Our stakeholders

We have included in a map the main categories of stakeholders – both internal and external to the Group – that we have identified with reference to the AccountAbility Principles Standard (AA1000APS).

In particular, we considered stakeholders for whom the Group has responsibility, as well as those that can influence the Group’s performance. Their proximity, significance and authority were also considered.

For each group of stakeholders, the main channels for listening and dialogue made available by the Group are listed, mapping the activities carried out by various corporate departments with the aim of understanding stakeholders’ needs and expectations, and to communicate the results achieved and programmes promoted to ensure the sustainable development of Generali’s activities.

Responsibility for the relationship with the various stakeholders is widespread throughout the entire Group and it is an element that requires constant monitoring as part of our day-to-day activities.

Workforce

Stakeholders

  • Employees
  • Families of employees

Methods of dialogue

  • Individual performance assessment interviews and sharing of career development objectives
  • Satisfaction survey
  • Round tables with trade unions and workers’ representatives
  • Focus groups
  • Lunch with the CEO and strategy meeting
  • Engagement initiatives with regard to ethics in business and debate on the organisational culture (Values in Action Labs workshop)
  • Group intranet and portal
  • Initiatives involving families of employees

Key elements identified

  • Safeguarding employment during company reorganizations
  • Information on organizational changes

Sales force

Stakeholders

  • Agents
  • Financial advisers
  • Contact centres

Methods of dialogue

  • Roadshows to meet with the sales force
  • Meetings and conventions at national and local levels
  • Dedicated communication channels with agents and the sales force (web, mailing)
  • Workshops

Key elements identified

  • Product and service development
  • Digital support

Financial community

Stakeholders

  • Shareholders
  • Investors
  • Analysts

Methods of dialogue

  • Shareholders’ meetings
  • Dedicated corporate contact points for relationships with financial investors
  • Meetings and interviews with analysts and investors

Key elements identified

  • Greater transparency on various aspects of CSR

Clients

Stakeholders

  • Clients
  • Consumers

Methods of dialogue

  • Brand surveys and monitoring of the level of customer satisfaction
  • Market research
  • Dialogue with consumer associations
  • Dedicated communication channels with clients (web, mail, Freephone number)

Key elements identified

  • Innovative products
  • Service improvement

Community

Stakeholders

  • Institutions
  • Businesses
  • Media
  • NGOs and other organizations

Methods of dialogue

  • Participation in multi-stakeholder round tables to promote business sustainability (UN Global Compact, PRI, PSI, <IR> Business Network, <IR> Insurance Network, CDP, The Geneva Association)
  • Dedicated corporate contact points for relationships with the media and Institutions
  • Press conferences
  • Meetings with representatives of NGOs, Institutions and civil society associations to define philanthropy and sponsorship programmes

Key elements identified

  • Commitment to integrating sustainability into core business and investments
  • Commitment to the environment and climate change
  • Commitment to education, integration and scientific research

Environment

Stakeholders

  • Ecosystem
  • Work environment

Methods of dialogue

  • Structured monitoring of the environmental impacts identified by the Group Environmental Management System
  • Dialogue with Institutions and NGOs
  • Multi-stakeholder meetings
  • Web and apps for mobile devices

Key elements identified

  • Environmentally friendly products
  • Public commitment and education and awareness-raising actions