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P E O P L E 9/2010 FINMECCANICA MAGAZINE INITIAL RESULTS: THE DESIRE TO TAKE PART THE BUSINESS CULTURE PROJECT 2010, THE GROUP’S THIRD EMPLOYEE SATISFACTION AND BUSI- NESS CULTURE SURVEY, WAS PROMOTED WITH THE SLOGAN BE A PART OF IT. AROUND 38,000 EM- PLOYEES IN 27 COUNTRIES TOOK PART. A RESULT THAT SAYS A LOT ABOUT OUR PEOPLE’S PRIDE IN BEING PART OF A LARGE GROUP AND THEIR DESIRE TO CONTRIBUTE TO ITS ONGOING GROWTH. THE SURVEY ALSO REVEALS A HOST OF USEFUL SUGGESTIONS FOR THE GROUP’S FUTURE DIRECTION As the communication campaign said, Be a part of it. And some 38,000 employees from 27 different countries chose to respond. An overwhelming response rate, then, for Finmeccanica’s third employee satisfaction and business culture survey, carried out in June and July by means of a questionnaire published on the Group’s intranet in 11 languages. More than one out of every two employees in the Group from Italy, the US and the UK to India, France, Australia, China, Brazil and all the other countries in which Finmeccanica is present, chose to take advantage of this opportunity to express their opinion on their work and life in the company. This produced a completely representative sample of the Finmeccanica identity (i.e. 56% of the total population). By making the gesture of spending just 15 minutes on completing the questionnaire, 38,000 employees decided to ‘make a difference’ and provide a significant contribution to their company and to the Group. This included identifying potential areas for improvement in the organisation and, of course, the areas where the best results had been achieved. Many also said that it was an opportunity to reflect and examine themselves, and to go beyond the daily minutiae of work and try to ‘understand’ Finmeccanica as a whole. For those without computers, some Group companies also provided ‘survey rooms’ or areas (sometimes makeshift, but clearly dedicated for the purpose) where people could fill in the questionnaire, as a sign of the willingness of each company to really listen to all those who work there every day. The HR Team in each Group company pulled out all the stops to promote the initiative and involve as many employees as possible, and thus obtain reliable data that is representative of the Finmeccanica Group as a whole. Now it is time to look at the results in depth. The preliminary results are at this very moment being made available on the Group’s intranet site, company intranets and notice boards. So, what do our colleagues think? How much do they identify with Finmeccanica’s objectives and values? What is the perception of the organisational changes under way? Do our companies know each other and work together? What are rela- Response rate – Top 5 company sites FIRST PLACE = 100% DRS Technologies: PESG, C3&A, Tactical and RSTA Group Staff (USA) Elsag Datamat: Elsag North America (USA) Telespazio: Telespazio Brazil and Argentina SECOND PLACE = 94% SELEX Communications: Elettra Communications S.A. (Romania) THIRD PLACE = 92% AnsaldoBreda: Carini, Palermo (Italy) FOURTH PLACE = 89% SELEX Sistemi Integrati: SELEX SI Inc. (USA) FIFTH PLACE = 88% Alenia Aeronautica: Grottaglie, Taranto (Italy) Trend over the three years of the initiative 2006 2008 2010 Comparison basis 51,332 56,596 71,782(*) Countries 10 16 27 Languages 7 9 11 Sites 210 272 330 Questionnaires received 19,261 28,925 37,734 Response rate 43% 51% 56% The increase in the response rate provides an early indication that the Finmeccanica Group ‘team spirit’ is becoming more firmly entrenched (*) The Polish company, PZL, which was recently acquired by AgustaWestland, was included in the survey population (4,281 employees on the date the survey was launched), but the rest of the statistical analysis was performed without including this figure as it will be involved in the November 2010 initiative (the figures will be integrated later) 86 87
P E O P L E 9/2010 FINMECCANICA MAGAZINE (*)Elsag Datamat’s response rate is based on the company headcount at the date the survey was launched (June 2010). On 1 July 2010, around 700 employees were transferred to other Group companies as part of the reorganisation of activities in the defence electronics and security sector Response rates of the various Group companies Finmeccanica Group average: 56% AgustaWestland Alenia Aermacchi Ansaldo STS DRS Technologies Elsag Datamat 45% 42%* Alenia Aeronautica Finmeccanica Group Services - Finmeccanica Group Real Estate FATA 48% SELEX Sistemi Integrati BredaMenarinibus 50% Oto Melara SELEX Communications SELEX Galileo SELEX Service Management Telespazio WASS 57% 53% 59% Ansaldo Energia 63% 52% 53% 53% 59% 60% Seicos 67% 63% 64% 64% AnsaldoBreda Superjet International 76% 79% Finmeccanica 78% 87% tionships with line managers like? Is attention paid to merit and developing talented young people? These are just some of the questions to which an analysis of the data may provide answers. As the survey is now in its third year, we can check the effectiveness of what we have done so far: we will have analysis of trends performed internally (2006-2010) as well as external benchmarks for the cultural indicators that are most closely correlated with corporate performance. A thorough analysis of the opinions expressed will allow us to implement improvement measures both throughout the Group and in individual operating companies, aimed at specifically addressing the problem areas that emerged from this survey. These will include measures agreed with senior management to be defined, implemented and monitored across the Group according to the same procedures and timescales in each company. Projects that arise spontaneously or from the specific circumstances at individual sites will also be encouraged, monitored and assessed internally in each company and then disseminated across the Group. Our aim, even more than before, is to make the improvement process inclusive, concrete and recognisable across the Group. It is a process in which everyone can get involved and become agents of change. A process that produces tangible results. A unanimous, tangible response borne of a common identity. 88 89
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