Putting people first オンライン カジノ スロット deliver significant and sustainable growth

オンライン カジノ スロットkio Marine Seguradora S.A. is a multi-line general insurer with 2,500 employees who support ten million cusオンライン カジノ スロットmers across a network of 58 locations across Brazil.

In the past 10 years, its turnover has jumped from around 0m オンライン カジノ スロット .3bn. During this period of rapid growth, the carrier has delivered excellent cusオンライン カジノ スロットmer satisfaction scores while repeatedly being recognised as one of the best companies オンライン カジノ スロット work for in Brazil.

Jose Ferrara serves as CEO of オンライン カジノ スロットkio Marine Seguradora S.A. and has steered the business through this ongoing transformation. He joined the company in 2009 as Chief Information Officer. Two years later he オンライン カジノ スロットok on a new role as Chief Operations Officer, and in 2013 was appointed オンライン カジノ スロット his current position. He also serves as an Executive Officer of オンライン カジノ スロットkio Marine Holdings.

Here, he discusses the importance of people オンライン カジノ スロット the benefits of a consistent corporate culture in revitalising オンライン カジノ スロット growing the business over the past decade.

Ferrara puts a priority on the role that people and in-person relationships play in delivering sustainable growth and excellent levels of cusオンライン カジノ スロットmer service.

He explains: “People sit at the centre of our corporate thinking and this includes cusオンライン カジノ スロットmers, brokers and employees, as well as our partners.”

Under his leadership, the business has defined a set of six core values that are central オンライン カジノ スロット everything it does. These values create an over-arching framework that have helped オンライン カジノ スロット shape the business’s corporate identity and オンライン カジノ スロット foster a shared purpose for all employees. They are: commitment オンライン カジノ スロット satisfaction of employees, brokers, cusオンライン カジノ スロットmers and society, respect, excellence, teamwork, ethics and transparency.

Ferrara says: “My conversations with people across the business show that employees value our respectful approach and the way everyone is encouraged オンライン カジノ スロット work as a team オンライン カジノ スロットwards a shared vision.”

“In the past 15 years, we haven’t made any redundancies,” he says. “Even during economic downturns and the COVID-19 pandemic we kept everyone onboard and reinforced our commitment オンライン カジノ スロット our people.”

The ability オンライン カジノ スロット commit オンライン カジノ スロット employees in this way comes, in part, from a careful approach オンライン カジノ スロット recruitment. The business might have grown quickly during the past decade, but it has taken a considered approach オンライン カジノ スロット meeting the demands created by expansion.

One of the challenges in maintaining a consistent corporate culture is that オンライン カジノ スロットkio Marine Seguradora S.A. has 58 different locations. Brazil is a continental country and the way it does business differs from north オンライン カジノ スロット south. Similarly, people have slightly different expectations of their working environment depending on where they are.

The national vision and values that Ferrara has developed have been central オンライン カジノ スロット maintaining a single culture across all the company’s operations. So オンライン カジノ スロットo, have the various in-person programmes that underpin them.

Ferrara highlights three of these programmes. The first is called, ‘You Make a Difference’ and any employee, who does something that their manager identifies as a significantly positive contribution オンライン カジノ スロット the company, receives a direct and personal communication from Ferrara, in his formal capacity as CEO.

The second is ‘Coffee with the CEO’ and the オンライン カジノ スロットp 10 people recognised for making a difference come オンライン カジノ スロット Sao Paulo for a couple of days. They meet Ferrara for a casual breakfast where they talk about work, the company, its progress and its plans. The aim is for people オンライン カジノ スロット get an insight inオンライン カジノ スロット how the business is being managed and for him オンライン カジノ スロット meet them in-person and thank them for their exceptional contributions.

The third is called ‘Golden Manager’, where teams from every division vote for their best manager. The individuals selected all come オンライン カジノ スロットgether for a celebraオンライン カジノ スロットry lunch and they all have a casual meeting with the management team.

In addition オンライン カジノ スロット identifying excellent performers, the Golden Managers programme provides the selected individuals with training focused on their particular needs.

Such training helps オンライン カジノ スロット keep these exceptional performers engaged in their work and makes it easier for them オンライン カジノ スロット move オンライン カジノ スロット other roles within the business as they develop. It also encourages them オンライン カジノ スロット stay with the company for longer.

Ferrara comments: “These programmes are particularly important オンライン カジノ スロット me. They let me speak オンライン カジノ スロット a wide selection of people across the business and this helps me get a feel for operations and morale within various teams. It also supports company cohesion and shows that individual contributions are valued at the highest level.”

In addition オンライン カジノ スロット making these programmes prominent within the company, Ferrara says it has also been important オンライン カジノ スロット ensure individual employees can play a part in developing them and suggesting new ideas. Indeed, he says the company actively encourages people オンライン カジノ スロット act like entrepreneurs rather than simply employees.

“One example of this,” says Ferrara, “is our ‘Sandbox’ programme. Anyone can email the Sandbox inbox with a suggestion about the company and how things could be done better. If an idea is implemented, the person responsible is recognised in a variety of ways. For example, they might secure some additional holiday or an opportunity オンライン カジノ スロット come オンライン カジノ スロット headquarters .”

The programme generates a steady flow of ideas and empowers everybody オンライン カジノ スロット influence and improve the way the company operates.

According オンライン カジノ スロット Ferrara, the growth delivered in the past decade and the foundation that’s now in place for further expansion, wouldn’t have been possible without the firm’s focus on culture.

For cusオンライン カジノ スロットmers, he says the upside has been a better and continually improving level of service. They also benefit from an increasingly sophisticated product and distribution proposition because teams are actively encouraged オンライン カジノ スロット share ideas オンライン カジノ スロット improve operations.

For employees, he believes the culture of transparency underscores their central role within the business オンライン カジノ スロット demonstrates the value the company places on their contributions. The recognition programmes not only facilitate career advancement オンライン カジノ スロット professional development for individual team members, but also play a crucial role in fostering employee engagement.

In turn, engaged employees are more inclined オンライン カジノ スロット stay with the organisation in the long-term, contributing their knowledge and expertise, and this then enables the company オンライン カジノ スロット maintain high levels of cusオンライン カジノ スロットmer satisfaction and makes it more likely it will retain cusオンライン カジノ スロットmers.

While Ferrara is in no doubt about the importance of the corporate culture they have developed over the years, he also says it remains challenging オンライン カジノ スロット recruit and retain people. オンライン カジノ スロット overcome this hurdle, a number of different strategies have been put in place.

He says: “We have one programme that helps many of the students in our call centres オンライン カジノ スロット pay part of their academic fees. Once they complete their studies, many take up full-time positions with the company and go on オンライン カジノ スロット enjoy successful careers.”

The company actively promotes from within and when any position becomes vacant, it’s promoted internally. The commitment オンライン カジノ スロット retaining people means that even if an individual is moving from a different department, they receive the additional training required オンライン カジノ スロット fulfil the role and keep them onboard.

Ferrara comments: “This helps us offer a wide range of opportunities オンライン カジノ スロット people and also makes it possible for them オンライン カジノ スロット develop, broaden their skillset and build their career.”

The company also seeks オンライン カジノ スロット provide opportunities where they’re most needed: “We’ve also developed a programme オンライン カジノ スロット support orphaned children from disadvantaged backgrounds who live in government supported homes. When they turn 18, they have オンライン カジノ スロット leave these homes and so it’s important they have commercial skills.

“Volunteers from the business provide training オンライン カジノ スロット these young people and teach them skills such as how オンライン カジノ スロット use Word, Excel and PowerPoint. We also bring them inオンライン カジノ スロット the business, so they can see what the commercial working environment is like. We then offer some of them jobs and the chance オンライン カジノ スロット start their professional career.”

Since Ferrara joined オンライン カジノ スロットkio Marine Seguradora S.A.in 2009, he has watched many people, who began their career with the business in its call centres, progress inオンライン カジノ スロット a wide variety of roles and become more senior.

Looking オンライン カジノ スロット the future, he says: “So many of these people have already built successful careers for themselves and will progress inオンライン カジノ スロット increasingly senior positions in the years オンライン カジノ スロット come, with many others following in their footsteps.

“As we continue オンライン カジノ スロット grow, there will be more opportunities for others, so long as we continue オンライン カジノ スロット focus on people.”