Year in review PRISA, a global group The summary of absenteeism rates due to accidents, by business and gender is in the right table. The number of cases of sick leave reported in Group companies in Spain was 1,062 (262 men and 800 women). Generally, in all business units of the Group, 100% of the workforce returns to work after maternity / paternity leave. Regarding deaths by accident, there has been only the death, of a male, at PRISA Radio. In 2013 there were a total of 3,214 reincorporations and 3,422 leaves of absence. The number of reincorporations as a percentage of the total average Group workforce is 28%. The summary of the rates of absenteeism due to common contingencies by business and gender is in the rihgt table. Future challenges In 2014, while recognizing the need for cost containment policies, the Departments of Human Resources of all business units are committed to begin working on the implementation of projects that will allow us to build the future and bring about a qualitative improvement in our employees’ lives. The principles guiding the development of this new model of Personnel Management are: ƒƒ Achieve a qualitative improvement in the management of HR. ƒƒ Facilitate the development of the skills and abilities of professionals. ƒƒ Promote a culture of high performance and professional standards. ƒƒ Reward commitment to the organization and contribution to its objectives. 108 Sustainability Report 2014 ƒƒ Identify and promote talent within the organization. ƒƒ Homogenize processes to achieve synergies in terms of resources. All those personnel management initiatives envisaged by the Human Resources Committee of the Group for the year 2014 aim to meet the following objectives: ƒƒ That these measures improve identification with the organization, as well as employee commitment and productivity. ƒƒ That the implementation of these measures take place in the short / medium term. ƒƒ That these measures have the greatest possible impact across the organization. ƒƒ That these measures facilitate the standardization of key processes for personnel management. Drawing on these principles and objectives, the Group’s Human Resources Departments envisage the development of a cross-corporation action plan encompassing all human resources teams from each Business Unit, to be supplemented with the latter’s own individual initiatives, all of which will be adapted to the specific needs of each unit. This plan includes projects that will cement the functions of the HR departments, including the definition of a new performance appraisal system, the development of a project for the classification and description of jobs, and the implementation of a remuneration model for managers. There will also be initiatives to improve work and familylife balance and to promote training with new initiatives, at both internal and external levels.
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