Warning: Missing argument 1 for SI_override_YOAST_og_description(), called in /srv/www/virtuals/www_mondadori_it/releases/20160923131940/content/themes/sito-istituzionale/includes/content-socialbar.php on line 20 and defined in /srv/www/virtuals/www_mondadori_it/releases/20160923131940/content/plugins/sito-istituzionale/sito-istituzionale.php on line 1228

To get to know and improve human resources, we have adopted a continuous updating process, the Performance Management system, intended to provide middle management with a performance development and guidance system that reflects the company’s objectives. The system enables an organisation to keep its managers and staff focused on the link between performance and strategy, even if it is necessary to make and implement difficult decisions or respond to changing markets.

The Performance Management results are also reflected in the training programmes and organisational development actions.

In the 2015 edition 280 assessors and assessed staff were involved in the IT Department, Innovation and Magazine Italia areas, and in the Mondadori International Business and Press-di companies.

The table shows the employees who have received a formal assessment of their performance in the 3-year period; the percentages shown represent the number of employees assessed in their respective categories.

The Journalist Mapping project, the second edition of which was launched in late 2015 with the aim of ensuring constant monitoring, outlined the professional characteristics and expertise possessed and used by Mondadori journalists.

The results of the mapping provided an immediate and in-depth insight into the journalists in terms of both skills and the analysis of the activities carried out by each one, with a focus on professional and extra-curricular interests. This has made it possible to improve the efficiency and organisation of the editorial teams with a more effective use of employed journalists, and above all to align the editorial organisational process with the multi-channel context (paper and digital).

More specifically, in 2015 a project was carried out for the analysis and organisational development of the editorial processes of Donna Moderna, Starbene and Tv Sorrisi e Canzoni.

Beginning with an analysis and the mapping of all work processes (as-is) of the organisational model with the contribution of the editorial team journalists and related departments, the work groups formulated and implemented improvement hypotheses (to-be) which delivered instant results in terms of greater efficiency. Tools were also introduced, on a trial basis, that increased organisational awareness and optimised process flows.

Following the business climate survey carried out in 2014 among staff at Mondolibri directly managed stores and sales offices, in 2015 Mondadori Retail focused on improving communications and the level of participation within the organisation. For this reason, as part of the Master’s course for the middle management, an engagement project was promoted in 2015 which involved the Retail front line with the aim of introducing codes of conduct and values that better represent the company identity and which can be communicated and understood internally. To meet this goal, the managers involved carried out individual surveys, involving a total of around 300 employees (and a similar number of reps, suppliers and customers), whose contributions helped shaped the line of thought and generated the 8 representative values of Mondadori Retail: transparency and consistency, quality and excellence, respect and consideration of everyone, the importance of the customer, fairness and merit, passion and fun, innovation and courage, team spirit. The front line was also involved in another development process, which also began in 2015, entitled Empowerment of the management team, which is designed to improve its effectiveness.

Remuneration and incentive system

Mondadori pays its staff based on merit criteria related to skills, professional conduct and, in the case of managers, the results obtained.

In addition to a fixed salary, the employee remuneration system includes collective variable incentives (results-based bonuses), which exclude executives and employees (executives, middle managers and office workers) covered by the MBO system, based on individual and company profitability and productivity goals. The aim is to incentivise staff to play a more direct role in achieving results.

MBO

Numbers %
Executives 77 84%
Middle managers 134 52%
Office workers 120 8%
Journalists 20 6%
Total 351 16%

Some executives are also covered by:

  • a medium to long-term incentive system (LTI, Long Term Incentives) comprising a special cash bonus that can only be drawn after a multi-year period of reference and subject to the achievement of certain financial and economic objectives, both at a group level and in the individual business areas and functions; in compliance with the opinion given by the Remuneration and Appointments Committee, following a suspension in 2013 due to the difficult market situation experienced by the company, the LTI scheme was reintroduced in 2014.
  • remuneration plans based on financial instruments through the awarding of stock options: approved by the Shareholders’ Meeting for the three-year periods 2006-08 and 2009-11, which run until the expiry of the vesting periods of 36 months after the grant date; this excludes the stock options relating to 2008, which expired and can no longer be exercised as the required conditions were not met; as of 2011, the Board of Directors decided not to grant stock options.