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PRYSMIAN GROUP | DIRECTORS’ REPORT
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HUMAN RESOURCES
The HR strategy is rooted in the development and spread of a shared common identity: everyone must feel
part of the team, contributing to a common project in which they believe.
Over a period spanning more than 130 years, the Prysmian Group has built its success and achieved
important milestones thanks to the ability of its employees who, generation after generation, have been able
to pass on to younger colleagues their values, experience and sense of belonging to the Group.
The human capital strategy of Prysmian seeks to continue in this direction: fostering and shaping the passion,
motivation and competencies of employees into the real competitive edge over competitors.
In line with the Group's objectives, the human capital strategy is underpinned by a number of pillars:
The development and spreading of a shared common identity: everyone must feel part of the team,
contributing to a common project in which they believe.
An inspiring model of Leadership: a management class of high moral and professional standing is
essential for aspiring to ambitious goals and for achieving stable, long-term results. This also
involves continually enhancing the ability to have a 360-degree vision of the business and related
opportunities, as well as to anticipate changes in the business.
The development and management of talent: involving the right people in the professional
challenges, knowing how to select them and developing and making the most of their skills; training
them, challenging them and engaging them. These activities, like others, require planning and
method in order to prime the Group to face the challenges of the future. The Group aims to step up
the development of the "people pipeline" that will drive and support both current activities and
Prysmian's future growth.
The ability to attract top quality resources, by offering professional, intellectual and challenging
career alternatives, that are dynamic but also able to offer attractive long-term prospects.
The ability to protect critical know-how and to prepare a planned succession for the more important
technical roles within the factories.
The development of an organisation that, in terms of size, structure and processes, will allow the
Group to compete effectively on the market.
The importance of internal communication and social relations, key to managing a large organisation
and being able to engage internal and external stakeholders.
The international and multicultural dimensions of our workplaces, consistent with our industrial and
commercial presence worldwide.
Leadership Alignment/Organisational efficiency
The process of optimising organisational structures carried on in 2015, especially with a view to improving
their effectiveness in the business. In particular, one significant action, announced in 2014 but effective from
January 2015, was the process of rationalising Country structures in Europe with a view to regionalisation