We value our people through the promotion of diversity and every inclusion process that may facilitate this because we regard both as valuable opportunities for enrichment, formalising them in our Code of Conduct and rooting them in our values. We therefore manage our people with an integrated approach, which is designed to create an inclusive working environment that encourages the expression of individual potential and uses it as a strategic lever in order to meet organisational goals.
Our network for promoting diversity and inclusion
We are forming a global network to develop a common strategy for diversity & inclusion. We are also committed to supporting and promoting diversity of thought as an increasingly important lever for meeting economic objectives and developing innovative products and sales techniques that can give us a competitive advantage in the market.
A first focus group was set up with the aim of creating an action plan, that led to the identification of three main areas: raising awareness to promote and appreciate diversity, exploiting internal expertise to have a significant impact on the business and developing new ones to guarantee a pipeline of talent for the future, as well as implementing systems and processes to create a working environment that can always be adjusted to the needs of the different people.
The specific gender diversity initiatives were greatly appreciated, particularly with regard to increasing the numbers of females in leading roles. The importance of expanding the programmes for inclusivity and raising awareness of diversity, also highlighted in the end results of these activities, later translated into the creation of the Diversity and Inclusion unit within the Leadership Development and Group Academy structure.
The development of issues and actions connected with gender diversity continued in 2015 with the implementation of the Global Leadership Program - Women’s Hub, designed by the Group Academy in partnership with International Institute for Management Development (IMD), one of the world’s most prestigious Business Schools and top of the rankings for executive programmes. The 28 female participants, members of the Global Leadership Group (GLG) and senior managers at global level, took part in a learning and transformation experience through moments of self-assessment, discussions, experiential learning and executive coaching. These activities further developed their leadership potential, enabling them to carry out their current roles more effectively with an eye on being appointed to roles of greater responsibility in the future.The main objectives of the programme were:
- to support women in their career development, strengthening their main managerial expertise
- to improve their awareness and expertise as role models with the aim of developing young talent
- to give women in senior positions more visibility.
Women's Mentoring Programme
The first Women’s Mentoring Programme was launched in Paris in September 2014 and successfully concluded in Milan in June 2015. Developed over 9 months, the programme involved ten women belonging to the Global Leadership Group (GLG) mentoring 12 female manager colleagues. Participants were given the tools to identify their development needs while the mentors were supported by dedicated coaches who helped them carry out their role and meet the identified goals.
Partnerships with associations for tutoring activities
In France, we launched two new partnerships with Capital Filles and with Passport avenir, associations that support young women from economically disadvantaged backgrounds in the academic and professional spheres. In particular, 20 employees worked as tutors to identify the most suitable behaviour and help develop personal skills and the confidence to launch a career.
Employing people with disabilities
As well as respecting local legislation that guarantees the employment of people with disabilities from both a social and occupational perspective and regulates their integration in the workplace and the various protective measures in place during their activities, we pledge to provide the best environmental conditions, by eliminating architectural barriers, and to encourage inclusion through initiatives to improve independence and integration.
Week of the disabled employment
Since 2008 Generali has been a partner of the Week of the disabled employment alongside ADAPT, L'association pour l’insertion sociale et professionnelle des personnes handicapées. Supported by the European Parliament and launched by the Paris conference, the initiative is carried out in association with the network of partners involved. During the week various activities are carried out to raise awareness of the theme of disability through advertising campaigns, publications on social media, and TV and radio ads.
The disability policy at Generali France involves a constant commitment to recruiting people, which over time has expanded to an increasing number of roles, to integrating them in the workplace and to supporting the development of employment. All of this is possible thanks to the partnership with TREMPLIN (Etudes - Handicap - Entreprises), an association that puts disabled students in contact with companies for apprenticeships and placement activities in support of training courses and for the development of future careers.
In particular, Generali France participates in the monthly meetings for members and in three employment forums dedicated to placements, apprenticeships and first jobs..
Futura, or rather changing perspective
The Futura project was launched in Italy in 2014. In the early phases research was carried out on the perception of change among people following the consolidated increase in life expectancy and the increase in the pensionable age as a result. The project is targeted at employees, to support them as they redefine their working role, and individual companies, to identify the most suitable ways of fostering the process of change and adaptation to the new requirements. The results of the research were discussed in plenary meetings attended by over 600 employees. The findings were presented during the meetings and, with the involvement of participants, possible actions to pursue were identified.
The results suggested that it is necessary to: value skills, also from an inter-generational perspective; innovate; introduce new forms of learning and of reviewing the professional cycle and provide people with the tools to rethink their role in the company. During the second phase employees were asked to propose ideas and projects, with over 200 put forward, while the members of the Futura community made an active contribution with almost 1,900 posts in just a few months. In September 2015, 10 working groups were set up with the participation of 120 employees supported by a business angel, i.e. a top manager that oversees the implementation of the project according to the Group’s strategic guidelines, and by mentors, i.e. managers that provide operating support. Employees therefore have the chance to work with people from different areas and sites and of different ages, improving their project management, problem solving and team building skills, their teamwork, organisational expertise and digital skills.
* The data refer to the scope of the Sustainability Report (Austria, France, Germany, Italy, Czech Republic, Spain and Switzerland)