logo ISO9001-2008

The management is committed to pursuing a QUALITY POLICY.

The quality of organization and of the provided product/service must be the means that lead to customer satisfaction.

PGA seeks to achieve the organization's quality through staff involvement at all levels, by sharing its Management System for Quality and creating and maintaining a team spirit among the employees, which triggers motivation, confidence and participation.

The highest level of the Management System for Quality in the organization is represented by the Quality Manual, which, drawn up as delegated by the Management, by the Head of Quality Management in accordance with the organization's guidelines and requirements of the standard UNI EN ISO 9001: 2008 defines the lines of application of the procedures mentioned in it, as well as the responsibilities and the interconnections between the different areas of the organization.

The Head of Quality Management, which operates in complete independence and autonomy, has the task of ensuring the application of provisions laid down in the Quality Manual and Procedures, informing the Management of what sprung from the Internal and External Audit, presenting the results and analysis of data representative of the organization's Quality Management System.

Everyone in the organization, in addition to respect and follow the guidelines established by the Quality Manual, must feel part of the changes and be a source of ideas for a common growth.


The macro objectives that the organization establish are:

  • the satisfaction of stakeholders (owners, customers and suppliers, employees and partners, territory)
  • the care of internal and external communication
  • adequate training to all its personnel, in accordance with the specific skills
  • compliance with all legislation and regulations in force and binding

The specific objectives are defined annually by the Management and communicated to all personnel responsible for individual processes through the Annual Plan of Quality.



In order to offer the best possible service PGA promotes and maintains a strategy focused on the following objectives:


  1. Internal customer satisfaction
    PGA intends to achieve the goal by promoting:
    • Internal communication and staff involvement.
    • The synergy between the different areas of intervention.
    • Quality as a means of integration between the different figures and expertise involved in the activities through a team work.
    • The use of computer storage media in order to make work more efficient.
    • A proper working environment.
  2. Personnel qualification and training
    PGA intends to achieve the goal by promoting:
    • Quality as an instrument of support to all operators pursuing an update aimed at continuously improving the activity connected both to their own role as to a more general management of the service.
  3. Qualified partners
    PGA intends to achieve the goal by promoting:
    • Partnerships with public and private entities valued using internally defined criteria in order to ensure an effective management of training activities.
  4. Research training and dissemination of new learning methods
    PGA intends to achieve the goal by promoting:
    • The study and experimentation of teaching methods.
    • The study and experimentation of training and guidance methodologies.
  5. Satisfaction of end users
    PGA intends to achieve the goal by promoting:
    • Marketable skills in the labor market.
    • The design of appropriate lessons for the interests and educational needs of people and labor market.
    • Custom moments of accompaniment and assistance throughout the training and guidance path.
    • Looking for funding through the Regional Accreditation to reduce the costs of training and guidance.
    • Research funding from public and private institutions that have, in their laws, the support of educational, training and guidance activities.
  6. Continuous improvement
    PGA intends to achieve the goal by promoting:
    • Continuous innovation of training process, both in terms of methodological, educational, training and orientation design and in operational and structural arrangements.
    • A relational climate that allows to maintain and expand an effective and positive communication between operators.
    • An organization by processes activating control strategies on effectiveness and efficiency.