In Italy, the Group Anti-money Laundering Policy wasapproved along with the Manual for Anti-money LaunderingProcedures, which defines the operating details for eachindividual company.Lastly, in order to avoid conflicts of interests, in compliancewith the provisions of the Consob Regulation adoptedby means of Resolution no. 17221/2010, Related PartyTransaction Procedures were prepared.<strong>Generali</strong> Foundation, Vienna, AustriaAnother tool designed to discourage and combat any typeof fraudulent behaviour engaged in by collaborators tothe detriment of the Group is the Internal Fraud policy.The document was issued by Assicurazioni <strong>Generali</strong> on27 September 2010 and later adopted by all companies ofthe <strong>Generali</strong> Group.The policy focuses exclusively on internal fraud, that isdefined as an intentional act that is illegally performed byone or more staff members, i.e. employees, regardless oftheir function, classification and/or level as well as other staffmembers to the extent that is consistent with their contracttype, directly or by way of third parties, in order to obtain aprofit for themselves or for others. Such act causes or maycause damage, as well as non-economic damage, to theGroup and/or lack of compliance by the Group, providedthat it is directly or indirectly related to the activities carriedout by the staff members within his/her relationship with theGroup. Therefore, the document outlines a set of principlesand organisational strategies to efficiently and effectivelycombat internal fraud.Guidelines and minimum standards of conduct whichGroup companies must comply with in order to combatmoney laundering and international terrorism financingare contained in the Group Anti-money launderingPolicy, approved by Assicurazioni <strong>Generali</strong> on 6 July<strong>2012</strong> and then adopted by the other Group companiesworldwide. The guidelines in the document acknowledgethe recommendations of the Financial Action Task Forceand the provisions contained in Directive 2005/60/EC.The main objective is to highlight the conduct to be adoptedin order to prevent the use of financial transactions for thepurpose of money laundering - understood as the processby which proceeds from a criminal activity are disguisedto conceal their illicit origin - and financing of terrorism -which occurs when a person, by any means, directly orindirectly, provides or collects funds with the intention thatthey should be used or in the knowledge that they are tobe used, in full or in part, in order to carry out an offenceenvisaged by the legislation. The document also sets outthe responsibilities, duties and operating methods to beadhered to in risk management.The document governs related party transactions enteredinto, not only by Assicurazioni <strong>Generali</strong>, but by subsidiariestoo, with the objective of ensuring that said transactions arecarried out in observance of the principles of transparencyand substantive and procedural correctness.The Related Party Transaction Procedures areavailable on the websitewww.generali.com/GovernanceFurther details on the forms of corruption mentioned aboveare available in the section Corruption of this chapter.The Charter of <strong>Sustainability</strong> Commitments wasdrafted in the first few months of the year, a documentrequested by the Parent Company’s Top Management,which was approved by Assicurazioni <strong>Generali</strong>’s Board ofDirectors on 9 May 2013. It is an important document,which extends the approaches to managing objectivesrelating to significant aspects, adopted a few years agoin the environmental field, also to other relevant socialresponsibility issues. In fact, the Charter contains thestrategic objectives the Group intends to pursue as apriority and the social and environmental commitments tomeeting these objectives.The sustainability objectives and commitments includedin the Charter are not separate from the industrial ones,but instead supplement them, to help the Group reachthem by creating value for all stakeholders; therefore, firstof all, they are based on the contents of the new Codeof Conduct and the Business Plan of the Group. Theaforementioned strategic objectives and commitments willbe reviewed whenever deemed necessary, to ensure theyare always in line with social and environmental needs,the changes to Group activities and the expectations ofstakeholders.The document <strong>Sustainability</strong> Objectives and Commitmentsfor 2013-2015 constitutes an integral part of the Charter,which specifies the goals the Group undertakes to achieveover a three-year period. In particular, for each strategicobjective, medium- and short-term goals are identified inone or more macro areas (governance, clients, employees,contractual partners, community, environment and34 | Assicurazioni <strong>Generali</strong> - <strong>Sustainability</strong> <strong>Report</strong> <strong>2012</strong>
innovation) and detailed information is provided on theactions the Group proposes to take to achieve them; forgreater clarity, the activity or performance indicators to beused to monitor the results achieved are also specified.The Charter of Commitments also includes the 2013-2015 environmental objectives and targets defined inaccordance with the procedures of the EnvironmentalManagement System. The Board of Directors of the ParentCompany will, henceforth, commit strongly to achievingthese objectives and targets.The results obtained in the previous year will be accuratelychecked on an annual basis, assessed on the basis of theindicators monitored, and objectives and commitmentswill be reintroduced for the subsequent three-year period.For the above reasons, the Charter of Commitmentsalso constitutes a tool for increasing the transparencyof communications with all stakeholders, who canobjectively verify, year after year, whether, and to whatextent, the Group has fulfilled the commitments outlinedin the document.MATERIAL ISSUESInnovationThe <strong>Generali</strong> Group believes innovation is a driver forsustaining the competitive advantage of its brand overtime; therefore, it has always made innovation central toall its development efforts and is committed to creatingand promoting a genuine culture of innovation internally.The Central Innovation Team (CIT) has been given anactive role in carrying out this task. The CIT is a groupof internal consultants dedicated to innovation and whoprovide tools to support a customer-centric structure, inorder to make it easier to share knowledge throughoutthe Group, and manage a portfolio of strategic, global andlong-term innovation projects, which allow the Group toconstantly enhance its competitive position.Innovation is therefore managed through the sharingof knowledge on innovative products, businessmodels, services and processes already present onthe market or in Group companies, and customercentricity, targeted at recognising expressed or latentcustomer needs and, through their stimuli, at thedevelopment of ideas for insurance and financialsolutions that meet these needs in a new way andtherefore differentiate the Group on the market.These activities are carried out prior to the feasibilityanalysis and before the actual implementation of theconcepts created, which will first translate to a pilotproject, then to operating projects that can be rolled outin the different environments in which the <strong>Generali</strong> Groupoperates. In fact, the approach to innovation involves aninitial phase in which the most innovative and promisingideas are tested. This work method has a dual effect:on one hand, investments can be reduced considerably,limiting them to the prototype in the event the test isunsuccessful and, on the other hand, it is possible todevelop and simultaneously test a balanced portfolio oflow investment and quickly realisable solutions comparedto the most sophisticated, innovative and medium/long-term ideas, in this way increasing the chances ofsuccess.The development and implementation of innovative ideasinvolves several Group employees. The employees arearranged into teams and follow an on-the-job trainingprogramme which sees them work on real cases tobe launched on the market and not on simulations.Their skills and expertise and, sometimes, their originand cultural background differ: diversification representsa strength, given it contrasts different approaches andviews and, at the same time, requires a structuredprocess, which allows participants to interact with acommon language and a shared way of working andallows ideas to be created and developed naturally andeffectively.The Group has used various channels over the years todisseminate and promote innovation internally: themebasedmeetings and focus groups support the recentnetworking initiatives - consisting of the setting up of ateam site and a quarterly e-zine (digital magazine) devotedentirely to innovation and usable by all Group employees -in which the level of knowledge sharing and collaborationis much higher. In fact, everyone can actively contributewith articles that recount their personal experiences anddetail the results obtained, hence also stimulating thecreation of new ideas.The actions implemented to reach said objectiveinvolve examining the market to identify the needs andexpectations of some customer segments interested inenvironmental and social issues, and make reference tospecific projects described in the chapter Clients, sectionCustomer centricity initiatives of this document.Mondadori headquarter - Cascina Tregorezzo, Milan, Italythe group | 35
- Page 4 and 5: Sustainability Report 2012A complet
- Page 6 and 7: Chairman and Group CEOletter to the
- Page 9 and 10: sustainability context and complete
- Page 11: FRANCEE-Cie Vie S.A.Europ Assistanc
- Page 14 and 15: at a glanceEMPLOYEESEmployee polici
- Page 16 and 17: at a glanceFINANCIALCOMMUNITYIn a y
- Page 18 and 19: at a glanceSUPPLIERSThe Generali Gr
- Page 20: at a glanceENVIRONMENT ANDCLIMATE C
- Page 23: IndexTHE GROUP 24Mission, vision, v
- Page 26 and 27: thE group79,454employees69.6billion
- Page 28 and 29: MISSION, VISION, VALUES AND COMPETE
- Page 30 and 31: CORPORATE BODIESBoard ofStatutoryAu
- Page 32 and 33: EngagementDuring the hearing before
- Page 34 and 35: The Code includes the introduction
- Page 38 and 39: In order to make innovation an inte
- Page 40 and 41: The Generali Group is committed to
- Page 42 and 43: ADHESION TO EXTERNALVOLUNTARY INITI
- Page 45 and 46: STAKEHOLDERsPrague - Czech Republic
- Page 47 and 48: Human resources arethe Group’s fu
- Page 49 and 50: mobility, coaching programmes and p
- Page 51 and 52: Reliability. In addition, the sloga
- Page 53 and 54: In Italy and France, when returning
- Page 55 and 56: normally have the option, often gua
- Page 57 and 58: HEALTH AND SAFETY IN THEWORKPLACETh
- Page 59 and 60: Emirates, the Philippines, Guatemal
- Page 61 and 62: SIZE AND CHARACTERISTICS OF THE WOR
- Page 63 and 64: On average, a third (33.4%) of posi
- Page 65 and 66: Workforce by age bracket2011 2012 2
- Page 67 and 68: Labour disputesNumber and value of
- Page 69 and 70: To foster greater staff involvement
- Page 71 and 72: Committedto innovation anddiversifi
- Page 73 and 74: SIZE AND CHARACTERISTICS OFTHE SALE
- Page 75 and 76: DIRECT CHANNELS, with no intermedia
- Page 77 and 78: Satisfaction surveys on services pr
- Page 79 and 80: Along with thecommitment to strengt
- Page 81 and 82: FINANCIAL AND SUSTAINABILITY PERFOR
- Page 83 and 84: RatingRating agencyRating*A.M.BestA
- Page 85: Main meetings with analysts and inv
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PRODUCT POLICIESCustomer loyalty is
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Products with particular environmen
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Over the last few years, various ro
- Page 94 and 95:
• fill out questionnaires with a
- Page 96 and 97:
of pre-packaged solutions. As part
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Surveys on servicesGERMANYOnline su
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Percentage of clients by age bracke
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Change in number of claims2009-2012
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Change in numberof complaints recei
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SUPPLIERSKarolinen Karee, Munich, G
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Relationships with contractual part
- Page 110 and 111:
SIZE AND CHARACTERISTICSOF SUPPLIER
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COMMUNITYOld-Aged Survey, Germania1
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GUIDELINES FOR COMMUNITYINITIATIVES
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For example, in 2012 the Generali E
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Cultural areaWith a view to promoti
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Sports areaGenerali regards sport a
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ENVIRONMENT ANDCLIMATE CHANGEOilsee
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In order to pursue the abovemention
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DIRECT ENVIRONMENTAL IMPACTThe data
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Electricity quota from renewable so
- Page 130 and 131:
PaperPaper consumption3530252015105
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WaterWater consumption (m 3 )-0.4%3
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In all countries, IT waste, compris
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Flight kilometres travelled by empl
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The increase in exposure to climate
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EXPENDITURES AND INVESTMENTSFOR ENV
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ENVIRONMENTAL RANKINGGenerali’s a
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CONTENTINDEXParis - France
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REPORTEDGLOBALCOMPACTPRINCIPLESCROS
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GLOBALREPORTED COMPACTPRINCIPLESful
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REPORTEDGLOBALCOMPACTPRINCIPLESCROS
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GLOBALREPORTED COMPACTCROSS-REFEREN
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GRIINDICATORSDESCRIPTIONASPECT: Div
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GRIINDICATORSDESCRIPTIONSOCIETYDisc
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GRIINDICATORSDESCRIPTIONASPECT: Pub
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GRIINDICATORSDESCRIPTIONASPECT: Cus
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GRIINDICATORSFS3. CoreDESCRIPTIONPr
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Co-ordination:Corporate Social Resp