In 'virtuous' companies higher birth rates
.In a recent survey, Jointly analysed the percentages of newborns in a year compared to the total company population of a sample of 25 large companies with a total of 200,000 workers. What emerges from the analysis is that the incidence of new-borns among 'virtuous' companies is 2.5 times higher than the figure for companies with no parenting intervention. What is interesting to emphasise is that among the common characteristics of this group of companies is not so much the high value of economic support, but rather a combination of factors that include policies pushed in favour of flexibility, interventions throughout the child-rearing life cycle, a strong presence of service delivery interventions (e.g. babysitting, study support, summer camps) and finally the presence of economic support that is geared to the cost of living and income. Many studies also show that a working environment that is welcoming and recognises the needs of the worker, including those of a parent or would-be parent, is more attractive and stimulating than environments that do not take them into account.
If on the one hand it remains a priority to strengthen the legislative framework of the company welfare referred to in paragraph 2 of Article 51 of the Consolidated Income Tax Act so as to preserve the social and contractual purpose of company welfare, a purpose that goes beyond mere income support, on the other hand an organisational culture oriented towards the corporate wellbeing, understood as a structured and integrated set of interventions that acts on the working life experience, supporting the worker according to different needs, is an enabling factor that can significantly contribute not only to increasing engagement and productivity but also to reversing the demographic trend.
The benefits of corporate wellbeing
.With corporate wellbeing, corporate welfare can in fact make a further qualitative leap from a pure fiscal benefit to a strategy of organisational and personal wellbeing. The data themselves say it: according to the research 'A new vision of corporate wellbeing: a value for the remuneration strategy, a fundamental lever of attraction and engagement' carried out by The European House - Ambrosetti, in collaboration with Jointly, corporate wellbeing allows to increase the engagement of employees (+30%) and their productivity, together with the company's competitiveness on the market.
Not only that. The benefit that an employee obtains from the various services integrated within a corporate wellbeing plan - which, starting from the employee's needs, translates a strategy into an offer of concrete services, such as company crèches, summer camps for employees' children, free psychological counters, services of social relevance in support of the family, recreational services, prevention - exceeds the economic value of the investment made by the company by more than four times. For example, against an average company expenditure of EUR 2,500 per capita, the real value for the employee is over EUR 11,000 (with a multiplication coefficient of 4.5). There is therefore a twofold benefit: for the employee, who, feeling supported and recognised also in his personal sphere, is happier and more serene and therefore works with renewed enthusiasm, and for the company itself, which can not only improve productivity, but also generate a concrete social impact.
Companies are now called upon to play an active role in understanding and creating the conditions for employees to fulfil their life plans as well. In this context, family support programmes represent a lever of impact to which both economic and psychological aid instruments can be dedicated, and a concrete support made up of services and supports that reconcile private and working life, breaking a negative circuit that has contributed to the current demographic situation.
