55
For a company such as Prysmian with a global outlook, it
is important for personnel training to include international
experience.
As of 31 December 2013, the Prysmian Group’s expat
population counts about 100 employees with 15 different
nationalities (about 50% are Italians) allocated to 23 different
destination countries. 60% are at a non-executive level and
7% are women. There were 28 new departures during 2013.
These statistics evidence the importance of the international
mobility programme within the Prysmian Group. This
tool enables us to respond to various business needs and
requirements:
• spread the culture and values of Prysmian to all countries
and affiliates, an aspect that became even more important
following the acquisition of the Draka Group in 2011;
• meet local organisational requirements via the transfer of
managerial and technical know-how from one country to
another;
INTERNATIONAL MOBILITY
PERCENTAGE OF GROUP SENIOR EXECUTIVES WHO WORK IN THEIR COUNTRY
OF ORIGIN
4
• assure the professional growth of employees, utilised by
the Group not only for the development of middle managers
but also for the professional and managerial development
of young talents. Take for example the “Graduate”
programme, which in January 2014 saw the departure of 28
new graduates from 14 different countries of origin for two
years of international experience in 14 different destination
countries. Within this programme, a further 21 young people
from 12 different countries will depart in May 2014.
Although internationalism is considered a value within the
Prysmian Group, we are also aware of the importance of
properly managing and appreciating the cultural diversity that
exists within each country where the Group is present. For this
reason, Prysmian invests in the internationalism of its senior
executives, ensuring at the same time that a large number of
them actually work in their countries of origin: 74% at Group
level as of 31 December 2013, although almost all (95%) of the
senior executives in South America were recruited locally.
International mobility during 2014 will be marked by
significant efforts to communicate with expatriate
professionals, who need to know how to fit in with colleagues
and transfer the experience, skills, knowledge and leadership
needed to overcome organisational difficulties, such as those
associated with business issues, new projects, new production
requirements or adaptation to new operating conditions.
The objective is to strengthen the trust and engagement of
individuals by making them more aware of our policies and
rules.
(4) Data determined with regard to the following geographical areas of Group activity: Denmark, Estonia, Finland, Norway, Sweden, Hungary, Slovak Republic,
Czech Republic, Romania, France, Germany, Italy, Netherlands, Russia, Spain, Turkey, United Kingdom, USA, Argentina, Brazil, Philippines, Malaysia, Thai-
land, Australia and New Zealand.
EMEA
APAC
North
America
South
America
74%
56%
95%
76%
69%
Group
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0
