Cellnex realises that its people management model is one of the pillars that should promote and ensure the achievement of corporate goals.

2016 marked a significant increase in the size of the workforce, mainly due to new acquisitions in Italy and in other European countries in which Cellnex is present (France, Netherlands and the UK). This growth remains a challenge for Cellnex in its change management model and integration of the new companies in the organisational model of the group, particularly in personnel management.

Cellnex realises that its people management model is one of the pillars that should promote and ensure the achievement of corporate goals. This goal can be achieved only by committing to excellence, relying on talent, encouraging human development in a collaborative and innovative working environment, and ensuring the well-being of staff.

With this vision in mind, various programmes and tools were defined in 2016 to ensure that all Cellnex staff have the training required for their job, the information they need to develop their talents and potential, and the tools to facilitate successful change management. These programmes have been implemented in Cellnex Spain, and we expect to continue working in this direction in other countries. The projects implemented in Spain include in particular the new competency model, “the Hub” (see section on Commitment to leadership and talent development).

In line with this vision, Cellnex Italy is working to achieve SA8000 Social Accountability Certification within a time frame ranging from 2017 to 2018. The objective of this certification is to ensure diversity and equal opportunities for all members of the Italy team.

The Cellnex team

The Cellnex team comprises 1,303 people with a very diverse geographical distribution, with 90% of staff in Spain, 8.5% in Italy, 0.2% in France, 0.6% in the Netherlands and 0.7% in the UK. The workforce is characterised by a preponderance of men, which tallies with the situation in the industry, where there is a strong male presence.

Accordingly, Cellnex deliberately strives to achieve the goal of diversity in its workforce. In that connection, in 2016 the company updated the Equal Opportunities Plan, with the aim of gradually increasing the proportion of women in the company, in all positions and responsibilities, ensuring equal treatment and opportunities for women and men and preventing sexual harassment and sex discrimination, whether indirect or direct.

Staff turnover in Spain and Italy remained stable in 2016, with levels of 4% in Spain and 3% in Italy.

we implemented a comprehensive talent management tool called “the Hub” to facilitate the appraisal and development of human capital, as at Cellnex we firmly believe that success as a company lies in the motivation and enthusiasm of the team.

Commitment to leadership and talent development

The management of the team and development of its talent is one of Cellnex’s strategic pillars.

The “talent management model” was implemented in 2016 and is aligned with the business strategy. Working on the basis on the corporate Vision and Mission, we have defined a competency and leadership model based on the contribution each make to achieving results.

This methodology allows us to have indicators of talent and of improvement and development by minimising the subjectivity of personal assessment and enabling a comparison of progress made between periods.

We have also implemented a comprehensive talent management tool called “the Hub” to facilitate the appraisal and development of human capital, as at Cellnex we firmly believe that success as a company lies in the motivation and enthusiasm of the team.

What if talent could also grow?

In July 2016 we set up the following features of this tool:

• ‘My Hub’ - a space where employees can keep their bio up to date, indicate their professional motivations and preferences and interests and/or skills and even consult those of their peers.
• Training - a space in which employees can consult an online training catalogue and can also consult their training record in Cellnex.
• Community: Any doubts about the Hub? - a space that acts like a social network where staff can consults questions asked and share solutions, concerns and curiosities with colleagues related to the Hub.

The “performance” module became operational in October, which concerns skills assessment and preparing individual development plans based on the 70:20:10 development model. To achieve this, we created the Development dialogues, a space for dialogue between employees and their managers in relation to individual employee development.

The Development Dialogues process in the Hub was as follows:

1) My assessment (Self-assessment and proposal of training needs) Self-assessment and reflection on training needs for 2017.

2) Assessment and Contribution to the training plan: In this step, managers assess employees and call the meeting for the actual dialogue, in which they talk about skills and knowledge and jointly draw up the worker’s Individual Development Plan (IDP).

3) My assessment and IDP: In this final step the employee uploads the IPD developed together with the manager and can complete a survey evaluating the entire process

A total of 181 people received the following training in correct management of Dialogues:

1. Talent development today

2. The role of the manager in employee development

3. Facilitating the IPD (Individual Development Plan)

4. Managing talent on the Hub

IN 2016 NEARLY 70% OF THE WORKFORCE IN SPAIN ALREADY HAVE THEIR OWN INDIVIDUAL DEVELOPMENT PLAN IN WHICH EVERYONE IS A PROTAGONIST.

This training was bolstered with two online courses:

1. “Talent management in Telecom Cellnex” - details of the process in the Hub, with videos of all the steps to take.

2. “Keys to talent development” - workings of the human brain and levers for development, and the different generations living together in today’s organisations.

As a result, in 2016 nearly 70% of the workforce in Spain already have their own Individual Development Plan in which everyone is a protagonist.

Moreover, in 2016, and as the continuation of work begun in 2015 with the training pathways for leadership development, we performed a programme for the development, assessment and monitoring of Heads of Unit and Managers of the company.

The programme was divided into four stages:

• Stage I: A 360º evaluation was made of a total of 71 managers through a questionnaire consisting of 28 closed and 3 open questions. Each manager provided a total of 10 assessments plus the participant’s own assessment. The people involved in the assessment were:
  • The line manager
  • Six assessments of employees and/or internal customers
  • Three counterparts/peers (other leaders in the same Department)
• Stage II - Interview: In this stage an interview was conducted to assess the level of skills defined by Cellnex for the position of Manager/Head of Unit (leadership).
• Stage III - Feedback: Following the assessment and interview, individualised sessions were organised to provide feedback on their assessment (360º evaluation and interview) on the 71 managers who took part and to detect individual development objectives.
• Stage IV - Coaching: This consisted of two individualised accompaniment sessions to work and develop the leadership skills of the participants. In the first session an Individual Development Plan was established, based on the results of the previous stage. This stage of the project will be completed during the month of February 2017.

Likewise, all Directors are receiving personalised coaching following the assessment according to the leadership model drawn up in 2015.

a) Training 2016

IN 2016 THE STAFF OF CELLNEX SPAIN AND ITALY RECEIVED MORE THAN 45,000 HOURS OF TRAINING.

Cellnex bases its development on the “70:20:10” approach, a development model in which everyone is responsible for their own development and the manager is responsible for accompanying the process while the organisation provides the resources to enable it.

In 2016 technical training sessions were taught associated with the core knowledge of the Department of each partner as well as cross-cutting training such as project management, languages, office automation, skills and Occupational Risk Prevention. Training is face-to-face, online and blended and provided by external experts and/or internal trainers.

In 2016 the staff of Cellnex Spain and Italy received more than 45,000 hours of training of which 10,760 were based on safety training at the workplace. The total financial investment in training in Spain increased 4%.

A new model of objectives disassociated from competency-based management was introduced in 2016 to roll out the company strategy.

b) Management by objectives

Cellnex Telecom considers it important to implement a variable remuneration system based on achieving objectives as an incentive to stimulate contribution and additional value creation in a systematic way, ensuring global alignment of efforts to achieve the results for the Group that the market expects.

This array of objectives rolls out the group’s priority strategy in each country and consistently combines crossed objectives among different areas that cover the main projects of the current year to support the business strategy. The model is implemented at all levels and profiles of the company.

A new model of objectives disassociated from competency-based management was introduced in 2016 to roll out the company strategy. Furthermore, a talent suite called The Hub was implemented. Among other things, it is the place from which to organise management by objectives and competency-based management.

GRI: G4-DMA, LA9, LA10, G4-26, G4-27, G4-EC3, G4-EC6, G4-LA12, LA5, LA10, G4-28y G4-27