Pirelli Intranet home page
In 2007, internal communication was subject to an extensive rethink at Corporate level.
This led to the renewal of the two main tools for information and interaction with employees, the Intranet and the corporate press, together with the development of several communication initiatives targeted at employees, like the “CSR Company” campaign.
The common objectives are to refocus communication on the employee and to produce content that is useful, interesting and engaging for the employee, using a common language, with as little formal and technical jargon as possible.
Pirelli was one of the first Italian companies to set up its own worldwide Intranet. Over the years this portal has undergone several different phases of development, mainly of a technological nature, with the introduction of new functions designed to facilitate the operations of the various businesses.
In 2007, the Intranet was the subject of a study by a cross-disciplinary team, which set out a plan of preliminary interventions to be implemented over three years. The first stage focused on Group communication with a structural change to the home page, representing the access point used by all the employees. The objective was the sharing of information between companies, between functions and businesses, and between individuals, through the creation of a constant and coordinated news flow, in order to strengthen the sense of belonging to the company and to empower individual employees. A central editorial function has been set up, tasked with news gathering and production at Corporate level, together with a network of local “scanners” to pick up news in their respective areas. This structure ensures wide ranging, up-to-date and highly effective reporting, thanks to a style of communication that makes full use of the latest multimedia tools and interactivity and adapts to changes in surfing habits.
The first stage has also involved a complete reorganisation of the document content to make it more user friendly. Identification is intuitive, i.e. icon based, as part of a wider ranging graphic restyling designed to facilitate consultation.
New interactive functions will follow to create employee-to-employee flows within the on-line “community”.
Pirelli Corporate Press
As described in detail in the previous edition of the Sustainability Report, at the end of 2006 the Group had 28 magazines, edited by its affiliates and branches all over the world, with many different formats, but consistent with the specific features of each market. In 2007, there were no significant changes in numbers, instead the most recent publications were enhanced and, at Corporate level, a project team was set up to reorganise the corporate press.
The project focused on the three long-standing magazines published by the Group in Italy: Pirelli Flash, Fatti&Notizie and Pirelli World. For Pirelli Flash, an information tool traditionally targeted at blue collar workers, the work focused on its updating, transforming it from a monthly magazine into an online bulletin updated directly by factory managers in real time.
The new Fatti&Notizie
The bimonthly magazine Fatti&Notizie was subject to a rethink of its content, language style, graphics, format and distribution. A complete overhaul, to talk about company life from the inside, based on a “team” approach that shakes off the last remnants of top down communication. The new editorial format of the magazine, whose first edition will come out in February 2008, will include interviews with employees, focus articles on topics of direct interest to Italian readers, and encouragement for employees to make themselves heard.
The quarterly publication Pirelli World, originally a magazine targeted at the Group’s management around the world, has attracted a considerable outside readership in recent years to the extent that in some countries it plays a significant role in promoting the Group’s image. The overhaul project is designed to expand this process, opening the publication up to the external community by redefining not only its public, but also its content and writers. This shift of emphasis is reflected in the modern and attractive graphics, which also reinforce its role of image promotion.
The study of the second stage of the corporate press reorganisation project is currently underway, aimed at the harmonious and coordinated transfer of the main elements of the Group identity to all the Pirelli publications, whilst maintaining the added value of the specific local characteristics.
The “CSR Company” campaign
In the second half of 2007, a communication and awareness raising campaign was launched targeted at all Group employees, in their respective languages, on the meaning of sustainability and its integration into Pirelli’s operations. The “CSR Company” brochure was introduced by a message from the Chairman to all the workers and accompanied by a form through which the workers could provide anonymous feedback of their thoughts on sustainability and suggestions for the improvement of the company’s performance in this area.
The “CSR Company” brochure distributed to all Group employees
The results of the survey will be made available to all Group employees in the first half of 2008, through a widespread communication project.
The campaign featured the following:
- Distribution to all the employees of a leaflet on CSR in Pirelli, translated into the local languages.
- Setting up in all the company entrances of stands dedicated to the communication and distribution of the leaflets to employees, supplier and customers.
- A survey of employees (through the distribution of anonymous feedback forms to be placed in the stands) aimed at obtaining suggestions for improvements to be made for CSR.
- Creation of areas dedicated to the subject on the Group Intranet.
Group Opinion Survey
In 2006, we saw the widespread communication of the results emerging from the first worldwide opinion survey launched by Pirelli in November 2005. Following a detailed analysis, differentiated by country, professional family and business, the results were published on the corporate Intranet under these segmentations. This communication was accompanied by information and feedback sessions initially involving Country Managers and Central Department Directors and, gradually, extended to the other levels in each facility (through ad hoc focus groups) to share and interpret the results and to encourage the identification of targeted actions for improvement.
This carefully structured and wide-ranging initiative was geared towards launching projects in 2006 and 2007 encouraging greater focus on effective internal communication (between Functions, between managers and workers, and between the company and individual employees). In 2007, the following projects were implemented:
- Introduction of a new Performance Management system, designed to increase transparency and feedback in relations between managers and workers.
- Redesign of the Group’s international Career Development system, to provide more opportunities and focus on the assessment and improvement of skills for professional development.
- Completion of the worldwide Equal Opportunities Project, as described in the specific section on this subject.
- An opinion survey of blue collar and staff in the two Settimo Torinese plants, geared towards gathering opportunities and requests for improvement in view of the establishment of the New Industrial Centre
Given the high participation rates in this first worldwide opinion survey (approx. 70%), a sign of the engagement and desire of employees to contribute towards continuous improvement for the Pirelli Group, a second edition of the survey will be conducted in 2008 that, in addition to Management and Staff, will also involve Blue Collar workers from the production sites at the centre of technological and skill transformations (Romania and Brazil).
Pirelli Real Estate, which has now conducted three annual opinion surveys of its employees, has set out an improvement plan based on the results, which has been communicated via the Intranet. Indeed, 2007 saw the implementation of the action plan that emerged from the 2006 survey. Following a benchmark analysis against other companies, it was decided to schedule staff satisfaction surveys every two years instead of the yearly surveys that have been conducted to date. This will allow a more realistic assessment of the impact, on the corporate climate, of the actions implemented, which usually take effect over the medium rather than the short term.