Blended Learning Transfer in Confindustria Veneto Siav's Experience

1. Leonardo da Vinci BeLT - Blended Learning Transfer BLENDED LEARNING METHODOLOGY Opportunities and criticalities in the Confindustria Veneto Siav’s experience Paris, July 10th, 2008

2. THE REGION of VENETOthe context where Confindustria operates Active Enterprises: 460.018 (manufacturing and building industries 137.984) 95% SMEs Population: 4,821,355 inhabs. - positive demographic trend due to immigration In 2006 the Immigrants were about 8% Unemployment rate: Italy 5.9% - North-east: 3.3% (male: 1.9%, female 4.2%)

3. PARTICIPATION IN LIFE-LONG LEARNING Participation in life-long learning per 100 population aged 25-64 EUROPEAN INNOVATION SCOREBOARD 2007 (Pro Inno Europe – February 2008)

4. PARTICIPATION IN LIFE-LONG LEARNING Enterprises with 10 employees and more which carried out staff training - for training and Country typology – year 2005 Staff training within Italian enterprises (ISTAT – 28 May 2008)

5. PARTICIPATION IN LIFE-LONG LEARNING % for typology, geographical area and gender

6. ASSUNZIONE DELLA COMMITTMENT COMMITTENZA BENCHMARK BENCHMARK OF RESULTS INTERAZIENDALE DEI RISULTATI ANALISI / DIAGNOSI ANALYSIS/DIAGNOSIS ANALISI / DIAGNOSI ACTION-LEARNING ENTERPRISE IMPROVEMENT INTERVENTION INTERVENTO AZIENDALE DI FORMAZIONE SEMINARS INTERENTERPRISE TRAINING MIGLIORAMENTO INTERAZIENDALE FORMAZIONE INTERAZIENDALE FROM THE ACTION LEARNING METHODOLOGY (THE PAST TEN YEARS) VIDEO TFA Seminars Model applied in more then 500 enterprises in Veneto

7. INNOVATIVE PROJECTS AREA - thematic activities • processes of innovation within SMEs • organizational development • human resources management • internationalization • diversity management • inter-cultural cooperation thematic activities • lean production • supply chain management • development of new products (process) • development of innovative services connected to products • age management • intergeneration co-operation (reciprocity) • transfer of competencies • formal and non-formal knowledge transfer

8. ASSUMPTION Innovation of METHODOLOGIES supporting ADULTS’ LEARNING which cannot be based mainly on “teaching”: It is fundamental to turn to account the value of experience of people working within the organisation helping them to rationalise their knowledge and competencies, by supporting them in processes of enhancement

9. IN THE LAST THREE YEARS THE MAIN FOCUS WAS IN THE QUALITATIVE AND DIMENSIONAL GROWTH OF VENETO ENTERPRISES Agency providing services for enterprises Employers’ training institutions The limited size of Veneto enterprises does not allow to maintain current competitiveness and employment levels Trade-union and research centre Professional Association

10. Coaching/ mentoring Action Learning classroom e-learning FULL BLENDED METHODOLOGY S. Garbellano from Siemens’model

11. THE FULL BLENDED METHODOLOGY IN THE LAST 3 YEARS

12. PEOPLE INVOLVED M: Intermediate meetings with the entrepreneur COACHING Entrepreneur M A V Coach / Subject expert ACTION LEARNING V: Evaluation P S A: Analysis of entrepreneurs' strategy and goals. Operational V ON-LINE COLLABORATION P: Presentation of the intervention, sharing of problematic issues and strategy S Co-teacher / Methodological expert / Process Owner Duration of the company project S: Development and implementation of the growth plan (project work) THE FULL BLENDED METHODOLOGY IN THE LAST 3 YEARS

13. THE FULL BLENDED METHODOLOGY IN THE LAST 3 YEARS

14. THE FULL BLENDED METHODOLOGY - THE SAMPLE

15. THE FULL BLENDED METHODOLOGY - PARTICIPATION DATA • COACHING: • 30 COACHING INTERVENTIONS • 202 ENTERPRISE HUMAN RESOURCES INVOLVED • 400 HOURS (EVERAGE OF ~13,3 HOURS FOR EACH INTERVENTION) • 28 CONSULTANTS/PROFESSORS INVOLVED • ACTION LEARNING: • 42 ACTION-LEARNING INTERVENTIONS WITH 82 ENTERPRISES INVOLVED • 442 ENTERPRISE HUMAN RESOURCES INVOLVED (358 M – 84 F) • 1600 HOURS (EVERAGE OF ~38,1HOURS FOR EACH INTERVENTION ) • 42 CONSULTANTS/PROFESSORS INVOLVED • VIRTUAL PLATFORM (February 2008): • 34 WORKING AREAS ACTIVATED • 127 (109 enterprise human resources) ACTIVE USERS - • ~3,7 (3,2) EACH INTERVENTION • ~13700 (59,50) ACCESSES • ~107 (54,6) ACCESSES FOR EACH USER

16. THE FULL BLENDED METHODOLOGY - SIGNIFICANT CASES • UNIELDOM • ALFA LAVAL • GIOVANI IMPRENDITORI

17. UNIELDOM CASE SUPPORT FOR THE NETWORK BETWEEN THREE SME’S PRODUCING HOUSEHOLD APPLIANCE COMPONENTS WHICH HAVE CHOSEN INNOVATION AMONG THE PILLARS OF THE ALLIANCE PROJECT. AMONG THE PRIORITY GOALS, THE CREATION OF A JOINT R&DFUNCTION AIMS AT SUPPORTING THE POOL OF ENTERPRISES IN THEIR ROLE OF “PRODUCT SYSTEM” PROVIDER, INTERACTION ON THE NEW INTERNATIONAL MARKETS AND OFFERING A DEVELOPMENT PARTNERSHIP TO MULTINATIONALS CLIENTS

18. ALFALAVAL CASE • ALFA LAVAL was set up in Sweden in 1883, today is a public company with securiteis listed on the Sotckholm Stock Exchange. The global turnover is 2.2 billion Euros, the turnover for Italy is 200 million Euros. • The company products are classified into three different strategi business areas: • Heat echange (air and liquid exchangers) • Liquid separation (centrifugal machines, separators…) • Fluid handling equipment (pumps, valves…) • A production plant for heat exchangers used in refrigeration and air conditioning is based in Alonte (Vicenza) with 330 employers and a turnover of approx. 140 million Euros. • Partner enterprise involvement strategies • Alfa Laval conducted an informal survey to test the availability of a few partner companies in linked activities. Following this survey 11 companies size between 20 to 60 employees shown the interest for giving its own contribution to the qualitative growth

19. ALFALAVAL CASE • ACTION LEARNING LABORATORY PROGRAMME • The programme submitted to the participant (23 people) envisaged participation in 8 half-day meeting structured in four basic topics: • Identify wate factors within the organization • Learn how to measure performance • Mapping the value process, how to do it • Learn how to plan the value stream. • From a methodological point of view the laboratory was structured for each pair of meetings in: • Meeting A: theoretical presentation of the topic follow by the presetnation and possible delivey of a tool of analysis • Meeting B: analysis of proceeding and activities undertaken in the period of interval + feedback and individual or group suggestions + advance news of the next meeting A

20. “YOUNG ENTREPRENEURS” CASE

21. CRITICAL ISSUES INTEGRATION OF THE THREE METHODOLOGICAL VARIABLES (coaching, action learning, on-line collaboration platform) TRAINING AND INTEGRATION of the different operators participating in the process USE OF TECHNOLOGIES integrated with other kinds of intervention OVERLAPPING OF LEARNING TOOLS AND KNOWLEDGE WITH WHAT IS ALREADY EXISTING IN THE ENTERPRISE APPLICABILITY LEVEL OF THE DIFFERENT COMPONENTS IN SMES

22. THE ADDED VALUE • Enterprises will benefit from the intervention in terms of know-how and sharing of valuable knowledge for the survival and further development of the enterprise. • Eachperson involved will receive knowledge and competence in order to supervise company growth strategies; • Systems for storing, sharing and maintaining knowledge from a knowledge management point of view.