The approach taken by Pirelli towards the training of its employees involves programmes aimed at improving their professional skills according to strategic challenges, finding occasions and new stimuli for performing their work better or differently, widening their professional horizons and sharing experiences with colleagues. Training courses are normally defined when targets are assigned at the beginning of the year. At that time, the supervisor and his/her subordinate also define strategies to meet the assigned targets and the ways to improve the skills to be used.

The Performance Management Tool contains a section dedicated specifically to training actions in view of providing better support for growth at the Company. Here, everyone can decide with his/her own supervisor on a personal training path and track it over the years. Many training programmes are also defined at the general corporate, functional or business unit level in order to support and implement new business strategies and orientation.

The training courses, which are broken down into international programmes and country-specific programmes, are increasingly visible to all employees through the training portal, which is in turn directly accessible from the intranet home page.

Learning lab

The international programmes are broken down in turn into training and development paths for managerial skills and paths tailored according to specific professional family.

The following graphic shows that significant investments in continuous skills improvement through on-going training courses were made once again in 2011. This approach is going to continue, considering that the 2015 target forecasts achievement of seven average days of training pro-capita.

Average days of training pro-capita: PIRELLI total

Giornate medie di formazione: Media PIRELLI

In 2011 most training in the various countries focused on safety issues and in-service technical training at plants and on alignment with leadership strategies in the business units, particularly in regard to the Premium segment for managerial and white collar staff.

The countries that offered a high number of training days pro-capita to blue collar workers at plants and laboratories in 2011 were:

  • the Settimo Torinese Industrial Centre in Italy (in 2010 it had undertaken a major training programme in support of an extensive project for technological and working process change at the new factory), with an average of almost six days pro-capita: this programme to upgrade professional skills significantly contributed to reaching the Centre’s quality, efficiency and safety targets;
  • Romania, which supports an intensive apprenticeship programme directly at the technical high school for incoming youths at the factory, alternating classroom lessons with practice on the machinery: an average of 23 training days pro-capita are offered annually;
  • Mexico, where the first 100 blue collar workers and technicians hired at the new industrial start-up participated in training programmes lasting two months at best-in-class factories located in other countries;
  • Argentina, where new expansion plans for production activity have led to investment in the training of personnel, with an annual pro-capita average of 14 days.

Average days of training pro-capita: blue collars

Giornate medie di formazione: Operai

Special reference should be made to “Safety Week”: a week of events, short courses, inservice training and awareness seminars, held simultaneously at all company sites during working hours, aimed at disseminating safety culture in all working environments and in the personal and family life of all employees. In fact, Pirelli is aware that attention to safety and compliance with rules, after defining precise rules and adequately training personnel, must be related to the culture and level of individual sensitivity that each individual has.

The leadership programme launched in 2010 that targets white collar management personnel (technicians and staff), and which is designed to reinforce leadership, remained a key feature of training in 2011 for all executives worldwide (about 300 persons).

Average days of training pro-capita: white collars

Giornate medie di formazione: Staff

In this second year, the entire executive staff participated in another training session that included a new, comprehensive evaluation of their management style, on the basis of which improvements could be planned. During 2011 middle management in all countries were also involved in local development of the leadership programme set up in 2010.

About 400 persons participated in specific training activities, which were also offered in the local language. These activities aimed to disseminate knowledge of the leadership programme and also give middle management experience with the comprehensive process of feed-back and evaluation of their leadership style.

Another important training activity involved distribution of the Premium strategy to commercial functions, promoting the logic of the corporate strategy and exploring its commercial and marketing implications in various markets. More than 300 persons in the European markets participated in the intensive three-day programme, which will be extended to other regions in 2012, involving the participation of about 300 additional commercial staff members.

The “Managing to Le(a)rn” programme involved 170 managers and senior professionals at production units and quality functions of all Group plants. It was developed into modules divided up over twelve days and aimed at illustrating and complementing the Lean Manufacturing approach in production processes.

The international project Career Development Programme continued in 2011, as has been the case now for several years. It is broken down into development modules (called Development Centres) and training modules (seminars entitled Understanding Business Complexity and Managing Growing Complexity). The programme, which involved 160 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.