Puglia Region
Monitoring Committee for the Economic Production System and Crisis Areas
Exhibit 4.6
RECORD OF AGREEMENT
Trade Union Consultation
pursuant to Articles 24 and 22-ter of Legislative Decree No. 148 of 14 September 2015
At 10 a.m. on the 8th day of the month of February in the year 2022, further to a request for trade union consultation pursuant to Article 24 of Legislative Decree No. 148/2015 sent by the Company Natuzzi S.p.A. and the subsequent calling of a meeting by the Chairman of the Monitoring Committee for the Economic Production System and Crisis Areas (SEPAC) of the Puglia Region, Leo Caroli, who chairs and coordinates the remotely-held meeting with the technical support of the secretary Savino Del Mastro, the following parties meet:
1
Puglia Region
Monitoring Committee for the Economic Production System and Crisis Areas
Today’s meeting concerns the consultation initiated by the Company for the carrying out of the joint examination and the consequent application for a 12-month extension – pursuant to Article 22-ter of Legislative Decree No. 148/2015 – to the special short-time work scheme (CIGS) for business reorganization purposes in place at the Altamura Graviscella (BA) production unit, which currently has a workforce of 463 employees following the consensual termination, pending the consultation, of the employment contract of one employee.
The Parties conclude today’s discussions with the following outcome.
Whereas
2
Puglia Region
Monitoring Committee for the Economic Production System and Crisis Areas
3
Puglia Region
Monitoring Committee for the Economic Production System and Crisis Areas
Therefore, the Parties
agree as follows:
Category | No. |
Office Workers | 15 |
Intermediate Workers | 29 |
Factory Workers | 419 |
Total | 463 |
4
Puglia Region
Monitoring Committee for the Economic Production System and Crisis Areas
With the signing of this Agreement, the procedure provided for by Legislative Decree No. 148/2015 will be deemed to have been carried out. Today’s consultation, after checking the regularity and functionality of the audio/video connection and identifying all participants, has been carried out by way of conference call due to the ongoing COVID-19 pandemic.
Therefore, this Record of Agreement is ratified by each participating trade union organization, which, including on behalf of their own unitary trade union representative bodies, will send a copy of this agreement
5
Puglia Region
Monitoring Committee for the Economic Production System and Crisis Areas
to the Puglia Region Monitoring Committee for the Economic Production System and Crisis Area, the Puglia Regional Agency for Active Labour Policies, Natuzzi S.p.A. and other trade union organizations, taking care to use the following wording when sending the document: “The undersigned trade union organization, including on behalf of its own single trade union representative bodies, attaches to this certified e-mail the agreement on the special short-time work scheme reached on 8 February 2022, ratifying and confirming all parts and contents thereof”.
Similarly, Natuzzi S.p.A. will send the same communication to the Puglia Region Monitoring Committee for the Economic Production System and Crisis Area, the Puglia Regional Agency for Active Labour Policies and the participating trade union organizations.
For the purposes of the validity of the agreement, the exchange and signing of this record of agreement – in the manner mentioned above – separately by each of the Parties in different places and at different times is to be considered as one single act and is fully valid for the purposes of the consent expressed and its legal effects. This record of agreement consists of 5 (five) pages and 3 (three) annexes (record of the preliminary agreement of 3 February 2022, record of the preliminary agreement of 7 February 2022 and the list of names of employees).
Read, confirmed and signed.
Natuzzi S.p.A. trade union organizations
Puglia Region Monitoring Committee for the Economic Production System and Crisis Area
Puglia Regional Agency for Active Labour Policies - Collective Disputes Office
6
RECORD OF PRELIMINARY AGREEMENT
At 3 p.m. on 3 February 2022 a conference call takes place with the following:
Natuzzi S.p.A. represented by Mario de Gennaro, Director of Human Resources Organization and Legal WW, Maria Patrizia Ragazzo, for Trade Union Relations and HRBP Italy Manufacturing, Leonardo Lamanna as HR Operational and Labor Cost, and Elisabetta Paradiso as Head of Training, assisted by Giuseppe Bisceglie of the Bari | Barletta-Andria-Trani chapter of the Confederation of Italian Industry (Confindustria Bari Bat) and by the legal advisor Claudio Enrico Schiavone;
the trade union organizations FENEAL UIL, FILCA CISL, FILLEA CGIL, FILCAMS CGIL, FISASCAT CISL B UILTCUS Puglia and Basilicata regions and specifically:
and all the local branches and the unitary trade union representative bodies (RSU) and the single trade union representative bodies (RSA) for FENEAL UIL, FILCA CISL, FILLEA CGIL, FILCAMS CGIL, FISASCAT CISL and UILTCUS Puglia and Basilicata.
The Parties conclude today’s discussions with the following outcome.
Whereas
1
Now therefore and in view of the summoning for the purposes of formalising the agreements before the relevant administrative authorities of the Puglia Region, the Parties
agree as follows:
Natuzzi S.p.A. has launched a business plan whose focus is to create an innovative model for the core manufacturing business in a “Living Room 4.0” logic with innovative processes, layout, machinery and work organization, which require specific training.
Factory 4.0 is based on the concept of just-in-time that includes within it different working phases: Cutting, Sewing, Assembly, Semi-finished and Finished Product, linked according to a logic of FIFO (first in first out), One Piece Flow.
The One Piece Flow method involves moving one piece at a time from one work station to another within a unit and/or department without staging.
In simple language, it means that the pieces to be produced are moved through the work phases from one location to another without any work-in-progress (WIP). The pieces are not stationary and the moved piece leaves space for the arrival of a new piece, coming from the previous work phase.
2
Another element that characterizes the work unit is management by taxonomic product family. A product family is the set of technically similar products that can be produced in the same work unit, using a similar production process and the same machines and working methods (clustering of products by commonality).
The new elements introduced by this new production logic have led the Company to invest in state-of-the-art production technologies. New machinery and equipment have been purchased for cutting coatings (laser cutting). A semi-automatic quality/packaging line has been installed to improve the efficiency of work phases and flows. The new logistics system has been set to tie in with internal movements using tools that facilitate agile and ergonomic handling. The Andon system with tablet has been introduced for real-time monitoring of workstation KPIs and rapid problem solving (quick response). The Wall Management system has been introduced for real-time shop floor management of all departments.
Therefore, it is essential to train staff to work in a Factory 4.0 where the human factor and expertise are central elements together with the ergonomics of the workplace and occupational health and safety.
Purpose of the training plan
The entire training plan pursues the general aim of modernizing the Production Lines and entails the identification of overall objectives, training actions, content, knowledge and the skills to be achieved.
Structure of the plan, training objectives and recipients of the training
Through its “Living Room 4.0” the Natuzzi Group intends to train its staff by supporting them in the development of skills and abilities needed not only for the new work process but necessary in a labour market that is undergoing a major technological change that ever more rapidly renders skills obsolete. Therefore, workers require upskilling and reskilling. The objectives stated in the National Recovery and Resilience Plan (PNRR) include that of “making European economies and societies more sustainable, resilient and better prepared for the challenges and opportunities of ecological and digital transitions”. This is the framework for the Company’s plan, which aims to train personnel in the use of new machinery and technological tools, which the Company has adopted and uses in its new Factory 4.0 in Altamura Graviscella (BA).
The plan is based on an interconnected architecture of actions deriving from an analysis of the new scenario and the new production process allied to an evaluation of the new activities envisaged. It has also been informed by a careful mapping of the skills currently possessed by the recipients of the training and the skills that need to be increased and improved to effectively support this important transition (skill gaps). The addressees of this plan need to be trained in the changes introduced by the new work process in order to acquire the expertise needed to use the new equipment. Therefore, they also need to bridge the skills gap in terms of working methods, new work phases and new scheduling
3
based on a logic of cadences. Above all, they need to know how to use the new high-tech machinery and the instrumentation adopted.
The training actions have been designed to meet the skills needs of the 3 homogeneous groups of recipients: Tutors (Action # l), Line Operators (Action # 2) and Indirect Production Staff - Warehousemen and General Services (Action # 3).
The need emerged to design 3 training courses to achieve 3 overall objectives:
Action # 1 | Tutor Training | |
Training Unit | Knowledge and Skills | Contents |
Living Room 4.0 concept | Knowledge and application of Lean Production Techniques. Knowledge and application of techniques of flexible production capacity across lines and cross-functionality of job descriptions. | Concepts and tools of lean production (5S, CEDAC, root causes analysis, poka-yoke, etc.) |
Introduction to Living Room 4.0 | ||
From the market to the production system: how to achieve flexibility | ||
Concept of taxonomy and product clustering | ||
Strategic realignment: from verticalization to differentiation | ||
Logic of splitting modelling by taxonomic cluster | ||
Defining features of the work units: setup, capacity, cadences | ||
Ergonomics and economy of movement in the study of workstations and equipment | ||
Balancing of lines: operational management in the department | ||
Process Integration: Quality Control + Cleaning/Packaging | ||
Process Integration: Joinery + Blanking |
4
Shop Floor Management | Knowledge and use of “Shopfloor Management 4.0” devices (managing and sharing of plant performance and individual workstation performance). | The Q6 Quality System |
Quality in self-control: introduction of the Quality Gates | ||
Shop Floor Management in real time | ||
The Quick Response Team | ||
KPIs: definition and monitoring systems | ||
Technological Innovations | Knowledge and application of company-provided devices (tablets, etc.). | Standards and continuous improvement: approach to maintaining performance |
Scheduling Logic (overview of Master Scheduling) | ||
Technological innovation: the Andon system | ||
Technological innovation: the Pick to Light system | ||
Procurement Logic and system of logistics cadenced on suppliers |
Action # 2 | New Production Process Training for Line Operators | |
Training Unit | Knowledge and Skills | Contents |
Living Room 4.0 Concept | Knowledge and application of Lean Production Techniques. Knowledge and application of techniques of flexible production capacity between lines and cross-functionality of job descriptions. | Concepts and tools of lean production (5S, CEDAC, root causes analysis, poka-yoke, etc.) |
Introduction to Living Room 4.0 | ||
Concept of taxonomy and product clustering | ||
Knowledge and application of WIP (work in | Logic of splitting modelling by taxonomic cluster |
5
| progress/advancement) evaluation and measurement techniques across workstations and lines to avoid production downtime. |
|
Defining features of the work units: setup, capacity, cadences | ||
Ergonomics and economy of movement in the study of workstations and equipment | ||
Balancing of lines: operational management in the department | ||
Process Integration: Quality Control + Cleaning/Packaging | ||
Process Integration; Joinery + Blanking | ||
Shop Floor Management | Knowledge and use of “Shopfloor Management 4.0” devices (managing and sharing of plant performance and individual workstation performance). | The Q6 Quality System |
Quality in self-control: introduction of Quality Gates | ||
Shop Floor Management in real time | ||
The Quick Response Team | ||
KPIs: definition and monitoring systems | ||
Technological Innovations | Knowledge and application of company-provided devices (tablets, etc.) Practical use of software systems on iPad for monitoring and progress of production flows, downtime causes, and individual and collective performance. Use of operational tools for continuous improvement. | Standards and continuous improvement: approach to maintaining performance |
Scheduling Logic (overview of Master Scheduling) | ||
Technological innovation: the Andon system | ||
Technological innovation: the Pick to Light system | ||
Procurement Logic and system of logistics cadenced on suppliers |
6
Action # 3 | New Production Process Training for Indirect Production Staff - Warehousemen and General Services | |
Training Unit | Knowledge and Skills | Contents |
Living Room 4.0 Concept | Knowledge and application of Lean Production Techniques. Knowledge and application of techniques of flexible production capacity across lines and cross-functionality of job descriptions. | Concepts and tools of lean production (5S, CEDAC, root causes analysis, poka-yoke, etc.) |
Introduction to Living Room 4.0 | ||
Concept of taxonomy and product clustering | ||
Knowledge and application of Techniques for evaluating and measuring WIP (work in progress/advancement) across workstations and work units to avoid production downtime. | Defining features of the work units: setup, capacity, cadences | |
Ergonomics and economy of movement in the study of workstations and equipment | ||
Balancing of lines: operational management in the department | ||
Shop Floor Management | Knowledge of use of “Shopfloor Management 4.0” devices (managing and sharing of plant performance and individual workstation performance). | The Q6 Quality System |
Shop Floor Management in real time | ||
The Quick Response Team | ||
KPIs: definition and monitoring systems | ||
Technological Innovations | Knowledge and application of company-provided devices (tablets, etc.). | Standards and continuous improvement: approach to maintaining performance |
Scheduling Logic (overview of Master Scheduling) | ||
Technological innovation: the Andon system | ||
Technological innovation: the Pick to Light system |
7
|
| Procurement Logic and system of logistics cadenced on suppliers |
Training methods and teaching
The main location of the training will be in the Altamura Graviscella production plant and it will be delivered by internal and/or external instructors until January 2023. The Company has developed, defined, analysed and detailed the new production process. The internal instructors are engineers and experts who have worked for the Company for many years and have the knowledge and skills suitable to transfer know-how to their colleagues that this Plan concerns. The training content shown in the table above will be developed. The training will be delivered partly in a classroom as regards theory and partly in the department as regards the necessary application/practical training. The project structure is aimed at developing specific skills to achieve the overall objectives mentioned above.
For training action # 2, which involves the largest number of workers, about 32 editions are planned. The training will be carried out for groups of participants belonging to the same work unit. The work units consist of a minimum of 7 workers to a maximum of 11 (mechanized product line). The classrooms will be able to be organized so as to have up to 14 participants on average. For all the training actions it is envisaged that there will be 16 hours of theory in the classroom, while for the practical part a minimum of 140 hours up to a maximum of 250 hours on average is envisaged, save for any changes that may be made to this Plan.
Certification of skills
At the end of the training courses there will be a final test to certify the acquisition of skills to be developed under this Plan. Successful completion of the test will entitle the participant to a certificate of participation in the training course evidencing the skills acquired in accordance with the Guidelines of the Ministerial Decree of 5 January 2021. For this specific activity, the company will rely on a local accredited third party body for training and certification of skills.
Participation in the GOL (employment guarantee) program
In view of the forthcoming publication of the ANPAL call for applications to use the New Skills Fund refinanced with React-EU resources, the Company would reduce recourse to social safety net measures by relying on the development and upgrading of skills. Participants in the training actions would witness a change in their working hours envisaged by the short-time work scheme to be replaced by training hours.
8
Read confirmed and signed
The Company | Trade Union Organizations | RR.SS.UU./RR.SS.AA. |
/SS/[ILLEGIBLE] | /SS/[ILLEGIBLE] | /SS/[ILLEGIBLE] |
Confindustria Bari Bat
/S/[ILLEGIBLE]
9
RECORD OF PRELIMINARY AGREEMENT
At 11.30 a.m. on 7 February 2022 a conference call takes place with the following:
Natuzzi S.p.A. represented by Mario de Gennaro, Director of Human Resources Organization and Legal WW, Maria Patrizia Ragazzo, for Trade Union Relations and HRBP Italy Manufacturing, and Leonardo Lamanna as HR Operational and Labor Cost, assisted by Giuseppe Bisceglie of the Bari | Barletta-Andria-Trani chapter of the Confederation of Italian Industry (Confindustria Bari Bat) and by the legal advisor Claudio Enrico Schiavone;
and
the CONFEDERAZIONE COBAS - COBAS del Lavoro Privato trade union represented by Felice Dilelo;
the UNIONE SINDACALE DI BASE - USB del Lavoro Privato trade union represented by Pierpaolo CORALLO;
as well as
the Ginosa unitary trade union representative body (RSU) / single trade union representative bodies (RSA) for COBAS and USB.
The Parties conclude today’s discussions with the following outcome.
Whereas
1
Now therefore and in view of the summoning for the purposes of formalising the agreements before the relevant administrative authorities of the Puglia Region, the Parties
agree as follows:
A) The retraining program of the personnel engaged at the same time in the execution and development of the “Living Room 4.0” project for the upgrading of the manufacturing process consistent with a logic of Technological Taxonomy is aimed at pursuing the agreed objective of the redeployment of personnel. It will be supported by the following Training Plan availing of inter-sectoral funds and/or forms of co-financing of the Puglia Region and/or ANPAL within the framework of training and active labour policy measures.
B) Project Description: coherence and effectiveness of the Plan as measured against the intended purposes.
Natuzzi S.p.A. has launched a business plan whose focus is to create an innovative model for the core manufacturing business in a “Living Room 4.0” logic with innovative processes, layout, machinery and work organization, which require specific training.
Factory 4.0 is based on the concept of just-in-time that includes within it different working phases: Cutting, Sewing, Assembly, Semi-finished and Finished Product, linked according to a logic of FIFO (first in first out), One Piece Flow.
The One Piece Flow method involves moving one piece at a time from one work station to another within a unit and/or department without staging.
In simple language, it means that the pieces to be produced are moved through the work phases from one location to another without any work-in-progress (WIP). The pieces are not stationary and the moved piece leaves space for the arrival of a new piece, coming from the previous work phase.
Another element that characterizes the work unit is management by taxonomic product family. A product family is the set of technically similar products that can be produced in the same work unit,
2
using a similar production process and the same machines and working methods (clustering of products by commonality).
The new elements introduced by this new production logic have led the Company to invest in state-of-the-art production technologies. New machinery and equipment have been purchased for cutting coatings (laser cutting). A semi-automatic quality/packaging line has been installed to improve the efficiency of work phases and flows. The new logistics system has been set to tie in with internal movements using tools that facilitate agile and ergonomic handling. The Andon system with tablet has been introduced for real-time monitoring of workstation KPIs and rapid problem solving (quick response). The Wall Management system has been introduced for real-time shop floor management of all departments.
Therefore, it is essential to train staff to work in a Factory 4.0 where the human factor and expertise are central elements together with the ergonomics of the workplace and occupational health and safety.
Purpose of the training plan
The entire training plan pursues the general aim of modernizing the Production Lines and entails the identification of overall objectives, training actions, content, knowledge and the skills to be achieved.
Structure of the plan, training objectives and recipients of the training
Through its “Living Room 4.0” the Natuzzi Group intends to train its staff by supporting them in the development of skills and abilities needed not only for the new work process but necessary in a labour market that is undergoing a major technological change that ever more rapidly renders skills obsolete. Therefore, workers require upskilling and reskilling. The objectives stated in the National Recovery and Resilience Plan (PNRR) include that of “making European economies and societies more sustainable, resilient and better prepared for the challenges and opportunities of ecological and digital transitions”. This is the framework for the Company’s plan, which aims to train personnel in the use of new machinery and technological tools, which the Company has adopted and uses in its new Factory 4.0 in Altamura Graviscella (BA).
The plan is based on an interconnected architecture of actions deriving from an analysis of the new scenario and the new production process allied to an evaluation of the new activities envisaged. It has also been informed by a careful mapping of the skills currently possessed by the recipients of the training and the skills that need to be increased and improved to effectively support this important transition (skill gaps). The addressees of this plan need to be trained in the changes introduced by the new work process in order to acquire the expertise needed to use the new equipment. Therefore, they also need to bridge the skills gap in terms of working methods, new work phases and new scheduling based on a logic of cadences. Above all, they need to know how to use the new high-tech machinery and the instrumentation adopted.
3
The training actions have been designed to meet the skills needs of the 3 homogeneous groups of recipients: Tutors (Action # l), Line Operators (Action # 2) and Indirect Production Staff - Warehousemen and General Services (Action # 3).
The need emerged to design 3 training courses to achieve 3 overall objectives:
Action # 1 | Tutor Training | |
Training Unit | Knowledge and Skills | Contents |
Living Room 4.0 concept | Knowledge and application of Lean Production Techniques. Knowledge and application of techniques of flexible production capacity across lines and cross-functionality of job descriptions. | Concepts and tools of lean production (5S, CEDAC, root causes analysis, poka-yoke, etc.) |
Introduction to Living Room 4.0 | ||
From the market to the production system: how to achieve flexibility | ||
Concept of taxonomy and product clustering | ||
Strategic realignment: from verticalization to differentiation | ||
Logic of splitting modelling by taxonomic cluster | ||
Defining features of the work units: setup, capacity, cadences | ||
Ergonomics and economy of movement in the study of workstations and equipment | ||
Balancing of lines: operational management in the department | ||
Process Integration: Quality Control + Cleaning/Packaging | ||
Process Integration: Joinery + Blanking | ||
Shop Floor Management | Knowledge and use of | The Q6 Quality System |
4
| “Shopfloor Management 4.0” devices (managing and sharing of plant performance and individual workstation performance). |
|
Quality in self-control: introduction of the Quality Gates | ||
Shop Floor Management in real time | ||
The Quick Response Team | ||
KPIs: definition and monitoring systems | ||
Technological Innovations | Knowledge and application of company-provided devices (tablets, etc.). | Standards and continuous improvement: approach to maintaining performance |
Scheduling Logic (overview of Master Scheduling) | ||
Technological innovation: the Andon system | ||
Technological innovation: the Pick to Light system | ||
Procurement Logic and system of logistics cadenced on suppliers |
Action # 2 | New Production Process Training for Line Operators | |
Training Unit | Knowledge and Skills | Contents |
Living Room 4.0 Concept | Knowledge and application of Lean Production Techniques. Knowledge and application of techniques of flexible production capacity between lines and cross-functionality of job descriptions. | Concepts and tools of lean production (5S, CEDAC, root causes analysis, poka-yoke, etc.) |
Introduction to Living Room 4.0 | ||
Concept of taxonomy and product clustering | ||
Knowledge and application of WIP (work in | Logic of splitting modelling by taxonomic cluster |
5
| progress/advancement) evaluation and measurement techniques across workstations and lines to avoid production downtime. |
|
Defining features of the work units: setup, capacity, cadences | ||
Ergonomics and economy of movement in the study of workstations and equipment | ||
Balancing of lines: operational management in the department | ||
Process Integration: Quality Control + Cleaning/Packaging | ||
Process Integration; Joinery + Blanking | ||
Shop Floor Management | Knowledge and use of “Shopfloor Management 4.0” devices (managing and sharing of plant performance and individual workstation performance). | The Q6 Quality System |
Quality in self-control: introduction of Quality Gates | ||
Shop Floor Management in real time | ||
The Quick Response Team | ||
KPIs: definition and monitoring systems | ||
Technological Innovations | Knowledge and application of company-provided devices (tablets, etc.) Practical use of software systems on iPad for monitoring and progress of production flows, downtime causes, and individual and collective performance. Use of operational tools for continuous improvement. | Standards and continuous improvement: approach to maintaining performance |
Scheduling Logic (overview of Master Scheduling) | ||
Technological innovation: the Andon system | ||
Technological innovation: the Pick to Light system | ||
Procurement Logic and system of logistics cadenced on suppliers |
6
Action # 3 | New Production Process Training for Indirect Production Staff - Warehousemen and General Services | |
Training Unit | Knowledge and Skills | Contents |
Living Room 4.0 Concept | Knowledge and application of Lean Production Techniques. Knowledge and application of techniques of flexible production capacity across lines and cross-functionality of job descriptions. | Concepts and tools of lean production (5S, CEDAC, root causes analysis, poka-yoke, etc.) |
Introduction to Living Room 4.0 | ||
Concept of taxonomy and product clustering | ||
Knowledge and application of Techniques for evaluating and measuring WIP (work in progress/advancement) across workstations and work units to avoid production downtime. | Defining features of the work units: setup, capacity, cadences | |
Ergonomics and economy of movement in the study of workstations and equipment | ||
Balancing of lines: operational management in the department | ||
Shop Floor Management | Knowledge of use of “Shopfloor Management 4.0” devices (managing and sharing of plant performance and individual workstation performance). | The Q6 Quality System |
Shop Floor Management in real time | ||
The Quick Response Team | ||
KPIs: definition and monitoring systems | ||
Technological Innovations | Knowledge and application of company-provided devices (tablets, etc.). | Standards and continuous improvement: approach to maintaining performance |
Scheduling Logic (overview of Master Scheduling) | ||
Technological innovation: the Andon system | ||
Technological innovation: the Pick to Light system |
7
|
| Procurement Logic and system of logistics cadenced on suppliers |
Training and teaching methods
The main location of the training will be in the Altamura Graviscella production plant and it will be delivered by internal and/or external instructors until January 2023. The Company has developed, defined, analysed and detailed the new production process. The internal instructors are engineers and experts who have worked for the Company for many years and have the knowledge and skills suitable to transfer know-how to their colleagues that this Plan concerns. The training content shown in the table above will be developed. The training will be delivered partly in a classroom as regards theory and partly in the department as regards the necessary application/practical training. The project structure is aimed at developing specific skills to achieve the overall objectives mentioned above.
For training action # 2, which involves the largest number of workers, about 32 editions are planned. The training will be carried out for groups of participants belonging to the same work unit. The work units consist of a minimum of 7 workers to a maximum of 11 (mechanized product line). The classrooms will be able to be organized so as to have up to 14 participants on average. For all the training actions it is envisaged that there will be 16 hours of theory in the classroom, while for the practical part a minimum of 140 hours up to a maximum of 250 hours on average is envisaged, save for any changes that may be made to this Plan.
Certification of skills
At the end of the training courses there will be a final test to certify the acquisition of skills to be developed under this Plan. Successful completion of the test will entitle the participant to a certificate of participation in the training course evidencing the skills acquired in accordance with the Guidelines of the Ministerial Decree of 5 January 2021. For this specific activity, the company will rely on a local accredited third party body for training and certification of skills.
Participation in the GOL (employability guarantee) program
In view of the forthcoming publication of the ANPAL call for applications to use the New Skills Fund refinanced with React-EU resources, the Company would reduce recourse to social safety net measures by relying on the development and upgrading of skills. Participants in the training actions would witness a change in their working hours envisaged by the short-time work scheme to be replaced by training hours.
8
C) The Parties undertake to sign the accord formalizing this present agreement at the offices of the Region, keeping the contents and structure hereof unchanged.
D) The Parties acknowledge that discussions have taken place to analyse the trends that have been recorded so far for the personnel involved in the retraining program taking place both in the new site of Altamura Graviscella (BA) and in the other training sites (PS and Laterza) and that visits with the unitary trade union representative bodies and the Secretariats have been scheduled for the Altamura Graviscella (BA) site in order to gain a better understanding of the technological and flow changes introduced.
E) The Business Plan will be presented to the Ministry for Economic Development (MISE) at the relevant meeting yet to be convened, upon conclusion of the procedure for signing the extension agreement at the offices of the Puglia Region.
F) It is understood that for any matters not expressly regulated by this agreement, reference is made to previous agreements on the subject matter.
Read, confirmed and signed
COBAS AND USB-LP | Ginosa RSU/RSA
|
/SS/[ILLEGIBLE] | /SS/[ILLEGIBLE] |
The Company
/SS/[ILLEGIBLE]
Confindustria Bari Bat
/S/[ILLEGIBLE]
9