PERCENTAGE OF EMPLOYEES PER COLLECTIVE BARGAINING AGREEMENT IN 2011 [LA4]
11% 18%
5% 4%
40%
5% 5%
12%
the design and launch of a Management Development Plan for key staff in the organisation can be highlighted. This international training activity has been designed and ma- naged by a prestigious business school in full cooperation with the Group’s corporate Human Resources managers and its Executive Committee.
Collective Bargaining Agreement for the Chemical Industry
Collective Bargaining Agreement for Wholesalers and Importers of Chemical Products
Collective Bargaining Agreement for the Iron and Steel Industry in Barcelona
Collective Bargaining Agreement for Haulage Contractors in Girona
Collective Bargaining Agreement for Metal Workers in Barcelona
Collective Bargaining Agreement for Offices in Catalonia
Collective Bargaining Agreement for Construction and Public Works in Cantabria
Other
Likewise, over the coming business years it has been plan- ned to continue designing and implementing other pro- grammes for Fluidra’s various groups of workers in order to offer them management tools that facilitate their professio- nal development and pave the way towards excellence in the way they do their jobs. Another training programme worth highlighting that was set up in 2011 is the course in Sales Dynamics designed for all staff directly involved in sa- les. This training programme is an online course available in English, French and Spanish, and is intended to provide participants with new skills in managing sales that they can apply to their everyday working lives.
Management of talent and training [LA.e, LA11]
The personal and professional development of the people who belong to Fluidra is one of our main day-to-day objec- tives. We endeavour to attract and retain the best professio- nals in the market and we make efforts to design tools and processes that enable us to improve the management of in-house talent. Thanks to our internationalisation and the diversity of the companies that make up the Group, Fluidra is in a position to offer different professional itineraries to its staff. We therefore promoted an internal mobility policy in 2011 that enables us to manage potential promotions in our national and international operations.
In 2011, we increased the number of staff who took part in performance assessment programmes, both through the one-to-one corporate assessment system and other systems already in place in certain companies. Thus, at the time this Report was written just over 27% of staff had been subject to such assessments. [LA12]
This system, which enables us to create formal channels of communication between managers and their teams, as well as to prioritise goals and identify suitable training program- mes and careers guidance plans, will be adapted to more technical profiles and factory workers in the years to come. Amongst the training programmes for senior management,
38 (
The companies in the Fluidra Group design their training programmes in response to the needs of their staff and offer them technical training, language courses, as well putting across the company’s corporate values to them and giving them a feeling of belonging to the Group. Some of the courses offered to companies within the corporate framework have included training in the Group’s lines of business, languages, telephone customer services, finance for non-financiers, brands and patents, tools for human re- sources and lean management. A total of 1,400 people have taken a course with an approximate total of 35,000 hours.
STAFF TRAINED BY PROFESSIONAL CATEGORY 41% 20%
6%
25% 8%
Senior management Middle management Technicians
Administrative staff Skilled workers
FLUIDRA’S PEOPLE
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