TPG

Stefania Lallai

Internal Communications Manager

TNT Express Italy

Lallai delivered employee empowerment through information.

Torino, Italy Stefania Lallai joined TNT Express in Italy in 2001 with a clear mandate. When the business unit’s first Investor in People survey revealed employees’ need to know more about their company, Lallai was hired to establish the unit’s first internal communication department to cascade information to the more than 3,000 people who work in 135 depots and 162 locations across Italy.

One of Lallai’s first objectives was to help employees see that TNT is larger than their own environments, that the company depends on their contributions each day, but that it also transcends the network in Italy. “If you only see your part of the work, you cannot perceive what a great feat it is to deliver a parcel from the other side of the world to a customer in Italy,” said Lallai. “Behind every parcel we deliver is an enormous world that is constantly moving. It’s really an amazing company.”

Also central to Lallai’s mandate was cascading business strategy to employees at all levels. To get those messages across, Lallai and a team established an intranet that reaches all depots and locations. “The site really shortened the distances between the field and head office,” she said. “It created a sense of teamwork and started the process of employee involvement.”

To continue that momentum, Lallai also developed the business unit’s first social report in 2001. Capturing information about the business unit and presenting it in a document that adheres to Global Reporting Initiative guidelines and is certified by independent auditors, Lallai reasoned, was one of the best ways to inform employees.

Lallai’s reasoning proved sound. Now in its third year, the report is distributed not only to employees, but to customers, subcontractors, social associations and other stakeholders. It has drawn employee feedback that led to development of a career-track training programme, garnered attention from the Italian ministry of welfare, and served as the catalyst for a dialogue with employees and customers.

Lallai sees the report and the actions that have resulted from it as central not only to the unit’s communication strategy, but to its business strategy. “To me, being a leader means providing clear, factual communication about what we really are. It’s important to face the market with an awareness that we are a great company, but with a humble approach of serving our customers and stakeholders in the best way we can. When you can show you’re great, you don’t have to shout it. People will see that and they will follow you.”