Personnel and organisation

The Management in 2011 mainly focused on rationalisation, development and efficiency projects in an increasingly competitive and challenging global market scenario.
Specifically, particular mention should be given to the launch of an ambitious efficiency project, that it is called KORU (Key Operational Results Unfolded) and aims at optimising corporate internal costs through the review of corporate processes. Within this project, the role of human resources is paramount to finalise the strategies defined by the functional managers as well as to constantly monitor the efficiency objectives of the headcount set for each single area.
The attention to cost reduction has been strengthened in 2011 by the actions directed to significantly reduce overheads.
To this respect, it is necessary to make mention of the internal policies on telephone services and travels that have already produced the first positive results in the financial year. Of same importance, are the development projects, which also started producing effects in 2011. Among these, the Global Job System is certainly the pillar of the model for the professional development of Ansaldo STS. Through this instrument, it is possible to identify the allocation of the skills on the basis of the business requirements, the related gaps as well as development priorities.
The project output, now heritage of the corporate community, are the following:

  • a mapping of the existing jobs, defined as Family Backbone;
  • a breakdown of responsibilities, mission, expertise and skills for each job, defined as Work Levels;
  • a model of organisational behaviours common to all the professional families, defined as Competency Model;
  • a dictionary of technical skills peculiar to each professional family, defined as Skill Dictionary;
  • the identification of structured career plans within every professional family;
  • the association of all the Ansaldo STS employees with a work level.

The next steps of the Global Job System project provide for the inclusion of the skill evaluation process in the annual review of individual performances and the use of the gap analysis results for the construction of training requirements.

With the integration of the USA in the new organization, it was also possible to assign to all the human resources a set of objectives to be reached in line with the corporate strategies. Some 4,000 resources are now included in the global process called PDP (Performance & Development Plan), which is made up by three main phases:

  1. Performance and development plan;
  2. Coaching;
  3. Performance rating.

Work level assignment and performance rating represent key elements for the access to the salary review policy, currently defined at world level by the Human Resources Function. The rewarding strategy includes three main elements:

  • individual performances of the latest two years;
  • the weight of the employee’s position defined through the Hay methodology;
  • local market references.

The year 2011 saw the implementation of the Talent Management process model that allowed to identify those resources with high managerial or technical potential.

The resources have been selected through extremely strict criteria such as the possession of an international mindset, interfunctional technical skills, behaviour skills above the average, extraordinary performances.

Following the mapping made in 2011, some 11% of the headcount can be qualified as “high-flyers”.

“ Ansaldo STS constantly monitors its corporate climate, considering it to be the best gauge of the satisfaction of its people vis-à-vis the work environment and their professional aspirations.”
> Please see page 118 of the 2011 Sustainability Report for further information


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