Encouraging, training and upgrading skills

(404-1, 404-2, 404-3)

The Group rewards and nurtures people according to transparent, merit-based criteria in order to achieve the objectives in the business plan. The purpose of the development model is to ensure that the professional and managerial structure is consistent with the needs established in the plan, business development requirements and those of the resulting organisational structure. The purpose of the performance management process is to encourage better business performance, encouraging growth in the performance of people. In a performance assessment, the person has the opportunity to receive clear, measurable objectives and share open, structured feedback with their supervisor, in order to highlight their strengths and take specific action on their improvement areas, consolidating on-the-job expertise. Conducted by employees’ supervisors on the integrated assessment system platform, the annual performance assessment involved 15,092101 people, roughly 25% of the average workforce for the year102 . Resources not included in the integrated assessment process have their performance informally monitored each year by their supervisors (e.g., feedback on strengths and weaknesses).

PERFORMANCE ASSESSMENT POTENTIAL ASSESSMENT

15,092

Total 2021

25% - Women 75% - Men

1,395

Total 2021

32% - Women 68% - Men

101) Including 5% managers, 43% junior managers and 51% white collars. 102) The percentage is calculated on the scope average (FS Italiane S.p.A., RFI, Trenitalia, Ferservizi, Italferr, Mercitalia Rail, Mercitalia Logistics, FS Sistemi Urbani and Busitalia - Sita Nord).

DUE TO THE SIGNIFICANT IMPACTS THAT THE PUBLIC HEALTH EMERGENCY CONTINUED TO ENGENDER ON COMPANY PRACTICES, TRAINING ACTIONS IN 2021 FOCUSED MASSIVELY ON DEVELOPING THE PROCESS CHANGES BEGUN IN 2020 AND STEPPING UP INNOVATIONS IN SUPPORT METHODS AND TECHNOLOGIES. THE GROUP CONTINUED TO INVEST HEAVILY IN TRAINING, MAINTAINING THE SAME LEVEL OF CARE AND ATTENTION TO PEOPLE AND IN KEEPING WITH THE NEED TO DEVELOP COMPANY PROCESSES AND STRATEGIES.

In 2021, the Group continued to invest significantly to develop digital learning to support know-how in various fields, increasing the number of courses under way by 46% on 2020, strengthening internal authoring skills (20% of courses are produced internally). The first edition of FS Learning Week was rolled out in the first quarter of 2021: the first forum of the Group’s training schools and academies. With over 1,330 participants and dedicated to sharing the training best practices of all Group companies and comparing them with external benchmarks, this event aimed to: * foster and promote widespread sharing of projects and new ideas; * make the most of company excellencies in terms of strategic skills and innovative methodologies; * promote the roll-out of groupwide projects in order to boost the quality and development of the academy. Approximately 659 thousand103 training man/days were provided in 2021 by the main Group companies, roughly 27% more than 2020, in order to:

* accelerate innovation processes enabling the development of a mindset that is supportive of internal entrepreneurship and the acquisition of innovative skills; * drive the evolution of the management culture and the managerial skills of the Group’s people, particularly newly hired employees and all employees involved in the development programmes across all professional lines; * ensure the integration of new employees in the productive system through induction programmes; * retain and refresh specialised technical skills in all jobs and professional roles comprising the

Group’s ability to achieve results; * develop a stronger culture of

safety in the workplace and in

transport operations throughout the Group’s various business units;

103) The data refer to the following companies: FS Italiane S.p.A., RFI, Trenitalia, Busitalia - Sita Nord, Ferservizi, Italferr, FS Sistemi Urbani, Mercitalia Logistics, Mercitalia Rail and FS Technology.

In line with the goals and continuing on from the previous year, the main programmes were: * the Leadership Programmes for the development of the Group’s managerial team; * the induction programme for newly-hired university graduates; the first module of the programme was expedited and redesigned to engage and create roots and a sense of belonging among new hires during the public health emergency; * raising awareness and training on Diversity&Inclusion by developing the training programme on parenting, open to all employees, with a focus on the repercussions that parental roles also have in the world of work, discussing both gender and switching various roles; * open training on the MOOC platform for over 2,400 Group employees; * the distribution of the catalogue to support the development of the soft skills of all the Group’s professionals; * the new pilot project Evolutionary Lab, a leadership programme for 130 Group managers aimed at instilling awareness and triggering the right energies to embark on a journey of development in

the various areas that regulate both professional and private life; * the first completed trial of the group’s International Academy (programmes for both managers already operating in international projects and for young professionals); * the Innovation Skill Hub (learning programme to cultivate an innovative mindset among all Group employees) was completed with the participation of leading Italian university partners, the contribution of start-ups, mentors and group and non-group managers. Using an online format and innovative approach, the programme was completed with the finalists taking part in a “learning journey” at a different Group company or a start-up and was voted best innovative practice in the HR field in Italy; * refresher training by professional family to update know-how on core or common issues; * roll-out at the end of 2021 of the first pilot edition of the Project

Management Program (PMP) international certification prepa-

ration course involving an intercompany panel to study and provide training on project management issues in line with Project Management Institute (PMI) standards; * coordinating Health and safety managers training to study legal requirements; * continuation of training on sustainability with initiatives to raise awareness and train people on related issues, seeking to involve external companies in the training activities more and more in order to strengthen know-how and inter-company and global networking.

91% OF TRAINING HELD IN 2021 CONCERNED TECHNICAL AND PROFESSIONAL CERTIFICATION FOR OPERATING PERSONNEL, OPERATING SAFETY AND OCCUPATIONAL SAFETY.

Once again in 2021, most training was provided via e-learning courses held live, with respect to both training on technical/professional skills for non-core processes and behavioural and managerial training. The flipped classroom104 approach (based on digital technologies integrating webinars with e-learning or self-training) implemented in 2020 in response to the Covid-19 emergency continued in 2021 on an even wider scale, making it possible to provide all activities laid out in the 2021 Group training plan, garnering high scores of perceived quality and learning. Many digital learning courses were provided on organisational culture and compliance issues during the year, including: information classification, the Group’s data protection framework (GDPR), the 231 model, the ABC system, labour law, travel security and the Code of Ethics. Furthermore, the training provided directly by the individual companies focused on: * technical and professional training projects focused on learning and refreshing technical skills and qualifications/certifications typical of operating roles: * training for young new hires, especially in operating roles; * rolling out the Safety Culture

Project, aimed at spreading a culture of safety focused on the human element and on behavioural variables; * providing specific training for different roles as per the Safety

Management System and mandatory and refresher training on

Occupational Health and Safety; * support training for professionals; in continuation with the previous year, much room was

given to courses on developing customer centricity and market orientation skills for frontline personnel - in direct contact every day with customers whose travel needs and habits have been drastically changed by the individual and social restrictions imposed by Covid-19 - and operating personnel; * Digital Skill Up training campaign aimed at upgrading and developing digital skills; * DL Academy programme to help learn and boost the skills necessary for works supervisors.

104) The flipped classroom approach was officially tried out for the first time in the nineties by Erica Mazur at Harvard University. The methodology was formalised with the contribution of Jonathan Bergmann and Aaron Sams. It is also widespread in Italy and is recognised by the Ministry of Education, Universities and Research.

Furthermore, around 15,093 mandays of training were provided to non-group personnel belonging to supplier companies in order to ensure compliance with consistent standards of expertise and safety. The total cost of training days solely for employees amounted to over €6.3 million, up 10.4% on 2020 due to the increase in training provided. Funding for training generated revenue of over €5 million.

TRAINING MAN-DAYS BY TRAINING AREA

659,530

Total man/days

TRAINING MAN-DAYS BY PROFESSIONAL LEVEL

659,530

Total man/days

3.6% - Institutional

2.9% - Managerial 2.1% - Cross-sectional 91.4% - Technical/professional 0.5% - Managers 7.2% - Junior managers 49.4% - White collars 42.9% - Blue collars