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The organizational structure of AC Milan Group underwent a major change during 2016/2017 season.

With the closing on April 13, 2017 and the establishment of the new ownership, corporate and sports areas are now reporting to the CEO: Dr Marco Fassone.

The entire organizational structure was reviewed: the various Departments were reshuffled in five areas - communication, commercial; sports, financial and operations - each entrusted to a Chief.

The closing, with the consequent reorganization of the company, came after long negotiations during which several stakeholders were interested in becoming the majority shareholder of the Club.

With a very clear approach, the new CEO met all the people of the Group in the weeks immediately following his appointment. Dr Fassone wanted to build a trustworthy relationship with employees by sharing the forthcoming strategic guidelines to give new energy and momentum to this top-rated.

Total workforce

Total Workforce
Number of peopleAs of June 30, 2015  As of June 30, 2016As of June 30, 2017
  Men Women Total MenWomenTotal Men Women Total
Interns -             -                -   112

Employees by category and gender

Employees by employee category and gender
As of June 30, 2016
Number of people MenWomenTotal% over total number of employees
Middle Management1482215%

Employees by employee category and gender
As of June 30, 2017
Number of people Men Women Total % over total number of employees
Middle Management1592416%

Employees new hires

Employee new hires
As of June 30, 2016
Number of people<3030-5050>TotaleTurnover %

Employee new hires
As of June 30, 2017
Number of people<3030-5050>TotalTurnover %

Employees terminations

Employee terminations
As of June 30, 2016
Number of people<3030-5050>TotaleTurnover %
Men 1861518.75%

Employee terminations
As of June 30, 2017
Number of people<3030-5050>TotaleTurnover %

Employees by employees categories and age group

Employees by employees category and age group
As of June 30, 2016
Number of people <30  30-50  50>  Totale 
Middle Management-14822

Employees by employees category and age group
As of June 30, 2017
Number of people <30  30-50  50>  Totale 
Middle Management16824

Employees by employment contract and gender

Employees by employment contract and gender (Permanent contract vs Fixed-term contract))         
Number of peopleAs of June 30, 2015As of June 30, 2016As of June 30, 2017
Fixed-term contract2162772915217
Permanent contract645912373611347061131

Employees by employment contract and gender (Full time vs Part time)
Number of peopleAs of June 30, 2015As of June 30, 2016As of June 30, 2017
MenWomenTotalMenWomenTotalMen Women  Total 
Full time645011473511248552137
Part time-99-1010-1111

Protected categories

Protected categories
As of June 30, 2017
Number of peopleMenWomenTotal
Total42 6

The process that led to AC Milan S.p.A.’s change of ownership from Fininvest to Rossoneri Lux was complex and it lasted almost the entire 2016/2017 season.

The fulfilments related to the due diligence phase have bound the development of new projects. For this reason, we decided to work on two fronts. On the one hand, to expand those initiatives that foster the professional and human growth of the people who belong to AC Milan Group. The Company’s agreement to the proposal of the school/work alternation was confirmed.  “Last season 6 athletes of the youth sector were able to “experience” the Club collaborating with the departments of the company: they discovered the company’s life and the “behind the scenes” of the Club and they have prepared three works, deepening issues such as “The Integrated Method”, “Life at the Residence” and “Football vs. NBA”.

This is how we must approach the work done for the organization of the company’s charity work. Cooperation agreements have been signed with some Lombard hospitals o give AC Milan’s employees the chance to put their skills and time at the service of the many associations operating within the structures to support the care process for hospitalized people with special attention to the little patients who are always in the Company’s heart.

Last season, 10 employees continuously collaborated with three associations in the hospitals affiliated with AC Milan.

Furthermore, AC Milan's commitment to invest in the training of its people has been confirmed: language courses have already been provided, as well as courses to study soft skills for executives and managers. 

At the same time, we decided to keep and create opportunities dedicated to employees’ wellbeing and to foster a constructive working environment in a certainly delicate moment in the Club's history.

Agreements and discounts were confirmed thanks to the valuable collaboration with sponsors and other businesses to give the opportunity to purchase goods and services at affordable prices. Again in 2016/2017 season, the Company has contributed to ATM annual subscription, undertaking 20% of the total cost[; the employees are also covered by a supplementary health policy which can be extended to their entire family.  

As a natural evolution of Food Safety information campaigns organized in 15/16 season, a Company’s nutritionist was available for employees for free to define a personalized food path: 28 employees took advantage of this opportunity.

We wanted to offer informal moments to facilitate the link and collaboration among colleagues. The first one was 2016 Christmas party organized at San Siro Stadium at the end of the match against Atalanta. 
During the evening, for the first time in AC Milan’s history, employees who celebrated a particular working anniversary during the season, were awarded. 17 employees were greeted and thanked by the CEO and by a champion of the First Team as well as getting cheered by the whole company.

At the end of the season, for the fourth year in a row, the “Bimbi in ufficio” event was organized, during which employees' children spent a day together with their mums and dads at the workplace. This day was employees’ first informal occasion to meet the new top management to confirm the commitment of the new CEO to start and build a transparent relationship with his collaborators right from the beginning. The children were the real protagonists of the day: in the afternoon, they were asked to dress up as journalists to prepare a press conference in the dedicated hall inside Casa Milan. The young reporters, led by Fabio Guadagnini – AC Milan's new Chief Communication Officer - were able to interview two champions who have made the Club's history great: Franco Baresi and Filippo Galli who answered to all the questions of the “journalists” present in the hall.

Finally, during 2016/2017 season, the company has set-up a program of team building activities to involve employees, collaborators and AC Milan testimonials: the first test was carried out during the New York Marathon on November 6, 2016.

18 employees, led by Massimo Ambrosini, trained to cover the 42 km of the Marathon. Everyone contributed by making this sports’ and shared experience, a further opportunity to promote AC Milan’s colours in the world.

In November 2016, as usual, we involved trainees for on boarding: Human Resources & Organization Director met them and told them about business life, after having introduced them at Casa Milan.

Appropriate and continuous training is essential for the growth of human resources.

During 2016/2017 season, numerous training courses were provided to develop soft skills and specific technical skills, such as an English language courses for managers, coach and sports director, and other key people. The course was attended by about 40 people, including 10 Group executives. In addition, the Group has financed Sole24Ore several masters.

The training also included the obligations provided for by the law relevant to workers’ health and safety.

AC Milan Group considers the protection of its workers’ safety and health of major importance, for this reason the Group is committed to implement effective tools for the management, control and prevention of all health and safety aspects of the workplace that can generate an improvement in employees’ working conditions.

The Group's management system relies on the support of specialized staff and risk assessment tools such as a risks assessment report relevant to safety and health at work, prevention and protection measures and a plan of appropriate measures  to ensure the improvement of safety levels over time.

Regular meetings are scheduled with Workers' Safety Representatives with the aim of constantly informing and training on these issues.

Human resources management is one of the key processes to create value and business success. The goals for the next season are:

MBO Plan:

The Incentive Plan has the following purposes:

  • To support the effective implementation of the business strategy for the coming years
  • To address and facilitate the ongoing organizational change
  • To consolidate management’s commitment to the strategic guidelines and to promote individual development
  • To manage performances to ensure constant consistency between the responsibilities and the strategic objectives assigned.
  • To support the transformation process by initially focusing on critical roles with strategic responsibilities.

In order to pursue these purposes, we segmented the corporate population pursuant to a mix of the two criteria widely used by the market: the organizational level and the complexity of the position held. The most appropriate objectives will be identified for each segment. These objectives will be shared by Chiefs, executives and managers.

Analysis of Company’s climate:

Through the analysis of Company’s climate we can measure various indicators to obtain an overview of the situation within the Company. The aim pursued is to enhance the relationship between organization and people, highlighting how organizing a job means improving performances, making the job more pleasant, also focusing on implicit, informal, symbolic, latent aspects of the company that can be exploited to give more dignity to jobs as a source of satisfaction and well-being and as one of the means to improve the quality of life.

In order to obtain a complete overview of these aspects, we will use a questionnaire which will analyse the following constructs:

  • Satisfaction
  • Relationship with the diversity
  • Conflict Vs Collaboration
  • Level of involvement


A plan to analyse the training needs perceived is on the way in order to favor the development of resources and, consequently, of the entire Company. The development of training paths will follow the abovementioned analysis and it will be aimed at expanding the technical and personal background, in compliance with the indications of the people involved. The logic will be to make the participants actors and authors of their own training. Some topics of particular interest, in response to the particular historical moment of the Club, will be the change management and the team building. This last initiative will involve all employees and technical staff, with the aim of creating knowledge, involvement and belonging among employees, part of different departments, gathering them under a single concept: “We are team”. The event will include a day at Milanello preceded by a three-day preparatory phase with teams’ captains only.

Skills analysis:

Skills Report (BdC) means a structured analysis and a pathway to give people awareness of their skills, abilities, attitudes and aspirations in every phase of their professional life with the aim of defining a plan for the development of their own potential.