Human Resources

Reporting on commitments

IN 2012 WE SAID…IN 2013 WE DID…
  • TALENT – Develop specific training paths for employees identified as part of the company’s talent management process
  • In 2013, the company kicked off a specific training and development project for Ansaldo STS talent. Talented trainees were selected on the basis of a structured nomination and assessment process. These global talents were assigned two different paths in line with professional seniority requisites and company expectations.
  • FUTURE LEADERS – The top 20 talents were assigned 20 of the company’s strategic projects. The future leaders’ growth is supported with high-level managerial training and a structured mentoring process.
  • 2013 was the first year of future leader training and development, with their involvement in a high-level managerial training programme at the Bocconi (Milan) and Wharton (Philadelphia) business schools. A structured mentoring process also supported each future leader in the development of his or her managerial expertise as a senior executive in the company, and a structured, monitored action plan was discussed during the year. The project was widely appreciated throughout the company and enjoyed a deep commitment by the CEO, who personally followed and guided future leaders in the mentoring process.
  • COMPANY CONDUCT IMPROVEMENT PROCESS. Fine-tune the conduct assessment systems to measure the gaps between actual and target levels and identify improvement steps
  • In 2013, a 360° assessment process was introduced for all Ansaldo STS executives. In particular, the assessment considered the following areas: team spirit, human capital development, change management and integration and international cooperation, with scores given by peer groups selected for each executive, the managed team and supervisor.