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Choose Astaldi

We have always believed that the company's value lies in the value of the people working in said company. This is the reason why we try to promote dynamic, skilled, boasting talent; individuals who love a challenge, who are focused on the result and professional growth

WHO IS ASTALDI

ASTALDI is an international construction group with a strong presence and a leading position in Italy; it constructs large and technologically complex infrastructures, acting primarily as EPC Contractor, but also as a concession operator.  It is engaged in infrastructures in Transport Infrastructure, Water and Energy, Industrial and Civil buildings, Plants design, Operation & Maintenance. Thanks to its strong technical experience, Astaldi is ranked: – 3rd contractor worldwide in bridges – 5th in hydro plants – 14th in mass transit and rail – 19th in highways & healthcare buildings – 21st in airports.  Listed on the Milan Stock Exchange since 2002, it operates with over 11,500 employees; generates more than 3 billion euros in revenues and has an order backlog of over 27 billion Euro

ASTALDI PERSONNEL

Astaldi personnel are distributed by category and by geographical area as follows:

 

CATEGORY

%

Personnel in italy

10.0%

Italian personnel abroad

3.6%

Localised personnel

86.4%

 

 

 

Geographical areas

%

Central America

5.3%

Far East and Turkey

5.4%

Europe

23.6%

Italy

10.0%

Maghreb

9.7%

Middle East

0.2%

North America

18.2%

South America

27.6%

 

 

 

TRAINING AND CAREERS WITHIN ASTALDI

Value generations. Astaldi Group for young people.

People are the resource that makes the difference. With a work force of over 11,500 people that is constantly on the rise, Astaldi Group has chosen to support the development and sharing of skills and know-how through projects that prepare the key roles of the future, developing creativity, culture and professionalism.

This is why Astaldi has opted to invest in young people, individuals with high potential, recent graduates with top marks in technical and economic subjects from the world over.

A great opportunity for young people and for Astaldi that, by selecting and hiring young managers, is able to ensure new vitality for the Group’s growth, through a structured programme and project work put together with the support of Milan Polytechnic University’s Business School.

 

Development of skills and know-how, but with planning, coherence and control

Supporting and developing personal skills and know-how, sharing values, aligning strategies. These are the hallmarks of a business that wants to grow and that opts to develop the company’s key skills from within. As far as we are concerned, working to expand the Group means being focused on employee development. This is why Astaldi decided to establish an internal training academy: Astaldi Corporate Academy. An organisational machine which follows the hiring of new figures and maintains constant contact with the scientific reference panorama in order to stay up-to-date at all times.

Training programmes, inspired by corporate values, are aligned with business plan needs. Careful planning makes it possible to achieve real results – after more than 200,000 hours of training.

Astaldi Corporate Academy has a vertical knowledge transmission system, which goes from the top management down to the cornerstones of the company, maintaining coherency with the Group’s primary goals. The Academy brings together specialist knowledge with strategic vision and management techniques, involving people in a training process using blended and experience-based, state-of-the-art methods. Traditional classroom methods are added to with the study of real cases, evolutionary scenarios and best practices, conducted by leading speakers from the areas in question (senior managers, professionals and university teachers, including of international fame).

But training and sharing would have less value without any control of achieved targets. This is why Astaldi can boast a precise, objective and standardised assessment system: a key process for the performance of training and career schemes, management of internal mobility and the variable remuneration system, both for line positions and staff positions.

The assessment system comprises various phases: the Human Resources Department and the management of each department draw up the expected profile for each position, listing the technical-professional and organisational skills required. A personalised file is then compiled for each participant which lists the potential professional opportunities for each participant. The assessment finishes with a feedback interview which allows for dialogue and development between managers and employees.

Astaldi Corporate Academy is managed completely online, using HR management software. Every year, the process involves approximately 1350 employees (office workers, junior managers and managers who may be Italian, expatriated and local resources), distributed in the countries where the Group is present.

 

 

ADDITIONAL BENEFITS

In addition to healthcare assistance and pension plans, Astaldi also performs initiatives aimed at helping its employees and families purchase or hire first-rate goods and services.

To this end, every year it enters into agreements with leading companies in the following sectors: banking, car hire and car sales, language training, transport and culture, allowing personnel to benefit from advantageous conditions.

Astaldi Group has also set up study grants for the children of employees who demonstrate their worth, as an incentive for study and to “construct” training paths of excellence.

 

 

REMUNERATION POLICIES

The company promotes a remuneration policy aimed at internal equity among employees, retaining deserving resources and acknowledging and promoting professionalism and the development of talent.

When defining its remuneration policy, Astaldi takes into account professionalism, any problems linked to territorial mobility demanded of resources and the organisational importance of different positions, with the aim of ensuring internal and external coherency with regard to the reference market.

Astaldi assesses the performance and conduct of its employees on an annual basis in order to decide any promotions and wage increases for deserving personnel.

A reward-based system founded on the right balance between assessment of the contribution made to achieving corporate results and individual performance assessed by the relative person in charge.

Each year, corporate targets are applied to the individual production units, directly or indirectly involving all the professional profiles concerned, in proportion to the impact each profile can have on the result, but solely if the Group has achieved the general economic and financial targets.

 

 

PROFESSIONAL PLACEMENT

Timing and organisation of hiring

The professional placement process within Astaldi follows guidelines set down and constantly aligned to the Group’s needs, which are expressed in the Business Plan’s growth and development targets.

The set targets provide for the selection and definitive hiring of approximately 20 young people per year among the most promising new graduates on the university scene.

Learning by doing is the philosophy we have adopted to organise the placement process: two years during which on-site training at offices and sites is alternated with short periods of classroom training at the head offices in Rome.

The first year of the process serves to make the new employees familiar with the Group’s dynamics and practices thanks to a dedicated tutor. The placement phase – referring to the first months – is held at the head offices in Rome and serves to make the new resources familiar with the Group’s procedures and working philosophy. Subsequently, the process provides for immersion within the production situation with the aim of offering the most complete, all-round vision of how a project and the positions involved in it work, allowing the new employees to find their way around the possible professional paths the Group has to offer.

During this first year, the tutor is responsible for training the new employee with regard to performance techniques and the main management and control processes for the construction phase. Training may be provided directly or by working alongside the people in charge of the project’s various stages.

The second year of the process envisages transfer of the new resources to a different project, or different country, where training will continue within a specialist division.

 

Selection, a process comprising several phases

At the start of the professional placement route, the process of selecting new graduates comprises 5 steps starting with scouting of CVs and finishing with individual interviews, with aptitude testing and an assessment centre in between which serve to identify and bring out individual strong points.