In a competitive context, where business, technological and consumption models undergo continuous major transformations, the change necessary to successfully overcome the market challenges must include the valuation of people and the development of their professional skills.
The Group’s People Strategy for the three-year period 2015-2017 is the natural evolution of the radical review of activities and processes that involve the staff, from management to training, remuneration to organisation, which resulted in the definition of nine inter-departmental working groups (“Workshops”) established in 2014. In 2015 the results of the Workshops that had concluded the planning stage and started the operational stage were implemented and a further two Workshops were launched1. Thus in 2015 the initial tangible results were recorded of the work of over 2000 colleagues from the operating lines, from the other departments and associated companies, tasked with the goal of calibrating and modulating motivational, training and organisational processes and techniques.
Telecom Italia workshops
|1. DEVELOPMENT MODEL||2. NEW CAPABILITIES||3. KNOWLEDGE HUB|
|To prepare paths for valuing people and allowing them to grow, renewing the career plans architecture||To identify and acquire new cutting- edge skills in terms of the market and technological evolutions||To direct the knowledge management processes and oversee the generation and dissemination of knowledge|
|4. IDENTITY||5. PAYING FOR VALUE||6. PROCESS DESIGN AND FUNCTION|
|To identify the common traits of the organisational identity and promote values and actions hinged on increasing a sense of belonging, and renew the trust enjoyed by the company and its people||To prepare a model for measuring the work factor, based on the concept of value as the ratio of cost, productivity and quality||To map out the business processes and introduce a single method for design, planning and operation, through the identification of an international standard (E-TOM)|
|7. MANAGEMENT MODEL||8. TOTAL REWARDING||9. NEW PERFORMANCE MANAGEMENT MODEL|
|To develop management responsibility models and a management aimed at valuing people and their skills, increasing levels of caring and motivation||To use all levers available, not just remuneration, to value merits and to recognise and satisfy the specific needs and motivations of people||To identify a new leadership and performance measurement model that appraises individual merits and the separate skills of all people of the Group|
The people who work in the Group are clearly the figures with the greatest interest in the success of their relationship with the Company and, with them, the trade union representatives. In the same way, the families of employees are significantly involved in this relationship and, to a lesser extent but in any case to an important degree, the communities within which the Telecom Italia people go about their daily lives. The Group’s size also justifies a major involvement not only of the Public Institutions and Entities dealing with matters relating to the world of work, but also of the Government itself.
[G4-Dma Employment], [G4-Dma Labor/Management Relations], [G4-Dma Occupational Health and Safety], [G4-Dma Training and Education], [G4-Dma Diversity and Equal Opportunity], [G4-Dma Equal Remuneration for Women and Men], [G4-Dma Labor Practice Grievance Mechanisms]
Material issues in this chapter:
- management of the workforce, generational renewal and promotion of talent
- health and safety at work
Relevant company policies: Code of Ethics and Charter of Values; Human Rights Policy of the Group; Three-year People Strategy; Social Responsibility Policy on child labour, forced labour, health and safety, freedom of association and the right to collective bargaining, discrimination, disciplinary procedures, working hours and pay; Equal Opportunities Charter. In this context, the agreements reached with the trade union representatives and, in particular, the Collective Labour Agreements, are essential.
Effectiveness and monitoring: in order to monitor the effectiveness of processes and ensure the monitoring required by the numerous internal procedures and company-trade union committees, the Company uses some numerical KPIs. This chapter explains those relating to the structure and the evolution of the workforce, training, health and safety, remuneration, non- conformities and work-related reports. The KPIs for which the Company has established numerical targets have been given as an appendix to the Report, such as the training targets and in particular those relating to training on health and safety, and accident containement related targets.
1 Management Model and Total Rewarding Model.