COLLABORATION WITH UNIVERSITIES, TRAINING AND KNOWLEDGE MANAGEMENT
Telecom Italia has further strengthened its relationship with leading universities and national and international research centres, focusing on enhancing talent to transfer innovation to the Company. The goal is to strengthen and accelerate Telecom Italia’s ability to innovate while at the same time contributing to the development of young people by offering them the opportunity to gain new skills and experiences.
- collaboration with secondary schools as part of the “School Business Network” project, which was launched in 2009 with the aim of creating a structured relationship with high schools, particularly in order to enhance the skills within the Group, get in touch with young people across the country and promote the company’s image;
- financing of scholarships to help young engineering and economics graduates achieve a postgraduate qualification:
from 2011 to 2014, 131 doctorate scholarships have been assigned for the development of specific research projects of interest to the company, the subjects of which range from cloud computing to geomarketing, from big data to e-health, from LTE to robotics, including issues related to web law and economics. For the 2015-2016 academic year, another 40 doctoral scholarships are envisaged;
- collaboration with postgraduate study courses by organizing 5 Master’s courses closely linked to business;
- a permanent national and European observatory on issues connected with the transition from school to work and the development of new skills for young people;
- sponsorship of the TIM Chair in Market Innovation at the Bocconi University of Milan, as part of the Master’s Degree in Economics and Management of Innovation and Technology. The programme includes the main technological product and service development, creation and marketing models.
[G4-LA10] For a telecommunications company that wagers its future on offering cutting-edge technological and commercial solutions, training and managing its people’s knowledge is a must.
Telecom Italia training activities are guided by the desire:
- to strengthen leadership styles in order to provide managerial skills that can support the strategic development of the Company in the coming years;
- to enhance the individual and collective skills needed to compete in the new business scenarios, paying particular attention to the specialised skills needed in the sector;
- to provide people with the capacity to cope with everyday challenges;
- to accompany and support the transformation of organisational identity and culture;
- increase digital skills and social collaboration also to support the evolution and digitisation of the national system;
- lower the environmental impact of training activities through the use of e-learning solutions which reduce CO2 emissions. These formats also represent the Group’s commitment to enhancing the quality of life of its employees and contributing to the correct balancing of their personal and professional lives.
[G4-LA10] All the Group’s training programmes aim to provide tools for professional growth that will then remain as part of the employee’s personal baggage both within and outside the Company1.
In Italy, the main training programmes implemented in 2015 fell into the following main groups:
- Management education, involving around 1,400 Group managers. The programme was set up to support the Business Plan by disseminating and strengthening agreed forms of leadership behaviour. The main projects are:
- individual and collective coaching path for executive management, launched in 2014 and concluded at the start of 2015;
- ALP “Action Learning program” project for around 140 senior managers, aimed at stimulating networking and idea generation on business topics. The project was started in 2014 and concluded in 2015. From 2015, 3 strategic projects that emerged from the working groups are in progress;
- “SALP training programme: Social Action Learning Program” with the aim of acquiring know-how and methodologies relating to some business challenges, stimulating inter-departmental work and networking and generating innovative solutions for the Company. SALP provides a social working method in line with the new digital methodologies increasingly found in education programmes. The programme will continue even in 2016 and will involve around 600 managers;
- online library which allows all managers to benefit from videos, webinars and materials from national and international speakers on business, finance, technology and leadership topics.
- The training plan on New Development, Leadership and Performance Management Models, aimed at all people in the Group and divided into different initiatives that aim to increase knowledge of the change introduced by the New Models (see Development and new skills paragraph), to promote the culture necessary to guide behaviour and to reinforce the maturity of the assessment. In particular, the “3L Model and Performance Management” training programme was launched in May for managers and team leaders (around 4,200 people), as was “FIT - Future in Training”, aimed at the entire population of professionals and employees (around 47,000 people). See boxes on pages 171 and 172. Induction training, a programme that forms part of the Onboarding project (see Development and new skills paragraph), aimed at people who join Telecom Italia from the external market or from companies of the Group, aimed at speeding up professional growth and the consolidation of skills through a gradual inclusion route. In 2015, 3 new editions were launched and around 250 people were involved.
- Space for growth, a programme designed to offer support to much of the company’s workforce by strengthening specific behavioural areas: communication, change, team work, systemic problem solving, a focus on results, negotiation, planning/organization, innovation/creativity and coordinating resources.
- Post skill assessment training, which includes training aiming to update competences and develop new skills.
- Talent In Action, a development and training project intended for one specific segment of the population of around 1,000 people, which seeks to define individual action plans. A structured training offer tailored to the needs of individuals, consisting of around 80 different initiatives, has been defined as part of this project. The activities started in November 2014 and will continue throughout 2016.
- Professional retraining, a series of training activities aimed at redeveloping people’s technical and specialized skills and at achieving efficiency and savings. One example is the “Single Front End” in the Network context, where training accompanied the complex transformation of the Front End ensuring the operating effectiveness of people also by measuring the effectiveness of the training itself.
As regards the obligations involved in the implementation of company prevention and protection measures deriving from current regulations, a series of actions were taken in keeping with previous years aimed at ensuring the protection of all professionals that make use of the workplaces of Telecom Italia.
The Compliance department involved different company departments in specific days referred to as “Compliance Days”, as well as in different cross-group training actions on Sarbanes-Oxley-Act, 231 Organizational Model and Databreach Procedure issues. The “competition compliance” programme was launched in the second half of 2015, which will also give rise to a specific training course on the topic it will focus on for the whole of 2016.
[G4-HR2], [G4-HR4], [G4-HR5], [G4-HR6], [G4-HR7] Finally, an online course on respect for Human Rights, linked to the publication of the Human Rights Policy in the Group, was made available to all employees of BU Domestic; the same course, in the local language, will be extended to the employees of BU Brazil in 2016.
In 2015, in Brazil, the training mainly concerned compliance with the Code of Ethics and 231 Organisational Model, rules relating to health and safety at work and privacy matters.
Telecom Italia confirmed its commitment to the cultural transformation process by launching training courses on Diversity topics: in 2015 around 50 managers discussed the topic of ageing and generational comparison.
In Brazil all new recruits are required to attend training courses on company-wide issues, such as ethics and sustainability. In 2015 as well, basic training and refresher courses were also carried out dedicated to Sales and call centre staff.
[G4-LA9] The tables below show Group training hours by professional category. A comparative focus of training by gender is given in the Appendix.
1 Shows the overall number of participation in training sessions, in the various forms provided (classroom, online, training on the job).
2 Coverage refers to the percentage of participants compared to the total, i.e. the % of human resources who took part in at least one training session compared to the total number of human resources in each individual category (senior managers, middle managers, office workers).
[G4-HR2] Training linked to respect for Human Rights mainly related to the dissemination of the Group’s Human Rights Policy, compliance with the Code of Ethics and 231 Organisational Model (see Being sustainable at Telecom Italia), and the rules relating to Health and Safety at work and Privacy matters.
Number of hours of training on human rights4
Percentage of employees trained on human rights4
[G4-HR7] All personnel operating in the Security Department of Telecom Italia are trained and updated on national and European Community legislation and regulations governing company safety, and go about their duties in complete compliance with all current company procedures and policies in force. More specifically, in order to protect the Company’s human, tangible and intangible resources and infrastructures, Security staff analyse risks and reports of safety incidents, preventing loss and limiting damages, interfacing with the Civil Protection Department and the other institutional entities responsible for managing emergencies or major events involving the various company assets. Security personnel do not perform crowd control duties nor escort people or values, which is instead a task institutionally assigned to the police force. Alongside the more traditional training activities, 2015 saw the continuation of Knowledge Management, aimed at making it easier, in a stable manner, for the Company as a whole to establish the way it learns (learning organisation), initiating the exchange and mutual “contamination” of ideas, knowledge and solutions. The model has two key characteristics: it is overarching and innovative. Overarching because it is founded upon the involvement of several company departments based on the principle of competence; innovative because it fosters the generation of new skills and ideas in order to encourage structured involvement, exchange and collaboration with the aim of contributing to the Company’s competitive advantage.
THE TELECOM ITALIA LEADERSHIPMODEL
The idea on which the Model is based is that leadership can be spread, i.e. can be exercised by everyone in relation to their activities. The Model therefore targets the whole of the company population, so as to allow everyone to contribute towards the major, necessary evolution of skills, in order to achieve the transformation process undertaken by the company.
The three key concepts of the Telecom Italia strategy and culture underlying the Leadership Model are:
- The future can be constructed and guided: LEADING THE FUTURE.
- Value takes shape and is created through people and their everyday interaction with customers: LIVING VALUE.
- Our value can be multiplied if we network: LINKING NETWORKS.
The 9 Skills comprising the new Telecom Italia Leadership Model ensue from these three dimensions:
The 9 skills, translated into observable conduct, were included in the performance management system.
Performance management is part of a broader, more extensive Development Model hinged on the value of the person through the creation of transparent, fair, inclusive and differentiated assessment and development systems able to reveal capacity, aptitude and knowledge of the individual and encourage continuous improvement of people and the organisation.
1 At present the Group does not have any courses running for career-end management, also because the need has never been highlighted by workers or their trade union representatives.
2 As stated in the 2014 sustainability Report, the disclosure of this information in the Brazilian BU started in 2015.