1

Valagro and the value of its staff


The strong global growth-oriented trend within the Group was fuelled by important new elements that emerged in 2016. These include the establishment of Valagro (Shanghai) Trading co., Ltd, the new Legal Entity in China and the implementation of a new production plant in Pirassununga, Brazil, in the state of São Paulo, the Group's first plant in the Americas.

The strong global growth-oriented trend within the Group was fuelled by important new elements that emerged in 2016. These include the establishment of Valagro (Shanghai) Trading co., Ltd, the new Legal Entity in China and the implementation of a new production plant in Pirassununga, Brazil, in the state of São Paulo, the Group's first plant in the Americas.

Total group employees (as of December 31, 2016)


Valagro Spa249
Rest of the world385
Total634

Total group
employees
39.27%
60.73%

Personnel Growth (as of December 31, 2016)


201420152016
Italy223242249
Rest of the world161358385
400
300
200
100
0
2014
2015
2016
 
 

Valagro Spa data (as of December 31, 2016)


ManagersMiddle managersOffice workersManual workers
Men (number)11236973
Women (number)185113
Average age52.9547.5639.4744.85
ManagersMiddle managersOffice workersManual workers
Work seniority < 2 years023411
Work seniority 2 < 5 years15346
Work seniority 6 < 12 years5122011
Work seniority > 12 years6123258
ManagersMiddle managersOffice workersManual workers
Permanent contract123111178
Fixed term contract0088
Part-time contract0010
Other types0000
ManagersMiddle managersOffice workersManual workers
Qualification: Degree1225883
Qualification: Secondary School062739
Qualification: Middle School00343
Other types0021

Total new recruits


By age group W/M201420152016
Under 30 years old3/56/94/5
30-50 years old7/126/172/9
Over 50 years old0/20/12/0

Staff turnover


By age group W/M201420152016
Under 30 years old0/02/22/4
30-50 years old3/92/103/5
Over 50 years old0/20/10/2
In addition, to promote the dynamic and global identity of the Valagro Group, a new organizational structure was implemented in 2016 to accompany the growth of the business worldwide, based on the strategic need to focus on specific customer requirements to provide effective solutions. Global Sales was re-organized on three main geographical areas, Americas, EMEA and Asia-Pacific impacting on the changes of responsibilities of several roles and a new structure focused on the planning and management of specific projects was created into the Global Marketing function. Moreover, new departments have been established, Global Corporate Development function with the goal to develop the business though M&A and Global Compliance with the scope to implement all the activities of alignment, analysis and optimization linked to organizational processes and procedures.

Total group employees (as of December 31, 2016)


by gender W/Mby age - Under 30 years oldby age - 30-50 years oldby age - Over 50 years old
Governance bodies0/7016
Managers2/10048
Middle managers8/230238
Office and manual workers51/69129117
2

Improving and measuring performance to support the growth


Supporting the growth of the Group by means of the development of human resources is a key factor directing the strategy of the Global HR and Legal Department in the implementation of the 2016 activities. An example of this approach can be seen from the number of hours dedicated to training the company’s assistants, which is up on 2015.

Training


No. hours training Totals 2015No. hours training Totals 2016
Total76299325
Managers437568
Middle managers670403
Manual workers1474124
Office workers50488230
A further instrument in the support of the growth of the human resources is GPMS, the Group Performance Management System, implemented during 2016 for all the employees of the Group.
This global system allows individual performance to be assessed systematically. A clear and fair performance management system allows to each employee to clearly know which are the expectations and how results will be measured. The primary objective of the GPMS is to facilitate the employees in the pursuit of excellent performance, encouraging also a constructive and permanent dialogue between manager and employee. In addition, in the context of promoting the professional growth of human resources, GPMS is a tool that allows also employees to measure, year after year, the level of compentences and skills they show in achiving the goals yearly set.

GPMS results become the basis for the annual discussing about each employee growth, possible compenteces to be boosted and training plan to put in place. In this way, the Learning actions that are required by the business priorities, are tailor made on the level and needs of the employees. In terms of contents, in 2016 Valagro continues to invest in programmes directed towards the improvement of both technical and specialised skills and cross-managerial skills.
3

The Graduate Talent Program


The HR department in 2016 took care of the deployment of the Graduate Talent Program (GTP), the programme with which Valagro accompanies new graduates and PhD with excellent academic CVs and very good knowledge of English on a path towards personal and professional growth, in one of the corporate departments at the Headquarters or one of the Group's subsidiaries. In 18-24 months, the candidates have the opportunity to learn about the business dynamics, to work in team, to participate in innovative projects and launch their career in an international company. The implementation of the GTP provides an intensive training plan oriented to empower cross function competences allowing an acceleration of the talent performed in the day-by-day. Moreover, the program offers permanent opportunities to deeply know the company organization in HQ and abroad trough short assignments. Valagro is aware that talent needs to be growth through structured paths.