Le imprese già attive: crescono business e occupazione

In a labor market that is constantly evolving, businesses believe that competitiveness comes from continuous growth of individuals. Philip Morris, as shared by Larissa Akemi Hirata, Manager Integrated Talent Management, invests consistently in upskilling paths and dedicated training opportunities. They are convinced that innovation and growth arise from encounters between diverse experiences, skills, and perspectives, facilitated through mentoring, internal mobility, and cross-functional collaboration.

According to this vision, the "talent pipeline" represents an ecosystem of sharing that strengthens employability and generates sustainable value for individuals and the business.

For Fastweb + Vodafone, the growth of people is a strategic priority: "We focus on structured learning to build a solid, resilient, and innovation-oriented organization", stated Tiziana Solagna, HR Business Partner Manager for Fastweb+Vodafone. They invest in developing technical and behavioral skills, as well as continuous learning, to support the evolution of knowledge.

They accompany employees throughout their journey within the company, fostering intergenerational contamination that generates value: they grow together, learning from each other.

Jessica Ori, Senior HR Manager responsible for Manufacturing and Deliver EMEA, emphasized that "The extension of the working life and the coexistence of multiple generations in organizations are changing the way we learn, transfer skills, and build innovation. The challenge is not to manage generational differences, but to value their complementary contribution. When accumulated expertise meets new perspectives, knowledge transfer, change management, and value generation grow."

Elettrotecnica Imolese is well aware of this context: "In the next five years, several central figures, managers, and technicians will retire. Therefore, we have started addressing the issue of generational replenishment to avoid losing the wealth of specialized knowledge and skills that exist within us." In this context, where companies are still experimenting with senior worker valorization and age management paths, Ciro Cafiero, founder of legal firm Cafiero Pezzali & Associati, highlights the need for a cultural change in regulations.

"Age management practices should be considered tools of active labor policy, aimed at valuing skills and contributing to the competitiveness and productivity of companies, rather than mere expense items in passive policies."