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P E O P L E 9/2010 FINMECCANICA MAGAZINE “DEAR CHAIRMAN...” SOMETIMES THEY WRITE DIRECTLY TO PIER FRANCESCO GUARGUAGLINI, ALTHOUGH MORE OFTEN THEY USE FORUMS OR BLOGS. IN EITHER CASE, THEY ARE FUELLING THE GREAT EXCHANGE OF IDEAS THAT HELPS TO DEFINE NOT ONLY WHAT FINMECCANICA WILL BE IN THE FUTURE, BUT ALSO WHAT IT IS NOW. THESE ARE THE YOUNG GRADU- ATES TAKING PART IN FLIP, THE FINMECCA- NICA LEARNING INDUCTION PROGRAMME: BENEFICIARIES OF AND PARTICIPANTS IN A TRAINING AND DEVELOPMENT MODEL THAT FOCUSES ON VALUING DIVERSITY Many of the e-mails sent to Pier Francesco Guarguaglini in recent months by the young people involved in FLIP start with the words “Dear Chairman…” They almost always continue by thanking him for giving them the opportunity to have this direct contact, even if it is mediated by technology, making them proud to be part of a community where dialogue is widespread and unfiltered. These young FLIP participants form a ‘digital tribe’ where they learn and debate: among themselves, with their managers, with their mentors – their points of contact within the companies – and even with ‘their’ chairman. But what are they talking about? What are the expectations and curiosities of these young new recruits? What values are held by Finmeccanica’s ‘Generation Y’? An initial analysis of the contributions sent to the chairman, posted on forums or written in FLIP blogs reveals that Finmeccanica’s Generation Y was born ‘without borders’ (geographical, cultural and social), upholds certain key values (meritocracy, protecting the environment, promoting team spirit and valuing people), has a strong ethical identity and uses a direct and informal style of communication. Pietro Marigliani at SELEX Galileo says that young people are looking for a “global flavour” to their working experience. And, much as happens in the world of Facebook, they look to operate through a “net of connections between the different companies of the Group” to build a “professional network” with colleagues throughout the world (Tuan Nguyen at Ansaldo STS USA), break through the confines of “my plant” (Alessio Frigerio, AgustaWestland) and feel “part of a unique big company” (Fabio Motta, AgustaWestland). This is a green generation that looks at the future from an environmental perspective and has a preference for renewable energy sources. “One project that looks to the future relates to generating thermodynamic solar energy using molten salts (…). The development of this technology would offer the possibility of producing clean energy from the sun (…), providing a very important medium of exchange in relation to other countries; think above all of the Middle East and Africa, where this is highly applicable,” says Francesco Cammarata at Alenia Aermacchi. Or again: “One idea would be to invest in building photovoltaic plants in all the Group’s companies,” suggests Francesco Danilo De Vita at AnsaldoBreda. They talk about company life, their relations with the boss, the difficulties of joining complex, hierarchical organisations, their desire to strike the right work/life balance, but also about commitment, the need to fulfil oneself, to understand and improve, and the constant quest to share ideas with those who “know more than they do”. “We need experts that we can look up to, from whom we can learn and to whom we can make suggestions: motivation comes from other people, just doing it for yourself is neither sufficient nor satisfying!” says Elisabetta Coccia at Alenia Aeronautica. There is a strong drive to learn and a focus on the quality of relationships with colleagues: “I was able to feel happy during this year and a half at the company thanks to the friendly work environment and the type of work that I am doing. I enjoy learning and the opportunities to learn are infinite,” writes Samuele Novi at SELEX Galileo. According to Jeremy Kaltenbach at Ansaldo STS USA, the key message from the forum is “be curious”. There is also great enthusiasm for learning new things: “I look forward to learning more about Finmeccanica and developing further as a professional,” states Erica Schneider, Alenia North America. And the Chairman? He reads, listens and interprets, he deals with them personally and does not hesitate to engage in discussion, sitting down next to them at a virtual table, asking them to be patient and focused, tenacious and brave. He takes their effervescence and freshness as a starting point to encourage them to be proactive within their respective companies. There is no doubt about the importance of the generational issue at Finmeccanica: the Group has four generations working side by side simultaneously. The polarisation of the workforce is particularly strong in the youngest age group, those under 35 (30%), and the experts aged around 50 (33%). This clearly demonstrates the necessity and the challenge of creating a ‘system’ that capitalises on the attitudes of the different generations and facilitates interaction and exchange between these diverse, separate worlds. This is why the central Human Resources division has set up a Training and Development Model that broadens and interconnects the intelligence of all those working in the operating companies around the world, taking into account each individual’s values, skills and expectations. The model focuses on valuing differences, not just those between generations, but also differences of roles, seniority, expertise and background, generating an extremely valuable exchange of ideas. This is based on the conviction that these young recruits, who have exploration and internationalism in their genes, are not just the Group’s future management class, but represent a key strategic resource in the here and now. Towards full ‘Finmeccanica citizenship’ FLIP is the international training programme for all newly-recruited young graduates in the Group’s companies. The current edition, which started in October 2009 and will conclude with a final conference in November, involves nearly 300 young people from the US, UK, Italy and France. An intensive year for the young participants, spent on a virtual campus as they discover their corporate and Group identity in order to acquire full ‘Finmeccanica citizenship’. 90 91
P E O P L E 9/2010 FINMECCANICA MAGAZINE NEW PROFESSIONALS IN THE MAKING 6,000 CANDIDATES FROM 140 COUNTRIES APPLIED TO TAKE PART IN FHINK, FINMECCANICA’S MASTER’S PRO- GRAMME IN INTERNATIONAL BUSINESS ENGINEERING. ONLY 26 MADE IT TO THE FINAL PHASE OF A TRAINING PROGRAMME CREATED TO NURTURE TALENTED YOUNG PEOPLE AND CONTRIBUTE TO THE ONGOING DEVELOP- MENT OF THE GROUP this master’s programme because I want to “Ichose work for a large manufacturing group in my own country” said a new Italian graduate in aerospace engineering at Southampton University in the UK. A young Brazilian telecoms engineer commented, “this master’s course is exactly what I was looking for and will enable me to combine business skills with my technical background, immersed in a microcosm that involves working alongside colleagues from many different countries”. Read on for some of the reasons that led over 6,000 talented young people from more than 140 countries to apply for a place in the fifth year of Finmeccanica’s FHINK master’s course in International Business Engineering. The requirements for admission to the selection procedure are an engineering or economics background, international experience and a high degree of motivation. The procedure involves a battery of assessments, individual interviews and evaluations by a committee of representatives from Finmeccanica, operating companies and the academic world that candidates must pass with flying colours. Only 70 young people were fortunate enough to reach the final phase and meet the committee, which then chose the top 26 to make up the new class. The route marked out for the students is challenging and demanding: a month of learning the fundamentals of strategy, accounting, and finance and industrial marketing, followed by courses on people management and organisation, project management, and technology and innovation management, totalling some 1,000 classroom hours. The course is delivered by lecturers from major Italian and foreign academic institutions alternating with trainers and managers from the company to ensure that the material learned is put into the operational context of the young students. At the end of the course, students take up a four-month internship with the company. All this makes it an opportunity for growth but also a big challenge for the young people and for the Group. A Group that has chosen to believe in a new generation, which has a particular aptitude for operating in a multicultural environment and which is prepared to put all its energy into creating a new professional class that can contribute effectively, right from the outset, to its ongoing development. The countries of origin of the 26 participants in the fifth FHINK master’s programme Brazil 2 China 1 India 2 Italy 11 Nigeria 1 Poland 1 Russia 2 Spain 2 South Africa 1 Turkey 1 United Kingdom 1 United States 1 92 93
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