We support personal development

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 - 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:

  • 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, digital in particular;
  • safety matters. In 2020 the training provided by the Group’s companies, in synergy with the activity performed by the Parent Company, mainly concerned the anti-contagion measures adopted and took place in e-learning mode, with specifically prepared training videos and tutorials. The Parent Company alone provided 12,000 hours of training dedicated to the Covid-19 emergency.

We have developed four 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.
  • Digital Academy, a project designed to disseminate key digital competencies within the Group (Digital DNA).
  • Smart Worker and Smart Manager, a training course intended, respectively, to accompany employees towards the achievement of business objectives concerned with the new professional, digital and virtual context, sharing mindsets and behaviours oriented towards the development of flexibility, responsibility and autonomy, and to guide managers towards the adoption of adaptive leadership and the promotion of a staff relationship model based on trust and accountability within a smart, digital and virtual framework.

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.

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 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.