Our people 2015

The Camparistas, as Gruppo Campari’s real ambassadors, are a valuable resource and play a strategic role in the pursuit of the Company’s success


The Group’s continuous growth has helped enrich its human capital, which now reflects an increas- ing variety of cultures. At 31 December 2015, the Group’s total headcount was 4,068, including 3,655 permanent Camparistas, or around 90% of resources. This is down slightly (8%) compared with 2014, mainly due to the reorganisation in Jamaica, where the Group’s non-core business divisions (i.e. phar- maceutical and agro-chemicals) were sold.

Camparistas work in 24 countries, with the majority in the Americas (59%) and Europe (36%). At 31 December 2015, 1,235 female Camparistas constituted 34% of the working population at global level.

A geographical breakdown of this figure shows that they represent 38% of Camparistas in Europe, the Middle East and Africa, 32% in North America and 26% in South America (where there is a higher concentration of manpower). Excluding those in the product supply chain, female Camparistas within the Group represent 45% of the total global work force. As noted above, Gruppo Campari has recorded significant and balanced growth in its business, through both organic and external channels, over the last few years. The internal reorganisation and simplification of the structure, which is aimed at leveraging existing synergies, continued in 2015. As part of this process, the Group has identified solutions to keep the number of redundancies as low as possible, including through internal placements.

Campari and Camparistas

Listening and dialogue are fundamental for understanding  the  priorities  of  Camparistas,  enabling the Group to improve motivation and well-being. To this end, Gruppo Campari carried out a business climate survey in 2008 (and again in 2010, 2012 and 2014) using a questionnaire to monitor the job satisfaction of Camparistas.

A special version of the survey was used in 2015, involving Camparistas in Jamaica for the first time. This extended and supplemented the survey al- ready carried out in 2014 for all other permanent Camparistas. This represented an important step in the integration of Jamaica into the Company, which had started with the One Company program. The questionnaire was completed by 50% of the Company’s working population in Jamaica, bearing wit- ness to the gradual creation of a single corporate identity. After consolidating the data from Jamaica into the Group survey, global participation was 80% and there was little variation in the scores for the various themes.




To ensure complete impartiality and respect for privacy, the data was analysed (including the extraor- dinary edition in 2015) by the Research Division of Bocconi University, Milan. The main themes in the questionnaire were the active involvement in the life of the Group and adherence to key values. The results of the research in Jamaica confirmed the results of the global survey, with scores in line with the Group’s objectives.

The Camparistas confirmed that they felt like an integral part of the Group’s working life, assigning an average score of 5.5, on a scale of 1 to 7, to the measurement parameters (i.e. satisfaction in carrying out one’s work, confidence in the future, sense of belonging).

The Camparistas were also in line with the corporate values of passion  (with  a  top  score  of  6.2), pragmatism and integrity, with the same average value of 5.5, in line with the 2014 score. These re- sults are more than satisfactory for both areas of analysis, in comparison with the pre-set target of 5. The survey also produced a positive result (5.11) for the Camparistas’ perception of the corporate responsibility policies implemented by the Group, with the culture of sustainability also disseminated uniformely in Jamaica, which reported an average score of 5.3. The survey will be repeated at a global level in 2016 and the feedback collected will continue to guide the Groups improvement plans.


The voluntary turnover level is also considered to be an indicator of the well-being of Camparistas. In 2015, the Group met its target, for the third year in a row, of an annual turnover of not more than 7%; voluntary turnover in 2015 was 6.9%. With the aim of extending access to medium - and long-term in- centives to a larger band of the managerial population, and promoting a more performance-based approach to working, in 2015, the Group designed a new program adapted to the various managerial responsibilities. The new medium-term incentive plan runs alongside the incentive plan based on stock options (a benefit provided to 60% of man- agers in 2014) and will be launched in 2016 via the payment of a bonus, within a three-year window. The two plans will cover 97% of Gruppo Campari’s managers.


Nurturing talents: Camparistas training and professional development

An inclusive working environment  

Gruppo Campari recognises the fundamental importance of human resources – the people employed by the Group in every market and country, who all have their own personal, cultural and profession- al characteristics. As stated in article 3 of the Code of Ethics, ‘the Group rejects all forms of discrimination, particularly discrimination by race, gender, age, language, nationality, ethnic origin, religion, sexual orientation, inheritance, trade union or political af- filiation and personal or social condition, and is com- mitted to ensuring equal opportunities at work and in career advancement. Discrimination must in no way affect the hiring, training, pay, promotion, transfer and termination of employment of employees’.

The ability to create an inclusive environment which values diversity is considered an important value-add- ed for a Group whose workers belong to around 60 different nationalities (50 in 2014). Particular atten- tion is paid to valuing female talent, especially in the last few years, to promote gender diversity at every level.

In the last two years, the number of female Camparistas holding managerial roles has risen from 11% to 16%; the total number of women at managerial levels was 27% in 2015 (+1% compared with 2014). In 2015, 39% of the Group’s hires were female Camparistas; this percentage rises to 67% across all functions.


Camparistas' training and personal growth

As stated in the Code of Ethics, training is a key pillar for Gruppo Campari, through which it promotes professional development within the various busi- ness units. In 2015, the Group confirmed its inten- tion to build its future growth through investment in training programs and the provision of attractive career paths.

Key professional development training continued to be provided to Camparistas in 2015 through the training program Campari Way of People Management. The new edition is now delivered in an interactive format following the creation of a plat- form called Campus. A fully automated e-learning course called Product Knowledge Training is also being developed and will be available in 2016 in various languages.

Delivery of Lead to Succeed, which is part of the suite of global training programs to enhance pro- fessional and personal skills and was launched in 2014, continued in 2015.

With the involvement of 42 participants from business units all over the world and 25 managers from the first edition, this course aims to train the man- agers of the future. In a positive trend, 58% of va- cant management positions were filled by promot- ing internal staff in 2015; this percentage reached

76% for senior management roles, a slight increase on the previous year (73%).

In 2015, the training program provided by the Marketing Academy, which is aimed at enhancing the competencies of Camparistas, was being revised ahead of its relaunch in 2016. The program, which is for Camparistas in marketing functions, offers specific courses run by in-house professionals with the assistance of external lecturers. The same philosophy underpins the Finance Academy, a training program organised in two 40-hour modules, which was launched in 2015. This program, which aims to raise awareness of and strengthen the Group’s financial culture, has been provided to staff from all business units.



Many local training programs developed to meet specific  training  needs  in  the  various  countries were also launched in 2015.

In training Camparistas, particular attention is paid to developing a common culture in the strategic areas of quality, health, safety and environment. Specific training courses delivered by in-house professionals and/or with the assistance of external specialists break down as follows in 2015: 10,167 hours of training relating to quality and food safe- ty were provided, along with 19,833 hours on the health and safety of workers and 1,621 hours on environmental  protection, totalling  31,621 QHSE training hours, an increase of +30% on 2014. The QHSE training hours target for 2016 was confirmed as 6 hours per Camparista. Of the subjects covered, particularly important training courses include those on IT applications, such as Interspec Reporting and FootPrints, in various offices around the world (e.g. San Francisco, Barcelona, Kingston and Shanghai); the Lean Six Sigma training in Jamaica and Derrimut, Australia; a course for all Camparistas on various environmental aspects at the Crodo facility and one on LCA (Life Cycle Assessment) methodology at the headquarters, Canale d’Alba and Novi Ligure sites.



Camparistas’ involvement in the environment, well-being and social activities

Gruppo Campari is committed to providing Camparistas with the means to make increasingly well-informed decisions that respect the environ- ment and people, in both their professional and personal lives. Eco Campari is an environmental awareness program. Originally created in Brazil, it now has a global reach, with customised approach- es based on the specific features of the Group’s var- ious affiliates. Education on virtuous behaviour that can reduce environmental impact relates as much to internal work as to activity outside the working environment. In 2015, this initiative was extended to the US, Argentina, Peru, Canada and Russia, in addition to the 13 countries in which the project was already active.

In 2015, Campari America, Canada and the UK developed a number of eco-friendly practices in line with the philosophy of Eco Campari. These include: containers and bags suitable for differentiated waste collection in each area of the office, refreshment areas with energy-saving electrical appliances and biodegradable plastic crockery, the installation of water fountains, stationery made from recycled materials, choosing local and eco-sustainable suppliers, eco-friendly office cleaning products, a shuttle service and bicycle areas to encourage green transport, posters with messages about saving water and paper in communal areas, and cloth shopping bags.

The IT department at Campari America has configured all electronic devices to energy-saving mode and, with an eye to the end-of-life treatment of the resources connected with such devices, has engaged the company Green Citizen to recover such materials (in 2015, 1,871 kg of electronic waste was recycled). Campari America and a group of volunteers took part in an exhibition, organised in conjunction with Garden for Environment, on an acre of urban garden used for such purposes in the Sunset district of San Francisco.

The volunteers were taken on a tour of eight ‘exhibition’ garden areas with orchards, composting systems and organic crop systems, all designed to show the benefits of a sustainable food system, promoted through the choice of local suppliers. Campari do Brasil traditional awareness of environmental issues is evident in its Happy Day Campari project: a day that provided an opportunity for 63 of the Camparistas’ children to explore their parents’ working environment.

During the day, there were educational activities on environmental sustainability, including a treasure hunt for scarce water supplies, and short information films.



Fondazione Campari

The Campari Foundation was created in 1957 with the aim of promoting and implementing social solidarity projects for current and retired Camparistas and their families. The Group’s international growth has accompanied and influenced the way in which the foundation has developed: from its original role of supporting Camparistas and their families in Italy, it followed the corporate expansion path and in 2013 broadened its scope to include other countries.

In 2015, as in the previous year, Jamaica and Argentina received funds to be used for the promotion of training and support programs. A further grant (€70,000) was also approved by the Campari Foundation in 2015 for J. Wray & Nephew Foundation. In 2015, J. Wray & Nephew Foundation subsidised a number of educational initiatives through scholarships, which were taken up by 93 of the Camparistas’ children (69 high-school students and 24 university students); another 13 scholarships were awarded to Camparistas. 

Argentina, following on from Jamaica, promoted two training and support programs; the funds for these programs (€ 30,000) will be recognised in 2016 to create a local foundation.

In 2015, the foundation received 74 applications for grants that complied with the Articles of As- sociation and the Regulation. All the applications, which had come from Italy, were therefore accepted, resulting in  the  provision  of  grants  totaling € 171,000. One-off applications relating to particularly difficult situations, received from the US, Mex- ico and Argentina, were also accepted, resulting in the issue of grants totalling € 11,000.

In 2015, an amendment to the Articles of Association, approved by the Governing Council, introduced the option for the Foundation to provide assistance not only to Camparistas but also to external parties, in particular cases of need or deserving situations.



Last updated May 29 2018