As illustrated in the Code of Conduct, in relations with allstakeholders, the Group engages in conduct characterisedby transparency and correctness, specifically rejecting alltypes of corruption. Contracts and communication withclients are based on professionalism and cooperationwith a view to finding solutions that are most suitedto their needs. Information provided to clients mustbe complete, transparent and comprehensible as forcontent, costs and any risks of the proposed solutions,so clients can make informed purchasing decisions.When providing the consultancy service, sales staff mustalso act in the interest of potential clients, makingsure that any possible personal gains do not influencetheir proposals.Managing relationships with clients is a key part ofkeeping them satisfied, meaning that sales staff have animportant role to play in the promotion and distribution ofproducts. In order to ensure that the sales force receivecorrect, expert training, courses are regularly organised,including classroom and e-learning activities, whichare integrated with prompt communications providedthrough dedicated tools, such as the internet, intranet,periodic publications and circulars, featuring conductguidelines on how they should go about their work (fordata see the chapter Employees, section Training).The management teams charged with managing salesnetworks are responsible for enforcing the application ofguidelines and regularly verifying client feedback whenconducting routine shadowing activities and randominspections. In the event of irregularities, breaches ofconduct rules or non-compliance with the principles offairness, professionalism and transparency, some Groupcompanies impose sanctions that depend on the gravityof the offence and can include non-payment of bonuses,other measures that increase in seriousness, and eventhe termination of the mandate.OPERATING MAN<strong>AG</strong>EMENT OF THESALES NETWORKSGovernance and control of the sales networks areconferred to management teams as defined based onlocal and organisational needs, in addition to structuresdeveloped on various levels and responsible for monitoringand supporting sales staff in their activities. Coordinationand organisation of the sales network are assigned toeach individual company. The level of service offered ismonitored regularly by area managers, who check thatsales staff are conducting themselves properly, meetingregulatory requirements and acquiring the skills neededto do their job. Incentive mechanisms are provided for thesales staff, linked to the quality of the service provided andthe relationship with the client.Straordinario quotidiano, <strong>2012</strong> Convention in Assicurazioni <strong>Generali</strong>, Cernobbio, Italy70 | Assicurazioni <strong>Generali</strong> - <strong>Sustainability</strong> <strong>Report</strong> <strong>2012</strong>
SIZE AND CHARACTERISTICS OFTHE SALES FORCEThe Group’s commitment to constantly finding innovativesolutions with the aim of meeting emerging requirementscan be seen in the multi-channel structure adopted for thesale of insurance and financial products, which enables it toprovide a service that is always aligned with clients’ needs.The focus on changes in society and the markets, and theconsolidated policy of diversification have resulted in thedevelopment of the services provided. Specifically, on thebasis of the specific characteristics and context of eachlocal area, the Group supports the traditional distributionnetworks with innovative solutions that satisfy customerpreferences indicated in terms of access methods.Barcolana, Trieste, ItalyInsurance company sales networksIn <strong>2012</strong> an important process of strategic change wasinitiated, based on customer centricity, in which themulti-channel approach plays a key role, and is expressedthrough:TRADITIONAL CHANNELS which feature a physicalintermediary, including agencies, bancassuranceagreements and other broking methods.Change in number of agencies2009-<strong>2012</strong>2010/2009-2,1%2011/2010 <strong>2012</strong>/2011-1,7%-9,6%Agencies continue to be the main channel for thedistribution of products, despite the processes forrationalising the Group’s presence in the area, with a viewto efficiency, in place in certain countries, with the resultingclosing down and/or absorption of smaller agencies whichare not economically sustainable into larger agencies.Agencies by premium bracketCountry < 1 million per year 1-2 millions per year 2-4 millions per year 4-6 millions per year > 6 millions per year Total2011 <strong>2012</strong> 2011 <strong>2012</strong> 2011 <strong>2012</strong> 2011 <strong>2012</strong> 2011 <strong>2012</strong> 2011 <strong>2012</strong>Italy 165 167 270 272 428 425 366 361 939 908 2,168 2,133Austria 102 95 19 22 1 1 1 1 0 0 123 119Czech Republic 309 169 282 226 163 227 26 64 14 38 794 724France 3,060 2,381 146 157 39 46 1 2 1 1 3,247 2,587Germany 254 222 42 43 24 15 1 0 0 0 321 280Spain 1,228 1,252 110 128 25 28 3 3 1 1 1,367 1,412Switzerland 0 0 0 0 0 0 0 0 56 49 56 49TOTAL 5,118 4,286 869 848 680 742 398 431 1,011 997 8,076 7,304Incidence % 63.4% 58.7% 10.8% 11.6% 8.4% 10.2% 4.9% 5.9% 12.5% 13.7% 100.0% 100.0%The overall number of agencies declined by 772 in <strong>2012</strong>.The reduction is concentrated in the lowest premium brackets. Specifically, the number of agencies with revenues under 1 millioneuros per year decreased by 832, while agencies with revenues between 2 million and 6 million euros increased by 95. This reflects thereorganisation processes underway in Germany (Central Krankenversicherung and <strong>Generali</strong> <strong>Versicherung</strong>) and France.Conversely, in Spain the additional increase in agencies with revenues of less than 2 million euros confirmed the expansion of thenetworks underway.sales force | 71
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Sustainability Report 2012A complet
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Chairman and Group CEOletter to the
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sustainability context and complete
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FRANCEE-Cie Vie S.A.Europ Assistanc
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at a glanceEMPLOYEESEmployee polici
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at a glanceFINANCIALCOMMUNITYIn a y
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at a glanceSUPPLIERSThe Generali Gr
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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 and 68: Labour disputesNumber and value of
- Page 69 and 70: To foster greater staff involvement
- Page 71: Committedto innovation anddiversifi
- 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
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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
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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