Acea for World Energy Saving Day
We encourage personal growth based on training and the development of personal and professional skills and use assessment systems that are best able to incentivate our staff.
In a business like ours skills play a strategic part in the Group's to growth. This is why our internal processes for the valuation of human capital are based above all on training and development and on good assessment processes.
With this in mind, we outlined our "Leadership Model" as a value and behavioural frame of reference, for the development staff and the achievement of strategic objectives.
We organise personal development, starting with the Group’s strategic objectives - industrial growth, the territory, innovation and quality, operational efficiency – and individual needs in terms of know-how. The companies map their training requirements and, based on these, we design targeted training programmes, which are provided via the e-learning platform Pianetacea and by means of classroom and experiential training courses.
Training can be grouped into four categories:
Click here to learn about the projects we have developed for the valorisation of our skills.
Acea Business School
Supporting the development of professional competencies is an indispensable commitment in order to enable the Group to evolve and achieve its goals. In 2023, activities continued at the Acea Business School Academy, conceived to promote the development of new mindsets in managerial, governance and technical-digital areas, via excellence courses held remotely and live, thanks to the partnership with high-profile organisations (Universities, Business Schools, Research Centres, Professional firms, etc.).
We are committed to creating an increasingly merit-based culture and encouraging the continual improvement of our staff in line with Group values. With this in mind, we have put in place a Performance Management system, applied to the entire corporate population, associated with the Leadership Model and comprising two different categories: one for executives and middle managers and the other for office and factory staff.
This model, conceived for the assessment of performance and competencies, represents a lever for the achievement of Group growth objectives and steers individual development policies, valorising the link with compensation policies and salary revisions.
We intend performance in a global sense as a group of directly measurable results, and a person’s observable behaviour with respect to a specific objective.
We apply long-term incentive systems, such as our Long Term Incentive Plan (LTIP), reserved for managers holding strategic roles and responsibilities (CEO and senior management), and short-term (annual) incentive systems, such as Management by Objectives (MBO), applied to top and middle managers, based on the achievement of individual and Group objectives. Both of these incentive systems incorporate goals connected with the Group’s sustainable success via a composite sustainability indicator.
Middle management, office staff and workers also receive an annual performance bonus: this financial compensation is awarded to employees in recognition and sharing of the good results achieved by the company. Following the implementation of the Welfare Plan, employees can convert the performance bonus into a wide range of welfare services (flexible benefit) also extended to families.
Benefits provided to staff by way of welfare are also envisaged. These concern assistance with medical costs, health check-ups, grants for services dedicated to psychophysical wellbeing, to the reconciliation of work-life balance and pertaining to the family environment.
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