Internal Organization

Thanks to the awareness that a company can better exploit its human resources only through a lean, efficient and flexible organization, IFM has constantly taken special care of its internal organizational structure. The company made a steady effort to adapt the structure to the changing external landscapes where it was working during the years and a continuous active process verifies the effectiveness of adopted solutions and results, if needed, in reshaping the organizational chart and the job description.
In this continuos improvement perspective, IFM has recently approved a more flexible organizational chart, moving from a function-driven model to a mixed one, best fitting the current market’s evolution.
In detail, the production-devoted resources are allocated on a project basis, either responding to a dynamically assigned responsible or assuming directly the responsibility. About this, in the production area the management responsibility is assigned according to a variables set (economic value, strategic importance, management criticality, number of involved resources, etc.) that compose the specific commission’s frame.
Consequently, the company has defined new job profiles with different responsibility level, that range from REP (Responsible for Execution of Project), responsible for best relevance projects, to other profiles REC (Responsible for Execution of Commission), TEC (Technician for Execution of Commission) ed ESC (Executor of Commission), to which are assigned decreasing responsibility levels and diversified professional requirements.
With respect to the high section of the organizational chart, IFM assigns to a CEO (Chief Executive Officer), chosen by the Board of Directors, in addition to the institutional tasks of legal representation, the definition of company’s development strategy, supported by directional roles of DS (Strategic Director) and DIR (Innovation & Research Director). All operational aspects and relationships with personnel are under the competence of DG (General Director), which is supported by the following staff functions:

• AM: responsible for the administration of all accounting aspects, for all related fiscal and statutory duties and for personnel management
• PC: responsible for planning and control, supervising services provision activities, ensuring the organization and the optimal assignment of activities, and making planned controls
• AS: System Administrator, which manages all aspects related to the security of physical and logical access and to the management of the technical material and of equipments and service facilities
• SGI: responsible for the implementation, maintenance and monitoring of SGI (Integrated Management System Quality, Environment and Information Security)

In addition, the commercial functions and the production-related ones refer to General Direction.

The commercial role is assigned to the RAM’s (Responsible Market Area), that hold the responsibility for specific market areas. They are supported, on demand, by other commercial profiles (COM), which, in turn, can manage special market sectors.

The production-related functions are assigned, as above described, either to the REP’s, that directly respond to General Direction, or to other technical profiles, wich report to PC (Responsible for Planning and Control).