Caregiver procedure: how it originated and what it looks like today at Agos
In our organization, there are people who, alongside their professional role, also carry out another fundamental role: that of caregiver. Sons and daughters caring for elderly parents, parents supporting children with specific needs, people assisting partners or family members during moments of vulnerability.
For a long time, these responsibilities remained invisible, managed discreetly, often with difficulty and in silence. With the Caregiver Procedure, we are choosing to make one thing clear: this dimension of life is not an exception. It is part of everyday reality. And if it is part of everyday reality, then it deserves recognition, tools, and respect.
This procedure is rooted in three strong beliefs. First: work cannot be separated from people’s real lives. Second: inclusion is not something that can simply be declared; it must be built through concrete actions. Third: supporting those who care for others means strengthening the entire organization.
So, what does this initiative introduce? It introduces formal recognition of caregiver status, structured and accessible flexibility tools, and a clear point of reference with careful attention to confidentiality and the protection of individuals. Above all, however, it represents a cultural shift.
We are moving from situations managed informally to a clear and structured process, from individual requests to a shared policy. This is not just a Welfare & Inclusion measure, but a statement about who we want to be as a company.
We want to be an organization that recognizes the complexity of people’s lives. We want to be a context in which asking for support is not perceived as a weakness. We want to be a workplace where caregiving is not invisible. Because care is value; responsibility is value; empathy is value. When a company supports these dimensions, it builds trust. And trust is the true engine of sustainable performance.
So, we are not simply launching a procedure.
We are taking a step forward in our corporate narrative. A narrative that speaks of concrete inclusion, shared responsibility, and respect for people in their entirety. Thank you to everyone who worked on this initiative. And thank you to those who care for others every day, both inside and outside the workplace, because taking care of people means taking care of the organization’s future.
For too long, the world of work has asked people to leave personal issues at the door. But the reality is that caring for others requires resilience, stress management, and problem-solving skills — qualities that people bring with them to the workplace every day. We want no one to feel obliged to hide this part of their life for fear of appearing less capable or less productive.
For this reason, we decided to formalize support for caregivers. Before implementing a full procedure, we tested what could become a protocol through a six-month pilot project running from September 2024 to March 2025. A pilot phase was necessary to understand how many people would benefit from it and which measures would prove most effective, applying it across both headquarters and field staff.
The pilot phase was launched on September 15, 2024, allowing employees facing emergency situations or family-related care needs to benefit — in line with work organization requirements — from smart working exceptions, flexible start and end times, agreements with bonuses to support the preparation of documents required for Law 104 applications, psychological support and counseling services, and leave arrangements for employees with children with learning disorders (DSA), including part-time employees.
Supporting caregivers is not an act of charity. It is an investment in our greatest resource: people. A company that supports those who care for others is a company that retains talent, reduces burnout, and fosters a climate of mutual loyalty.
This is only the beginning of a journey. Our door remains open to listen to specific needs and continuously refine the tools available to colleagues together with the entire HR team, because our strength lies not only in what we produce, but in how we support one another.
In April, we shared the pilot results with management who, after listening to feedback from employees and managers, decided to establish the procedure officially. The policy was published in July 2025, immediately communicated internally, and later shared on social media after the summer.
Employees were involved from the very beginning through a training webinar during the pilot phase, and midway through the project, some colleagues who had benefited from the pilot conditions shared their experiences in a second webinar held in February.
At Agos, we believe that sharing, informing, and explaining are essential. It is not necessary to go into personal details when a colleague contacts the dedicated bb-caregiver mailbox (monitored by our D&I Officer). We activate support immediately, also through HR Business Partners and the Welfare & Inclusion team, ensuring that people are always informed about the support and rights available to them.
Although all information is published on the company intranet, we always strive to be present personally as well — with a phone call, an email, or direct support whenever needed.
Connected to this highly important topic, our HR team has launched a series of initiatives within the company that place people and their wellbeing at the center of our focus.
Who is it for?
According to Italian legislation (Article 3, paragraph 3, Law 104/1992), a caregiver is someone who takes care, out of affection or moral responsibility, of a loved one who is dependent due to illness, disability, or chronic and degenerative conditions. This may refer, for example, to relatives by blood up to the third degree of kinship, or relatives by marriage (such as siblings-in-law, parents-in-law, or daughters-in-law) up to the second degree.
The objective of Agos’ Caregiver Policy is to extend the possibility of supporting a family member to all employees experiencing a temporary emergency situation or personal need. In agreement with their manager and in compliance with organizational requirements, employees may benefit from smart working exceptions, flexible working hours, and support services.
The policy is also available to colleagues who already benefit from leave rights regulated under Law 104/1992.
Benefits and support services
- Smart working exception
- Flexible working hours
- DSA leave entitlements
- Psychological and emotional support
- Assistance and guidance for Law 104 applications