Existing businesses: growth in business and employment

“In an ever-changing labour market, we believe that competitiveness depends on the continuous development of our people. That is why, at Philip Morris,” said Larissa Akemi Hirata, Integrated Talent Management Manager at Philip Morris Italia, “we constantly invest in upskilling programmes and dedicated training opportunities. We are convinced that innovation and growth stem from the convergence of diverse experiences, skills and perspectives, which are fostered through mentoring initiatives, internal mobility and cross-functional collaboration. In line with this vision, the ‘skills relay’ represents a sharing ecosystem that strengthens people’s employability and generates sustainable value for both individuals and the business.”

For Fastweb + Vodafone, too, people’s development is a strategic priority: “We are committed to structured learning to build a solid, resilient and innovation-driven organisation,” emphasised Tiziana Solagna, HR Business Partner Manager at Fastweb + Vodafone. “ “We invest in skills development and continuous training – both technical and behavioural – as drivers to foster the evolution of knowledge. We support people throughout their journey within the company and nurture the intergenerational exchange that creates value: we grow together, learning from one another.”

The point, as Jessica Ori, Senior HR Manager and Head of Manufacturing and Deliver EMEA, explained, is that ‘the extension of working life and the coexistence of multiple generations within organisations are changing the way in which people learn, skills are transferred and innovation is fostered. The challenge is not to manage generational differences, but to harness their complementary contributions. When established experience and fresh perspectives come together, the ability to transfer knowledge, navigate change and generate value for organisations grows.”

Elettrotecnica Imolese is well aware of this: “Over the next five years, a number of key staff members, managers and technicians will be retiring,” said the CEO, Massimo Foresti. “ “For these reasons, we have begun to address the issue of generational succession so as not to lose the wealth of knowledge and specialist skills that exists within our organisation.”

Against this backdrop, in which companies are nevertheless exploring ways to make the most of older workers and implement age management, Ciro Cafiero, founder of the law firm Cafiero Pezzali & Associati, highlights the need for a shift in regulatory culture. ‘Age management practices should be regarded as tools of active labour market policy, aimed at making the most of skills and contributing to companies’ competitiveness and productivity, rather than as expenditure items associated with passive policies.’