Designed to engage employees with fun challenges, Sustain-Able is intended to promote knowledge of the environment and cut CO2 emissions
CATEGORY: People
PROJECT NAME: Sustain-Able by Leonardo
BUSINESS AREA: Corporate
DESCRIPTION
Sustain-Able is a platform rewarding sustainable behaviour on the part of employees with a playful form of engagement, offering challenges focusing on the creation of a true corporate community. The trial part of the project took 12 weeks and saw the involvement of about 3,500 employees in the Rome area, with the goal of offering a training programme encouraging awareness of sustainability issues and offering a real perception of how the company can contribute to generating a positive impact on the planet.
INNOVATION
Creation of a web app focusing on issues of sustainability, accessible to all the Leonardo people, with the goal of forming a team and contributing to reducing the company’s carbon footprint. A fun, easy way of educating Leonardo’s people on sustainability and raising their awareness of environmental issues. Leonardo team members completed 1,995 missions and saved about 3,000kg of C02 emissions in the test phase.
TEAM
Carmela Esposito (leader) – Corporate Communication – Roma Monte Grappa
Manuel Fuselli – Electronic Engineer – Roma Monte Grappa
Francesca Ienca – Area Group Data Protection – Roma Monte Grappa
Where did the project take place?
The project was developed at the Leonardo Headquarters at Roma Monte Grappa, in Rome.
How do you think your project can benefit Leonardo’s innovation ecosystem (both within and outside the company)?
There are benefits for Leonardo in terms of employer branding and reputation, as well as involvement of team members. Moreover, the actions are measurable, permitting verification of overall environmental impact (real reduction of CO2 emissions) and development of specific projects in the area when in full-swing operation.
The new valves produced in response to the Coronavirus emergency improve the efficiency of a particular model of underwater mask in respirators for sub-intensive care.
CATEGORY: People
PROJECT NAME: Colibrì
BUSINESS AREA: Aerostructures
DESCRIPTION
Innovating doesn’t mean merely coming up with successful solutions for the future, but also offering rapid, efficient responses and technology solutions in the event of emergency. The Colibrì project responds to an appeal from Isinnova, a company launched during the Coronavirus emergency. At the time of peak demand for respirators in Italian hospitals, Isinnova of Brescia launched a public appeal for support using additive manufacturing technology to manufacture two plastic valves (Charlotte and Dave) permitting modification of a particular underwater mask model in respirators for sub-intensive care.
INNOVATION
In the midst of the pandemic and the lockdown, a joint team from R&D and production engineering made themselves available to work on-site on valve production, running all the available 3D printers 24 hours a day, in order to respond promptly to the requirements of the Civil Guard and other national organisations responding to the emergency. They also launched production of face shield masks, not easy to find at the time, assessing the possibility of mass production.
TEAM
Alessandro Serio (Leader) – IP management and R&D – Grottaglie (TA)
Paolo Del Giudice – Production engineering – Tooling – Grottaglie (TA)
Annarita Boccuni – IP management and R&D – Grottaglie (TA)
Davide Antonio Stanca – Production engineering –Tooling – Grottaglie (TA)
Andrea La Gioia – Industrial Expert – Grottaglie (TA)
Where did the project take place?
The project took place in the Leonardo Aerostructures site in Grottaglie, Taranto (1250 employees, 137* suppliers and 4,467* people working in related industries), concerned with the production and assembly of carbon fibre fuselages for commercial aircraft through use of what is referred to as “One Piece Barrel” technology.
How do you think your project can benefit Leonardo’s innovation ecosystem (both within and outside the company)?
The initiative attracted a lot of media coverage, both in-house and outside the company, underlining the culture and values of the Leonardo brand. It also allowed the team to get in touch with the Electronics Division, creating a collaborative process for other company business needs as well.
*figure calculated on a regional basis
Active in all Leonardo UK sites, the group was born with a view to a growing inclusion of employees with disabilities and neurodiversity. Traversal to all functions, involves volunteers.
CATEGORY: People
PROJECT NAME: Enabling our employees with a disability and neuro-diversity to succeed
BUSINESS AREA: Electronics
DESCRIPTION
Under the Leonardo UK strategy to improve Inclusion and Diversity, the Enable Network Group formed to represent the interests and needs of employees with disability, both visible and invisible, and those with neuro-diverse characteristics. This is transversal across functions, the Electronics, Cyber and Helicopter business units, and into our partnerships and supply chains.
INNOVATION
This project intends to encourage the inclusion of Leonardo UK employees with disabilities and / or neurodiversity through an innovative approach, which takes the form of the creation of the Enable Network and is implemented with the support of a group of Volunteers. Last July Enable received Disability Confident Employer level 2 and the goal is to extend the Enable network across all Leonardo sites to help attract, retain and develop our disabled and neuro-diverse staff.
TEAM
Mark Hartree (leader) – Programme Manager – Edinburgh (UK)
Mark Conn – Responsible Internal Audit UK – Luton (UK)
Bethany Colburn – Integrated support engineer– Yeovil (UK)
Jo Meek – Project Officer - Yeovil (UK)
Kirk Mayes – Lead systems engineer - Edinburgh (UK)
Beverley Mcbride – Principle customer trainer – Lincoln (UK)
Where was the project developed?
The project has been realised transversally across different Leonardo business areas in the UK, Electronics, Cyber & Security Solutions and Helicopters. The Leonardo headquarters in Edinburgh (2,000 employees, 610 * suppliers and 1,300 * people in related industries), is active in the design and production of technologies such as radar and lasers.
How do you expect your project to benefit Leonardo's innovation ecosystem (both internally and externally)?
The work carried out by the Enable group has resulted in updates to the corporate website, with reference to the hiring policy. The contents examined and the insights conveyed internally, for example referring to the recognition of individual talents and abilities, fit fully into Leonardo's culture, increasingly focused on the acceptance of diversity and inclusion. This constant commitment is implemented through constant collaboration with the business units and with the main suppliers, partners and specialists.
* data drawn on a regional basis
SOFIA, the platform for in-house information sharing
News, documents and data made available to all company departments. Automatic feeds and faster search times. Knowledge sharing develops synergies and produces greater integration.
CATEGORY: People
PROJECT NAME: SOFIA Strategic Operational Framework for Intelligence and Awareness
BUSINESS AREA: Corporate
DESCRIPTION
SOFIA is an intelligence tool designed to make it easier to search for information and promote the distribution of knowledge for the markets served. SOFIA provides users with news, documents and data from internal and external sources, facilitating work and sharing the available information in a simple, user-friendly way. Already operative for the Corporate, Cyber and Electronics Divisions, the project will gradually be extended to all company organisations on the basis of a joint roadmap.
INNOVATION
SOFIA is a platform developed entirely in-house, in which data from internal and external sources flows into a single place and, with constant automatic feeds and a powerful search engine, permits reduced scouting time and availability of updated information. For the first time, the company now has a tool at its disposal triggering a virtuous process of information sharing which is not only useful to everyone in their work, but can lead to a concrete evolution in the corporate culture.
TEAM
Monica Dubay (leader) – Head of Business Intelligence – Roma, Monte Grappa
Marco Clemenzi – Business Intelligence – Roma, Monte Grappa
Bruno Tomaselli – Microservices Backend Developer – Catania
Daniele Pallotta – IT Business Partners Enterprise – Roma, Via Faustiniana
Where did the project take place?
The project was developed at the Leonardo Headquarters in Roma Monte Grappa.
How do you think your project can benefit Leonardo’s innovation ecosystem (both within and outside the company)?
The culture of sharing inherent in the SOFIA project permits knowledge sharing and cross-cutting information, in which each company department can contribute its own analysis and information, fostering the expansion of corporate knowledge, development of synergies and greater integration.
*figure calculated on a regional basis
INTASS will improve the efficiency of the company’s activities, and therefore generate value, by mapping Intangible Assets (IAs). The management process will become a company asset thanks to traceability.
CATEGORY: People
PROJECT NAME: INTASS - Intangible Asset Advanced Management and Operative System
BUSINESS AREA: Aircraft
DESCRIPTION
INTASS is an advanced knowledge-management-driven operational model which maps Intangible Assets (IAs) so as to improve preparatory business activities, thus generating value. INTASS permits traceability, backtracking and use of the knowledge gained, adding it to the company’s assets.
The project is a response to the challenges of the global market, requiring conscious, sustainable management of knowledge-related products and technologies so that they become keys to the company’s competitive edge.
INNOVATION
INTASS is a process innovation based on knowledge management and structured IA management which is no longer divided into batches, permitting identification and characterisation of IAs thanks to interoperability with document management systems. INTASS will prevent knowledge from being lost, ensuring correct perception of its relative value to the company and to others, and contributing to the exploitation and reuse of IAs to promote the evolution of knowledge in technological contexts and for the enhancement of intellectual capital.
TEAM
Elena Valfrè (Leader) – Engineering/Knowledge Management (KM)/Intellectual Property (IP) Processes Knowledge Expert (KE) – (Turin)
Silvia Cenerazzi – KM/IP Processes KE – (Turin)
Eugenio Della Libera – Advanced Methods and Tools KE – (Turin)
Where did the project take place?
The project was developed independently by in-house resources working at the Leonardo Aircraft site in Turin (1200 employees, 400 suppliers* and 7786 people* working in related industries), specialised in engineering (Research & Development and design), simulation and testing.
How do you think your project can benefit Leonardo’s innovation ecosystem (both within and outside the company)?
INTASS permits management of Intellectual Property, integrating people, processes and technologies into the IA lifecycle to increase awareness of the value generated by IAs. Agile, immediate consultation reinforces inter-functionality to promote business development and external relations.
*figure calculated on a regional basis
The creative use of video platforms innovates internal communication, creates participation and promotes values, projects and cultural diversity. A project to be extended to the whole Group.
Category: People
Title: Let’s vlog about it!
Business aerea: Telespazio Germany
Description
The project introduces a unique way of using video as a fun and powerful channel for internal communication. It is a blog in video format, comprising of a series of informal interviews, during which business topics are communicated concisely to the point. Our vlog is also a channel to promote our company values, celebrate team achievements and bring into the spotlight our diversity and multicultural work environment. This also gives our colleagues the opportunity to be part of it, join a video or suggest a topic they burn for.
WHAT INNOVATIONS DOES YOUR PROJECT INTRODUCE? WHAT REALLY MAKES A DIFFERENCE?
Especially while facing the challenge of physical distance imposed during the past two years, this creative use of the video format has shown outstanding advantages. It has helped to achieve high employee engagement, overcome the threat of working in silos, isolated or disconnected from the company, improving team bonding and impact on the activities.
Cristina Conesa Carbonell (Leader) – Marketing & Communications Manager – Telespazio Germany
Trang Dang (Leader), Junior Marketing Manager – Telespazio Germany
Where did the project take place?
The project was developed at Telespazio Germany GmbH headquarters in Darmstadt. The company designs, develops and maintains ground segment systems both in the space and aviation domain. These include monitoring & control, planning, automation, and data processing systems. Telespazio Germany employs 400 people at its sites.
How do you think your project can benefit Leonardo’s innovation ecosystem (both within and outside the company)?
A global vlog at Leonardo group level could be key in shaping the company’s communication. It can positively impact all employee’s lives, connecting them across countries and functions and bringing them closer to one another.
Developed in the UK during the pandemic, Virtual coffee break created a fun and informal interactive environment, increasing inclusiveness within teams.
CATEGORY: People
PROJECT NAME: Virtual coffee break
BUSINESS AREA: Electronics
DESCRIPTION
The virtual coffee break is an initiative that uses a random generator to group participants for short informal coffee breaks. It aims to replicate the “random” interactions employees have while working on site. For example, chance meetings in the kitchens, canteens, and hallways. This provides employees with a fun and informal opportunity to expand networks with colleagues from various areas and levels of the business across the different sites within the UK.
INNOVATION
The virtual coffee break produced an innovative use of Microsoft Excel, Word, and Outlook to efficiently create and distribute groups of participants in just a few clicks. It has increased interactions and inclusiveness within teams and business areas. Through networking, relationships and connections were created in the workplace during and after the pandemic, including in remote work. Furthermore, the project has achieved an extremely positive result in the direction of the well-being and mental health of employees.
TEAM
Ryan McMullan (leader) – Project Manager – Edinburgh (UK)
Lauren Skedd – RATS Business Manager – Edinburgh (UK)
Where was the project developed?
The project was developed at the Leonardo headquarters in Edinburgh, United Kingdom (2,000 employees, 610 * suppliers and 1,300 * people in related industries), specializing in the design and production of technologies such as radar and lasers.
How do you expect your project to benefit Leonardo's innovation ecosystem (both internally and externally)?
Through the Innovation Award, the goal is to expand the virtual coffee break to a wider audience and across more sites in the UK and Italy. Allowing employees to become better connected in a fun and informal setting. This will benefit Leonardo as it will allow the sharing of information and ideas across functions and sites where personal interactions would not otherwise take place. It is also cost effective as it uses existing tools/software on all employee PCs.
* data drawn on a regional basis
Also accessible from a mobile device, the innovative software permits virtuous planning of attendance and use of workstations, representing an 80% time saving for administrative offices, department heads and HR.
CATEGORY: People
PROJECT NAME: Collaborative fuzzy plan: smart working and attendance control on site
BUSINESS AREA: Electronics
DESCRIPTION
Design and development of a web-based software system which is also accessible from mobile devices, is configurable, and can be used from any Leonardo sites. All data on company structures has been imported in collaboration with HSE (Health Safety & Environment) and HR (Human Resources) departments. The system is used by all administrative offices, department heads and HR. Employees can see their own agile working plan, and each manager sees his or her own assistants. The system highlights information on incompatible attendance, missing planning data and weekly summaries and statistics in real time.
INNOVATION
What is innovative about this project is the collaborative approach with which all the players in the process - department heads, HSE and HR - contribute openly and simultaneously to organised planning of agile working and shared access to space for a large number of people (2,000). There is no further need for excel worksheets, no risk of making mistakes, no waste of time. This SW approach can also be applied to other corporate and organisational aspects, from projects to desk sharing and other activities involving thousands of people.
TEAM
Stefano Chini (leader) – Electronic Engineer – Roma Tiburtina
Gianfrancesco Ranieri (leader) – Electronic Engineer – Roma Tiburtina
Ilaria Caradonna – Human Resources – Roma Tiburtina
Where did the project take place?
The project took place at the Roma Tiburtina site (2,000 employees, 807* suppliers and 11,257* people working in related industries), home to the Electronics and Cyber & Security Solutions divisions, specialising in the design and production of 2D and 3D surveillance radar, naval firing systems, radar systems for air defence, sea and air traffic management systems, systems for the protection of territories, boundaries and critical infrastructure.
How do you think your project can benefit Leonardo’s innovation ecosystem (both within and outside the company)?
The system is used by thousands of users every day, representing approximately an 80% time saving for administrative offices, department heads and HR. At the company’s headquarters, the system is also used for desk sharing, allowing different people to use the same spaces in an orderly, organised way, virtuously combining agile working with economical use of workstations.
*figure calculated on a regional basis
Dedicated to future generations of aircraft, this project accelerates the process of innovation to achieve strategic goals with the involvement of outstanding university and corporate resources.
CATEGORY: People
PROJECT NAME: F2LINK - Future Flight Leonardo Innovation NetworK
BUSINESS AREA: Aircraft
DESCRIPTION
The F2LINK project began in 2021 with the involvement of the Future Aircraft Technologies Lab (FAT Lab) and the corresponding Research Units in the Innovation Management Department of the Aircraft Division.
The project aims to set up an innovation network with the goal of identifying ad acquiring new technologies of key importance for the competitiveness of the company’s future products - in line with the Be Tomorrow Leonardo 2030 strategic plan - such as artificial intelligence, autonomy, electrification, advanced materials and digitisation – for future generations of aircraft. F2LINK accelerates the innovation process, drawing on the capabilities of national and international research, institutions, universities, SMEs, spin-offs and start-ups and connecting them in a network.
INNOVATION
The principal innovation involved in the project is process innovation: F2LINK permits efficient, rapid, economical and effective creation of an innovation network contributing to achievement of Leonardo’s strategic goals.
The project involved about 100 professors from 25 universities and 2 start-ups in only six months, setting up more than 20 projects and a number open innovation programmes and creating two "physical" hubs, in Turin and in Pomigliano d'Arco, to study the technological solutions identified.
TEAM
Emilia Sorrentino (Leader) – Innovation Management – Torino
Salvatore Grimaldi – Head of Innovation Management – Torino
Fabio Binotto – Technology Planning – Torino Corso Francia
Where did the project take place?
The project was developed independently by in-house resources working at the Corso Francia site in Turin (1,200 employees, 400* suppliers and 7,786* people working in related industries), specialised in engineering (Research & Development, Design), simulation and testing.
How do you think your project can benefit Leonardo’s innovation ecosystem (both within and outside the company)?
The process implemented by F2LINK is efficient and, above all, replicable by all Leonardo divisions.
The innovation network, composed of outstanding university and corporate resources, is created on the basis of the company’s interest in particular areas of technology considered strategic for the company’s future competitiveness in the field in question.
*figure calculated on a regional basis
CATEGORY: People
PROJECT NAME: Algorithm for Covid-19 risk assessment abroad, for effective travel management and to ensure business continuity
BUSINESS AREA: Electronics
DESCRIPTION
During the Covid-19 pandemic, we had to combine the need for results targets and continuity of business for customers and the entire supply chain with the protection of workers' health. To this end, in line with the European Community Recommendations, we developed an innovative risk assessment algorithm for destination countries that takes into account the local epidemiological situation, the health situation and the quality level of the available health facilities, for the subsequent development of prevention protocols that reduce the risk of contagion. The proprietary risk assessment model is fed with data that a specialised provider updates weekly. This has ensured business continuity in more than fifty countries and the fulfilment of contractual commitments.
INNOVATION
The ability to define an algorithm not found in other organisations, based on the comparability of data between Italy (regionally) and the rest of the world. This takes place using the International Scientific Community’s guidelines for a uniform assessment of the risk of contagion (based on the curve of contagions averaged on a twice-weekly basis and per 100,000 inhabitants, the number of swabs carried out, the effectiveness of vaccinations, etc.). The algorithm is also based on an approved scientific methodology, that is, on the European Community's guidelines issued with a request for adoption by the member states for the legal validity of the subsequent measures implemented; on the structural aspects of the destination country in terms of health risk and crisis management capacity; and on the Duty of Care (protection of the personnel involved regarding the current Italian situation).
TEAM
Francesco Piccolo (leader) – HSE head of BU other Leonardo sites – Roma Tiburtina
Beatrice Lamonica – Organisation & Office – Rome, Piazza Monte Grappa
Stefano Toncich – Head of BU Site HR Management & Industrial Relations - Roma Tiburtina
Grace Lertora – HR business partner coordination – Roma Tiburtina
Maurizio Cipolletta – Head of BU Union Relations & HR Administration – Milan – Nerviano
Chiara Profumo – Head of BU HSE External Sites & Line of Business Support – Rome Tiburtina
Federica Albanesi – Head of BU External Sites & IPT Support – Roma Tiburtina
Where was the project developed?
The project took place at the Roma Tiburtina site (2,000 employees, 807* suppliers and 11,257* people working in related industries), home to the Electronics and Cyber & Security Solutions divisions, specialising in the design and production of 2D and 3D surveillance radar, naval firing systems, radar systems for air defence, sea and air traffic management systems, systems for the protection of territories, boundaries and critical infrastructure.
How do you think your project can benefit Leonardo's innovation ecosystem (both inside and outside the company)?
The project has enabled the resumption of activities in the various countries where the Leonardo Group operates. This ensured the group's financial results on the one hand, and the business continuity of Leonardo and its customers on the other, by providing a real service to the various countries. Not least, it implemented the Duty of Care that the Leonardo Group has towards its people.
* data taken on a regional basis