Growing together means creating the conditions for each person to feel like they are an active part of a shared journey, and because when you stand together, 1+1 becomes greater than 2. This is why inclusion is no longer a peripheral value but a strategic lever for innovation and growth. The most solid and visionary organizations are those that recognize the potential of differences – in culture, age, gender, back- ground, and experience – as an enabling factor that allows for the development of broad collective intelligence, rather than as a variable to be managed. Because a truly diverse team is also a team that is better able to read complexity, prevent risks, and innovate in a sustainable way.

In the change management support programs that Valore D develops with its more than 400 member companies, we see that those organizations that are able to fully value their people – their skills, motivations, and potential – are also the ones that achieve the best results. Not only in economic terms, but also in their ability to attract new talent, retain strategic resources, and respond quickly to technological and environmental change. Organizations that invest in a culture of recognition and widespread participation become more responsive, more sustainable, and stronger over time.

Inclusion does not slow business down: it makes it more resilient, more human, and more enduring.

What are the most pressing challenges for the future of inclusion in organizations?

The first challenge is systemic: to render equity and equal opportunity policies truly effective, they need to be fully integrated into corporate decision-making processes. This means having clear metrics, measurable objectives, and shared responsibility throughout the organizational chain. Without solid governance and cross-functional accountability, there is a risk that inclusion will remain an intention ra- ther than a transformation. It is not just a matter of creating initiatives, but of bringing them to life at the heart of corporate strategies, through structured plans, ongoing training, and constant monitoring of results.

The second challenge is cultural. DEI policies have recently been the subject of heated debate in some parts of the world. In Europe, however, equality and non-discrimination are founding principles en- shrined in the EU Charter of Fundamental Rights. The European con- text has long recognized the importance of measures that promote substantive equality and has adopted directives and strategies that support gender equality, equity in pay, and social inclusion.

Today, more than ever, the discussion is open. In many companies associated with Valore D, this discussion is proving to be an opportunity to reaffirm their commitment to these issues, reformulating the language and reconnecting DEI policies to a broader vision of organizational well-being and sustainability. This is a necessary step, be- cause only that which is solid in terms of culture can withstand the challenges of the outside world over time.

The impact of Valore D is tangible: 87% of member companies have implemented welfare plans and 74% recognize the association as playing a key role in their inclusion programs. What is the "operational heart" of this change? What makes your model effective?

Our model is based on an integrated approach: we provide companies with tools, data, expertise, and community. Each intervention is designed based on the specific needs of the companies but is also anchored to a shared set of values and methodologies. This allows for adaptation without the distortion of the original intent.

The operational heart is sharing: a collaborative system in which companies listen to each other, co-design activities, exchange best practices, and measure themselves against common metrics. It is not just about "applying guidelines," but about accompanying organizations on a path of transformation that makes inclusion part of their culture and governance. And when this happens, the results are clear to see: greater engagement, more creativity, and increased competitiveness.

Your international career in the industrial sector has brought you to the head of high-tech projects. How do you balance technological innovation with the appreciation of diversity in your company today?

Technology and diversity do not contradict each other. On the contrary, digital transformation requires teams capable of looking at pro- blems from multiple angles, with hybrid skills and complementary approaches. The balance lies in awareness: technology is never neutral. It reflects the data, logic, and intentions of those who design it. This is why it is essential to have more voices, more experiences, and more points of view in decision-making teams.

In my professional career, I have seen how a diverse environment, where people feel empowered to contribute their own perspective, succeeds in generating more effective and equitable innovation. This is why we must also invest in workplace culture, creating psychologically safe spaces, free from bias and stereotypes, where everyone can give their best.

Inclusion and integration have an impact on the value creation of companies. Can you explain why, and which indicators con"rm this?

Inclusion is not an ethical intuition, but a measurable strategic choice. Numerous studies "McKinsey, Boston Consul- ting Group) show that, within the same sector, companies that invest in policies on equity and well-being record higher levels of productivity and employee engagement, reduced turnover, improved ability to attract talent, greater likelihood of financially outperforming their competitors, and greater innovation and ability to respond to the needs of an increasingly diverse customer base.

For this to happen, however, a clear management vision must be adopted: precise KPIs are needed to measure the degree of progress and effectiveness of DEI policies in companies. These range from resource retention rates to the percentage of women in STEM and senior roles, from work-life balance to engagement scores. Tools such as the Inclusion Impact Index Plus, the digital platform that analyzes inclusion from all angles developed by Valore D together with the Politecnico di Milano, support companies in monitoring their progress and comparing themselves with industry benchmarks. It is not just a matter of doing "the right thing," but of doing the smart thing for the future of the business.

At this moment in history, DEI policies are being called into question. Is this a phenomenon that is destined to last?

The debate is heated, but it is not new. Whenever a cultural change takes hold, it also encounters resistance. But the numbers, experiences, and transformations underway show that DEI policies are not a passing fad. They are a concrete response to the challenges of our time: attracting talent in global markets, responding to the needs of new generations, and responsibly addressing technological and social evolution.

If we look to the future, we see that the most resilient and sustainable companies are those that know how to build value together with people, not at their expense. And 'Rise Together' also means this: growing not only in numbers, but in the ability to include, listen, and innovate with fairness. This is where true leadership will be played out in the coming years.