Continuous investment in training & development

  • The average days of training courses during the past three years has been rising steadily.
  • Leading Pirelli People: focus on Pirelli Leadership Model.

As illustrated in the following graphic, the average days of training courses during the past three years has been rising steadily. In addition to the sharp increase in 2010 from 2009, special attention should be dedicated to the growth trend for all  categories between 2008 and 2009, i.e. during the economic crisis. During those two years, Pirelli continued to invest in human resource training and development, with the firm intention of responsibly managing its own employees’ development and simultaneously preparing itself qualitatively for the subsequent recovery.

 

 AVERAGE DAYS OF TRAINING PRO-CAPITA BROKEN DOWN BY CONTRACTUAL CATEGORY

 

091-2_e_4.gif

Among the industrial affiliates that significantly increased training of their blue collar staff in 2010, Turkey stands out in particular (+124%), even when considering the hiring of more than 200 limited-term employees in 2010 who received necessary job training; South America (+26%) and Romania (+29%) also stood out in light of the increase in production volumes corresponding to an increase in employees.

The resources dedicated to training were significant even in Spain, where the industrial plant at Manresa was converted into a logistics hub at the end of 2009. In Italy, the bulk of the plan launched in 2009 to support change management at the Settimo Torinese Industrial Centre was carried out in 2010, with an average of 6.2 days of training pro-capita for all blue collar employees.
During the three-year period 2009-2011, the entire Pirelli industrial area at Settimo Torinese underwent a major reindustrialisation and technological innovation project, in order to create a big, new technological centre. The training programme for all employees (blue collar and white collar), focusing on technical and professional aspects and quality and improvement methods, on occupational safety, and on teamwork to promote responsibility, calls for holding 11 training days on average pro-capita by 2011 for a total of about 1,250 employees.

The significant increase in training activities in 2010 is also explained by a series of important international activities that were launched for white collars, including “Leading Pirelli People” (Leadership Programme). In 2010 the company began study to update and improve its leadership programme to address the challenges posed by the 2011-2013 strategic plan. The new programme was drafted after several phases of joint consultation. That initial diagnostic activity was carried out by conducting about 60 individual interviews with Group executives from all countries where Pirelli operates and from all corporate units and departments. These interviews were followed by workshops for strategic alignment with senior management and an encounter with top management. The result was definition of a new leadership programme according to which training courses, performance and potential diagnosis and evaluation systems, the assessment criteria for hiring new employees in all countries were reconfigured.
A training campaign was carried out for all Group executives (about 300 from all countries) lasting three days. This included an individual assessment of their leadership skills according to the new leadership programme and using a 360° questionnaire. Training courses will be held in all countries between the end of 2010 and the first half of 2011, targeting local middle management and on the same lines as the courses held for executives (a total of 400 middle managers are expected to participate).

Many other international projects dedicated to the presentation of new content and tools for specific professional families were organised, supporting the growth of company staff. Activities to enhance sensitivity for corporate social responsibility completed these topics. For example, the “Team for Kids” Project engaged 21 Pirelli managers, who completed an intense restoration and remodelling programme for children aged 1-10 years hospitalised on an in-patient or out-patient basis. This initiative, which is part of the broader cooperation programme undertaken in 2008 by the Group and the Slatina Hospital, also typifies the new training format adopted by Pirelli. The CAP Community Action Programme is a methodology based on the attribution of social utility to team building projects, in view of developing leadership in a way that is the most conscious and integrated with Group values.
The international Career Development programme continued in 2010, which was structured in development modules (Development Centres) and training modules (seminars entitled “Understanding Business Complexity” and “Managing Growing Complexity”). The programme, which involved 170 persons from all countries where Pirelli operates, was reconfigured in several parts so that the skills subject to diagnosis and development would be aligned with the previously mentioned leadership programme and requested behaviour drivers.

Finally, mention should be made of “Pirelli Quality Week”, a week of events aimed at raising the awareness of all Group employees on the importance of the impact of each individual’s work on the product quality and service offered to customers.