Commitments and future challenges Sustainability at PRISA 103 Sustainability Report 2014 Procedures for communication with employees Grupo PRISA is committed to maintaining open and fluid communication with employees through the designated channels that each business establishes for this purpose. These include intranets, newsletters and regular communications. In addition, in accordance with established legal procedure, regular meetings are held with workers’ representatives. The Touyoutome communication platform, launched in 2011, is constantly updated with news on the Group’s activities as well as on the state of the industry, and is a two-way communication mechanism whose use is increasing gradually. The corporate Intranet Toyoutome also boasts features that allow for the channeling of employees’ ideas that might improve the products and processes of the Group. Additionally, the distinct business units use their own intranets for any communications with their employees on information specific to their businesses. There are also company newsletters, with corporate or commercial content, that are regularly sent out to anyone interested / involved. In 2013, surveys were conducted on the work climate in certain companies, including Media Capital, PRISA Brand Solution and Santillana USA. The evaluation tools employed to assess work climate included internal departmental meetings, meetings with representatives of the employees, the monitoring of employee participation in initiatives and projects, an open communication policy from Human Resources, and media and communication tools. These mechanisms were complemented with a range of further tools, particularly, the program for the identification of Agents of Change, which began in 2012 and continued apace in 2013, both in Spain and in the international arena. This plan is coordinated by the PRISA Office of Corporate Transformation to foster participation in all those initiatives that will spur the organization towards greater innovation and technological progress, while at the same time giving the Group a more horizontal structure that is better equipped to recognize individual talent. The participation of these agents has been decisive for the ongoing cultural change towards a more digital and collaborative world. The selection process for Agents of Change has been conducted using a particularly demanding methodology in a multilateral and heterarchical fashion to ensure that the resulting agents are employees from the middle and technical ranks of the organization, thereby creating a flow of opinion and the bottom-up structure required to achieve the objectives contained in the PRISA transformation plan, which is currently being implemented from management level. Professional development of employees During 2013, a range of tools aimed at fostering the organizational and cultural transformation of PRISA have been enhanced: PRISA JOBS is a tool included in intranet, that posts internal vacancies and facilitates job rotation and mobility among employees of the Group. This improves the working environment, facilitates the process of introducing a culture of cross-corporate and division entrepreneurship and functional flexibility, and enables employees to develop their skills, their interests and talents. It thus offers employees a more dynamic career path. ƒƒ Total number of job offers managed in 2013: 86. ƒƒ Total number of applicants and / or internal candidates in 2013: 198. By the end of the year, we were able to facilitate 26 changes of post to internally cover jobs (30% of total job postings). This represents a significant increase over the figures for 2012. The challenge now is to increase the rate of internal rotation during 2014 and thereby cover a greater number of vacancies at intermediate and higher levels of the organization. Campus PRISA is an on-line training portal for all Group employees and is focused on developing employees’ skill sets, and to complement the process of
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