Paolo, you often talk about the need for companies to take on a "parental" role, both to meet social needs and to ensure the company's legacy. Could you explain what you mean by that?

When I talk about companies embracing the role of "parents," I’m diving into something much deeper than just corporate responsibility or employee benefits. It’s about recognizing that in today’s world, companies aren’t just providers of jobs—they’re shapers of lives, cultures, and futures. Whether they like it or not, they’ve stepped into a space where they have a social responsibility, a role that goes beyond profits and productivity.

Look around: traditional social structures are shifting. For generations, people looked to family, community, and even governments for stability, guidance, and support. But now? Those structures are eroding, and more and more, we’re seeing people turn to their workplaces for the kind of security and meaning that used to come from these other places. And what’s fascinating is that companies are in a unique position to step up—not just as employers, but as stewards of human potential.

When I say companies should embrace the role of “parents,” I’m talking about leadership that goes beyond quarterly results and KPIs. Think about what great parenting means. It’s not just about providing; it’s about nurturing, guiding, and ensuring the growth and development of those under your care. Parents prepare their children to face the world, but they also help them thrive within it. That’s the model companies need to adopt.

Here’s the bold truth: employees—especially younger generations—are seeking more than just a paycheck. They want purpose, growth, mentorship, and a sense of belonging. If a company can step into this parental role, it can become a place where people aren’t just "working" but growing. And when employees feel nurtured, when they feel like the company is invested in their personal and professional development, they’re more likely to invest themselves fully in the company’s mission. That’s how a company ensures its own legacy. The heritage of a company doesn’t just come from its products or market share; it comes from the people who carry its culture, values, and vision into the future.

Imagine a company that doesn’t just focus on what you can do for them, but what they can help you become. That’s what parenting is about. It’s about fostering a sense of loyalty and belonging, not through rigid control, but through genuine care and investment in the individual. It’s about helping employees develop their skills, their passions, their sense of purpose, so they can thrive—not just in the company, but in life.

Now, don’t get me wrong—this isn’t about turning companies into caretakers or removing all boundaries. It’s about embracing a deeper responsibility to nurture potential. Companies that act like parents set people up for success in ways that go beyond immediate profit. They create environments where innovation thrives because people feel safe to take risks, where creativity blooms because employees are encouraged to bring their whole selves to work.

And think about what that does for the company’s future. A workforce that feels valued, seen, and nurtured isn’t just going to clock in and out. They’re going to carry the company’s legacy forward. They’ll innovate, collaborate, and push the company into the future because they’re emotionally invested. That’s the real heritage—the passing down of passion, creativity, and vision from one generation of employees to the next.

So when I say companies should be like parents, I mean they should think long-term. It’s not just about the bottom line today; it’s about ensuring the future. And the future is secured by investing in people, by cultivating environments where employees aren’t just cogs in a machine but integral parts of a living, breathing legacy. It’s about understanding that when you take care of your people, they’ll take care of the company in ways you can’t even imagine.