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branding in partnership with professional social networks like
LinkedIn and Monster as well as local ones (eg. GraduateLand,
ChinaJob), the use of online portals, attendance at careers
fairs at the world's top engineering and economics universi-
ties, and FaceBook, all geared to maximising media exposure
and receiving the largest number of applications possible.
Performance Management
To achieve company targets and continue to improve the
results, each employee must be able to make their daily
contribution by being set clear objectives, agreed with their
manager, and having the possibility of receiving continuous
feedback on their work and the results achieved. This is why
the Prysmian People Performance system (P3) was created in
2012 as a tool to motivate and engage employees through a
process of appraising and improving individual performance.
Following the pilot project in 2012, in 2013/14 the programme
was rolled out to all Group countries and businesses, covering
the entire employee population.
Training and Development
Prysmian has also created, in partnership with SDA Bocconi,
the Prysmian Group Academy, an international school of
managerial and professional education whose mission is to
develop and consolidate the technical and professional skills
of Group management. The Academy's training activities
involved about 600 employees in 2014, with another 600
expected to be involved during 2015.
Talent Measurement and Succession
The Academy introduced a leadership assessment and de-
velopment process during 2014. Each programme, developed
in partnership with the consulting firm CEB, adopts the very
latest in career management practices. To date around 250
employees have been involved, including executives, middle
managers and technicians. The aim of these programmes is
to prepare the future pipeline and to plan succession, through
a clear and timely exchange of information based on hard,
reliable and consistent evidence of an individual's potential
and ability (i.e. their readiness) to cover different positions.
International mobility
At 31 December 2014, the Prysmian Group had an expatriate
population of about 175 people from 35 different nationalities
(of whom slightly more than 38% were Italian), who had
moved to 35 different destination countries; of this total 61%
were non-executive staff and 8%women. A total of 82 people
embarked on new international assignments during the year.
The above numbers demonstrate the importance of interna-
tional mobility within the Prysmian Group. In fact, this tool is
an integral part of the policy of developing and growing talent
within the Group. On the one hand, it allows the culture and
values of Prysmian to spread to all its countries and all its
subsidiaries, a particularly important requirement after the
Draka Group's acquisition in 2011. On the other hand, it allows
local organisational needs to be met by allowing the transfer
of both managerial and technical know-how from one
country to another. International experience is also central
to the professional and managerial growth of young talents
participating in the "Graduate" program. In 2014, 50 recent
graduates from 24 different countries were recruited for a
two-year international experience in as many as 19 different
countries of destination.
The Prysmian Group's attention to internationalism and
the development of transnational resources is matched by
the considerable energy it devotes to fostering the cultural
diversity of the individual countries in which it operates. Of
the Group's senior executives, 45% work in their country of
origin.
The focus of international mobility in 2015 will be on ensuring
the success of international assignments by measuring
their effectiveness in terms of know-how transfer and local
team professional development and by improving the career
planning for expatriates once they finish their international
assignments.
Key to the success of the international mobility policy is
that expats manage to share and strengthen the Prysmian
sense of identity, its corporate culture and values within the
local teams, while leveraging the diversity of talents beyond
geographical borders in order to achieve superior results for
the organisation.
Remuneration policies
The Compensation & Benefits policies adopted by the
Prysmian Group are designed to attract and retain highly
professional resources, particularly for key positions, with
the right skills for the complexity and specialisation of the
business, while also having a view to the sustainability of
costs and results over time. The business's growing inter-
nationalisation means constantly monitoring the different
geographical situations to secure distinctive talents in a
competitive market environment.
These policies are defined and implemented centrally for
the Executive population (about 300 employees) and for
expatriates (about 175 employees), while these activities are
delegated to the local level for the rest of the workforce. Over
the next few years, centralised management will also extend
to the population of experienced employees, meaning those
with extensive know-how linked to length of service.
In line with best market practice, executive remuneration
packages contain a fixed component as well as short and
long-term variable components. All components of remu-