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 four projects of special importance with a view to enhancing our competencies:
We have also organised courses on certain specific topics, such as Procurement Legislation and Green Public Procurement (GPP).
Reskilling: a people training methodology
Reskilling is an employee training methodology that provides a response to organisational needs, by enhancing the value of people and their competencies.
The project is aimed at employees wishing to undertake a new professional path within the company: having identified the potentially suitable open position, the parties in question carry out a self-evaluation, followed by an orientation interview with the head the business and lastly, if the person is considered eligible, he/she begins placement in the new position, supported by training and coaching.
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.
In 2019, in order to step up the integration of sustainability within our businesses, we aligned the performance management (MBO) system to the Group’s Sustainability Plan objectives, integrating the 2019 Objectives Catalogue with sustainability targets. To date, individual goals with sustainability impact have been assigned to 50% of the company population included in the MBO system.
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.
The criteria for the assignment of performance bonuses, defined based on a union agreement, valorise individual personal contributions providing for an additional amount with respect to the base value of the bonus, 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.