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34 ENAV – 2014 Financial Statements

Personnel management and development policies

The preparation of processes and tools for recognizing individual
contributions to the achievement of strategic targets continued throughout
2014. Specifically: i) for executives, the target assignment process was
concentrated, in line with previous years, on the most important projects
in the Industrial Plan. In addition, consistent with the provisions of the
new Labor Agreement for Executives, the process was completed by the
28 February 2014 deadline and differentiations were introduced on the
variable incentive according to the complexity of assigned targets; ii) for
managers, the definition of targets was developed with top-down logic
starting from targets assigned to Department Heads. Economic targets
were also introduced, in line with those assigned to Department Heads,
for progressive reduction of vacation days remaining from previous
years; iii) for non-management personnel, the evaluation of individual
performance, previously performed by Department Heads, was delegated
to Department Managers, who therefore assume a more important role in
defining merit-based actions and in developing their staff. Nevertheless, to
ensure homogeneous and consistent evaluation, there will be subsequent
checking and evaluation by Department Heads.

In 2014, in line with the principles of efficiency of the Performance Plan
and considering the evolving regulatory context, organizational activities
mainly regarded operating lines. Specifically:

l the reclassification and consequent review of airport structures
based on managed traffic volumes (type A, B, C, D, E, F airports) and
simultaneous renaming of the Operations Area as the Air Navigation
Services Department;

l the institution of the new Ciampino Airport, classified type D, after
ENAV’s acquisition of the services previously provided by the Air
Force;

l the reorganization of the Meteorology Department to improve
supervision of planning, monitoring, and management of weather
services;

l the reorganization of the Logistics and Support Services Department
to improve supervision of logistical and support processes for
Company facilities;

l the reorganization, for purposes of increased efficiency, of the Legal
Affairs Department, which was renamed Legal and Corporate Affairs
Department, and which took over the responsibilities of the now-
eliminated Corporate Affairs Department;

l the elimination of the Public Finance Department, whose activities
were assigned to the new Public Finance Management office, now a
section of the Planning and Control Department.