The remuneration policies of the Parent Company, ENAV, vary based on the classification of the personnel involved, i.e. “non-management” personnel; and “management and supervisory” personnel.
With regard to non-management personnel, the performance evaluation process is conducted annually in order to report on the performance of all staff operating on the 36h schedule and who have worked for more than 6 months during the year.
Starting in November 2018, the lists of employees to be evaluated are created by the Compensation and Performance Management unit.
The employees concerned and their evaluators are selected on the basis of the following requirements:
- 36h working schedule;
- an employee for more than 6 months.
Subsequently, by way of a dedicated computer application, the process of evaluating technical skills and performance is initiated by the employee’s supervisor, directed and approved, where necessary, by a higher-level manager. Upon completion of the process and based on the reported results, the Employee and Industrial Relations unit initiates the merit recognition process in line with the financial resources specifically provided for in the budget for the applicable year.
As for middle and senior management, the variable component is anchored to a top-down Management By Objectives (MBO) system by which the determination of objectives is based on the strategic guidelines established in the Business Plan, and then a deployment of these activities/pillars is carried out according to the various levels of responsibility according to a cascade approach from senior management down to the lower levels of the hierarchy. The objectives are linked to financial indicators and to specific areas linked to the individual positions within the organisation based on the various levels of responsibility. For the line functions, there are objectives that focus on operational performance (e.g. reduction of delays and operating efficiency), along with the implementation of projects related to service quality, in part through the introduction of innovative technologies and projects in the field of air traffic control that improve operating performance, mitigating the environmental impact of air travel.
At the subsidiary Techno Sky, the evaluation of non-management personnel is carried out by each supervisor based on performance, followed by validation by a higher-level manager. Following these evaluations, the Human Resources unit starts the merit-recognition process, based on the financial resources specifically provided for in the budget for the relevant year. The process ends with approval of the list of measures by the Company’s CEO.
For senior and middle management, the variable component is anchored, for the Parent Company, to a Management by Objectives (MBO) system of incentives. The MBO is assigned to all middle managers, including area managers, plant managers, and unit managers. The objectives are defined by the relative supervisor according to a top-down process, and recognition of the variable bonus is currently tied to achievement of the individual goals.
As regards the MBO for senior management, the objectives are defined within the scope of Group policies and are, therefore, often in line with those of the ENAV executives themselves. Determination of the variable incentive is, in any event, subject to the achievement of the Group’s financial targets (“hurdle” levels).