Groups for change and sustainable onboarding

Groups for Change spread green thinking    

As GEN-I's business transformation took place, we also felt the need to change GEN-I's culture towards a greener future, so we accompanied the sustainable orientation of the business environment with changes in the area of human resource management. One such practice is the creation of 'Groups of Change' whose mission is to raise the sustainability awareness of all our employees and ultimately instil a 'green' mindset throughout the organisation.

Commitment to positive action, starting with small but pioneering groups, can change the culture of an entire organisation over time. Initially, we recruited 12 new employees from a variety of backgrounds to form the Groups of Change. Each of the multidisciplinary teams implemented their decisions and actions as part of the project work and made them sustainable.

The actions of such groups show that, when a sustainable work culture is fostered, the employees actively drive the company towards a common goal through enthusiasm and innovation. The diversity of education, the different areas of expertise of the group members, the right mix of experience and skills, the supportive climate, the respect and understanding of roles, duties and responsibilities, the pursuit of clearly defined goals and the shared values enable them to work together successfully on projects. As part of their work, they are expected to network with colleagues outside the Group or their departments, changing the culture of the organisation, bringing interdisciplinarity and fresh perspectives into everyday life, breaking down traditional silos and reinforcing the importance of T-competence - the combination of depth of expertise with a breadth of interdisciplinary, proactive collaboration.   

Green Onboarding in our sustainability oasis

In order to provide all new employees with an insight into the culture, values, and mission of the GEN-I Group, and at the same time to get to know the company's operations as quickly as possible, we decided to introduce Green Onboarding. Green Onboarding also includes a green, sustainable office, where we are particularly active in raising awareness, networking, and supporting activities that make the green transformation a reality. It is our shared green future on a smaller scale, symbolizing GEN-I's commitment to a sustainable future and reducing our carbon footprint.

The objectives of Green Onboarding are to foster multidisciplinary teams, to connect, collaborate, adapt, encourage out-of-the-box thinking, instill GEN-I's corporate culture and values, and, last but not least, for the President of the Management Board to get to know the new employees.

The Green Onboarding process lasts 5 weeks, with employees spending 3 days a week in the Sustainability Office and 2 days in their home department. A successful start in the Sustainability Office begins with networking activities and getting to know the participants as well as a clear presentation of the purpose and objectives of Green Onboarding. We also select and introduce the sustainability project that the Green Onboarding team will be working on.

During the project, participants have weekly meetings with the manager, who is responsible for providing guidance and feedback. The project concludes with a final presentation of the results to the President of the Management Board, Dr Robert Golob. And our "greenies" are motivated and committed to spreading a sustainable mindset throughout the organization once they have completed Green Onboarding. 

Leadership commitment and opportunities for sustainable dialogue

The project was initiated by the President of the Management Board, Dr Robert Golob, with the aim of creating a positive working environment, opening up and creating opportunities for sustainable dialogue, encouraging the personal growth and development of individuals, and promoting the importance of continuous dialogue, including the provision of constructive feedback. He is personally committed to reinforcing the company's values through his own example and sharing them with his colleagues.