With regard to the managerial and specialist training, given the assumption that every effort arises from the need to have a constant update of skills in relation to the role played in the company and the new challenges required by the market, the objectives pursued during the year by the ENAV Group have focused mainly on: leadership topics for the Management of the Air Navigation Services Directorate (installation heads and deputies), the diffusion of the model for the integrated management of SME model projects, the increase/maintenance of the knowledge of the English language, the improvement of communication and integration dynamics for the Administration, Finance and Control Department, the regulatory update on the procurement codes, and the enhancement of communication and assertiveness techniques for the Logistics and Support Services Department. In order to achieve these objectives, managerial training courses have been carried out together with individual coaching approaches (for executives and managers of the Air Navigation Services Directorate responsible for organisational units/installations), preparation courses for the PMP (Project Management Professional) certification exam for Project Managers of the Technical Area and of other business structures that work for projects, "one to one" courses in English for executives, multimedia courses for employees and middle managers and inter-departmental thematic workshops. In addition, experiential training was provided for Group middle managers and executives in the area of Administration, Finance and Control and an educational course run in classroom was offered, designed for employees and middle managers of all the corporate departments involved in contractual supply and execution activities. Finally, a few days of classroom training on the subject of assertiveness were held.
The entire training process is regulated under ENAV's Quality Management System. In accordance to this procedure, ENAV verifies the achievement of the objectives by using evaluation questionnaires - usually within 5 days from the end of the training activity - provided to all the participants in the classroom and catalogue courses. Moreover, only for some preselected courses, it distributes efficacy questionnaires to the participants' managers about 6 months after the training activity.
The process of transformation followed by ENAV, and, in particular, the dynamics of its industry and the decision of the Group to be listed on the stock exchange in 2016, have made it necessary, besides the training activities that the company constantly provides, to start a process of change aimed at the introduction of compliant management and leadership models.
The ability of the management is, in fact, one of the most important non-economic indicators for institutional investors. Today, the management team must have the right mix of experience and expertise, express a high level of cohesion and integration, and be very effective in the short-term but with a long-term orientation. All these qualities must coexist because the management team is called to lead a corporate transformation that aims to combine the traditional values of the company, fundamental for the results achieved, with the need to adapt quickly to new contexts.
At the same time, these transformations affect all the levels of the organisation. It is therefore necessary to develop a widespread awareness, within the people working in the company, of the need to implement changes in the perspective of generating value for the customer, the shareholder and the people themselves.
In this phase of the life of the company, it is therefore necessary to have people even more motivated and competent, who know how to work with autonomy and initiative and who are able to collaborate in integrated teams. Involvement, trust in people, shared responsibility of the results, recognition of the results achieved, the perception of a stimulating job, and trust in the management are essential prerequisites for an environment that is favourable to personal commitment and is characterised by the sense of belonging to the company.
In line with these ideas, during 2017, the Leading Transformation & People Engagement project continued with the aim of initiating a phase of listening/comparison that would lead to the identification of those values and guiding principles capable of orienting the action of management and people, and, at the same time, highlighting barriers and obstacles to change.
It is all about the identification of a concrete leadership model that can orient people and make the new development model more systematic, objective and shared, based on a competence system that is consistent with the strategic framework and the challenging actions that the company is supposed to realise.
The project follows a path that is based on the involvement and empowerment of people, with the aim of recognising, mobilising and channelling positive energies. Its driver is the development of the training initiatives and the involvement in the improvement activities within the Business Plan framework.
The project, therefore, aims to achieve some macro objectives, including the redefinition/confirmation of the values and guiding principles and the definition of a management model (ENAV spirit and ENAV leadership model) that promotes a high involvement of people. It is also necessary, during a period of such a big transformation for the company, to drive the change (to align itself and to align the people to the new vision, to develop integration, to not hide problems, to question, to change mind-set, to generate discontinuity where necessary, to increase comparison, to simplify) and to give value to the people within a development model, in order to select/bring out the talents and create prospects for growth for all the investors (evaluation/ recognition of people's commitment). Not least, it is necessary to re-establish the priorities and the areas of focus in the context of a successful listed company and in the perspective of value generation.
During 2017, individual competency assessment sessions for the Top Management and for all the intermediate executives, and 6 sessions of focus group for 76 middle managers and professionals of the Group have been organized in order to select, starting from the bottom, the values and the culture of the company, the leadership models practised and the evaluation and development criteria in force. These events were followed by specific training sessions for all of the Group executives for the adoption of the new leadership model.
The Leading Transformation & People Engagement project is therefore an initiative that is positioned as a part of change management and aims to lay the foundations for developing new skills and new leaders capable of managing new challenges.
EMPLOYEES INVOLVED IN MANAGERIAL AND SPECIALIST TRAINING
HOURS OF MANAGERIAL AND SPECIALIST TRAINING
including 1,661 hours1
EMPLOYEES INVOLVED IN MANAGERIAL AN SPECIALIST TRAINING
HOURS OF MANAGERIAL AND SPECIALIST TRAINING
including 270 hours OF E-LEARNING
1 The 2017 figure includes 67 hours of anti-corruption training for ENAV and Techno Sky.