ESG / Sustainability Report / 2022 ESG / Sustainability Report / 2022 Our 2022-2025 human resource The Group’s objectives are aimed not only internally, but management strategy have also focused on strengthening employer branding and improving the offer to candidates, in order to attract new talent with the highest specific technical skills. One example of this is the company hiring project through the Academies. These are training programs designed by to strengthen the recruitment of recent high school and Alessia D’Addario (Engineering Chief Human Resources Officer) university graduates, who are trained to be hired in the Digital Transformation sector, with a specific focus on what In our business sector, innovation and change are essential their future role will be in the company. elements to which we are committed. Therefore, we work constantly to adjust our operating model to the best All new HR processes and initiatives have also been practices and evolutions of the Digital Transformation designed with a view to concretely promoting Diversity, market, of which we are the leader. Equity & Inclusion policies. For example, in 2023, the top management was assigned objectives linked to the The human resource management path is defined in the In 2022, the Company began to transform its entire presence and development of women in the company, 2022-2025 People Strategy and supports the strategic operating model, which impacted the organization, with a commitment in terms of hiring, especially in business plan. It is based on three fundamental pillars processes, systems, skills and culture, and the HR team management positions, and the introduction of new which have the following objectives: accompanied that evolution with a view to implementing development initiatives to promote gender diversity. human resource management processes and policies Furthermore, a process has been launched to obtain the • Organization: constructing an effective and competent increasingly inspired by transparency, objectivity, gender equality certification (UNI/PdR 125). organization able to constantly generate the expected standardization and the use of data. We moved from a The 2022-2025 Strategic Plan cannot be implemented Social results vertical organization based on independent Business Social • People: guaranteeing strong leadership and a talent Units to a matrix organization based on the concepts of without the reinforcement of a strong identity and pipeline to accelerate present and future business collaboration, shared objectives and the leveraging and a shared inclusive culture across every level of the performance synergy of technical skills. company. Therefore, in 2022 the path of defining our • Culture: fueling a distinctive identity that is successful Strategic Narrative began, which tells the story of the within the company as well as in the external market The new job architecture, which saw its complete adoption Group’s future trajectory through the Purpose, Strategic in mid-2023, made it possible to harmonize and simplify Drivers and distinctive behaviors for achieving business roles and responsibilities, orienting employee development objectives. The Strategic Narrative was shared with on defined and shared career paths. The new variable the entire company population in the first half of 2023 incentive system reflects the new organizational approach and represents the cultural structure at the basis of our and rewards innovative and collaborative conduct. The Strategic Plan and future HR initiatives. new performance assessment process promotes a culture of continuous feedback and drives towards increasingly To accompany people in this phase of great meritocratic resource management. transformation, a structured change management path has been initiated, which saw the definition of a coherent Therefore, with a view to enhancing and retaining human and uniform approach in communication, training and capital, Engineering is working on redefining career engagement activities, to promote the adoption of new paths, reward policies, and differentiated training and processes and expected behaviors. development that ensure accelerated talent growth. 34 Engineering © Engineering © 35