Language, employment and business. Toolkit on the management of linguistic diversity

Transcription

1 Language, employment and business. Toolkit on the management of linguistic diversity February 2015* Created by: NPLD2020 Project, part funded by:

2 This toolkit has as a primary goal to show how the efficient management of linguistic diversity can have positive effects by fostering business opportunities, becoming a source of job creation and growth and opening doors to new markets. It highlights that the link between language and the economy should include all languages, including lingua francas, state languages, regional, minority and migrant languages as all of them can boost the local, national or international economies. The examples included in this toolkit are a snapshot of the numerous examples and best practices taking place today across Europe Multilingualism fosters openness and tolerance but will also open doors to new markets and new business opportunities i Languages mean Business. Companies work better with languages. Recommendations from the Business Forum for Multilingualism established by the European Commission Education and Culture DG, July 2008 Page1

3 Index 0. Introduction 1. Multilingualism as a key to success in Europe 2. Institutional support to SMEs 3. When SMEs have to deal with Multilingualism 3.1 SMEs in Europe Speak the customer s language 4. Toolkit 1. Key aspects for a successful Language Management Strategy 5. Toolkit 2. Multilingual-related tasks for each department of the company 6. Links and references 7. Annex 7.1 Best practices of top ten successful export companies 7.2 Value and Economic impact of Basque Page2

4 0 Introduction Several reports have been published on the effects of multilingualism and intercultural skills and the successful progress of SMEs in the global market. The study on the Effects on the European Economy of Shortages of Foreign Language Skills in Enterprise (ELAN, January 2007), for example, presents both qualitative and quantitative data in support of the assumption that a considerable amount of business is lost by European companies as a result of intercultural barriers and shortages of foreign language skills. However, the report also shows that a large number of SMEs do indeed use language strategies in their day to day business and that they are aware of the necessity to communicate in several languages. Moreover, when it comes to European SMEs, the inclusion of Constitutional, Regional, and Small State Languages (CRSSL) may have an impact on economic activity, particularly economic performance. This toolkit exposes practical ways to include regional and minority languages in European SMEs strategies in order to achieve successful results. Page3

5 1 Multilingualism as a key to success in Europe As stated in the PIMLICO project, there is a growing enthusiasm for, and growth in, the use of local or regional languages such as Catalan, Welsh and Basque, which are increasingly accepted for use in everyday communication. One of the latest projects at European level to promote linguistic diversity is the European Roadmap for Linguistic Diversity. The Roadmap brings up a new approach on linguistic strategy in the framework of Horizon 2020 of the European Commission with two main goals: on one hand, to reconfirm the commitment of the EU with linguistic diversity and to guarantee that European languages are considered as common values that need to be supported and promoted; on the other hand, to bolster languages and to link them to the more prosperous economies, as well as to the social cohesion and a common destiny for Europe. Regional and minority languages can constitute an economic value for a society, as it is presented in the study Value and Economic impact of Basque (see 7.2), where it is stated that 4.2% of the GDP of the economy Basque Country is directly linked to the Basque language and the public and private sectors that derive from it. On the other hand, many studies have shown that adopting the right language strategy in a SME which business is targeted to a region or country with specific language and culture will increase its turnover by at least 16% in most of the case (PIMLICO, 2011). Linguistic Diversity: an opportunity for growth and prosperity The awareness of the importance of language skills is increasingly gaining ground in the current economic context and a multilingual and multicultural force is considered crucial for economic growth and better jobs, enabling business to be more competitive. CRSSL are especially important in economic activities that take place between crossborder regions. Page4

6 This economic activity promotes the economic and social development of those areas by addressing common challenges and promoting people-to people cooperation, making the region more vibrant and dynamic. In this context, the learning and promotion of regional languages can have enormous benefits in terms of local economic prosperity and social and regional cohesion. There is a growing awareness and appreciation for the social and economic potential of regional and minority languages which are used in everyday communication and in cross-border activities. Public sector bodies such as city councils and SMEs working at regional level are placing increasing importance on cross-border staff mobility as well as on the need to use local agents with local languages- as an increasingly effective way to enhance cross-border cooperation. In its different forms, student mobility, cross-border employee selection, or secondment schemes, mobility is directly linked to higher employability. A growing number of studies show that recruiting speakers with language skills, international, national and regional languages, has a positive effect in increasing trade volume. These linguistic skills create a positive rapport with major customers and also show evidence of long-term commitment to their market and create economic and social bonds between the regions involved. Page5

7 2 Institutional support According to the recommendations of the study Companies work better with languages based on the Business Forum for Multilingualism established by the European Commission, national governments, regional and local bodies, as well as European institutions need to support companies in their efforts to use languages strategically. At the same time, language strategies should be endorsed at the highest management level in companies. According to expert s recommendations, institutional support for multilingualism in European companies should be envisaged at the following levels: At a national level, governments need to: Encourage language learning at all levels and widen the range of languages taught. Provide appropriate recognition for language skills in school leaving certificates and insist on their added value in the terms of career opportunities later on. Include language training in national programmes for lifelong learning and social integration. Strategy for the National Languages of Finland (December 2012) The starting points of the Strategy for the National Languages of Finland are the basic linguistic rights of individuals and the benefits and strengths arising from a bilingual society. The responsibility for the implementation of the strategy is divided among a number of bodies, with the Ministry of Justice carrying the general responsibility for monitoring. The Appendix provides practical tools for different kinds of administrative situations in order to improve the application of language legislation. Source: emokratia/6f3cygzbf/kansalliskielistrategia_engl.pdf Regional and local authorities need to: Use regional and local networks to increase awareness about the opportunities for large and small companies of improved language skills, encourage the exchange of good practices. Page6

8 Create private-public partnerships including local universities and training institutions, providing assistance for local business communities to organise language courses and develop other methods to improve their language strategies. Encourage a more multilingual local business environment, by language courses and conversation groups shared between several small companies, multicultural fairs and similar events in business parks and industrial zones. Strategy for Welsh Language: A living language: a language for living Welsh Language Strategy There are two core elements to the Welsh Government s policy. Firstly, via measures to enable and encourage children and other people to acquire the language, such as encouraging language transmission at home and ensuring further growth in Welshmedium education. Secondly, via measures to enable and encourage people to use the language on a daily basis, such as providing opportunities for people to use Welsh socially, at work, when receiving services, and when enjoying entertainment and recreation. Source: European institutions need to: Raise awareness among Member States about the importance of languages for competitiveness and encourage them to take the appropriate measures Gather all relevant information about community programmes supporting languages for business and good examples of projects in one website, which can work as a one stop shop providing practical guidelines for companies on how to apply for funding Create a permanent platform for exchange of best practices for companies, gathering relevant information from the business community, trade organisations, chambers of commerce, trade promotion organisations, schools, and education authorities. Page7

9 Network to Promote Linguistic Diversity (NPLD) NPLD is a network of regional governments, associations and universities from all over Europe that promotes de exchange of best practices to promote de linguistic diversity. One of its lines of research and exchange of practices is the link between economy and language diversity. The network also monitors the linguistic politics made in the EU institutions. More information: Page8

10 3 When SMEs have to deal with Multilingualism in Europe 3.1 SMEs in Europe Micro, small and medium-sized enterprises are socially and economically important in Europe. According to World Bank statistics, they represent 99% of an estimated 19.3 million enterprises in the EU 1 and provide around 65 million jobs representing twothirds of all employment. The average European business provides employment for four people, including the owner/manager. Some data on European SMEs 1. There are 20 million enterprises, over 99% of which are SMEs (i.e., having less than 250 occupied persons). Within the SME sector, the vast majority (92%) are micro enterprises, having less than 10 occupied persons. 2. About two-third of total employment in the private sector is found in SMEs. Micro firms (who have on average 2 occupied persons) employ 30% of the total private labour force. 3. Micro enterprises appear to have a propensity to invest that is significantly above the average of the non-financial business economy. 4. In a globalizing economy, with large incumbent firms outsourcing and off-shoring production and jobs to low cost locations, SMEs are an important source of job creation. 5. SMEs serve as the key mechanism facilitating knowledge spill-over. Source: EIM, Business and Policy Research 2 The study Effects on the European Economy of Shortages of Foreign Language Skills in Enterprise (ELAN) 3 estimates that 11% of exporting European SMEs ( companies, in December 2005) may be losing business because of identified 1 Further information on European SMEs country by country: Study commissioned by the Directorate General for Education and Culture of the European Commission, December 2005, the UK National Centre for Languages, in collaboration with an International team of researchers, December 2005 Page9

11 communication barriers. Analyses of the findings identify a clear link between languages and export success. Another key finding is that English is a key language for gaining access to export markets. However, it suggests that longer-term business partnerships depend upon relationshipbuilding and relationship-management. To achieve this, cultural and linguistic knowledge of the target country or region are essential, especially when it comes to international and cross-border businesses. According to the report The language guide for European Business, these are the identified reasons why a company might fail at its communication purposes: Staff couldn t speak the language of the customer or supplier Information inquiries or quotations weren t followed up on A lack of confidence in using the foreign language Breakdown on receiving foreign call at phone or switchboard Errors in translation or interpreting Inability to capitalise on opportunities Lack of cultural affinity Most of these reasons might not seem a real barrier when it comes to business with businesses using regional and minority languages, as they will surely have a lingua franca for foreign businesses. However, the fact is that if we intend to establish a long-term relationship with our client or supplier, a greater knowledge of the regional language and culture will represent a positive difference. A Language Management Strategy is essential for SMEs to tackle the losses as a result of lack of language and culture skills. This Strategy is defined as a planned adoption of a range of techniques to facilitate effective communication with clients and suppliers abroad. According to the results of ELAN study, 48% of businesses have language management strategies to cope with its sales targets. 40% specifically recruit staff with language skills Page10

12 and 22% recruit native speakers. In terms of communication, 62% adapt websites and use translators and interpreters. There is no such thing as best multilingual business practices in absolute terms. However, there are management and executive choices that take into account the type of business, the profile of people involved and the company s culture. 3.2 Speak the customer s language The use of the customer s language has been found critical to the business prospects in many specific situations, according to the Language Guide for European Business : Describing your business on your website Complying with local laws and regulations and completing customs declarations Preparing employees for secondment or posting Tendering for public procurement and other types of contracts Drawing up contracts in the proper style and in conformity with local regulations Attending court proceedings (such as pursuing bad debts and defending patents) Advertising and launching publicity campaigns Undertaking market research in the market of that specific region Selecting and managing a local agent or distributor Managing and training multilingual workforces at home and abroad Providing customer care and ensuring the quality of after-sales service Pursuing payment and recovering bad debt Handling local documentation, protocols, in-house styles and technical specifications Negotiating joint ventures, acquisitions and take-overs Additional benefits of using customer s language: Establishing a positive rapport and sense of trust with major customers Page11

13 Showing respect for cultural and religious differences Demonstrating a long-term commitment to a foreign market Showing your employees and foreign clients that you mean business Increasing the flow of market intelligence and customer feedback and understanding and its real meaning Even though we all know that lingua francas such as English are essential and dominant in global trade, English is now seen by business as a generic skill much like computing skills or numeracy. Page12

14 4 TOOLKIT (1). Key aspects for a successful Language Management Strategy If your SME is considering entering a new market or needs to review its strategy in a region where you know there is a specific language and culture, these are some tips that will help you to be aware of its specificities and ease your way to a successful ending. 1. Implementation of a Language Management Strategy As described above, the adoption of the right approach to the management of the language skills is a key factor to make businesses with customers from different regions, countries and cultural backgrounds. ELAY Company (Basque Country, Spain) Elay is a multinational Basque company which has its company headquarters in the Basque country, with 565 employees from all over the world in 5 different countries. Its language strategy works both ways: within the company and for sales purposes and it is a key component in the company s quality strategy along with other issues related to quality, environment and corporate social responsibility. The concept of an effective language policy for ELAY includes the following ideas: Respect Linguistic Rights Collective projects, shared Goals (owners and employees) Communication skills improvement (constant language training) Mother Tongues as a Key Driver for motivation (individual and collective development) Involvement in the comprehensive Elay project Personalized follow-up (trust and performance) Recognition of achievements Daily use of different languages is the key to master a given language Its managers emphasize the need to include the promotion of the local language of the territory in which the company is based as an element of social corporate responsibility. Source: NPLD Discussion Papers Page13

15 2. Native-speaker recruitment Recruiting native speakers with language skills appears to be a widely-used languagemanagement technique. The use of native speakers as both employees and as casual staff is widespread. A pool of native speakers acts as a resource for staff as they not only offer specialist advice but often undertake linguistic and cultural training. Nikwax Ltd. (UK) Nikwax is a manufacturer of water-based waterproofing and maintenance products for all-weather clothing, footwear and equipment based in the United Kingdom. The company found a correlation between the use of native speakers and its increasing trade volume in France, Austria, Germany, Poland and Switzerland. Nikwax has recognised that understanding different cultures, customs and traditions will improve its relationships with distributors, retailers and consumers. Today Nikwax exports to 50 countries and prints materials, such as leaflets and labels in 48 languages. The company s exports team consists of native speakers of French, German, Spanish, Portuguese and Polish. The team only visits a customer after researching the country, the culture, economy, climate, etc., and meets with them only if it at least has a command of the basics of the language. Source: PIMLICO Project 3. Language training Mastering a new language may involve several months of full-time study which might not be always possible due to the lack of time or commitment of the personnel, their personal abilities with languages, etc. On the other hand, not all departments will have the same needs of multilingual issues. Thus, the importance of adapting the language training to your needs and realistic opportunities in order not to waste time and money if training schemes are not relevant to your business. You also need to be aware that the option of language training is not generally designed to produce a level of sill which can replace the normal work of language professionals, but it will reduce your dependence. Some tips in setting your company s language training goals: Short-term and operational with limited objectives (e.g. skill-based telephone/receptionist training); or Page14

16 Long-term and strategic, i.e. training for stock, when you expect to be in a market long-term There are several methods to learn new languages (face-to-face, distance, self-study, visits to the region, etc.) that should be discussed with the training provider according to the needs and opportunities. 4. Cultural training or briefing schemes You need to be aware of cultural differences if your company wants to be as effective in dealing across cultural boundaries as you are on home territory. Cultural awareness is not limited to your interpersonal relations, it is inherent in the style and design of your business processes and it includes: How you address people and in what order Howe you relate to gender and age How you relate to authority Decision-making processes Personal space Material wealth Management and purpose of meetings, etc. Europe is a rich mosaic of cultures that may differ in different degrees depending on the region and the distance from one another. However, despite being geographically close, it is important to know the specificities of the region that we are approaching. In this category, product or packaging adaptation in line with local tastes and customs is a key aspect for sales departments to consider before entering new markets. Page15

17 Inovamais (Portugal) Inovamais is a SME in the sector of technology transfer, which language management strategy is based on having a large pool of native speakers in combination with language courses and a system whereby staff learn from each other. Each employee must speak at least two foreign languages, one of which has to be English. The company reports that the turnover has increased by per cent since implementing the language strategy. Success indicators for the company include employee satisfaction and consolidated networks. Employing native speakers has meant added collaboration in translation, support in business situations (cultural), and support in general cultural questions. Source: PIMLICO Project 5. High-quality interpretation and translation Translation services with in-house coordination of multilingual services to assist staff and outsourcing for additional translation services is an optimal option to cover your needs. a. Use of professional translators/interpreters As PIMLICO study points out, the use of professional translators can be vital but is also risky, as some lesser companies may tend to use amateur translators with disastrous results. Professionalism is particularly apparent where there is a need for combining language and culture, such as in labelling, websites and sales materials. There are important reasons why you need a high-quality translation: It will give you a strong competitive edge in front of your customers Your business will appear local in all customer-oriented materials. The best professional translators are those able to get to know your company culture, specialise in your sector, and learn about your products, and are prepared to establish a lasting working relationship. b. Outsourcing of language services It is a good solution for both SMEs and global companies which cannot provide ondemand language skills (mainly for multilingual websites and communication). Page16

18 6. Use of local agents to solve language problems Local agents who speak your own language can be the first step in opening up a new market. 30% of SMEs use local agents and /or distributors who speak the language of the company. For smaller companies that seek to enter new markets but lack the resources for recruiting native speakers or language graduates, using local agents is a common practice. Areas in which locals agents can be especially helpful: Sales and promotion literature Publicity campaigns Business cards Pricing policy Compliance with local regulations Website Correspondence Telephone operator s response to incoming calls in their language Spectrum Technologies (Wales, UK) This is an aerospace engineering SME that recruited agents from its key markets, chosen for their local market knowledge, contacts, previous customers and other partners/suppliers. In places where competition was fierce and service levels had to be guaranteed or where they discovered it was financially more beneficial to employ rather than contract someone, Spectrum would also recruit and employ local staff. Generally they use reps in countries where there is little English spoken and where it is easier to do business in the local language either for cultural reasons or linguistic reasons. Source: PIMLICO Project 7. Use of linguistic audits According to ELAN study, businesses should be encouraged to record, exploit and develop language skills available within their company, a service that is offered by linguistic audits. Page17

19 This is a service that performs an in-depth analysis of foreign language competency development. This analysis helps obtain reliable results regarding the foreign language proficiency of personnel who use language as part of their professional communications. It is recommended that this procedure is carried out before individual training routes are planned, in order that the clearest understanding of the corporate training s goals and objectives is attained. Checks on development of foreign language competency may also be used as tools for quality control and training efficiency assessment and, therefore, may provide an overall supervisory function within a training process. 8. Link-forging with local universities Many foreign students and interns carry out business placements abroad as part of their course. Hiring a foreign student can help you to introduce new language skills in the company, knowledge of ways of doing business and above all, access local market in its own language and business culture. Kartographie Huber (Germany) This is a German SME working in the sector of Education and cartography which works with universities for their expertise in language audits as well. It works with the Universities of Munich, Augsburg, Chur and Eichstätt, Pristina, Kuwait and Bahrain. What Is highly innovative in this is the spread of international universities selected for their relevance to the company s trading markets. Source: PIMLICO Project 9. Multilingual terminologies Managing a database of corporate vocabularies and technical glossaries in the languages that are being used will provide a better, more customized service. Page18

20 IKO Sales International (Belgium) This is a construction company which sells 90 per cent of its goods to countries abroad. Its key message is: there is a need for the consistent use of terminology in all company literature and ensuring the quality and standardisation of its translation. Source: PIMLICO Project 10. Multilingual internet website The website of the company should be released at least in the local language of the company s headquarters and English, as lingua franca. The web has already made it easier for SMEs to overcome certain barriers to expand. Looking broadly across the European SME sector, around 65% of them have their own website. Most websites are used for spreading general information on the company, and fewer European SMEs use their website for e-commerce, even though e-commerce activity is positively correlated with high productivity in export and import markets. 11. E-commerce involving multilingual operations One of the reasons for the relatively low penetration of international e-commerce is the complexity of design: it is not as easy as it first appears to develop a graphic interface that is truly culturally adapted. If e-commerce is an option for our company, check out companies with expertise in creating local interfaces for international websites. 12. Multilingual Intranet devices with translation tools Special consideration should be given to the creation and use of language technology tools; multilingual Intranet devices with translation tools for several European languages: a multilingual version with information localisation targeted to the language of the visitor and automatic geographical localisation. The user can Page19

21 visualize the contents in his/her own language but also select any other preferred language. 13. Creation of specially culturally and/or linguistically adapted websites The identification of the customer with the product is a key factor for successful sales. A potential buyer of a product will perceive a website in his/her own language and with his/her cultural references much closer. 14. Translation of promotional, sales and/or technical material Translation of advertising and sales literature is risky, as poor translations can damage your image abroad. Finding the right turn of phrase in a foreign language to express your product s qualities can be difficult and time-consuming. Good translations of your materials are vital to promoting the right image abroad. It is an area in which much lasting damage can be done. The version you commission must be culturally adapted. Plan to employ an in-country PR consultant as well as a professional translator and check the impact of your publicity materials on potential clients within the particular country. Page20

22 5 TOOLKIT (2). Multilingual-related tasks for each department of the company The document of the Directorate-General for Translation of the European Commission Mapping Best Multilingual Business Practices in the EU points out that, even though multilingual business practices are not fixed, multilingualism can be encountered at different levels in a company. Listed below are some of the major tasks that each department of a company has to face in order to introduce multilingualism in the company: 1. Human Resources Recruitment of multilingual staff Foreign language learning Support, training and cross-border mobility of employees and coaching. Mapping the language skills of staff in the company (audit) Coordination of mobility programmes Testing in foreign languages for open positions 2. Internal and external communication Translation of official documents into several languages (annual reports, press releases): translation of the company s official documents (annual reports, press releases, documents and external) and translation of the company s business documents into several languages if required (reports, studies, briefing notes, internal information feedback). Procedures for information feedback and transverse field. Coordination Unit for the translation of documents (in-house translation for small documents) and/or outsourcing needs for translation (legal documents, technical and long documents) and interpretation. 3. Marketing/sales/export Page21

23 Customising the web interface of consultation by recognition of the web user. Translation and localisation of website content and merchants showcase. Integration of socio-cultural differences with the location of advertising on various websites. Translation of documents according to the web content (graphics, editorial style, iconographic content) by internal staff or outsourcing. 4. Monitoring services, information and document management Multilingual monitoring (circulation of raw information in several languages) and translation of information on demand. Multilingual monitoring processes with cross-lingual applications, opportunities to capitalise on intelligent tolls (automatic summaries, keyword categorisation and similarity of concepts in various languages). 5. Collaborative tools and information and Communication Technology Multilingual trade glossaries, multilingual thesauri and ontologies. International meetings conducted in English or by video conferencing. Multilingual Internet websites (headquarters, subsidiaries, products, etc.). Intranet tools (headquarters, management, extranet for clients). Integration of multilingual speech technologies for specific employees and clients. Page22

24 6 Links and references Hagen, Stephen: The ELAN-CAT Study: A Study of the Use of Languages for Commerce and Trade in Catalonia, GEN_barcelona_study_21_dec.pdf A living language: a language for living. Welsh Language Strategy , Welsh Government, March Languages and Employment/Business, NPLD Discussion paper, April 2015 Languages mean Business. Companies work better with languages. Recommendations from the Business Forum for Multilingualism established by the European Commission, July %20from%20the%20Business%20Forum%20for%20Multilingualism2.pdf Report on Language Management Strategies and Best Practice in European SMEs: The PIMLICO Project, European Commission, April Strategy for the National Languages of Finland, Prime Minister Office s publications, December jademokratia/6f3cygzbf/kansalliskielistrategia_engl.pdf Studies on translation and multilingualism. Mapping best Multilingual Business Practices in the EU, European Commission Directorate-General for Translation, February 2011 The European Roadmap for Linguistic Diversity. Towards a new approach on languages as part of the European Agenda 2020, Network to Promote Linguistic Diversity, The Language Guide for European Business. Successful communication in your international trade, European Commission, 2011 Mapping best multilingual practices in the EU, Studies on Translation and Multilingualism, Directorate-General for Translation, European Commission, Value & Economic Impact of Basque. Summary of results, October 2015, Eusko Jaurlaritza (Basque Government) Page23

25 ANNEX 1 Best practices These are the most common language techniques used by the top ten successful export companies: Language training for staff Intercultural training for staff Recruiting staff with language skills Recruiting native speakers Recruiting local agents for language issues Employing professional translators/interpreters Buddying schemes Cooperation with universities Multilingual websites (3+ languages) Cultural adaptation of websites Source: PIMLICO study Page24

26 ANNEX 2 The importance of Regional languages and its economic impact The case of Basque Language: The Value and Economic Impact of Basque The report released by the Basque Government has analysed the weight of the Basque language in the economy and quantified the different sectors and dimensions in which the language occupies a prominent position. While many studies have been conducted from a sociological and linguistic angle, it is the first time that a purely economic approach is taken to analyse the economic vibrancy of the language. The report presented by the Basque Government in October 2015 is a unique example that shows that Basque language is a powerful tool for the economy of the region; it generates employment and it is not regarded as waste of resources, but an investment to promote the economy of the region contributing directly and indirectly to the growth of the economy. The contribution of the activities linked to Basque language is 4.2% of the GDP, a very significant result and not so far from the 5.8% of the GDP that is linked to a key sector such as tourism. Besides public activity directed by the public administration, Basque language has an even wider market, and its own industry, and these private market activities that are closely linked to Basque constitute activity sectors that generate employment in the Basque economy. The sectors linked to private economy involving Basque Language are: -Language industry: the teaching of Basque, translation and interpreting, language consulting, the elaboration and distribution of the corpus of Basque and the activity sectors in the area of language technologies. These are all activities carried out by companies, associations and institutions that offer products and services based on the Basque language. -Culture industry and the media: book and music industry in Basque, audiovisuals, performing arts, media and other agents involved in areas of communications, culture and society. On the other hand, the Basque report identifies two main public sectors where the Basque language is basic are: Page25

27 -Education and universities: education in Basque language at all levels and the teaching of Basque are both included in this section as activities that generate an economic impact in the Basque country. -Public administration: covers the structure and employment of services to promote Basque, and part of the employment of public administration cultural areas. The sum of the economic data included in the report shows that the sectors of Basque generate almost jobs (direct employment) which represent a 4.78% of the total employment in the region. Almost 80% of direct employment corresponds to the education sector, around 10% is related to culture sector and the media, 6% in the industry of language and the remaining 4% is to direct employment in the public administration. On the other hand, the Gross Added Value generated by the Basque sectors is almost million a year, which represents a 3.07% of the million euros of the annual Gross Added Value of the economy of the Basque Country. Brussels, February 2015* *The present report was updated on December 2015 in order to include the events and reports on Language and Economy released throughout the year. Page26