Developing human capital

The development of the core competencies required by a changing business and market is a priority for the Piaggio Group. This is why the development of people and careers are rooted in building, maintaining and developing these competencies.
To this end, the Piaggio Group has developed specific models and policies over the years for the development of human capital.

The Group's managerial competencies model

On the basis of the Group's strategic plan and in line with its core values, Piaggio has identified a managerial competencies model that represents the set of skills to be implemented day by day to ensure personal success and the success of the company.
This model is touchstone of reference for the entire Group for the development of the company culture and the growth of our people. In 2012, the model was fine tuned and managerial skills were extensively disseminated to office and managerial staff at Group level.

The Group's managerial competencies model

The Group’s managerial competencies model

The Group's professional competencies model

The store of professional competencies and know-how in the Group is the true foundation and only real guarantee assuring the continuity and quality of our results. For this reason, the Piaggio Group has developed a professional competencies model which is updated and expanded in accordance with the strategic plan, and in line with changes in technology and the market.
The model identifies thirteen professional groups and their specific competencies. Development tools and training are aimed at helping people acquire the level of competence required by their role.
In 2012, the specific roles of foreign operating units were added to the professional system, used as the basis for the evaluation and systematic development of professional competencies of the entire office and managerial staff of the Group.
The identification of technical/professional competencies was also updated at Group level, and development and training plans were configured to improve gaps identified in 2012.


Competency models form the basis for criteria used in personnel appraisal processes. On the basis of the position they hold, staff reviews focus on the following key aspects, taking into account professional growth and company objectives reached:

  • managerial and professional competencies
  • performance;
  • potential;
  • international mindset.

Employees are reviewed by comparing their competencies, as evidenced by concrete and observable action in their everyday work, with the company's competencies model.
During 2012, the Evaluation Management System was consolidated at Group level. This standard evaluation system is for all office and managerial staff, assisted by computer tools (SAP HR and Success Factors) for the real-time management of all evaluations, for human capital development purposes.
Potential is systematically assessed in young talent, managers and people earmarked to cover top management positions in the Group.
The competency models prepared in this way are also used as the basis for evaluating candidates during recruitment.
During recruitment, two evaluations are carried out for candidates applying for a specific position: one concerns the managerial competencies of the Piaggio Model, carried out by HR, and the other, the professional competencies of the Piaggio System, carried out by the line manager.
This evaluation method and the authorisation flow for recruitment are fully integrated in SAP in the SAP Recruiting module.

Development paths

Development tools are provided with the objective of building and continuously improving the managerial and professional competencies identified in the respective models, while at the same time bringing out people's potential and identifying and rewarding outstanding performance. The set of tools provided by the Piaggio Group includes:

  • development plans, which identify the action to be taken for the growth of the employee;
  • job rotation and participation in strategic or international projects;
  • managerial and professional training;
  • Piaggio Way, the talent management programme.

During 2012, development actions to consolidate the Company's international focus were stepped up, in particular with job allocations and rotation in the Group's Asian companies.

Career paths

For our highest value human assets, management and professional career paths are designed in order to cover key roles and ensure that strategic and technological know-how is kept and developed in the Group at the international level. In 2012, tools for monitoring and managing plans for taking over key positions within the Group were consolidated.

Reward policies

The Piaggio Group adopts specific reward policies, designed to remunerate staff and their contributions based on criteria of competitiveness, fairness and meritocracy. The Group's reward system is differentiated for the various professional groups in the company, and consists of a salary component, an objective-based incentive system and benefits.

Piaggio Way

Piaggio has run a specific talent management programme for several years, to ensure the development of its resources with the most value, and to identify people within the Group that have shown they have an excellent potential, are extremely passionate about their work and have the courage to explore new avenues.
The Piaggio Way programme was extended to all Group units at worldwide level, with the considerable involvement of Asian and Indian employees.
The programme, which will last for a maximum of four years, will select staff classified as Young Talent and Managerial Talent, and give them the chance to take part in fast-track development programmes (job rotation, strategic and international projects, events with the involvement of top management, coaching, bespoke training).