"The Pirelli Group recognizes the crucial importance of human resources, in the belief that the key to success in any business is the professional input of the people that work for it in a climate of fairness and mutual trust. The Pirelli Group safeguards health, safety and industrial hygiene in the workplace, both through management systems that are continually improving and developing and by promoting an approach to health and safety based on prevention and the effective handling of occupational risk. The Pirelli Group consider respect for workers' rights as fundamental to the business. Working relationships are managed placing particular emphasis on equal opportunity, on furthering each person's career development, and on turning their diversity to account by creating a multi-cultural working environment."
(Ethical Code – "Human Resources").
The above-mentioned principles are reiterated in the "Social Responsibility Group Policy for Occupational Health, Safety and Rights, and the Environment". The commitments taken by Pirelli through this Policy reflect not only the contents of the regulations above but also the SA8000® prescriptions , which for years has been the benchmark for Group social responsibility, and the United Nations Global Compact, of which Pirelli has been a member since 2004.
|Employees' statistics||Health and Safety||Diversity Management||Training and development|
Training processes for Pirelli personnel are currently based on three different elements, which form the basis for designing both local and international programmes.
- Development needs for individual skills, emerging from the annual performance review. Following the performance assessment process, training needs are identified, and based on this plans and programmes are formulated, often on a local basis. Each country therefore organises a local training catalogue. In the factories the process is similar: training needs are identified and analysed by means of regular skills assessments, analysing the performance of quality and efficiency indicators of the machinery assigned to each team.
- The need to develop and align strategic technical and professional competences according to function or professional family. The central departments periodically identify the competences that need to be updated or circulated in their professional family, also drawing on the results of competence assessment campaigns. In this case training programmes are organised on a central level, by department, and delivered both centrally and locally, based on common elements.
- Identifying and developing talents. At the central level programmes for junior managers and middle managers are organised. These programmes are based on Development Centre activities and a subsequent training session regarding managerialskills. This training is known as the Career Development Programme.
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