www.ansaldo-sts.com

Human Resources

Commitments made and commitments for the future

REPORTING ON COMMITMENTS
Commitments made in 2011 Activities performed in 2012
  • Implementation of the competency model on the company’s IT tool (SABA) to assess performance (PDP – Performance Development Project). Inclusion of the classification of resources in terms of jobs and work level in the company’s management tool (SAP).
  • In 2012, the design of the IT tool (SABA) was completed. It manages the Global Job System, which is the backbone of the role and responsibility system at Ansaldo STS. Using this IT tool, Ansaldo STS can associate all its employees at global level with a Work Level (WL). Each WL contains a detail of the responsibilities, the mission, competencies and skills for each job.
  • Updating of the remuneration policy in compliance with new CONSOB regulations.
  • The Ansaldo STS remuneration policy was revised, for alignment with CONSOB regulations. This policy, which specifically relates to Executive Directors and Key Managers, is aimed at:
    1. promoting and creating value for shareholders in the medium to long-term, 
    2. creating a strong tie between remuneration and performance, at both individual and Group level and
    3. attracting, retaining and motivating managers of top professional quality.
 
  • Implementing and consolidating the integrated assessment system between PDP (Performance Development Project) and GJS (Global Job System)
  • Each Ansaldo STS employee was able to self-evaluate their competencies and skills – associated with their work level – as a preliminary step to the assignment of development objectives in the PDP for 2012.
  • Implementing structured and targeted initiatives to develop company talent. In this respect, as part of the talent management model already defined within the integrated HR development model, a development path for future leaders (i.e., a select group of high potential individuals) will be planned. It was kicked off in 2012 and is based on offering opportunities for direct involvement in strategic company projects.
  • The future leaders project was launched to identify 20 top talents to whom strategic projects will be assigned over a two-year period. The project is based on a structured in-house selection process that involved approximately 500 resources who applied of their own initiative. There were multiple selection criteria (assessment of potential, structured interviews, letter stating one’s motivations, GMAT and TOEFL), for an approach based on transparent and objective final scores, leading to the selection of 20 future leaders.
  • Developing an inter-institutional collaborative project to make the company’s social responsibility genuine and operational. This will entail, with the collaboration of an institutional network in the Naples area, the creation of a city-lab to promote culture, development and innovation in the region.
  • Round tables were started with institutional representatives selected as potential partners in this project. In particular, the foundation of the S. Carlo Theatre in Napes and the Councilman for the environment of Naples participated in some preliminary meetings to consider the feasibility of projects in certain sectors. A potential idea for a joint environmental and cultural development project in a suburban area of Naples (in the east of the city) was considered, with the municipal authorities allocating investments to improve the quality of life in the area. The proposed project has not yet been developed to an operating stage.
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  • Continuation of the “Values in action” campaign to support the importance of conduct in validating company values.
  • The “values in action” communications campaign saw the participation of all legal entities. The proposals received in the shape of slogans, videos and photographs were used to draw attention to values and related conduct. There were articles on the intranet, posters and information on company screens to underscore this initiative.
  • Improving performance, efficiency and team spirit, promoting specific action to strengthen key managers’ leadership. In this respect, the “Key roles empowerment” initiative will be implemented to develop a greater level of expertise and awareness of and in Project Manager, Project Engineer, Product Development Engineer, Supply Chain Planner and Controller positions.
  • Strengthening and spreading the team spirit of project teams by planning specific action for continuous improvement. Specifically, the “Key Role Empowerment” initiative was planned and implemented, involving a large number of key resources in certain strategic Ansaldo STS projects. This initiative saw the organisation of two workshops to foster awareness and understanding of key project roles: Project Manager, Project Engineer, Product Development Engineer, Supply Chain Planner and Project Controllers, involving not only these key project positions, but function managers and top management as well. The aim of the workshops was to share the organisational model, processes, requirements and expected conduct for people in key project roles, by taking an interactive approach, in which participants were able to ask questions of top management and hear their vision.