Generali Group


          Diversity and Inclusion

          Group D&I Manifesto

          Our D&I strategy

          At Generali we believe that it is our differences that make the difference. At the heart of everything we do, we value the fact that we are all human beings, unique in our own ways, bringing different cultures, lifestyles, mindsets and preferences.

          Our commitment is to leverage this Diversity to create long-term value, to be innovative, sustainable, to make the difference for our people, our clients, our partners as well as our communities. 

          We strive to promote a culture where D&I is embedded in how we work and do business every day. All of us around the world are taking actions every day to create an inclusive and accessible workplace, where every person feels empowered to take ownership, to challenge biases and lead the transformation with a human touch.
          We have a clear strategy supported by a structured D&I governance and we believe in taking concrete measurable actions to achieve our ambitions. That’s why we monitor our progress in this journey through the Group D&I Index

          Our key areas of action for Generali 2019-2021 are:  

          We want to improve representation of women in leadership and managerial positions. We also aim to increase the number of females in managerial positions to 38% by end of 2021. To achieve these goals two programs were launched at Group level: Lioness Acceleration Program, an 18-month journey for female senior managers that is supported through mentoring and coaching and by a panel of international experts on leadership topics, and Elevate, a 12-week program for female managers including six webinars and two live sessions.

          These two Gender programs are complemented by more than 60 actions aunched at local level, such as Women Mentoring and STEM Women Recruitment Programs.

          We are committed to equal pay for males and females. During 2020 specific analyses were carried out at local level applying a Group common methodology. The analyses focused on pay equity in terms of gender pay gap for comparable roles (equal pay gap) and on gender balance in terms of gender pay gap across the entire organization, regardless of the roles.  More informations here.

          We want to ensure a better balance and coexistence between generations at all levels and attract and retain the best talents in the market. Therefore, in 2020, we launched Future Owners, a program aimed at retaining professionals aged less than 30 and accelerating their careers.

          These programs are complemented by more than 30 actions launched at local level, such as reverse mentoring, trainee and graduate programs.

          We want to foster and sustain the transformation, by attracting and retaining all people with different backgrounds, new skills and global mindset. To this end, we launched upskilling and reskilling programs to enable all employees to embrace the transformation.

          These programs are complemented by more than 10 actions launched at local level, such as local reskilling programs, cross-cultural training, short or inter-functional mobility programs.

          We promote mindsets, behaviours, processes and practices that embrace differences and fight any form of discrimination to ensure real inclusion of all individuals. Thus, we launched the Conscious Inclusion rapid learning series to increase awareness on unconscious biases that impact on decision-making processes.

          These programs are complemented by more than 100 actions launched at local level, such as unconscious bias trainings, disability awareness programs, mental health circles, partnership with LGBT associations, flexible work schedules for parents.

          Many initiatives have been launched to further encourage inclusion of people with disabilities and different sexual orientations.

          • DiverseAbility 
            We have developed a Group action plan that aims to further promote inclusion of employees with disabilities*, by identifying and breaking down current systemic and cultural barriers. Our ambition as a Group is to reach 100% of entities with local action plans on disability by the end of 2021. With this objective in mind, in 2020, we launched the DiverseAbility Awareness Journey, including a community of 60 Group Champions across the group, to define criteria for impactful plans.

            *Almost 1700 employees with disabilities as of 31.12.2020.

          • LGBTQI+ 
            We have developed a Group action plan that includes several areas of focus on which we are working along with our LGBT employees and LGBT allies:
          1. Training - to raise awareness on the topic
          2. Minimum HR standards - to ensure and protect the rights of LGBTQI+ employees
          3. We Proud, the first Global LGBTQI+ employee resource group (ERG) open to both the LGBTQI+ and allies*, was set up in October 2020, alongside with a communication campaign to increase awareness on the value of inclusion
          4. Measurement - to track progress on LGBTQI+ inclusion
          5. Products - to identify inclusive business opportunities
          6. Brand - to ensure the inclusion of LGBTQI+ people in our storytelling

            *Membership increased by +400% from the launch of We Proud to the end of April 2021 (789 members).

          The Diversity and Inclusion Community of Practice includes employees from across the Group who want to contribute to the cultural transformation, promoting D&I by sharing best practices, scaling up local projects and bringing fresh ideas to launch innovative projects.


          D&I index

          Our strategy, which can rely on structured plans, is orchestrated at global and local level. In 2019, we introduced The Group D&I Index that measures the progress our Group is making on the four Diversity and Inclusion ambitions (gender, generations, culture and inclusion) towards 2021 Group ambitions. 

          D&I Index 2020: 106%  + 25pp vs. 2019

          D&I index

          In 2020 the D&I Index rose to 106% thanks to very good results from some key Group projects that are focused on increasing the percentage of female managers and young talents as well as the involvement of employees in upskilling and reskilling programmes. Entities that introduced smart working policies and action plans on disabilities grew in number, too.

          On the other hand, hiring, especially of people below 30 years of age, and the number of talents who had the opportunity to live international experiences slowed down as a result of the recent health emergency.

          For more specific data on gender please refer to our data and performance while you can find more info on D&I in our annual integrated report.

          Our CEO’s vision on D&I

          Our CEO shares his idea of how D&I can better support our ambition to become Lifetime Partners to our customers and our employees during the Beboldforinclusion Day – a CEO-driven initiative implemented in all our business units on the same day on a yearly basis.


          Every year all our CEOs share their commitment on International Women’s Day, opening up dialogue on D&I with all employees. Listen to this year’s interview to Monica Possa (GHRO) and Jean Laurent Granier (Group D&I Sponsor).