Engagement of employeesIn most countries satisfaction surveys on the corporate environment are carried out on a periodic basis (usually every twoyears) to ascertain the results of initiatives that have been launched and to identify areas for improvement and new formsof dialogue with employees. Employees are also strongly encouraged to take an active role in the workplace in order tobuild a corporate identity and a culture of engagement, as well as to improve internal communications within the company.In <strong>2012</strong> the satisfaction surveys carried out in France (<strong>Generali</strong> France), the Czech Republic (<strong>Generali</strong> Pojišt'ovna and EuropAssistance), Spain (Europ Assistance) and Switzerland (<strong>Generali</strong> Switzerland) involved over 7,000 people. The average levelof participation was 78.9% and the overall satisfaction level was 79.7%.Main initiatives in <strong>2012</strong>France<strong>Generali</strong> France involved 3,496 employees in the Enquetede ressenti survey to review the Organisation du TravailResponsabilisante policy. The issues examined included: thequality of working life, the sense of belonging to the Group andthe team, satisfaction with team work and the improvement in theorganisation of work among the departments. The participationlevel was 67% and the satisfaction level 84.2% (62% in 2011).Czech Republic<strong>Generali</strong> Pojišt'ovna involved all ofits 691 employees in the firstsatisfaction survey on internalcommunications and the company’sstrategies. The participation levelwas 93% and the satisfaction level90% (51% of whom were completelysatisfied).SpainEurop Assistance involvedits 758 employees in asurvey on the corporateclimate. The participationlevel was 85% and thesatisfaction level 70%.Switzerland<strong>Generali</strong> Switzerland carried outa survey among all of its 2,258employees to gauge their motivationin terms of commitment and thesatisfaction of their requirements. Theparticipation level was 87% and thesatisfaction level for men was 73%(52% of whom were highly motivated)end that for women 70% (42 of whomwere highly motivated).66 | Assicurazioni <strong>Generali</strong> - <strong>Sustainability</strong> <strong>Report</strong> <strong>2012</strong>
To foster greater staff involvement in the pursuit of itsbusiness strategies, the Group promotes numerousdialogue initiatives such as workshops, conventions andmeetings, the most significant of which in <strong>2012</strong> are outlinedbelow.In Italy, team building and corporate volunteering initiativeswere carried out, and the 5 stages for the environmentworkshops (see the chapter Environment and ClimateChange) were held. In addition, the Performance anddevelopment dialogue, a system for managing individualperformances that involves dialogue between managersand employees (see section Remuneration, incentives,assessment), was extended to new services andcompanies. The surveys on the commuter journeys ofItalian Group employees, carried out by the Group MobilityManager to identify possible personalised sustainablemobility actions according to town, site and company (seethe chapter Environment and Climate Change), were quitenoteworthy.In Italy, France and Germany all <strong>Generali</strong> InvestmentsEurope SGR employees participated in the workshopsorganised in relation to the creation of the assetmanagement One Company with the aim of facilitating theintegration of countries/companies in terms of four priorityareas (Responsibility, Delegation, Learning, Delivering).In France, the Group continued to pursue the permanentAmbition <strong>Generali</strong> initiative, a participative-managementand knowledge-sharing project that seeks to define<strong>Generali</strong>’s strategy for successfully dealing with therisks and opportunities brought about by change. Theplus points of the initiative, which involves the broadparticipation of the workforce, are the active support ofthe Top Management, the customer-oriented organisation,the in-depth communication of the project and its results,and the concrete responses provided for the identifiedrequirements. To implement the organisational changedefined by Ambition <strong>Generali</strong>, developing the ability ofindividuals to adapt their own roles to this change, anotherimportant initiative has been launched, the Organisationdu Travail Responsabilisante project, which involves theentire workforce.In Germany the permanent Heute für Morgen: Ichunternehme Zukunft (Today for tomorrow: I am theentrepreneur of my future) initiative continues. Launchedin 2009, this project involves 99% of the <strong>Generali</strong>Deutschland Group workforce. The initiative consists ofan open discussion on issues relating to the future of thecompany, such as: business evolution trends, challengesfor the future, the possibility of controlling change andimproving company wellbeing through the responsibleassumption of an active role at individual level.Another important initiative pursued by the GermanGroup is that of corporate volunteering, which in <strong>2012</strong>involved 300 employees in 23 different projects, whichreceived positive feedback from all stakeholders (seechapter Community).Finally, the workforce is also engaged via the companyintranet - a tool dedicated to all employees that is designedto facilitate internal communications by permitting thepublication of operational and regulatory information, newson projects, events and organisation notes - and e-mail,which is used to provide punctual communications on thelatest company news.EMPLOYEES | 67
- 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 36 and 37: In Italy, the Group Anti-money Laun
- 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: Labour disputesNumber and value of
- 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
- Page 88 and 89: PRODUCT POLICIESCustomer loyalty is
- Page 90 and 91: Products with particular environmen
- Page 92 and 93: 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
- Page 98 and 99: Surveys on servicesGERMANYOnline su
- Page 100 and 101: Percentage of clients by age bracke
- Page 102 and 103: Change in number of claims2009-2012
- Page 104 and 105: Change in numberof complaints recei
- Page 106 and 107: SUPPLIERSKarolinen Karee, Munich, G
- Page 108 and 109: Relationships with contractual part
- Page 110 and 111: SIZE AND CHARACTERISTICSOF SUPPLIER
- Page 112 and 113: COMMUNITYOld-Aged Survey, Germania1
- Page 114 and 115: GUIDELINES FOR COMMUNITYINITIATIVES
- Page 116 and 117: For example, in 2012 the Generali E
- Page 118 and 119:
Cultural areaWith a view to promoti
- Page 120 and 121:
Sports areaGenerali regards sport a
- Page 122 and 123:
ENVIRONMENT ANDCLIMATE CHANGEOilsee
- Page 124 and 125:
In order to pursue the abovemention
- Page 126 and 127:
DIRECT ENVIRONMENTAL IMPACTThe data
- Page 128 and 129:
Electricity quota from renewable so
- Page 130 and 131:
PaperPaper consumption3530252015105
- Page 132 and 133:
WaterWater consumption (m 3 )-0.4%3
- Page 134 and 135:
In all countries, IT waste, compris
- Page 136 and 137:
Flight kilometres travelled by empl
- Page 138 and 139:
The increase in exposure to climate
- Page 140 and 141:
EXPENDITURES AND INVESTMENTSFOR ENV
- Page 142 and 143:
ENVIRONMENTAL RANKINGGenerali’s a
- Page 145 and 146:
CONTENTINDEXParis - France
- Page 147 and 148:
REPORTEDGLOBALCOMPACTPRINCIPLESCROS
- Page 149 and 150:
GLOBALREPORTED COMPACTPRINCIPLESful
- Page 151 and 152:
REPORTEDGLOBALCOMPACTPRINCIPLESCROS
- Page 153:
GLOBALREPORTED COMPACTCROSS-REFEREN
- Page 156 and 157:
GRIINDICATORSDESCRIPTIONASPECT: Div
- Page 158 and 159:
GRIINDICATORSDESCRIPTIONSOCIETYDisc
- Page 160 and 161:
GRIINDICATORSDESCRIPTIONASPECT: Pub
- Page 162 and 163:
GRIINDICATORSDESCRIPTIONASPECT: Cus
- Page 164 and 165:
GRIINDICATORSFS3. CoreDESCRIPTIONPr
- Page 168:
Co-ordination:Corporate Social Resp