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constructive feedback, of manager-employee communication,
of people development and reward of the most meriting,
based on objective data. In addition, the P3 will be an
important motivational tool, through the process of appraising
improvement in performance.
International mobility
International mobility within the Prysmian Group provides
an opportunity for career development in an international
context, with attention to both professional staff and new
young talent. The program involves a structured and effective
process that starts with identification of needs through
discussion with colleagues and analysis of organisational
structures in the different countries. In this way it is possible
to identify the requirements for managerial or highly
specialised know-how for which the international transfer
of resources is the solution. But this is not the only thing:
developing people through international experience helps
achieve better performance and results.
The expatriate is a professional who must be able to integrate
with his/her colleagues, by transferring experience, skills,
knowledge and leadership that may be the key to overcoming
organisational difficulties involving critical business issues,
new projects, new production requirements or integration with
new industrial units.
Around 100 qualified staff are currently involved in the
International Mobility program.
Remuneration policies
During 2012 the Group continued to develop remuneration
policies focused on business objectives, consistent with the
expectations of investors and with performance targets based
on sufficiently long time horizons to ensure the creation and
sustainability of value in the long run.
It is reported in this connection that the three-year long-term
incentive plan, launched in September 2011, has been fully
implemented and has succeeded in achieving a high retention
rate amongst participants.
Such remuneration policies are designed to attract and
retain talented people capable of achieving objectives, to
motivate management to perform even better, and to align
compensation with levels of responsibility, including through
a correct mix of fixed and variable short and long-term
remuneration.
Social and internal relations
The phase of industrial restructuring, following the acquisition
of Draka, was started during the year with the closure
of 6 plants around the world and the concentration and
reduction of the number of offices and other sites in various
countries, with the goal of optimising costs. These operations
were conducted in compliance with local laws and with
the agreement of the social partners concerned, including
through the use of tools for the outplacement of staff made
redundant. For example, in the case of the closure of the plant
in Livorno Ferraris (Vercelli, Italy), the Group has implemented,
with the consent of the local authorities and trade unions,
outplacement policies for the staff involved, thanks to which
some have found new employment at other Group plants or at
other companies.
Agreement was reached to unify the two separate European
Works Councils of Prysmian and Draka (supranational
organisations representing employees provided for under
EU legislation) into a single European Works Council for the
Group, also in light of the recent Italian law that introduces
European Directive 38/2009 on works councils.
For a more detailed understanding of the Prysmian Group’s
commitment to human resources, please refer to the 2012
Sustainability Report.
