Generali People Strategy
Consistently with the Group's strategic plan, we have developed the Generali People Strategy, GPeople24 - Ready for the Next, which guides key priorities and initiatives for the period 2022-2024. GPeople24 has been defined through a co-creation process which, through a blended virtual and in-person approach, involved hundreds of colleagues around the world, at different organizational levels and from all business units.
With the goal of unlocking the potential of our people and boosting the Lifetime Partner 24: Driving Growth strategy through the implementation of the Next Normal, four priorities have been defined, supported by dedicated global and local initiatives, along with clear and continuously monitored indicators and ambitions.
- Enhance a Lifetime Partner, sustainable and meritocratic culture
- Build a more diverse work environment ensuring equal opportunities and inclusion
- Invest in business and digital skills to drive growth and boost our people impact
- Enable an effective organization embracing a sustainable hybrid work models rooted in digital.
Hybrid Forward
In line with the principles inspiring the strategic plan, Generali is continuing to optimize its organization with the ultimate goal of maintaining and strengthening its ability to adapt and evolve, seizing emerging opportunities through an agile and effective digitally-enabled organization.
The Next Normal Manifesto and its seven Group key principles, which outline our vision and incorporate our Lifetime Partner Behaviors, are successfully guiding Generali in shaping the future of our ways of working across all relevant dimensions.
Generali’s work approach is characterized by a hybrid model, where employees alternate between working in the office and remotely. The introduction of this new way of working entailed a profound cultural transformation, with an increasing shift towards goal-oriented working methods, based on a relationship of trust between managers and employees and on the promotion of individual ownership and empowerment.
The Generali model is therefore a balanced model, effectively combining the benefits of flexibility and personal-work-life balance, typical of remote work, with the benefits in terms of effective collaboration, sense of belonging and engagement, that come from working in person.
The introduction of hybrid working was accompanied by, and has been an opportunity for, an improvement in people’s digital experience and the progressive simplification of organizational and business processes.
In addition, to confirm the centrality of people in our strategy and to further support social dialogue, a joint declaration was signed with the European Works Council (EWC), the representative body of the Generali Group’s employees, on the new sustainable way of working in a Next Normal scenario.
The ambition is to have 100% of our Group's organizational entities implementing hybrid work models inspired by the Group's principles, an objective already achieved in 2022 and 2023, has been confirmed in 2024.
Culture
Generali aims to be a sustainable Company where everyone feels valued, included, and equipped to face the future at best, while nurturing empowered and engaged Talents and Leaders.
To do so, we are have always been fully committed to cultivate an environment that values Sustainability, enhances a customer-centric and Lifetime Partner mindset and fosters a meritocratic culture.
CULTURAL FRAMEWORK
Our cultural framework, based on Lifetime Partner Behaviours, together with our values and purpose is a key pillar of our way of working and has supported the implementation of the strategic plan Lifetime Partner 24: Driving Growth.
GENERALI GLOBAL ENGAGEMENT SURVEY & GLOBAL PULSE SURVEY
To measure and promote the engagement of our people, in 2024 we carried out the fifth edition of the Generali Global Engagement Survey.
This edition achieved the highest participation rate ever. This result reflects the success of this initiative and the broad participation of our people, with over 76,000 employees invited* to participate and approximately 69,000 respondents (~90%).
Based on the Survey’s findings, Business Units are activating dedicated engagement initiatives to accelerate toward excellence by leveraging our strengths and working quickly on our enhancement opportunities.
- + 50 COUNTRIES WORLDWIDE INVOLVED
- + 76,000 INVITED EMPLOYEES
- ~ 69,000 RESPONDENTS
- + 100,000 OPEN COMMENTS RECEIVED
- 83% ENGAGEMENT RATE:
- in line with 2023 Global Pulse Survey
- above market benchmark
* The discrepancy between the total number of employees and those actually invited is primarily due to the number of employees who left the Group between the launch of the initiative and the actual distribution of the survey, as well as the exclusion of selected recently acquired companies or those with specific business peculiarities.
Managerial Acceleration Program: MAP FORWARD
To ensure that all people managers are equipped with essential skills to effectively lead their teams, during the years global managerial training programs have been launched involving more than 9.500 people managers within the Group.
In 2024 a new Managerial Acceleration Programs – MAP FORWARD – has been launched with the ambition to empower People Managers to be role model in driving excellence, strengthen people development and experiment, embracing new technologies, data and artificial intelligence while leveraging on their human centric leadership.
The program MAP FORWARD will continue also during the new strategic cycle 2025-2027.
Diversity, equity, inclusion
Diversity, Equity and Inclusion (DEI) are fundamental for our Group to promote a welcoming, respectful, safe and supportive environment where people feel free to express their best selves and unleash their potential. For this reason, DEI is an integral part of the way we work and do business every day and is supported by a structured governance and an annual monitoring process designed to support countries and business units in assessing the progress and impact of specific actions needed to achieve the Group's ambitions.
GENDER BALANCE AND PAY EQUITY
In order to promote a culture based on gender balance and pay equity, since 2020, we adopted a structured approach to pay equity and transparency, focusing on clearly measurable and comparable metrics throughout the entire Group, which have driven meaningful progress in fostering more equitable remuneration.
Over the years, our monitoring efforts have significantly expanded the scope of analysis, covering nearly 70,000 employees by the end of 2024, equal to approximately 80% of Group people*. Our focus included addressing pay gaps through rigorous analysis, comparing employees performing the same work or work of equal value (Equal Pay Gap) and examining organisational-wide disparities (Gender Pay Parity Gap). Our methodology, processes, and actions progressed in line with international standards, evolving regulations, and best practices, leading to consistent reductions in the Equal Pay Gap.
In 2024, this sustained commitment to shaping a more equitable future for our people enabled us to reduce the Equal Pay Gap on base salary to 0.35%, successfully achieving our 2022–2024 ambition.
*The indicators refer to all consolidated line-by-line companies or aggregated Business Units with more than 200 employees, excluding a few exceptions due to business or local context peculiarities.
Skills
We provide our people with the knowledge and tools to continue to grow and support strategic business priorities in a sustainable way, enabling them to define their own customized training path based on their specific needs.
The sustainable ambition to become a Lifetime Partner to our customers, the ever-changing external environment and the accelerating path of diffusion of new technologies require us to continue to invest in building and evolving core competencies for transformation through innovative approaches.
Over the past few years we have continued to invest in cutting-edge knowledge and tools to drive growth and transformation and make a difference in the new digital era and in the Next Normal context; we reinforced the commitment to develop new skills, ensuring our people have access to the necessary resources for their professional development.
We have launched and implemented an upskilling journey that in three years has reached 84% of our employees on a new catalogue of skills, competencies, and behaviours - with a renewed focus on sustainability, data driven innovation and skills related to the LifeTime Partner model.
Organization
In today’s challenging business contest, marked by disruptive technological innovations, and in today’s uncertain socio-political environment, Generali continued optimizing his organization across processes and technologies, and succeeded in delivering the business strategy and in sustaining an agile, effective, and productive working environment where people work to their best ability.
As we navigate through the Next Normal, the final goal is to maintain and strengthen our ability to adapt and evolve by quickly implementing new ways of working and capturing emerging opportunities through an agile and effective organization rooted on digital.
Monica Possa, Group Chief HR & Organization Officer, presents GPEOPLE24
To meet the challenges of tomorrow while also leveraging on future opportunities, we developed the "Lifetime Partner 24: Driving Growth" business strategy, and our People are the true competitive strength to deliver the plan effectively. This is why we've created the "GPeople24 - Ready for the Next". Watch the video to hear Monica Possa, our Group Chief HR & Organization Officer, present the Group People Strategy "GPeople24 - Ready for the Next".
Key Metrics to Measure our Success
Measuring results and performance is crucial to an organization's effectiveness.
That is why we have identified a set of key Group metrics to measure the success of the GPeople24 strategy.
This represents also a strong commitment towards sustainability. In fact, such ambitious metrics prove our strong commitment to build an inclusive, meritocratic and sustainable workplace for all Generali people across the globe.
| GPeople24 Priority | KPI | Results 2024 | Ambition 2024 |
|
Culture |
Engagement Index |
83% Higher than External Benchmark |
Higher than External Benchmark |
|
DEI |
Women in Strategic Positions |
38.6% |
40% |
|
Skills |
Employees Upskilled |
84% |
80% * |
|
Organization |
Entities Working Hybrid |
100% |
100% |
* The target to be achieved was revised upwards by 10 p.p. by the Board of Directors during 2024. The criteria by which the Board of Directors has defined the targets is based on the ambitions of the Group's strategy, the available training offer, and the results derived from the benchmarks of the reference market.
