Achieving the UNI/PdR 125:2022 certification on gender equality means not only meeting a set of requirements, measured through specific KPIs, but above all promoting a corporate culture capable of sustaining the results achieved over time, ultimately embodying the officially formalised principles.

This is demonstrated by the path taken by Trentino Sviluppo S.p.A., a reference point for companies, start-ups and professionals interested in locating in the autonomous province of Trento, and Trentino Marketing S.r.l., a regional tourism marketing agency operating on behalf of Trentino Sviluppo, both of which obtained UNI/PdR 125:2022 certification in December 2024.

“It is a process that requires a profound transformation, beyond mere compliance, and that continues over time, aimed at constant and continuous improvement,” explains Barbara De Boni, the company’s human resources and organisation director, retracing the main stages, from organisational challenges to positive outcomes and future goals.

Focus on welfare, and not just compliance

Securing gender equality accreditation was the natural outcome of a process that began almost ten years ago, driven not by regulatory requirements but by a desire to prioritise staff wellbeing. “In 2016, we decided to apply for Family Audit certification, essentially a precursor to this,” explains De Boni. “It was an opportunity to reconsider our actions, activities and processes, and to begin discussing issues such as welfare and work-life balance. The bottom-up approach to consultation and participation created widespread awareness and a solid foundation for everything that followed.”

When, a few years later, at the start of the sustainability certification process for a number of events, the opportunity to extend the commitment to gender equality arose, with the aim of removing any barriers, including cultural ones, that hinder women's access to the world of work and professional growth. “It was the natural next step, and we took it with enthusiasm. The commitment required proved to be considerable, especially from a bureaucratic point of view, in terms of documentation and information gathering. In March 2024, the development of the strategic plan began, taking a couple of months, then the most substantial part of the work followed, namely the recovery of data from the previous three years, necessary to define the KPIs and achieve the minimum rating of 60%.”

Not an easy task, given the company's unique structure. “But it was also a moment of organisational clarity. To best carry out our mission, and in line with our strategic vision, we decided to implement a single gender equality management system (SGPG) for a three-year period (2025-2027), integrating the principles of gender equality, non-discrimination and equal career opportunities into our organisational and human resource management processes, thus ensuring the well-being of our staff and an inclusive and diverse workplace.”

In total, the two companies have 216 employees, 53.7% (116) of whom are women, with an average age of 44.8. Twenty-five people work part-time, and all employees have the option of working from home two days a week. “We had already launched a pilot project before Covid, but the pandemic prompted us to put it into practice immediately.”

Official recognition of existing principles

During the preparation for UNI/PdR 125, it emerged that “most of the content required by the standard had already been in place within our companies for years, even if it was not always formalised,” explains De Boni. For example, flexibility in working hours and work-life balance tools; assisted return to work after maternity leave; promotion of paternity leave; inclusive language integrated into the code of ethics; transparency of processes, reinforced by 231 certification; training in leadership and interpersonal skills; and psychological support through a mental coaching service.
“In all these cases, the work we had to do was to write specific procedures to formalise what were already established practices. Take, for example, staff selection interviews: we put into writing the ban, which for us is now taken for granted, on asking questions about aspects such as marital status, children or sexual orientation.”

Introduction of new procedures

On the other hand, a number of procedures have been introduced entirely from scratch, beginning with the management of workplace harassment, with the integration of assessment into the DVR (risk assessment document) through an internal survey. “In these cases, the goal is not only to monitor the existing situation but also to be able to identify certain red flags in advance, before anything happens, both inside and outside the company,” De Boni points out.

“All areas, including outdoor car parks, for example, must offer maximum safety. In the vicinity of the Trentino Marketing headquarters, some areas are poorly lit: we have decided to identify them and take action where possible.”
Even from a psychological and relational point of view, there was food for thought: “There were no risky situations, but some people expressed the feeling that they were not being given enough consideration. Privacy is guaranteed by anonymity, and the report is certainly useful to us: we will take this aspect into account in the climate analysis that will start shortly, as part of our workplace safety plan.”

In accordance with UNI/PdR 125, mapping skills and defining measurable criteria for career advancement are other aspects that need to be implemented, particularly in light of EU legislation on pay transparency, which Italy must implement by 7 June 2026, with the aim of closing the gender pay gap. “It is a complex but essential task to ensure that processes are clear and transparent for everyone,” comments Barbara De Boni.
Another important aspect is the presence of women in senior positions. “At the moment, senior management positions are few and held solely by men, but leveraging growth in this area is a more complex task because, due to our public-private nature, the appointment of senior managers also requires provincial authorisation.”

The importance of training

Education is a key lever in preventing gender equality from being reduced to a mere formality. “It is a cultural evolution that requires time and sensitivity,” continues De Boni. “That is why we constantly hold meetings on various topics, from language to gender bias to the importance of soft skills: these are often underestimated, but they are abilities that can also be acquired outside of work, when we find ourselves in care-giving roles for children or the elderly. At this very moment, we are meeting with the director of the Anti-Violence Centre in Trento and Rovereto to organise an awareness-raising event for all staff.”

Attendance at training sessions can be either voluntary or compulsory, depending on the case: “We believe that on certain issues, it is essential for everyone to participate; we cannot always rely on individual discretion.”

Impact going beyond corporate boundaries

The benefits of gender equality certification also have an immediate impact outside the organisations that obtain it. “Certified companies can obtain additional points in tender procedures: this is a lever that rewards those who invest in gender equality,” De Boni points out.

In addition, there is also a more purely cultural impact. “The path we have taken as Trentino Sviluppo and Trentino Marketing has made us a point of reference for local businesses. During meetings with companies on the ESG Committee, we are often asked for practical information on how to embark on this path. We have set an example, and being a role model is an added value.”

But the circle is not complete with the award of certification. “Every year we are audited, and we have to demonstrate continuous progress and improvement, KPIs in hand,” concludes De Boni. “This, after all, is the true meaning of certification: to remember that equality is not a medal, but a commitment. Not a result, but daily practice.”

Cover: Be Factory, photo by Michele Purin