In this edition of People in Focus, we speak with Daniela De Lucia, Director of Rold Academy – the training hub of Italian SME Elettrotecnica Rold Srl. Known for its commitment to lifelong learning, generational diversity, and the integration of emerging technologies, Rold Academy has delivered over 8,500 hours of training since 2021. Daniela shares her perspective on the future of training in the Advanced Manufacturing sector and the crucial role of collaboration in building resilient, human-centred learning ecosystems.
Daniela, Rold Academy has been a pioneer in SME-led training. What inspired the creation of the Academy, and what are its main goals today?
Rold Academy was established in 2020, building on ROLD’s long-standing commitment to sharing knowledge and developing skills—both within the company and across the wider ecosystem in which we operate.
The idea of Rold Academy has always been close to the heart of Laura Rocchitelli, CEO of ROLD. It is deeply rooted in the values passed down by her father, Onofrio Rocchitelli, who founded ROLD together with Dolores Loro: the importance of staying curious, continuously learning, and doing so through both formal and informal experiences. When I first met her, one of the very first things she shared was her dream of creating this Academy.
Rold Academy’s mission is to foster a culture of lifelong learning and to provide high-quality training for everyone—regardless of role, background, or responsibility.
It also aims to promote knowledge exchange and cross-pollination between different disciplines and stakeholders, in order to cultivate a broader, more interconnected vision. To that end, Rold Academy delivers training programs that enhance both hard and soft skills—not only for ROLD employees, but also for high school and university students, NEETs, and small and medium-sized enterprises (SMEs).
We also host public events for anyone interested in exploring new perspectives—such as Pint of Innovation talks and thematic sessions on topics like the future of education, social innovation, and climate change. We even run a book club to foster reflection and discussion. This is our way of giving back to the community: trying to offer access to quality education even to those who might not otherwise have the opportunity
Our ultimate goal is to make learning one of the key tools that empowers people to grow, thrive, and fulfill their potential.
Lifelong learning is a core pillar of your work. How do you ensure that training remains relevant and inclusive across generations, from Gen Z to Gen X?
In fact, the question of how to design effective training for multiple generations and cultures is exactly what inspired us to launch a series of working groups in 2024 and that are effectively working in 2025. It all started with a few key questions. In a world that’s changing at an unprecedented pace—where technology is evolving rapidly, where different generations and cultures work side by side, and where vulnerability is no longer just a personal feeling but an organizational reality—are we truly equipped to provide people with the tools they need to navigate this complexity?
Beyond technical skills, are we preparing ourselves to understand how vulnerability can become a powerful lever for learning and growth?
Are we designing training paths that meet Generation Z expectations and needs while still being meaningful for Generation X?
And are we truly identifying the soft skills needed to embrace technological transformation—rather than be overwhelmed by it?
These were the questions that led to a call to action. More than 40 individuals—from a variety of backgrounds, not necessarily connected to ROLD—responded. Since then, they’ve been meeting every month to explore these themes in depth.
The goal of these working groups is to co-design guidelines for the training of the future—a collective effort involving SMEs, trade unions, employees, and civil society actors, all bringing diverse and valuable perspectives to the table.
The final output will be published and made freely available in October 2025, and I believe it will be a truly valuable resource for many stakeholders in the education ecosystem who wish to go beyond boundaries.
What makes this initiative especially powerful is the open and informal environment it fosters—where responsibilities and roles are set aside, and the focus is on genuine dialogue and shared insight. This is the model we believe in—a collaborative approach to shaping the future of education and training. It creates space for diverse perspectives and helps us expand our thinking.
You mentioned the role of emerging technologies as “enablers” in your presentation during the LCAMP Conference 2025 Networking Camp. How is Rold Academy integrating these into the learning experience?
We are currently working to integrate technology in ways that respond both to our training needs and to the diverse profiles of our learners. As an SME where two-thirds of the workforce is employed in operations, this represents an even greater challenge—but also a valuable opportunity.
One of the best examples of technology as an enabler is METAPPRENDO, a platform developed through collaboration between Federmeccanica, companies including ROLD, and trade unions, as part of the National Collective Labour Agreement (CCNL) for Metalworkers.
Metapprendo not only provides access to a wide range of training opportunities, but also makes it possible to create a digital portfolio for each worker, certifying skills acquired over time—leveraging blockchain technology for transparency and traceability.
We are constantly exploring the most effective solutions for different needs, because our goal remains clear: to use technology as a powerful tool to support learning—making it more inclusive, personalized, and impactful.
LCAMP aims to connect SMEs with VET providers to better support training for advanced manufacturing. In your view, what are the keys to strengthening collaboration between SMEs and VET centres?
In my view, it is important to leverage on collaboration between SMEs and VET centres and to foster the establishment of a process of mutual understanding. This means going beyond occasional meetings or formal partnerships.
By fostering continuous communication, both parties can gradually develop a shared language around key concepts such as skills, job roles, professional development, and career pathways. This common ground is crucial—not only for aligning expectations, but also for breaking down assumptions and enabling true cooperation.
Such a process creates the conditions for co-designing training programs that are both relevant to the practical needs of SMEs and motivating for students, who increasingly seek learning experiences that are meaningful, future-oriented, and aligned with their personal goals.
Ultimately, this mutual understanding doesn’t just improve the quality of training. It contributes to the development of agile, responsive learning ecosystems, where education and industry are partners in preparing individuals to thrive in a rapidly evolving world of work.
You’ve participated in the LCAMP Conference twice now. What value do you find in this initiative, and what would you like to see in its future developments?
I believe this initiative holds several valuable elements.
First and foremost, the workshop activities stand out, as they allow stakeholders involved in training processes to actively contribute by sharing insights and reflections that enrich the overall dialogue.
I also greatly appreciated the contributions from experts across different fields, which help to broaden perspectives on various aspects of lifelong learning and continuous education.
Lastly, I consider it extremely valuable that you provide updates on the project’s results. It is often difficult to gain a clear understanding of the real impact of such initiatives. In contrast, through this approach, key stakeholders can receive direct, concrete information from those who are driving innovation in the field of education and training.
