Who is EF Solare Italia

EF Solare Italia is the first photovoltaic operator in Italy and one of the largest in Europe, with over 1 GW of installed capacity. The company manages more than 300 solar plants across 17 Italian regions, producing 1,200 GWh of electricity from photovoltaics annually. On December 2, 2025, it joined the Sorgenia Group, creating an industrial platform with over 6 GW of total installed capacity. EF Solare Italia brings to the group its expertise in managing utility scale photovoltaic plants and developing sustainable agrivoltaic solutions. With a sustainability-driven strategy and targeted investments, the group positions itself as a leader in the European energy transition.

The Challenge

Accompanying and guiding people through a complex corporate integration process, transforming uncertainty from a source of stress into a lever for organizational growth. The project focused on developing authentic leadership, organizational resilience, and immediately applicable skills to manage change constructively. During the integration process with Sorgenia, the company faced resistance to change, declining engagement, and the risk of slowing decision-making processes, with potential negative impacts on corporate culture and the ability to compete in a highly dynamic market.

The Context of Change

In 2025, EF Solare Italia was going through a crucial moment of integration with Sorgenia. Merging two companies inevitably means navigating a phase of uncertainty, with new roles, new dynamics, and new expectations to manage.

The change had generated stress, natural resistance, and the need to redefine roles and ways of collaborating. The real challenge was not just managing uncertainty, but turning people from spectators into protagonists of change. Without a targeted intervention, the risk was concrete: declining engagement, widespread resistance, slower decision-making processes, and a negative impact on corporate culture.

The Solution

EF Solare Italia chose Wibo for its experiential and innovative approach, which goes beyond traditional training by combining learning moments with top executives, practical training sessions, and personalized coaching.

The program, which lasted three months, was designed to provide concrete and immediately applicable tools. The sessions helped participants manage stress, make decisions in complex contexts, and lead people through uncertainty. The dojo sessions and simulations turned theory into daily practice, strengthening confidence, resilience, and leadership capabilities. A winning choice was to involve the entire company population in a single training path, with specific in-depth modules for different professional roles, creating a sense of unity and belonging.

The Impact

The results of the program exceeded expectations, with measurable improvements in engagement, collaboration, and managers' ability to manage change.

The results were tangible and measurable. The satisfaction level fully met expectations, with a high participation rate despite the three-month duration during a particularly demanding period. Managers began handling difficult conversations with greater confidence, teams applied new working practices, and a culture of shared accountability was strengthened. Uncertainty and stress were no longer simply endured, but accepted and partially managed, improving daily effectiveness and reinforcing cohesion across different levels of the organization.

Conclusion

The training program implemented by EF Solare Italia in collaboration with Wibo is an excellent example of how to approach organizational change in a structured and effective way. As highlighted by Isabella Gastaldello, "this program reinforced our belief that change is not something to endure, but to lead. When people have tools, awareness, and a safe space to share, uncertainty turns into opportunity.

The success of the intervention was built on three fundamental pillars: the experiential approach that made learning immediately applicable, the involvement of the entire company population that created a sense of unity and belonging, and the focus on concrete tools for managing stress, difficult conversations, and complex decisions.

Today, EF Solare Italia is not simply an organization that has gone through a change, but a more mature, more self-aware, and better-prepared organization ready to face the next challenges. The program acted as a true cultural accelerator, a structural investment in adaptability that transformed uncertainty from a source of stress into a lever for organizational growth.

As highlighted by Isabella Gastaldello, the keywords of this journey were: leadership, awareness, concrete tools, and the transformation of uncertainty into a lever for growth. A replicable model for any organization facing significant moments of transformation.