Generali People Strategy
To accompany the launch of a new strategic cycle and new business priorities, in 2018 we developed GPeople 2021, the new Generali People Strategy that will guide the Group's priorities and initiatives over the three-year period 2019-21. We embarked upon a co-creation process involving over 400 people group-wide at different organisational levels, to develop the new Generali People Strategy.
We identified five priorities as a result:
- To promote a culture of innovation, customer-centricity and inclusion
- To build and develop the key skills for the digital age
- To encourage the development of leaders and global talent
- To promote excellence and the creation of sustainable value
- To become a streamlined, agile and efficient organisation
We support each priority through specific global and local initiatives and defined and monitored targets, in line with the Generali 2021 strategic plan.
IN 2020, MORE THAN 37,000 PEOPLE HAVE COMPLETED THE BEHAVIOURS DIGITAL EXPERIENCE
In order to achieve our Ambition and become Lifetime Partner to our customers, the adoption across the Group of the Lifetime Partner Behaviours is key: Ownership, Simplification, Innovation and Human Touch. In 2020 we launched the Behaviours Digital Experience, the first e-learning course aimed to foster the understanding and encourage the adoption of the four Behaviours.
In addition to that, thanks to the Behaviours in Action Experience – designed to make Generali’s employees experience the adoption of the Behaviours – more than 22,000 people have been trained as of December 2020, also leveraging on the LTP Behaviours Webinars, designed to keep the engagement and deliver the experience virtually until the physical event can restart.
IN 2019, THE RESPONSE RATE WAS 89% (+3 P.P. VS 2017) AND THE ENGAGEMENT RATE WAS 82% (+2 P.P. VS 2017).
As to measure and promote the engagement of our people, in June 2019 the third edition of the Generali Global Engagement Survey was carried out as a managerial tool for continuous improvement. More than 62,000 employees took part to the survey.
Three global priorities were identified on the basis of the results achieved:
- Eliminate bureaucracy to boost efficiency and decision making
- Unlock people potential by fostering transparent meritocracy, recognition and growth
- Nurture an inclusive environment to embrace diversity
430 local actions were identified to be launched in 2020.
The 390 local actions identified in the previous survey have been implemented at 100%.
106% NEL 2020, +25 pp RISPETTO AL 2019
Abbiamo una strategia chiara, supportata da una governance D&I strutturata. Crediamo fermamente nella necessità di adottare misure concrete per raggiungere i nostri obiettivi. ll D&I Index di Gruppo misura i progressi fatti nell’ambito della Diversità e dell’Inclusione con riferimento particolare alle nostre aree di intervento per il periodo 2019-2021, quali genere, generazioni, cultura e inclusione.
IN 2019, 19.7% RESKILLED EMPLOYEES
The trends of the sector, our ambition to become Lifetime Partner to our customers and the new technologies demand the development of new skills. The We LEARN program aims to carry out reskilling for 50% of the employees by the end of 2021. It breaks down into 3 training components and a new interactive Group digital platform that enable to develop new business, technical, technological and behavioral skills.
62% OF ORGANIZATIONAL ENTITIES WITH SMART WORKING
We believe in a clear and simple organizational model that also encourages new methods of working that are more streamlined in order to facilitate speed, collaboration, accountability and innovation. We support smart working, which will be extended to the entire Group by the end of 2021.