Human resources strategies
The Board of Finaval S.p.A recognises that its employees are its most valuable resource, and that the welfare of all its employees are essential in achieving the Company’s objectives.
The modern social and work environment requires a more focused approach to staff welfare, in response the Board has embraced its responsibility to staff by ensuring that activities associated with protecting, promoting and supporting the health and well- being of staff are recognised in overall strategic objectives.
The policy also supports the strategic aims of the human resource management strategy :
- resourcing strategy –staff retention mechanisms, family friendly policies;
- employee relations strategy – procedures to encourage performance and involvement, and to manage conduct.
The aims of the Policy are to:
a) provide a framework for the provision of staff welfare support for all employees;
b) raise awareness of the importance of staff health and well-being in fulfilling the board’s mission;
c) forward the aims of the board’s human resource strategy.
Role of the employee
Staff have a responsibility towards their own health and well-being at work, and are advised to raise any matters of concern.
Staff also have a responsibility to be sensitive and responsive to the welfare of others at work, and are required at all times to act in a way that respects the health and well-being of others.
Staff also have a responsibility to co-operate as far as possible with any initiatives and recommendations introduced by the Board in relation to staff welfare, and to follow any guidance provided by medical/health professionals regarding their health and well-being.
Role of the Board
The Board recognises the importance of the professional relationship between manager and staff. The manager has primary responsibility for the welfare at work of staff under their supervision.
Human resources mission - main processes:
1. HEALTHY SHIP
2. FAMILIES POLICY
3. CULTURAL INTEGRATION
1. HEALTHY SHIP
An innovative project for health care improvement and health promotion on board ships committed to protect the HEALTH of the crew on board with the stated objectives to give safe workplace health and welfare, in cooperation with the CIRM and Camerino University that it is developed as follow:
Information campaigns is launched on the major health risks for seafarers and on their prevention. Each campaign will be preceded by a questionnaire on the awareness by the crews of the topics to be covered.
The first campaign will be focused on infectious diseases and how to prevent them. Three subsequent educational papers will cover the following topics:
• Personal hygiene
• Food hygiene
• Prevention of infectious diseases
• Healthy food
Stress may be seen as a cross to bear. We may be even more aware of it and sensitised too it because we are told about it all the time by people who are trying to sell their stress counselling. Some people thrive on stress and caricature themselves by it. Others find that there are more stressors than they can cope with.
Modern business adds to pressure for employees
· job insecurity
· down-sizing and out-sourcing
· empowerment and devolved responsibility
It may be true that the higher one is promoted in the organisational hierarchy so the variety, the demands, the accountabilities and the pressure increases.
Some stress is essential for each of us but this varies greatly. Stressors are everywhere and these demands can build up until theey are beyond out ability to balance or tolerate them.
In the human body, mental and physical tension or stress is a response to danger. We become more aware and ready - fight, duck, run. In a high-tech, fast moving, cut and thrust world, we face persistent pressures which our bodies must cope with and and respond to. The body may act as though under attack. Over the long-term the body's resources can be drained by stress and may contribute to:
· heart disease, ulcers, back pain, skin disorders
· anxieties, disorientation and emotional rages
A person can cope well with one type of pressure may their performance deteriorating with long-term exposure or increases in pressure leading to sleepless nights, tiredness, loss of concentration, panics, mistakes and irritability and withdrawal.
· programmes to raise awareness of stress and stress-related issues.
· train people cope better with stress and to be so relaxed that they put more stress on others.
· audit stress levels and identify and reduce problem stressors.
2. FAMILIES POLICY
It became apparent that Company practices and Policies impact on seafarers’ families in a number of important respects. The most obvious of these relate to wages, leave periods, and length of contract.
The length of time spent away from home had an deleterious effect on family relationships in many cases.
Company policies in relation to training demands during leave periods and the communication facilities offered to seafarers at sea also had an impact on family.
In order to create the conditions to reduce the distance between staff and families, Finaval will evaluated best practices that could be successfully developed.
3. CULTURAL INTEGRATION
Finaval pay attention on subjects concerning acculturation models or strategies such as assimilation, integration, as well as on issues of cultural retention, maintenance and intergenerational socialization at the board of the ship.
A particular importance must be paid to the ethnic origin of seafarers, traditional culture and traditional values that influence organizational culture at the board of the ship like food preferences, cultural transmission and socialization, as well as ethnic organizations and community governance.
For these reason Finaval defines Corporate Social Responsibility (CSR) as the commitment of business to contribute to sustainable economic development, working with employees, their families, the local community and society at large to improve their quality.
Work can become a monotonous if the language and cultural barriers may cause divisions among the crew. From one national group about the culture of others. to clearly differentiate between cultural habits, and norms, and stereotypes of individual behaviour.
In order to create the conditions of a very good work place, there are a number of policies and practices that could be successfully introduced or developed.
Briefly these include the following:
a. Ensuring high levels of fluency in the working language of the ship amongst both Officers and Ratings
b. Pursuing policies encouraging stable crewing
c. Promoting social activities on board via Masters and Senior Officers
d. Adopting and implementing anti-discrimination policies and practices on board
e. Avoiding the circulation of materials reinforcing cultural and national Stereotypes
f. Implementing anti-racist practices and policies
In order to solve or prevent cultural identity issues, a particular attention must be given to the maritime heritage which has the potential to create jobs, make a positive impact on durable development and expand the growth of this sector which is currently affected by the world crisis. A constant focus on cultural heritage can reduce challenges and cultural identity problems
Human resources team:
Mr Giovanni Fagioli (President)
Mr Gabriele Arveda (Human Resources Manager)
Mr Francesco Sabia (Crewing Manager)
Mr Nedo Colombo (Deputy Crewing Manager)
In conclusion Finaval is aware that concepts of welfare have moved on and welfare is offered to the staff in order to be physically and mentally ready for high performance and loyalty.