Since last December, NetCom has been operating as a benefit corporation. We see this as a significant milestone in our history, but above all as the outcome of a journey marked by several key steps – from the adoption of a structured Code of Ethics to the introduction of governance tools such as the Organizational Model under Legislative Decree 231 and the gender equality framework.
In this article, we want to explain what being a benefit corporation means to us: the values that guide our choices, the benefits we expect to generate, and the areas we are actively working on to make these principles increasingly concrete and measurable.
Why We Chose to Become a Benefit Corporation
Our decision to become a benefit corporation originated some time ago from the desire to create shared value for people, communities, territories, and the environment. It fits naturally into the broader transformation of the sectors in which we operate every day. In these contexts, technical excellence alone is no longer sufficient; what also matters is the ability to act responsibly, consistently, and with full awareness of the impact of one’s activities.
People at the Center: A Concrete People First Approach
The values that guide a company do not make it attractive only to potential partners and customers, but above all to the professionals who experience the organization on a daily basis. The commitments a company makes toward its people increasingly influence individual choices—from deciding where to start a professional journey to choosing to stay and build a long-term relationship. In other words, many professionals choose where to work based on what a company represents, not only on the economic value it generates or the career opportunities it offers.
For us, becoming a benefit corporation means being able to state clearly that people are not operational resources, but the key element of our business project. In a context where people first is often cited—especially in markets characterized by intense competition for skills and high turnover—this choice represents a formal and verifiable commitment, not merely a statement of intent.
A Virtuous Cycle: Benefits for People and Competitiveness for the Company
Becoming a benefit corporation allows us to activate a virtuous cycle. On one hand, we formally commit to responsible behaviors not only toward people, but also toward the environment, the territory, and the broader social context in which we operate. On the other hand, this choice helps convey a modern and coherent image to the market, strengthening our attractiveness and reputation.
Key Areas of Commitment as a Benefit Corporation
What are the concrete commitments we make toward people that give substance to our decision to operate as a benefit corporation?
People, Welfare, and Inclusion: What It Means in Everyday Working Life
A core part of our commitment focuses on people’s well-being and the quality of the working experience. One concrete and highly valued example is smart working (up to five days per week), which at NetCom is contractually defined as a structured way of working. It is designed to balance individual needs, client requirements, and project specifics. This is complemented by corporate welfare programs governed by clear policies, including flexible start and end times and tools aimed at supporting a real work–life balance.
A central role is also played by our commitment to diversity and inclusion. NetCom promotes equal opportunities and social inclusion, with particular attention to key phases of the HR lifecycle: inclusive job postings, merit-based selection and evaluation processes, and career paths not influenced by gender or other personal characteristics. These initiatives are supported by internal awareness and training programs on D&I topics, aimed at strengthening shared culture and awareness across the organization.
Training, Human Capital Development, and Collaboration with the Territory
Another key area of our commitment to people concerns the continuous development of skills. As a consulting company, moving quickly from one project to another is common and often requires the rapid acquisition of highly specialized skills. For this reason, training cannot be left to individual initiative alone; it must be continuous, structured, and actively supported by the company.
NetCom’s training paths are designed to align individual professional development – career growth, technical upskilling, and soft skills acquisition – with the company’s strategic needs, driven by market demands and constant technological evolution. Within this framework, the NetCom Competence Gym plays a key role: a program created to support the structured onboarding and growth of professionals, particularly recent graduates, enabling them to acquire skills that can be immediately applied to projects.
Beyond internal development, NetCom’s commitment to education also includes supporting cultural, educational, and social initiatives promoted by NGOs and non-profit organizations, as well as collaborating with universities and academic institutions to remain at the forefront of technological innovation. A concrete example is the Quantum Academy promoted by QuantumNet, a company within the group, created to develop advanced skills in emerging technologies and to build a tangible bridge between research, education, and industrial application.
2026 Initiatives: A Commitment That Continues and Grows Stronger
For NetCom, becoming a benefit corporation is not an endpoint, but a starting point. 2026 will be a year of further evolution and consolidation of this path, with the aim of making our commitments increasingly structured, measurable, and integrated across all dimensions of shared value: social, environmental, and organizational. The focus will not only be on actions themselves, but also on the quality of processes, reporting, and governance.
Another key area of focus for 2026 will be the responsible use of artificial intelligence. As AI becomes more deeply embedded in business processes and client projects, we are committed to promoting its ethical and conscious use, embedding principles of transparency and reliability into decisions that will increasingly be supported by automation. This means developing internal guidelines, dedicated training initiatives, and AI governance models that help assess the impact of solutions and, above all, mitigate associated risks.