Wellbeing and Work-Life Balance

CNH Industrial believes that people are its most valuable asset. As well as enhancing professionalism, offering growth opportunities without discrimination, and ensuring a safe working environment, the Company promotes several initiatives for the health and welfare of its employees and to reconcile work and private lives. Indeed, CNH Industrial believes wellbeing and work-life balance enhances employees‘ personal satisfaction at work, beyond salaries and the provisions of local legislation. Indeed, as stated in the Company Human Capital Management Guidelines, in order to promote respect for all employees as individuals, CNH Industrial promotes care and attention to people by supporting them in achieving a sustainable work-life balance.

The Heads of Human Resources of each Region are responsible for the management, at Regional level, of work-life balance initiatives and, together with the Regional Environmental Health and Safety (EHS) functions, for promoting health in the workplace.

HEALTH AND WELLBEING

Overall health and wellbeing are critical parts of a functioning workplace. To encourage wellness among its employees, CNH Industrial organizes several different programs in the various locations in which the Company is present.

Health Programs

Health FactoryThroughout the year, the Company supported efforts aimed at preventing specific diseases and health issues.

With regard to the prevention of cardiovascular diseases, in 2014, the Health Factory campaign continued in the EMEA Region. Free of charge, the project is designed to raise awareness among employees to promote the prevention of medical conditions, particularly cardiovascular diseases.

Initiated in Italy, the program was extended to the Basildon and Watford plants (UK) in 2014, and involved 8,670 employees.

At three plants in Italy, a new initiative called Benessere Donna was launched, aimed at promoting wellness and reducing health risks for women. The program specifically seeks to raise female employees’ awareness of women’s cancers and to offer advice on prevention. The service offers visits, pap smear tests, and breast ultrasounds free of charge. In 2014, the program was offered to 1,475 employees at plants in Turin and Modena-San Matteo. A total of 28% of the women targeted signed up for the initiative and almost 40% of those registered took advantage of the free medical visits.

Additionally, in Italy and Spain, campaigns involving specialists were organized to provide employees with further guidance on healthy eating. In Pregnana Milanese (Italy), a nutrition education campaign called We Are What We Eat was started to educate employees on a healthy diet to reduce risks of disease and improve fitness. Employees were also offered three visits to specialists in occupational medicine from the University of Turin. In Turin (Italy), a campaign was carried out with a focus on seasonal and healthy eating, and meetings with nutritionists were offered to employees.

In Spain, a nutritionist and physiotherapy service is offered to employees, and campaigns delivered aimed at reducing health risks, such as smoking, high cholesterol, high blood pressure, and obesity.

In North America, for several years, CNH Industrial has run the Picture of Health program, promoting a series of activities (physical exercise, nutrition education, etc.) aimed at reducing health risks such as high cholesterol, high blood pressure, stress, and lack of physical activity. Since its inception, the program has sought to increase awareness of personal health issues among employees, encouraging behavioral changes to improve their health.

The program is delivered through regular communications to employees about health, annual biomedical screenings at plants, the Walk this Way physical fitness program, health coaching, and a financial incentive for employees who succeed at improving or maintaining good health results on a yearly basis.

In 2014, the Picture of Health program was relaunched with a focus on increasing the participation and engagement of employees and encouraging the development of healthy behaviors. A new website was launched, and the incentives, previously available to employees as an optional activity, were integrated into the health plan for all eligible employees in the US.

In the US, employees are offered opportunities to learn about their health from guest speakers at complimentary Lunch and Learn sessions held onsite.

In the LATAM Region, the Company organized the yearly Quality of Life program, which aims to spread awareness among employees about health and wellness through a series of 12 campaigns focusing on a variety of topics, such as breast cancer, cardiovascular diseases, and hepatitis prevention. A special Quality of Life week was also held, during which employees can enjoy several wellness activities, including massage and relaxation exercises, cultural presentations and shows. The Quality of Life program has been in place for eight years in Brazil and six years in Venezuela; in 2014, it reached a total of approximately six thousand employees. In Curitiba (Brazil), the Bem Nascer program provides information and care to pregnant employees. The program, also available to contract workers and other members of the community, assisted eighty pregnant women in 2014.

Health screenings are in place in the APAC Region, where an Eye Camp event in India was accessed by two hundred people. Health check-ups have taken place at the New Holland plant in Greater Noida (India) for the last 16 years; in 2014, 422 hourly employees received eyesight, color blindness, pulmonary lung function, and audiometric tests. In Australia and New Zealand, the Company continued to encourage healthy behaviors through its health care provider BUPA, with site visits and consultations on benefits and discounts. In Dandenong (Australia), a team-walking challenge was started to incentivize employees to complete ten thousand steps on a daily basis. Furthermore, the program offering free fruit on certain days was continued.

In Australia and the US, the Employee Assistance Plan continued to be offered through local health care schemes.

In China, the annual medical examination plan was upgraded, and seasonal medical and health communications on the theories and practice of health care and wellbeing were issued four times a year.

Information Campaigns

CNH Industrial engages in initiatives and information campaigns to raise awareness among employees of health risks and preventive measures. In Italy, the Tips on Health initiative has been in place for several years, promoted through the Company Intranet. Regularly updated information is offered promoting good habits and the prevention of minor illnesses and potential future health problems.

Seasonal flu prevention campaigns were organized at plants worldwide, advertised through posters and communications on corporate bulletin boards and the Intranet portal. The initiative, offering workers voluntary vaccinations, led to the administration of 12 thousand vaccines.

CNH Industrial also contributed to the fight against tobacco use by continuing several anti-smoking projects in 2014. In EMEA, the Suzzara plant (Italy) completed the Smoking Cessation pilot project in 2013, which followed criteria approved by the Italy’s National Institute of Health and the Italian Society of Tobaccology. The first phase of the project focused on identifying different types of smokers through a questionnaire distributed to all employees, who then attended individual or group meetings held to encourage cessation and strengthen personal motivation. During the year, the project was extended to the Piacenza plant (Italy), where it continued until completion in 2014. At the plants in Modena and San Matteo (Italy), an initiative organized by the ASL (local health authority), the city’s general hospital, and other local organizations, continued for the fourth year running, consisting of a competition for smokers in Modena, challenging them to quit smoking for at least four weeks. Another project, called Liberi dal fumo (Smoke Free), was launched in 2013 and completed in 2014 at the Driveline plant in Turin (Italy) to motivate people to quit smoking, offering employees direct assistance in reaching this goal. The Anti-Smoking Center at San Giovanni Bosco Hospital in Turin took charge of the project’s practical aspects, with the operational support of the plant’s management. A total of 55% of smokers joined the initiative, expressing their intention to quit smoking. A similar initiative was launched in 2014 at the Annonay plant (France) with the help of the Company’s medical service. A screening campaign, as well as individual support for employees wanting to quit smoking, was put in place. In Sankt Valentin (Austria), a one-day training session was organized to help employees stop smoking, and around 70% of the 15 attendees quit smoking after the training.

After the completion of the Stop Smoking Program, efforts continued across plants in LATAM through an information campaign on the harm caused by tobacco, which reached about 1,500 people.

HIV and AIDS campaigns continued in the LATAM Region against the spread of sexually transmitted infectious diseases, involving two thousand employees.

WORK-LIFE BALANCE

CNH Industrial believes that work-life balance is an integral part of enhancing employee satisfaction, productivity, and efficiency. Through its policies, such as those related to flexible working, the Company seeks to create an atmosphere allowing employees time to manage the demands of both their professional and private lives. In order to promote respect for all employees as individuals, CNH Industrial also offers many services to support its employees in their daily lives, such as daycare options and other time and money-saving initiatives (see also page 75).

Flexible Working

Flexibility in working hours, including part-time employment (see also page 70), allows employees to balance their time when needs arise, such as for childcare or care for the elderly, or other personal requirements. CNH Industrial offers flexible working hours according to the customs and regulations in place in the Regions in which it operates.

In 2014, CNH Industrial carried out a survey on the flexible working arrangements offered to its employees, focusing on flexible working hours, parental leave, and other forms of leave. The results provided a wide range of information, helping to identify appropriate action for improving employee work-life balance. Flexible arrangements, along with tools to reconcile work needs with the responsibilities of family life, enable a positive working environment to be established and maintained for all employees within the Company. The survey revealed that more than 80% of the employees surveyed1 took advantage of flextime, and that the system is most used in the NAFTA and LATAM Regions, at 100% and 97% respectively. The survey also showed that, between January and October 2014, 7% of employees took leave of more than three days for the care of family members, for personal treatment and care (excluding all forms of compulsory leave for illness), or for study and sabbatical leave; 4% of these types of leave, which are defined by Company policy or agreements with trade unions or employee representatives, exceeded the provisions set by law, and 17% were granted to female employees. The type of leave most taken by employees was family-related (nearly 76% of the total), with 17% of this taken by female workers.

Study leave comprised 16% of the total, 93% of which was taken by male workers, while leave taken for personal treatment and care amounted to approximately 8% of the total, 31% of which was taken by women. Sabbatical leave in 2014 was negligible. These benefits form part of a corporate philosophy which aims to achieve a healthier, more motivated, and sustainable workforce that actively participates in the Company’s success.

LEAVE OF 3 DAYS OR MORE
CNH INDUSTRIAL WORLDWIDE

LEAVE OF 3 DAYS OR MORE

Parental Leave

The equal opportunities CNH Industrial offers in terms of maternity, paternity, and adoption are evidence of its commitment to encouraging both female and male employees to balance parental responsibilities with their careers. The Company grants parental leaves to all its employees in compliance with local regulations (labor law requirements may vary from country to country).

During 2014, 2,113 employees2 (approximately 3% of Company personnel) took maternity, paternity, parental, adoption, or breastfeeding leave. Overall, 68% of leave was in EMEA, 25% in LATAM, 4% in APAC, and 3% in NAFTA. In terms of gender, 62% of overall leave was taken by male workers. Paternity leave accounted for approximately 57% of the total, maternity leave 29%, while breastfeeding leave accounted for 14%. The percentage of leave for adoption was negligible.

Over the total workforce, parental leave was most frequent in LATAM (5%) and EMEA (3%).

NAFTA has the highest percentage of maternity leave offering conditions more favorable than is required by law, or 80% of the total leaves over the year. At the CNH Industrial sites in the US and Canada, maternity leave is covered under short-term disability policy, which entitles employees to up to 26 weeks of paid leave. The first 13 weeks are paid at 100% of the employee’s normal remuneration, and the remainder at 60%. The duration of maternity leave is determined by the employee’s doctor (typically six weeks). In the US, the Family Medical Leave Act provides for 12 workweeks of unpaid leave in a 12-month period, for specific reasons including the birth of a child; employees on paid maternity leave of less than 12 weeks may thus extend their leave, as unpaid, up to a total of 12 weeks. In Canada, the Employment Insurance Act provides for 52 weeks of maternity/parental leave, covered by supplemental employment pay from a government fund financed by employers; at the end of paid maternity leave, recognized according to Company policy, employees may thus extend their maternity leave to up to 52 weeks, as per the Employment Insurance Act.

In October 2014, another survey was conducted on the percentage of employees, by gender, who had returned to work after parental leave. The survey was carried out in Italy, Belgium, Spain, and Poland. The results showed that in these countries, which represent 39% of the Company’s employees, 61% of those who took parental leave were male, 0.4% of whom were still on parental leave as of October 31, compared with 9% of female employees still on leave at the same date. A total of 99.6% of men and 97% of women returned to work after taking parental leave, and 97% of men and 98% of women surveyed were still Company employees 12 months later.

Volunteering During Working Hours

CNH Industrial supports corporate volunteer programs in the various Regions in which it is present and, in 2014, organized several campaigns to encourage volunteering among employees.

In the NAFTA Region, CNH Industrial organizes games and lively fundraising activities at its sites in favor of the Relay for Life and United Way charitable campaigns. In addition, during the annual Habitat for Humanity initiative in the USA, employees spent 500 hours of their work day building houses for the homeless (see also page 117).

Through a similar initiative in Argentina, called Un Techo para mi Pais, twenty employees helped build three houses for underprivileged people.

In Brazil, Children’s Day celebrations were organized in conjunction with employees in three cities. Activities ranged from a performance put on by employees, to an arranged lunch and other recreational activities. In 2014, a total of 980 children benefited from such events. In Mexico, 16 employee volunteers organized leisure activities for a children’s day event held at a public school near the Company’s plant in Querétaro; a total of 48 volunteer hours were dedicated during the work day.

BLOOD DRIVES
CNH Industrial also offers employees the opportunity to participate in blood drives while at work. In Italy, more than thirty thousand hours were dedicated to blood drives, resulting in the donation of approximately 3,800 cases of blood. In France, a dedicated information campaign was launched in 2014 to encourage blood drives. Following this campaign, blood donations were organized at all main sites in the country (Etampes, Trappes, Rorthais, Annonay, Vénisiseux, and Saint Priest), resulting in the collection of over six hundred blood bags.
In Spain, at its sites in Madrid and Valladolid, the Company offers employees the opportunity to participate in blood drives twice a year while at work, through the Cruz Roja; approximately one hundred people participated in 2014.
In the US, blood drives are regularly held at select locations. In Burr Ridge (USA), approximately one hundred units of blood were collected in 2014.

In 2014, a program in Curitiba (Brazil), offering employees the chance to meet during work hours to organize volunteer initiatives, was extended to plants in Contagem, Sorocaba and Piracicaba, involving a total of 263 volunteers. At the Sete Lagoas plant (Brazil), the Company continued the Programa Formare training program, which encouraged 101 employees to share their knowledge with local young people (see also page 123).

Several volunteer programs took place in Argentina, encouraging employees to donate goods to support their local communities, such as the Toys Collecting campaign, which benefitted 370 people, and the Warm Clothing campaign, which benefitted one thousand people. Employees in Argentina also took part in initiatives with local young people. Through the Junior Achievement Program, 12 employees helped local school students to prepare business projects, developing skills such as initiative and project management. Another 13 employees shared a work day with young people in different areas to encourage them to continue studying to improve and develop their future careers.

In the APAC Region, the Company renewed a contract in Australia to encourage employees to help out as volunteer firefighters in emergencies.

(1) Survey of all Company employees, excluding hourly employees, carried out on October 31, 2014.
(2) Survey covers the period from January 1, 2014 to October 31, 2014, and only includes leave of 3 days or more. 


GRI: 
G4-DMA; G4-LA3; G4-DMA; G4-EN30