Sustainability Report 2012 - Generali Versicherung AG

Reliability. In addition, the slogan of the overarchingsystem is “Values and competencies generatingsustainable value” for stakeholders.Managers and middle managers are also periodicallyinvolved in assessment and managerial skill developmentprocesses.International Meeting, Berlin, Germanyon average, 82.2% of women underwent performanceand career development assessment.Below we outline the individual performanceassessment systems and relative performance indicatorsused for each category of worker at the Generali Group inItaly, although the same approach is adopted in all of themain countries under consideration:• Managers: in terms of the management of resources thefocus for the Group is a system of values and skills thatplaces the emphasis on generating value for stakeholders(shareholders and the market, clients, employees and thelocal community). This comprises of 4 values (Reliability,Pride of belonging, Commitment to constant improvement,Professional responsibility) and 5 managerial competencies(Strategy execution, Change management, Decisionmakingresponsibility, Organisational integration, Peopledevelopment). The system outlines a straightforward andconsistent series of successful behavioural approachesthat must be adopted by Group managers accordingto a logic of integration and common goals, andwhich seek to consolidate a distinctive Generali Style.Therefore, as part of the annual Balanced Scorecardsystems there is also a managerial performanceindicator which, through the analysis of behaviouralindicators, evaluates the adherence to, dissemination andenhancement of Group values and skills.The Group values make explicit reference to the issueof sustainability, particularly in terms of the concept of• Middle managers: the Performance and DevelopmentDialogue is a performance management system basedon the assessment of qualitative/quantitative results andcompliance with the company’s values which, in turn, arelinked to Group managerial competencies. It is an annualprocess with 3 instances of dialogue between managersand employees: definition and setting of targets, interimreview and goals assessment.In order to boost performances there is an annualdevelopment plan that is updated when the goals areset and which seeks to consolidate technical knowledgeand managerial skills and encourage the adoption ofconduct that is consistent with the Group’s social andenvironmental commitment.The development plan aims to consolidate the resultsand does not contribute to the overall assessment ofthe performance indicator. This process involves thecreation of a calibration committee in both the objectiveidentification and results assessment phases. In 2012,around 700 middle managers from companies in theItalian insurance sector and Head Office were involvedand the system is expected to be extended further in2013.• Office workers: a qualitative system that involves theannual assessment of basic behavioural skills with regardto performance and compliance with the Group’s valuesis active in some Group companies and will be extendedto other companies in the next few years. The systemalso involves the updating of the annual developmentplan designed to boost performances.• Sales force on payroll: a series of qualitative andquantitative checks is envisioned for the purpose ofassessing results and skills, recognising merit anddetermining avenues of professional growth. For theannual assessments, a system is used that takesaccount of the ability to meet production goals andevaluates performances on the basis of commercialbusiness indicators (life and non-life), technical knowhow(knowledge of products and standards, workorganisation) and behavioural skills (fundamental groupskills defined according to clients, sales planning, focuson results, customer orientation and problem-solvingskills).In Italy, both the Balanced Scorecard system and thePerformance and development dialogue (for the partrelating to the development plan) involve the attainmentof a social/environmental goal. In Germany, incentivesconnected with the attainment of environmental targetswere introduced for managers in 2011.EMPLOYEES | 49