Made By Humans
Renco is committed to building territorial welfare schemes by promoting the development of communities both socially and economically, while supporting the local production and entrepreneurial fabric.
Il termine SHARENDIPITY racchiude in sé il concetto di condivisione e di comunità che alla base di un nuovo approccio di sostenibilità che adotta una visione sistemica e collettivista e il concetto di serendipità.
Da quando il termine "serendipità" è stato coniato, la serendipità è stata discussa in molte materie, come scienza, affari, istruzione, scelta professionale, ecc. Il concetto si riferisce a varie aspetti, come il caso, la coincidenza, il destino, il fato, il karma, la fortuna e la provvidenza.
La serendipità deriva da eventi o informazioni non richiesti, inaspettati, imprevisti e non intenzionali che l'individuo deve avere la capacità di riconoscere e capitalizzare per risolvere un problema o trovare un'opportunità.
La serendipità aiuta a creare un valore innovativo non pianificato e non intenzionale, ma notevole, sfruttando informazioni impreviste, inaspettate e non ricercate e facendo scoperte accidentali.
La serendipità si verifica solo quando l'individuo ha la capacità di riconoscere e valutare le informazioni inaspettate e di generare un valore non intenzionale da esse.
La serendipità è una manifestazione di creatività in cui l'ispirazione viene dall'esterno. Pertanto, l'approccio aperto all'innovazione per un'azienda aumenta la serendipità e quindi l'innovazione.
Vi è una dimensione cognitiva importante nella serendipità che trasforma l’insieme di condizioni per l'innovazione.
Sono molte le tipologie e gli esempi di serendipità, soprattutto in ambito scientifico:
- Scoperta non ricercata (es. Velcro)
- Scoperta che si cercava, ma trovata in modo inaspettato (es. vulcanizzazione)
- Scoperta, il cui utilizzo è diverso da quello originariamente previsto (es. Post-It).
Anche la scoperta di Pasteur del vaccino contro il colera è un esempio di serendipità, cioè una scoperta dovuta al caso. Infatti, si narra che nel 1879 Pasteur e i suoi collaboratori scoprirono che iniettando nei polli antiche culture dimenticate del colera, non solo non li uccise, ma li rese più resistenti al colera.
In un mondo in rapida evoluzione, non esiste un percorso prestabilito per un futuro sostenibile. Gli imprenditori sociali devono basarsi su un'occasione fortunata, o serendipità.
People at the heart of its values
Renco Group has always placed people at the heart of its values, both as the main strategic asset for achieving corporate objectives and because the well-being of the organisation's members is one of the main elements of its corporate culture.
With this in mind, the "Organisational Development" office was created in 2018, which, in tandem with the company management, aims to develop and promote human resources through career development, professional training, performance evaluation, welfare and internal communication. At Group level, the internal growth of each employee is carefully guided and monitored through a performance evaluation system. The process involves filling in an evaluation form, which is submitted to department heads once a year. The outcome of these evaluations may lead to higher responsibility, with subsequent training and/or salary increases.
Protection of diversity
Diversity and inclusion are two fundamental pillars of Renco Group's culture, since the company is present in several countries around the world and therefore constantly dealing with a very culturally diverse workforce.
Respect for the fundamental rights of employees and the main categories of stakeholders is constantly monitored in the Company, following the guidelines defined by the International Labour Organisation (ILO). The Human Resources Manager is responsible not only for ensuring compliance with national labour standards and the key principles set out in the ILO Conventions, but also for adopting the principles defined by the Social Accountability 8000 standard.
The inclusion of women in all Renco's projects is a cornerstone of the Group's business and identity, with the workforce within the Group split between 57% men and 43% women. To promote sustainable growth, the Group favours the implementation of effective personnel attraction and selection systems, with a view to ensuring transparency, fairness, equal opportunities regardless of age or gender, and the recognition of individual skills.
Attracting new talent
For the Renco Group, the continuous search and attraction of talent is of strategic importance as it enables company growth. For this reason, there is a team within the Human Resources department that deals specifically with attracting new resources. In doing so, the company strives to convey the importance of developing a sense of belonging to the Group and a corporate culture, to offer long-term relationships and concrete professional development opportunities.
The recruiting procedure ensures respect for diversity and equal opportunities, aiming at the integration and subsequent professional growth of each individual. In the selection process, the Company is inspired by the general principles of professionalism, transparency, meritocracy and impartiality, in compliance with the applicable regulations and internal provisions.
Moreover, the Group is committed to establishing and maintaining relations and partnerships with institutions and universities to cultivate a direct channel aimed at attracting young resources.
To do so, Renco has a Talent Acquisition Policy that guarantees its constant presence in the best Italian universities, both through participation in traditional job fairs and through dedicated projects
such as the recent Renco Academy. The latter involves the search for talented recent graduates wishing to be placed on a career path abroad aimed at developing the company's future managers and professionals through ongoing coaching by the company's most senior staff.
Staff development and training
Every employee’s skills and motivation are strategic resources for the Renco Group. For this reason, assessment and training processes aimed at supporting the development of human capital are central to the Group's strategies. The Group is committed to retaining deserving local resources, entrusting them over time with high-level positions within the company (e.g. legal, HR, administrative, purchasing and logistics office resources), both in Italy and abroad. In addition, the Group invests in a range of career development options for the most deserving resources, such as experience abroad at the Group's subsidiaries.
Renco works in an extremely technical, dynamic and competitive sector, where the development of the resources and skills is the key to our success. Training and training on the job have a fundamental role for us and that is why our partners are all at the highest level.
Occupational health and safety
Renco Group has an HSE policy that outlines the reference principles for safeguarding the health and safety of Renco workers and stakeholders and the environment, and the integrity of company assets.
To do so and meet HSE targets the Group has developed an integrated Mozambique companies strongly believe in the importance of professional development. In recent years the companies have developed a close relationship with the local community, offering English and hospitality training to about 120 Mozambican employees at a Renco hotel facility.
11.8 - per capita training hours
48,679 - training hours
47 - management system for health, safety, environment and quality in accordance with ISO 45001, ISO 14001 and ISO 9001.
In all countries in which it operates, Renco strives to create a positive impact on the local economy and the environment. It does so by investing in works and social services and supporting local entrepreneurs also through partnerships and common projects.