2013 SuStainability RepoRt >
SoCial ReSponSibility
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| pRySmian gRoup | 2013 SuStainability RepoRt
About 500 persons were involved in Academy training
activities during 2013, and a further 600 are expected to
participate in 2014.
The total number of training hours delivered by the Prysmian
Group Academy therefore continues to rise, from around 200
in 2012 to 900 in 2013, up by 350%, and to more than 1,000 in
2014. In addition, 35.6 hours of training were delivered to each
Academy participant during 2013. All the training provided is
monitored with systems to measure both its effectiveness and
the satisfaction of the participants.
As an international school of management and professional
training and education, Prysmian Academy also coordinates
the local training activities defined and delivered at country
level, depending on specific local business needs.
The involvement and motivation of senior employees, as
the holders of critical know-how, is becoming increasingly
important for the creation of professional and managerial
market leaders. Given this, in September the Prysmian Group
Academy launched a survey together with the SDA Bocconi
School of Management entitled “Experience counts. Sharing
the value of working experience”, which addressed about 750
experienced employees in eight countries, mostly in Europe.
The questionnaire, translated into eight languages, was
In order to achieve our business objectives and continue to
improve our results, each employee must be put in a position
to make a daily contribution. This requires the allocation of
clear objectives agreed with management and the provision
of constant feedback about the work performed and results
obtained. For this reason, Prysmian People Performance (P3
SYSTEM) was created in 2012 as the Group’s new performance
appraisal system, designed to:
• align personal objectives with those of the Group, thereby
motivating each employee to do their best and generate
value for the entire organisation, creating a single business
identity;
• facilitate communications between managers and staff, so
that the results achieved can be shared;
• train those deemed most deserving, based on objective
appraisals.
PERFORMANCE MANAGEMENT
used to gather perceptions and suggestions from our more
experienced employees, in order to identify specific training
and skill development needs. The resulting actions, to be
taken from 2014 onwards at both Group and local levels, will
seek to strengthen the abilities and involvement of those
more senior employees.
Thanks to the partnership with CEB-Shl Talent Measurement
Solutions, a world leader in talent measurement, the Prysmian
Group Academy has launched a structured process for the
assessment and development of leadership, as part of the
professional and managerial programmes delivered by the
Academy. The objective is to prepare reports designed to
provide clear, timely and reliable information about the
potential and preparation of each person.
In particular, the following actions have been put in place:
• assessment of managerial and professional potential,
involving about 165 persons in 2013;
• succession management, a process designed to establish a
series of special measures that ensure smooth leadership
succession within the Company;
• talent scouting, an internal process initiated with the aim of
promoting young talent.
This process, backed by an online platform, implements 5
main steps:
• definition of performance: determine targets and expected
behaviours;
• constant feedback: consolidated and lasting relations
between managers and staff;
• overall assessment: appraisal of the quantitative and
qualitative results achieved;
• control: sharing and comparison of the assessments made
by management;
• feedback: provision of feedback to staff.
P3 is therefore an important tool for the motivation and
engagement of employees, obtained via the appraisal and
improvement of individual performance.
Following the pilot project carried out in 2012, the programme
was extended to all Group countries and businesses during
2013, involving a total of about 2,500 white-collar workers
(500 in 2012) representing 13% of all employees. During 2014,
the Group’s entire white collar population of about 5,000
persons will be involved in the performance management
process.
