Barilla People broken down by type of employment contract
481 with fixed term contracts
Scope: Barilla G. e R. Fratelli (not Barilla Holding) excluding Mexico. Based on domestic legislation in force in the USA the distinction between permanent and fixed term contracts is not applicable: employment relation can be terminated at any time by either party without cause. For this document Barilla People in the United States have been considered employees with permanent contracts.
Compared to 2015
Increase in staff: +1.6%
New hires and turnover of staff with permanent contracts
Turnover trends and rate of staff with permanent contracts:
New hires and turnover of staff with permanent contracts broken down by geographical area, gender and age bracket
Barilla G.e R. Fratelli except staff in Mexico.
New hires and turnover of staff with fixed term contracts broken down by geographical areas
New hires and turnover of staff with fixed term contracts broken down by gender
Barilla G.e R. Fratelli except staff in Mexico
Staff broken down by region and type of employment contract
Barilla G. e R. Fratelli excluding Mexico. Based on domestic legislation in force in the USA the distinction between permanent and fixed term contracts is not applicable: employment relation can be terminated at any time by either party without cause. For this document Barilla People in the United States have been considered employees with permanent contracts.
Barilla People broken down by region and gender
Barilla G. e R. Fratelli excluding Mexico
Main variances compared to 2015
|Countries with highest staff increases|
|Countries with highest staff decreases|
Barilla People broken down by occupational category
|Total||of whom women|
Female presence in executive and managerial roles
Female presence in the Global Talent Pool
Compared to 2015
Female presence in the Global Talent Pool: 41% in 2015 and 40% in 2016
To offer a clear picture of the roles, responsibilities and tasks assigned to Barilla employees we mapped 1,900 organizational positions and framed them into corresponding job descriptions.
We also defined professional growth paths within the Group and to promote enhancement of internal talents we favour covering vacant positions with internal staff. In 2016, 46% of vacant office positions were filled via internal staff selection, without having to recruit outside the company.
The periodic assessment of the individual's contribution to the achievement of the company’s objectives is a key element in professional growth. In 2016 the performance management system involved 1,844 people.
46% of vacant office positions were filled via internal staff selection
1,844 Barilla People covered by an annual performance management system
Individual performance evaluations and monetary bonuses that may derive, are meant to recognize personal contribution to the realization of the corporate objectives set for the year, including the effective implementation of the “Good for You, Good for the Planet” mission.
In 2016 a total of 2,620 Barilla People in the plants took part in incentive programmes inclusive of sustainability targets, connected, for example, to the improvement of health and safety performance or the quality and food safety of the products.
2,620 Parilla People in the plants participate in incentive programmes inclusive of sustainability targets.
37% Overall weight of all the sustainability objectives in the determination of the variable bonus.
We are fully committed to guaranteeing a work environment that protects health and safety for the people who work in our production sites and in the Group’s offices or are members of our sales network.
To reach this objective we have adopted in 86% of our plants management production systems certified in compliance with international technical standard OHSAS 18001 and we set aside specific resources to promote health and safety in the workplace, with investments that exceeded 11 million Euro in 2016.
2015 data: 88% of Barilla People
Thanks to these efforts, the number of accidents in the workplace was reduced by 11% compared to the previous year. Also in 2016 there were no cases of fatal accidents recorded and in more than 8 production plants there were no accidents for at least one year. In 2016 there were no significant sanctions for violations of health and safety norms in the workplace, however, 3 sanctions were received for a total amount of 8,059 Euro.
133 accidents in the workplace in 2016, vs 149 in the previous year.
In 8 production plants there were no accidents for at least one year.
Trend of severity and frequency indexes
Compared to 2010
Reduction of severity index of accidents: -24% in 2015, -29% in 2016
Reduction of frequency index: -41% in 2015, -47% in 2016
The involvement and training of those who work in the Group on the standards of conduct and the solutions adopted to make the work environment safe are key elements to increase accident prevention and to promote Barilla People’s health and safety. In 2016 more than 56,000 training hours were dedicated to these topics.
The entire Group’s staff has been engaged in activities of healthy eating education as part of the sì.mediterraneo programme. Particularly, in 2016 more than 12 seminars and training courses on various aspects of nutrition were organised for the staff of headquarters, plants and sales network. With the help of external experts various matters were treated in-depth, among which, for example: the relation between health and sugar intake, the health effects of following the Mediterranean Diet and other dietary models, practical suggestions on a healthy diet and the beneficial effects of rye on the metabolism and the reduction of the risk of diabetes.
More than 56,000 training hours on health, safety in the workplace and fire prevention
2015 data: 57,000 hours
Accidents broken down by geographical area
Severity index broken down by geographical area
Frequency index broken down by geographical area
Barilla manages trade unions relations with three levels of dialogue:
- CAE (European Works Council);
- la CSN (National Trade Union Confederation), with the support of national and local trade union secretariats (43 representatives of Italian Unitary Workplace Union Structures, RSUs);
- Site-specific Unitary Workplace Union Structures, RSUs, are present in 10 plants, 4 mills, offices and amongst salespersons. The Steering Committee of the Unitary Workplace Union Structures (RSUs) meets 2 times a year, and plans meetings on themes connected to the country’s economic and social context, performance trends and analysis of the indicators and strategies of the plants. The local Unitary Workplace Union Structures (RSUs) are also in charge of taking on subjects related to their individual sites, such as training courses, site environment and safety, occupational impacts and site-specific matters.
By keeping efficient exchange and listening channels, in 2016 only 0.1% of work hours was lost to strikes or disputes.
Training is a component we believe is essential to the satisfaction and development of our people. For this we have dedicated a company department to the activities of “Learning and Development” and we created “Academies” for the main Job Families.
Average training hours for Barilla People in Italy
94,5% dof staff hired in Italy participated in training activities in 2016
Scope: Barilla Italia
Training hours broken out by type
Perimetro: Brilla Italia