The knowledge and skills of people at the ENAV Group represent one of the key factors in maintaining the highest levels of excellence in terms of safety, operational capacity, cost efficiency, and environmental impact. It is therefore vital to take concrete action to attract talented people to the company and provide them with ongoing training and career growth.


ENAV has established a structured process for the hiring of personnel based on the principles of diversity and equal opportunities, which makes it possible to fully assess and appreciate the skills and value of each candidate without discrimination.

In particular, the selection process is governed by an ISO 9001 certified Quality Procedure, which ensures candidates are treated with maximum transparency, equal opportunity, uniformity and objectivity in the assessment criteria, and confidentiality in any personal information provided to the company.

The search and selection process therefore enables the Group to find job seekers who have the skills and experience needed in order to meet the needs expressed by the various company functions and to face the Group’s present and future challenges.

Furthermore, ENAV has an internal hiring process that enables Group employees to apply to open positions within the company that are more in line with their skills and professional profile.

Employee training and change management

Over the course of 2018, the Group has placed increasing emphasis on change management and has implemented a significant reorganisation process within the context of the management of human capital and of change, which has led to the creation of a dedicated Human Capital and Change Management unit.

In addition to the hiring of new talent to join the company, it is fundamental for the Group, in line with the objectives of the Business Plan, to promote the continuous improvement of the knowledge, capabilities and technical skills of its employees with the aim of supporting continuous ENAV growth and responding effectively to future technological and business developments.

In terms of the continuous development of skills, the Group involves its employees in managerial and specialist training based on the role held by each person within the company and on the new challenges to be faced in the marketplace. More specifically, during the year the training of employees mainly concerned dissemination of the Project Management Integration (PMI) model, the increase and maintenance of knowledge of the English language, improvement of communication techniques, updates on laws and regulations concerning procurements for employees of the Service Centre unit, the start of a coaching program for the Finance & Procurement unit, and the general development of skills for new hires in order to facilitate their entry into the ENAV organisation.

During the year, the Group designed training courses and activities aimed at achieving the objectives set for the development of employee skills. As regards training for newly hired employees, ENAV and Techno Sky have defined a specific pathway for induction, which is aimed at disseminating the corporate culture and supporting people to better integrate into their new working environment. With a view to disseminating the PMI model, the Group has activated specific courses to prepare for the Project Management Professional (PMP) certification exam for project managers and involved the staff of the Audit, Operations and Technology units in project management literacy activities. For personnel within the Communications unit, ENAV has activated a course of communication and video production through the use of commonly used tools such as smartphones and tablets. One-to-one meetings in English also continued during the year for senior management, as well as multimedia courses for office staff and middle management and cross-functional, theme-based workshops. Finally, the Group has set up a coaching program, divided into 4 team coaching meetings and 4 individual meetings for Finance & Procurement managers.

The entire training process is regulated within the scope of ENAV’s Quality Management System. In accordance with procedures, ENAV verifies achievement of objectives by way of evaluation questionnaires – typically within 5 days of the end of the training activity – provided to all the participants in the classroom and catalogue courses. Moreover, for certain courses selected during the planning phase, performance questionnaires are provided to the participants’ supervisors roughly 6 months after the training activity.

As regards Techno Sky, management and specialist training includes: training on occupational health and safety issues in compliance with the requirements of Italian Legislative Decree 81/2008; updates on laws and regulations through the Procurement course and training on ISO/ IEC regulations; technical training for certain types of activities, including certification for refrigeration engineers and the issue of F-GAS certification; conducting professional training for technical areas; and, finally, English language training.

The transformation of the ENAV Group, along with the dynamics of the industry and the public listing of the company’s stock in 2016, have made it necessary, alongside the training activities that the company continues to provide, to begin a process of change aimed at the introduction of suitable management and leadership models.

The quality of management is, in fact, one of the most important non-financial indicators for institutional investors. Today, the management team must have the right mix of experience and expertise, while also expressing a high level of cohesion and integration and proving very effective in the short term but with a long-term vision. All these qualities must coexist because the management team is called upon to lead a corporate transformation that aims to combine the traditional values of the company that underlie the performance achieved with the need to adapt quickly to new landscapes.

At the same time, this transformation affects all levels of the organisation. As such, it is necessary to develop widespread awareness among the people working at the company of the need to implement changes with a view to creating value for customers, for shareholders, and for the employees themselves.

During this phase of the company’s development, it is therefore necessary to have people who are increasingly motivated and competent, who know how to work with autonomy and initiative, and who are able to collaborate on tight-knit teams. Engagement, trust in people, shared responsibility for results, recognition of the results achieved, the perception of a rewarding job, and trust in management are essential prerequisites for an environment that promotes personal commitment and is characterised by a sense of belonging. For this reason, over the course of 2018, the Group has placed increasing emphasis on change management and has implemented a significant reorganisation process within the context of the management of human capital and of change, which has led to the creation of a dedicated Human Capital and Change Management unit.

During the year, the Group also defined and consolidated approaches to managing the management review process for the key roles within the organization, while also defining a succession plan concerning, first and foremost, the senior managers in roles of strategic importance.

As for the experience and knowledge of management, the Group has established a process of periodic analysis of the capabilities of middle management and subsequent definition of appropriate development strategies, which include the introduction of a preliminary assessment, training for new managers, and coaching efforts for employees that show good potential for growth.











1 Non-operational training includes legal training, language training, and management and specialist training.