Generali SpA

    premises & global services

    We innovate for our people

    The complexity of the issues that we are facing has led us to working with an increasingly integrated and cross-cutting approach across different functional areas and business units, allowing us to gain a broader view and to enhance a wide variety of skills and approaches, which represent a vital asset for the Group.

    Describing a group like Generali requires a multitude of viewpoints as well as the ability to express our strategic vision. For this reason, the Integrated Lab was established in 2016, consisting of Group functions – Group Integrated Reporting & CFO Hub, Shareholders and Governance, Group Reward Group and Group Social Responsibility - which met periodically to plan their reports so that they could be linked together and represent the different views of a single strategy. In particular, as part of the Lab, we promoted a number of interactive workshops open to all Group employees, for the purpose of illustrating the reports that are published, with a focus on the Annual Integrated Report and the Sustainability Report. This opportunity allowed us to share their content and to receive suggestions for improvement. Overall, 150 people participated in the offices of Trieste, Mogliano Veneto, Milan and Paris.

    Integrated thinking inspired the start of the GALILEO programme, which jointly manages a group of strategic projects of the Group Chief Financial Officer (GCFO) area. Through its structured governance, GALILEO deals with the main challenges of the finance area, such as the changes in international accounting standards and the implementation of Pillar 3 of Solvency II at Group level, by integrating the various projects and dealing with the expectations of the Group’s different stakeholders and the relevant project risks. Sponsored by GCFO, the programme structure includes many areas of the Group Head Officeand all business units. Thanks to this approach, we improved our operational model, allowing us to address future challenges more effectively.

    In some countries we are developing smart working practices based on connectivity and flexibility. We are also creating an inclusive and open environment where everyone can contribute and make a difference, emphasising personal independence, responsibility and trust.

    In Italy, at Assicurazioni Generali, Generali Italia and Generali Business Solutions we have launched the first smart working pilot project as an organisational innovation and a response to the Global Engagement Survey as regards work-life balance issues. The project began in March 2016 with the involvement of the trade unions to adopt shared modus operandi. The beneficiaries of the project, operative since December 2016, are around 230 colleagues from the Milan site that joined up voluntarily, signed an individual agreement and followed a training course on workplace health and safety.

    In France, we have leveraged on new technology instruments, such as thinclient, laptops and the use of Lync (platform for chats, video calls and the sharing of desktops), to improve wellbeing in the workplace. We have also drafted a new social contract that permits working from home, telecommuting in sales offices and a new way of using office spaces.