Stakeholder commitment

The world is becoming more networked and complex. Customer needs are becoming more individual and demanding, markets are changing dynamically and digitisation is presenting new challenges and opportunities. In this context, discussion with our stakeholders helps us to identify social and ecological opportunities and risks at an early stage and to respond to them quickly.

In addition to our customers and employees, our internal and external stakeholders include our sales partners, brokers, suppliers, investors, analysts, local communities, non-governmental organisations and universities, associations and initiatives, as well as the media and the general public.

Forms of dialogue and communication channels

We use various communication channels for dialogue with our stakeholders. We provide for direct discussions at events such as Investor Days, the Shareholders’ Meeting or thematic forums. By conducting benchmark studies and surveys, we collate the assessments and needs of our customers, employees, shareholders and investors and discuss these issues directly in greater depth. This provides us with valuable feedback on our actions and important information on social, political and scientific developments and topics.

As part of its 20.20 strategy, Helvetia intends to become even more agile, innovative and customer-centric. This is why we increasingly network with various partners in our core business, for example through cooperation with other companies, start-ups and SMEs in the “home” ecosystem. In addition to formal opportunities to participate via works councils or personnel committees, Helvetia offers its employees the opportunity to network and exchange ideas beyond team and hierarchical boundaries through various initiatives and experiments.

Working with our stakeholders to become even more sustainable

Through our sustainability work, we want to commit ourselves where we can achieve the greatest effects on the environment and society and make positive contributions with our corporate action. Regular discussion with internal and external stakeholders provides an important basis for this. For example, we have defined the most important topics for our CR Strategy 20.20 together with our stakeholders. We regularly discuss our progress and challenges with them at public events and via our involvement in national and international organisations and initiatives.

They meet internally twice a year on the CR Advisory Board with the CR officers of the European country markets to exchange views on the progress and further development of the CR strategy.