The future of work is inclusive

According to Luisa La Vecchia, Regional Key Account Manager at Synergie Italia and a member of the Commission for Equal Opportunities of the Piedmont Region for her second term, only through a corporate culture that values diversity and inclusion is it possible to build “stronger teams, more innovative companies, and a fairer society.” Her professional background includes, among other projects, experiences related to gender issues in international contexts, such as in London. There, she encountered a society so rich in diverse cultures and personalities that inequalities are minimized.

“What matters most to me is gender equality: as a member of the Commission for Equal Opportunities of the Piedmont Region, I work every day to break down barriers and promote fair and inclusive workplaces where female talent can truly emerge and make a difference.”

It is also essential to focus on young people. “In today’s world of work, inclusion and gender equality represent central challenges involving not only men and women but also intergenerational dialogue,” La Vecchia explained. “On one hand, younger generations drive equity, diversity, and sustainability, promoting more inclusive environments; on the other hand, older generations, often raised in work contexts less attentive to these issues, must update their skills and perspectives. Inclusion should not be seen as a final goal but as a continuous process of cultural transformation, capable of valuing generational and gender differences as a resource, not as an obstacle.”

Looking at the data from the Global Gender Gap Report 2025, it will take 123 years to close the gender gap globally. What measures should companies and institutions implement to reduce this gap?
This figure represents a strong signal that requires immediate and coordinated action from both companies and institutions. In my role as an HR consultant and a member of the Commission for Equal Opportunities of the Piedmont Region, I see daily how change must start with a deep cultural transformation. Companies need to adopt policies and practices that promote genuine inclusion: targeted training in inclusive leadership and evaluation systems that recognize equity and merit. At the same time, it is crucial that institutions create a supportive environment through effective welfare policies, incentives for virtuous companies, and regulations that ensure pay equity and work-life balance. My experience confirms that only through active synergy between businesses, institutions, and civil society is it possible to create fair and inclusive workplaces, accelerating the path toward real gender equality. It is a complex but necessary challenge to build organizations that are more innovative, resilient, and competitive.

Let’s talk about financial education: what tools are needed to support young women and female workers in their journey toward self-determination, both professionally and in everyday life?
Financial education is a key element for the self-determination of young women and female workers. From my dual perspective—as an HR consultant for large companies and a member of the Commission for Equal Opportunities—I believe that effectively supporting this journey requires action on multiple levels, with concrete tools and an integrated cultural approach. Gender equality means that men and women should have the same rights and opportunities in all aspects of life—including the management of money and financial resources. To achieve financial equality, it is necessary to:

1. Ensure that women and men have equal access to bank accounts, loans, and financial services.
2. Promote financial education for everyone, regardless of gender.
3. Support policies that empower women in the workplace and in entrepreneurship.
4. Fight stereotypes that associate money exclusively with men.

When women and men manage money in the same way, the whole of society benefits: poverty is reduced, greater well-being is created, and a fairer future is built.

Parenting and unpaid care work weigh far more heavily on women than on men, often limiting professional growth opportunities. How can a balance between private life and work be ensured?
I believe it is essential to adopt an integrated approach involving both companies and institutions. Businesses need to implement structured flexibility policies, corporate welfare programs, and pathways to recognize and value caregiving skills, while institutions must strengthen family support regulations and promote a culture of shared responsibility between genders. Only in this way will it be possible to create inclusive and sustainable workplaces that foster a real balance between private and professional life for everyone.

I would like to thank the Regional Commission for Equal Opportunities of Piedmont and its President, Maria Rosa Assunta Porta, as well as Synergie Italia Spa.