Responsible Employer
08 November 2023
Making GEB the Employer of Choice
Sustainability is the originator of everything we do, and at the core of all we do, is our PEOPLE.
After listening carefully to what our Employees had to say, we decided to make PEOPLE our priority this last year.
It’s part of our ambitions as a responsible employer, to make GEB the Employer of Choice for GEBers and, as consequence, to the broader marketplace.
Tokens of our recent past
GEB has been in a fast-paced transformation journey for 5 years and thanks to its employees, it has has shown remarkable resilience and ability to thrive.
In face of this rapidly evolving and challenging environment, we have asked a tremendous effort to our employees who, though have responded with commitment, flexibility and work ethic, have thereafter taken a more proactive stance in expressing their needs and expectations, advocating not only for their professional growth and well-being, but also for corporate development. This has been especially loud in the last pulse survey and we have listened carefully.
In today's highly competitive business landscape, with companies striving not only to attract top talent but also to retain and engage their employees; we decided to act!
Our Ambitions
We want to ensure GEB is, and it’s perceived by all GEBers, as a great place to work that promotes equal opportunities to grow grounded on meritocracy. A place with a positive, inclusive and supportive work environment, where everyone feels respected and accepted and where our differences are celebrated.
For this, we started by scrutinising the key pillars of our People Strategy and crossed it with the areas of focus identified in the 2021 Global Engagement Survey and 2022 Global Pulse Survey.
We developed different strategies to ensure employee satisfaction aiming at making GEB the employer of choice of all GEBers.
One thing was clear from the beginning, we could not be an employer of choice by following market practice and standard benchmark results, we had to be ambitious and go the extra mile.
So, what did we do that was so extraordinary? In fact, nothing (extraordinary)! All we did was to action on the small things that we believe will bring big and meaningful impact.
Walking the Talk
Culture
Company culture plays a critical role in shaping the employee’s experience, it drives performance and influences the overall success and sustainability of an organization.
After Covid, and in a company with a considerable number of new joiners, it became evident that we needed to work on employee engagement and in resurfacing our company values.
To engage our employees:
We focused on the health and financial wellbeing of our employees by promoting our fully sponsored EAP tools and organizing mental health and financial wellbeing talks. We incentivised and offered medical check-ups, sponsored sports activities such as Yoga and Futsal (this year we have created the 1st ever Futsal team of GEB) and we have organised the GEB World Challenge, bringing together GEB Employees, Clients, Intermediaries, and Partners around the world in a digital step challenge to support The Human Safety Net.
I see already as a positive sign of engagement, the participation of GEBers in the 2023 Global Pulse Survey - 97%
In a context where GEB has been integrated in the Generali Care Hub, it was important to provide an answer to the following question: “What does be a GEBer mean?”.
To answer to this question, we worked on GEB’s Values and Behaviours grounded on the Generali ones: We GEB, work together in a safe and inclusive environment with ambition and resilience.
We
Go the extra mile,
Easy to work
Brave - Bold.
The We GEB Values and Behaviours gives us sense of unity and it’s this “togetherness” that inspire our everyday actions and decisions.
DEI
We are focused on building a more diverse work environment sustained by a culture of meritocracy ensuring equal opportunities to all.
Diversity is richness and although already embedded in GEBs DNA, I want us to be more open, genuinely embracing and supporting a culture where all employees feel included and empowered, certain that at GEB they can find equal career opportunities.
I am proud to say that at GEB, we welcome people from 30 different nationalities, and every employee can speak on average 3 different languages.
Skills
Providing training to our employees not only benefits their individual performances but also has a profound impact on the overall success and competitiveness of our company. It is an investment that pays dividends in the form of increased employee performance, job satisfaction, and achievement of organizational goals.
For these reasons, we have decided to go beyond the “one solution fits all” to offer trainings that are tailored to the different needs of each individual in accordance with the company’s requirements.
I am happy to share that in September we have already surpassed our employee upskilling KPI by 1 pp. The target was 60%.
Organization
Alongside all entities of the Generali Group, our employees can enjoy the flexibility of working Hybrid.
At GEB, since the majority of our workforce is composed by non-locals whose families are abroad, we decided to grant them also the opportunity of working from abroad (up to 30 days a year in EU countries) demonstrating our commitment to employee well-being and work-life balance.
Employee Benefits
I would like to emphasise another priority for us: making sure our employees have good quality employee benefits.
As a “global employee benefits platform that helps Multinational Corporates succeed by protecting and enhancing the physical, emotional & financial wellbeing of their human capital”, we wanted to make sure that we were offering to our own employees the same standard of benefits demanded by our clients.
We conducted benchmarks to ensure that our compensation packages, including salaries, bonuses, and benefits, are competitive within our industry and locations and after a thorough analysis, we noticed that, though in some aspects we were well placed, in others we had to make some adjustments.
The results of the benchmarks were communicated to our employees and we took this opportunity to remind them about the benefits that we have in place and where to find more information about it as some of the things that were being requested, had been implemented already.
A continuous Journey
To conclude, caring for our people requires a continuous effort and dedication and we should keep the feedback door open to assess and adapt strategies to stay competitive in attracting and retaining our talents. The aspiration to become an "employer of choice" is within reach, and I am confident that we are moving in the right direction.
After listening carefully to what our Employees had to say, we decided to make PEOPLE our priority this last year.
It’s part of our ambitions as a responsible employer, to make GEB the Employer of Choice for GEBers and, as consequence, to the broader marketplace.
Tokens of our recent past
GEB has been in a fast-paced transformation journey for 5 years and thanks to its employees, it has has shown remarkable resilience and ability to thrive.
In face of this rapidly evolving and challenging environment, we have asked a tremendous effort to our employees who, though have responded with commitment, flexibility and work ethic, have thereafter taken a more proactive stance in expressing their needs and expectations, advocating not only for their professional growth and well-being, but also for corporate development. This has been especially loud in the last pulse survey and we have listened carefully.
In today's highly competitive business landscape, with companies striving not only to attract top talent but also to retain and engage their employees; we decided to act!
Our Ambitions
We want to ensure GEB is, and it’s perceived by all GEBers, as a great place to work that promotes equal opportunities to grow grounded on meritocracy. A place with a positive, inclusive and supportive work environment, where everyone feels respected and accepted and where our differences are celebrated.
For this, we started by scrutinising the key pillars of our People Strategy and crossed it with the areas of focus identified in the 2021 Global Engagement Survey and 2022 Global Pulse Survey.
We developed different strategies to ensure employee satisfaction aiming at making GEB the employer of choice of all GEBers.
One thing was clear from the beginning, we could not be an employer of choice by following market practice and standard benchmark results, we had to be ambitious and go the extra mile.
So, what did we do that was so extraordinary? In fact, nothing (extraordinary)! All we did was to action on the small things that we believe will bring big and meaningful impact.
Walking the Talk
Culture
Company culture plays a critical role in shaping the employee’s experience, it drives performance and influences the overall success and sustainability of an organization.
After Covid, and in a company with a considerable number of new joiners, it became evident that we needed to work on employee engagement and in resurfacing our company values.
- Engagement – It is our goal to foster the sense of belonging, team spirit and collaboration and we aim at rescuing the feeling of unity that had always been a positive part of GEB’s culture.
To engage our employees:
- We focused first on our management team. A management offsite was organised to evaluate our current challenges and come up with tangible solutions. We wanted to ensure that the company strategy, value proposition and values were clearly assimilated and that all understood the role they are playing in our company’s success.
- We worked hard on communication and transparency, sharing whenever possible and first-hand company updates.
- I’m meeting every employee in “Coffee Break sessions with the CEO” and we opened our doors (physically and virtually) to get as much feedback as possible.
- We involved our employees in task forces for efficiency, simplification & prioritisation, making them the main drivers of change.
- We created opportunities to be together, online and physically, sharing whenever possible the same initiatives in all regions. For the first time, we hosted our Town Hall outside of our headquarters.
- We revamped the celebration of important professional and personal milestones of our employees by gifting them for their company anniversaries, marriages, children birth, etc.
We focused on the health and financial wellbeing of our employees by promoting our fully sponsored EAP tools and organizing mental health and financial wellbeing talks. We incentivised and offered medical check-ups, sponsored sports activities such as Yoga and Futsal (this year we have created the 1st ever Futsal team of GEB) and we have organised the GEB World Challenge, bringing together GEB Employees, Clients, Intermediaries, and Partners around the world in a digital step challenge to support The Human Safety Net.
I see already as a positive sign of engagement, the participation of GEBers in the 2023 Global Pulse Survey - 97%
- Values & Behaviours – Company values play a crucial role in shaping the culture, inspiring behaviours and influencing in the long-term, the success of any organization. When carefully defined and consistently upheld, they provide a strong foundation that influences everything from how employees work together towards the same goals, to how the company is perceived in the market.
In a context where GEB has been integrated in the Generali Care Hub, it was important to provide an answer to the following question: “What does be a GEBer mean?”.
To answer to this question, we worked on GEB’s Values and Behaviours grounded on the Generali ones: We GEB, work together in a safe and inclusive environment with ambition and resilience.
We
Go the extra mile,
Easy to work
Brave - Bold.
The We GEB Values and Behaviours gives us sense of unity and it’s this “togetherness” that inspire our everyday actions and decisions.
DEI
We are focused on building a more diverse work environment sustained by a culture of meritocracy ensuring equal opportunities to all.
Diversity is richness and although already embedded in GEBs DNA, I want us to be more open, genuinely embracing and supporting a culture where all employees feel included and empowered, certain that at GEB they can find equal career opportunities.
I am proud to say that at GEB, we welcome people from 30 different nationalities, and every employee can speak on average 3 different languages.
- We have 11 Group Talents and 55% of them are Women.
- 31% of GEB’s Women have managerial positions.
- We support colleagues to join GEB’s first Women Empowerment Programme – 1x female GEB participant, 1x GEB mentor.
- 1x GEB member of Women Elevate Programme
- GEB assimilates the maternity leave to working time for the bonus calculation and maintains insurance covers in place during maternity and parental leave.
- We focus on promoting equitable and fair processes and I’m proud to say that at GEB, we are very close to meet the zero equal pay gap target by 2024.
Skills
Providing training to our employees not only benefits their individual performances but also has a profound impact on the overall success and competitiveness of our company. It is an investment that pays dividends in the form of increased employee performance, job satisfaction, and achievement of organizational goals.
For these reasons, we have decided to go beyond the “one solution fits all” to offer trainings that are tailored to the different needs of each individual in accordance with the company’s requirements.
- We currently have 6 employees on New Role School courses.
- 6 employees obtained CAPM (Certified Associate in Project Management) certification.
- With LinkedIn Learning we enlarged the spectrum of trainings available, ensuring that all units can find relevant trainings online.
- Managerial Toolkit implementation – training to be effective leaders in hybrid environment.
- Being in a multinational and multicultural environment we are offering language courses to 50 employees.
- We launched the “New Leaders Journey” training - GEB’s training program for recently promoted managers & talents to support them in their new roles.
- We developed an Onboarding programme for all new starters.
- We are actively and proactively promoting internal mobility and job opportunities and we only recruit externally if we don’t find a suitable option internally first.
I am happy to share that in September we have already surpassed our employee upskilling KPI by 1 pp. The target was 60%.
Organization
Alongside all entities of the Generali Group, our employees can enjoy the flexibility of working Hybrid.
At GEB, since the majority of our workforce is composed by non-locals whose families are abroad, we decided to grant them also the opportunity of working from abroad (up to 30 days a year in EU countries) demonstrating our commitment to employee well-being and work-life balance.
Employee Benefits
I would like to emphasise another priority for us: making sure our employees have good quality employee benefits.
As a “global employee benefits platform that helps Multinational Corporates succeed by protecting and enhancing the physical, emotional & financial wellbeing of their human capital”, we wanted to make sure that we were offering to our own employees the same standard of benefits demanded by our clients.
We conducted benchmarks to ensure that our compensation packages, including salaries, bonuses, and benefits, are competitive within our industry and locations and after a thorough analysis, we noticed that, though in some aspects we were well placed, in others we had to make some adjustments.
The results of the benchmarks were communicated to our employees and we took this opportunity to remind them about the benefits that we have in place and where to find more information about it as some of the things that were being requested, had been implemented already.
A continuous Journey
To conclude, caring for our people requires a continuous effort and dedication and we should keep the feedback door open to assess and adapt strategies to stay competitive in attracting and retaining our talents. The aspiration to become an "employer of choice" is within reach, and I am confident that we are moving in the right direction.
Read the article in original language
Making GEB the Employer of Choice
Sustainability is the originator of everything we do, and at the core of all we do, is our PEOPLE.
After listening carefully to what our Employees had to say, we decided to make PEOPLE our priority this last year.
It’s part of our ambitions as a responsible employer, to make GEB the Employer of Choice for GEBers and, as consequence, to the broader marketplace.
Tokens of our recent past
GEB has been in a fast-paced transformation journey for 5 years and thanks to its employees, it has has shown remarkable resilience and ability to thrive.
In face of this rapidly evolving and challenging environment, we have asked a tremendous effort to our employees who, though have responded with commitment, flexibility and work ethic, have thereafter taken a more proactive stance in expressing their needs and expectations, advocating not only for their professional growth and well-being, but also for corporate development. This has been especially loud in the last pulse survey and we have listened carefully.
In today's highly competitive business landscape, with companies striving not only to attract top talent but also to retain and engage their employees; we decided to act!
Our Ambitions
We want to ensure GEB is, and it’s perceived by all GEBers, as a great place to work that promotes equal opportunities to grow grounded on meritocracy. A place with a positive, inclusive and supportive work environment, where everyone feels respected and accepted and where our differences are celebrated.
For this, we started by scrutinising the key pillars of our People Strategy and crossed it with the areas of focus identified in the 2021 Global Engagement Survey and 2022 Global Pulse Survey.
We developed different strategies to ensure employee satisfaction aiming at making GEB the employer of choice of all GEBers.
One thing was clear from the beginning, we could not be an employer of choice by following market practice and standard benchmark results, we had to be ambitious and go the extra mile.
So, what did we do that was so extraordinary? In fact, nothing (extraordinary)! All we did was to action on the small things that we believe will bring big and meaningful impact.
Walking the Talk
Culture
Company culture plays a critical role in shaping the employee’s experience, it drives performance and influences the overall success and sustainability of an organization.
After Covid, and in a company with a considerable number of new joiners, it became evident that we needed to work on employee engagement and in resurfacing our company values.
- Engagement – It is our goal to foster the sense of belonging, team spirit and collaboration and we aim at rescuing the feeling of unity that had always been a positive part of GEB’s culture.
To engage our employees:
- We focused first on our management team. A management offsite was organised to evaluate our current challenges and come up with tangible solutions. We wanted to ensure that the company strategy, value proposition and values were clearly assimilated and that all understood the role they are playing in our company’s success.
- We worked hard on communication and transparency, sharing whenever possible and first-hand company updates.
- I’m meeting every employee in “Coffee Break sessions with the CEO” and we opened our doors (physically and virtually) to get as much feedback as possible.
- We involved our employees in task forces for efficiency, simplification & prioritisation, making them the main drivers of change.
- We created opportunities to be together, online and physically, sharing whenever possible the same initiatives in all regions. For the first time, we hosted our Town Hall outside of our headquarters.
- We revamped the celebration of important professional and personal milestones of our employees by gifting them for their company anniversaries, marriages, children birth, etc.
We focused on the health and financial wellbeing of our employees by promoting our fully sponsored EAP tools and organizing mental health and financial wellbeing talks. We incentivised and offered medical check-ups, sponsored sports activities such as Yoga and Futsal (this year we have created the 1st ever Futsal team of GEB) and we have organised the GEB World Challenge, bringing together GEB Employees, Clients, Intermediaries, and Partners around the world in a digital step challenge to support The Human Safety Net.
I see already as a positive sign of engagement, the participation of GEBers in the 2023 Global Pulse Survey - 97%
- Values & Behaviours – Company values play a crucial role in shaping the culture, inspiring behaviours and influencing in the long-term, the success of any organization. When carefully defined and consistently upheld, they provide a strong foundation that influences everything from how employees work together towards the same goals, to how the company is perceived in the market.
In a context where GEB has been integrated in the Generali Care Hub, it was important to provide an answer to the following question: “What does be a GEBer mean?”.
To answer to this question, we worked on GEB’s Values and Behaviours grounded on the Generali ones: We GEB, work together in a safe and inclusive environment with ambition and resilience.
We
Go the extra mile,
Easy to work
Brave - Bold.
The We GEB Values and Behaviours gives us sense of unity and it’s this “togetherness” that inspire our everyday actions and decisions.
DEI
We are focused on building a more diverse work environment sustained by a culture of meritocracy ensuring equal opportunities to all.
Diversity is richness and although already embedded in GEBs DNA, I want us to be more open, genuinely embracing and supporting a culture where all employees feel included and empowered, certain that at GEB they can find equal career opportunities.
I am proud to say that at GEB, we welcome people from 30 different nationalities, and every employee can speak on average 3 different languages.
- We have 11 Group Talents and 55% of them are Women.
- 31% of GEB’s Women have managerial positions.
- We support colleagues to join GEB’s first Women Empowerment Programme – 1x female GEB participant, 1x GEB mentor.
- 1x GEB member of Women Elevate Programme
- GEB assimilates the maternity leave to working time for the bonus calculation and maintains insurance covers in place during maternity and parental leave.
- We focus on promoting equitable and fair processes and I’m proud to say that at GEB, we are very close to meet the zero equal pay gap target by 2024.
Skills
Providing training to our employees not only benefits their individual performances but also has a profound impact on the overall success and competitiveness of our company. It is an investment that pays dividends in the form of increased employee performance, job satisfaction, and achievement of organizational goals.
For these reasons, we have decided to go beyond the “one solution fits all” to offer trainings that are tailored to the different needs of each individual in accordance with the company’s requirements.
- We currently have 6 employees on New Role School courses.
- 6 employees obtained CAPM (Certified Associate in Project Management) certification.
- With LinkedIn Learning we enlarged the spectrum of trainings available, ensuring that all units can find relevant trainings online.
- Managerial Toolkit implementation – training to be effective leaders in hybrid environment.
- Being in a multinational and multicultural environment we are offering language courses to 50 employees.
- We launched the “New Leaders Journey” training - GEB’s training program for recently promoted managers & talents to support them in their new roles.
- We developed an Onboarding programme for all new starters.
- We are actively and proactively promoting internal mobility and job opportunities and we only recruit externally if we don’t find a suitable option internally first.
I am happy to share that in September we have already surpassed our employee upskilling KPI by 1 pp. The target was 60%.
Organization
Alongside all entities of the Generali Group, our employees can enjoy the flexibility of working Hybrid.
At GEB, since the majority of our workforce is composed by non-locals whose families are abroad, we decided to grant them also the opportunity of working from abroad (up to 30 days a year in EU countries) demonstrating our commitment to employee well-being and work-life balance.
Employee Benefits
I would like to emphasise another priority for us: making sure our employees have good quality employee benefits.
As a “global employee benefits platform that helps Multinational Corporates succeed by protecting and enhancing the physical, emotional & financial wellbeing of their human capital”, we wanted to make sure that we were offering to our own employees the same standard of benefits demanded by our clients.
We conducted benchmarks to ensure that our compensation packages, including salaries, bonuses, and benefits, are competitive within our industry and locations and after a thorough analysis, we noticed that, though in some aspects we were well placed, in others we had to make some adjustments.
The results of the benchmarks were communicated to our employees and we took this opportunity to remind them about the benefits that we have in place and where to find more information about it as some of the things that were being requested, had been implemented already.
A continuous Journey
To conclude, caring for our people requires a continuous effort and dedication and we should keep the feedback door open to assess and adapt strategies to stay competitive in attracting and retaining our talents. The aspiration to become an "employer of choice" is within reach, and I am confident that we are moving in the right direction.