2. Análisis del entorno3. Gestión Directa4. Planificación y control : establecer objetivos , planes y sistemas• ORGANIZACIÓN Y DIRECCIÓN DE RECURSOS HUMANOS. 20 HORAS1. Funciones dela Dirección2. La comunicación3. Dirección de Reuniones.4. La negociación.5. La formación en la empresa.• FISCALIDAD DE LAS EMPRESAS DE ECONOMIA SOCIAL . 10 HORAS. 1. Régimen fiscal de la sociedades laborales2. Régimen fiscal de las Cooperativas• MARKETING Y COMERCIO EXTERIOR. 15 HORAS. 1. Plan de Marketing.2. Comercio Internacional.3. Contratación internacional. 4. Técnicas y regímenes económico-aduaneros.• INTRODUCCIÓN A LA CALIDAD TOTAL. 10 HORAS. 1. Evaluación de la concepto de Calidad.2. Calidad y competitividad.3. Implantación de la calidad total.4. Modelos europeos de calidad • SENSIBILIZACION MEDIOAMBIENTAL. 9 HORAS. 1. Conceptos Básicos2. Características principales y consecuencias del actual modelo de desarrollo.3. Soluciones al actual modelo de desarrollo.4. Principales problemas originados por la contaminación de la agricultura y ganadería, la industria, la construcción y los servicios.5. Organismos e instituciones locales, nacionales e internacionales en materia de medio ambiente.6. Buenas prácticas medioambientales en la industrial, la agricultura, la construcción y los servicios. • SEGURIDAD E HIGIENE EN EL TRABAJO. 10 HORAS. 1. La Protección de la seguridad en el trabajo.2. La Ley de Prevención de Riesgos Laborales.• LA SEGURIDAD SOCIAL EN LA EMPRESA DE ECONOMIA

ABC DE LA GESTION COOPERATIVA1.-ASPECTOS LEGALES- Marco legal: legislación aplicable.- La organización laboral en la cooperativa. El socio y el trabajo.- La organización societaria. · Funcionamiento de la asamblea general· Funcionamiento del consejo rector. · Estatutos sociales y reglamento de régimen interior. 2. REGIMEN ECONOMICO Y FISCAL- La función del capital en la cooperativa. - El capital como medio de financiación. El asociado.- Ampliación y reducción de capital.- Las reservas, significado y utilidad. - Régimen fiscal cooperativo. 3. LAS PERSONAS EN LA ORGANIZACION- Las personas en la organización cooperativa. - Motivación y participación- La formación en las cooperativas. - Sistemas retributivos en las cooperativas. - Trabajo en equipo y toma de decisiones. - Evaluación y procesos de mejora. - El reglamento de régimen interno .- Reuniones de trabajo. EL CONSEJO RECTOR EN LAS COOPERATIVAS DE TRABAJO ASOCIADO1. Aspectos legales y organos sociales.2. La comunicación y el trabajo en equipo en el consejo rector..3. Las funciones del consejo rector.4. El control de gestion: aspectos contables y financierosREGIMEN ECONOMICO FISCAL1. El capital en las cooperativas.2. El capital y la financiacion. La figura del asociado.3. Ampliacion y reduccion del capital en las cooperativas.4. Los fondos: funcion y aplicacion.5. Conceptos basicos de fiscalidad:Tipo de tributo, Sujeto pasivo, Responsabilidad,Base imponible, Base Liquidable.6. Principales impuestos que afectan a las cooperativas.7. La ley 20/1990 sobre regimen fiscal de cooperativas.8. Clasificacion de cooperativas y su regimen fiscal:Protegidas, Especialmente protegidas.CURSO BASICO EN PREVENCION DE RIESGOS LABORALES1. Conceptos básicos sobre seguridad y salud en el trabajo: legislación.

Programme 106 Programme 107AUTOFORMACION: CURSO INTERPRETACIÓN DE BALANCES

FORMACION PARA DESEMPLEADOS Y SOCIOS Y TRABAJADORES DE COOPERATIVAS


UNION DE COOPERATIVAS MADRILENAS DE TRABAJO ASOCIADO (UCMTA)


• Employees of workers' co-operatives• Employee-owners of workers' co-operatives• Unemployed

Web-based interactive course.Uno de los objetivos de FEVECTA se centra en facilitar al socio/a y trabajador/a de las cooperativas la adquisición, el reciclaje y el perfeccionamiento de conocimientos, habilidades y actitudes de acuerdo a la evolución del entorno empresarial y de los contenidos de los puestos de trabajo.Las cooperativas pueden destinar parte de sus resultados a un fondo de formación. "El fondo de formación y promoción cooperativa tendrá como fines la formación de los socios y trabajadores de la cooperativa en los principios y técnicas cooperativas, económicas y profesionales; la promoción de las relaciones intercooperativas, la difusión del cooperativismo y la promoción cultural, profesional y social del entorno local o de la comunidad en general" (Art.72 de la Ley de Cooperativas de la Comunidad Valenciana).

La Escuela Cooperativa constituye el espacio dentro de la UCMTA donde se persigue la educabilidad del hecho emprendedor cooperativo. Nosotros y nosotras entendemos que el fomento y creación de empresas de economía social puede ser también un proceso educativo y para ello la Escuela Cooperativa ha generado una serie de estrategias, herramientas y actividades formativas dirigidas a dinamizar las capacidades de los sujetos y los grupos. La Escuela Cooperativa persigue el fomento de los valores cooperativos en la sociedad madrileña utilizando como herramienta de sensibilización la formación profesional. Pero entendemos la formación como un proceso integral, complejo, imbricado en el territorio, participado, bidireccional educador/a-alumno/a, colectivo y comprometido con el entorno socio-económico en el cual se desarrolla.• Fomentar la creación de cooperativas de trabajo en la región de Madrid mediante el desarrollo de acciones formativas.

CURSO INTERPRETACIÓN DE BALANCES • GESTIÓN DE EMPRESAS DE OCIO Y TIEMPO LIBRE 300 h • MEDIADOR/A INTERCULTURAL 192 h GESTIÓN DE PROGRAMAS DE AYUDA A DOMICILIO PARA PERSONAS DEPENDIENTES 300 h • GESTIÓN DE PROGRAMAS DE ANIMACIÓN CON PERSONAS DISCAPACITADAS 193 h • GESTIÓN DE EMPRESAS DE TURISMO RURAL 300 h • PROGRAMACIÓN EN INTERNET Y GESTIÓN DE EMPRESAS EN EL SECTOR 300 h • INSTALACIÓN Y MANTENIMIENTO DE REDES INFORMÁTICAS Y GESTIÓN EMPRESARIAL EN EL SECTOR 300h • GESTIÓN DE EMPRESAS DE AUDITORÍA Y ASESORAMIENTO MEDIOAMBIENTAL 300 h • GESTIÓN DE PROGRAMAS DE ACTIVIDADES EXTRAESCOLARES 300 h • EDUCACIÓN EMPRENDEDORA 25 h • AGENTE DE DESARROLLO TURÍSTICO 300 h • GERENTE DE EMPRESAS DE ECONOMÍA SOCIAL 232 h • MONITOR/A SOCIOCULTURAL 200 h

Programme 108 Programme 109FACULTY OF ENGINEERING FACULTY OF BUSINESS STUDIES

MONDRAGON UNIVERSITY MONDRAGON UNIVERSITY

• Regular students of Mondragon Region • Regular students of Mondragon Region

The Faculty of Engineering frames its teaching activities in Engineering and its Technological Research activities in the areas of Mechanics, Electronics, Industrial design, Organisation and Telecommunications.

The faculty is focused on training participatory, supportive and responsible professionals, capable of working in a team given their respect for diversity, innovating spirit and eagerness to constantly improve. These objectives are obtained by promoting personalised attention, a demanding attitude, working on the principles of total quality and by incorporating and using human and material means depending on the needs presented by the company.

ORDINARY COURSESTechnical Engineering for Industrial Design Technical Engineering for Industrial Electronics Technical Engineering for Systems Computing Technical Engineering for Telecommunications, specialising in Telecommunications systems Technical Engineering for Telecommunications, specialising in Telematics Engineering in Industrial Automation and Electronics Industrial Engineering Engineering for Computing Engineering for Industrial Organisation Industrial Technical Engineering: MechanicsHIGHERS COURSESEngineering in Industrial Automation and Electronics Industrial Engineering Engineering for Computing Engineering for Industrial OrganisationDOCTORATE COURSESControl Engineering and Industrial Electronics Materials and Mechanical BehaviourNew Information and Communications Technologies

ORDINARY COURSESDiplomatura en Ciencias Empresariales Technical Engineering for Management Computing Higher Secretarial Studies Degree in Company Management and Administration POSTGRADUATE COURSESExpert Course in Business Taxation Master in Banking and the Stock MarketMaster in Business Information Systems ERP-BAANMaster in Business Management-MBAMaster in Business Management-MBA ExecutiveMaster in Financial ManagementMaster in Transporte y gestión de la cadena de suministroLENGHTY COURSES Degree in Company Management and Administration DOCTORATE COURSEBusiness Management

Programme 110 Programme 111FACULTY OF HUMANITIES AND EDUCATION

MONDRAGON UNIVERSITY MONDRAGON - OTALORA

• Regular students of Mondragon Region

COMO EVALUAR PROYECTOS DE INVERSION Y TOMAR DECISIONES RENTABLES

• Senior managers of Mondragon Group• Middle-managers of Mondragon GroupPersonal directivo y cuadros técnicos de la empresa que han de evaluar, decidir o asesorar sobre la conveniencia económica y estratégica de emprender o no nuevos proyectos con la finalidad e incluirlos en el programa de inversiones de la compañía

The Faculty of Humanities and Education Sciences of MONDRAGON UNIVERSITY has, therefore, the double purpose: on one hand of training people capable of educating young people by transmitting knowledge and capabilities and, on the other, of preparing professionals to undertake tasks of management and co-ordination in the field of human relations in companies.

1. Presentar las técnicas de análisis de inversiones y su contribución al proceso de toma de decisiones en la empresa2. Analizar la estructura de los problemas de inversión y mostrar la modelización de dichos problemas3. Ponderar la rentabilidad integral de las decisiones4. Estimar los riesgos más significativos de los proyectos5. Incorporar las consideraciones de carácter estratégico y los factores de oportunidad que puedan presentarse6. Revisar la casuística más frecuente y actual7.Exponer los tratamientos aplicados por empresas de primera línea

ORDINARY COURSESSpecialisation in Foreign Languages Specialisation in Special Education Specialisation in Physical Education Specialisation in Child Education Specialisation in Primary Education Specialisation in Speech and Hearing POSTGRADUATE COURSESExpert Course in Gestión de entidades y actividades deportivasMaster in Business Project ManagementHIGHER COURSEDegree in Psychology and Pedagogy LENGHTY COURSEHumanities Degree DOCTORATE COURSESDoctorate in Humanidades y educación en las Organizaciones del Futuro

1. Sesiones técnicas2. Decisiones a debatir y casos a analizar • Proyecto creación de empresas • Renovación de equipos • Lanzamiento de nuevos productos • Valoración de empresas • Reconfiguración de proyectos • Project Finance

Programme 112 Programme 113ISKATEN MASTER EN DIRECCIÓN DE PRODUCCIÓN

MONDRAGON - OTALORA MONDRAGON - MONE

• Senior managers of Mondragon Group• Middle-managers of Mondragon Group

• Employees of Mondragon Group• Middle-managers of Mondragon Group• Managers of Mondragon GroupProfesionales que desde una experiencia técnica van a evolucionar a posiciones de jefatura o dirección industrial. Directivos que requieran mejorar sus parámetros de eficacia en la Gestión Industrial.

Plataforma e-learning con acceso a contenidos, evolución y progreso de los alumnos, informes ... que te permitirá: EJECUTAR las acciones formativas definidas en tu Plan de Formación.REALIZAR la formación en cualquier momento y lugar, con el consiguiente ahorro de tiempo y coste.PERSONALIZAR la Plataforma a las necesidades e imagen de la cooperativa y de su organización empresarial.CONTAR con una herramienta de Autor, con la que desarrollar contenidos propios para aplicaciones internas.DISPONER de un servicio de foro y chat, donde se pueda compartir e intercambiar el conocimiento de las personas.ACCEDER vía Web, sin necesidad de instalación de nuevo software ni de hardware.USAR la infraestructura de un servicio corporativo, con las ventajas competitivas que supone por su escala dimensional, en cuanto a coste, abonando en función del uso de licencias reales.

El Programa Máster en Dirección de Producción persigue, a través de un proceso de enseñanza–aprendizaje innovador, la capacitación integral e interdisciplinar de los asistenes, desdetodos los ópticas de la Gestión Industrial.Y con los objetivos claros de:• Aportar a los profesionales en ejercicio una visión integral de la Gestión Industrial en los nuevosentornos competitivos.• Desarrollar la capacidad necesaria para diseñar un Modelo de Gestión Industrial adecuado, asícomo para implantar las herramientas y técnicas propias de una Empresa Excelente.• Desarrollar las capacidades y habilidades necesarias para la dirección de equipos y personas enpos de una Organización Industrial Inteligente y Autogestionada capaz de aprender continuamente.

• FORMACIÓN DE DIRECTIVOScon el programa Zuzendarinet, que incorpora Herramientas de Gestión Avanzada y de Eficiencia Personal.• FORMACIÓN COOPERATIVAcon el programa Ordezkarinet, módulo sobre el Rol del Consejo Rector.• FORMACIÓN EN OFIMÁTICAen Castellano y Euskara, con el paquete Officce 2000 e Internet y • FORMACIÓN EN IDIOMAScon seminarios y cursos prácticos de Inglés, en entornos como: negociación, reuniones, uso del teléfono ...

• La empresa y su entorno (66 horas) • El sistema físico-productivo (48 h.) • El modelo organizativo (36 h.) • La organización de la mejora continua (42 h.) • Proceso pedido-cliente (66 h.) • Proceso lanzamiento de nuevos productos (18 h.) • Funciones de apoyo (30 h.) • Gestión de proyectos (42 h.) • Función directiva (36 h.) • Proyecto Final (120 h.)

Programme 114 Programme 115PROGRAMA EXPERTO EN DESARROLLO DE LIDERAZGO

MONDRAGON - MONE MONDRAGON - TXORIERRI

• Managers of Mondragon Group • Regular students of Mondragon Region

CENTRO DE EDUCACION SECONDARIA Y FORMACION PROFESIONAL

Desarrollar un estilo de liderazgo que, sobre una base de competencia técnica y estratégica, ponga su máximo acento en la gestión de las emociones, expectativas, necesidades, anhelos...de los colaboradores, verdaderos protagonistas del cambio real.

Somos un Centro al servicio de los derechos colectivos del Pueblo Vasco, integrador de todas sus diversidades, ideológicamente plural, democrático y bilingüe que desde su autonomía propicia la implicación de toda la Comunidad Escolar. Defendemos los derechos humanos individuales y colectivos, el respeto al entorno natural, la formación para la paz y la solidaridad entre los pueblos, desde el conocimiento de la realidad histórica, cultural, geográfica y social del País Vasco, así como su entorno científico, tecnológico, económico y productivo

• Cómo conseguir reuniones eficaces • Cómo realizar presentaciones persuasivas • Cómo desarrollar personas y conseguir el liderazgo del equipo • Gestionando eficazmente los Proyectos • Cómo negociar para alcanzar acuerdos satisfactorios, eficaces y duraderos • Construyendo confianza a través de un modelo práctico de comunicación • Auto-organización. Gestión del tiempo

BACHILLIERATOComunes Euskera y Literatura - Lengua Castellana y LiteraturaLengua extranjera (Inglés) - FilosofíaHistoria - Educación FísicaReligión (Optativa) - Tutoria De Modalidad Matemáticas IMatemáticas IIFísica y QuímicaTecnología Industrial ITecnología Industrial II Optativas Dibujo TécnicoDiseño Asistido Ordenador (CAD) ElectrotecniaInformáticaQuímica

FORMACION PROFESIONAL -GRADO MEDIOMecanizado

GRADO SUPERIOR: Desarrollo de proyectos mecánicosProducción por mecanizadoSistemas de regulación y control automáticosSistemas de telecomunicación e informáticosQuímica ambiental

Programme 116 Programme 117MITARBEITERBETEILIGUNG SEMINARS (MAB SEMINARS)

MONDRAGON - LEA-ARTIBAI IKASTETXEA

• Regular students of Mondragon Region

Promotion of employee ownership

EDUCATION AND TRAININGS BY LEA-ARTIBAI IKASTETXEA


• Managers• Employees involved with employee's participation• All employees

Lea-Artibai Ikastetxea is a non-profit-making cooperative and technical school, which devotes to technical and university teaching, to vocational training, to occupational and permanent training for workers and to the development of new business activities.

The aim of the cooperative is to develop education, always bearing in mind the social and cultural features of the area, and to contribute to the personal development of men and women in service to society. The school will aim for technical-vocational training at all levels, taking into account the human competences and abilities and the work needs and job opportunities in Euskadi.

As a complement to the main objective and in order to reach a better technological development, students will have the opportunity to take part in and develop engineering projects in companies and institutions, thus having the opportunity to

BACHILLERATO Human and Social Science Technology Science

LEVEL II VOCATIONAL TRAINING COURSESInstallation and electrical and mechanical maintenance of machines and electric lines. Assembly and maintenance of air conditioning and heating systems. Mechanics. LEVEL III VOCATIONAL TRAINING COURSESProduction by Mechanisation Plastics and Rubber Automatic Control and Regulation Systems Telecommunications and Computing Systems Computer Applications Development Food Industry Business Administration and Finance POLYMER ENGINEERING DEGREE ( 4 years )- Mathematics- Physics- Chemistry- Technical Drawing-CAD- Polymers I- Mould theory- Computing- English/German- Materials Resistance and Elasticity- Manufacturing processes- Polymers II- Polymer Transformation Processes I- Mould design- Applied Statistics (1st semester)- Business Administration (2nd sem.) (English)- English/German II- Polymers III- Mould Manufacturing CAM- Polymer Transformation Processes II- Product Design. Plastics and Rubber (CAE)- Production management (1st semester)- Quality management (2nd semester)- ProjectA final project is developed by each student during the last

• Mitarbeiterbeteiligung braucht das Land• Das Mitarbeiterguthabensmodell der Firma X• Chancen für Innovation und Wachstum für den Mittelstand durch Mitarbeiterbeteiligung (by a local political representative)• Aus Personalkosten Eigenkapital machen - Mitarbeiter werden Mitunternehmer• Umsetzungsstrategien einer Mitarbeiterbeteiligung• Administrative Verwaltung von Mitarbeiterbeteiligungsmodellen - Probleme und Lösungen

Programme 118 Programme 119PARCOURS DE PROFESSIONNALISATION COOPERATIVEHÖCHSTLEISTUNGEN ERREICHEN MIT ENGAGIERTEN

MITARBEITERN


CONFEDERATION GENERALE DES SOCIETES COOPERATIVES OUVRIERES DE PRODUCTION (CGSCOP)

• Managing Directors• High managers of medium-size enterprises from Financial departments• High managers of medium-sized enterprises from Staff departments• Board Betriebsräte.

• Managers of workers' co-operatives• Employees of workers' co-operatives• Committees members of workers co-operatives• Employees of workers' co-operativesLe Parcours de professionnalisation coopérative s'adresse à tous les coopérateurs des SCOP, qu'ils soient dirigeants, élus, associés et autres salariés

Ziel der Seminarreihe ist die Vermittlung von Einstellungen, Kompetenzen und nötiger Werkzeuge für die Einführung und den Ausbau einer ganzheitlichen, d.h. materiellen und immateriellen, Mitarbeiterbeteiligung in einem mittelständischen Unternehmen.Die Teilnehmer erleben, dass eine ganzheitliche Mitarbeiterbeteiligung nicht nur etwas für Grossunternehmen ist, und sind nach Absolvierung der Seminarreihe in der Lage, Mitarbeiterbeteiligungsprozesse in ihrem Unternehmen zu initiieren.Das Seminar ist in besonderer Weise auch als Training für eine potenzielle Nachfolger aus den eigenen Reihen geeignet.

Garantir une cohérence dans le temps des formations proposées par le Mouvement ; accompagner le coopérateur au-delà de sa période de formation dans sa capacité à prendre plus de responsabilités gestionnaires et coopératives ; répondre aux attentes concrètes des Scop, notamment en matière de compréhension de l'activité de l'entreprise et du travail en équipe.

• Partnerschaft gewinnt• Stakeholder-Value durch Partnerschaft• Zielintegration von Unternehmen und Mitarbeitern• Das Teilnehmer-Beteiligungs-Projekt• Dialog erleben• Kapitalbeteiligung• Efolgsbeteiligung• Bündnis für Arbeit• Persönliches Wachstum• Mitverantwortung• Kundenorientierung / Innovation• Teamentwicklung - die Kriterien erfolgreicher Besprechungen erarbeiten• Kommunikation und Geld• Mitverantwortung und Mit-Geniessen• Investition in die Zukunft• Mitarbeiter als Mitunternehmer• Mit Partnerschaft Krisen bewältigen• Bonität und Nachfolge• Einführungsstrategien ganzheitlicher Mitarbeiterbeteiligung• Prüfung und Zertifikat

Session 1 Découverte du rôle de salarié co-entrepreneur Module 1 (2 jours) • Le statut Scop et ses pratiques • La stratégie de la Scop face aux modifications du contexte concurrentiel Module 2 (2 jours) • Le fonctionnement économique de la Scop • Mieux communiquer pour mieux coopérer BPC 1 (1 jour) • Bilan Professionnel Coopératif N°1Session 2 La maîtrise de la co-responsabilité dans la Scop • Module 3 (2 jours) Gérer la Scop • Module 4 (2 jours) Gérer la Scop, Marketing stratégique • Module 5 (2 jours) Communication et travail de groupe • BPC 2 (1 jour) Bilan Professionnel Coopératif N°2 Session 3 L'implication dans le co-pilotage de la Scop • Module 6 (2 jours) Animer et développer la motivation pour mobiliser • Module 7 (2 jours) Gérer des projets de développement • Module 8 (2 jours) Module de synthèse • BPC 3 (1 jour) Bilan Professionnel Coopératif N°3 Modules optionnels (2 jours par module)• MO 1 Gérer et financer la Scop • MO 2 Animer une réunion de travail efficace • MO 3 Prendre la parole en public • MO 4 S'exprimer efficacement par écrit • MO 5 Développer ses capacités pédagogiques pour assurer le transfert des compétences • MO 6 Gérer les ressources humaines de sa Scop • MO 7 Développer une approche marketing • MO 8 Droit du travail• MO 9 Assurer le mandat et le rôle d'administrateur


EPS PARTENAIRES EPS PARTENAIRES

CONSTRUIRE OU RENOUVELER VOTRE ACCORD D'INTERESSEMENT

EPARGNE SALARIALE – EPARGNE TEMPS – EPARGNE RETRAITE

• Directors and senior managers• Managers• Financial managers• Human Resources managers• Compensation & benefits managers• Managers in Social Affairs• Managers of law departments• Managers of training departments• Members of Enterprises Committees • Trade unionistsMembres des Comités de Direction, Responsables Opérationnels, Responsables Financiers, Responsables Ressources Humaines, Epargne salariale, Rémunérations & Avantages.

• Members of Supervision Boards• Directors representing employee owners• Executive Directors, members of Executive Committees• Managers in charge of Human Resources, Employee Financial Participation, Compensation & Benefits• Managers in charge of Social Affairs, Law Departments, Training Departments• Members of Work Councils• Trade unionists and representatives

Cette Formation – Action a pour objectif de fournir aux participants les connaissances et la méthodologienécessaires à la conception (ou à la révision) de l’accord d’intéressement de leur entreprise. A l’issue d’une première demi journée de formation théorique, le participant commence la réflexion pratique et opérationnelle sur l’accord d’intéressement de sa société. Cette première période en entreprise doit permettre la détection des critères de la formule et des principes généraux de l’accord. La seconde demi journée de formation est principalement destinée à l’examen des critères pressentis et à la préparation de la négociation. A l’issue, un projet d’accord est rédigé. Les modalités de négociation et de communication sont évaluées. La dernière journée de formation est organisée en jeux de rôle, ou chaque participant (le négociateur) doit présenter l’accord d’intéressement aux partenaires sociaux. Présentations et objections sont discutées. A l’issue le projet d’accord définitif

Ce stage peut s’inscrire dans le cadre des articles L.444-1 et R.444-1-6 du Code du Travail.A l’issue de ces deux journées les participants auront :- Une connaissance de l’ensemble des mécanismes de l’épargne salariale, de leur mise en oeuvre (PES, intéressement, participation, CET) ainsi que des nouveaux mécanismes d’épargne retraite (loi Fillon)- Un panorama des acteurs du marché de l’épargne d’entreprise et de ses tendances actuelles- Une approche générale du fonctionnement des marchés financiers (actions, obligations, indices,…), du couple rendement risque, de l’investissement socialement responsable…- Une capacité à mieux juger les performances d’un gérant financier et à mieux comprendre son discours en posant les bonnes questions- Pour les membres de Conseil de Surveillance et leurs interlocuteurs, un dialogue facilité

1ère Demi – Journée : FormationLes grands principes de l’intéressement : formule, critères et méthodologies de détection, mesures, pondérations, plafonds, répartition, exemples, effets pervers.• Obligations et contraintes réglementaires : collectif et aléatoire, non substitution au salaire, dépôt.• Rappels des périphériques de l’Intéressement (optimisation) : Participation, PES, CET.• Négociation : modes, contenu et forme de l’accord, renouvellement, délais.• Impacts comptables et financiers, dont régime fiscal et social, simulations budgétaires.• Mise en œuvre : mesure et suivi de l’accord, information et communication, externalisation.• Présentation de la méthodologie et planning de réalisation : Echanges avec les participants.1ere Période en entreprise : ActionDe retour en entreprise, le participant, ses collaborateurs et son entourage (autres services) réfléchissent à ce que pourraient être les critères et la formule d’intéressement, les éventuels plafonds, les seuils de déclenchement, le modes de répartition. Cette démarche peut être réalisée avec ou sans l’assistance d’EPS Partenaires (Hot Line, Formations Intra, Conseil).2ème Demi – Journée : Formation• Présentation, par chaque participant, d’une liste de critères pressentis (mesure et modes de calcul). • Examen par les formateurs : recevabilité des critères (réglementation et pratique).• Echange entre les participants et première rédaction de la formule d’Intéressement.• Préparation de la mise en œuvre: Modes de négociations envisageables.• Validation des critères et outils de mesure, modalités de répartition.• Fourniture d’un accord type.• Plan de Communication.2ème Période en entreprise : ActionLe participant finalise la sélection des critères, la rédaction de la formule, des règles de répartition et de leurs variantes (marges de négociation), les valide avec les responsables opérationnels et en définit les éléments de mesure, leur source et leur suivi.Annonce ou démarrage des négociations et communication selon les modes retenus.Rédaction du projet d’accord.

1er JourHistorique et bilan• De 1959 à aujourd’hui• Les lois du 19 février 2001 et du 21 août 2003• Le marché, ses acteurs, éléments statistiques, évolutions probablesLes mécanismes de l'épargne d’entreprise• Participation, intéressement : formules, critères, fonctionnement, cas pratiques• Plans d’épargne salariale (PEE, PEI, PERCO…), cas pratiques : versement, abondement,arbitrage, sortie, déblocage• Compte épargne temps (CET)• Retraite d’entrepriseLa gestion financière : marchés, indices, appréciation des performances, l’ISR• Approche macro-économique : le financement de l’économie, les taux d’intérêts, lesmarchés de capitaux• Les principaux marchés financiers: actions/obligations/monétaires• Performances, indices de marché, rendement, risque, construction de portefeuille• L’investissement socialement responsable : histoire, définitions, processus de sélection2ème JourLes FCPE• Qu'est-ce qu'un FCPE, les différentes catégories, les frais de gestion• La réglementation• Rôle des intervenants : société de gestion, teneur de compte, teneur de registre,dépositaire, conservateur...• Cas pratique : notice d’un FCPELe rôle des Conseils de Surveillance• Contexte réglementaire.• Responsabilité, obligations et pouvoirs des Conseils de Surveillance• Les relations avec la (ou les) société(s) de gestion, le contrôle des gérants• Comment retransmettre l’information aux autres collaborateursL’épargne retraite depuis la loi Fillon (loi du 21 août 2003)• Cotisations définies, prestations définies, systèmes intermédiaires• Contexte et objectifs de la loi

Programme 122 Programme 123METTRE EN ŒUVRE UN PERCO EPARGNE SALARIALE ET ACTIONNARIAT SALARIE

EPS PARTENAIRES INSTITUT DU MANAGEMENT ECOLE SUPERIEURE DE GESTION (IMESG)

• Executive Directors, members of Executive Committees• Managers in charge of Human Resources, Employee Financial Participation, Compensation & Benefits• Managers in charge of Social Affairs, Law Departments, Training Departments• Members of ESOP Committees (Membres des Conseils de Surveillance des FCPE)• Members of Work Councils• Trade unionists and representatives• Directors representing employee owners

• Directors and senior managers• Members of Supervision Boards• Members of Work Councils• Employees Membres du Conseil d'administration, du Conseil de surveillance ou du Comité d'entreprisePersonnes souhaitant souscrire à un plan d'épargne salariale

Ce stage peut s’inscrire dans le cadre des articles L.444-1 et R.444-1-6 du Code du Travail.A l’issue de ces deux journées les participants auront :- Une connaissance de l’ensemble des mécanismes de l’épargne d’entreprise et du PERCO en particulier.- Un panorama des acteurs du marché de l’épargne d’entreprise et de ses tendances actuelles.- Une approche générale de la gestion financière appliquée à l’épargne retraite et de l’offre disponible.- Une connaissance des modalités de mise en œuvre du PERCO, de ses spécificités et ses acteurs.- Un dialogue facilité pour les membres de Conseil de Surveillance, représentants des organisations syndicales et leurs interlocuteurs dans l’entreprise.- Une approche technique de la gestion des rentes.

1. Comprendre les mécanismes de l'épargne salariale issus de l'entreprise et du salarié.2. Apprécier les différentes formes de placement et choisir en connaissance de cause.3. Connaître les principes généraux du droit des sociétés et cerner les risques juridiques liés au fonctionnement de l’entreprise.4. Connaître les principales composantes d’un bilan afin d’étudier les structures du patrimoine financier de l’entreprise et sa dynamique d’expansion.5. Maîtriser les principes de base d’un compte de résultat afin de porter un jugement critique sur la rentabilité de l’entreprise.6. Comprendre les règles applicables en matière de Consolidation des groupes de sociétés ainsi que les règles techniques de modification de capital.7. Etre capable de bâtir sa propre stratégie boursière8. Connaître les véhicules boursiers et leurs modes de fonctionnement

MatinéePERCO : entre épargne salariale et épargne retraite• Le Plan d’Epargne Retraite Collectif : présentation• Epargne d’entreprise : rappel des mécanismes, positionnement du PERCO• Traitement social et fiscal, point de vue du salarié et de l’entreprisePolitique de rémunération : un PERCO pourquoi ?• Etat des lieux dans l’entreprise• PERCO : avantages / inconvénient face aux autres solutions de rémunérations différées• « Boîte à outil » Epargne retraiteQuel PERCO envisager ?• PERCO, PERCO Groupe, PERCO I• Rente et Capital ?• Modalités de négociation : avantages et limitesAprès- MidiQuelle offre de fonds• Gestion financière : principes de base• Particularités techniques du PERCO• Les fonds ? Quels types ? Combien de fonds ?• Pièges à éviter• Analyse des besoins des collaborateursLe rôle des Conseils de Surveillance• Contexte réglementaire.• Responsabilité, obligations et pouvoirs des Conseils de Surveillance• Les relations avec la (ou les) société(s) de gestion, le contrôle des gérants• Comment retransmettre l’information aux autres collaborateursGestion de la rente• Contexte Technique et réglementaire• Les différentes formes de rente• Pièges à éviter• Quels choix pour quels besoins ?Le choix final• Panorama du marché – Produits – Acteurs• Faut il séparer gestion administrative – gestion financière – gestion de la rente• L’appel d’offre• La mise en œuvre : conventions, règlements, organisation

MODULE 1: EPARGNE SALARIALE ET ACTIONNARIAT SALARIE• Comprendre les mécanismes de l’épargne salariale issus de l’entreprise et du salarié.• Apprécier les différentes formes de placement et choisir en connaissance de cause.A. L’EPARGNE SALARIALE 1. Définition2. Les différentes sortes de versements• La Participation :Principe et vocations- Les entreprises concernées- Quels outils et comment les utiliser ?- Répartition entre tous les salariés- Les avantages fiscaux pour les entreprise et les salariés- Versement des fonds et disponibilité• L’intéressement :- Les principes de base- Versements et disponibilité- Les modalités fiscales- Les versements volontaires- Les transferts- L’abondement des entreprises3. Les différents types de Plans d’Epargne Salariale - Le PEE et le PEG- Le PEI Plans d’Epargne Inter-Entreprises- Le PPESV Plan Partenarial d’Epargne Salariale Volontaire- Le PPESVI Plan Partenarial d’Epargne Salariale Volontaire Interentreprises- Etude des dispositions communes- Etude et comparaison des spécificités de ces plans4 - Le FCPE : Fonds Commun de Placement en Entreprise - Définition- Fonctionnement- Rôle du Conseil de Surveillance- Les différents types de FCPEB. L’ACTIONNARIAT SALARIE• Définition et principes de l’actionnariat salarié• Les FCPE d’actionnariat salarié• Les SICAV d’actionnariat salarié• Les opérations de privatisation• Les opérations avec effet de levier• Les stocks options• La fiscalité de l’actionnaire salarié.MODULE 2: DROIT DE L’ENTREPRISE Connaître les principes généraux du droit des sociétés et


• Employees (C1 - Salariés) • Employee owners (C2 - Actionnaires salariés)

SPECIFICATION DE BESOINS FORMATION ACTIONNARIAT SALARIE / EPARGNE SALARIALE - C1 SALARIES

SPECIFICATION DE BESOINS FORMATION ACTIONNARIAT SALARIE / EPARGNE SALARIALE - C2 ACTIONNAIRES SALARIES

FEDERATION FRANCAISE DES ASSOCIATIONS D'ACTIONNAIRES SALARIES (FAS)


Les principaux objectifs de cette formation sont de vulgariser les mécanismes économiques, les marchés financiers ainsi que les nouvelles lois sur l'Epargne Salariale, de façon à donner à l'actionnaire salarié, actuel et à venir, l'autonomie et l'initiative dans ses choix d'épargne afin d'assurer le lien nécessaire entre la vie professionnelle et l'économie patrimoniale.


1- Modules finance d’entreprisesF01 : connaître les mécanismes de fonctionnement de l’entreprise.2 - Modules BourseF05 : connaître les mécanismes de fonctionnement de la Bourse.F06 : connaître les véhicules boursiers et leurs modes de fonctionnement.F26 : être capable de bâtir sa propre stratégie boursière et financière familiale.F27 : savoir définir ses besoins d’épargne pour donner la cohérence entre le cursus professionnel et l’économie familiale.3 - Modules droits des actionnairesF07 : connaître les droits et les devoirs de l’actionnaire.F30 : connaître les bases de la réglementation COB concernant les obligations d’information des sociétés cotées.4 - Modules actionnariat salariéF08 : être capable de faire la différence entre «épargne salariale» et «actionnariat salarié».F12 : connaître les lois françaises définissant l’épargne salariale et l’actionnariat salarié.F13 : connaître les aspects fiscaux liés à l’épargne salariale et à l’actionnariat salarié.F11 : connaître les enjeux de l’actionnariat salarié.F23 : comprendre le rôle d’une association d’actionnaires salariés.F24 : savoir différencier le rôle des syndicats et des associations d’actionnaires salariés.5 - Modules épargne salarialeF10 : connaître les différentes formules d’épargne salariale.F14 : accéder aux formules d’épargne de son entreprise.F15 : connaître les points clés des différentes formules de son entreprise.F20 : être capable de porter un jugement de valeur sur une formule d’épargne salariale.

1- Modules finance d’entreprisesF01 : connaître les mécanismes de fonctionnement de l’entreprise.2 - Modules BourseF05 : connaître les mécanismes de fonctionnement de la Bourse.F06 : connaître les véhicules boursiers et leurs modes de fonctionnement.F26 : être capable de bâtir sa propre stratégie boursière et financière familiale.F27 : savoir définir ses besoins d’épargne pour donner la cohérence entre le cursus professionnel et l’économie familiale.3 - Modules droits des actionnairesF07 : connaître les droits et les devoirs de l’actionnaire.F04 : comprendre le fonctionnement d’une assemblée générale d’entreprise.F29 : connaître les principes du gouvernement d’entreprise.F30 : connaître les bases de la réglementation COB concernant les obligations d’information des sociétés cotées.4 - Modules actionnariat salariéF08 : être capable de faire la différence entre «épargne salariale» et «actionnariat salarié».F12 : connaître les lois françaises définissant l’épargne salariale et l’actionnariat salarié.F13 : connaître les aspects fiscaux liés à l’épargne salariale et à l’actionnariat salarié.F11 : connaître les enjeux de l’actionnariat salarié.F17 : connaître les modalités de représentation des actionnaires salariés.F19 : comprendre le rôle et les missions d’un Conseil de Surveillance d’un FCPE.F23 : comprendre le rôle d’une association d’actionnaires salariés.F24 : savoir différencier le rôle des syndicats et des associations d’actionnaires salariés.5 - Modules épargne salarialeF10 : connaître les différentes formules d’épargne salariale.F09 : connaître les différents intervenants et leurs prérogatives.F14 : accéder aux formules d’épargne de son entreprise.F15 : connaître les points clés des différentes formules de son entreprise.F20 : être capable de porter un jugement de valeur sur une formule d’épargne salariale.F16 : être capable de comprendre les relevés périodiques des

Programme 126 Programme 127SPECIFICATION DE BESOINS FORMATION ACTIONNARIAT SALARIE / EPARGNE SALARIALE - C3 ASSOCIATIONS D'ACTIONNAIRES SALARIES

SPECIFICATION DE BESOINS FORMATION ACTIONNARIAT SALARIE / EPARGNE SALARIALE - C4 ADMINISTRATEURS DE FCPE ET D'ASSOCIATIONS



• Employee-owners' associations (C3 - Associations d'actionnaires salariés)

• Members of ESOP Committees • Directors of employee-owners' associations(C4 - Membres actionnaires salariés des Conseils de Surveillance des FCPE; administrateurs des associations d'actionnaires salariés.)



1- Modules finance d’entreprisesF01 : connaître les mécanismes de fonctionnement de l’entreprise.2 - Modules BourseF05 : connaître les mécanismes de fonctionnement de la Bourse.F06 : connaître les véhicules boursiers et leurs modes de fonctionnement.F26 : être capable de bâtir sa propre stratégie boursière et financière familiale.F27 : savoir définir ses besoins d’épargne pour donner la cohérence entre le cursus professionnel et l’économie familiale.3 - Modules droits des actionnairesF07 : connaître les droits et les devoirs de l’actionnaire.F04 : comprendre le fonctionnement d’une assemblée générale d’entreprise.F29 : connaître les principes du gouvernement d’entreprise.F30 : connaître les bases de la réglementation COB concernant les obligations d’information des sociétés cotées.4 - Modules actionnariat salariéF08 : être capable de faire la différence entre «épargne salariale» et «actionnariat salarié».F12 : connaître les lois françaises définissant l’épargne salariale et l’actionnariat salarié.F13 : connaître les aspects fiscaux liés à l’épargne salariale et à l’actionnariat salarié.F11 : connaître les enjeux de l’actionnariat salarié.F17 : connaître les modalités de représentation des actionnaires salariés.F18 : comprendre le fonctionnement d’un Conseil de Surveillance d’un FCPE.F19 : comprendre le rôle et les missions d’un Conseil de Surveillance d’un FCPE.F23 : comprendre le rôle d’une association d’actionnaires salariés.F24 : savoir différencier le rôle des syndicats et des associations d’actionnaires salariés.F25: acquérir des connaissances sur l’actionnariat salarié au niveau européen.5 - Modules épargne salarialeF10 : connaître les différentes formules d’épargne salariale.F09 : connaître les différents intervenants et leurs prérogatives.F14 : accéder aux formules d’épargne de son entreprise.F15 : connaître les points clés des différentes formules de son

1- Modules finance d’entreprisesF01 : connaître les mécanismes de fonctionnement de l’entreprise.F02 : être capable de lire le bilan d’une entreprise.F03 : être capable de lire un compte de résultat.2 - Modules BourseF05 : connaître les mécanismes de fonctionnement de la Bourse.F06 : connaître les véhicules boursiers et leurs modes de fonctionnement.F26 : être capable de bâtir sa propre stratégie boursière et financière familiale.F27 : savoir définir ses besoins d’épargne pour donner la cohérence entre le cursus professionnel et l’économie familiale.3 - Modules droits des actionnairesF07 : connaître les droits et les devoirs de l’actionnaire.F04 : comprendre le fonctionnement d’une assemblée générale d’entreprise.F29 : connaître les principes du gouvernement d’entreprise.F30 : connaître les bases de la réglementation COB concernant les obligations d’information des sociétés cotées.4 - Modules actionnariat salariéF08 : être capable de faire la différence entre « épargne salariale » et « actionnariat salarié ».F12 : connaître les lois françaises définissant l’épargne salariale et l’actionnariat salarié.F13 : connaître les aspects fiscaux liés à l’épargne salariale et à l’actionnariat salarié.F11 : connaître les enjeux de l’actionnariat salarié.F17 : connaître les modalités de représentation des actionnaires salariés.F18 : comprendre le fonctionnement d’un Conseil de Surveillance d’un FCPE.F19 : comprendre le rôle et les missions d’un Conseil de Surveillance d’un FCPE.F23 : comprendre le rôle d’une association d’actionnaires salariés.F24 : savoir différencier le rôle des syndicats et des associations d’actionnaires salariés.F25: acquérir des connaissances sur l’actionnariat salarié au niveau européen.5 - Modules épargne salarialeF10 : connaître les différentes formules d’épargne salariale.F09 : connaître les différents intervenants et leurs prérogatives.

Programme 128 Programme 129SPECIFICATION DE BESOINS FORMATION ACTIONNARIAT SALARIE / EPARGNE SALARIALE - C5 ADMINISTRATEURS DE SOCIETES

LES ENJEUX DE L'ACTIONNARIAT SALARIE POUR LA STRATEGIE DES RESSOURCES HUMAINES


INSTITUT FRANÇAIS DE GOUVERNEMENT DES ENTREPRISES/ EM-LYON

• Employee-owners being members of their company's Board of Directors• Presidents of employee-owners' associations(C5 - Actionnaires salariés occupant une fonction d'administrateur ou de membre d'un Conseil de Surveillance d'une société; présidents des associations d'actionnaires salariés.)

• Direction des ressources humaines• Administrateurs salariés


Il s'agit d'expliquer quelles ont été les évolutions de l'actionnariat salarié et du gouvernement des entreprises depuis une trentaine d'années. Rôle des marchés financiers, structure du capital des grandes entreprises. Une perspective historique est indispensable pour comprendre les enjeux actuels. On soulignera les responsabilités des actionnaires, les mécanismes des institutions d'entreprises et leurs évolutions prévisibles ainsi que le rôle des administrateurs.

1- Modules finance d’entreprisesF01 : connaître les mécanismes de fonctionnement de l’entreprise.F02 : être capable de lire le bilan d’une entreprise.F03 : être capable de lire un compte de résultat.2 - Modules BourseF05 : connaître les mécanismes de fonctionnement de la Bourse.F06 : connaître les véhicules boursiers et leurs modes de fonctionnement.F26 : être capable de bâtir sa propre stratégie boursière et financière familiale.F27 : savoir définir ses besoins d’épargne pour donner la cohérence entre le cursus professionnel et l’économie familiale.3 - Modules droits des actionnairesF07 : connaître les droits et les devoirs de l’actionnaire.F04 : comprendre le fonctionnement d’une assemblée générale d’entreprise.F29 : connaître les principes du gouvernement d’entreprise.F28: acquérir des connaissances en droit international privé et fiscalité internationale. F30 : connaître les bases de la réglementation COB concernant les obligations d’information des sociétés cotées.4 - Modules actionnariat salariéF08 : être capable de faire la différence entre « épargne salariale » et « actionnariat salarié ».F12 : connaître les lois françaises définissant l’épargne salariale et l’actionnariat salarié.F13 : connaître les aspects fiscaux liés à l’épargne salariale et à l’actionnariat salarié.F11 : connaître les enjeux de l’actionnariat salarié.F17 : connaître les modalités de représentation des actionnaires salariés.F18 : comprendre le fonctionnement d’un Conseil de Surveillance d’un FCPE.F19 : comprendre le rôle et les missions d’un Conseil de Surveillance d’un FCPE.F23 : comprendre le rôle d’une association d’actionnaires salariés.F24 : savoir différencier le rôle des syndicats et des associations d’actionnaires salariés.F25: acquérir des connaissances sur l’actionnariat salarié au niveau européen.5 - Modules épargne salarialeF10 : connaître les différentes formules d’épargne salariale.

Jour 1Module 1 : l'actionnariat salarié et le gouvernement des entreprises aujourd'hui : enjeux et évolutions.• La place de l'actionnariat salarié actuellement. • L'entreprise comme institution et comme organisation. • Comprendre les origines de l'évolution de l'actionnariat salarié. • Les évolutions du capital humain et financier. • Les évolutions du gouvernement d'entreprise. • Quels fondements économiques, juridiques et historiques ? Débat général.Module 2 : l'incidence de l'actionnariat salarié sur les politiques de ressources humaines.• Etude de cas : la coopérative ALMA• Présentation du cas et des objectifs. Comprendre les enjeux et les problématiques de l'AS dans le cadre des politiques RH. Le cas permet de discuter quatre grands thèmes : • politique de rémunération (directe et indirecte); • promotion; • affectio societatis; • responsabilisation.Jour 2Le cas ALMA - discussionPrésentation des travaux des participants. Echanges. Débriefing du cas. Comment intégrer l'AS dans les politiques RH ? Les conséquences de l'AS dans la conception et l'architecture des systèmes RH. Module 3 : Les capacités d'influence des actionnaires salariés: impacts sur la stratégie et les politique de ressources humaines.• Influence sur la stratégie. • L'influence des institutions. • Influence sur les stratégies de croissance, sur l'investissement et la politique financière.

Programme 130 Programme 131CORPORATIAFORMATION DES ADMINISTRATEURS SALARIES

ET REPRESENTANTS DES ACTIONNAIRES SALARIES DU GROUPE RENAULT



• Administrateurs salariés du Groupe Renault• Administrateurs représentants les actionnaires salariés du Groupe Renault

• Acteurs du gouvernement des entreprises• Direction des ressources humaines• Administrateurs salariés• Administrateurs actionnaires salariés

Module 1 (3 jours) : Il s'agit d'expliquer quelles ont été les évolutions de l'actionnariat salarié et du gouvernement des entreprises depuis une trentaine d'années.Module 2 (2 jours) : Comprendre le fonctionnement financier de l'entreprise et savoir interpréter ses états de synthèse; intégrer la mesure des risques et l'objectif de création de valeur dans les décisions; lire et décrypter rapidement les éléments de synthèse financier; formuler les questions à poser.Module 3 (2 jours) : Donner les principaux outils d'analyse permettant de repérer la création de la valeur dans l'entreprise et les risques qu'implique le positionnement de l'entreprise dans son arène

Corporatia est un outil de formation en ligne destiné à la fois aux acteurs du gouvernement des entreprises et aux participants des différents programmes d’études proposés à l’EM LYON.Dans les deux cas, il permet de se sensibiliser aux multiples enjeux du gouvernement des entreprises, notamment la massification de l’actionnariat et l’activisme actionnarial.

Module 1 : le gouvernement des entreprises aujourd'hui : enjeux et évolutions• Les deux dimensions de l'entreprise: gouvernement et management. L'entreprise comme institution et comme organisation. • Comparaisons internationales. Connaître les principales institutions et pratiques internationales de gouvernement des entreprises (USA, UK, Allemagne, Japon, France)• Table ronde avec les experts internationaux invités• Discussion des cas• Les acteurs : qui sont les actionnaires aujourd'hui ?• Le rôle des administrateurs• Devenir administrateur : posture, comportement, objectif. Module 2 : Décrypter et analyser l'information financière• Mécanismes financiers• La formation de la Rentabilité des Capitaux Engagés (RCE)• Le coût des ressources et l'objectif de RCE• Les conditions de la création de valeurModule 3 : Evaluer la stratégie d'un grand groupe international. Stratégie et structure.• Introduction générale à la formation• Outils d'analyse de l'environnement stratégique• Travaux en deux groupes sur les deux cas Renault-Nissan vs Daimler-Chrysler• Restitution du cas par équipe• De la business strategy à la corporate strategy. Matrice de portefeuille.• Apprendre à construire et à décrypter une matrice de portefeuille• Mini cas d'application Renault

Corporatia est une ville imaginaire, la « ville de l’entreprise » qu’il faut gouverner. Le participant peut se déplacer dans différents quartiers et ainsi découvrir de multiples contenus mis à sa disposition. La ville est composée de 4 quartiers : • Quartier Historique • Quartier des Affaires• Quartier International• Quartier des activistesDans une « Grande Bibliothèque » se trouve une présentation succincte des auteurs majeurs, dont la pensée a influencé le gouvernement des entreprises.


RYSZARD STOCKI UNIVERSITA ROMA TRE + LEGACOOP

COMPETENCY STANDARDS FOR PARTICIPATIVE MANAGEMENT EDUCATION

MASTER UNIVERSITARIO IN ECONOMIA DELLE IMPRESE COOPERATIVE

• Employees• Managers• Directors

• Middle managers of co-operatives• Senior managers of co-operatives

Competency standards for participative management education

La formazione di quadri e di manager consapevoli della mission dell'impresa cooperativa. Peculiare finalizzazione del Master alla promozione della cultura dell'imprenditorialita cooperativa nel Centro e nel Sud del Paese.

Competency standards for participative management education

• Area economica: conoscenze di base utili alla valutazione del ruolo dell'imprenditorie cooperativa nel sistema economico nazionale.• Area aziendale: analisi delle diverse aree o funzioni aziendali finalizzata alla ottimale gestione dell'impresa cooperativa.• Area giuridica: acuisizione delle normative nazionali e comunitarie che regolamentano il funzionamento dell'impresa cooperativa.• Area storica e strumenti di promozione cooperativa: elementi di storia del movimento cooperativo, strumenti e tecniche di promozione d'impresa, analisi di casi aziendali.


UNIVERSITA DI BOLOGNA

MASTER UNIVERSITARIO IN ECONOMIA DELLA COOPERAZIONE

BUSINESS MANAGEMENT TRAINING FOR COOPERATIVES BY AGCI LOMBARDIA

ASSOCIAZIONE GENERALE COOPERATIVE ITALIANE (AGCI) LOMBARDIA

• Middle-managers of Italian co-operativesSpecificamente diretta a soddisfare il bisogno crescente di formazione e di valorizzazione delle attitudini individuali ad operare dei quadri medi delle imprese e delle organizzazioni cooperative. In una realtà in rapida evoluzione come quella italiana, disporre di funzionari qualificati e competenti, in grado di comprendere la specificità del fare cooperazione, e' un esigenza ormai sempre più avvertita, dalle imprese, dalle associazioni e dalle strutture di servizio del movimento cooperativo.

• Directors of Italian co-operatives• Managers of Italian co-operatives

Specificamente diretta a soddisfare il bisogno crescente di formazione e di valorizzazione delle attitudini individuali ad operare dei quadri medi delle imprese e delle organizzazioni cooperative. In una realtà in rapida evoluzione come quella italiana, disporre di funzionari qualificati e competenti, in grado di comprendere la specificità del fare cooperazione, e' un esigenza ormai sempre più avvertita, dalle imprese, dalle associazioni e dalle strutture di servizio del movimento cooperativo.

Give access to management skills for better change and new opportunities, give access to more recent skills for management and innovation

Area aziendale:• Accountability cooperativa (SSD SECS P 07) • Bilancio e comunicazione aziendale (SSD SECS P 07) • Sistemi di pianificazione e controllo (SSD SECS P 07) • Strategia e gestione (SSD SECS P 07) • Finanza cooperativa (SSD SECS P 09) Area economica• Economia dell'impresa cooperativa (SSD SECS P 01) • Economia civile e ruolo del movimento cooperativo ( SSD SECS P 01) • Storia ed economia dei settori cooperativi (SSD SECS P 12)Area giuridica• Diritto della cooperazione (SSD IUS 07) • Diritto dell'impresa cooperativa (SSD IUS 04) • Diritto societario e governance cooperativa (SSD IUS 04)Area sociologico-organizzativa• Sociologia dell'impresa cooperativa (SSD SPS 07) • Il sistema cooperativo (SSD SECS P 10)

• ENTERPRISE MANAGEMENT• Il nuovo diritto societario: riscrivere lo statuto (20 h)Fornire strumenti per potere prendere decisioni adeguate in merito alla struttura societaria e conoscenze approfondite e specifiche sulle modifiche da apportare al proprio atto costitutivo. Fornire chiare indicazioni pratiche, a ciascun corsista, per la riformulazione dello statuto.Contenuti:· La necessità di formulazione dell'atto costitutivo· La mutualità prevalente· Gli organismi sociali, il CDA, il collegio sindacale· La scelta del tipo di amministrazione e relative implicazioni· Gli obblighi di trasformazione dell'impresa• Il nuovo diritto societario: gli strumenti finanziari innovativi (16 h)Fornire strumenti adeguati per prepararsi all'applicazione dell'accordo Basilea 2 e mettere l'impresa in condizione di affrontare al meglio le nuove regole.Contenuti:· Cambiamenti nell'erogazione del credito· Trasparenza e affidabilità delle informazioni per potere accedere al credito· Rating interno e esterno· Costruzione di un sistema di valutazione interna della situazione patri-moniale· Modelli di gestione e controllo· Il business plan• Il bilancio sociale e la responsabilità sociale d'impresa (24 h)Mettere i frequentanti in condizione di redigere il bilancio sociale della propria cooperativa.Contenuti:· Cos'è il bilancio sociale e a cosa serve· Valori e principi cooperativi nel bilancio sociale· Processi decisionali e operativi nella responsabilità sociale dell'impresa cooperativa· Gli scopi sociali dell'impresa cooperativa· Come redigere il bilancio sociale• Strumenti per la gestione e lo sviluppo delle risorse umane (32 h)Fornire le competenze necessarie per affrontare il problema del turn over del personale operativo, individuando gli strumenti più efficaci per "fidelizzare il cliente interno".Contenuti:· La progettazione e la gestione di gruppi di lavoro· La gestione della variabile motivazione nei gruppi di lavoro· La leadership situazionale

Programme 136 Programme 137TRAINING BY CONFCOOPERATIVE COMO

CONFCOOPERATIVE COMO - CONSORZIO EUREKA

TRAINING FOR COOPERATIVES BY AGCI LOMBARDIA - PERSONAL DEVELOPMENT AND HUMAN RESOURCES

ASSOCIAZIONE GENERALE COOPERATIVE ITALIANE (AGCI) LOMBARDIA

• Employees of Italian co-operatives • Employee-owners of Italian co-operatives

• Managers of Italian co-operatives• Directors of Italian co-operatives• Employee-owners of Italian co-operatives• Employees of Italian co-operatives

Retraining of employee owners and for all employees of Italian co-operatives

Training for Managers, Directors, Employee owners, Employees of co-operatives

• SVILUPPO PERSONALE • La gestione del tempo (16 h)Fornire metodi per verificare punti forti e punti deboli nella gestione del proprio tempo e presentare approcci per migliorarne l'efficienza e l'efficacia. Sviluppare piani di miglioramento per massimizzare l'efficacia operativa.Contenuti:· Approcci alla gestione del tempo: proattività, attenzione e concentrazione, approcci produttivi/improduttivi· Tempo per l'efficacia: ruoli organizzativi e gestione del tempo, definizione degli obiettivi e delle priorità, tecniche di programmazione· Tempo per l'efficienza: ostacoli alla corretta gestione del tempo personali e organizzativi, organizzazione e autoorganizzazione• Il problem solving (16 h)Individuare metodi per migliorare l'efficacia personale nell'analisi e nella soluzione dei problemi. Facilitare la comunicazione nel problem solving di gruppoContenuti:· L'analisi dei problemi con il linguaggio del problem solving· La creatività nell'individuazione di soluzioni possibili· La presa di decisione attraverso l'efficace definizione di obiettivi e priorità.· Lo sviluppo di piani d'azione• La comunicazione efficace (16 h)Fornire elementi chiave per analizzare i meccanismi della comunicazione, acquisire maggiore consapevolezza dei propri stili comunicativi, trovare spunti di miglioramento, gestire situazioni comunicative complesse.Contenuti:· La comunicazione verbale, non verbale e paraverbale· Cosa vuole dire comunicare: assiomi della comunicazione e meta-comunicazione· Raggiungere l'obiettivo: la comunicazione efficace· Ostacoli alla comunicazione· Gli stili di influenza: comunicazione assertiva, aggressiva, passiva· L'ascolto· La comunicazione telefonica• Leadership e empowerment (16 h)Fornire ai responsabili delle cooperative un riferimento per un efficace azione di empowerment.Contenuti:· Il potere nelle organizzazioni· La leadership e le sue diverse tipologie

• Area: Gestione cooperativa• Introduzione alla cooperazione (24 h)Le società cooperative; definizioni e principi; la mutualità; la normativa; i soci; gli organi sociali; gli adempimenti obbligatori• Le nuove norme in materia di cooperazione (24 h)la riforma del diritto societario, novità fiscali, la nuova vigilanza sulle società cooperative, la normativa sul socio lavoratore• Il nuovo diritto societario in materia di cooperazione (24 h)Teoria: i principi della riforma, cooperative a mutualità prevalente e non, la nuova struttura societaria, i ristorniPratica: analisi degli statuti, verifica della prevalenza• Il socio lavoratore di società cooperativa (24 h)Teoria: il ruolo del socio lavoratore di cooperativa alla luce della normativa in materia del lavoro e della Legge 142/2001Pratica: il regolamento interno• Area: Qualità• La certificazione di qualità per le società cooperative (50 h)• Il mantenimento della Certificazione di qualità (32 h)• Il bilancio sociale (80 h)• La qualità del controllo nel comparto alimentare (24 h)• La sicurezza nelle società cooperative (24 h) • Area: Gestione tecnica• Aggiornamento operatori del settore (32 h)• Studi di fattibilità, piani di impresa e costruzione del budget (24 h)• Area: Informatica• Reti locali, comunicazione telematica e internet (24 h)• Informatica per tutti (24 h)• L’utilizzo di pacchetti applicativi per la gestione di cooperative (24 h)• Area: Cooperazione Sociale• L’applicazione della Legge 328/2000 (24 h)• Supporto alla rete per la gestione di politiche attive per il lavoro (32 h)• Sviluppo dell'interconnessione tra cooperative per gli inserimenti lavorativi (40 h)• Nuove frontiere nelle politiche attive per il lavoro (24 h)• Metodologie per l'inserimento lavorativo (24 h)• Aggiornamento operatori (32 h)• La progettazione dei servizi nella comunità locale (24 h)• Il lavoro educativo per la persona disabile (192 h)• Tecniche per la conduzione di gruppi e trattamento dei disturbi della personalità (80 h)• Compiti evolutivi nella cooperativa alla luce delle trasformazioni produttive e di contesto (24 h)• Conduzione di gruppi di utenti in trattamento (55 h)

Programme 138TRAINING BY CONFCOOPERATIVE VENETO

CONFCOOPERATIVE VENETO - IRECOOP VENETO

• Employees of Italian co-operatives• Members of Italian co-operatives• Managers of Italian co-operatives

Retraining for Employee, members and managers of co-operatives

• Amministrazione"Corso per amministrativi" 40 ore"Seminario di aggiornamento per amministrativi" 8 ore"Programmazione e controllo di gestione" 32 ore• Gestione Risorse Umane"La comunicazione in azienda" 8 ore"La Leadership" 8 ore"La gestione del conflitto organizzativo" 8 ore"La gestione delle riunioni" 8 ore"La gestione delle risorse umane" 32 ore• Informatica"Introduzione all'informatica" 20 ore"Introduzione all'informatica e Office Automation" 32 ore"Gestione dati con Access" 16 ore"Access avanzato" 12 ore"Presentazioni multimediali con PowerPoint" 12 ore"Il Project Manager con Microsoft Project" 16 ore• Internet"Internet di base" 12 ore"Internet avanzato" 12 ore"Internet avanzato: Commercio Elettronico" 16 ore"Internet Marketing" 16 ore"Elaborazione digitale immagini Web" 16 ore"Siti dinamici con tecnologia Asp e Php" 32 ore"Creazione siti Web con FrontPage" 24 ore• Marketing"Marketing e vendita" 16 ore"Comunicazione e qualità nei servizi agli associati" 28 ore• Qualità"Il Valore del sistema qualità" 16 ore"Il sistema qualità e la certificazione" 40 ore• Sicurezza"Igiene degli alimenti" 3 ore"Conducenti carrelo elevatore" 8 ore"Primo soccorso aziendale" 16 ore az. gruppo A - 12 ore az. gruppo B e C"Rappresentanti dei lavoratori" 32 ore"Responsabili servizio prevenzione e protezione" 16 ore"Formazione lavoratori" 8 ore"Addetti antincendio" 4 ore (rischio basso) - 8 ore (rischio medio) - 16 ore (rischio elevato)• Sociale"La qualità nell'impresa cooperativa" 40 ore"Responsabile di qualità" 60 ore"Controllo di gestione e pianificazione finanziaria" 32 ore"Rappresentante della sicurezza in cooperativa sociale" 32 ore

FEAS PROJET EOLE - EDUCATION ET FORMATION POUR L'ACTIONNARIAT SALARIE 05/05/2023

DATABASE EOLE - DATABASE DE PROGRAMMES DE FORMATION ET D'EDUCATION POUR L'ACTIONNARIAT SALARIECe tableau Excel est un projet de database, permettant à tout un chacun de collationner l'information sur les programmes existants de formation visant l'actionnariat salarié. Nous vous prions de compléter cette database en donnant une description détaillée pour chaque caractéristique des programmes. Ne craignez pas d'être long.

Merci déjà. Les informations sont à renvoyer à [email protected] sur les contenus Programme 1

Titre du programme

Coo

rdon

nées

de

l'org

anis

ateu

r Nom de l'organisation ICHEC-Entreprises

Pays Belgique

Personne de contact Dewinter Monique Directeur scientifique des programmes

Adresse Boulevard Brand Whitlock 2

Code postal 1150

Localité Brussels

Téléphone 0032 (0)2 739 3 741 (jour) or 0032 (0)2 739 3 740 soir

Fax +32 (0)2 739 3 849

E-mailSite internet

DuréeUnités: H, J, S, M, A Les unités sont: Heures, Jours, Semaines, Mois, Années 5 Jours

Nombres d'unités Par exemple: durée = 5 heures, Unités = H, Nombre = 5 2 modules de 2 j 1/2

Types de Programme Séminaires inter-entreprises

Prix

Publics visés

Lieu de la formation Décrire: adresse du lieu, ou internet ou autres… ICHEC Entreprises, Boulevard Brand Whitlock 2, 1150 Bruxelles

Langue(s) Français

Noms des fomateurs

Pré-requis Pré-requis: diplômes, connaissances, expérience ou autres non

Objectifs éducatifs Description

Méthodes Description

Principaux modules Modules: Titres et description

Syllabus Livres, brochures, sources internet, documents, etc

Méthodes de communication Traditionnelle, e-learning, conférences video, mix, etc Documentation

Liens avec d'autres programmes s'il y en a Traditionnelle, séminaire

Certification Décrire: académique, certificats, ou non

Autres caractéristiques pas spécifié

Commentaires généraux N'hésitez pas à ajouter vos propres commentaires

L'organisateur peut être une école, une organisation de formation, ou une autre organisation, une entreprise, etc

[email protected]://www.ichec-entreprises.be/fr/actionnariat_salarie_150.php

Par exemple: universitaire, post-universitaire, formation, ateliers, séminaires, etc

800 € tout compris (repas, documentation,...)

Etudiants, employés, managers, etc. Donnez une description détaillée si possible.

Dirigeants et gestionnaires de PMECadres et décisionnaires des grandes entreprises ( CEO, DRH, directeurs financiers…)Conseillers ( réviseurs d'entreprises, experts comptables, sécretariats sociaux…)syndicats et personnes en charges des relations collectives)

Nom(s) et si possible adresses e-mail des enseignant(s), expert(s), formateur(s)

COLMANT Bruno, Docteur en économie appliquée et Ingénieur commercial (ULB), Membre du Comité de Direction et Administrateur délégué de ING Bruxelles.DAVAIN Jean-Louis, Licencié en droit (ULB), Spécialisé dans le conseil fiscal en ressources humaines, Professeur, Assistant et Conférencier.de KEULENEER Eric, Ingénieur commercial (Solvay), Administrateur délégué de CREDIBE S.A.de LEU de CECIL Jean, Secrétaire du Conseil d'Administration de Colruyt SA.de LIMBOURG Nicolas, Licencié en sciences économiques, Diplômé en fiscalité et Associé chez PriceWaterhouseCoopers.MATHIEU Marc, Licencié en sciences économiques (ULB), Secrétaire général de la Fédération Européenne de l'Actionnariat Salarié (FEAS), Administrateur délégué de l'Associatif Financier (agence conseil en économie sociale), Administrateur-Directeur de la plate-forme actionnariat-salarie.be.DUNKEL Bruno, Licencié en sciences économiques (ULB), Investment Manager auprès de la SOFICATRA, société d'investissement oeuvrant pour l'économie sociale et participative en Europe.GOLDFAY Mina, Licenciée en sciences politiques, relations internationales et droit (ULB), Conférencière en matière de plans de participations financières et des droits des travailleurs en cas de restructuration.PLATTEBORSE Françoise, Licenciée en droit (ULB), Spécialisée en droit fiscal et économique, Head of "Employee Financial Instruments" (ING Group).

1) Sensibiliser les participants au concept de l'actionnariat salarié2) Parcourir les formules existantes dans les différents pays3) Mettre en exergue les lois et les aspects fiscaux belges4) Aborder le "corporate governance" comme garant de la transparence des informations5) Mettre en place un plan d'actionnariat salarié6) Améliorer la performance de son entreprise grâce à l'actionnariat salarié7) Mettre en évidence le rôle des syndicats et l'importance des relations collectives8) Utiliser l'actionnariat salarié pour la restructuration et la succession des entreprises

Module 1 : DYNAMISER L'ENTREPRISE PAR L'ACTIONNARIAT SALARIÉ: Programme> La position de l'Europe face à l'actionnariat salariéRecommandations de la Commission EuropéenneRetard de la Belgique en la matière> La découverte des enjeux de l'actionnariat salariéEnjeux de l'actionnariat salariéOrigine d'une meilleure performance pour l'entrepriseImplications des travailleurs dans la gestion et le contrôle de l'entrepriseCréation de valeur, pour qui ?Attentes des actionnaires :Pourquoi cette exigence de la valeur ?Comment la mesurer ?> L'actionnariat salarié en Europe et dans le mondeModèles nationaux : Royaume-Uni, France, Irlande, Allemagne, Etats-UnisModèle espagnol des "Sociedades Laborales"> Les différents mécanismes existantsDifférence entre : épargne salariale, actionnariat salarié, épargne retraite,...Actionnariat salarié – Stock optionsParticipation financière aux bénéfices ou au capital> Les lois belgesRégimes de participation des travailleurs au capital et aux bénéfices des sociétés : loi du 22 mai 2001Nouveaux développements légaux et fiscauxExemple de Colruyt : facteurs clés de succès> Les aspects sociaux et fiscauxContexte social - Obligations de l'employeurAvantages fiscaux> Les stock optionsFonctionnement - Mécanisme de distributionRégime fiscal et traitement social> Le Corporate GovernanceTransparence et protection des actionnairesModule 2 : IMPLANTER L'ACTIONNARIAT SALARIÉ DANS SON ENTREPRISEProgramme> Les attentes du salarié, de l'épargnant et de l'actionnaireProfil et diagnostic de l'investisseur - Profil de risqueDoit-on avoir un capital minimum ?L'information est-elle suffisante pour le salarié ?Quelle est la sécurité pour le travailleur ?Associations d'actionnaires salariés> Implanter l'actionnariat salarié dans son entrepriseComment répondre aux besoins d'une entreprise ?Mise en pratiqueConséquences pour l'entrepriseGestion des ressources humainesGestion administrative et logistiqueRémunération de l'entreprise> La participation à la gestionContrôle marginal lié au statut de travailleurContrôle marginal lié à la participation financièreParticipation directe à la gestion> Les relations collectives et le rôle des syndicatsEsquisse du cadre légalReprésentation des travailleurs par les syndicatsNégociation des conventions collectivesDélégation syndicale - Conseil d'entreprisePrévention en matière de santé et sécuritéConflits collectifs et modes de résolution> Les restructurations d'entreprisesRestructuration d'une entreprise en criseModes de financement : Management buy out, Employee buy out et Leveraged management buy outSuccession des PME : mode de financementÉtude de cas : reprise d'une entreprise dans la région de Liège par la

Gestion d'Entreprises, Management Humain, Gestion Finacière ( en cours de jour)Management, gestion des ressources Humaines, Finances ( en cours de soir)

Eventuellement: quelles sont les autres caractéristiques de ce programme?

ICHEC-Entreprises et la platforme actionnariat-salarié.be s'associent pour offrir cette formation approfondie en gestion de l'actionnariat salarié et de la participation financière

mailto:[email protected]

http://www.ichec-entreprises.be/fr/actionnariat_salarie_150.php

EOLE DATABASE - EMPLOYEE OWNERSHIP LEARNING & EDUCATION PROGRAMMES DATABASEThis Excel file is a draft database, allowing everyone to collect information about existing employee ownership learning & education programmes. We ask you to fill this database with detailed descriptions for all items. Don't hesitate to be long. Thank you very much in advance.PLEASE TRANSLATE THIS PAGE AND FULFILL IN YOUR OWN LANGUAGE ! Please send your file back to [email protected]

Description of contents Programme 1Programme Title

Org

anis

ator

's c

o-or

dina

tes Organisation Name It can be a school, an education organisation or other organisations

CountryContact personAddressZip codeCityPhoneFaxE-mailWebsite

Duration: Units: H, D, W, M, or Y Units are : Hours, Days, Weeks, Months, or Years

Numbers of Units For instance, duration = 5 hours; Units = H, Number = 5

Programme Type For instance: University, Post-Univ, Training course, Workshop, etc

Price / costTarget Publics

Place of delivery Describe: Address of delivery place or internet based or others

Language(s)Teacher(s) Name(s) Name(s) and if possible e-mail of teacher(s), expert(s), trainer(s)

Pre-requisites Pre-requisites: Knowledges, experience or others

Educational objectives Description

Methodology Describe

Main modules Modules: Titles and description

Syllabus Paper brochures, internet sources, documents, etc

Delivery methods Traditional, e-learning, video conference, mix, etc

Links with other programmes if any

Certificates Describe: Academic, certificates, or not

Other characters Which are other characteristics of this programme, if any?

General comments Feel free to add your own comments

Students, Employees, Managers, etc. Give a detailed description if possible.