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.

The chart shows the employees who have received a formal assessment of their performance in 2016; the percentages shown represent the number of employees assessed in their respective categories.

As for the system for assessing staff at Mondadori France,  the data reported in the chart refer to the Annual Appreciation Assessment (AAA) which involves the participation of both the employee and the relevant manager. Moreover, since 2014 the French legislator has made it mandatory to carry out a specific professional assessment (PA) every two years. To this end, in 2015 Mondadori France complied with this legal obligation by subjecting its entire workforce to assessment. In 2016, meanwhile, 44% of employees were subject to professional assessment (PA).

The mapping of journalistic skills is another consolidated (since 2013) permanent monitoring tool. It is used to trace the professional characteristics and expertise possessed and used by Mondadori journalists in Italy. The system has made it possible to:

  • improve the efficiency and organisation of the editorial teams with the more effective use of employed journalists during the recession;
  • align the editorial organisational process with the multi-channel context (paper and digital);
  • guide, through the analysis of training gaps compared with business requirements, the Academy of Journalists.

On the basis of previous experience, it has been extended to other professional roles with the identification of the key positions in each department and the determination of activities in relation to the content of the position.

The aims of the project are to implement a company job system, to identify resources with high development potential, and to pinpoint any training gaps to bridge in order to ensure that the expertise within the company is suitably aligned with its strategy.

Following the creation of Inthera – the new Mondadori Group company specialising in strategy, planning and the development of data driven marketing solutions that has incorporated Cemit, Kiver and the Digital Innovation area – an integration activity was required in order to engage the first level and the key persons of the new company and  enable the sharing of the company vision and strategic goals, as well as the creation of an action plan of initiatives identified in terms of sustainability and cost-effectiveness.

Thanks to the results achieved with Inthera, a similar methodology was applied in support of the new organisational model introduced in the trade books sales area. This process led to the sharing of the new structure with adjacent departments and the engagement of the people involved as regards the new working methods.

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.


Middle managers17055%
Office workers1338%

In addition, for the CEO, first-level strategic executives and some executives regarded as relevant for the management of the businesses, there is a medium to long-term incentive system (LTI, Long Term Incentive plan) 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.

All Mondadori France employees and a proportion of its freelance journalists (pigistes that possess or are waiting to receive their carte de presse, that have received remuneration of at least euro 5,632 and at least three monthly salaries in the reference period) benefit from a production bonus calculated incrementally on reaching 95%, 100% or 105% of an annual budget and distributed individually according to criteria of company seniority and level.