The University's remuneration and incentive schemes aim to build a competitive and encouraging "remuneration structure", that attracts, retains and motivates people endowed with the proper skills and professionalism to guarantee the quality of administrative, management and technical support services for research and teaching.
These goals can be achieved by:

• using an integrated and complementary vision, so as to ensure a fair and competitive remuneration structure, as well as the supervision of the University's key roles and skills;
• making the most of the strengths of the CCNL (Contratto Collettivo Nazionale di Lavoro - National Collective Labour Agreement), in terms of protection, flexibility, working arrangements, welfare actions, work/life balance and organisational well-being, as well as professional and career development opportunities.

In order to implement this integrated approach, the Politecnico di Milano has defined a remuneration and incentive system based on the following "Pillars":

• Fixed Remuneration Policy (GAI - Gross Annual Income)Aimed at remunerating accountability and professional and career development according to the roles and the Organisational Structure of the University.
• Variable Remuneration Policy linked to Performance (Global Annual Remuneration) Aimed at remunerating organisational and individual objectives achievement in accordance with the University’s Strategic Plan. It constitutes a significant component of staff remuneration. It is paid annually according to the position being held and the organisational and individual performance evaluation.
• Variable Remuneration Policy NOT linked to Performance (Total Annual Remuneration) Aimed at remunerating the performance of assignments, responsibilities and additional activities, as well as other contractual institutions not related to performance on the assigned role.
• Non-monetary Remuneration Policies The combination of all the services, actions and management policies that are perceived as ''value'' within the Politecnico di Milano’s organisational culture and which are capable of generating a sense of belonging and loyalty. In particular, welfare and people care actions are considered strategic, with major investments and initiatives in the following areas:
  • Personal care and work-life balance
    • People care and health care project
    • Internal and affiliated day nurseries
    • Subsidies for Staff
  • Life insurance
  • Sustainable mobility (contribution to the purchase of annual public transport subscriptions)