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 use the e-learning platform Pianetacea to map training requirements and, based on these, we design targeted training courses. In particular, since the start of lockdown following the health emergency, the digital platform has been made accessible to the entire company population, ensuring massive staff training.
Training can be grouped into four categories:
We have developed four projects of special importance with a view to enhancing our competencies:
Moreover, as part of the path towards enhancing sustainability valuation in Acea’s business model, we organised a course on Acting sustainably to make a difference.
Reskilling: a people training methodology
The Covid-19 health emergency caused us to rethink our way of working, also with a view to facilitating the work of our staff. This led us to develop the new digital platform “Antea”, with the assistance of Talent Garden, in order to support our staff during smart working. Available for use by all company personnel, it is dedicated to remote working issues: it offers the possibility to consult experts and become part of a dedicated community. Again in collaboration with Talent Garden, we organised two training courses: Smart Workers, intended for the workforce, and Smart Managers, intended for supervisors, with the overall involvement of 766 employees.
We are committed to the creation of a culture increasingly based on merit, encouraging the continual improvement of our staff in line with Group values. With this in mind, our Performance Management system has been designed in order to:
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 both the achievement of individual and Group objectives, as set out in the MBO Catalogue, and compliance with the conduct required by the Leadership Model.
Again in 2020, we confirmed the integration of sustainability in business activities, maintaining the link between retribution and the achievement of social and environmental objectives and providing for a sustainability objective, applicable at Group level for 100% of MBO incentive system participants. In 2020, around 50% of the company’s population included in the MBO system were assigned individual goals implying an impact on sustainability. Moreover, we assessed the main parameters of the new long-term incentive plan (LTIP) and decided to introduce a composite sustainability indicator, attributing to the same a percentage weight in line with best market practices.
Middle management, office staff and workers (including apprentices) receive an annual performance bonus: this financial compensation is awarded to employees in recognition and sharing of the good results achieved by the company. The criteria for the assignment of performance bonuses, defined based on a union agreement, valorise individual personal contributions by way of an additional amount, associated with both the achievement of collective objectives (aimed at determining increases in productivity, quality, efficiency and innovation) and the assessment of actual behaviour in keeping with the Leadership Model.
