Who is EF Solare Italia

EF Solare Italia is the leading photovoltaic operator in Italy and one of the most prominent 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 photovoltaic electricity annually. On December 2, 2025, it became part of 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

Guiding people through a complex integration process, turning 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 for managing change constructively. During the integration with Sorgenia, the company was facing resistance to change, declining engagement, and the risk of slowing decision-making processes, with potential negative impacts on company culture and its ability to compete in a highly dynamic market.

The Context of Change

In 2025, EF Solare Italia was going through a pivotal integration with Sorgenia. Merging two companies inevitably means navigating a period of uncertainty, with new roles, new dynamics, and new expectations to manage.
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The change had generated stress, natural resistance, and the need to redefine roles and ways of working together. The real challenge was not just managing uncertainty, but transforming people from passive observers into active drivers of change. Without a targeted intervention, the risks were concrete: declining engagement, widespread resistance, slower decision-making, and a negative impact on company 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, hands-on practice sessions, and personalized coaching.
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The three-month program was designed to provide concrete, 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 capability. A key decision was to involve the entire company population in a single training path, with specific in-depth modules for different professional roles, creating a shared sense of unity and belonging.

The Impact

The program's results exceeded expectations, with measurable improvements in engagement, collaboration, and managers' ability to handle change.

The outcomes were tangible and measurable. Satisfaction levels fully met expectations, with high participation rates despite the three-month duration during a particularly demanding period. Managers became more confident in handling difficult conversations, teams adopted new working practices, and a culture of shared accountability took hold. Uncertainty and stress were no longer simply endured but accepted and partly managed, improving day-to-day effectiveness and strengthening cohesion across different levels of the organization.

Conclusion

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

The success of the initiative rested on three core pillars: an experiential approach that made learning immediately applicable; the involvement of the entire company, which created a sense of unity and belonging; and a 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 one that is more mature, more self-aware, and better prepared for the challenges ahead. 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.

Come sottolineato da Isabella Gastaldello, le parole chiave di questo percorso sono state: leadership, consapevolezza, strumenti concreti e trasformazione dell'incertezza in leva di crescita. Un modello replicabile per qualsiasi organizzazione che si trovi ad affrontare momenti di trasformazione significativa.

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