2017 Sustainability Overview | Prysmian Group

51 Intellectual capital and talent are regarded as strategic and very valuable assets at Prysmian, the key for achieving the profitability and value creation goals. As such, they must be supported by appropriate actions to develop and enhance their worth. TOTAL GROUP EMPLOYMENT AS OF 31 DECEMBER 2017 EMPLOYEES BY GEOGRAPHICAL AREA AND GENDER EMPLOYEES BY TYPE OF CONTRACT AS OF 31 DECEMBER 2017 10.000 15.000 20.000 25.000 5.000 0 2015 2016 2017 19.316 75.6% 25.4% 74.9% 25.1% 74.6% 25.4% 20.493 75.7% 24.3% 21.052 Blue Collar White Collar 63.4% 14.9% 14.0% 7.8% EMEA APAC North e Centre America South America 80.4% 3.9% 83.9% 0.4% Permanent Fixet-term Full time Part time 14.1% 1.6% 15.2% 0.4% Permanent Fixet-term Full time Part time Man Woman During the period 2012-2017, the Group designed and implemented a robust human capital development strategy in order to minimise the errors made when deciding on people and to equip the company with valuable resources, capable of contributing to future growth while maintaining the global leadership position of the Group in its industry. The Human Capital Development strategies of Prysmian Group are based on an integrated management system designed for attracting, developing, promoting and retaining talented people. This results in a Talent management system which is based upon four pillars: the recruiting and acquisition of talents, the management of their performance, the management of talents and their succession, training and development. THE JOB OF NURTURING TALENTS