ANNUAL REPORT ‘12
HUMAN RESOURCES
73
8_HUMAN RESOURCES
8.1_HUMAN RESOURCES POLICY
The ANA Group’s Human Resources policy in 2012 was
particularly focused on its staff, in the midst of the
atypical scenario of salary reductions, suspension of
monetary bonuses and performance rewards, tied to
the consolidation procedures underway in the State
Business Sector.
Investment in the social component for the staff was
increased, as the company's Social Responsibility was
highlighted by protocols signed with external entities
in the areas of health, nutrition, mobility and fuel,
education, culture and leisure, extending benefits to
staff family members.
Human Resource management invested in:
• Enhancing the skills and experience of the staff;
• Reviewing the critical business skills required in
the Group’s companies and developing them in
accordance with the needs identified;
• Promoting human resource policies based on flexi-
bility, adaptability and mobility.
The methodology adopted and the initiatives carried
out were in line with the strategies of the Group’s
companies, shown by the emphasis on Human
Capital, fulfilling the goals that had been set for
2012.
Prominent features of this policy in 2012 included:
• Investing in the formation of the Performance
Evaluation Systems (PES), despite the suspension
of the results of the evaluation process and per-
formance rewards. Simple communication actions,
essentially pedagogical in nature, were initiated and
directed to employees, for the implementation
of the renewed Performance Evaluation System.
Special attention was given to the «definition of
objectives» and the creation of PES reports to help
identify opportunities for improvement and their
subsequent implementation;
• The design and implementation of incentives to
involve all the ANA, S.A. group in terms of
“employee satisfaction” and “levels of loyalty and
involvement” as suggested by the analysis of the
Employee Satisfaction Survey, carried out in con-
junction with the Human Resources Observatory;
• The implementation of the Strategic Training Plan
set up in 2011, based on the application of the
Diagnosis of Development Needs, aimed at the
continual improvement of staff skills and the maxi-
misation of the possibilities of merging personal
projects with ANA, S.A.'s overall project;
• Maintaining the retention and defence strategy
of the building of a list of critical business skills and
developing them in accordance with the needs
identified, using the forecast management tool and
the “Human Capital” project.
Work done in the area of Human Resource Manage-
ment converged in the winning of several awards. The
company was recognised in the area of human capital
management, and the studies and research work in this
area that focused on the strategic management of
human resources, particularly:
• National Excellence Award for Human Resource
Policies, granted by
RH Magazine
;
• Award for Company with Best Policy for Optimis-
ation of Senior Resources, awarded by Human
Resources – HR PORTUGAL.
