Selection, training & development

Selection

Talent Attraction initiatives and Employer Branding

In 2008 the Group’s employer branding activity was focused on updating Pirelli’s image among young university graduates and consolidation of its orientation practises in a year when actual hiring needs contracted.

In 2008 the recruitment, hiring and placement process of young university graduates was revised. The first part of this change involved changing the service provider of the Assessment Centres, which resulted in greater perceived quality of the service (since it was not directly connected with the world of agency work, unlike its predecessor) and streamlining of the assessment process itself. One of the first results was an increase in the percentage of candidates who passed the evaluation process and an increase in the percentage of interns who were hired.

Secondly, the Group introduced specific tools at Corporate level to quickly, constantly and anonymously record the feedback given by candidates participating in the hiring process. The Equal Opportunities postcards represented one of these tools. They were handed out to candidates at the end of the job interviews to measure their perception of how fairly the interview was conducted, and the questionnaires delivered at the end of the Assessment Centre for assessment of the university graduate job candidates, in which the candidates themselves expressed their opinion on the quality of the service.

Finally, a new company policy for placement of recent university graduates was introduced and presented clearly during the selection process beginning in 2008. Implementation of this policy is constantly monitored at the corporate level, particularly in regard to the activation of new internships to be offered only when a real possibility of future placement exists.

At the academic level, the Company guarantees its presence through channels and tools that had already been consolidated over the years (Career Days, Career Books, presentations by Pirelli managers at major Italian universities, orientation meetings for young university students, visits to Group facilities by student delegations from foreign universities, etc.).

In 2008 Pirelli participated at 11 Career Days organised by leading Italian universities. One of these national events was “Diversity & Work,” which targeted foreign or otherwise qualified candidates, and the 1st Career Day for candidates holding or working on a PhD.

In 2008 Pirelli centrally coordinated organisation of Career Days for the first time in China (at the Tongji University in Shanghai), in Romania (at the University of Craiova), and in Egypt (Alexandria) at the beginning of 2009.

The principal orientation projects that were started and/or continued in 2008 included:

  • POLITONG: a cooperative project between the Milan Polytechnic and Turin Polytechnic and Tongji University in Shanghai began 2007 and continued in 2008, with targeted actions involving our managers in Italy and in China. After attending alternate years studying at the participating Italian and Chinese universities, the Italian and Chinese students participating in the POLITONG project received a specialised degree recognised both in Italy and in China.
  • Global Management Challenge: once again in 2008, Pirelli took part in the biggest international business strategy tournament, based on a business game, by supporting nine teams of students (compared with three in 2007), including two Chinese teams, two Romanian teams, two Brazilian teams and three Italian teams.

Aside from the usual cooperative programmes between Pirelli and leading national and international university centres, the first financing project for academic research in materials at Jinan University in Shandong Province, China was launched in 2008.

In addition to orientation and other activities at universities, the Pirelli Group has expanded and organised its presence at certain technical high schools in Italy in order to provide students with professional orientation. It is expected that these cooperative efforts will continue in 2009, by reinforcing and consolidating the Group’s local network.

As part of the project to relaunch and update the company’s image to attract young graduate talent, in 2008 Pirelli modified the image of the highchair (“Seggiolone”) that had been introduced in 2007. It used it at foreign job fairs and interviews, the new stand set up for Career Days and Job Meetings, in the banners used at various selection sites and the Group’s partner university locations, and especially by making it the principal image of the new Pirelli HR brochure, which is distributed in Italy and at all foreign affiliates.

Training and Development

Performance Management Process

The PMT-Performance Management Tool is the online tool for measuring performance. It was launched at the Group level in 2007, the year when it was used online by Italy, Turkey, Brazil, Argentina and Venezuela. As planned, in 2008 its use was extended to Spain, Germany, UK, Romania and Egypt. Assessment is based on the objectives, agreed with managers, to be achieved during the year, the level of expertise as measured by the skills of the respective professional family and the training/development received to achieve objectives. Performance targets were assigned to 3,968 employees in 2008. This number represents 96% of the population involved through the online management performance tool, comprised by the employees in the countries linked with SAP HR. In those countries that do not operate on SAP HR, the process was carried out by using an equivalent paper tool.

Principal Group Training and Development Projects

The most important training and development projects conducted at the Group level for the principal professional categories are listed below:

  • Training in Romania: a “crash training” course was started towards the end of 2008 at the Slatina plant. It involved 850 persons in various areas and subjects (HSE, Quality, 5S, HR, Tyre Technology, etc.). In particular, the PMS (Pirelli Manufacturing System) training programme offered nine days of training in the classroom and factory, for a total of 18,900 hours of training provided by 28 instructors from Pirelli plants worldwide. The topics addressed were safety and quality, to involve and engage the personal responsibility of each worker in the process of improving production, according to the new model adopted by Pirelli Tyre and gradually introduced at factories starting from last March.
  • “Best Seller” project for the Italian Sales Force: training sessions were held in 2008 as part of the project dedicated to the Italian Tyre Sales Force in order to make Pirelli’s selling proposition more convincing through the use of new, different approaches to customers. The techniques used were highly innovative insofar as they involved a minimal amount of time in the classroom and sales activity sessions held “in the field” that were not related to the participants’ usual working environments and responsibilities.
  • Fostering ACF Skills: the training programme for the Administration, Control and Finance professional family was concluded in November 2008. “Fostering Administration, Control, Finance Skills” was launched in 2006 and was created and managed in association with the SDA Bocconi business school. Its main aims are to enhance specific “technical” expertise and managerial skills, and increase the sense of belonging within the Administration, Finance & Control professional family. It involved about 200 participants for a total of about five man-days of training.
  • Turin Industrial Centre: planning for the professional retraining plan for employees at the Turin Centre plants was completed. The first training module on safety was held in 2008, involving all employees (both blue-collar and white-collar). In 2009-2010 the technical and behavioural models envisaged in the plan will be offered. The training courses were offered in coordination with the scheduled completion of infrastructure at the new Turin Industrial Centre.
  • Organisational Model - Italy: following amendments to the reference statute, the Group began a training course for Italian employees on the new Organisational Model in 2008, targeting Italian employees. Online training involved all employees, while 359 persons participated in classroom training, including executives, managers, white-collar employees, top management and/or employees “at risk” of the criminal offences envisaged in Legislative Decree 231.
  • Italy Catalogue 2008: 2008 was marked by a large number of editions and participants (681, for a total of 109 classroom days) in catalogue training provided at the Piero Pirelli Institute. The “Talents in Action Plan” was introduced for newly hired university graduates hired by the Company as apprentices, involving a structured two-year training programme. The new changes in 2008 are the invitations to courses according to the guidelines set out in the Performance Management Tool. This process, which was adopted in November 2008, guaranteed a high number of participants.
  • Career Development Programme: this is an international programme designed to support growth and development of talented Company employees. It is divided into skills assessment/development modules (Development Centres) and training modules (training seminars on “Understanding Business Complexity”, “Managing a Growing Complexity” and “Developing Managerial Excellence”).

The following tables illustrate the number of training and development programmes and participants described above:

LOCAL DEVELOPMENT CENTRES

Country

2008

2007

 

No. editions

No. participants

No. editions

No. participants

Italy

2

28

3

38

Germany

1

12

1

12

Spain

1

7

1

8

Romania

2

22

1

8

UK

1

5

1

13

Turkey

2

24

2

20

Brazil

2

24

2

24

Argentina

1

14

1

16

China

1

18

-

-

 

13

154

12

139

Group DEVELOPMENT CENTERS

Company/Country

No. participants
in 2008 - 6 editions

No. participants
in 2007 - 6 editions

Pirelli Tyre Italia

40

38

Pirelli & C. + S.I. + PBS + Ambiente + Labs

9

18

Egypt

5

3

England

4

2

Germany

8

11

Austria + Switzerland

2

-

Spain

4

3

France

3

-

Turkey + Greece

7

3

Poland + Romania

1

1

China + Singapore

5

1

Japan

1

-

Argentina

5

3

Brazil + Cord

13

7

USA + North America

3

-

 

110

90

TRAINING SEMINARS

Understanding Business Complexity - UBC

 

Italy

Germany

Spain

Turkey

Brazil

UK

China

Egypt

France

Argentina

USA

Venezuela

Mexico

Romania

Comm. Units

TOT

2008

27

7

2

12

7

     

1

  

7

 

63

2007

18

8

2

5

16

2

5

1

1

      

58

2006

10

2

1

1

2

2

   

1

     

19

Managing a Growing Complexity - MGC

 

Italy

Germany

Spain

Turkey

Brazil

UK

China

Egypt

France

Argentina

USA

Australia

Hungary

Romania

Singapore

Middle East

TOT

2008

16

6

1

3

4

1

1

4

2

1

2

     

41

2007

27

8

  

4

2

4

3

     

1

1

 

50

2006

12

3

 

1

1

1

 

2

        

20

Developing Managerial Excellence - DME

 

Italy

Germany

Japan

Turkey

Brazil

UK

China

Greece

France

Russia

Canada

Venezuela

Romania

TOT

2008

13

3

  

1

3

       

20

2007

10

4

 

1

 

2

2

 

1

 

1

 

1

22

2006

13

1

1

 

2

  

1

     

18

Sustainability Training

The communication campaign to raise employee awareness of Sustainability issues that began in 2007 continued in 2008 with specific classroom training activities involving blue-collar and white-collar employees. The participating countries were the United States, Germany, Turkey, Romania, Egypt and Switzerland.

Completion of the training modules in the remaining countries where the Group has a presence is scheduled for 2009.

Training activities, which were led by local managers supported by CSR Referents, focused on the concept of sustainability, the internal and external competitive advantage stemming from being a CSR Company that integrates it in its growth strategy, review of all corporate policies, from the Ethical Code to the HSE&CSR Policy and Global Compact as a model for sustainability formally adopted by the Group. The analysis of stakeholders, the Company’s approach to human rights and the environment completed the training, which was offered to employees on an interactive basis. They were reminded of the importance of full operating collaboration to maintain Pirelli’s high sustainability profile.

The contents of the presentations, which offered a uniform basis for training in the various countries, were defined by the corporate departments in view of disseminating business sustainability in a uniform way. Local managers were contacted in advance and their comments were obviously taken into consideration.

Training activities also included a post-training questionnaire so that the training experience could be tracked.

Summary figures for training days

The table below shows the average number of training days per person worldwide at the Pirelli Group.

The increase per person in 2008 measured on the staff population stems from the greater investment made in managerial and technical and professional training.

In 2007, training resource were focused instead on the operating population following the work necessary to support and create the professional skills of blue-collar workers at the new start-up factories in China and Romania.

Training days per person

For the years 2006-2007 the graph illustrates the data for training days in relation to Group employees, excluding Pirelli Real Estate from the scope of measurement.

From 2008 the figure also includes Real Estate, and thus the entire Group.

Main objectives for 2009

Consistently with business priorities and the results of opinion surveys conducted in 2008 (as mentioned herein), the following activities will be carried out in 2009:

  1. integration of the Performance Management Tool with other processes for tracking and enhancing the know-how of persons (CV and skill mapping by professional family online);
  2. new centralised management of the pool of critical know-how by corporate HR departments that, just as for management of talented employees, will ensure implementation of the process for management of critical know-how at the international level.
  3. new training portal: release of a new platform for the management of training services is scheduled for the first half of 2009, which will make it possible to expand the scope of use of the previous portal by also introducing interactive services and knowledge sharing at the same time;
  4. international leadership programme for executives, in view of developing, disseminating and consolidating a style aimed at realising high personal performance and initiative, motivation and commitment in one’s own organisation;
  5. continuity of international development and training programmes for growing resources;
  6. training programme for management at factories in all countries to support the introduction of Lean Manufacturing and PMS methods (see the section dedicated to these programmes elsewhere in this report);
  7. more intense Internal Communication plan targeting executives and managers to facilitate their activities during the current phase.