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People

The team at AGAP was formed through the integration of the cultures of Bertone and FCA.

One of the key areas of focus during the start-up phase was to ensure that the employees who had been on furlough for a significant period were given adequate training and motivation.

The challenge was to create a new culture oriented toward producing premium products of the highest standard by promoting a sense of belonging, responsibility and sharing among employees.

Rather than the traditional top-down approach, the Plant adopted a lean organizational model centered on production units composed of a Team Leader and six line operators. Through direct and effective communication, the multi-disciplinary role of Team Leader ensures alignment with the highest production and quality standards.

Priority was given to Selection and Training and Communication and Engagement.

Selection and Recruitment

When restructuring of the Plant began in 2011, a major change management project was initiated that included the introduction of new organizational and training standards.

Former Bertone employees underwent a selection process (with 100% of salaried employees and 35% of hourly workers assessed) and targeted training and communications programs were established.

New Talent

In 2014, the Plant began a hiring program for graduates in Engineering.

FCA’s Central Recruiting Center in Turin carries out the initial selection process based on an assessment of each candidate’s motivation and orientation.
Candidates are also given aptitude tests, which are used to assess behavior, logic and problem solving abilities.
AGAP then conducts a more in-depth evaluation of the candidate’s specific technical qualifications and suitability for the role.

More than 30 new graduates have joined AGAP since the new program was established. Through their drive and creativity, these new recruits have become agents of change at the Plant, striving for continuous improvement and proposing new ideas and initiatives.

Training

Training initiatives focus on two principal areas:

1) Technical Training (Environment, Health & Safety, WCM, etc.)

To date, more than one million hours of training have been given to employees to retrain and prepare them for the new operating environment (including introduction of FCA’s manufacturing methodologies), with particular emphasis given to on-the-job training.

The primary training objectives were: a) to update and add to the core skill base of employees, following a long period of furlough, and b) to provide training on the principles and methodologies of WCM.

2) Management Training (Communication Skills, Team Building, Leadership, Languages)

Training initiatives aimed at strengthening the sense of involvement and belonging of employees.

Communication & Engagement: The Values

Initiatives aimed at strengthening the premium identity are continuously being developed and improved through a process of employee engagement.

The core principles underpinning these initiatives are presented on the right:

Communication & Engagement: The Tools

Diagonal Slice Meetings

The Plant Manager and HR Manager conduct open discussions with members of individual units.
These meetings are an opportunity for management to get feedback on people’s needs and expectations and discuss potential issues. In addition, by interacting directly with management, employees acquire a greater sense of belonging and direct involvement.

Daily Improvement Meetings

The Plant Manager and HR Manager hold daily meetings with more than 100 Team Leaders, supervisors and workers to discuss process and product related issues.
This provides an opportunity for direct communication and involvement, as well as continuous coaching and monitoring of priorities.

Plant Rallies

Special employee events to share and express values and team spirit.

Unit Manager for one day

This activity, launched in 2016, gives employees the opportunity to support the Head of the Operational Unit for a whole day. The experience allows the employee to attend the morning meeting with the Management Team, the meetings scheduled with the Plant Manager and all the Unit meetings. An opportunity to learn more about the dynamics that involve the various figures present in the plant and understand the problems that Management is facing.

Diagonal Plant Tour

This initiative, aimed at the factory workers, allows our people to visit the other Operative Units following the path that is reserved for customers and external visitors. It is an initiative welcomed with great enthusiasm by our employees, as they have the opportunity to learn more about the work environment and the activities carried out by colleagues from other departments.

Maserati Store

A store carrying Maserati merchandise open to both employees and visitors to the Plant.