PRISA | 63
1 | Year in review 2 | PRISA, a global group 3 | Commitments and future challenges 4 | Sustainability at PRISA 5 | Appendix
development of all employees and teams in the
area of knowledge management, career development,
training and leadership. Even so, it remains
an ongoing challenge that requires the daily participation
and commitment of the whole organization
to ensure that all Group employees are aware of
the importance of their individual role for the optimal
performance of the Group in this new digital
ecosystem, and to thereby ensure that PRISA, as a
global company in the creation and distribution of
quality content, continues to be major player.
With regard to the management and development
of talent, in 2017 the focus has been on transfor-
ming the commercial strengths of PBS and, subsequently,
to extend the results to other business
units through an action plan aimed at transforming
corporate culture. A model for the identification
and measurement of talent has been designed
(launched in the technology area in 2016), which
includes a career development plan, a competence
matrix to guide training, and a succession
plan. In order to develop the competency matrix
and improve the climate and cohesion among
sales and marketing teams, we designed a comprehensive
training program covering digital skills,
management skills and teamwork.
Ethical code
for excellence in education, news and information,
and entertainment throughout Ibero-America. We
have carried out a range of awareness-building
activities among our professionals to underscore
its importance, aware that the reputation of prestige
and quality that we have been building since
the very beginning of our group derives from our
day-to-day collective work. All of us who form part
of the PRISA project are duty bound to ensure its
survival. The smooth and successful running of
the organization depends upon our commitment
to, and individual responsibility for, these principles
and values. We have therefore communicated
specific items of interest to appropriate groups,
such as senior management, who must demonstrate
exemplary conduct, and communication
and content managers on social networks, who
have a constant impact on the Group’s reputation
and who are brand ambassadors and are responsible
for direct dialogue with customers and users.
By means of PRISA’s intranet, and other communication
channels, we have distributed informative
digests that are to be taken into account when designing
new policies and regulations, such as the
policy on company gifts. In 2018, we will continue
to inform on other policies and articles enshrined
in the Code of Ethics.
In our ongoing quest to improve transparency
and the access to information about PRISA, we
are committed to increasing the flow of communication
with shareholders and investors through
all channels and media at our disposal, as well as
to improving the information made available to the
markets, in order to facilitate comprehension and
understanding. The goal is to provide all necessary,
timely and appropriate information to financial analysts
covering our company so that they can more
accurately analyse and reflect the situation of the
Company and its future prospects.
CULTURAL TRANSFORMATION
Undoubtedly, one of the main challenges for the
future is to know how to attract, foster and develop
talent, something that is particularly important in
an organization where people are at the center of
everything we do, from the end user who chooses
us to the people involved in the creative process
and distribution of our content.
The most prominent sustainability initiative at
PRISA is the ongoing cultural and organizational
transformation of the Group, seen as key to meeting
the challenges of the new digital paradigm.
We are committed to working as a truly connected
organization and to promoting the professional
ETHICAL CODE
Ethical Code of Group PRISA, approved by the Board of Directors of Promotora de Informaciones,
S.A. (PRISA) on December 18, 2015.
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