Unlockingyour talents.

P4

WHY A TALENT MANAGEMENTIN PRYSMIAN

In Prysmian Group, Talent Management is represented by P4.

P4 MEANS ‘PRYSMIAN PEOPLE PERFORMANCE POTENTIAL’.P4 is aimed at accurately scouting the talent of our people with meritocracy and transparency. This will guide strategic choices taken in terms of talent management and succession planning within the business. We believe in spending valuable time discussing the strengths, development needs, potential career movement of our most valuable asset – our people.

Our Talents create the products and make the strategic decisions that allow us to succeed in the present moment as well as in embracing future challenges. We must continuously review our emerging leaders and future talent needs. We aim to identify and develop high potential employees and successors for leadership growth.In Prysmian Group, we consider Talent employees those that show a combination of Consistent Performance and Potential.

“We need people that are able to think differently, that follow their ideas, that have the power to change.”

Valerio Battista,Chief Executive Officer and General Manager of the Prysmian Group

refers to the person’s previous individual contribution to

business results

PERFORMANCE is the foreseen ability of a person to manage increasingly

complex future tasks and environments while remaining

effective and achieving high business results

POTENTIAL

GOALS AND KEY FEATURES P4 is driven by 6 main goals.

1

Gain a common and shared language around the meaning of “Talent” for Prysmian and who should be considered a Talent within the organization.

4

Make the right decisions for the development actions of people looking towards their future career.

5

Carry out a solid, accurate, transparent and structured Succession Plan, by identifying the critical positions and consequently key talents and potential successors.

6

A key driver for managing Prysmian people not only on the base of their current performance, but also on their potential to support the company in facing future business challenges.

2

Encourage employees to update their CV’s and add their photos to the system. This will put a face to a name for some employees and show that they are interested in promoting and investing in their own future by taking ownership of this step.

3

Empower managers in looking at their people not only from a “what they do today” - perspective (performance) but also from a “what they can become in the future and how capable they will be in keeping up performance on more challenging jobs” (potential), increasing their accountability for championing talent growth and future performance within the Company.

The managers who have eligible employees are advised that they must undertake the “Potential Talent Scouting” process for P4.

They must review and score the employees “P4 Key Personal Characteristics” between 1 and 5.

PROCESS P4 is a 4 steps process.

P4

MARCH > APRIL

EligibilityMAY

Potential ScoutingJUNE > JULY

Talent DiscussionSEPTEMBER

Group Validation

leadership

achievement

7 8 9

8 9 10

7 8

NEVER

RARELY

SOMETIMES

OFTEN

ALWAYS

1.

2.

3.

4.

5.

The person has never demonstrated this characteristic

This characteristic was visible on rare occasions but will not necessarily be visible again

Depending on the circumstance, the person showed this characteristic in a fairly stable way

The characteristic was visible in different contexts in a stable way and can be applied regularly when necessary

The behaviors relative to this characteristic are always visible in any context or situatio the person is in

DESCRIPTIONRATING

POTENTIAL SCOUTING

1 2 3 4STEP STEP STEP STEP

READY NOWIndicates people who could be immediate successors for a position.

READY IN 1-2 YEARSIndicates people with high evaluations but who may need a little more experience in the present position or gain more knowledge or know-how to consolidate the role.

READY IN 3-5 YEARSIndicates someone who can aim at that position on the long term and has potential to grow.

leadership

achievement

7 8 9

8 9 10

7 8

P3 has been completed and the employees have received their feedback for the previous year.

Consistent performers are eligible to P4, it means people who are in the highlighted areas for the 2 last years.

leadership

achievement

7 8 9

8 9 10

7 8

WHO IS ELIGIBLE FOR P4?

P3 score – last 2 years

2STEP

1STEP

P4 Key Personal characteristics scoring

HIGH PERFORMER

with HIGH POTENTIAL

HIGH PERFORMER

with REALIZED POTENTIAL

HIGH PERFORMER

with MODERATE POTENTIAL

OUTSTANDING PERFORMER

with HIGH POTENTIAL

OUTSTANDING PERFORMER

with MODERATE POTENTIAL

OUTSTANDING PERFORMER

with REALIZED POTENTIAL

EXCEPTIONAL PERFORMER

with HIGH POTENTIAL

EXCEPTIONAL PERFORMERwith REALIZED POTENTIAL

PO

TEN

TIA

L

PERFORMANCE

EXCEPTIONAL PERFORMER

with MODERATE POTENTIAL

The manager translates the score of the 8 personal characteristics into one overall potential rating on a 3 points scale. As a general reference, a person who has scored mostly:

4 and 5 should be considered a High Potential, 3 should be considered a Moderate Potential,1 and 2 should be recognized a Realized Potential.

Finally, the manager will complete a mandatory section called Overall Comments and Career Advice. In this section the manager must provide evidences for his/her potential scouting, describe the employee’s strength and development needs along with career advice and details of how to fill any development gaps. These observation will be used during the Talent Discussion.

Overall Potential Rating

FORWARD THINKERApplies a pragmatic approach guided by a broad and strategic per-spective

and approaches complex problems in a structured way

PROACTIVEIs capable of making fast

and focused decisions in an entrepreneurial and accountable way

AGILE LEARNERIn changing environments shows

curiosity and the ability to quickly focus and understand

key information

SOCIALLY INTELLIGENTSkillful in moving within the organization by sharing key

information, being open to different viewpoints and cultural perspectives

DIFFERENT THINKERIs open to new ideas, capable of adopting a lateral perspective and challenging the status quo

if necessary

PEOPLE ENABLERApplies active listening skills

as a base to guide, motivate and develop people and teams in

a complex environment

PASSIONATEVoluntarily goes the extra-mile,

taking on new challenges and showing strong motivation

and energy

RESILIENTIn stressful and uncertain conditions is capable of keeping a clear focus on objectives and quickly recover from

possible difficulties or failures

The Talent Discussion is a one-day, face-to-face meeting held with the members of the Regional / Country / BU Talent Committee.During the Talent Discussion, this Talent Committee uses the documentation to discuss the scouting, fix the talent list, and define the succession plans.

The matrix will show the position of the employees according to Potential/Performance rating and also the specific Organizational Clusters based on the grade range of the different positions. The talent discussion should take into consideration diversity and differentiate people accordingly to documentations and main theories.

Talents are those who are in the 3 top boxes of the 9 box grid and must be placed in the succession plans according to 3 main categories of Readiness. In order to be consistent the succession plans need to be reliable and realistic.

P4

READY NOWIndicates people who could be immediate successors for a position.

READY IN 1-2 YEARSIndicates people with high evaluations but who may need a little more experience in the present position or gain more knowledge or know-how to consolidate the role.

READY IN 3-5 YEARSIndicates someone who can aim at that position on the long term and has potential to grow.

TALENT DISCUSSION

HIGH PERFORMER

with HIGH POTENTIAL

HIGH PERFORMER

with REALIZED POTENTIAL

HIGH PERFORMER

with MODERATE POTENTIAL

OUTSTANDING PERFORMER

with HIGH POTENTIAL

OUTSTANDING PERFORMER

with MODERATE POTENTIAL

OUTSTANDING PERFORMER

with REALIZED POTENTIAL

EXCEPTIONAL PERFORMER

with HIGH POTENTIAL

EXCEPTIONAL PERFORMERwith REALIZED POTENTIAL

PO

TEN

TIA

L

PERFORMANCE

EXCEPTIONAL PERFORMER

with MODERATE POTENTIAL

PRYSMIAN TALENT

Fix the talent list

Validate the succession plan

GROUP VALIDATION

3STEP

4STEP

SCH

OO

L O

F M

AN

AG

EMEN

T

The School of Management aims to find, attract, assess and develop talented people within the business, to help the business build the management pipeline, while reinforcing Group values across the network. It is open to outstanding performers within the business, and structured around a range of valuable modules. All programs leverage input from top Professors of Management, and speakers from leading companies and Prysmian Group customers with valuable experience to share.

P4 is part of Prysmian’s approach to total reward. Prysmian total reward strategy is a system that provides monetary, beneficial and developmental rewards to Prysmian employees who achieve specific business goals and based on the employees performance and potential. The strategy combines compensation and benefits with personal growth opportunities inside a motivated work environment.Prysmian is in the process to review its Total Reward Strategy, looking beyond the traditional compensation and benefits programs. The Company is working on the right mix of incentives to suit our growth and our population - from our young professionals to our top level executives, making sure that the messages are clear and transparent from top to bottom.

“Academy can really help us to make the difference

in the relationship with our customers.”

Valentina Ghinaglia,Head of Quality

LEARNINGJOURNEY

EXECUTIVEEDUCATION

3 weeks in 2 years

GLOBAL EXECUTIVE MBA

2 years

SENIOREDUCATION

Workshops

POCKET MBA

4 weeks in 2 years

SPECIALIZED MASTER

3 weeks in 1,5 years

INTERNATIONALLEADERSHIP

PROGRAM

REGIONAL LEADERSHIP PROGRAMS

ADVANCED LEADERSHIP

PROGRAM

GLOBAL EXECUTIVE

MBA

SENIOR LEADERSHIP

PROGRAM

loca

l

0 1510

glob

al

BUSINESS INDUCTION

3,5 weeks in 2 years

LEA

DE

RSH

IP D

EV

ELO

PM

ENT

ROLES AND SENIORITY

Individual contributors Professionals Middle managers Executives Top managers

POST GRADUATE PROGRAM

In order to increase transparency and meritocracy, P4 is an important part ofother HR processes such as total rewarding and the Academy.

WHAT’S NEXT

Total Rewarding

School of Management

TOTAL REWARDS

Performance-Based

Rew

ards

Career &

Environment

Foundat

ion

Rewar

ds

twitter.com/prysmiangroup

youtube.com/user/ThePrysmianGroup

facebook.com/PrysmianGroup

linkedin.com/company/prysmian

MAIN SOCIAL NETWORKS

For more details on P4, visit our dedicated intranet webpage or write an email to P4 communication.

D E V E L O P M E N T

F E E D B A C K

B E H A V I O R S

E F F O R T

P E O P L E

I M P R O V E M E N T

T E A M W O R K

D I A L O G U E

A L I G N M E N T

T R A N S P A R E N C Y

E N G A G E M E N T