Pay and incentives

The Sofidel Group, in line with its principles, determines the pay of its employees in compliance with legal standards and guarantees respect for the criteria of fairness and transparency.

An analysis carried out in the countries where the Group is present showed that minimum wages, where set, are amply respected.

In addition, there are performance evaluation programmes for every employee who is part of the ‘reward system’ in almost all Group companies. Performance evaluation consists of an interview based on a questionnaire which considers the strategic aspects of work performance. Many Group companies have reward systems based on the definition of specific, measurable targets that are achievable and shared, so that employees are able to influence them with their behaviour. The check on achievement of such targets, which may encompass sustainability performance such as the reduction of CO2 emissions and containment of energy and water consumption, is the responsibility of the managers of the different company areas.

In 2019, 82.03% of Group company employees benefited from increases in their pay and 66.38% received an award or bonus. The benefits given to employees are provided without any distinction between full- and part-time office staff. The employment relationship with Sofidel is also marked by the number of provisions and initiatives in favour of workers. Employees in Italy, France, the UK, Germany and the United States, for example, have forms of supplementary pension that operate through the activation of special pension funds that employees of the companies can contribute to with different participation percentages.

The percentage varies according to individual company regulations. In addition, in Italy there is a special Solidarity Fund, promoted through CRAL Italia (Workers’ Social Organisation), intended to support those who find themselves in situations of great need.

Performance Evaluation Programmes

The qualitative performance assessment is made through the constant measurement of a series of parameters that indicate performance: individual commitment, skills/professionalism, problem solving, quality, ability to work together (teamwork), communication/interpersonal skills, spirit of initiative, delegation, control and development of co-workers. The behavioural approach has proven very effective in linking company strategy to the conduct required to implement it. The evaluation also ensures periodic self-monitoring of performance, a check on its progress and the possibility of making changes and corrections designed to improve it.

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