Innovamey

Inclusion Talks is born: stories that change business

marija marovic — Fri, 28 Nov 2025 08:36:07 +0000

This is not the end of inclusion

We’re certain of one thing: this is not the age of the end of inclusion. Despite debates and step-backs, we prefer to listen to the leaders who, in these days, have reminded us that the train has already left the station.

Inclusion is not just a value — it’s a strategy that helps companies grow. And we want to prove it through the stories of those who have lived this transformation.

Inclusion as a driver of corporate growth

Looking at global reports, the data is clear: companies that invest in diversity and inclusion see not only improvements in workplace culture, but also growth in innovation and economic performance. According to McKinsey, organizations with diverse leadership teams are 36% more likely to outperform their competitors in terms of profitability. Moreover, closing the gender gap could generate over €11 trillion for the global economy.

But for many Italian SMEs, these numbers feel distant—tied to multinational contexts and difficult to apply to local realities. Many companies ask us every day what all of this actually means for them, within the reality of a local business, often operating in more traditional sectors.

Nasce quindi Inclusion Talks: Storie che Cambiano il Business

Why is it important?

Inclusion Talks is our new interview format that brings to light real experiences from companies that have placed inclusion at the center and have gained tangible benefits in terms of innovation, productivity, and organizational well-being.

Many companies face the challenge of turning inclusion from an abstract concept into a measurable reality. Reports and research are helpful, but what truly convinces people are real experiences. Inclusion Talks was created to give a voice to those who have lived this transformation firsthand, offering concrete and replicable insights.

Why is it important?

Aram Mbow, founder of Innovamey, highlights the strategic value of inclusion: “Companies that embrace diversity and inclusion are not only making an ethical choice — they are adopting a competitive strategy. The best talent, the strongest innovation, and the healthiest workplace culture are found where there is room for everyone.”

“Younger generations,” added Sharon Sorti, Communication Manager, “choose companies that reflect their values. A business that invests in inclusion not only creates a fairer environment, but also becomes a magnet for the top talent of tomorrow.”

Similarly, the social dimension is a fundamental lever for everyone, as noted by Sara Todde, Content Strategy Manager: “Inclusion that takes shape within society — from schools to the companies and even the gyms our children attend — is an unmissable opportunity to build, or rebuild, a richer and fairer society. Companies play a key role in this process.”

What are we looking for?

We don’t just want best practices. We want authentic stories from those who have implemented inclusive policies and seen the results firsthand: more motivated teams, more innovative processes, and a real impact on the business.

If your company has made inclusion a driver of growth, your experience can inspire other organizations to begin this journey. We want to hear from you — and share your story.

Take part in Inclusion Talks: write to us at hello@innovamey.com and tell us your story.

Innovamey is the organisation that turns sustainability into a real engine of growth, supporting companies in designing sustainable strategies, transforming business models, and communicating with impact.
We innovate products and services by placing sustainability at the center, developing solutions that combine progress, responsibility, and competitiveness. We don’t just imagine the future — we build it.

We collaborate with prestigious academic institutions such as Bocconi University, Università Cattolica, and the Glion Institute of Higher Education, training the leaders of tomorrow and developing innovative business strategies through real-world cases and direct engagement with the new generations.

For us, sustainability is not just a goal — it is an evolutionary process, a dynamic balance between innovation, responsibility, and long-term value creation.

We have supported major organisations in rethinking their processes through the lens of positive impact and business-driven results — from evolving products and services for a market increasingly attentive to sustainability, to creating operations designed to attract and empower talent who understand the importance of people, the planet, and profitability.

We help organisations build a sustainable culture through training and conscious leadership, supporting them in authentically communicating their transformation, so that sustainability becomes not just an objective, but a lived and shared reality.

We have played a leading role in major events such as IKN’s Climate Tech, Team Different’s Ethical HR, and Il Sole 24 Ore’s Global Inclusion, contributing to the development of strategies that combine economic progress with social and environmental responsibility.

Innovamey stands for action, impact, and transformation: we work with companies to build a future in which sustainability means innovation, value, and conscious growth.
Because change isn’t something you talk about. You make it happen.

When Inclusion Becomes Architecture

marija marovic — Mon, 24 Nov 2025 13:05:50 +0000

What happens when an architecture firm is made up entirely of women?

In the case of Nomade Architettura, founded in Milan by Selina Bertola, inclusion stops being an abstract idea and becomes a daily practice.
In fifteen years, the studio has grown into a reference point, with a team of twenty-five professionals who not only design spaces but also inspire a new way of doing architecture.

“Inclusion, for me, is everyday life: living well, respect, listening, cohesion.”

A Clear Vision: Putting Human Beings at the Center

When Selina founded Nomade Architettura, there was no written manifesto — but a very clear vision: placing people at the heart of every project.
Not only clients, but also the women who work with her.

“I’m proud to see that many of the people who were with me at the beginning are still here today.”

Success, in this case, comes from the ability to listen and to translate needs into concrete realities — with a contemporary approach and an open dialogue.

An All-Female Team: An Unexpected Strength

The all-female composition of the team wasn’t an initial choice, but the result of a natural evolution.

“It came together over time and has become a true strength,” Selina explains. “The team is incredibly close-knit, and each of us cares deeply about the quality of our projects. I don’t think Nomade would function any less well if there were men on the team, but it’s undeniable that being women gives us a very specific and recognizable character.”

A shared leadership built on leading by example

Nomade Architettura’s philosophy is rooted in the idea that inclusion is a daily practice shaped by respect and attentive listening. There isn’t a single model of leadership, but rather an approach grounded in leading by example. Frequent meetings, constant dialogue, and freedom of expression allow every team member to feel like an active part of a collective project. As Selina highlights:

“You can’t ask something of others if you don’t do it yourself first — inspiring means putting into practice what you believe in.”

The Strategic Value of Internal Cohesion

What happens when an architecture studio is made up entirely of women? A model emerges that doesn’t wait to find space — it creates it. A brand that grows because it is recognizable, cohesive, and authentic. A place where leadership and design are rooted in listening, trust, and freedom.

For Selina Bertola, founder of Nomade Architettura, inclusion is something tangible and part of everyday life.

“Inclusion, to me, means giving space to those who have the hardest time finding it.”

It means creating an environment where every person is valued, heard, and part of a whole. But it also means designing homes, spaces, and relationships that reflect who people truly are — turning the concept of inclusion into a real force for design.

In an industry still largely male-dominated, such as architecture and interior design, Selina has built a model of leadership that is gentle, determined, and inclusive. Without statements or fanfare — simply through consistency and care — her studio has become a concrete example of how it’s possible to grow without sacrificing attention to people. When inclusion is real, it becomes a lever for brand, culture, and reputation: it attracts those who seek meaning and value, not just a job.

This is where the true potential of inclusion emerges: as a strategic element capable of generating innovation, internal cohesion, and external recognition — turning every project into a unique experience, both for those who create it and for those who live it.

Designing Spaces That Include

Inclusion doesn’t stop within the internal organization — it is at the heart of how they work with clients. Every project begins with a deep listening to the place, its history, and its energy. Whether it’s a private villa or an international project, the goal is to enhance the unique natural and cultural elements that define it.

“Interior architecture is a dialogue between past and present, between the environment and the people who will inhabit it,”

Selina explains

Overcoming the Challenges of a Male-Dominated Industry

Selina doesn’t hide the difficulties of working in a sector still largely dominated by men.

“Every now and then someone exclaims, ‘Oh, it’s an all-female studio!’ I always laugh, because no one ever says the same when walking into an all-male one. On construction sites, it’s harder for a woman to assert her ideas — especially during the period when you become a mother.”

She faced these challenges firsthand while building her studio and raising her two children. Her experience is an invitation not to give up:

“Si può fare, serve determinazione e la volontà di dimostrare il proprio valore.” 

Learning from Mistakes, Acting with Responsibility

Among the most formative moments, Selina recalls having approached delicate topics too lightly in the past.

“I realized that on important issues you need preparation and a foundation in facts.”

From this comes her awareness that inclusion requires responsibility: creating opportunities for those who struggle most to find them, recognizing privilege, and acting to rebalance it.

Nomade: One Name, Two Souls

The studio’s name embodies its philosophy. “Nomade” reflects both an itinerant, international spirit — today, more than half of their projects are outside Italy — and a promise of all that is still to be discovered. A name designed to be understood anywhere and by anyone, because it aims to be universal.

Sustainability and Small Daily Revolutions

For Selina, sustainability isn’t only about design choices (materials, techniques) but also about the small details that improve everyday life for everyone — from accessible spaces to the presence of changing tables and hooks for bags in public restrooms.

“These small considerations truly change people’s daily experience.”

The Legacy of an Inclusive Model

The story of Selina Bertola and Nomade Architettura, shared with us during our Inclusion Talks, shows that inclusion is a way of working and designing that leaves a tangible mark. It proves that creating spaces — both physical and professional — that are open and respectful means building the future.

For us, sustainability is not just a goal — it is an evolutionary process, a dynamic balance between innovation, responsibility, and long-term value creation.

Inclusion Talks – Anna Granata

marija marovic — Mon, 27 Oct 2025 06:14:21 +0000

“Creativity turns diversity into community.”

“Creativity is the essential ingredient that allows a class or a school of different individuals to become a class or a school where those differences grow into a community.”

With these words, Anna Granata, Professor of Intercultural Pedagogy at the University of Milano-Bicocca, reminds us that inclusion is a daily process that takes shape first and foremost in our schools. It is there that the broader constitutional project of a fair, supportive, and pluralistic society is built.

In this interview for Inclusion Talks, Professor Granata takes us inside the classroom — among students, teachers, and school leaders — and shares what it truly means to live inclusion: a collective and creative act capable of transforming differences into meaningful connections.

Where does community begin? At school.

“School is open to everyone.”

This is what Article 34 of our Constitution states — the only one in Europe that dedicates an entire passage to education. Today, we should say “open to all” in a more inclusive way, notes Anna Granata, but the message remains powerful: school is the place where diversity becomes a daily experience.

However, school does not always succeed in this mission. This is why the role of teachers is fundamental: only through a shared vision and a collective approach can true relationships of equality be built.

A small town, a big lesson

Among the many stories she shares with us, one comes from Bagnolo Piemonte, a small mountain town where one out of three children is a native Chinese speaker. In this context, the presence of foreign students is not seen as a problem, but as a valuable resource. The school has launched a permanent language workshop, not only in Italian, but also in Chinese and other mother tongues.

A concrete example of inclusion as an active value, one that keeps a school open and offers children a place where their identity is not erased, but valued.

“Five Minutes to Change School”

It is with this vision that “Five Minutes to Transform the School” was created, a project coordinated by Professor Granata to give a voice to teachers, students, school leaders, and parents who are experimenting with new forms of organizational creativity in schools. Rethinking spaces, time, and assessment methods. Moving beyond the mindset of “we’ve always done it this way” to create a school where everyone can feel well, learn well, and teach well.

“Anna chose to be present, to step in, to turn every educational gesture into an act of innovation. Because innovation is a concrete concept: it starts with us, with those who choose to participate consciously. This is the spirit of Innovamey: Innovation Starts from Me.”

– Aram Mbow, Founder di Innovamey

Because at Innovamey, we believe that change is not just an idea. It is an action that begins with those who choose to step forward and create real impact.

An idea that Anna cultivates every day at the university as well, together with her students (more than 90% of them are women), who become valuable allies in collecting stories from the field. One of these is the story of Dante, a foreign child who was difficult to manage, and who completely changed his behavior when a future teacher told him: “You are my favorite student.” A simple gesture that overturns dynamics, builds trust, and creates connection.

School and gender equality: a collective urgency

But diversity does not end with geographic or linguistic background. One of the areas Anna strongly focuses on is gender equality. She works on this even in difficult contexts where, after a disturbing incident (a message written in the bathroom: “Turetta one of us”), she is called in to speak with the students.

On that occasion, she discovered that half of the auditorium was empty. Many students had stayed in their classrooms to “keep up with the curriculum.” But what curriculum are we talking about, Anna asks, if we ignore the educational responsibility to address gender-based violence?

“Any teacher who chooses to stay in the classroom today, given the data on femicides, fails to recognize the important responsibility we have as adults.”

– Aram Mbow, Founder di Innovamey

In her view, the university has a huge responsibility: to design and experiment with what does not yet exist, to speak beyond the boundaries of academia, and to offer spaces for dialogue where a different society can be imagined.

A cup of coffee with Astrid Lindgren

If she could, Anna would have a coffee with Astrid Lindgren, the author of Pippi Longstocking, to understand how the idea of a girl so free, so rebellious, and so capable of breaking conventions was born. And to ask her: what new characters could we create today to make freedom and empowerment something real for all girls, and for boys as well?

Giving voice to inclusion is a political act

Anna concludes:

“Today, giving a voice to those who practice inclusion is a political act. Thank you for creating this space.”

We at Innovamey firmly believe that sharing experiences like hers is essential to generating change. Because, as Anna teaches us, inclusion is not an add-on. It is the true expression of democracy.

For us, sustainability is not just a goal — it is an evolutionary process, a dynamic balance between innovation, responsibility, and long-term value creation.

The Future Is Designed for Women: Aram Mbow Among the Inspiring Fifty 2024

marija marovic — Tue, 30 Sep 2025 09:52:00 +0000

Innovation and Leadership: A Call to Action for All Women

Aram Mbow, founder of Innovamey, was recently included in the Inspiring Fifty Italy 2024 list, a recognition that celebrates the most influential women in technology and innovation. This award not only honours her remarkable journey but also highlights the importance of female role models in leadership. The article explores the impact of this recognition, the lessons learned from the event and why this milestone represents a turning point for all of us. Discover how Aram’s story and the insights shared by the event’s leaders can inspire us to dream and act with determination.

Celebrating Aram, Celebrating All of Us

Italy is changing, and we are part of this transformation. With immense pride, we celebrate Innovamey’s founder, Aram Mbow, named among the Inspiring Fifty Italy 2024, a recognition that highlights the women who, like her, are redefining the future of innovation and technology. This award is not only a reflection of her talent but also confirmation that female leadership is finally finding its rightful place. We are all part of this revolution, and this is exactly the moment to act with boldness and vision.

What Is Inspiring Fifty: A Global Mission for Female Visibility

The Inspiring Fifty initiative was created in the Netherlands in 2013 with the goal of giving visibility to women in the fields of technology and innovation, sectors where female representation is still limited. The idea behind the project is simple yet powerful: “If she can see it, she can be it.” The initiative quickly expanded globally, reaching Italy as well, where each year 50 women are celebrated for their leadership, talent, and ability to transform the tech sector. It is not just an award, but a platform that creates real role models and inspires future generations to break barriers and build careers in the world of innovation.

An Event That Inspires Change

The award ceremony was a true tribute to the strength of women. Together with prominent figures such as Maria Grazia Roncarolo, a pioneer in regenerative medicine, we experienced moments that deeply moved us. Hearing Roncarolo speak about her passion and the courage to embrace failure as a starting point for new discoveries gave us an unforgettable lesson: the path to success is rarely linear, and that is perfectly fine. Her experience reinforced our belief that, in order to move forward, we must build strong alliances among women and firmly believe in our own authenticity.

Aram’s Strength and Her Impact

When Aram arrived in Italy at 18, there were no role models who looked like her. No women of colour in leadership positions, no visibility for anyone with a story like hers. But this did not stop her. On the contrary, after a journey made of many different steps, it pushed her to create Innovamey one year ago, a project born to bring innovation, sustainability and inclusion forward, and to support women by breaking down barriers and creating opportunities. Innovamey is more than a company. It is a movement, a vision for a world where every woman can have a seat at the table. Aram’s story teaches us that every challenge can become a springboard for change.

An Award for All Women

Being recognised among the Inspiring Fifty was a milestone that moved us deeply. This award is not just about Aram but about every woman who dreams of a different future. We cannot stop here. This recognition is a call to be visible, to normalise female leadership and to create space for future generations. Each of us has the power to become an example for those who will come after us. The words of Barbara Cominelli, a leader among the Inspiring Fifty, are clear: “It is not just an honour, it is a responsibility.” And we are ready to embrace this responsibility.

The Lessons We Take Home

If there is one thing the event taught us, it is that we should not wait for the perfect moment. Maria Grazia Roncarolo left us with five lessons that we will carry with us:

Perfection does not exist. Do not wait for everything to be perfect before taking action. Detours and challenges are part of the journey and can lead to the greatest opportunities.
Follow your passion. It is the true engine of innovation. It is the spark that keeps you moving forward even when everything feels difficult. Never lose sight of it.
Be authentic. We should never apologise for who we are, and we should not feel the need to conform. Our feminine qualities are a strength, not a limitation. Our authenticity is the key to creating real impact.
Break down injustices. Having the courage to say no and to make our voices heard is essential for creating real change.
Build networks with other women. No one succeeds alone. Alliances among women, and also between women and men, are an incredibly powerful force. Let us support one another, and together we can achieve extraordinary change.

United for a Fair and Sustainable Future

This is only the beginning. With Innovamey, we will continue working to make innovation a fertile ground for female leadership, a world where women can not only dream big but also bring those dreams to life. Together, we can normalise our presence in positions of power and inspire future generations to believe that anything is possible. This is our moment. Innovate with courage, build alliances, and never stop dreaming big.

To all the women reading these words: join us. Let’s make noise. This is our time.

Innovamey is the organisation that turns sustainability into a real engine of growth, supporting companies in designing sustainable strategies, transforming business models and communicating with impact.
We innovate products and services by placing sustainability at the center, developing solutions that combine progress, responsibility and competitiveness. We don’t just imagine the future, we build it.

For us, sustainability is not just a goal — it is an evolutionary process, a dynamic balance between innovation, responsibility, and long-term value creation.

VSMe Standard for SMEs

marija marovic — Sat, 27 Sep 2025 06:00:10 +0000

A new chapter begins

On 30 July 2025, the European Commission adopted Recommendation C(2025) 4984 final, inviting non-listed SMEs to use the Voluntary Sustainability Standard for SMEs (VSMe) to report in a voluntary and proportionate way. The Commission also asked large companies and financial intermediaries to limit their requests — as far as possible — to the data required by this framework, thereby reducing the “trickle-down” effect of questionnaires and non-standardised compliance burdens.

It is not a new obligation. Instead, it is a move that makes a common language operational and recognised across the EU, finally clarifying the rules of the game between suppliers and buyers. The VSMe, already designed as a simplified, modular, and free ESG framework for small and medium-sized enterprises, now becomes a concrete tool to make sustainability accessible and actionable even for those who have so far perceived it as a topic “for large companies only.”

In Italy, where 99.8% of all companies are SMEs and they generate more than 70% of private-sector employment (ISTAT), the potential impact is enormous. The VSMe is not a reduced version of the CSRD; it is purpose-built, with proportionate indicators, clear language, and the possibility to grow step by step. But its real value is measured outside official documents: in supply chains, in contracts, and in the everyday relationships between suppliers and clients.

6 business stories: why this is not news for lawyers, but for those who do business

In the construction sector, both public and private tenders already reward suppliers that provide verifiable ESG data. These are not the only award criteria, but in some cases they make the difference between winning and losing. A 25-person renovation company, supplier to a major real estate group, saw a major contract slip away due to the lack of a formal emissions report. If it had already implemented a structured system for measuring and reporting sustainability, it would have been able to quickly provide a credible document and strengthen its overall offer.

In advanced manufacturing, an SME producing components for the furniture sector developed an R&D project for fully recyclable panels. Before launching the product, it chose to establish an ESG assessment and reporting pathway to measure its initial environmental and social performance. This technical foundation gave the company the tools to engage with clients and certifiers, build a credible narrative for investors, and avoid greenwashing risks by demonstrating transparency from the prototype stage.

In high-end hospitality, the ability to document one’s environmental and social impact has become an essential part of the value proposition for tour operators and international clients. A luxury relais in Umbria, lacking consolidated data, spent months responding to a Nordic operator’s requests regarding local sourcing, water consumption, and working conditions. A pre-established system for data collection and analysis would have reduced time and complexity, putting the hotel in a position to act proactively.

In the fashion sector, pressure comes from the supply chain: major brands ask suppliers to share key indicators on energy use, waste, gender equality, and pay transparency. A knitwear manufacturer in the Marche region lost an international order because it was not ready to provide complete and structured documentation. In contexts where quality and price are comparable, being able to demonstrate certified operational sustainability becomes an immediate differentiating factor.

On the other hand, a small artisanal leather accessories workshop integrated ESG measurement as the first step in a broader business revitalisation plan. In addition to improving the internal climate through a structured “listening” process (with a +20% retention increase), it gained credibility with international buyers who value supply-chain transparency, expanding its market reach.

In professional and digital services, sustainability has become one of the evaluation criteria in corporate contracts, alongside expertise and price. A creative agency struggled during a pitch with an international tech group because it did not have ready-to-use data to support its inclusion policies and responsible IT supply-chain management. It was just one factor among many, but it was enough to influence the final decision.

In private healthcare, a network of specialist clinics chose to integrate ESG reporting into an employer branding strategy designed to attract qualified doctors and nurses. It measured and documented continuous training, safety, employee well-being, and the environmental impact of its facilities. This transparent approach strengthened its positioning as an “employer of choice” and led to a 30% increase in unsolicited applications from highly specialised professionals.

Across all these sectors, it is not a single standard that makes the difference. What matters is embedding a structured sustainability pathway — with measurement and reporting — into a larger mosaic made of commercial relationships, sales strategy, competitive pricing, reputation, and execution capability.

It is one of the key pieces of the equation and, when solid, it can unlock concrete advantages: from access to financing and preferential terms, to the ability to attract and retain talent, and even to a stronger sense of employee engagement.

When products or services are comparable, this journey can become the factor that tips the balance: opening doors in negotiations, strengthening credibility, and responding quickly to increasingly frequent requests from procurement teams and stakeholders.
And above all, it allows companies to build a brand narrative that goes beyond what they sell and speaks to values, impact, and vision — in a market where every detail matters and missed opportunities rarely come back.

Four reasons why SMEs can no longer postpone

For years, many SMEs have seen ESG reporting as an excessive burden. But the numbers tell a different story:

+20% average revenue growth for Italian SMEs that integrate sustainability practices into their core processes (SDA Bocconi, 2024).

ESG-oriented companies have a 30% higher customer retention rate and stronger margins (Global Compact Network Italia).

36% of B2B companies would switch supplier if ESG criteria were not met — a figure expected to rise to 57% within the next three years (Bain & Company).

These trends translate into four concrete advantages for those who take action now, as seen in the business stories above and confirmed by the Global Compact Network Italia:

Market access – Large companies increasingly require ESG data from suppliers as an entry condition.
Financing and grants – Banks and investment funds offer better terms to companies that demonstrate a structured commitment.
Innovation and competitiveness – Sustainability becomes a lever for more efficient processes and higher-value products.
Attraction and retention of talent – 64% of young people refuse job offers from companies without solid ESG policies (Forbes, 2024).

Yet behind the rhetoric that “sustainability is for everyone,” many SMEs have encountered three recurring obstacles:

Complexity – Standards designed for multinationals, with overly detailed indicators.

Costs and time – Long processes, hard-to-find data, and hours taken away from core business activities.

Distance from the real market – Difficulty in seeing immediate and measurable returns.

This is where the current voluntary European standard for SMEs comes into play: it’s not a solution to everything, but an accelerator that lowers entry barriers thanks to clear language, targeted indicators, and a modular structure. To create real value, however, it must be embedded in a broader process that brings together:

Technology to speed up and structure data collection.

Strategic consulting to turn numbers into competitive advantages.

Authentic storytelling to communicate your commitment without slipping into greenwashing.

“30 days to grow”: technology and consulting, integrated from day one

For many SMEs, the real obstacle isn’t the awareness that sustainability matters — but understanding how to take concrete, rapid action. What they need are tools that allow them to measure, report, and give strategic meaning to data from day one.

“30 days to grow” was created precisely to meet this need — a program developed by Innovamey together with Treeblock: technology and consulting working in parallel, because one without the other simply doesn’t work.

With Treeblock One, Treeblock’s platform, ESG measurement becomes accessible and fast: in just a few days, a company can collect, validate, and organize its data, visualize it through clear charts and indicators, and generate a structured document ready for clients, stakeholders, and investors.

But technology is never “on its own”: from the very first access to the platform, Innovamey’s consultants guide the reading of the questions, the definition of data sources, the consistency of the information, and the interpretation of the results. This ensures that the final document is not only accurate and verifiable, but already designed to become a commercial, reputational, and organizational asset.

During the program:

measurement and interpretation happen together, avoiding the separation between “the numbers moment” and “the strategy moment”;

the data is adapted to different audiences (investors, B2B clients, employees, media) as the report is being built;

concrete actions, priorities, and opportunities emerge immediately, with no downtime between data collection and strategic use of the information.

With several SMEs, we have already activated the VSME standard, completing ESG measurement and analysis with Treeblock One and Innovamey in days, not months. In some cases, the data — already interpreted with a commercial lens during the process — became the foundation for new commercial proposals and initiatives by our clients.

A sustainability report — even in a simplified form — is not a PDF to be archived: it is a business map that helps identify supply-chain risks and opportunities, plan investments, and engage employees and stakeholders. A textile SME in Prato, for example, discovered through its first ESG assessment that 80% of its environmental impact occurred during the dyeing phase: it invested in low-water-consumption processes, reduced costs by 15%, and secured two new international clients.

Different stakeholders, different meanings: the risk of falling behind

For an investor, a VSME report is a signal of risk management and long-term vision.
For a corporate client, it is proof of supply-chain reliability.
For an employee, it shows that the company cares about its social and environmental impact.
For a local community, it is a pact of transparency.

The same page of a report can mean different things — which is why a Tech + Strategy approach becomes a concrete, valuable, and smart activation.

And those who don’t adopt minimum standards risk:

exclusion from the supply chain in sectors such as fashion, agri-food, construction, and tourism;

loss of reputation: 40% of consumers abandon a brand if they discover it is not sustainable (McKinsey)

greater vulnerability: without mapping ESG risks, it becomes harder to respond to environmental, regulatory, or reputational crises.

Why start now, not “when it becomes mandatory”

The VSME is voluntary. But the history of European regulations shows that what is a recommendation today becomes a requirement tomorrow.

Starting now means:

avoiding last-minute rushes when reporting becomes a contractual requirement;

building credibility within the supply chain, gaining an advantage over those who haven’t started yet;

learning to use ESG data as a strategic lever, not just as a response to an obligation.

Innovamey and Treeblock are already applying the VSME with clients across different sectors, taking advantage of this moment in time when it’s still possible to do things well and a head of the curve.

The VSME is not just a regulatory simplification: it’s a springboard.

Conclusione

Non è questione di se, ma di quando lo userete. La sostenibilità è ormai il nuovo linguaggio del business europeo: chi lo parla oggi, domani sarà irraggiungibile.

With the VSME Recommendation of July 30, 2025, across all sectors, the difference is not made by a single standard but by having an active sustainability pathway that is measured, reported, and integrated into the company’s strategy and reputation.
Without this piece in place, companies risk being excluded from funding, preferential conditions, tenders, and partnerships.
When offers are otherwise equal, it can be the factor that closes a deal or makes it fall through: it opens doors, strengthens credibility, and meets the increasingly pressing demands of procurement, the market, and stakeholders.

And above all, it defines a brand narrative that goes beyond the product, speaks to values and impact, and positions the company in a place that competitors without this asset cannot reach.

With the European voluntary standard for SMEs, companies today have a real opportunity to start in a simple and structured way.
With Innovamey + Treeblock and the “30 Days to Grow” program, technology and consulting work together from day one to transform sustainability from a future obligation into an immediate, measurable, and market-ready advantage.
The moment to start is now.

Are you ready?

For us, sustainability is not just a goal — it is an evolutionary process, a dynamic balance between innovation, responsibility, and long-term value creation.

Beyond Smart Working

marija marovic — Thu, 24 Jul 2025 13:50:23 +0000

August 2025: Work Reinvents Itself

In the 1970s, the idea of working from home was unthinkable: the office was the only place considered acceptable for carrying out professional activities. It was only with the advent of the internet and high-speed connections that the concept of flexible work gradually became plausible. However, it was Covid-19 in 2020 that triggered a rapid and radical transformation: workers around the world experienced remote working, proving that a multiplicity of workplaces does not mean a loss of productivity.

Global, European, and Italian Overview

In 2020, according to data from the International Labour Organization, more than 40% of workers in high-income countries worked entirely remotely for at least a significant period. In the following years, fully remote work began to decline, while the hybrid model gained ground as a more balanced and sustainable approach.

In Europe, Eurofound reports a decline in fully remote workers — from 24% in 2022 to 14% in 2024 — while today 44% of European workers operate in a hybrid model.

In Italy, the Politecnico di Milano’s Observatory estimates around 3.55 million smart workers in 2024, with a projected 5% increase in 2025, reaching 3.75 million. Large companies are driving the change: 96% have adopted structured policies, and nearly 2 million employees alternate between home and office. In the public sector, around 500,000 people work in agile mode, and some administrations are planning to increase this number. SMEs account for around 520,000 smart workers, with no signs of expansion.

Beyond Smart Working: The New Frontiers of Work

The 2025 landscape goes beyond traditional smart working, introducing a set of innovative work models designed to balance productivity and well-being:

Workation: combines work with staying in tourist destinations such as seaside villages, mountain refuges, or art cities. In Italy, cities like Genoa, Catania, Florence, Bari, and Palermo are among the most popular destinations for digital nomads. In Tuscany, places like Santa Fiora or Montepulciano offer equipped workspaces, discounts, and coworking areas.

Four-day week: reducing the workweek to four days with no change in salary is already being tested in Italian companies such as EssilorLuxottica (with over 15,000 employees involved), Intesa Sanpaolo, Mondelez, and others. In the public sector as well, projects are underway for 36 hours over four days, with voluntary participation and regulatory support.

Flexitime: working hours can be fully personalised within the workday, as long as goals are met and minimum coverage is ensured during key contact times.

Job Sharing: two professionals share a role and its responsibilities, with differentiated, interchangeable working hours. A model that supports balance without giving up operational roles.

Structured digital nomadism: some companies allow employees to work from another country for several months, supporting them with fiscal, legal, and organisational aspects. In Italy, the Digital Nomad Visa has been active since April 4, 2024, for highly qualified non-EU workers, requiring a minimum income of around €28,000 per year, health insurance, and previous remote-work experience. Several hubs in Sardinia and Puglia are attracting nomads through dedicated programmes.

Quality gig economy: well-paid micro-projects based on specific expertise — an evolution of the traditional gig-based work model.

Hub & Spoke: a central office supported by satellite locations or peripheral coworking spaces, designed to reduce commuting while maintaining real, tangible connections with the company.

Async-first: communication is predominantly asynchronous (documents, messages, videos), with fewer real-time meetings — ideal for distributed teams or those working across different time zones.

Blended work: a model in which artificial intelligence collaborates with people on tasks such as analysis, writing, and automation; work shifts toward more strategic and creative activities, freeing up time and resources.

All these models share one principle: making work adaptable to people — not the other way around.

Flexibility: A Criterion for Choice

Le ricerche 2024‑2025 mostrano che oltre il 70% degli smart worker italiani non accetterebbe un lavoro esclusivamente in presenza e molti valuterebbero il cambio di impiego o chiederebbero un aumento significativo per rinunciarvi. Per quasi il 50% dei lavoratori, la flessibilità conta più di uno stipendio più alto.

Five exemplary companies that are reinventing how and where we work

TeamSystem (Italy): through the TeamSystem Next initiative, it offers up to 80% smart working and the possibility to independently choose a four-day week in the form of a “Light Friday.”
Intesa Sanpaolo (Italy): the first major Italian banking group to experiment with the four-day week on a voluntary basis, with 36 hours over 4 days and up to 120 days of smart working per year. A meal-voucher allowance is also provided for employees working remotely.
EssilorLuxottica (Italy): has introduced a four-day week for around 15,000–20,000 employees, offering 20 Fridays off per year with no reduction in salary. The plan aims to improve well-being, efficiency, and inclusion.
Bee / Growens (Italy–Europe): a Southworking company with its main headquarters abroad. 56% of its Italian workforce works from small towns in Southern Italy, supporting local development and distributed talent. It has also established the Cagliari Innovation Lab to invest in territorial innovation.
Grenke (Italy, European multinational): adopts a hub-and-spoke model integrated with local coworking spaces, smart working supported by a sustainable ergonomic kit, and mandatory in-office presence once a week. This approach has led to increased productivity, satisfaction, and employee retention.

YOTTAWORLD: flexibility as a corporate culture

Among the virtuous examples in Italy, YOTTAWORLD stands out for an approach to flexibility that goes beyond a simple internal policy. The company — which Innovamey has supported through a Business Innovation journey driven by sustainability, views flexible work not as an additional benefit, but as an integral part of its organisational culture.

As Giulia Scanu, HR Manager at YOTTAWORLD, explains:

“Through our work with Innovamey, we realised that for us, flexibility has never been just a policy, it’s a human approach already rooted in our culture. It means trusting people, giving them autonomy and, at the same time, creating opportunities for real connection.”

La flessibilità ci ha portato benefici concreti in termini di benessere, coinvolgimento e soddisfazione del team. Per mantenere e rafforzare questa coesione, c’è anche il ‘FridaYotta’, il nostro appuntamento mensile ormai consolidato, pensato per aggiornarci sui progetti aziendali e trascorrere insieme un momento di convivialità che va oltre la sfera lavorativa.

“The main challenge remains balancing autonomy with organisational alignment: communication plays a crucial role here, and instant messaging channels along with spaces for continuous dialogue help us keep connection and transparency alive.”

This model shows how organisational innovation can go hand in hand with the human dimension, keeping engagement high even in distributed work environments.

How We Experience Innovamey: Structured Summer Flexibility

At Innovamey, work follows a hybrid model that values both in-person collaboration and focused remote work. Throughout the year, three days a week are spent in the office to encourage direct exchanges and brainstorming, while two days are dedicated to working from home for individual tasks and a more autonomous management of time.

In the summer months, those who wish can work from different locations: Sara chooses Sardinia, Sharon alternates between the sea and the mountains, Aram divides his time between Sicily and Milan, and Marija spends time with her family in Montenegro.

As Sharon says, “smart working gives us precious hours for training, passions, and family, but our days in the office keep human interaction alive.”

Sara highlights how “being in the office generates ideas and connections, while remote days allow for better management of private life.”

For Aram, founder of Innovamey, “the quiet of the home office is perfect for focusing, but in-person meetings are irreplaceable for creativity and team spirit.”

And as Marija says, “This freedom isn’t just a benefit — it’s a form of respect for our real lives.”

Conclusion

From the strictly in-office work of the 1970s to the flexible, diverse, and option-rich landscape of 2025, the transformation is complete. In Europe and in Italy, the hybrid model is now well established, but the future is already taking shape through new approaches: workation, the four-day week, structured nomadism, async-first models, and AI-enabled blended work. Today, the real challenge for companies is no longer adopting smart working, but designing work models that truly respond to people’s needs, offering self-regulation, autonomy, and well-being.

As of August 2025, people choose where, how, and when they work. Innovamey shows that work can be both flexible and deeply engaging at the same time.

For us, sustainability is not just a goal — it is an evolutionary process, a dynamic balance between innovation, responsibility, and long-term value creation.

Pride Month 2025

marija marovic — Mon, 23 Jun 2025 06:41:00 +0000

What is Pride Month? Origins and meaning

Pride Month has deep roots in the fight for civil rights for LGBTQIA+ people. Its origins date back to the Stonewall Riots in New York City in June 1969, when a police raid on the Stonewall Inn, a bar frequented by the gay community, sparked a spontaneous and violent uprising against systemic discrimination. This event is considered the spark that ignited the modern LGBTQIA+ rights movement in the United States and around the world.

In June 1970, a year after Stonewall, the first Gay Pride march was held in Manhattan, a moment of visibility and assertion aimed at breaking silence and oppression. In the years that followed, Pride Month spread internationally, becoming a global symbol of struggle, solidarity, and celebration of diversity. In the United States, it was officially recognized as Pride Month in 1999 by President Bill Clinton, a significant institutional recognition.

But what does LGBTQIA+ mean?

LGBTQIA+ is an acronym that represents the diversity of sexual orientations and gender identities within the queer community. Each letter has a specific meaning: L stands for Lesbian, G for Gay, B for Bisexual, T for Transgender, Q for Queer (or Questioning), I for Intersex, A for Asexual, Aromantic, or Agender. The + symbol includes all other identities that don’t fit into the main acronyms, such as pansexual, genderfluid, non-binary, and many others. This acronym isn’t just a series of letters, but a representation of experiences, stories, and realities that often remain invisible. Using it consciously means recognizing and respecting the existence and dignity of every person, beyond traditional labels.

Each letter has a specific meaning:

L – Lesbian

G – Gay
People (often men, but not only) who experience romantic and/or sexual attraction to people of the same gender.

B – Bisexual
People who are attracted to more than one gender, not necessarily equally or at the same time.

T – Transgender
People whose gender identity does not match their sex assigned at birth. This includes trans men, trans women, and non-binary people.

Q – Queer
An umbrella term used by those who don’t identify with traditional labels related to gender identity or sexual orientation. It can also mean “questioning,” meaning someone who is still exploring their identity.

I – Intersex
People born with sexual characteristics (genitals, chromosomes, hormones) that do not fit into the typical binary definitions of “male” or “female.”

A – Asexual / Aromantic / Agender

Asexual: people who do not experience sexual attraction or experience it to a very limited extent.

Aromantic: people who do not experience romantic attraction.

Agender: people who do not experience romantic attraction.

+ (più)
It represents all the other identities and orientations that are not specified but are part of the community, such as pansexual, demisexual, genderfluid, and others.

Why Pride is important

Pride Month is not just a colorful celebration, but a crucial moment of visibility and political struggle. In 2025, the LGBTQIA+ community continues to face significant challenges. According to the Williams Institute at UCLA, over 500 new anti-LGBTQIA+ laws were proposed at the state level in the United States in 2025 alone, many of which aim to restrict transgender people’s rights and access to essential medical care.

Pride Month thus serves to maintain high levels of awareness of these rights, combat homophobia and transphobia, promote social and cultural awareness, and ensure a welcoming environment for all identities. It is a demonstration of pride and resistance that reminds us that civil rights, unfortunately, are never definitively acquired, but must be continually defended.

Pride and Business: What's Happening Around the World

In recent years, many global companies have embraced Pride Month as a moment of visibility, incorporating the rainbow symbol into their branding and sponsoring events. However, 2025 has seen an unexpected backlash and cancellations.

A case in point is Google, which removed Pride Month from its official corporate calendar at the beginning of 2025, citing the move as a desire to “simplify and make the calendar more sustainable,” sparking strong criticism from LGBTQIA+ activists and employees.

It’s not just Google: some companies like Amazon and Meta have temporarily reduced the visibility of Pride content on their platforms, deeming it strategic to limit exposure to avoid political controversy and pressure from conservative segments of the market. Amazon, for example, announced a pause in sponsoring Pride events in certain countries, in response to political pressure and the threat of boycotts from anti-LGBTQIA+ groups.

These about-faces have provoked mixed reactions, generating debates about the authenticity of companies’ commitment to diversity and inclusion.

Who resists and why it matters

Despite these setbacks, many companies and organizations continue to strongly support Pride Month. Brands like Nike, Salesforce, and Ben & Jerry’s have reaffirmed their public commitment, complementing marketing campaigns with significant investments in structured inclusion programs. The WNBA (Women’s National Basketball Association) is an example of cultural resistance: it has celebrated Pride Night every year since 2001, using it as a platform for social activism and inclusion.

Resistance is crucial because it demonstrates that support for LGBTQIA+ people isn’t just a seasonal trend, but a deeply rooted value. In a climate of growing political and social polarization, maintaining consistent engagement is essential to protecting rights and creating a truly inclusive work and social environment.

The Role of Business in Inclusion: Tools and Initiatives

Companies have enormous potential to promote diversity, equity, and inclusion (DEI). We’re talking about concrete actions that can transform corporate culture and the social fabric.

One thing is certain: today, many people still don’t feel safe being themselves. 61.2% of LGBTQIA+ people hide their sexual orientation at work, and the reason is clear: among those who have come out, 40% have experienced career disadvantages.

Nearly 8 in 10 gay or bisexual people report experiencing at least one form of microaggression in the workplace: offensive comments, unwanted advances, or inappropriate questions.

DEI initiatives in Italy still focus primarily on gender (70%) and generational diversity (40%), but only 30% address LGBTQIA+ issues, 23% socioeconomic inequalities, and just 14% the inclusion of people with disabilities.

On ethnic diversity? There aren’t even official data.

We need more. We really need to change our priorities.

Employee Resource Groups (ERGs) are among the most effective tools: these are groups of LGBTQIA+ employees and allies who meet regularly to support each other, promote internal awareness, influence company policies, and organize events. By 2025, more than 60% of large US companies had established dedicated ERGs, with tangible impacts on employee retention and well-being.

Furthermore, inclusive benefit policies (e.g., transgender health coverage), ongoing education on LGBTQ+ issues, and combating discrimination and microaggressions are essential to creating safe environments. Active sponsorship of Pride events and partnerships with advocacy organizations demonstrate genuine and concrete commitment.

Finally, companies can use inclusion metrics to track progress and integrate DEI into evaluation and promotion processes, making inclusive culture part of the corporate strategy.

Italian companies and European initiatives: the local context

In Italy, the path toward LGBTQIA+ inclusion in companies is growing but still lagging behind more mature markets like the US or UK. According to the 2024 survey by the Diversity & Inclusion Observatory of Censis and Valore D, only 35% of large Italian companies have a structured Diversity Management plan that includes LGBTQIA+ issues.

Companies like Enel and Intesa Sanpaolo stand out in 2025 for their active support of Pride. Enel promoted dedicated events during Pride Month and strengthened healthcare benefits for transgender people, while Intesa Sanpaolo launched the ERG-LGBTQ+ “Rainbow Network,” which serves as an internal support and awareness network. Furthermore, Barilla, which has faced criticism in the past for its conservative stance, has gradually modified its communications, sponsoring events and participating in inclusion campaigns.

At the European level, the European Diversity Charter involves over 3,000 companies in 33 countries with concrete commitments to diversity and inclusion. Among the most innovative initiatives is the “LGBTech” project, funded by the European Commission, which promotes LGBTQIA+ inclusion in the technology sector, where the presence of women and LGBTQIA+ people has historically been limited.

Where inclusion is built together: our experience with Autostrade per l'Italia

In July 2024, we had the privilege of participating in Inclusion Week organized by Autostrade per l’Italia, an internal event that combined authentic listening, quality content, and active participation.

During our presentation, we shared Innovamey’s vision of inclusion as a strategic lever for innovation, focusing on the value of intersectionality, particularly between generations, gender, abilities, and LGBTQIA+ identities. A key aspect that emerged from the discussion was that generational diversity—now more than ever, with four generations living together in the workplace—represents an often underestimated asset.

The event demonstrated that when people are directly involved in designing these moments, inclusion becomes real, experienced, and shared.

Practical proposals for SMEs: how to get started

Not just large companies: SMEs too can and must become protagonists of change, with concrete and sustainable actions.

Establish an internal Employee Resource Group (ERG) or network of allies
Even in small communities, promoting meetings and spaces for discussion on LGBTQ+ issues raises awareness and promotes well-being.
Anti-discrimination policy and inclusive benefits
Formalize clear rules against discrimination and harassment, ensuring benefits such as the recognition of same-sex families and support for gender transition, including through agreements with health insurance companies.
Continuous training and awareness raising
Organize workshops, refresher courses, and opportunities for discussion with experts and associations (e.g., Arcigay or MIT – Movimento Identità Transsessuale) to spread inclusive culture.
Sponsorship and participation in local Pride events and advocacy initiatives
Even a small contribution, financial or in resources, makes a difference and improves the company’s reputation.
Monitoring and anonymous data collection
Adopt internal feedback tools to understand the company climate and gather suggestions for improving inclusion policies.
Transparent and consistent communication
Create internal and public content that showcases corporate commitment, showcasing real employee testimonials and highlighting success stories. Programs like VOICES, Innovamey‘s flagship format, are making a difference. Created to showcase the authentic and profound transformations that companies, institutions, and communities are achieving, VOICES explores the cultural, human, social, and environmental changes that are leaving their mark. These experiences demonstrate how we can truly make a difference when we address the challenges of our time with courage, vision, and responsibility.

VOICES gives voice to those who innovate with impact, those who prioritize inclusion, sustainability, and participation as strategic levers. Because behind every real evolution, there are people. And it is their stories that inspire change.

Because this commitment makes a difference for SMEs too

An inclusive work environment improves satisfaction, reduces turnover, and fosters creativity. A McKinsey 2025 study confirmed that companies with high levels of diversity and inclusion are 25% more likely to achieve better financial results than their less inclusive competitors.

Furthermore, compliance with DEI standards opens up new market opportunities, public funding, and European partnerships, which increasingly consider inclusion a fundamental criterion.

A genuine commitment to the future

Pride Month is a call to everyone: institutions, businesses, and citizens, to build a society where the right to be oneself is respected and celebrated every day. In a time of intense political and cultural tension, the risk of setbacks is real, but businesses have a unique opportunity to be drivers of change.

Only a consistent and structured commitment can transform Pride from a one-off event to a lasting value. This means listening, educating, and acting with courage and responsibility. Because diversity is not just a matter of social justice, but a competitive advantage, a source of innovation and well-being for all.

In a world of percentages and reports, stories still have the power to change things. Because numbers tell us how big the problem is, but it’s experiences that make us understand why action is urgent.

With Inclusion Talks, we give voice to those who are advancing the culture of inclusion in the field: entrepreneurs, managers, collaborators, activists. People who transform their environments every day, often silently, with concrete actions. If you’re working on these issues, or if you have a story that can inspire others, contact us: we’d love to host you in future episodes of Inclusion Talks.

Innovamey is here to amplify every voice that builds a more equitable future.

Innovamey is the organisation that turns sustainability into a real engine of growth, supporting companies in designing sustainable strategies, transforming business models, and communicating with impact. We innovate products and services by placing sustainability at the center, developing solutions that combine progress, responsibility, and competitiveness. We don’t just imagine the future — we build it.

For us, sustainability is not just a goal — it is an evolutionary process, a dynamic balance between innovation, responsibility, and long-term value creation.

The 24 ORE Group’s journey with Innovamey.

marija marovic — Tue, 27 May 2025 09:40:00 +0000

The 24 ORE Group's journey with Innovamey

A systemic transformation: from blank sheet to strategy, with sustainability at its core

The 24 ORE Group has always been a point of reference for economic and cultural information in Italy. In a context where innovation also demands social and environmental responsibility, the Group has chosen to embark on a major transformation, developing a new business plan that places innovation and sustainability as integrated and complementary pillars.

This vision translated into a work process supported by Innovamey, which accompanied the Group in its journey to define a new cultural and operational identity, capable of being reflected in governance, offerings, internal processes, and editorial content. This effort involved the entire organization, and thanks to Innovamey, measurable and essential indicators were identified for assessing the impact generated.

"Sustainability leads us toward the projection of what we want and need to be. Hence the decision to sit down with Innovamey to proactively outline our path to consistently and effectively supporting a responsible corporate culture."

— Gionata Tedeschi, Direttore Generale Innovazione e Tecnologia, Gruppo 24 ORE

1. Strategy and governance: sustainability as a corporate infrastructure

From the early stages, the transformation was structured around a strategic and governance review, supported by an ESG model integrated into decision-making processes. Innovamey supported the Group in consolidating a framework that guaranteed transparency, consistency, and measurability to make sustainability a strategic lever.

Among the concrete actions:

Participation in the ESG governance structure, where a cross-functional Steering Committee has been introduced

Definition of KPIs integrated into management control and measurement systems

Participation in the drafting of reporting documents in synergy with the Finance, Legal, and Audit functions.

This collaborative effort across the entire organization has led the Group to use the Non-Financial Statement as a true tool for accountability and strategic guidance, recognized by stakeholders, investors, and the country system.

Watch the full video: “Sustainability and Innovation at the 24 ORE Group”

2. Operations and wellbeing: a new way of working, living and measuring

The strategic vision has also generated a profound transformation at the operational level, involving not only the infrastructure but the Group‘s entire way of working. Innovamey collaborated with internal teams—rich in vision and ideas—to integrate sustainability and well-being into daily processes and corporate policies. This transformation simultaneously involved multiple functions and is now measurable in environmental, social, and organizational terms.

For us, the organization is a living space of shared responsibility. Today, sustainability also means this: well-being, flexibility, participation, and listening. It has become an integral part of our vision and corporate culture.

— Paola Boromei, Head of People, Sviluppo e Organizzazione, Gruppo 24 ORE

Among the most significant interventions carried out by the Group:

structuring an expanded training plan on the topics of Innovation, Sustainability and Vertical Skills and launching a new smart platform to make the most of it;

a new wellbeing model that includes discounts, free fruit and healthy snacks, flexible smart working policies, and daily initiatives for widespread wellbeing;

the structuring of the People Happiness Survey, integrated into the listening systems;

attention to ESG criteria in procurement.

3. Internal culture and gender equality: from certification to diversity governance

The work on culture has been systematic. The Group has become the first Italian media outlet certified for gender equality, not only through formal tools but also through governance and an inclusive culture implemented daily.

Some key points:

Introduction of gender KPIs into the Development and Organization team’s systems

Activation of a permanent Diversity & Inclusion Committee

Mentorship and training on bias and inclusive leadership

New internal and external narrative, with more representative “voices” in contents, events, productions

"Diversity is no longer a side issue. We no longer talk about quotas, but about impact and innovation."

– Karen Nahum, DG Publishing & Digital, Gruppo 24 ORE

Watch the full video: “Diversity and Gender Equality at Gruppo 24 ORE”

4. Visible, measurable, shared impacts

The strength of this approach lies in its concreteness. The 24 ORE Group has achieved results with a measurable positive impact and is positioned as a benchmark in sustainability reporting and planning for businesses, organizations, and professionals.

A change that continues

Today, sustainability isn’t a one-off project: it’s an active organizational culture, a lever for innovation, and a defining component of our identity. The journey continues toward coherent and generative evolution.

For us, sustainability is not just a goal — it is an evolutionary process, a dynamic balance between innovation, responsibility, and long-term value creation.

Our times call HR to new challenges: Are you ready to respond?

marija marovic — Thu, 06 Feb 2025 07:07:00 +0000

Is it possible to embrace diversity, equity, and inclusion (DE&I) as true levers of innovation?

We live in a time of transition: are organizations truly transforming or are they trapped in rhetoric? Is it possible to overcome the barriers of conformity to embrace diversity, equity, and inclusion (DE&I) as true drivers of innovation? HR today is no longer just a manager, but a catalyst for change.

Here are the four bold insights that emerged during the roundtable discussion “Diversity, Equity, and Inclusion: Organizational Transformation or Mere Rhetoric?”, highlighted in Alessandro Gastaldi‘s article for Sviluppo e Organizzazione magazine.

1. Framework, non retorica

Framework, not rhetoric, has been the backbone of Accenture’s transformation, as Francesca Romana Rossi, Head of Human Resources at Accenture, told us—a structured approach to incorporating diversity as a driver of innovation. Gender parity (50/50 by 2025) is a data-driven promise because inclusion must be planned and monitored.

2. A new organizational model

A new organizational model is what Aram Chantal Mbow emphasized: companies must be “designed for sustainability and inclusion.” Policies aren’t enough; redesigned environments, structures, and processes are needed. It’s a cultural and operational revolution: well-being isn’t a luxury, but the foundation for innovation.

3. A necessary balance between diversity and belonging

“Diversity and belonging, a necessary balance” is the vision of Barbara Imperatori, Professor of Business Organization at the Catholic University of the Sacred Heart in Milan, who highlights that diversity without belonging leads to chaos, while belonging alone risks generating homogenization. HR must balance personalization and standardization for a cultural identity that unites people and goals.

4. Leadership as an activator of dialogue

Leadership as an activator of dialogue is the answer from Giuseppina Cataldi, D&I Manager at Edison. Empathetic and visionary managers are key. Edison demonstrates that inclusive organizations are born from cooperation between employees, institutions, and external communities, breaking down barriers between company and society.

There was a lot of content discussed, of great depth.

The challenge is to go beyond the status quo.

"Diversity isn't a task to be delegated, but a strategic choice to be lived. It's time for all levels of the company to commit to building authentic workplaces, where everyone has the opportunity to contribute and grow."

Aram Chantal Mbow, Founder Innovamey

Today more than ever, the question is not just what we can do to change, but who we want to become as an organization. Does HR have the answer? Let’s design it together.

Read the full article

Innovamey is the organisation that turns sustainability into a real engine of growth, supporting companies in designing sustainable strategies, transforming business models and communicating with impact.
We innovate products and services by placing sustainability at the center, developing solutions that combine progress, responsibility and competitiveness. We don’t just imagine the future, we build it.

For us, sustainability is not just a goal — it is an evolutionary process, a dynamic balance between innovation, responsibility, and long-term value creation.

Voices: Sustainability is culture, storytelling is change

marija marovic — Thu, 09 Jan 2025 08:21:00 +0000

Sustainability is culture and culture needs VOICE

Sustainability is culture and culture needs VOICE

These words from Giovanni Gasparini, President of Renco, mark one of the most powerful moments of VOICES, the format created by Innovamey that transforms sustainability from obligation to opportunity, from strategy to shared history.

When we began this journey with Renco, we knew it wouldn’t be just any communications project: VOICES is much more. It’s an opportunity to rethink our corporate identity, starting with people and their stories, to narrate and accompany a complex and ambitious transition towards a sustainable future.

Innovamey was founded with this very goal: to make sustainability real and concrete, guiding courageous companies that choose to take risks and communicate change. Because sustainability isn’t just a strategy, but a cultural act, a set of choices that defines who we are and how we want to be.

Renco and VOICES – the Brief: A Story of a Courageous Transition

Renco, a historic company in the energy and construction sectors, had a clear goal: to place sustainability at the center of a transformation process that was not only strategic, but also narrative and cultural. The challenge was to drive business innovation by engaging people, enhancing the positive impact on local communities, and communicating the change authentically.

As a leading player in a traditionally complex and industrial sector, Renco was facing a transition on several levels:

Environmental, with the shift from oil & gas platforms to renewable energy, with investments in hydrogen and innovation. New business lines such as carbon offsetting and reforestation projects, including the Jacambé project in Congo, have combined environmental protection with tangible social impact through training local communities, building schools, and supporting entrepreneurship.
Social, in an international and multicultural context, where Renco operates with branches and teams in several countries. Attention to gender equality, especially in STEM fields where the gender gap is still present, and the inclusion of local diversity were key elements in defining an open, inclusive, and sustainable corporate culture.
Cultural and Organizational, because every transformation must start from within. Engaging people, listening to their stories, and valuing their role in the transition was crucial to strengthening a sense of belonging and making sustainability not just a strategy, but a daily act.

VOICES, the format created by Innovamey, was the tool to accompany this transformation and give it a voice, both inside and outside the company. Because sustainability isn’t limited to numbers and strategic plans: it’s made up of people, choices, and stories that deserve to be told.

The Voices of Change

VOICES starts with people. We wanted to collect real stories, giving space to the diverse voices that make up the company: engineers, technicians, leaders, and young talents. Each with their own role, each with a story to tell. Because sustainability isn’t an abstract concept: it’s made up of concrete actions that change the company and the world around us every day.

During interviews with ambassadors, we discovered stories that deserved to be told

A female engineer shared her experience of being hired while pregnant with her second child. A story of gender equality that company leadership didn’t even know about.
Technicians proudly spoke of their role in reforestation projects, where working for the planet is intertwined with social impact in local communities: training, education, and support for entrepreneurship.

The strength of VOICES is precisely this: putting people at the center and bringing out the stories that inspire, excite, and make sustainability tangible.

From Strategy to Culture: Communication as an Act of Responsibility

Every transition needs to be told. At a time when companies fear communicating due to the risk of greenwashing, VOICES demonstrates that communication can—and must—be a tool for responsibility. It’s not about promises, but facts, told with transparency and authenticity.

For Innovamey, VOICES is much more than a format: it’s an act of corporate activism. We believe that every company, with its own expertise, has a responsibility to drive change in its industry. And communication isn’t a detail: it’s what allows companies to inspire others, create a multiplier effect, stimulate dialogue, and, above all, create culture.

A Concrete Path, Internal and External

The VOICES project with Renco started from within:

Workshops and training to engage people and build awareness.

Multichannel storytelling: newsletters, video interviews, corporate events.

Ambassadors: authentic voices who have spoken about sustainability through their own experiences.

From here, VOICES expanded outward:

Videos and digital content that showcased Renco’s commitment on social media and the company website.

Articles and press coverage to communicate the value of the sustainable transition.

Public events and initiatives to engage stakeholders and communities.

Aram Mbow, founder of Innovamey, highlights the strategic value of inclusion: “Companies that embrace diversity and inclusion are not only making an ethical choice — they are adopting a competitive strategy. The best talent, the strongest innovation, and the healthiest workplace culture are found where there is room for everyone.”

VOICES bridges strategy and storytelling, company and people, the present and a sustainable future. For Innovamey, it demonstrates that communication, when done well, can be the most powerful tool for transforming sustainability into a shared culture.

"The energy is changing, and we must change with it. But every change needs to be accompanied, understood, and communicated."

This is the heart of VOICES. This is our commitment as Innovamey: to build sustainability journeys that go beyond strategy, but become authentic stories capable of inspiring and driving change.

This is the heart of VOICES. This is our commitment as Innovamey: to build sustainability journeys that go beyond strategy, but become authentic stories capable of inspiring and driving change.

VOICES: From strategy to storytelling

With VOICES, Innovamey has built a strategic and narrative path to transform this evolution into authentic, engaging and inspiring stories. Because every transition, to be real, must be understood, experienced, and narrated by people.

“We understood that sustainability can't just be a declaration of intent: it must be shared, narrated, and experienced through the experiences of those who work within the company. VOICES was born for this purpose.”

Aram Mbow, Founder & CEO di Innovamey.

Together with the Renco team, Innovamey created a space for dialogue that gave voice to diverse people—technicians, engineers, leaders, young talents—with unique and powerful stories: a female engineer who recounts being hired while expecting her second child, demonstrating that gender equality is not just a value, but a concrete reality.

Technicians and operators who proudly participate in reforestation projects, seeing their work have a tangible impact on local communities.

“The ambassadors' stories were the best part: seeing people rediscover the value of their role and how, every day, they contribute to change was an extraordinary journey of awareness.”

Sharon Sorti, Sustainability Communications Manager e PMO di VOICES per Innovamey.

Giving Voice to the Future: Communication as an Act of Responsibility

In a world where companies fear communication for fear of being accused of greenwashing and social media, VOICES demonstrates that communication can and must be an act of responsibility. It’s not about empty promises, but about sharing facts, concrete results, and the choices that are already transforming the company’s present and future.

"VOICES demonstrates that sustainability isn't just a strategic goal, but a collective narrative that inspires and engages. Every company has a responsibility to use its voice to drive positive change."

Sara Todde, Sustainability Content Manager per Innovamey.

A Tangible Impact: Numbers and Awards

The VOICES project has achieved extraordinary results:

Over 50 ambassadors were involved, with authentic stories that inspired employees and stakeholders.
100,000+ views of digital content including video interviews and multi-channel storytelling
Awarded with prestigious recognitions and firsts:
2023 – Forbes Sustainability Award
2024 – Marche Region ESG Award
2024 – Sustainability Leader by Il Sole 24 Ore
2025 – Among the Most Climate-Friendly Companies by Corriere della Sera

The Power of VOICES

VOICES is not just a communications project, but a bridge between strategy and corporate culture, between people and stories, between present and future.

"The energy is changing, and we must change with it. But every change needs to be accompanied, understood, and narrated. VOICES allowed us to do this in the most authentic way possible."

Davide Cecchini, Organizational Development Manager

With VOICES, Renco has given voice to its courageous transition, demonstrating that sustainability can become the heart of corporate strategy and culture. And for Innovamey, it’s proof that communicating change isn’t just important: it’s necessary.

“Every company has a story to tell. And with VOICES, every voice matters. This is how we create culture. This is how we build change.”

Aram Mbow, Founder Innovamey

Innovamey is the organisation that turns sustainability into a real engine of growth, supporting companies in designing sustainable strategies, transforming business models, and communicating with impact. We innovate products and services by placing sustainability at the center, developing solutions that combine progress, responsibility, and competitiveness. We don’t just imagine the future — we build it.

For us, sustainability is not just a goal — it is an evolutionary process, a dynamic balance between innovation, responsibility, and long-term value creation.