Training and development
Ongoing training
The Group’s commitment to ensuring continuous training for all employees is evidenced by the target of 25 million training hours, as set out in the 2024 - 2028 “The Connecting Platform” Strategic Plan. As further proof, from 2017 to 2025 the Poste Italiane Group invested a total of 48.5 million hours in training, with around 6 million hours delivered in 2025 alone, through multiple training initiatives developed to meet the challenges of the strategic plan and support the specific needs of its people.
In addition to developing role skills that are essential to support new business and service models, the annual training plans placed great attention to the growth of soft skills. These are essential to cope with a constantly changing environment and to promote behaviour oriented towards sustainability, innovation and continuous improvement. Training with a multimodal approach that combines in-presence training, realised through the use of innovative tools, with digital learning content, available at any time and accessible from different touch points.
Management training: leadership perspectives
Particular attention is given to leadership development and, more generally, to a mindset supporting the continuous growth of managerial skills to inspire change, read the present and the future and generate “value” for both people and the organisation. A new path for the development of managerial skills was introduced, dedicated to the target group of new operational managers (Be Manager): adding a step to the leadership value chain, aimed at building the foundations for managerial solidity, starting from the first experiences of coordination and management of organisation, budget and people. Confirmed are the “By manager” Initiatives, dedicated to the target group of newly appointed managers of organisational structures, and “Neo-Dirigenti”, training for newly appointed managers aimed at offering a comparison with best practices in the field of general management.
A number of meetings of the “Dialogues” cycle continued with witnesses from interdisciplinary fields with whom we discussed issues other than purely managerial ones, with the aim of providing stimuli and insights into issues of complexity. The meetings led to reflection on the meaning of one’s own work and on the possibility of being contaminated by “other worlds”, in order to enrich day-to-day managerial practices on the one hand and to develop, on the other hand, the ability to interpret them also from a future-oriented perspective.
There were also numerous integration and team building activities, aimed at reinforcing the value of teamwork, collaboration and integration, especially in contexts of change. This type of experience has mainly characterised the main group companies, which are going through phases of evolution and/or consolidation of their organisational dimension.
A great deal of attention was devoted to organisational evolution within the CLP, which was the subject of an articulated set of initiatives aimed at increasing understanding and implementation of the matrix organisation. Managerial training, as part of a broader Change Management design, made its contribution with the construction of a training course aimed at acquiring the skills necessary to make managerial action effective in this new, complex context, working on distinctive soft skills.
For all management, the deployment of the new Leadership Model was started, to which an in-person training day was dedicated. The course is aimed at acquiring an initial level of knowledge of the new “compass” of organisational behaviour desired to ensure effective management action in a phase of great evolution of the Company.
In relation to the partnership with Valore D, of which the Poste Italiane Group is a supporting member, participation in the training offer proposed free of charge by the Academy Valore D continued in 2025. Paths, seminars and mentoring programmes, designed to intercept innovative content and new trends, with the aim of spreading an inclusive corporate culture oriented towards the enhancement of all diversities, maintaining a constant focus on gender equality.
Artificial Intelligence: from knowledge to adoption
In order to create a fertile ground for innovation with AI, the new driver of transformation, by promoting a corporate culture that fosters its conscious and strategic adoption, training on Artificial Intelligence continued in 2025.
In this regard, in continuation of the digital literacy initiative promoted last year, the new Learning Path LabAI was made available: Artificial Intelligence for all in on-demand mode. The course aims to accompany the entire corporate population in the development of basic knowledge and fundamental skills on AI, consisting of more than 20 online courses, organised in 8 subject areas, including LabAI Literacy with the 10 video lessons already offered in the 2024 synchronous course, optimised for online use and enriched.
Particular attention was given to the issue of ethics: for the Group’s managers, the Corporate University organised a compulsory training activity, as part of the broader dissemination path dedicated to Artificial Intelligence issues, for the dissemination of the Ethical Manifesto in support of Artificial Intelligence created by Poste Italiane with the collaboration of Father Paolo Benanti, theologian and great expert in technology ethics. This meeting provided an opportunity to take stock of the acceleration and evolution of artificial intelligence and how this technology is now an integral part of everyone’s life.
Subsequently, in order to deepen the ethical principles and the European regulatory framework on Artificial Intelligence, with particular reference to the EU AI Act, the LabAI Ethics course was created for the entire corporate population, structured in two sections and consisting of four online courses.
In line with the initiatives approved by the Artificial Intelligence Committee, with particular reference to the adoption of Microsoft Copilot and Copilot Chat solutions within Office 365, a specific training plan was defined to support the introduction of these tools. The first phase progressively involved the entire DTO function, through the delivery of the “Microsoft Copilot Chat - User Training” course, with the aim of providing an in-depth and practical understanding of Copilot’s functionality for Microsoft 365, in order to increase personal productivity and foster a responsible use of AI in everyday activities. Subsequently, the second phase of the plan involved the Poste Italiane Group’s Structure Manager personnel who had been assigned the relevant licences, through the “Microsoft Copilot for Individual Productivity” course.
To complement this, a training experiment initiative was made available: the AI Assistant an Artificial Intelligence agent instructed on specific content. Divided by target group and content, two applications were developed: the LabAI Assistant to explore in a dialogue, totally autonomous and flexible manner the entire contents of the LabAI Literacy pathway, fostering continuous and customised learning; the Training professor, which introduces an innovative approach to training based on active, immediate and customised learning modes, to accompany newly hired university graduates in the knowledge of the essential areas for entry into the company.
Open Learning Area
Starting in 2021, the Corporate University introduced a new educational model called Open Learning Area (OLA). This initiative gives everyone in the Group free access to a dedicated learning environment for self-training, allowing independent enrolment in the training content of interest at any time. The Open Learning Area is designed to foster a personalised learning pathway, offering each individual the opportunity to develop professional and personal skills in line with their needs and aspirations. This year, the new “LibriOnLine” catalogue was made available to the entire corporate population. The offer includes 77 open-access e-books, designed to develop transversal skills useful in business and personal life. Contents range from artificial intelligence to wellness, sustainability, communication, regulation and more. The e-books were made available for auto-enrolment on the Learning platform. To support these initiatives, a multi-level communication plan was structured: a communication for all staff, a news item on NoidiPoste and the publication of a news item on the learning platform. In addition, a catalogue entitled “Do you Speak OLA” of some 130 language courses (English, French, German, Spanish, Portuguese and Dutch) on topics related to personal well-being, work effectiveness and trend topics was made available within the space.
The Internal Faculty
During the year, initiatives aimed at strengthening and enhancing the Internal Faculty, composed of colleagues with specialised skills who contribute to the dissemination of knowledge and professional development of the Group’s people through dedicated training activities, continued. In this context, a training course was implemented for new internal trainers, aimed at developing methodological and didactic skills for designing and conducting training interventions, both face-to-face and distance. The course provided tools and techniques for the effective management of training groups and for fostering participative learning processes.
The activities of the Faculty Community, a space for discussion and sharing aimed at enhancing the professionalism of internal trainers through continuous learning, skills development and exchange of experiences, also continued. The Learning platform was enriched with new content and materials to support the updating of teaching skills and the adoption of innovative methodologies and technologies.
Within the dedicated space on Microsoft Teams, the Community promotes moments of discussion, readings and food for thought, contributing to the professional growth of trainers and the dissemination of best practices. At the same time, Coaches from the School of Coaches, after completing their training and consolidating their skills through mentoring and supervision with certified coaches, are engaged in internal coaching courses aimed at high-potential people or people developing towards roles of responsibility. Coaching supports colleagues in strengthening their individual and interpersonal skills and in developing their professional career. The experience gained has also enabled a first group of coaches to reach the 100 hours of practice required for the first-level certification (ACC - Associate Certified Coach) of the International Coaching Federation.
Awareness-raising of senior figures on cybersecurity issues
In order to increase top management awareness of new cyber threat trends, management awareness raising and induction initiatives on cybersecurity-related topics were implemented, to be carried out over the 2025-2027 timeframe.
Accessible Training
To promote digital accessibility through training by ensuring that content is usable to all individuals, the Group is committed to training for accessibility and digital inclusion, through the preparation of ad hoc standard and format. Regarding the definition of new formats, a standard reference was devised for the design and development of online courses that includes new navigation and interface features to facilitate the use of courses by people who may have varying degrees of visual and hearing impairment and reduced mobility.
Engagement, Change Management and Training Initiatives
The Group has implemented several Change, Engagement and Training programmes to accompany the most relevant business changes in the Post Office network as well as in the area of Mail, Communication and Logistics. For the former, following the training course aimed at Post Office Front-End Operators, designed to strengthen the relational, commercial and service skills associated with the role, “OFE with the F of the Future” was launched, a programme which, through a series of creative workshops and immersive experiences, aims to accompany the evolution of the Front End of Post Offices by supporting the Front End Operator (OFE) in acting out the new role, involving as well Managers and support figures. In the logistics area, on the other hand, there is “Trajectories to Success”, the programme for empowering people and involving them in the company’s vision and in the future of the organisation, encouraging the contribution of the individual, so that everyone feels that he or she is a protagonist in the Group’s path of cultural and social change. The path involves the people in three layers of implementation: leadership teams, integration teams (middle management) and operational sites (professionals with key roles), to develop solutions that enable transformation by improving internal processes and communication. As part of the training initiatives under the “Trajectories to Success” programme, the “Know, Act, Live The Matrix” training course was launched, aimed at supporting the implementation of the matrix organisational model. The initiative is aimed at strengthening the skills needed to operate effectively in organisational contexts characterised by greater integration between functions and shared responsibilities, fostering a better understanding of matrix organisational models and the role of managers in end-to-end process management. The course also promotes the development of awareness of one’s own role in the realisation of corporate strategy and offers operational tools to deal with increasing organisational complexity, encouraging collaborative behaviour, widespread decision-making capabilities and working methods geared towards cross-functional cooperation.
“Be the change”, the Change Management programme for Postel, launched in June 2025, is designed to accompany the ongoing transformation path aimed at making Postel the reference point for the Group’s Tech offer and to support the digital transformation of the market and the Group’s Company, from an integrated and sustainable perspective. The objective is part of the involvement of its own workforce, ensuring participation in engagement and change management programmes. This path also involves the people of Postel’s central structures by dividing them into three implementation layers: leadership team, middle management and key people.
In the area of Customer Operations, to support Customer Service activities, the “AI Know” training project, dedicated to Customer Service Operators and Specialists, continued in 2025. The project is aimed at strengthening and developing people’s skills in relation to the technological context of reference and the logic of operation of the new Knowledge Management system, promoting a conscious and effective use of digital tools. The initiative was also extended to the functions involved in the process, including BancoPosta, PosteVita, Mail, Communication and Logistics and Postel, with the aim of fostering a transversal dissemination of skills and supporting the evolution of operational processes.
In addition, the “AI change now” programme was launched to support employees working in the Customer Service area, with the aim of accompanying the transformation linked to the adoption of Artificial Intelligence tools in customer service processes. The course involves all Customer Service roles, starting with Hub&Spoke site managers and ending with specialists, tutors, referrers and operators, with a sample of about 500 people and will see further development in 2026 with actions aimed at the entire Customer Service population1.
Lastly, in 2025, the “Play Day #1 Optimization HUB” programme was implemented, which was an evolution of the initiatives launched in the previous year, inviting us to approach each day with energy, curiosity and a spirit of experimentation always as if it were Day 1. The objective was to involve the entire Group in a new way of working, fostering an increasingly customer-oriented mindset and the adoption of agile models to optimise services, products and processes, thus generating concrete impacts on strategic initiatives. In collaboration with Amazon Web Services, the programme was based on the application of the Working Backwards methodology, which starts from the customer’s needs to design truly useful and desirable solutions, and on the use of the Press Release tool, an internal release that describes the product as if it had already been launched, with the aim of clarifying its value and guiding its development. The focus of the project was to involve approximately 430 people in an execution programme of the 2024-2028 “The Connecting Platform” Strategic Plan, transforming it into a structured system for collecting and exploiting internal and external input on ways of working and innovation. This was the context for the Two Pizza Teams, multidisciplinary teams engaged in agile prototyping of the 2025-2026 strategic initiatives, and the Optimisation Days, three days of workshops that saw the whole of PostePay develop ideas and solutions on Integrated Offering, Customer Service AI and Process Optimisation, applying the working backwards method and the press release tool.
To promote communication and contamination on business knowledge, Project Talks were organised, i.e. meetings in a hybrid format, aimed at presenting the main projects at BancoPosta related to the challenges of the 2024-2028 Strategic Plan. The aim is to foster the sharing of corporate strategies, promote dialogue and offer participants ample opportunities for interaction and discussion directly with project managers and top management, and create engagement and networking within functions. Plenary company conventions/meetings are also organised for the entire Group/Division to meet with top management and share vision, business objectives and strategy with the active involvement of staff. In addition, Town Halls are quarterly meetings broadcast via Teams Live Event, where top management meets with all employees to present business results, strategic projects, provide updates on the Group’s performance, future initiatives and other topics relevant to the entire organisation. It is a time for open discussion, with a final Q&A area, designed to foster transparency, encourage dialogue and strengthen the sense of community within the Group. The engagement initiatives also include an onboarding programme dedicated to the Group’s Supervised Companies, aimed at identifying and implementing actions to increase the involvement of newly recruited colleagues and help them integrate into the Company as quickly as possible through welcome mail and the assignment of a Buddy with an accompanying path of about six months. The programme also includes announcement news and moments of active accompaniment on the territory (Welcome&Go), in order to get to know customers’ processes, network and needs up close. In 2025, the initiative was also extended to PostePay’s new employees.
Scouting and development initiatives dedicated to young people
The POP (Professional Orientation Programme) is a scouting programme aimed at young, best-performing employees whose development potential is to be tapped for more complex roles. Managed by certified in-house professionals, it includes follow-up meetings with participants after the assessment of potential, to accompany them in the grounding of competence improvement plans. With the aim of expanding its efforts to support young people, the Group has realised 2025:
– Assessment Centre: the design of an assessment tool based on the competencies of the Poste Italiane Group’s leadership model was completed. The programme involves surveying the work motivation and professional aspirations of the resources involved. At the end of the Assessment Centre, a report is drawn up describing the skills and level of motivation that have emerged; this report is shared with the person concerned and with the relevant manager, in order to define enhancement actions consistent with the results of the assessment;
– Mentoring and individual business coaching campaigns dedicated to young people under 35, for skills development and strengthening: Two coaching campaigns dedicated to young people, following participation in the POP programme, were activated with the aim of strengthening the identified areas of improvement (205 participants). In addition, a mentoring campaign was launched for young graduates of the Postepay company (18 participants), who were supported by company mentors in soft skills development paths.
Development initiatives dedicated to intergenerationality
The Poste Italiane Group will launch, in synergy with other companies and under the supervision of university centres, quantitative research on the relationship between generations in the company, with a focus on the over-55s. The data collected, integrated with what will be derived from a listening phase that the companies themselves will activate on an internal panel of employees, will help to detect the needs and expectations of the target audience. In addition, a pilot initiative dedicated to the over-55s will be set up to strengthen awareness, skills, motivation and well-being through multidimensional assessment, targeted training and personalised support. An awareness-raising webinar on intergenerational issues will also be organised.
Onboarding and job rotation programme
In order to enhance the skills of young talents employed in PCL and logistics functions, the Group has created an inclusive onboarding and job rotation program with the aim of strengthening employer branding towards GenZ.
1. For more information on customer service projects, see paragraph “8.3.4 - Consumers and End Users”.