Local view for "http://purl.org/linkedpolitics/eu/plenary/2005-05-10-Speech-2-305"
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"en.20050510.26.2-305"2
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".
The question is very short but does not permit a very short answer. I think we should look at the issue from the short-term, medium-term and long-term perspective. In the short-term, as soon as the closure was announced, Commission officials reacted, and we were in close and frequent contact with our counterparts in the West Midlands. Our first priority was to identify the range of actions needed to alleviate the consequences of the closure. These actions are undertaken with a view to securing long-term growth prospects for the region.
Let me stress very strongly that we have worked very closely over the last weeks with national and regional authorities, and this case demonstrates that we can cooperate if we want to help overcome this kind of tragic economic event. Working together, we can assist the regional efforts to regain economic strength.
Then, in the medium term, the Commission decided to work with the European vehicle manufacturers and other stakeholders with a view to improving the competitiveness of the sector. To this end my colleague, Commissioner Verheugen, has set up a high-level group called ‘CARS 21’. The group is expected to present proposals on a competitive automotive regulatory system for the next ten years. In this group, we have industry representatives and also experts.
For the long term, as you know, the issue of corporate restructuring and industrial policies is high on the European agenda these days, in line with the renewed Lisbon agenda. The Commission adopted, a few weeks ago, a communication on restructuring and employment, setting out measures to be developed or strengthened. It means that the European Union can mobilise as regards anticipating and managing corporate restructuring.
Europe’s ministers for labour and employment and the European social partners have also met recently, again underlining the need to anticipate and work in partnership for successful corporate restructuring. I think it is important that they have concluded that successful restructuring requires a climate of trust. It requires good communication. By definition, this involves commitment from employers and employees in anticipating and managing change, seeking alternatives to lay-offs and exploring opportunities for training, out-placement and the creation of new activities.
I think that the Rover case has also been a factor in demonstrating that we have to think seriously about restructuring in Europe."@en1
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