Knowledge leads to improvement

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It is important to identify and develop the most suitable tools to learn about people, because the Group’s venture starts from them.

In an increasingly complex social context with new challenges, it is not possible to emerge and maintain one’s own position without making a consistent effort to improve one’s own internal resources. It is therefore essential to know more about the people who work for the Group. In order to identify the priority areas for improvement and the most suitable actions to undertake in relation to people, it is necessary to rely on personal and organizational details that can be easily accessible and analyzed. In order to achieve this goal, Autogrill Group started a project in 2009 aimed at developing a global platform for the management of personal data and organizational information. This project gave rise to a new system – Global HR Platform – which permitted the management of employees’ data in 2010 for Autogrill S.p.A. and its smaller affiliates (Nuova Sidap and Alpha Retail Italia srl) and for WDF. In the first months of 2011 it will be adopted by Aldeasa Spain and Autogrill Spain and, progressively, also by the other Group companies. The new Global HR Platform (GHRP) system enables HR functions to promptly obtain homogenous and comparable information about the Group’s people (i.e. gender, age, type of contract, level, professional family and sub-family, education, …) thanks to the definition of shared semantics, with different levels of information accessibility. In addition, this tool permits the generation of reports according to the needs of the different corporate functions (i.e. People Development, Training, CSR, internal and external communication, investor relations, etc.).

The objectives of the GHRP system are focused on differentiated actions:

  • to create a common master database, to be used to develop vertical systems that support processes such as training On–line, Internal job posting, international/interfunctional mobility, People Development, etc.;
  • to enable access control and profiling on the Aconnect portal, communication management aimed at specific targets, text messaging services and Knowledge Management/Exchange in addition to integration process services like, for instance, People & Location Directory;
  • to recover and register qualitative information regarding people (i.e. skills unregistered by traditional systems), enabling employees to provide additional information on their profile through the self-service function available in the Portal;
  • to facilitate prompt generation and updating of documents regarding the organization and reduce manual activities.


 Personnel development
Personnel developement 

Female employees

Female employees

The sustainable answer

Sustainability results and objectives

Objectives declared for 2010
In 2010, supplementing the GHRP platform, which is expected to be distributed also to the other business units, a methodology will be developed to collect the other socio-environmental sustainability indicators which have not been covered yet

Projects and results
GHRP adoption by Autogrill S.p.A. and World Duty-Free
A methodology has been defined to collect the economic/environmental multi-dimensional indicators. Currently, this methodology is being tested in Italy
Target for 2011
GHRP adoption by Aldeasa S.A. and Autogrill Spain
The objective is to extend the testing phase to other countries as well



Attention to employees is reflected in the personnel recruitment policies, because steady growth implies the search for new talents who can grow and concurrently make the Group grow.

Any well-organized recruitment process is expected to guarantee transparency and equity, equal opportunity and skill improvement. Autogrill Group has always been committed to all these principles and has adopted differentiated selection criteria in accordance with local regulations and the most frequently used market practices, with the constant objective of identifying the professional positions that best fit people’s profiles. The design and development of personnel recruitment systems represents an important investment by the Group. If people’s growth within an organization is essential for the growth of the organization itself, it becomes also strategic to implement selection criteria that can guarantee the employment of people who, in addition to having the required competences and skills, may have the potential to cover other positions in the future, taking on more responsibility and thus demonstrating their intention and wish to personally grow and to proactively contribute to the growth of the organization. In addition, the selection process also favors the hiring of personnel from areas adjacent to the location where activities take place, thus fostering integration in the territory. This also allows employees to have an easier balance between personal and professional needs. This is also why the selection process is often complex and broken down into different steps. In Italy, in addition to the usual interviews, different tools are used, such as aptitude tests (administered by qualified people), English tests and targeted interviews, aimed at identifying the candidate’s adherence to the Autogrill competence model, while group assessment centers with qualified auditors are organized for internships.

24% of internships in Italy in 2010 were converted into permanent labor contracts

In recent years, Autogrill Group has developed an important relation with a valuable platform of potential new employees: the universities. In several countries in which the Group operates, the Group has established agreements and developed paths or created events to attract young talents, students or recent graduates, for the purpose of increasing opportunities to meet and participate, including specialized tradeshows, career days or days dedicated to the Company at the major universities. Specifically, the Sales Network represents the key expansion area for the Autogrill Group: it is always looking for new personnel.
Recruitment occurs not only through the “Work with us” section available on the local websites, but also through career growth tracks made available inside the organization.
The Group adopts the formula of recruitment campaigns dedicated to young personnel interested in acquiring new skills in the Food & Beverage and catering industry.

In addition to the relations established with the universities and vocational schools, Autogrill Group is committed to the development of new selection models based on Job Posting or Job Rotation. Adopted in Italy, WDF and Aldeasa, Job Posting is dedicated to filling vacant positions and directly involves employee representatives, who become proactive players in the process of selection, drafting of the selection tests and evaluation of the candidates. Job Posting works through intranet or the traditional ads on the noticeboard, representing the key engagement tool and recruitment system dedicated to internal career development. Recruitment includes interviews, language tests and evaluation of the candidate’s technical skills. For specific occasions and positions skill-based interviews and assessment centers are envisaged.

The project was designed by HMSHost in partnership with the Culinary Institute of America (CIA) and provides young chefs with the opportunity to participate in an 18-week work-study program in the Group’s restaurants while still enrolled at school. The program is based on the simple yet effective job rotation mechanism, enabling the chefs-to-be to work in the different concepts covering different roles. The path was designed in collaboration with CIA to allow the students to develop a complete professional profile in professional catering and the Group to collect, through their engagement, best practices from the outside. For the Group, the program objective is to establish a relation with the Culinary Institute of America and create a channel for the future selection and recruitment of people with specific skills in the industry.



Breakdown by age: North America and Asia Pacific

Breakdown by age: North America and Asia Pacific
 Breakdown by age: Europe

Breakdown by age: Europe


Only a scrupulous evaluation system can guarantee growth based on employee results within Autogrill Group and create an open and transparent working environment.

The evaluation of competences and performance and dialogue between managers and employees are particularly important within Autogrill Group, which is strongly focused on making its employees grow, using it as one of the key drivers for the continued development of the organization.
At the core of the personnel management system adopted there are structured and transparent processes designed to evaluate people’s competences and performance. In 2010 a development center was established, which, at specific intervals in an individual’s development within the organization, permits a multiple action: it takes care of the transfer to broader managerial responsibilities, identifies the points of strength and the areas of improvement and creates an individual development path that accompanies the individual through the process of coverage of the relevant role.

However, in order for this model to prove effective, it is necessary to adapt it to the cultural context, the labor market and the relevant applicable regulations. For this reason, Autogrill Group has developed its own model of competences of reference, which is further broken down according to local needs.

In Italy, the evaluation process for the competences, which is targeted to individual training and development, was separated from that referring to the evaluation of performance, the objective of which is to drive the individual’s professional performance.


A broad offering of differentiated paths, integrated by areas and competences, is the most effective way to stay abreast of consumer demand and market changes.

Employee training represents the key leverage for people’s development and the development of Autogrill Group. It is a twofold investment for the employee and the company, which, over time, needs confirmation of the correctness of its orientation in terms of business by achieving improved results thanks to better processes and more effective decision-making.

2010 was an important year for training within Autogrill Group. With an overall investment of approximately € 7 million, different actions have been put in place: optimization of the already existing training modules through the introduction of new enjoyment methods, development of an e-learning platform from the corporate intranet portal Aconnect. Under the co-ordination of Human Resources, the Group launched some international training programs in 2010 in order to allow people to get to know each other and exchange experiences in the light of professional growth and cross fertilization.

2.2 training days per capita in F&B Europe

Autogrill Group has always preferred to focus on internal career growth paths and it developed a training process structured in such a way as to allow training and upgrading programs to involve all hierarchical levels and satisfy the various technical and managerial development areas. In fact, in recent years, the Group invested in training and upgrading programs focusing on the transfer of specialized competences; creating a bridge between the company and the schools, in order to facilitate hiring for young people; updating the competence-based system and maintaining maximum consistency with the changes in the business and in the market at all professional levels.

1 training day per capita in Travel Retail

Each country in which the Group operates is autonomous in relation to the decisions made pertaining to the development of its training programs, starting from an accurate analysis of the competence gaps identified through the valuation processes. Such an analysis, followed by design and organization programs set up by Human Resources, is accompanied by suggestions given by the employees themselves, who identify specific needs. The courses are then organized by consultants or nationally accredited bodies, or sometimes by internal staff. This ensures path differentiation and constant updating of the concrete needs of employees and creates a multiple and interconnected training process.

In 2010 a mapping project was launched to trace the level of knowledge of the English language in the countries in which a different language is spoken, starting from the Corporate and Italy. The results urged the activation of a dedicated on line training program. In Aldeasa (Spain), on line language courses were organized together with class sessions. Moreover, concerted efforts were also dedicated to leadership. The need to support the management in its daily confrontation with the complexity of the market and the business, urged the design of targeted development programs for specific skills. In Italy, training for service managers and management assistants, as well as upgrading for directors, was provided through 10 scholastic classes made available on the web, true excellence centers for training.

9% of the training cost for Food & Beverage Europe was covered by subsidies received from national and international bodies

As for Food & Beverage, in North America and in the main European Countries – Italy, Spain, Belgium, Switzerland, Denmark, France and Slovenia – training was provided directly in the points of sale or through the training centers. This is genuine in-store training conducted by area trainers and internal staff, but also on cascade by the store directors and managers themselves. The experience accrued on the job within each store and by the managers in charge makes training and upgrading even more effective.

In relation to Retail in England, training sessions dedicated to sales personnel is focused on the development of knowledge about fragrances in order to improve the service provided to consumers and, also, to be in a position to suggest the best fragrance mix according to the destination. Periodic evaluations are carried out at Aldeasa to monitor sales skills and propensity as well as employees’ attention to customers. The output of such sessions has become the foundation upon which to develop training programs for the purpose of improving sales skills and cross selling, while team leadership and group management programs are specifically devoted to store managers.



Wherever possible, the Group tries to optimise financing made available by national and international entities. In Italy, it annually participates in the tenders promoted by the “Fondo Paritetico Interprofessionale Nazionale per la Formazione  Continua nel Terziario (Fondo For.Te.)”, recognized by the ItalianMinistry of Labor, for the financing of specific company training programs. In the last year, the Fondo For.Te. covered approximately 20% of the overall investment borne by the Company for training programs launched during the year and it constantly monitored the financial resources used, the activities performed and the personnel involved. In addition, OAED (Greek Manpower Employment Organization), the Greek organization, entirely covered the cost of training for Greek personnel and costs were also totally financed by the Spanish organization in the Retail area. An economic support program was also launched at Aldeasa in order to facilitate the participation of employees with good potential in master courses organized by business schools.