Consolidated Financial Statements >
Directors’ Report
110
| 2012 annual report prysmian group
During 2012 resources continued to be optimised as part of
the Draka Group’s post-acquisition integration process, while
in parallel, there was the induction of an initial group of 30
graduates, the insourcing of 13 Information Technology staff,
and the acquisition in December of Global Marine Ltd, a British
company active in the installation of submarine cables and
systems.
The Group had a 5% staff turnover for voluntary resignations
in 2012, down from 5.8% in 2011.
People Development: investing in people
Prysmian Group has created a staff development programme
in 2012 based on the following four initiatives: Graduate
Program, Prysmian Group Academy, Talent and Succession
Management and Performance Management.
Graduate Program
, launched in 2012, is an international
graduate recruitment and induction program, created with
the aim of helping to build the Group’s future management
and professional staff, through the placement of young
high-potential graduates in different business functions and
geographical areas. The program involves an initial phase of
induction and training at the Group’s headquarters, followed
by a 12-month job rotation in the graduate’s home country and
a further 24 months in a location abroad. At the end of the
three years, the person will be assigned a junior management
role in Italy or abroad, according to the business needs at that
time and taking into account their performance appraisal,
personal ability and achievements. A very important part of
the program is the mentoring role played by senior managers,
who act as a point of reference for the young recruit and follow
their entire training path.
Prysmian Group Academy
is an initiative, also launched
during 2012, with the aim of creating within the Group,
an international school for management and professional
education and training, divided into two main areas of action:
a School of Management, set up in partnership with SDA
Bocconi, with the mission of strengthening leadership and
management skills, and a Professional School, whose mission
is to develop and consolidate technical skills and know-
how, ensuring that these are passed on from more senior,
experienced staff to younger ones.
About 200 employees experienced the Prysmian Group
Academy in 2012, with another 500 expected to be involved in
2013 (roughly 10% of the combined management and white-
collar workforce).
Talent and Succession Management
is a process intended
to improve the management of key people with the specific
aim of identifying, developing and retaining talent to support
long-term business growth and of developing and protecting
critical know-how, meaning those people with the essential
knowledge and skills needed for continuously improving
product quality, expanding markets, managing customers and
acquiring new business.
In particular, actions and processes have been developed such
as:
• Assessment of Management performance and potential;
• Succession Management, with the goal of establishing a
series of special measures to ensure the smooth succession
of the Company’s leadership;
• Internal Talent Scouting, aimed at promoting young talent.
Performance Management
, a program for the gradual
introduction of performance appraisal. During the year, a
pilot project was started to implement a new system of
performance appraisal, called
Prysmian People Performance
(P3), which is due to be fully rolled out in the course of 2013.
The new process, supported by an online system, aims
to introduce a Group culture based on the importance of
