MAGGIOLI SPA: 360° WELFARE - well-being of human resources and the local community
About this good practice
Family-run company Maggioli is a publishing house operating mainly for public administrations with 1800 employees of which 60% women.Human resources are crucial as qualified management and strategic know-how. Attention to employees'needs prompted Maggioli to experiment flexible working. The National programme #Conciliamo 2019 issued by the Presidency of the Italian Council of Ministers was the opportunity to promote a tailor-made welfare improving quality of life of working parents, enable demographic relaunch, increase female employment, rebalancing men/women workloads, support families with disabilities, avoid elderly abandonment.In the meanwhile COVID happened and the working conditions were totally different with a massive introduction of smart working and an accelerated digital transformation. Maggioli reviewed many activities moving from an old approach of company welfare towards community welfare making agreements with local organizations. Maggioli became a digital service provider attracting young digital talents. Activities carried out: part-time incentive, smart workstations with no time/space constraints; summer center, play/educational workshops at the corporate nursery;facilitation services through corporate butlers, platform for employees welfare services, healthy lifestyles training, check-up activities, training on the value of women's in business.Emilia-Romagna Region formally supported the action as a good practice involving Clusters and facilitators
Resources needed
National: State - € 1.465.095,52
Private: Maggioli - € 517.206,72
Regional: E-R political support through a formal letter
Facilitator: Centoform, an organization accredited for the provision of employment services
Clust-er: promotion and dissemination towards its network of associates
Evidence of success
54reversible part-time workers allowed for family care-51women/3men.14 new fixed-term people covering hours freed up by part-time workers:12men/2women.As digital transformation influenced the gap in new employees, Maggioli created the STEM Academy "Girls code it better". Hybrid/smart working policy applied to 2556people
Analysis on employees satisfaction on work/life balance:74.9% stated that work leaves sufficient time for themselves/family,80.3% can adapt working hours to private life
Potential for learning or transfer
Maggioli aim is to permanently maintain the actions integrating the business contract.
Impact: overcome an organizational approach based on rigid schedules through flexibilization of performance for greater autonomy/flexibility, improving internal climate solving responses to time reconciliation needs, increase efficiency/productivity by satisfying flexibility needs; maximizing positive effects of work performance in positive environment. Challenges: cultural barriers and rigid business hours, inadequate national collective bargaining agreements, lack of women with strong IT hard skills.
Lessons to learn: How necessary public cofinancing stimulated an initial company organizational/cultural change generating a virtuous process extended to the local community. There is still a long way to go but Maggioli case can certainly be an example for other companies. A facilitator is needed and task of the Cluster is the promotion/ dissemination of the experience in terms of replicability