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.

Training and development

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:

  • managerial, for the devolopment of management skills and techniques regarding organisational conduct and leadership;
  • regulatory matters and company policies considering details  of legislation and corporate provisions for the Group's various  business areas;
  • technical-operational, for the acquisition of  specific competencies according to the business concerned;
  • safety matters..

We have developed three projects of special importance with a view to enhancing our competencies:

  • the Managerial Academy, a managerial course combining innovation and local community;
  • The School of Trades, which allows us to valorise the store of technical and operational know-how held by a restricted group of people;
  • IdeAzione the project alternating school and work to offer our contribution to this innovative teaching method.

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 co-design by Department Supervisors, HR managers and operational staff of courses based on the actual operational requirements of the roles;
  • the repetition of programmes over time based on the  needs of participants that have emerged in the classroom;
  • individual coaching, to enhance roles of operational coordination

The Programme involved 160 people from Acea Ato 2, Acea Ato 5, Areti, Acea Energia and Acea8cento over 104 training days.

Assessment and incentive systems

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:

  • value individual contributions and enhance the behavioural dimension of performance;
  • ensure the continual improvement of  individual and team performance;
  • anchor assessment not just to results (measuring  "what"), but also to actual behaviour (measuring “how”);
  • promote a process of individual , personal performance assessment, associated with the achievement of measurable objectives and  the observation of related actual behaviours.

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.