Our people are essential to successfully compete in the market. Honesty, loyalty, aptitude, professionalism and technical preparation are aspects in which Ansaldo STS invests and which it requires from its employees so that they can achieve personal and corporate growth objectives.

 

2017

Highlights

 

334,2 mln € Economic value distributed to employees
98% of employees hired with open-ended contracts
95% of employees in the skills assessment and development plan (PDP)
Knowledge Owners strategic program for corporate know-how sharing
New Intranet
+22,1 hours average of training hours per employee
(+25.7%)

 

Targets achieved

in 2017

 

  • COMMITMENTS UNDERTAKEN IN 2016 ACTIVITIES CARRIED OUT IN 2017
    TRAINING AND DEVELOPMENT
    Improve the performance evaluation system in order to make the process of assignment and evaluation of the 2017 objectives more efficient. Streamline the calculation system under evaluation and implement new internal reporting activities (for employees) to support the conclusion of the process and the assignment of new objectives.
    Upgrade the Talent Management process in order to ensure a better integration of development and organisation processes and their conformity with corporate strategic objectives. The Talent Management process was updated in line with the 2016 report. Connection to business is a key element both in terms of process architecture and inside the development plan.
  • COMMITMENTS UNDERTAKEN IN 2016 ACTIVITIES CARRIED OUT IN 2017
    CORPORATE WELFARE
    Implement flexible benefits measures for all employees in the period 2017-2019. In 2017 the flexible benefits measures envisaged by the national labour agreements were implemented through the signing of an agreement with a specialist provider to offer company employees a broad range of options of how to invest the available funds.
    Carry out further corporate welfare initiatives as part of the renewal of the second level supplementary contract. For the renewal of the second level national labour agreement, in December 2017 the platform was presented by the trade unions and will be discussed with the same in 2018 to assess the possibility of introducing additional welfare elements into the performance bonus.
    COMPENSATION AND BENEFIT
    • Implement a worldwide compensation and benefit model aimed at middle managers.
    • Construct and implement benefit management policies dedicated to key middle managers and technical fellows.
  • Target achieved
  • Target partially achieved
  • Target not achieved
  • Target postponed