Training and Development

Fincantieri Corporate University is the Fincantieri Group's management training school, designed with the partnership of Italy's most renowned business schools with the aim of developing the skills and knowledge of our employees and creating a sustainable competitive advantage for the company. In 2023, more than 35,000 hours were provided in higher education programs, involving nearly 450 people. Specifically, the main training tracks are as follows:

• Academy: intended for resources recently inducted into the company with the aim of fostering their integration into the corporate context through internal/external testimonials and experiential workshops.
• Competency Management: training course intended for recently promoted middle management that aims to nurture and enhance critical managerial skills and spread a homogeneous culture and sense of belonging.
• New Management Program: training path intended for newly appointed or inducted management, aimed at spreading Fincantieri's own managerial culture and strengthening the distinctive skills needed to fill the role of manager.
• Fincantieri Next: high-level managerial training path aimed at presenting a 360-degree overview of the most current scenarios and orientations in corporate managerialism, with the goal of stimulating new approaches and perspectives in areas such as strategy, innovation, sustainability, digital transformation and intercultural leadership.
• Xcellence Program: excellence training courses on Project Management, a core competence for the Fincantieri Group, with the aim of deepening technical-methodological aspects and knowledge related to organizational, decision-making and behavioral aspects for project management in complex organizations.

The training activities and the evaluation and development processes carried out during 2023, with related evidence, were the basis on which to carry out people development activities, a key management tool for enhancing the value of human capital and defining professional growth paths and succession plans for key positions. These are updated on an annual basis in order to ensure continuity, competitiveness and sustainability of the business in the long term and to identify any new talent to be included as "successors."

People development activities also make it possible to identify the so-called "high potentials," i.e., resources with greater potential and expendability in the Company on which to invest with growth paths, job rotation, national and international mobility actions, training actions, coaching and mentoring paths so that, in the future, they can fill key roles for the leadership of the business.

High-potential young resources are included in the Talent Project with the aim of nurturing the pipeline of talent from which to draw to develop the Group's future leadership. Participants are selected by pooling annual performance appraisal, potential assessment and experience gained in the Company in order to enhance the value of young people and foster their growth within the Company. A professional development path is defined for each participant that includes a short- and medium-term growth plan with job rotation and mobility actions (including abroad), consistent with their skills and aspirations, specific training that insists on both technical and managerial skills, a leadership path and involvement in transversal projects related to the Industrial Plan. Throughout the duration of the project (24 months) the resources are followed by a mentor, i.e., a fellow manager with significant technical and managerial experience, who supports them in their growth path.