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 concerning 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.
Training can be grouped into four categories:
We have developed three projects of special importance with a view to enhancing our competencies:
We have also organised the In-Contatto trainig programme aimed at supporting the development of a model of effective skills and behaviour.
The "In-Contatto” Programme
The In-Contatto programme is designed to improve the efficiency of company project management by developing a consolidated model of skills according to the training requirements of certain operating units (Service Centre, Sale Dispatchers and Team Leaders of commercial areas), enhancing and consolidating behaviours typical of corporate roles and valuing personal experience.
One of the programme’s strengths is that it can provide highly customised training thanks to:
The Programme involved 160 people from Acea Ato 2, Acea Ato 5, Areti, Acea Energia and Acea8cento over 104 training days.
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 managers and supervisors. This is 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.
In 2018, in order to step up the integration of sustainability within our businesses, we developed a comparative analysis between the objectives included in the MBO Catalogue and the Group’s Sustainability Plan, with a view to preparing a 2019 Objectives Catalogue integrated with sustainability goals
Middle management, office employees and workers (including apprentices)receive an annual performance bonus: this financial compensation is awarded to employees as recognition and sharing of the good results achieved by the company.
In 2018 we changed the criteria for the distribution of performance bonuses, based on a union agreement, valorising individual personal contributions with 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.