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Organisational development

In the first half of 2011, the Piaggio Group continued to expand industrial and business operations in Asia and to consolidate its leadership position in western nations, to compete as a global company on international markets.  

In this framework, the following main organisational changes took place in the first half of 2011:

  • redefinition of the Product Development and Strategies Management structure. In particular, technical centres of excellence were established, for design and experiment activities concerning scooters, motorcycles, three- and four-wheelers and engines for two-, three- and four-wheelers, to guarantee the development of specialist, unique Group know how; 
  • an innovation programme, called the Piaggio Production System (PPS), was introduced for Manufacturing and Production Technologies Management. The programme is based on continual improvement of Piaggio's production/logistics system, at Italian sites, and will subsequently be implemented at foreign sites. The system will improve product quality, flexibility, delivery times and productivity; 
  • the structures of the Spare Parts, Accessories and After Sales Technical Service Business Unit were thoroughly revised, for continual improvement of quality levels of after sales services, with headquarters set up for spare parts and accessories service, after sales network development, marketing and logistics; 
  • the “Vietnam Engine and Factory” project was launched, with the aim of developing production of a new 125 3V engine at the new Vietnam site; 
  • a Marketing Support function for the Two Wheeler Marketing Structure of the Indian company Piaggio Vehicles Private Limited reporting to the Chairman and CEO of Piaggio & C was established, for a greater integration of operations and development of market segments for two-wheeler products in India; 
  • the Group entered the Indonesian market in June, with a new subsidiary PT. Piaggio Indonesia. Thanks to an efficient business organisation, the subsidiary will be able to develop the marketing of Group vehicles and assess the Indonesian market in depth, in terms of products, customer expectations and prices.

Developing Human Capital

The development of the core competencies required by a changing business and market is a priority for the Piaggio Group. This is why the development of people and careers are rooted in building, maintaining and developing these competencies.

During 2011, improvement actions were launched, in particular for competencies evaluation and the Piaggio Way programme.

Reviews

Competency models form the basis for criteria used by the Group in personnel appraisal processes.

During the first half of 2011, the new Piaggio evaluation process was launched at a Group level. The Evaluation Management System concerns all Group office staff, middle management and executives.

Piaggio Way

The new Piaggio Way programme continued during 2011 in Europe, the United States and Asia.

The programme, which will last for a maximum of four years, will select staff classified as Young Talent and Managerial Talent, and give them the chance to take part in fast-track development programmes (job rotation, strategic and international projects, events with the involvement of top management, coaching, bespoke training).

Training

Training addresses all roles, levels of responsibility, professional groups and individuals who are motivated to improving their own professional value in keeping with the Company's development and its evolving corporate culture. In the first few months of 2011, training activities were consolidated, with 32,032 hours of training provided for the Group's entire workforce, of which 22,043 hours in Italy, compared to 8,078 hours in the same period in 2010, with a substantial increase in all segments and areas.

Hours of training by training area
Thematic area Number of training hours provided
Managerial training 9,544
Technical professional training 13,610
Linguistic training 5,452
Safety and environmental training 3,426
Total 32,032
Total training hours by professional category
Professional category Number of training hours provided
Executives and Senior Managers 1,320
Middle management 3,573
White Collars 20,890
Blue Collars 6,038
Project workers     211
Total 32,032


The priority objective of Piaggio is to continually update individual and organisational skills and bring them in line with a changing business and Company strategies and to fully disseminate behaviour focused on competitive excellence, in keeping with Piaggio's managerial and professional competency models.

During 2011, in particular, Piaggio managerial courses continued and were consolidated, taking into account training needs identified by the new evaluation system.

Piaggio also values the sharing of its know-how by organising training events managed by internal trainers, with a view to encouraging the exchange of the advanced methods and knowledge developed within company, so as to promote continuing improvement.

Health and Safety

During the first half of 2011, surveillance and prevention officers attended a specific training course, with the aim of monitoring all of the activities carried out in various departments, including using specific IT tools. The course was held for 50 officers, covering a total of 1,000 hours.

Safety training also concerned other specific courses for technical staff and blue collar workers, for a total of 3,000 hours' training. Special attention was paid to issues concerning outsourced work, in terms of contract safety and operating interference during activities.

Activities to study and analyse workplace ergonomics continued, based on the most widely-acclaimed study methods (O.C.R.A., N.I.O.S.H., SNOOK and CIRIELLO) and concerned identifying specific objective risks and improvement measures.

The data aggregation and analysis process to evaluate work-related stress risks, based on guidelines issued by INAIL, the Italian Workers' Compensation Authority, was completed.

During the period, instrumental surveys for the periodic control of risk levels were carried out, with particular reference to electromagnetic fields, vibrations and explosive atmospheres.