From talent development and intergenerational dialogue to welfare and inclusive leadership, ANFAO Vice President Sabrina Paulon discusses the initiatives supporting the growth of both companies and people.
In recent years, ANFAO has promoted several Diversity, Equity & Inclusion initiatives, including the Manifesto for Inclusive Language and the "Walk the Talk" programme. Today, the focus is shifting towards a new challenge: fostering intergenerational dialogue, attracting new talent and enhancing the wealth of expertise within companies. Why has this become such a strategic issue for the future of the Italian eyewear industry?
Over the past few years, we have worked to support companies in a process of cultural growth by promoting initiatives focused on inclusion, inclusive language and the value of people. We believe that creating respectful, open workplaces where diversity is recognised and valued is essential to the growth of organisations.
Today, however, we feel the need to address another equally strategic challenge: building stronger dialogue between different generations and supporting companies in managing generational transition.
The Italian eyewear industry possesses a unique heritage of expertise, creativity and know-how, built over decades through the work of thousands of professionals. Preserving this heritage means not only passing on valuable experience, but also creating the conditions for younger generations to contribute fresh ideas, new skills and different perspectives, helping businesses continue to evolve.
This is why we launched Talent Bridging, a project based on the belief that the competitive advantage of our companies will increasingly depend on their ability to connect different generations. Our goal is to help member companies better understand the expectations of young talent, enhance the experience of those who have shaped the industry over the years, and create meaningful opportunities for dialogue and reciprocal knowledge transfer. Innovation emerges when experience and new perspectives work together, turning generational change into an opportunity for growth across the entire organisation.
Women's leadership has become an increasingly important topic in discussions about the future of organisations. What contribution can greater female representation in leadership positions make, and how is the eyewear industry evolving in this respect?
I believe the discussion should move beyond a simple gender distinction. The organisations that achieve the best results are those capable of bringing together different experiences, skills and perspectives, creating environments where everyone can fully express their potential.
Greater female representation in leadership roles undoubtedly enriches decision-making by broadening the perspectives through which strategic choices are made. In an increasingly complex environment, listening skills, collaboration, vision and relationship management have become essential leadership qualities.
The eyewear industry has historically benefited from a significant female presence, and in recent years we have seen a growing number of women taking on managerial, technical and executive roles. This is a positive development that demonstrates how merit, expertise and professionalism are becoming increasingly decisive factors in business growth.
Rather than promoting women's leadership as a separate model, I believe it is important to foster an inclusive and participatory management culture that offers opportunities for everyone and values the richness of diverse perspectives. It is precisely this diversity that enables organisations to become more innovative, resilient and better prepared to face future challenges.
Your responsibilities also include welfare and the Bilateral Body for the Eyewear Industry (EBO). At a time when attracting and retaining talent has become a key competitive factor, how can the tools provided by EBO contribute to improving workplace quality and supporting companies?
Today, corporate welfare plays an increasingly important role in helping companies care for their people and strengthen their value as employers. It is not simply about providing financial benefits, but about building a relationship based on trust and attention that supports employees throughout the different stages of their professional and personal lives.
In this context, the Eyewear Bilateral Body (EBO) plays a valuable role by providing practical support measures for employees and their families, ranging from maternity and paternity benefits to scholarships, the recently introduced school textbook allowance, and continuing education programmes funded by the organisation. These initiatives demonstrate the commitment of both employers' associations and trade unions to investing in people and supporting their professional development.
As Vice President of EBO, I believe one of our key priorities is to raise greater awareness of these opportunities among both companies and employees. EBO is not simply a welfare provider; it is also a platform for collaboration between employers' representatives and trade unions, helping to make the eyewear industry more attractive, sustainable and responsive to people's needs.
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