89 Social Responsibility and Sustainability Report 2016 | PRISA Sustainability at PRISA accounts across social networks; online integration of participative walls that are fed and powered by social media as well as the creation of hashtags which are then incorporated into live broadcasts, into the day-today work of the newsrooms, and into all projects and special initiatives run by each brand (concerts, conferences, awards, etc.), as well as in the departments of Communication and Marketing, thereby amplifying our messages. With regards to our professionals, 2015 saw the consolidation of a range of initiatives envisaged by HR’s digital transformation project, and these are set to continue throughout 2016. The main internal lines of action for 2015 are: • Organic development of the ecosystem Toyoutome to reinforce cultural change (global Intranet, Newsletter, Tweets, etc.). • Expanded leveraging of this ecosystem’s platforms as mechanisms to build internal reputation, to foster and communicate values, to encourage and incubate intellectual and social capital, and to identify profiles with potential for growth (Experience Factory). • Process of digital transformation through the retraining and reconversion of human capital to adapt it to the production needs of the digital economy (Campus PRISA and PRISA Jobs). • Process of cultural transformation through training in innovation, leadership and teamwork, in order to increase the production of value and to foster competitive versatility in the sector (Mi idea! and Innovation Workshops). • Process aimed at expanding the different roles involved in production throughout each Business Unit (technological experts and agents of change). • Measurement procedure to qualify organizational climate in terms of the perceived capacity for change and orientation towards ongoing learning. • Process to encourage identification with cultural transformation and cultivation of a sense of belonging. • Identification of talent to drive innovation projects. The overall objective of the four vectors is to achieve a culture where the values and principles of the organization are shared by a majority of employees, and where exemplary performance and excellence in conduct may be transparently identified and compared, thus increasing the value of the Group’s production. Other measures we have implemented have included a greater focus on innovation and R&D with more high-level resources allocated to projects that are critical to the transformation of the Group. We encourage our own professionals, directly and with other partners, to drive the innovation that is required by education and information. We have strengthened the area of expertise and the design of services, essential for the strategic development of our products. As industry leaders, we must be at the forefront of the very best experiences in user consumption of news and information. We also seek to reinforce our commitment in the area of Big Data in order to understand and anticipate the best ways to contribute to the creation and dissemination of content, and improve our impact on society. In order to promote talent and corporate development, we have adopted a leaner philosophy and methodology to listen and adapt to the market to maximize resources, enabling our professionals to adapt and work on projects that are more consistent with their skills and motivations.
Memoria 2016 EN_PRISA_20160315_V4 baja
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