TRAINING AND KNOWLEDGE MANAGEMENT
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.
DON’T WAIT FOR THE FUTURE.
LET’S CREATE IT TOGETHER.
UR PEOPLE AND OUR CUSTOMERS ARE OUR GREATEST COMPETITIVE ASSET.
WHO WE ARE, WHAT WE KNOW, WHAT WE DO.
WE CAN MULTIPLY ALL THIS. LET’S CONNECT
The 9 Skills comprising the new Telecom Italia Leadership Model ensue from these three dimensions:
LEADING THE FUTURE
► Explore the new
► Broaden horizons
► Choose change
► Realise potential
► Disseminate responsibility
► Exceed expectations
► Nurture communication
► Develop relationships
► Encourage collaboration
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.
[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).
Telecom Italia people
[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 rights1
Percentage of employees trained on human rights1
[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.
1 As stated in the 2014 sustainability Report, the disclosure of this information in the Brazilian BU started in 2015.