Introduction of flexible, family-friendly employment methods at Trans-Pack Logistics Ltd. (Q3941421): Difference between revisions
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Our company was established in January 2011 to fill the space detected in domestic palletised collective transport, 100 % owned by Hungarian private individuals. Thanks to their more than ten years of professional routine, the company’s managers quickly put the company on the path of growth. In the initial months we served our customers with eight own cars, ten employees and a five-hundred-square-square-meter warehouse. We now have 348 contracted clients, ranging from small-scale single-person Ltds to multi-billion multi-companies. For these customers we carry out domestic palletised collection-cloth transport, which means that we pick up up to a pallet of goods anywhere in the country and deliver it anywhere in Hungary the next day. We are currently in the top three in this market, on the same level as multi-companies, in terms of daily turnover. Since logistics is the most dynamically developing business, and we believe that this will be even more so in the future, because the location of raw materials and production is usually quite distant from each other, our development potential is huge. In addition, with the introduction of the e-toll, it is already too burdensome for producing companies to maintain their own transport equipment, so they are looking for more cost-effective solutions, which also leads to an increase in volume of significantly cheaper collective transport. The 125 staff can be divided into 14 jobs, of which 4 require physical and 10 mental work. At managerial level, we distinguish 2 jobs. The restructuring plan proposes to restructure 6 jobs and 14 jobs in total, with the following activities/procurements under the project (described their link to flexible work organisation): I. Cost contributing to the professional implementation of the project, guide 3.1.2.1/d): — Mentoring (12 months): The flexible organisation of work is an internal person who is responsible for the smooth dissemination process and provides support to the colleagues involved in the reorganisation. The mentor Péter Sólyom, Director of Logistics, has been working here for 5 years. II. Costs of services related to the professional implementation of the project II/1. Other expert services guide 3.1.2.1/a) — 3.1.2.1/a)/(aa) preparation of SZSM (10 days); Preparation of an equal opportunities plan (3 days); — 3.1.2.1/a)/ab) drawing up a Labour Code (10 days); Establishment of a flexible employment code (10 days): In order to ensure that flexible employment is organised and applied in a sustainable manner in the relevant legislation, it is necessary to establish an appropriate regulatory framework. — 3.1.2.1/a)/ac) IT consultancy for remote access (10 days): Counselling helps colleagues working remotely or teleworking, or related to them, on how to use the IT background for their work. — 3.1.2.1/a)/ad) Advice to promote the coordination of work-private life and flexible reorganisation (10 days): Advice on the support of restructuring processes necessary for the expansion of flexible employment, covering legal, financial and labour issues related to the activities to be carried out under the Reorganisation Plan. II/2 Training costs — 3.1.2.1/b) Leadership training to promote flexible work organisation (24 hours); — 3.1.2.1/c) Employee training to promote flexible work organisation (24 hours): Preparation for flexible work organisation is based on intensive training, which is licensed in accordance with the requirements of the Adult Education Act. The subject areas covered by the activity are defined in a binding theme. II/3 Marketing, communication — 3.1.2.1/b) Leadership workshop to reconcile flexible work organisation and organisation development plans (6 occasions): A collaborative workshop that takes into account the specificities of the enterprise and introduces managers to the world of flexible employment through their interactive participation. — 3.1.2.1/c) Employee workshop for communication and organisational developments needed to promote flexible work organisation (6 sessions): Cooperative workshop, taking into account the specificities of the enterprise, which introduces workers with interactive participation in flexible work — 3.1.2.1/b) Leadership coaching (6 sessions): Individual preparation of executives working at the highest level, taking into account the specificities of the enterprise, to deal with positive and negative situations involving the introduction of flexible work organisation. II/4 3.1.2.1/e) Ensuring mandatory publicity: ensuring the publicity of the project. III. General overhead costs: covering the general costs of the project. IV. Investment IV/1 Guide 3.1.2.2/c) Purchase of equipment — Laptop+win+office (9 pcs); Providing a tool background for the development of mobile workstations for staff working in teleworking and remote access. (English) | |||||||||||||||
| Property / summary: Our company was established in January 2011 to fill the space detected in domestic palletised collective transport, 100 % owned by Hungarian private individuals. Thanks to their more than ten years of professional routine, the company’s managers quickly put the company on the path of growth. In the initial months we served our customers with eight own cars, ten employees and a five-hundred-square-square-meter warehouse. We now have 348 contracted clients, ranging from small-scale single-person Ltds to multi-billion multi-companies. For these customers we carry out domestic palletised collection-cloth transport, which means that we pick up up to a pallet of goods anywhere in the country and deliver it anywhere in Hungary the next day. We are currently in the top three in this market, on the same level as multi-companies, in terms of daily turnover. Since logistics is the most dynamically developing business, and we believe that this will be even more so in the future, because the location of raw materials and production is usually quite distant from each other, our development potential is huge. In addition, with the introduction of the e-toll, it is already too burdensome for producing companies to maintain their own transport equipment, so they are looking for more cost-effective solutions, which also leads to an increase in volume of significantly cheaper collective transport. The 125 staff can be divided into 14 jobs, of which 4 require physical and 10 mental work. At managerial level, we distinguish 2 jobs. The restructuring plan proposes to restructure 6 jobs and 14 jobs in total, with the following activities/procurements under the project (described their link to flexible work organisation): I. Cost contributing to the professional implementation of the project, guide 3.1.2.1/d): — Mentoring (12 months): The flexible organisation of work is an internal person who is responsible for the smooth dissemination process and provides support to the colleagues involved in the reorganisation. The mentor Péter Sólyom, Director of Logistics, has been working here for 5 years. II. Costs of services related to the professional implementation of the project II/1. Other expert services guide 3.1.2.1/a) — 3.1.2.1/a)/(aa) preparation of SZSM (10 days); Preparation of an equal opportunities plan (3 days); — 3.1.2.1/a)/ab) drawing up a Labour Code (10 days); Establishment of a flexible employment code (10 days): In order to ensure that flexible employment is organised and applied in a sustainable manner in the relevant legislation, it is necessary to establish an appropriate regulatory framework. — 3.1.2.1/a)/ac) IT consultancy for remote access (10 days): Counselling helps colleagues working remotely or teleworking, or related to them, on how to use the IT background for their work. — 3.1.2.1/a)/ad) Advice to promote the coordination of work-private life and flexible reorganisation (10 days): Advice on the support of restructuring processes necessary for the expansion of flexible employment, covering legal, financial and labour issues related to the activities to be carried out under the Reorganisation Plan. II/2 Training costs — 3.1.2.1/b) Leadership training to promote flexible work organisation (24 hours); — 3.1.2.1/c) Employee training to promote flexible work organisation (24 hours): Preparation for flexible work organisation is based on intensive training, which is licensed in accordance with the requirements of the Adult Education Act. The subject areas covered by the activity are defined in a binding theme. II/3 Marketing, communication — 3.1.2.1/b) Leadership workshop to reconcile flexible work organisation and organisation development plans (6 occasions): A collaborative workshop that takes into account the specificities of the enterprise and introduces managers to the world of flexible employment through their interactive participation. — 3.1.2.1/c) Employee workshop for communication and organisational developments needed to promote flexible work organisation (6 sessions): Cooperative workshop, taking into account the specificities of the enterprise, which introduces workers with interactive participation in flexible work — 3.1.2.1/b) Leadership coaching (6 sessions): Individual preparation of executives working at the highest level, taking into account the specificities of the enterprise, to deal with positive and negative situations involving the introduction of flexible work organisation. II/4 3.1.2.1/e) Ensuring mandatory publicity: ensuring the publicity of the project. III. General overhead costs: covering the general costs of the project. IV. Investment IV/1 Guide 3.1.2.2/c) Purchase of equipment — Laptop+win+office (9 pcs); Providing a tool background for the development of mobile workstations for staff working in teleworking and remote access. (English) / rank | |||||||||||||||
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| Property / summary: Our company was established in January 2011 to fill the space detected in domestic palletised collective transport, 100 % owned by Hungarian private individuals. Thanks to their more than ten years of professional routine, the company’s managers quickly put the company on the path of growth. In the initial months we served our customers with eight own cars, ten employees and a five-hundred-square-square-meter warehouse. We now have 348 contracted clients, ranging from small-scale single-person Ltds to multi-billion multi-companies. For these customers we carry out domestic palletised collection-cloth transport, which means that we pick up up to a pallet of goods anywhere in the country and deliver it anywhere in Hungary the next day. We are currently in the top three in this market, on the same level as multi-companies, in terms of daily turnover. Since logistics is the most dynamically developing business, and we believe that this will be even more so in the future, because the location of raw materials and production is usually quite distant from each other, our development potential is huge. In addition, with the introduction of the e-toll, it is already too burdensome for producing companies to maintain their own transport equipment, so they are looking for more cost-effective solutions, which also leads to an increase in volume of significantly cheaper collective transport. The 125 staff can be divided into 14 jobs, of which 4 require physical and 10 mental work. At managerial level, we distinguish 2 jobs. The restructuring plan proposes to restructure 6 jobs and 14 jobs in total, with the following activities/procurements under the project (described their link to flexible work organisation): I. Cost contributing to the professional implementation of the project, guide 3.1.2.1/d): — Mentoring (12 months): The flexible organisation of work is an internal person who is responsible for the smooth dissemination process and provides support to the colleagues involved in the reorganisation. The mentor Péter Sólyom, Director of Logistics, has been working here for 5 years. II. Costs of services related to the professional implementation of the project II/1. Other expert services guide 3.1.2.1/a) — 3.1.2.1/a)/(aa) preparation of SZSM (10 days); Preparation of an equal opportunities plan (3 days); — 3.1.2.1/a)/ab) drawing up a Labour Code (10 days); Establishment of a flexible employment code (10 days): In order to ensure that flexible employment is organised and applied in a sustainable manner in the relevant legislation, it is necessary to establish an appropriate regulatory framework. — 3.1.2.1/a)/ac) IT consultancy for remote access (10 days): Counselling helps colleagues working remotely or teleworking, or related to them, on how to use the IT background for their work. — 3.1.2.1/a)/ad) Advice to promote the coordination of work-private life and flexible reorganisation (10 days): Advice on the support of restructuring processes necessary for the expansion of flexible employment, covering legal, financial and labour issues related to the activities to be carried out under the Reorganisation Plan. II/2 Training costs — 3.1.2.1/b) Leadership training to promote flexible work organisation (24 hours); — 3.1.2.1/c) Employee training to promote flexible work organisation (24 hours): Preparation for flexible work organisation is based on intensive training, which is licensed in accordance with the requirements of the Adult Education Act. The subject areas covered by the activity are defined in a binding theme. II/3 Marketing, communication — 3.1.2.1/b) Leadership workshop to reconcile flexible work organisation and organisation development plans (6 occasions): A collaborative workshop that takes into account the specificities of the enterprise and introduces managers to the world of flexible employment through their interactive participation. — 3.1.2.1/c) Employee workshop for communication and organisational developments needed to promote flexible work organisation (6 sessions): Cooperative workshop, taking into account the specificities of the enterprise, which introduces workers with interactive participation in flexible work — 3.1.2.1/b) Leadership coaching (6 sessions): Individual preparation of executives working at the highest level, taking into account the specificities of the enterprise, to deal with positive and negative situations involving the introduction of flexible work organisation. II/4 3.1.2.1/e) Ensuring mandatory publicity: ensuring the publicity of the project. III. General overhead costs: covering the general costs of the project. IV. Investment IV/1 Guide 3.1.2.2/c) Purchase of equipment — Laptop+win+office (9 pcs); Providing a tool background for the development of mobile workstations for staff working in teleworking and remote access. (English) / qualifier | |||||||||||||||
point in time: 9 February 2022
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Revision as of 07:32, 9 February 2022
Project Q3941421 in Hungary
| Language | Label | Description | Also known as |
|---|---|---|---|
| English | Introduction of flexible, family-friendly employment methods at Trans-Pack Logistics Ltd. |
Project Q3941421 in Hungary |
Statements
11,084,830 forint
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12,889,337.209 forint
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85.999984 percent
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26 May 2017
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25 May 2018
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Trans-Pack Logisztika Korlátolt Felelősségű Társaság
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47°3'43.20"N, 18°2'27.49"E
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Cégünk 2011. januárban jött létre, a belföldi raklapos gyűjtőszállítmányozásban észlelt űr betöltésére, 100%-ban magyar magánszemély tulajdonaként. A cég vezetői több, mint tíz éves szakmai rutinjuknak köszönhetően hamar a növekedés útjára állították a Kft-t. A kezdeti hónapokban még nyolc saját autóval, tíz alkalmazottal és egy ötszáz négyzetméteres raktárban végeztük ügyfeleink kiszolgálását. Mostanra 348 szerződött ügyfelünk van, az egészen kisforgalmú egyszemélyes Kft-ktől egészen a többmilliárdos forgalmú multicégekig. Ezen ügyfelek számára végzünk belföldi raklapos gyűjtő-terítő fuvarozást, mely azt jelenti, hogy az ország bármely pontján felveszünk akár egy raklapnyi árut, és azt belföldön bárhova másnap munkaidőben kézbesítjük. Jelenleg ezen a piacon az első háromban vagyunk, multicégekkel egy szinten, napi forgalom terén. Mivel a legdinamikusabban fejlődő üzletág a logisztika, és véleményünk szerint ez a jövőben még inkább így lesz, mert a nyersanyag és a termelés fellelhetőségi helye általában elég távol esik egymástól, ezért fejlődési potenciánk hatalmas. Ezen kívül az e-útdíj bevezetésével a termelő cégeknek már túl nagy terhet jelent saját fuvareszközök fenntartása, ezért a költséghatékonyabb megoldásokat keresik, mely szintén a lényegesen olcsóbb gyűjtőfuvarozás mennyiségi növekedéséhez vezet A munkavégzés jellemzően 8 órás normál és a munkatársak felénél munkaidőkeretes jelenleg is. A 125 fő létszámú állomány 14 db munkakörre osztható, melyekből 4 db fizikai és 10 db szellemi munkavégzést igényel. Vezetői szinten 2 db munkakört különböztetünk meg. Az átszervezési terv 6 munkakör és összesen 14 munkahely átalakítását javasolja, melyben az alábbi, a projekt keretében megvalósuló tevékenységek/beszerzések járulnak hozzá (ismertetve a rugalmas munkaszervezéshez történő kapcsolódásukat): I. Projekt szakmai megvalósításában közreműködő költsége, útmutató 3.1.2.1/d): - Mentor foglalkoztatása (12 hónap): A rugalmas munkaszervezés adaptálást segítő belső személy, aki az elterjesztés gördülékeny menetéért felel, támogatást nyújt az átszervezéssel érintett kollégák számára. A mentor Sólyom Péter logisztikai igazgató, 5 éve dolgozik itt, Külkereskedelmi vállalkozási ügyintéző. II. Projekt szakmai megvalósításához kapcsolódó szolgáltatások költségei II/1. Egyéb szakértői szolgáltatás útmutató 3.1.2.1/a) - 3.1.2.1/a)/aa) SZMSZ elkészítése (10 nap); Esélyegyenlőségi terv elkészítése (3 nap); - 3.1.2.1/a)/ab) Munkaügyi szabályzat elkészítése (10 nap); Rugalmas foglalkoztatási szabályzat elkészítése (10 nap): A rugalmas foglalkoztatás szervezett és a vonatkozó jogszabályoknak történő, fenntartható alkalmazása érdekében szükséges a megfelelő szabályozási háttér kialakítása. - 3.1.2.1/a)/ac) Táveléréshez szükséges informatikai tanácsadás (10 nap): A tanácsadás segítséget nyújt a távelérésben, vagy távmunkában dolgozó, illetve a velük kapcsolatban álló kollégák számára abban, hogyan alkalmazzák az adott informatikai hátteret a munkavégzéshez. - 3.1.2.1/a)/ad) Munka-magánélet összehangolását és a rugalmas átszervezést segítő tanácsadás (10 nap): Tanácsadás a rugalmas foglalkoztatás elterjesztéséhez szükséges átszervezéssel járó folyamatok támogatására, mely kiterjed az Átszervezési terv alapján megvalósítandó tevékenységekhez kapcsolódó jogi, pénzügyi és munkaügyi témákra. II/2. Képzéshez kapcsolódó költségek - 3.1.2.1/b) Vezetői képzés a rugalmas munkaszervezés elterjesztéséhez (24 óra); - 3.1.2.1/c) Munkavállalói képzés a rugalmas munkaszervezés elterjesztéséhez (24 óra): A rugalmas munkaszervezésre történő felkészítést intenzív képzés alapozza meg, mely a Felnőttképzési Törvény előírásainak megfelelő engedéllyel rendelkezik. Kötött tematika határozza meg a tevékenység által érintett tématerületeket. II/3. Marketing, kommunikáció - 3.1.2.1/b) Vezetői workshop a rugalmas munkaszervezés és a szervezetfejlesztési tervek összeegyeztetése érdekében (6 alkalom): A vállalkozás sajátosságait figyelembe vevő, kooperatív műhelymunka, mely a vezetőket interaktív részvételükkel vezeti be a rugalmas foglalkoztatás világába. - 3.1.2.1/c) Munkavállaló workshop a rugalmas munkaszervezés elterjesztéséhez szükséges kommunikációs és szervezeti fejlesztésekhez (6 alkalom): A vállalkozás sajátosságait figyelembe vevő, kooperatív műhelymunka, mely a munkavállalókat interaktív részvételükkel vezeti be a rugalmas foglalkozta - 3.1.2.1/b) Vezetői coaching (6 alkalom): A vállalkozás sajátosságait figyelembe vevő, a legmagasabb szinten dolgozó vezetők egyéni felkészítése a rugalmas munkaszervezés bevezetésével járó pozitív és negatív töltetű szituációk kezelésére. II/4. 3.1.2.1/e) Kötelező nyilvánosság biztosítása: a projekt publicitás biztosítása. III. Általános rezsi költség: a projekt általános költségeinek fedezése. IV. Beruházás IV/1. Útmutató 3.1.2.2/c) Eszközbeszerzés - Laptop+win+office (9 db); A távmunkában és távelérésben dolgozó munkatársak mobil munkaállomásának kialakításához eszközháttér biztosítása. (Hungarian)
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Our company was established in January 2011 to fill the space detected in domestic palletised collective transport, 100 % owned by Hungarian private individuals. Thanks to their more than ten years of professional routine, the company’s managers quickly put the company on the path of growth. In the initial months we served our customers with eight own cars, ten employees and a five-hundred-square-square-meter warehouse. We now have 348 contracted clients, ranging from small-scale single-person Ltds to multi-billion multi-companies. For these customers we carry out domestic palletised collection-cloth transport, which means that we pick up up to a pallet of goods anywhere in the country and deliver it anywhere in Hungary the next day. We are currently in the top three in this market, on the same level as multi-companies, in terms of daily turnover. Since logistics is the most dynamically developing business, and we believe that this will be even more so in the future, because the location of raw materials and production is usually quite distant from each other, our development potential is huge. In addition, with the introduction of the e-toll, it is already too burdensome for producing companies to maintain their own transport equipment, so they are looking for more cost-effective solutions, which also leads to an increase in volume of significantly cheaper collective transport. The 125 staff can be divided into 14 jobs, of which 4 require physical and 10 mental work. At managerial level, we distinguish 2 jobs. The restructuring plan proposes to restructure 6 jobs and 14 jobs in total, with the following activities/procurements under the project (described their link to flexible work organisation): I. Cost contributing to the professional implementation of the project, guide 3.1.2.1/d): — Mentoring (12 months): The flexible organisation of work is an internal person who is responsible for the smooth dissemination process and provides support to the colleagues involved in the reorganisation. The mentor Péter Sólyom, Director of Logistics, has been working here for 5 years. II. Costs of services related to the professional implementation of the project II/1. Other expert services guide 3.1.2.1/a) — 3.1.2.1/a)/(aa) preparation of SZSM (10 days); Preparation of an equal opportunities plan (3 days); — 3.1.2.1/a)/ab) drawing up a Labour Code (10 days); Establishment of a flexible employment code (10 days): In order to ensure that flexible employment is organised and applied in a sustainable manner in the relevant legislation, it is necessary to establish an appropriate regulatory framework. — 3.1.2.1/a)/ac) IT consultancy for remote access (10 days): Counselling helps colleagues working remotely or teleworking, or related to them, on how to use the IT background for their work. — 3.1.2.1/a)/ad) Advice to promote the coordination of work-private life and flexible reorganisation (10 days): Advice on the support of restructuring processes necessary for the expansion of flexible employment, covering legal, financial and labour issues related to the activities to be carried out under the Reorganisation Plan. II/2 Training costs — 3.1.2.1/b) Leadership training to promote flexible work organisation (24 hours); — 3.1.2.1/c) Employee training to promote flexible work organisation (24 hours): Preparation for flexible work organisation is based on intensive training, which is licensed in accordance with the requirements of the Adult Education Act. The subject areas covered by the activity are defined in a binding theme. II/3 Marketing, communication — 3.1.2.1/b) Leadership workshop to reconcile flexible work organisation and organisation development plans (6 occasions): A collaborative workshop that takes into account the specificities of the enterprise and introduces managers to the world of flexible employment through their interactive participation. — 3.1.2.1/c) Employee workshop for communication and organisational developments needed to promote flexible work organisation (6 sessions): Cooperative workshop, taking into account the specificities of the enterprise, which introduces workers with interactive participation in flexible work — 3.1.2.1/b) Leadership coaching (6 sessions): Individual preparation of executives working at the highest level, taking into account the specificities of the enterprise, to deal with positive and negative situations involving the introduction of flexible work organisation. II/4 3.1.2.1/e) Ensuring mandatory publicity: ensuring the publicity of the project. III. General overhead costs: covering the general costs of the project. IV. Investment IV/1 Guide 3.1.2.2/c) Purchase of equipment — Laptop+win+office (9 pcs); Providing a tool background for the development of mobile workstations for staff working in teleworking and remote access. (English)
9 February 2022
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Balatonfűzfő, Veszprém
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Identifiers
GINOP-5.3.2-16-2016-00189
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