The Group rejects any form of discrimination on the basis of gender, age, nationality, ethnic background, ideology or religion. It operates in strict compliance with laws and contractual requirements, and in keeping with the customs, practices and usages of each country in which the Company operates.
Piaggio operates globally with a diversity of employees, in terms of age and gender, in Europe, the Americas and Asia. For Piaggio, managing diversity means acknowledging and respecting difference as part of the shared substratum of company culture. Staff diversity represents various different ways of pursuing and achieving the highest levels of performance within a single, broader Group organisational design.
The Group's concrete commitment to embracing diversity is reflected by its adoption of a Code of Ethics, conformity to international laws on equal opportunities and use of policies that protect forms of diversity already found within the Company.
The company seeks to spread its culture and values throughout the world with a view to creating the conditions for promoting an international mindset and a truly multinational organisation in which all employees can benefit from equal opportunities.
Human resources management processes are conducted applying the same principles of merit, fairness and transparency in all the countries in which the Group operates, with the accent placed on aspects of relevance for the local culture.
Piaggio selects and hires its staff based solely on the candidates’ characteristics and experiences and the requirements of the position. As shown in the graph below(), Piaggio promotes and supports the selection and hiring of candidates from many parts of the world, to contribute to the international mindset that is a key value for the Group.
Percentage of senior managers of local nationality divided by geographic segment as of 31 December
 Figures include senior managers, first- and second-level executives reporting to top management at Piaggio & C SpA, and the first- and second-level executives of subsidiaries. The term local refers to the national level and local senior managers means senior managers with nationality the same as the country where they work.
In order to promote and sustain intercultural exchange and diversity management, the Group encourages the international mobility of its people, enabling the reciprocal secondment of employees between Group companies.
Female employees at Piaggio play a fundamental role at all levels of the organisational structure and in 2016 they accounted for 19.6% of the workforce, up by 0.6 percentage points compared to 2015.
Company employees by gender and geographic segment as of 31 December
|EMEA and Americas||2,624||1,128||2,725||1,147|
|of which Italy||2,441||1,077||2,545||1,093|
Number of women employees as of 31 December
Company employees by contract type, gender and geographic segment as of 31 December 2016
|Fixed-term contract||Open-ended contract|
|EMEA and Americas||5||4||9||2,619||1,124||3,743|
|of which Italy||5||4||9||2,436||1,073||3,509|
|Asia Pacific 2W||196||34||230||502||109||611|
Equal opportunities are offered to employees of both genders, with concrete initiatives in place to help people strike a balance between work and domestic life. Such initiatives include alternatives to full time work.
Company employees by profession, gender and geographic segment as of 31 December 2016
|Full time||Part time|
|EMEA and Americas||2,530||818||3,348||94||310||404|
|of which Italy||2,351||772||3,123||90||305||395|
Part-time employment in Italy as of 31 December 2016
Piaggio's aim is to consolidate its number of female employees and make their working conditions easier. To this end, alternatives to full time work have been in use for several years in Italy and are becoming increasingly popular with employees.
In 2016, 395 employees were working an alternative to full-time hours in Italy: in particular, 4.7% of the workforce was employed with a horizontal part-time contract, and 6.5% on a job-share contract.
Within the Group, the company’s largest population is in the 41-50 age group. The generational mix is a crucial precondition for the acquisition and spreading of knowledge among young people from the most experienced workers, who can stand up as an example and pass on the skills and abilities learned over time.
Company employees by professional category and age bracket as of 31 December
|Employee/staff numbers||up to 30||31-40||41-50||> 50||Total|
Company employees up to 30 years of age by geographic segment as of 31 December 2016
People with disabilities
Piaggio not only guarantees people with disabilities the chance to work, but also recognises the value of their diversity and importance of dialogue in any activity, from the simplest to the most complex. In agreement with trade union organisations and the laws in force, which require companies to employ a certain number of people with disabilities, in Italy Piaggio has forged alliances with social cooperatives, convinced that work can contribute to personal development.
The insertion and integration of disabled people into the workforce is also made possible in practice by the accessibility of company facilities and the existence of a relative company procedure.
Employees with disabilities in Italy (pursuant to Law no. 68/1999) as of 31 December
|Senior management/Middle management /White collars||9||11|
|Percentage out of total employees||3.8%||3.9%|
In 2016, 133 people with disabilities and from legally protected categories were employed at sites in Italy.
The breakdown in the table above shows that people with disabilities account for 3.8% of the total work force.
Our companies apply the laws passed by pertinent national legislation.
The Group does not discriminate in any way against women who take maternity leave. On the contrary, to try to help balance family and work life, 156 employees have been granted horizontal part-time contracts in Italy. In addition, as a further supplement to the work-life balance, at the Pontedera site workers can take advantage of the childcare agreement (see Industrial Relations section).
As proof of the above, the following information has been provided for the companies where the phenomenon is more numerically significant.
|Employees on maternity leave during 2016||32||35||67||87||29||116||2||5||7|
|Employees retuning to work in 2016 after maternity leave||32||28||60||86||23||109||2||5||7|
|Employees retuning to work in 2015 after maternity leave||24||18||42||84||25||109||1||2||3|
|Employees retuning to work and on payroll 12 month after returning from maternity leaves||24||18||42||79||19||98||1||1||2|
|% Retention rate||100.00%||100.00%||100.00%||94.05%||76.00%||89.91%||100.00%||50.00%||66.67%|