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A POLICY OF ENGAGEMENT
FOR EACH AND EVERYONE
The importance of equal opportunities has
been underlined in a Diversity and Inclusion
Policy containing the principles to be applied
to all employees.
This has been conducted to assess the
strength of the relationship between
Prysmian and its people, their sense of
belongingandtheirdegreeofjobsatisfaction.
The survey involved about 5,000 white collar
staff around the world and a pilot sample
of around 2,200 blue collar workers, and
included measurement variables describing
the
working
environment,
employee
management
practices
and
internal
communication.
In the training sphere, a new Manufacturing
section of the Professional Academy was
launched at the end of 2015, also involving
an investment in creating a practical training
environmentattheplantinMudanya,Turkey.
With a view to ever greater transparency,
a weighting system has been introduced
to enable faster reviews of internal equity
and market alignment, including guidelines
to link remuneration policies at all levels of
the organisation and variable remuneration
packages with the evaluation of individual
performance.
The policies and processes have been revised
as from January 2016 in order to align them
with the most advancedmarket practices, to
help expatriates even outside headquarters,
to standardise compensation packages
and to segment the different types of
assignment.
Inclusion
Engagement Survey
Manufacturing
Remuneration
Mobility
The Prysmian Group invested in
its human capital in 2015 not only
in terms of skills development,
but also by focusing on the
overall growth of individuals by
always placing them at the centre
of attention.
In 2016 the Group will pursue its
initiatives to develop human resources
by continuing and strengthening a
series of programs: as part of the
global recruitment initiatives, with a
program to recruit key professional
figures in the areas of Production,
Logistics, Quality and R&D; with the
publication of the results of the Group
survey and implementation of actions in
response; with the 5th edition of global
recruitment of new graduates through
the “Build the future” program.
The performance management process
(P3) will also be improved by giving
employees the chance to propose
their own performance objectives in
order to increase their involvement
and participation in the target-setting
process. The Senior Leadership Program,
forming part of the Leadership Academy,
will be completed for senior managers
with the aim of creating a common
business language designed to cope with
the challenges of management.
An ongoing commitment
215
people
of
27
nationalities
in the expatriate population