Prysmian academy celebrates



Five years of activity with over 1,500 people trained, worldwide

Prysmian Group Academy, our corporate university, entered its fifth year of operation proud of its success story of having established a concrete tool for sharing managerial and technical best practice among countries and cultures. Created in 2012, thanks to a partnership with the SDA Bocconi School of Management in Milan, it has allowed over 1,500 people of various nationalities to receive training from 50 SDA Bocconi faculty members. These members represent an equally important group of professors from some of the world’s foremost business schools and over 180 senior employees turned teachers, deciding to make their knowledge and experience available to the company.

The Academy is divided into two main areas: the School of Management, aimed at strengthening leadership and management skills, and the Professional School, a technical school whose nine academies and 35 courses are developing and strengthening skills through their transfer from the most senior staff to younger counterparts.


“Senior leadership programme” and “Regional leadership programme” are the titles of courses recently launched by the Prysmian School of Management. The first, SLP, is aimed at senior managers with the goal of creating a knowledge base for a better strategy implementation and offers a selection of key topics, directly addressed and developed by the participant senior managers. SLP is a world first, decision driven training that in its early stage produced the decision of creating the Prysmian Innovation Accelerator. Markus Venzin, Professor of Global Strategy at SDA Bocconi, the Milan University that contributes to the SLP program, explains that “we kick-started more radical innovation by creating “Corporate Hangar” - the fly-in zone for pragmatic innovation”.  He details that “The Corporate Hangar will have a focus on Business intelligence, scanning for new technologies and business models, Customer intelligence, systematically tracing how customer needs are changing outside the core business, Idea generation and development, a pipeline for even more radical ideas, Business acceleration, to acquire competences and means for successfully implement innovation ideas and, last but not least, Talent development, to integrate Prysmian talents into innovation projects”. “Our aim”, Professor Venzin says, “is to do all of this in a profitable way.”

RLPs are a family of programmes already developed in APAC, North America, Central Eastern Europe and South America and aimed at strengthening the company’s market position in key areas of the world, that is now being rolled out to South Europe and North Europe Regions, where already started in Sweden.

RLPs  take account of local businesses and market nuances, while establishing a strong regional network of managers aligned with Prysmian Group strategy.

Drawing on the Group’s centres of excellence
The School draws on several of the Group’s centres of excellence, such as the Manufacturing Academy inaugurated at the plant in Mudanya (Turkey) in 2016.  Due to Prysmian’s international nature, the Academy fosters an innovative, entrepreneurial approach to business and a shared spirit of diversity and integration. In addition, the spread of a common long-term strategic outlook encourages employee engagement from a perspective of sustainable talent growth within the organisation.

Making ethics effective

The new whistleblowing mechanism at Prysmian

The system of values adopted by Prysmian Group refers to the conduct of individuals both within and outside of the organisation. The Code of Ethics establishes the principles for all to follow, and acts as a guide to daily behaviour, and as an effective tool for preventing irresponsible or illegal conduct by those who work in the name and on behalf of Prysmian.

The Group is now going further by adopting a whistleblowing mechanism that complies with the best ethical and compliance practices. Whistleblowing regimes are, in fact, the most effective tool for identifying fraud and misconduct. Employee tip-offs have played a very significant role in uncovering frauds and unethical practice and that’s the reason why major international corporations have adopted it.

An external independent company, The Network Inc, will manage dedicated and secure channels with a binding mandate to protect the identity of whistleblowers and to act as an intermediary to relay follow-up questions and answers, as well as information about the resolution of the case. The Group, through a Whistleblowing Committee, will accurately evaluate the reports, perform specific investigations where necessary and adopt coherent and appropriate measures.