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9.61 EUR -0.98 %
10.56 USD +4.66 %
9.61 EUR -0.98 %
10.56 USD +4.66 %

Management and development

​In all areas of its activity, the Group relies on its employees for outstanding performance​.

​​Thanks to robust people management processes, individual motivation is fueled, and dedicated development paths are provided globally. Highly motivated and inspired employees enjoy an environment where they can grow both as professionals and individuals through the rich cultural exchange and complexity intrinsic to their experience at a global company like FCA Group.

Performance & Leadership Management

​​​​​​The Group’s approach to human capital management and development rests on five key principles embodied by the Group performance evaluation system:

​■ meritocracy – in rewarding excellence
■ leadership – as a key driver in managing change and people
■ competition – as a factor to be embraced and relished
■ best-in-class performance – as a core benchmark
■ accountability – in delivering on promises.
Performance and Leadership Management (PLM) is the appraisal system adopted worldwide to assess Group employees (manager, professional and salaried).(1)


It is one of the key processes used by FCA in the management and development of human resources. Through PLM, specific targets are set to help guide and assess employees in relation to their results, attitudes and behavior.
This unique skills mapping and evaluation process, which is the basis for variable compensation, is supported by information systems that enable managers to constantly access up-to-date information on the people within their organizational unit, as well as those even indirectly in their reporting line. In addition to the PLM evaluation process, other performance evaluation processes are in place for individual performance-related compensation.

Talent management and succession planning

​​​The integration between Fiat and Chrysler Group continued to generate further opportunities for the business during 2013, particularly in terms of skills, experience and ability sharing to provide greater performances across the entire organization.
The Group is called to address with ever greater flexibility the challenges of the industry and firmly believes that success can be achieved by ensuring the presence of empowered individuals in the organization and by appointing the people with the right skills to key positions. Talent management paves the way to reaching this objective by identifying the most talented employees and fast-tracking their development.

Local minimum wage

​​In many countries, minimum wage levels are established by law and, in some cases, there are also variations based on regional, state or other criteria (e.g., in the UK, France, Spain, the United States and Brazil).
​Where no specific law exists, a minimum wage is often established by collective bargaining agreements between employer associations and union representatives. This is the case in Italy, Germany and Belgium, for example, where pay and employment conditions are negotiated at the regional or national level, with the possibility of establishing higher wage levels at the company level.

Financial and social benefits

​​​​​The Group’s compensation and benefits packages are aligned with international best practices with the goal of fair and attractive economic rewards for all employees.
​FCA Group offers a broad range of benefits depending on an individual’s grade level, country of employment and local policies.



​​​​​​Our ability to build a sustainable enterprise that competes in the global marketplace is dependent upon the Group’s single most important resource: employees. The Group remains committed to the ongoing development of its workforce through a number of alternatives, such as job rotation, coaching, mentoring, training and development.
FCA has long been committed to refining the training strategy and processes in order to achieve business objectives and to ensure a uniform approach to training. This supports the development of a Group-wide culture of embracing change, driving accountability and fostering empowerment.


Training expenditures and activities
​ ​
FCA worldwide​
Spending on training (€ million)75.783.780.3
Percentage of personnel costs(2)0.80.9(3)1.1
Hours of training provided (thousands)4,2324,2064,048
Employees involved (thousands)185135139

(1) Data includes Chrysler Group for the full year.
(2) Personnel costs totaled €9,352 million in 2013, €9,110 million in 2012, €7,629 million in 2011.
(3) Data differs from the one reported in 2012 Sustainability Report due to adjustment to the calculation methods of personnel costs.

People satisfaction survey and actions taken

FCA recognizes that satisfaction surveys are a powerful tool that can help measure and understand employees’ attitude, opinions, motivation and satisfaction.
​To obtain useful and actionable results from people satisfaction surveys, the Group approach combines relevant elements such as wide coverage of the business through a representative sample of the workforce, good timing to allow action plan deployment and reliable as well as consistent year-over-year methodology.