Different cultures:

How to accomplish integration

Issues linked to innovation and social and cultural change are an integral part of the Autogrill mission.
Well before the onset of global migration flows, the Group’s philosophy was centered on the promotion of change, by supporting transformation and anticipating new scenarios.
The cultural diversity of our employees is an asset and an important growth lever and reflects the progressively changing scenarios that involve customers, products, services and consumption models.
Only with the support of employees with different cultural backgrounds will the Group have the strength to face the challenges posed by emerging markets. For this reason the activities relating to the acceptance, introduction and integration of newly-hired people are a key focus in the Group’s commitment to orientation. The challenge of cultural diversity lies in the promotion of an attitude that respects differences and guarantees equal opportunity. This is a challenge already being won in many European countries, through the attainment of important targets.

What’s going on in Food & Beverage?

In Spain, Autogrill defined the “Plan de Igualdad” [Equality Plan], a policy promoting equal opportunity for all employees. In addition, the Group has also implemented a set of targeted activities, including the exemption of Muslim employees from the performance of their duties during the Ramadan period, and foreign employees are given the possibility of taking a one month vacation, without interruptions, to enable them to visit their country of origin.
In Belgium, employees are given the possibility of not going to work for one month (without salary) in addition to the holiday month, in order to spend more time with their families. Also in Belgium, Flemish courses are held during working hours: the teacher works together with the employee and meanwhile helps him/her to learn the language on the job.

Breakdown by nationality

In Italy, a survey on employee knowledge of foreign languages was carried out to enhance employees’ competencies and improve customer service. Badges with the flags of the main spoken languages were distributed to employees: in addition to English, French and Spanish, one hundred people speak Rumanian, while only a limited number know Russian, Polish or Arabic.
HMSHost prepared ad hoc kits to illustrate health and pension plans and systems in different languages, confirming the already consolidated orientation in the United States towards a policy of non-discrimination. Moreover, within locations highlighting specific needs, courses in English as a second language were organized in order to facilitate the process of integration of foreign workers.
In 2012, the Italian headquarters increased the number of training hours dedicated to foreign languages in order to facilitate collaboration between colleagues from different countries. In the head offices, approximately 50 people of different nationalities are involved in training courses on crossculturality in order to help identify the methods and the tools to effectively collaborate in multicultural, multinational teams scattered throughout Europe.

Lastly, with a view to instilling greater integration and increasing mobility, a Group policy for the management of expats was introduced. In fact, in 2012 several people volunteered to work for an extended period (from a few months to years) in countries other than their own.

Breakdown by ethnic origin

What’s going on in Travel Retail?

Particular attention is devoted to the creation of a “diverse workforce” (i.e. a team composed of members who speak different languages, etc.) with the ultimate objective of increasing the value provided to Group customers.
World Duty Free Group defined a series of policies targeting diversity and equal opportunity. Equal opportunity plans were developed aimed at preventing any form of discrimination (salary-based, career-oriented, etc.) between men and women. These initiatives have been designed in compliance
with the currently applicable laws and in agreement with worker representatives.
Lastly, following the establishment of a single group to manage retail activities, an international exchange program between Spain and the UK was developed (in 2012 five employees participated) and Spanish courses were organized for the benefit of the employees in the central offices and some of the sales network.

Breakdown by nationality