Taking care of ourselves also means preventing gender-based violence

What does working on a sensitive topic like gender-based violence within Beiersdorf mean to you, personally and professionally?
For me, addressing this issue is both courageous and important, especially given its current relevance and the fact that gender-based violence does not happen elsewhere—it permeates our society in all its spaces: domestic, cultural, digital, and not just in the workplace. Within a company, gender-based violence is often subtle, as it can manifest in various ways: verbal or physical aggression, compromised career opportunities, manipulation and intimidation, isolation, and so on. All of this affects the workplace climate and concerns us directly. At Beiersdorf, the concept of care is part of our DNA. Our motto is “Care beyond skin”: we don’t only take care of skin, we go beyond that. As a company, we have the responsibility to prevent, educate, and take care of people. Data show that 80.9% (Istat) of cases of gender-based violence in the workplace are not reported; therefore, it is essential to work intensively toward cultural transformation to ensure that this situation changes.

Can you tell us about the main initiatives currently underway and how they differ from those of other companies?
In 2024, we began the process of obtaining gender equality certification. In 2025, however, we decided to take concrete action on this front. First, we joined the Libellula Foundation and signed its manifesto. Additionally, two female colleagues and one male colleague completed the ambassador program to learn how to support women experiencing domestic violence. On October 16th, we held the Safe@Work event, with the participation of the Libellula Foundation and lawyer Roberta De Leo, bringing the topic of gender-based violence to all Beiersdorf employees. We want people to learn how to recognize the different forms of gender-based violence. Part of the reason cases are not reported, I believe, is simply a lack of awareness about what one is experiencing. Our further goal is to ensure safety, protection, and support for all personnel. From 2023 until today, the Beiersdorf Group has also organized the largest global upskilling program dedicated to DE&I (Global DE&I Essentials Journey). Initially, it was aimed at those in senior positions (people leaders/middle management), who therefore influence the entire company system. In 2025, Beiersdorf Italy decided to run the same training in Italian, giving 190 colleagues the opportunity to participate. This is a training path designed to make the principles of Diversity, Equity, and Inclusion tangible within Beiersdorf. In three modules, participants explore how to build more open, fair, and respectful workplaces, where everyone can feel free to contribute and grow. It has been a great opportunity for dialogue and exchange: the more we know and engage with each other, the better we can understand and address such a complex topic. It is also a way to empower those in leadership roles.

Looking to the future, what goals does your company set regarding this topic? And what do you see as the main challenges in making the commitment to combating gender-based violence truly lasting and impactful?
Looking to the future, we want to make a culture of respect structural, continuous, concrete, and not episodic. Not just a checkbox on a list, but a cultural commitment that we deeply care about. We say, “Keep the spirit high.” It’s like building with Lego bricks: you start with small initiatives, and gradually, the structure grows, people open up, and collaborate. I realize that discussing gender-based violence in the workplace is difficult because it involves interpersonal relationships and the way moments and actions are interpreted. However, we want Beiersdorf employees to have the tools to recognize the various forms of violence. The main challenge is precisely that 80.9% of cases in the workplace go unreported. For this reason, we need to keep attention active even after November 25th, continue working on the issue, and make the change measurable. All these challenges are interconnected: as long as the problem remains hidden, it is difficult to measure. I also believe it is important to reach a point where it is widely understood that discussing DE&I is not only beneficial for the well-being of employees but also for productivity. This is a challenge we must overcome: a safe environment is not only the right thing to have—it is also productive, as insecurity is linked to absenteeism and loss of trust.