Relatorio de gestao_2010_INGLES.indd - Efacec

Focus on the Development of Support
Strategies for Growth
Optimization and Development of Human Resources
Efacec Academy
In 2010, the Efacec Academy was created, which, along with the
Strategic Planning established for the Group’s development, as a
tool aimed at a sustained creation of value. It is expected that this
tool will be capable of reinforcing the competitiveness and the
market value of Efacec by developing and consolidating the skills
of its employees.
As previously mentioned, the Efacec Academy will focus its activity
on two pillars: Training and Development (Training of Niches and
Partners) and Knowledge Management.
In the scope of the Training and Development, Training of Niches and
Partners pillar, the Energy School (Transformers and Automation)
and the Behaviour School were created.
Regarding the Knowledge Management pillar, its objectives and
concepts began to be established. This pillar will be responsible for
encouraging, promoting and developing synergies inherent to the
internal and external knowledge networks and enabling favourable
conditions to create common information spaces and effort to
acquire and/or develop it among people and/or groups that possess,
seek and/or develop it.
This way, it is intended to make it easier for people and/or groups
of people to share and aggregate available knowledge, by acquiring
or developing it.
Two fundamental objectives were established for this pillar:
• The Implementation of information networks and support systems
to aggregate and manage them, which can either include only
internal agents from Efacec or other agents.
• The Identifi cation of knowledge subjects the comprise Efacec’s
portfolio of interests and needs, in order to create cross-functional
groups and the respective cooperation areas, including partners
from scientifi c and technological communities considered to
be privileged partners, with the aim of creating scientifi c and
technological clusters focussed on Efacec.
Cultural Change Management
With the signifi cant increase of the number of national and
international employees that took place in the last years as a result
of Efacec’s signifi cant growth and the expansion of its presence
in the world, the company has implemented projects aimed at
developing cultural standards common to Efacec in Portugal and
overseas, seeking to meet the needs of the new contexts in which
we operate.
It was with this purpose that in 2008 a Cultural Change Management
project was initiated. This project is basically based on 4 large
pillars (efaINmotion, efaEvolution, International employee meeting
Inauguration of Efacec Academy`s Behaviour School
Report and Accounts 2010 | 81