We support personal development

In a business like ours skills play a strategic part in the Group's to growth. This is why our internal processes for the valuation of human capital are based above all on training and development and on good assessment processes.

With this in mind, we outlined our new "Leadership Model" as a value and behavioural frame of reference, for the development staff  and the achievement of  strategic objectives.

Training and development

We organise personal development, starting with the Group’s strategic objectives - industrial growth, the territory, innovation and quality, operational efficiency – and individual needs in terms of know-how. The companies use the e-learning platform Pianetacea to map training requirements and, based on these, we design targeted training courses. In particular, since the start of lockdown following the health emergency, the digital platform has been made accessible to the entire company population, ensuring massive staff training.

Training can be grouped into four categories:

  • managerial, for the devolopment of management skills and techniques regarding organisational conduct and leadership;
  • regulatory matters and company policies considering details  of legislation and corporate provisions for the Group's various  business areas;
  • technical-operational, for the acquisition of specific competencies, digital in particular;
  • safety matters, in 2022, the total hours of occupational safety training provided to the Group’s personnel amounted to 109,979.

Click here to learn about the projects we have developed for the valorisation of our skills.


The Acea Business School Academy

Supporting the development of professional competences is a fundamental commitment in order for the Group to be able to evolve and achieve its goals. Created in 2022, the Acea Business School Academy was conceived to equip the Group’s people with strategic capabilities in response to the new professional needs, but also to contribute towards the dissemination of value-related, behavioural and leadership models consistent with the corporate vision and mission. The project is characterised by a diversified and increasingly inclusive approach, entailing the adoption of numerous formats, from classroom training to digital learning, and ensures the acquisition of managerial, digital and technical-specialist skills, alongside the mandatory refresher courses concerning observance of regulatory compliance.

Assessment and incentive systems

We are committed to the creation of  a culture increasingly based on merit, encouraging the continual improvement of our staff in line with  Group values. With this in mind, in keeping with the evolution of the Leadership Model, in 2022 we developed a new Performance Management system, comprising two different categories: one for executives and middle managers, the other for office and factory staff. The system has been designed in order to:   

  • value individual contributions and enhance the behavioural dimension of performance;
  • ensure the continual improvement of  individual and team performance;
  • anchor assessment not just to results (measuring  "what"), but also to actual behaviour (measuring “how”);
  • promote a process of individual , personal performance assessment, associated with the achievement of measurable objectives and  the observation of related actual behaviours.

We intend performance in a global sense as a group of directly measurable results, and a person’s observable behaviour with respect to a specific objective.

We apply long-term incentive systems, such as our Long Term Incentive Plan (LTIP), reserved for managers holding strategic roles and responsibilities (CEO and senior management), and short-term (annual) incentive systems, such as Management by Objectives (MBO) applied to top and middle managers, based on the achievement of individual and Group objectives and compliance with the conduct required by the Leadership Model. Both these systems, in terms of Group goals, include a composite sustainability objective.
Middle management, office staff and workers (including apprentices) also receive an annual performance bonus: this financial compensation is awarded to employees in recognition and sharing of the good results achieved by the company. Following the implementation of the Welfare Plan, employees can convert the performance bonus into a wide range of welfare services (flexible benefit) also extended to families.



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