Giusti (Wind Tre): "With a flexible, personalized approach to welfare, we're listening."

In response to demographic and generational changes, Wind Tre's corporate welfare model has evolved from a traditional system to a more flexible and personalized one. The company, formed from the merger of Wind and Tre and controlled by the Hutchison group, builds on an already structured foundation of traditional welfare: supplemental healthcare, pension plans, and employee insurance. On this foundation, over the years, it has developed a model more geared toward attracting and retaining talent, particularly younger professionals.  

Manuela Giusti, People Relations & Compensation Director at Wind Tre, said this during the debate "Demography Changes Society," organized today as part of the sixth annual Adnkronos event dedicated to demographic trends at the Palazzo dell'Informazione in Rome. 

"Through a system of continuous employee listening," Giusti explained, "the company identifies different needs based on generations and life stages, developing non-standardized, but rather scalable, responses." Among the key tools is "the conversion of performance bonuses into welfare, which allows workers to transform an economic component into services—healthcare, social security, training, but also consumption and personal well-being. This mechanism is made possible by the tax incentive framework for corporate welfare." A second pillar is the 'Time for Me' program, which introduces "advanced forms of flexibility: the possibility of short or medium-term leave for personal, family, training, or care needs," he said. Finally, there is a service providing concrete support for daily life. This is "a platform that facilitates the search for babysitters, caregivers, and assistance for caregivers, as well as assistance with administrative procedures," he explained. "This is part of the strategy of reducing the 'invisible burden' of care that weighs on workers, especially during the most delicate phases of family life." 

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This year, "we turned to our colleagues' college-age children," Giusti explained. "We offered personalized coaching, online and in-person webinars, to help them prepare their resumes, LinkedIn profiles, and first job interviews. It was a highly appreciated service. Furthermore," he added, "we conducted a pilot project at our Pozzuoli office, with two days of immersive training for the children of our employees in their final year of high school. For two days, they experienced the working atmosphere of various areas of our office and were supported in their university choices." Regarding financial education, "we conducted webinars especially for young people. We did so also because we are very committed to gender equality issues," Giusti explained. "Finally, we offered the option of long-term care insurance: these long-term care assistance tools are still little known." 

(Adnkronos)