Edison: a wellbeing culture that creates value

Wellbeing and performance are complementary and interdependent. Wellbeing does not weaken productivity, but makes it possible and sustainable, enabling people to work with energy, creativity, and responsibility. Data from the Censis-Eudaimon Report 2026, referring to 2025, provide a clear picture of a growing emotional distance from the traditional work model: for 55% of Italians, work is no longer the central axis of life. People express the need to feel recognized, heard, and supported, and seek greater coherence of meaning between their professional and private spheres. In this context, competitive compensation measures and standardized welfare programs are no longer sufficient if they are not embedded in a coherent and integrated organizational vision. The Censis Report also confirms that 84% of people expect companies to take care of their overall wellbeing, including health, psychophysical balance, and psychological safety. Leaders are therefore expected to promote healthier and more sustainable work environments, also through greater self-awareness.

An integrated wellbeing system, therefore, is reflected in the quality of relationships within the organization and in the quality of conversations that managers are able to foster in a climate of respect and listening. It is from this perspective that Edison approaches organizational wellbeing: corporate welfare, addressed to employees and their families, aims not only to provide financial or care-related support, but also tools that enable people to be active agents, capable of making conscious choices and taking care of their own needs. Alongside transversal services such as psychological support, medical prevention, and specific initiatives such as those focused on inclusive language and intergenerational dialogue, dedicated pathways have been developed to support key life stages.

A concrete example is the Company Social Housing project dedicated to newly hired young employees, through which the company covers two-thirds of the rent for a one-bedroom apartment near the workplace, with the aim of offering younger people the opportunity to begin a path toward personal and professional autonomy. “Primi Passi” is instead the initiative through which Edison supports new parents by contributing to the costs associated with childcare, promoting a more balanced sharing of family responsibilities and better reconciliation between newborn care needs and working life. These targeted interventions combine practical support, emotional accompaniment, and attention to the person as a whole.

A mature approach to organizational wellbeing is not a vertical stack of disconnected activities and actions, but is grounded in trust-based relationships, genuine employee engagement, and shared responsibility. Data on mental health further highlight the systemic nature of this responsibility. 28% of Italians suffer from psychological disorders. Shifting attention to the individual, while offering generic tools for psychological support, often means avoiding reflection on the underlying organizational dynamics. It is now clear that burnout is, in most cases, the result of dysfunctional work environments and constant pressure, rather than individual fragility. Companies, therefore, in terms of genuine prevention, must become truly close to their people through a coherent combination of culture, actions, and tools that strengthen autonomy, awareness, and relationships. This must be accompanied by authentic care, capable of being reflected in everyday experience and generating trust.