annual report - FIAT SpA

HUMAN RESOURCES
At 31 December 2010, the Group had 199,924 employees, an increase of 9,910 over the 190,014 figure at year-end
2009. The change was partially attributable to the positive difference between new hires (approx. 23,400) and
departures (approx. 18,400) recorded for the year, with the increase relating primarily to workers hired in Latin America
as a result of the growth in demand. A net increase of around 4,900 employees was attributable to changes in the
scope of operations for the Group, consisting of: insourcing of materials handling activities in Italy, full consolidation of
Fiat-GM Powertrain Polska Sp. z.o.o. (following acquisition of the JV partner's 50% interest) and start-up of operations
for Fiat Automobiles Serbia Doo Kragujevac, partially offset by a decrease attributable to the disposal, in France, of the
Angoulême site of Automotive Lighting Rear Lamps France S.A.S. (a subsidiary of Magneti Marelli) and the
termination, in Italy, of the lease of operations at the Colonnella plant (Province of Teramo) by ITCA Produzione S.p.A.
(FGA), in addition to the disposal and insourcing transactions completed by Comau's Services business line in Brazil.
ORGANIZATIONAL AND MANAGERIAL DEVELOPMENT
During 2010, developments associated with the Chrysler alliance, creation of the Fiat Industrial Group (operational from
1 January 2011) and international expansion and development all brought changes to the Group, however, the overall
organizational model was unchanged with a continued two-pronged focus on both business activities (sectors and
brands) and key business processes.
The IT system launched in 2009 was progressively rolled out to the Group's foreign companies alongside
organizational changes to the personnel administration activities of Fiat Services. This enabled the Group to merge
employee and organizational information into a single, global database and to standardize HR management practices
and processes.
The existence of Group-level roles for coordination of the principal corporate processes has led to organizational
changes at sector level aimed at optimizing cost and investment synergies and at furthering development of
methodologies and know-how, such as World Class Manufacturing, for example, which has introduced new productivity
and quality solutions at the Group's plants.
The Performance and Leadership Management process, which has been in place for managers and professionals for a
number of years, continues to serve as the basis for personnel management decisions, together with the Talent Review
process, which enables early identification of high-potential individuals and charting of their professional development.
Training
Investment in training in support of the Group's business activities and the professional development of employees
totaled around €64 million for the year. More than 3 million hours of training were provided, including 31,055 hours of
web-based distance learning for 14,609 users.
During the year, the Group’s training management model was streamlined to leverage synergies and ensure a
standardized approach. The role of Training Manager was created within each sector to ensure the development of
training solutions that meet specific training needs, in addition to the correct application of Group guidelines. Fiat Sepin
continued to work with all sectors and provide support for cross-sector activities, such as management of training
budgets, language services, online corporate training and targeted programs for the various professional families.
Grants and Scholarships
In 2010, Fiat continued the Grant and Scholarship Program for children of Group employees in Italy and abroad.
A total of 600 grants and scholarships were awarded (168 in Italy) totaling approximately €1.1 million. Recipients were
located in Italy, as well as France, Spain, Poland, Belgium, England, Brazil, China and North America: all countries
where the Group has a significant presence.
INDUSTRIAL RELATIONS
During the year, a dialog was maintained with trade unions and employee representatives at company level to achieve
consensus-based solutions for managing the impact on workers of measures taken to respond to market conditions
which, while generally improving over the prior year, remain critical in Europe. Production stoppages – implemented
using temporary layoff benefit schemes, where available, or other measures based on collective agreements or
company policy – were lower overall than in 2009, as was the level of restructuring and reorganization. The need to
increase production volumes to respond to improved conditions in some markets was primarily satisfied through the
use of overtime and hiring of new employees, principally in Latin America.
Report on Operations Human Resources
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