In line with the Premium positioning strategy, in 2013 Pirelli updated its Global education model with a view to aligning skills, strengthening the overall knowledge management system and creating permanent education processes.

The new training model, called Training@Pirelli, allowed the globalisation of the training offer among all countries, opening it to the entire corporate population and at the same time achieving economies of scale and an increase in potential users. Training@Pirelli is characterised by being a globally organised and structured system which is nevertheless equipped to meet the needs that could emerge locally at any time in each of the countries in which Pirelli operates. 

Pirelli’s training system is closely related to the Performance Management system (for further information, please see the paragraph on Development): in fact, during the annual and half-year interview with their Manager, priorities and training courses to be attended are defined on the basis of the offer in Training@Pirelli, described in a catalogue distributed to all employees through the training portal called Learning Lab.

The three “pillars” on which Training@Pirelli is based are the Professional Academy, the School of Management and the Local Education. The first two are designed centrally with implementation in the countries of the Group, while the Local Education is generated and provided locally to meet the specific local needs. 

Professional Academy

There are ten Pirelli Academies: Product Academy, Manufacturing Academy, Commercial Academy, Quality Academy, Supply chain Academy, Purchasing Academy, Finance Academy, Planning & Controlling Academy, Human Resources Academy, Information Technology Academy. 

Sustainable Management elements run through all the Academies, with focus for example on product life cycle (LCA), environmental efficiency of the process, health and safety, sustainable management of the supply chain, risk management, SRI investor market, diversity management, etc.

The Academies are directed to the entire corporate population to provide permanent learning and ensure exchange of know-how between countries as well as the implementation of tools and procedures.

The faculty of the Academy is mainly composed of internal trainers, experts in their specific functions that, according to the training needs and logistics needs, act at central, regional and local level, or through online seminars and webinar sessions. 

Each Academy is led by a top representative of the function and is composed of a team of professionals from the function itself. The Group Training function closely monitors all staff members of the Academies, ensuring uniformity in the design, delivery and assessment of methods of learning, and ensuring consistency with human resources development policies.

In 2014 the Academy offered 216 courses held either at the headquarters or at foreign Affiliates of the group.

School of Management

With the aim of supporting the Pirelli Group in the development of the management culture, the School of Management (SOM) spreads managerial skills defined centrally to support the pursuit of the company development strategy and related targets. 

The training offered is reviewed and updated annually to keep pace with the company’s development and offers a web tool to support the continuing education even outside the context of a typical classroom. In turn, the on-line section Train Your Brain continually provides new videos and articles aimed at strengthening the skills developed in the classroom.

The SOM is divided into three major training areas or Business, People and Change, and targets populations of Executives, Middle Management/Senior Professionals and New Graduates/Junior.

The training dedicated to executives is preferably provided at the headquarters in Milan in order to allow participants to discuss strategies directly with Senior Management and share them cross-functionally and geographically. In 2014, seven editions of SOM were provided, 6 of which were held in Milan and one in Brazil for Executives of the Latam region (Brazil, Argentina and Venezuela).

The training activities aimed at Middle Management and Senior Professionals are designed centrally (Milan) and then offered locally. In the course of 2014 about 800 middle managers and senior professionals attended more than 50 editions of School of Management held in 9 different countries.

As for the population of new graduates, 2014 saw the consolidation of the two-year course Warming Up@Pirelli, launched in 2013 with the aim of providing a common view on the Pirelli universe to all new graduates recruited in the various countries. The main topics covered include: the Sustainable Management Model adopted by the Company, the strategies, the product, processes, customers, markets and all the basic skills that Pirelli considers important for a young employee who wishes to become part of the future management of the Company.

Each country is given the opportunity to break down the warming up path, taking account local specifications, reviewing the timing and frequency of the courses, while ensuring process homogeneity in terms of total duration and content provided, defined centrally according to priorities and business strategies.

In 2014 Warming Up@Pirelli involved over 180 young employees.

Local Education

The training provided locally responds to the specific training needs of the local context and culture of the country of reference. The seminars cover areas of expertise ranging from the improvement of interpersonal skills to stress management, from the development of IT, language and regulatory skills up to seminars on issues of welfare and diversity inside the Company.

In the latter area the following 2014 courses deserve mention:

  • Parents at Work: dedicated to the parents of children aged 0 to 6 with the aim of teaching them to use the parenting experience as a “gym” to develop and consolidate skills and managerial behaviours to be used at the workplace as well. 
  • Diversity at Work: the training course explores the wealth that the individual and the Company can draw from a heterogeneous environment, in which the diversity of people and cultural contexts turn into added value and therefore of strategic interest for Company development. The course, provided in 2014 to Italian employees, will be extended to all affiliates of the Group during 2015.

Focus: training on sustainability

2014 also saw the continuation of training regarding the Pirelli Model of Sustainable Management in line with the Sustainability Plan.

Training was diversified according to the target group. In the context of the international corporate course Pirelli’s Way Joining the Group, Pirelli presents the Group’s Sustainable Management strategy to all new employees, starting from the multi-stakeholder approach in the context of integrated economic, environmental and social management. Pirelli Training Model also brings the attention of new recruits to the Group’s Sustainability Policies and its related commitments, as expressed through the Ethical Code, the Code of Conduct, the Equal Opportunities Statement, the Policy on Social Responsibility for Occupational Health, Safety and Rights, and Environment, in addition to the requirements of the SA8000®  Standard and internationally recognised human rights, from the prohibition of forced and child labour to freedom of contract, equal opportunities and non-discrimination. 

All of these issues are also presented in training courses for all Group sustainability managers and buyers.

Also in 2014, Pirelli has held several Academies on the sustainable management of the supply chain, dedicated to the management and staff of the purchasing department, both centrally and locally.

In the course of 2015 a Convention is also expected for Sustainability Managers of the Group, to be held at the headquarters. 

Pirelli training figures

In 2014, Pirelli’s training investment grew further, reaching an average of 8.2 days of training per capitaat the global level, and is constantly growing compared to the average of 7.2 days recorded in 2013 and of 5.1 recorded in 2012. For the second consecutive year the target set in the Industrial Plan that provided for the achievement of an average of 7 days per capita just in 2015 was exceeded. 

Focusing on the training provided to the blue collar workers of the Group, the number of days on average per capita reach 9.2 with a growing trend in the last three years, as shown in the graph.

The figure for training of management amounted to an average of 4.4 days per capita.

Training involved 80% of the workforce with at least an average of one day per capita and recorded a substantial balance in terms of equal access to education between genders, with 80% of the population of both men and women being involved in training activities.


Average days of training

Of the total training provided by the Group in 2014, about 77% is accounted for by the Professional Academies, in which training grew significantly on issues of health, safety and environment, from 11% in 2013 to 16% in 2014. The high percentage of training hours provided within the perimeter of the Academies legitimised the investment made on the population of internal trainers within the plants, since 2014 dedicated full-time to providing support to colleagues with specific activities and aimed at improving skills in the industrial field. 

Pirelli intends to maintain increasingly structured consistency to its training activities, continuing to deliver in the coming years a number of average days of training per capita greater than or equal to 7 and aiming at involving 90% of employees in at least one day per capita by 2017.