The enhancement of people is one of the four pillars of our sustainability strategy
We promote a talent culture by attracting and enhancing the best professionals and ensuring a safe and motivating work environment for our people, who are our most important asset. In line with this common identity spirit: One Group Identity.
Cementir Group is aiming at strengthening its organizational structure by making it more responsive to market trends and business challenges and capable of achieving the objectives defined in the Industrial Plan.
In particular, we have improved several key processes by adopting or revising policies and procedures (for example, Group Human Rights Policy, Group Policy on Recruitment and Selection, Group Policy on Health and Safety, Group Policy on Treasury) and we have developed some corporate and local organizational structures (Technical, Sales and Supply Chain) also with the support of the Cementir 4.0 digitalization and innovation program.
Cementir human resources strategy focuses on three main pillars: Group Integration and Identity, Organizational Effectiveness and Agility, and People Development and Engagement.
People are an important source of competitive advantage as each individual contributes to achieving our common goals.
Talent management and Succession Plan
We have implemented an integrated management and development plan for our resources with the aim of spreading a culture of talent that attracts, develops, involves and retains people.
We have outlined a group policy for the hiring, evaluation and personal development of our people also through online evaluation tools. The collaboration and partnership between central and local Human Resources functions is a catalyst to achieve our corporate objectives in terms of quality of recruitment and employee engagement.
On a regular basis we undertake the programs for the identification, enhancement and development of our Group talents in order to support the potential managers who will provide our future leadership and growth.
Work on the Group Succession Planning process for critical positions was carried out to build a solid leadership bench. The list of critical positions has been updated and expanded in line with our Industrial Plan and the main strategic objectives.
People evaluation and development
In 2021, we launched the Performance Management System for all Group managers and employees. This digital tool allows us to monitor and align employee goals, skills, competencies and growth plans with our strategic Group goals.
The design was guided by the intention to develop a new way of approaching performance evaluation that would allow the structured monitoring of individual performance, soft skills and support the process of continuous dialogue with our people.
During 2020, the staff involved in performance evaluation processes remained unchanged compared to previous years.
Employees who receive regular performance reviews 2020 2019 2018 Executives 93% 91% 89% Managers 61% 78% 97% White collars 77% 80% 61% Blue collars 44% 48% 46%
The idea of the Academy was born with the aim of developing and updating competencies and skills, integrating different know-how and cultures, preserving and spreading knowledge within our Group and promoting innovation and creativity.
Our learning hub to update our competencies and integrate different knowledge and cultures
Cementir Academy has pursued its extended mission to support corporate strategy and results, develop the global leaders of today and tomorrow, accelerate the transformation of the Group and promote diversity and inclusion.
Despite the pandemic caused by Covid-19 forced us to implement an emergency plan, we conceived and delivered essential training and development initiatives by focusing on our online delivery platforms:
- new online courses in addition to our Academy catalog (GDPR, Human Rights and Cultural Training on Performance Management and use of the new digital platform);
- translation and deployment of existing online courses in the most relevant local languages;
- two pilot projects applied to a representative international sample of all Group professional families in order to assess the impact of e-learning solutions on the reskilling and upskilling, using the main online learning platforms that offer, everywhere, access to online courses and degrees from world-class universities and companies.
- deployment of functional and technical training to upskill professional families and sub-communities.
Employee development is also supported through internal and external training courses, accompanied by a series of further initiatives such as participation in work projects involving different divisions and, in some cases, work experience abroad.
In 2020, approximately 35,000 hours of training were provided, almost 11.7 hours for each employee.
The training was provided to the whole Group's workforce in a transversal manner, covering various roles, as can be seen from the summary table of training hours by professional category.
Hours of training Unit 2020 2019 2018 Executives Hours 430 1,076 1,108 Manager Hours 5,460 6,101 5,954 White collars Hours 10,871 18,037 15,932 Blue collars Hours 18,525 25,343 38,211 Total Hours 35,286 50,556 61,205 Executives h/per 8.0 19.9 22.1 Manager h/per 17.4 18.8 20.3 White collars h/per 12.7 21.5 18.8 Blue collars h/per 10.4 14.1 21.3 Total h/per 11.7 16.8 20.5