Average hours of training activity by level
CountryManagersMiddle ManagersOffice workersSales Force on PayrollSales Force on Payroll
  2012 2013 2012 2013 2012 2013 2012 2013 2012 2013
Italy 11.9 15.6 13.6 15.4 12.6 13.4 29.6 22.3 34.0 34.6
Austria - 1.8 26.0 16.2 24.3 23.2 90.4 84.7 - -
Czech Republic 88.244.348.236.329.434.833.863.042.050.1
France
46.548.220.617.347.747.560.764.716.215.7
Germany 28.729.827.532.223.419.854.846.746.044.4
Spain 32.2 44.0 22.4 19.2 23.9 21.0 32.6 43.6 56.5 59.3
Switzerland 22.7 20.5 57.6 23.8 31.4 16.0 52.8 50.8 - -
OTHER EUROPEAN COUNTRIES* 50.7 35.7 40.4 28.1 25.1 18.8 44.5 64.4 50.1 33.0
The Americas** 40.6 54.3 34.5 42.7 27.9 44.0 12.9 13.1 14.8 2.3
AFRICA AND ASIA*** 58.3 80.5 32.9 36.7 30.8 29.9 216.7 178.4 17.1 19.2
 GENERALI GROUP
36.3 33.8 28.4 22.6 25.0 24.1 52.3 50.4 32.7 30.2
* Belgium, Bulgaria, Croatia, Greece, Guernsey, Hungary, Ireland, Kazakstan, Liechtenstein, Montenegro, the Netherlands, Poland, Portugal, Principality of Monaco, Romania, Serbia, Slovakia, Slovenia, Turkey, the United Kingdom. ** Argentina, Bahamas, Brazil, Canada, Colombia, Ecuador, Guatemala, Panama, USA. *** China, the United Arab Emirates, Hong Kong, India, Indonesia, Japan, Philippine, Singapore, South Africa, Thailand, Vietnam.
Turnover
Country≤3435-54≥55Total
  Recruitments Terminations Recruitments Terminations Recruitments Terminations Assunzioni Terminations
Italy 941 826 275 294 6 134 1,222 1,254
Austria 281 177 110 86 4 74 395 337
Czech Republic 53844819628910 80744817
France
74060822427314 2019781,082
Germany 44949336248025 2488361,221
Spain 52 30 19 36 0 12 71 78
Switzerland 201 177 76 148 7 33 284 358
TOTAL 3,202 2,759 1,262 1,606 66 782 4,530 5,147
The majority of new hires fell into the under-35 category (70.7%), as did the majority of people leaving the Group companies, equal to 53.6% of the total; this scenario was influenced by the termination of fixed-term contracts and the greater propensity among the young to change jobs. The 35-54 age range accounted for 27.9% of new hires and 31.2% of contract terminations, while among the over-54's there were few new hires (1.5%) in comparison with those whose contracts came to an end (15.2%). 1,176 people were hired on short-term temporary contracts and left the Group before the end of the year, 656 of whom women (55.8%).
Workforce by contract type
PaeseFull-time permanent
employees
Full-time fixed-term
employees
Part-time permanent
employees
Part-time fixed-term
employees
Total
  2012 2013 2012 2013 2012 2013 2012 2013 2012 2013
Italy 13,120 12,977 355 427 1,133 1,212 190 183 14,798 14,799
Austria 4,107 4,147 0 0 586 604 0 0 4,693 4,751
Czech Republic
3,720
3,699
770
685
112
105
13
29
4,615
4,518
France 5,876
5,790
555
557776759107
7,217
7,113
Germany 11,224
10,823
184
157
2,285
2,406
23
34
13,716
13,420
Spain 1,765 1,762 11 9 122 120 1 1 1,899 1,892
Switzerland 1,788 1,739 37 20 412 405 21 20 2,258 2,184
TOTAL 41,600 40,937 1,912 1,855 5,426 5,611 258 274 49,196 48,677
Incidence% 84.6% 84.1% 3.9% 3.8% 11.0% 11.5% 0.5% 0.6% 100.0% 100.0%
93.7% of female employees had permanent contracts. 89.2% of part-time employees were women and around one in four women (24%) had a part-time contract.
Female workforce by level
CountryManagersMiddle ManagersOffice workersSales Force on payrollOtherTotal
  2012 2013 2012 2013 2012 2013 2012 2013 2012 2013 2012 2013
Italy 26 36 321 337 3,513 3,448 2,201 2,247 4 2 6,065 6,070
Austria 4 5 35 35 1,439 1,454 234 239 0 0 1,712 1,733
Czech Republic 551221202,1752,113695681102,9982,919
France 34321,5811,6411,4711,438467431003,5533,542
Germany
22251271365,2915,3075584981106,0095,966
Spain 6 6 45 50 418 455 229 200 3 3 701 714
Switzerland 4 2 5 5 926 883 24 16 0 0 959 906
TOTAL 101 111 2,236 2,324 15,233 15,098 4,408 4,312 19 5 21,997 21,850
Incidence% 0.5% 0.5% 10.2% 10.6% 69.3% 69.1% 20.0% 19.7% 0.1% 0.0% 100.0% 100.0%
Workforce by level
CountryManagersMiddle ManagersOffice workersSales Force on payrollOther
Total
  2012 2013 2012 2013 2012 2013 2012 2013 2012 2013 2012 2013
Italy 246 297 1,732 1,797 7,038 6,894 5,767 5,800 15 11 14,798 14,799
Austria 51 49 168 178 2,626 2,647 1,848 1,877 0 0 4,693 4,751
Czech Republic 56473073183,4813,376766774534,6154,518
France 1241153,2353,1902,1292,0591,7291,749007,2177,113
Germany 2022006546639,8719,8722,9642,68125413,71613,420
Spain 59 57 269 277 807 874 753 673 11 11 1,899 1,892
Switzerland 25 24 31 25 1,614 1,577 588 558 0 0 2,258 2,184
TOTAL 763 789 6,396 6,448 27,566 27,299 14,415 14,112 56 29 49,196 48,677
Incidence%
1.6% 1.6% 13.0% 13.2% 56.0% 56.1% 29.3% 29.0% 0.1% 0.1% 100.0% 100.0%
GRI Social performance
GRI INDICATORS DESCRIPTION REPORTED GLOBAL COMPACT PRINCIPLES CROSS-REFERENCE/DIRECT ANSWER
ASPECT: Employment
LA1. Core Total workforce by employment type, employment contract, and region, broken down by gender.
fully   Worforce by level
Female workforce by level
Worforce by contract type
LA2. Core Total number and rate of new employee hires and employee turnover by age group, gender, and region.
fully 6
Turnover
LA3. Additional Benefits provided to full-time employees that are not provided to temporary or part-time employees, by significant locations of operation.
fully 
LA15. Core Return to work and retention rates after parental leave, by gender.fully 
Mandatory maternity leave is applied to all Group employees based on the laws in force in the various countries.
In 2013, 1,890 employees, 1,504 of whom women, took mandatory leave.
All the Generali Group employees can make use of parental leave in accordance with local laws and regulations in force.
The Generali Group gathered and analysed information on employees who returned to work after parental leave ended and on employees who returned to work after parental leave ended who were still employed twelve months after their return to work. Such information is not significant, since the timing to return to work is different in each country and depends on individual choice. It is therefore difficult to connect data that refer to different groups and to calculate the rates required.
ASPECT: Labor/management relations
LA4. CorePercentage of employees covered by collective bargaining agreements.fully1, 3 
LA5. CoreMinimum notice period(s) regarding significant operational changes, including whether it is specified in collective agreements.
fully3Employee representatives in the main countries where the Group operates are suitably informed of significant organizational changes at least 30 days prior to the implementation of such changes (25 days in the event of company transfers). The only exception is France, where the minimum notice period for these initiatives is eight days before the meeting at which they are fully communicated to employee representatives.
Most of the collective bargaining agreements include the notice period and/or provisions for consultation and negotiations.
ASPECT: Occupational health and safety
LA6. Additional Percentage of total workforce represented in formal joint management-worker health and safety committees that help monitor and advise on occupational health and safety programs.
fully1On average, 70% of the employees in the main countries where the Group operates were represented by joint management-worker health and safety committees present in each companies.
LA7. CoreRates of injury, occupational diseases, lost days, and absenteeism, and total number of work-related fatalities by region and by gender.fully1In 2013 accidents were 573, stable compared with 2012, of whom 228 (39.8%) involved women. Absenteeism rate as a result of accidents was 0.08%.
As regards sick leave, leave following accidents in the workplace and unpaid leave, the rate of absenteeism is calculated as the ratio of the number of days of absence (total absence or for the various reasons identified) to the number of working days in the year (excluding Saturdays, Sundays and public holidays) multiplied by the number of employees at the end of the year. In 2013 the average rate of absenteeism in the main countries where the Group operates was 4.6%. Trends differed from one country to the next: France had the highest absenteeism rate (6.7%), followed by Germany
(5%). Switzerland (1.7%) and Spain (2.1%) had the lowest rates of absenteeism. Italy is below the average with a rate of 4.2%, as were Austria (4.3%) and the Czech Republic (3.6%).
The average rate of absenteeism among women was 5.7% due to the higher average rate of absence for illness (5%) and unpaid leave (0.6%). The female absenteeism ranged from 7% in France and 1.3% in Switzerland.
No information on indipendent contractors was given, since this category is not relevant for the core business of the Group.
LA8. CoreEducation, training, counseling, prevention, and risk-control programs in place to assist workforce members, their families, or community members regarding serious diseases.fully1The Group evaluates the risks and identifies the causes of work-related stress. To prevent it, the following measures are adopted: training courses, workshops, surveys, dedicated teams, reduction in overtime, flexible working hours and property maintenance in order to make sure that the workplaces are able to ensure employee safety, to provide more comfortable working conditions and to increase the efficiency and reliability ofmachinery and equipment. Absenteeism caused by work-related stress is also monitored annually.
Information on workers who are involved in occuptational activities who have a high incidence or high risk of specific disease is not relevant for the financial sector.
LA9. Additional Health and safety topics covered in formal agreements with trade unions.
fully1Legislative Decree No. 81 of 9 April 2008, Testo Unico in materia di tutela della salute e della sicurezza nei luoghi di lavoro, is in force in Italy and in the insurance industry is joined by the Agreement for the Protection of Health and Safety in the Workplace (Attachment to National Collective Bargaining Agreement 7 March 2012) which regulates the Representation of Workers in terms of Safety. In most Group companies operating in the main countries (except in Germany and Switzerland), there are protocols of understanding or formal agreements in place with the trade unions that govern health and safety issues in the National Collective Bargaining Agreements, such as the participation of employee representatives in: inspections and audits on the health and safety of employees, investigations into accidents, training, commitments regarding performance goals or the level of practices to adopt, periodic inspections and the presence of joint health and safety committees.
ASPECT: Training and education
LA10. Core Average hours of training per year per employee by gender, and by employee category.
fully Average hours of training activity by level
LA11. AdditionalPrograms for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings.fullyy In 2013 no information on transition assistance programs to support employees who are retiring or who have been terminated was available from the main countries where the Group operates.
LA12. AdditionalPercentage of employees receiving regular performance and career development reviews, by gender.
fully On average, 73.7% of employees in the main countries where the Group operates were subject to performance and career development assessments. This percentage was 100% in Austria and Switzerland, 99.5% in the Czech Republic and 91.7% in Germany. It is below average in France (70.1%) and Italy (48%). More specifically, 77.6% of managers, 70% of middle managers, 65.8% of office workers and 89.9% of the sales force on the payroll in the Group were subject to performance and career development assessments.
On average, 69.6% of women underwent performance and career development assessments.
ASPECT: Diversity and equal opportunity
LA13. Core Composition of governance bodies and breakdown of employees per employee category according to gender, age group, minority group membership, and other indicators of diversity.fully1, 6
Workforce by age bracket
ASPECT: Equal remuneration for women and men
LA14. CoreRatio of basic salary and remuneration of women to men by employee category, by significant locations of operation.
fully1, 6Woman/man remuneration
GRI Environmental performance
GRI INDICATORS DESCRIPTION REPORTED GLOBAL COMPACT PRINCIPLES CROSS-REFERENCE/DIRECT ANSWER
ASPECT: Materials
EN1. Core Materials used by weight or volume. fully 8 Materials mean paper and toner cartridges that the Generali Group purchases from external suppliers.
Information on non-renewable and direct materials used is therefore not applicable to the financial sector.
EN2. Core Percentage of materials used that are recycled input materials.
fully 8, 9
 
ASPECT: Energy
EN3. Core Direct energy consumption by primary energy source.
fully 8
EN4. Core Indirect energy consumption by primary source. fully 8
EN5. Additional Energy saved due to conservation and efficiency improvements. fully 8, 9  
EN6. Additional Initiatives to provide energy-efficient or renewable energy based products and services, and reductions in energy requirements as a result of these initiatives.fully8, 9Reductions in the energy requirements of products and services cannot be quantified in the financial sector.
The products of the Generali Group are mainly policies.
EN7. Additional Initiatives to reduce indirect energy consumption and reductions achieved.
fully8, 9
ASPECT: Water
EN8. Core Total water withdrawal by source.
fully 8 
EN9. AdditionalWater sources significantly affected by withdrawal of water.
fully8
The Group companies do not draw sufficient quantities of water to significantly affect water sources.
EN10. AdditionalPercentage and total volume of water recycled and reused.
fully8, 9 
ASPECT: Biodiversity
EN11. CoreLocation and size of land owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas.fully8
In Italy, an area of 110,675 m² in the Mogliano Veneto site is located within a zone subject to the Dese River restrictions pursuant to Art. 142 of Legislative Decree No. 42/2004. This zone, designated as a park, has no protected species and no company activities are carried out there.
In Germany, an area of 8,800 m2 in the Bernried site where the training centre of Generali Deutschland is located is next to the natural reserve of Starnberger See (LSG00403.01). The activities run by the training centre do not impact on biodiversity.
EN12. CoreDescription of significant impacts of activities, products, and services on biodiversity in protected areas and areas of high biodiversity value outside protected areas.
fully8There are no significant direct and indirect impacts on biodiversity in the areas subject to restrictions.
EN13. AdditionalHabitats protected or restored.
not8Information required is not material for the core business of the Generali Group.
EN14. AdditionalStrategies, current actions, and future plans for managing impacts on biodiversity.not8Information required is not material for the core business of the Generali Group.
EN15. AdditionalNumber of IUCN Red List species and national conservation list species with habitats in areas affected by operations, by level of extinction risk.
not8Information required is not material for the core business of the Generali Group.
ASPECT: Emissions, effluents and waste
EN16. CoreTotal direct and indirect greenhouse gas emissions by weight.
fully8
EN17. CoreOther relevant indirect greenhouse gas emissions by weight.
fully8 
EN18. Additional Initiatives to reduce greenhouse gas emissions and reductions achieved.fully7, 8, 9
EN19. CoreEmissions of ozone-depleting substances by weight.
not8Emissions of ozone-depleting substances are not measured, as immaterial for the Group activities.
EN20. Core NOx, SOx, and other significant air emissions by type and weight.
fully8Air emissions for categories other than carbon dioxide, nitrous oxide and methane are not calculated, as immaterial for the core business of the Generali Group.
EN21. CoreTotal water discharge by quality and destination.
not8Discharged water is not measured, since water effluents from insurance-banking activities are similar to domestic
sewage.
Only in Switzerland water is returned to the Lugano lake without harming the environment.

EN22. CoreTotal weight of waste by type and disposal method.
fully8 
EN23. CoreTotal number and volume of significant spills.
not8The risk of potential spills of hazardous substances is not significant, when considering the insurance-banking activities of the Generali Group.
EN24. AdditionalWeight of transported, imported, exported, or treated waste deemed hazardous under the terms of the Basel Convention Annex I, II, III, and VIII, and percentage of transported waste shipped internationally.
not8Total weight of transported, imported, exported and treated hazardous waste are managed by suppliers of Group companies.
EN25. CoreIdentity, size, protected status, and biodiversity value of water bodies and related habitats significantly affected by the reporting organization's discharges of water and runoff.not8Discharged water from the Group activities washes into the urban sewage systems without significantly harming the environment.
ASPECT: Products and services
EN26. Core Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation. fully7, 8, 9
EN27. Core Percentage of products sold and their packaging materials that are reclaimed by category.
not 8, 9 There is no recycling and reuse system for the products in the Group.
ASPECT: Compliance
EN28. Core Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and regulations.
fully 8 From the information available in 2013, there were no fines or monetary sanctions imposed on Group companies
for non-compliance with environmental laws and regulations.
ASPECT: Transport
EN29. Additional Significant environmental impacts of transporting products and other goods and materials used for the organization's operations, and transporting members of the workforce.
fully 8
ASPECT: Overall
EN30. Additional Total environmental protection expenditures and investments by type. fully 7, 8, 9 In 2013, environmental management and protection costs came to 22.6 million euro, mainly due to the installation of cleaner technologies (implementation of new videoconferencing systems, LED lighting, etc.), training courses for employees directly involved in environmental management, external services, the purchase of green products and other management costs (purchase and implementation of new software for the management of environmental accounting, etc.). In addition, around 480,000 euro was spent on waste disposal, emissions treatment and the purchase and use of certificates to offset greenhouse gas emissions.
GRI Economic performance
GRI INDICATORS DESCRIPTION REPORTED GLOBAL COMPACT PRINCIPLES CROSS-REFERENCE/DIRECT ANSWER
ASPECT: Economic performance
EC1. Core Direct economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings, and payments to capital providers and governments. fully  
Global Added Value (GAV) expresses the wealth generated by the Group's activities over the year for the various stakeholder categories. It is not, however, able to measure the benefits that the investments have on the economy and environment of reference. This indicator is calculated as the difference between total income (85,043.4 million euro at 31 December 2013) increased/decreased by the result of discontinued operations, and total expenses (82,719.9 million euro at 31 December 2013) net of the cost for employees, agents and financial advisers, costs incurred for grants and sponsorships, and interest expense. At the end of 2013 GAV amounted to 13,277.6 million euro, distributed as follows:
  • 1,214.1 million euro to the Group (9.1%)
  • 927.6 million euro to shareholders (7%)
  • 4,259 million euro to employees (32.1%)
  • 4,719.7 million euro to agents and financial advisers (35.5%)
  • 742 million euro to the State (5.6%)
  • 1,377.3 million euro to providers of credit capital (10.4%)
  • 38 million euro to the community (0.3%)
The tax rate of the main countries is reported in the Annual Integrated Report 2013, p. 229.
EC2. Core Financial implications and other risks and opportunities for the organization's activities due to climate change.
fully 7
Annual Integrated Report 2013, p. 36-37
EC3. CoreCoverage of the organization's defined benefit plan obligations.fully Annual Integrated Report 2013, p. 220-223
EC4. CoreSignificant financial assistance received from government.
fully The Generali Group did not receive any significant financial assistance from government in 2013.
ASPECT: Market presence
EC5. AdditionalRange of ratios of standard entry level wage by gender compared to local minimum wage at significant locations of operation.fully1
EC6. Core Policy, practices, and proportion of spending on locally-based suppliers at significant locations of operation.
fully The Group prefers national suppliers and, specifically, enterprises capable of providing goods and/or services throughout the country: on average, 95.2% of procurement expenses of its seven main countries occured with local suppliers, i.e. operators located in the same country and in many cases in the same region or town where the officies of the Group companies are located.
EC7. Core Procedures for local hiring and proportion of senior management hired from the local community at locations of significant operation.
fully696,8% of managers are from the country in which they work.
ASPECT: Indirect economic impacts
EC8. CoreDevelopment and impact of infrastructure investments and services provided primarily for public benefit through commercial, in-kind, or pro bono engagement.
fully 
EC9. Additional Understanding and describing significant indirect economic impacts, including the extent of impacts.
fully 
GRI Profile
GRI INDICATORS DESCRIPTION REPORTED GLOBAL COMPACT PRINCIPLES CROSS-REFERENCE/DIRECT ANSWER
1. Strategy and analysis
1.1 Statement from the most senior decision-maker of the organization about the relevance of sustainability to the organization and its strategy. fully   Annual Integrated Report 2013, p. 18-19; 44-45; 56-59
1.2 Description of key impacts, risks, and opportunities. fully   Annual Integrated Report 2013, p. 32-37
2. Organizational profile
2.1 Name of the organization. fully   Assicurazioni Generali S.p.A.
2.2 Primary brands, products, and/or services.
fully   Annual Integrated Report 2013, p. 48
2.3 Operational structure of the organization, including main divisions, operating companies, subsidiaries, and joint ventures. fully   www.generali.com/about-us/management
Annual Integrated Report 2013, p. 276-303

2.4 Location of organization's headquarters. fully   Assicurazioni Generali S.p.A.
P.zza Duca degli Abruzzi 2 - 34132 Trieste - Italy
2.5 Number of countries where the organization operates, and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report. fully   Annual Integrated Report 2013, p. 48; 305-306
2.6 Nature of ownership and legal form. fully   Corporate Governance and Share Ownership Report 2013, p. 13
2.7 Markets served (including geographic breakdown, sectors served, and types of customers/beneficiaries). fully   Annual Integrated Report 2013, p. 48-53
2.8 Scale of the reporting organization. fully   Annual Integrated Report 2013, p. 14-17; 85
2.9 Significant changes during the reporting period regarding size, structure, or ownership. fully   Annual Integrated Report 2013, p. 274-275

2.10 Awards received in the reporting period. fully   www.generali.com/sustainability/ethical-indices-SRI-ratings-and-rankings
Information on other awards received by the Group companies is available on their websites.
3. Report parameters
3.1 Reporting period (e.g., fiscal/calendar year) for information provided. fully   Quantitative information is as at 31 December 2013 whereas qualitative information may also refer to events after
that date.
3.2 Date of most recent previous report (if any). fully   The most recent previous Sustainability Report, that was approved by the Board of Directors of the Parent
Company and later published on the Group website, dates at May 2013.
3.3 Reporting cycle (annual, biennial, etc.). fully   The reporting cycle is annual.
3.4 Contact point for questions regarding the report or its contents. fully   www.generali.com/sustainability/contacts
3.5 Process for defining report content. fully   The process of definition of the contents is based on the principles of materiality, stakeholder inclusiveness,
sustainability context and completeness, and the process to guarantee information quality is based on the principles of balance, comparability, accuracy, timelines, clarity and reliability envisaged by the GRI.
3.6 Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers). fully  
3.7 State any specific limitations on the scope or boundary of the report. fully  
3.8 Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect comparability from period to period and/or between organizations. fully   Information in the Report concern two financial years, 2013 and the previous year, for which homogeneous data
are presented, to allow comparisons without misrepresentations.
3.9 Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the Indicators and other information in the report.
fully   In order to ensure the reliability of the information reported, directly measurable amounts have been included,
reducing the use of estimates to a minimum.
3.10 Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for such re-statement (e.g., mergers/acquisitions, change of base years/periods, nature of business, measurement methods). fully   Information in the Report concern two financial years, 2013 and the previous year, for which homogeneous data are presented, to allow comparisons without misrepresentations.
3.11 Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report. fully  
3.12 Table identifying the location of the Standard Disclosures in the report.
fully    
3.13 Policy and current practice with regard to seeking external assurance for the report. fully   The decision not to request an external assurance for the Sustainability Report is confirmed. This choice is based
on the desire of the Group to focus its available resources on improving its social and environmental performance
and maintaining an effective reporting system, in terms of the quality and quantity of information provided and its
consistency with the interests of the various stakeholders with whom the Group has various types of relations.
The Group asked the independent body RINA Services S.p.A. to check and validate 2013 data on direct GHG
emission (Scope1) and indirect emissions from energy consumption (Scope2) in accordance with the ISO14064
standard.
4. Governance, commitments, and engagement
4.1 Governance structure of the organization, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organizational oversight.
fully   Annual Integrated Report 2013, p. 39-42
4.2 Indicate whether the Chair of the highest governance body is also an executive officer. fully   Annual Integrated Report 2013, p. 41
4.3 For organizations that have a unitary board structure, state the number and gender of members of the highest governance body that are independent and/or non-executive members. fully  
4.4Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body.
fully www.generali.com/careers/human-resources/european-works-council
Articles of Association, Art. 17 available on www.generali.com/governance
4.5Linkage between compensation for members of the highest governance body, senior managers, and executives, and the organization's performance.fully Annual Integrated Report 2013, p. 42-43
4.6Processes in place for the highest governance body to ensure conflicts of interest are avoided.fully 
4.7Process for determining the composition, qualifications, and expertise of the members of the highest governance body and its committees, including any consideration of gender and other indicators of diversity.fully Corporate Governance and Share Ownership Report 2013, p. 31-34
4.8Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation.fully www.generali.com/careers/human-resources/european-social-charter
4.9Procedures of the highest governance body for overseeing the organization's identification and management of economic, environmental, and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct, and principles.fully The Sustainability Report, Sustainability Objectives and Commitments, Group codes and policies as well as their
updates are subject to the approval of the Board of Directors of the Parent Company.
4.10Processes for evaluating the highest governance body's own performance, particularly with respect to economic, environmental, and social performance.fully Corporate Governance and Share Ownership Report 2013, p. 38
4.11Explanation of whether and how the precautionary approach or principle is addressed by the organization.
fully 
4.12Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses.fully www.generali.com/sustainability/adhesion-to-external-initiatives
4.13Memberships in associations (such as industry associations) and/or national/international advocacy organizations.fully The Generali Group is member of the following trade associations in the main countries where it operates: Versicherungsverband Österreich (VVO) in Austria, Fédération Française des Sociétés d'Assurances (FFSA)
in France, Gesamtverband der Deutschen Versicherungswirtschaft e.V. (GDV) in Germany, Associazione
Nazionale Imprese Assicuratrici (ANIA) in Italy, Unión Española de Entidades Aseguradoras y Reaseguradoras es la Asociación Empresarial del Seguro (UNESPA) in Spain, Schweizerischer Versicherungsverband (SVV) in
Switzerland.
The Generali Group provides routine membership dues and views memberships in associations as strategic.
4.14List of stakeholder groups engaged by the organization.
fully 
4.15Basis for identification and selection of stakeholders with whom to engage.
fully A Head Office working group, supported by some CSR consultants, adopted the AccountAbility1000 principles
when defining and selecting the stakeholders.
4.16Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group.
fully Given the number and variety of stakeholder engagement initiatives carried out in the various countries in which
the Group operates, it is not easy to generalize about their frequency. The employee satisfaction surveys are
usually carried out every two years. However, as part of project activities in the various countries, every year there
are engagement activities (mostly focus groups) that involve small groups of employees for specific purposes.
Each company in the various countries engages clients and consumers with different purposes and frequencies
ranging from monthly to once every three years. The dialogue with stakeholders is ongoing within networks, working groups, trade associations, etc. at national and international level. In the process of checking the CSR strategy and communication the stakeholder engagement envisages multi-stakeholder meetings on specific topics at least once a year.
4.17Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting.fully The Charter of Sustainability Commitments considers both key topics raised through engagement of different
Head Office departments and outcomes of various forms of dialogue and exchanges of opinion with Group
stakeholders.

GRI content index

GRI 3.1 guidelines - Global Compact principles

PROFILE

GRI INDICATORS DESCRIPTION REPORTED GLOBAL COMPACT PRINCIPLES CROSS-REFERENCE/DIRECT ANSWER
1. Strategy and analysis
1.1 Statement from the most senior decision-maker of the organization about the relevance of sustainability to the organization and its strategy. fully   Annual Integrated Report 2013, p. 18-19; 44-45; 56-59
1.2 Description of key impacts, risks, and opportunities. fully   Annual Integrated Report 2013, p. 32-37
2. Organizational profile
2.1 Name of the organization. fully   Assicurazioni Generali S.p.A.
2.2 Primary brands, products, and/or services.
fully   Annual Integrated Report 2013, p. 48
2.3 Operational structure of the organization, including main divisions, operating companies, subsidiaries, and joint ventures. fully   www.generali.com/about-us/management
Annual Integrated Report 2013, p. 276-303

2.4 Location of organization's headquarters. fully   Assicurazioni Generali S.p.A.
P.zza Duca degli Abruzzi 2 - 34132 Trieste - Italy
2.5 Number of countries where the organization operates, and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report. fully   Annual Integrated Report 2013, p. 48; 305-306
2.6 Nature of ownership and legal form. fully   Corporate Governance and Share Ownership Report 2013, p. 13
2.7 Markets served (including geographic breakdown, sectors served, and types of customers/beneficiaries). fully   Annual Integrated Report 2013, p. 48-53
2.8 Scale of the reporting organization. fully   Annual Integrated Report 2013, p. 14-17; 85
2.9 Significant changes during the reporting period regarding size, structure, or ownership. fully   Annual Integrated Report 2013, p. 274-275

2.10 Awards received in the reporting period. fully   www.generali.com/sustainability/ethical-indices-SRI-ratings-and-rankings
Information on other awards received by the Group companies is available on their websites.
3. Report parameters
3.1 Reporting period (e.g., fiscal/calendar year) for information provided. fully   Quantitative information is as at 31 December 2013 whereas qualitative information may also refer to events after
that date.
3.2 Date of most recent previous report (if any). fully   The most recent previous Sustainability Report, that was approved by the Board of Directors of the Parent
Company and later published on the Group website, dates at May 2013.
3.3 Reporting cycle (annual, biennial, etc.). fully   The reporting cycle is annual.
3.4 Contact point for questions regarding the report or its contents. fully   www.generali.com/sustainability/contacts
3.5 Process for defining report content. fully   The process of definition of the contents is based on the principles of materiality, stakeholder inclusiveness,
sustainability context and completeness, and the process to guarantee information quality is based on the principles of balance, comparability, accuracy, timelines, clarity and reliability envisaged by the GRI.
3.6 Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers). fully  
3.7 State any specific limitations on the scope or boundary of the report. fully  
3.8 Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect comparability from period to period and/or between organizations. fully   Information in the Report concern two financial years, 2013 and the previous year, for which homogeneous data
are presented, to allow comparisons without misrepresentations.
3.9 Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the Indicators and other information in the report.
fully   In order to ensure the reliability of the information reported, directly measurable amounts have been included,
reducing the use of estimates to a minimum.
3.10 Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for such re-statement (e.g., mergers/acquisitions, change of base years/periods, nature of business, measurement methods). fully   Information in the Report concern two financial years, 2013 and the previous year, for which homogeneous data are presented, to allow comparisons without misrepresentations.
3.11 Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report. fully  
3.12 Table identifying the location of the Standard Disclosures in the report.
fully    
3.13 Policy and current practice with regard to seeking external assurance for the report. fully   The decision not to request an external assurance for the Sustainability Report is confirmed. This choice is based
on the desire of the Group to focus its available resources on improving its social and environmental performance
and maintaining an effective reporting system, in terms of the quality and quantity of information provided and its
consistency with the interests of the various stakeholders with whom the Group has various types of relations.
The Group asked the independent body RINA Services S.p.A. to check and validate 2013 data on direct GHG
emission (Scope1) and indirect emissions from energy consumption (Scope2) in accordance with the ISO14064
standard.
4. Governance, commitments, and engagement
4.1 Governance structure of the organization, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organizational oversight.
fully   Annual Integrated Report 2013, p. 39-42
4.2 Indicate whether the Chair of the highest governance body is also an executive officer. fully   Annual Integrated Report 2013, p. 41
4.3 For organizations that have a unitary board structure, state the number and gender of members of the highest governance body that are independent and/or non-executive members. fully  
4.4Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body.
fully www.generali.com/careers/human-resources/european-works-council
Articles of Association, Art. 17 available on www.generali.com/governance
4.5Linkage between compensation for members of the highest governance body, senior managers, and executives, and the organization's performance.fully Annual Integrated Report 2013, p. 42-43
4.6Processes in place for the highest governance body to ensure conflicts of interest are avoided.fully 
4.7Process for determining the composition, qualifications, and expertise of the members of the highest governance body and its committees, including any consideration of gender and other indicators of diversity.fully Corporate Governance and Share Ownership Report 2013, p. 31-34
4.8Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation.fully www.generali.com/careers/human-resources/european-social-charter
4.9Procedures of the highest governance body for overseeing the organization's identification and management of economic, environmental, and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct, and principles.fully The Sustainability Report, Sustainability Objectives and Commitments, Group codes and policies as well as their
updates are subject to the approval of the Board of Directors of the Parent Company.
4.10Processes for evaluating the highest governance body's own performance, particularly with respect to economic, environmental, and social performance.fully Corporate Governance and Share Ownership Report 2013, p. 38
4.11Explanation of whether and how the precautionary approach or principle is addressed by the organization.
fully 
4.12Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses.fully www.generali.com/sustainability/adhesion-to-external-initiatives
4.13Memberships in associations (such as industry associations) and/or national/international advocacy organizations.fully The Generali Group is member of the following trade associations in the main countries where it operates: Versicherungsverband Österreich (VVO) in Austria, Fédération Française des Sociétés d'Assurances (FFSA)
in France, Gesamtverband der Deutschen Versicherungswirtschaft e.V. (GDV) in Germany, Associazione
Nazionale Imprese Assicuratrici (ANIA) in Italy, Unión Española de Entidades Aseguradoras y Reaseguradoras es la Asociación Empresarial del Seguro (UNESPA) in Spain, Schweizerischer Versicherungsverband (SVV) in
Switzerland.
The Generali Group provides routine membership dues and views memberships in associations as strategic.
4.14List of stakeholder groups engaged by the organization.
fully 
4.15Basis for identification and selection of stakeholders with whom to engage.
fully A Head Office working group, supported by some CSR consultants, adopted the AccountAbility1000 principles
when defining and selecting the stakeholders.
4.16Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group.
fully Given the number and variety of stakeholder engagement initiatives carried out in the various countries in which
the Group operates, it is not easy to generalize about their frequency. The employee satisfaction surveys are
usually carried out every two years. However, as part of project activities in the various countries, every year there
are engagement activities (mostly focus groups) that involve small groups of employees for specific purposes.
Each company in the various countries engages clients and consumers with different purposes and frequencies
ranging from monthly to once every three years. The dialogue with stakeholders is ongoing within networks, working groups, trade associations, etc. at national and international level. In the process of checking the CSR strategy and communication the stakeholder engagement envisages multi-stakeholder meetings on specific topics at least once a year.
4.17Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting.fully The Charter of Sustainability Commitments considers both key topics raised through engagement of different
Head Office departments and outcomes of various forms of dialogue and exchanges of opinion with Group
stakeholders.

ECONOMIC PERFORMANCE INDICATORS

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