Matteo Posterli

#Duediligence Alert: The Italian Competition Authority (AGCM) has fined #GiorgioArmani SpA and GA Operations SpA €3.5 million for misleading ethical and social responsibility statements that didn't reflect the actual working conditions at suppliers and subcontractors to whom production had been outsourced. This follows the #Dior case a few months ago. The AGCM cited declarations in the Armani Code of Ethics, the Armani Values website (www.armanivalues.com) and the Armani website (www.Armani.com). Giorgio Armani SpA responded with surprise and plans to challenge the decision in the Regional Administrative Court (TAR), stating that they have always operated in fairness and transparency. This is the latest in the growing list of cases brought by competition authorities in France and Italy against companies whose #humanrights and #environmental claims are vague, unsubstantiated or false. It's important to note that the crux of the matter in each case was the failure to conduct due diligence, including the tracing and verification of production sites and standards. EU due diligence laws may be in flux, but prosecutors and competition authorities are reminding us that the risks to consumers, investors, companies and stakeholders are real. What should companies do now? Doubling down on announced audits of known suppliers will achieve nothing. This is not about the knowns, it's about the unknowns, the risks of subcontracting, of price-driven corner-cutting. Companies need to ask themselves how they may be causing or contributing to supplier attempts to evade labour laws, collective agreements, taxes and social security contributions. In short, companies need better risk identification, then they can target their audits. Michael Posner Dorothee Baumann-Pauly Justine Nolan Markus Löning Christine Kim Equiception Business and Human Rights Simone Cipriani Matteo Ward Ken Pucker

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Thrilled to see my perspective on emerging customer behavior making headlines on Italy's #1 business newspaper (Il Sole 24 Ore) Giampaolo Colletti and Fabio Grattagliano perfectly synthesized what I've been observing: the lines between gaming, commerce, and brand engagement are dissolving before our eyes. The article highlights three game-changing trends that every marketer should understand: ☝️ Virtual worlds as marketing frontiers: Platforms like Fortnite, Roblox, and Minecraft aren't just games anymore, but act like immersive marketing ecosystems where brands can create authentic experiences that resonate with Gen Alpha and Gen Z. ✌️ The rise of new forms of "advergame": We're witnessing the emergence of advertising that doesn't interrupt the experience but enhances it. Brands are becoming part of the gameplay itself (aka creating value rather than disrupting it). 🫶 Community-driven commerce: These platforms are proving that the future of retail isn't selling products, it's building COMMUNITIES WHERE COMMERCE HAPPENS NATURALLY. What fascinates me most is how these gaming environments are teaching us new rules for customer engagement: 1. authenticity over promotion, 2. experience over transaction, 3. community over audience. The implications for traditional retail and marketing are profound and they apply beyond Fortnite, Roblox and Minecraft. 😉 -gs

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FC Internazionale Milano and Locauto, a leading Italian brand in the car and commercial vehicle rental sector, are celebrating ten years of collaboration by announcing the renewal of their partnership for the 2025/2026 season. The agreement confirms Locauto Group as the Club’s Official Rent-a-Car Partner, strengthening a relationship built on shared values such as innovation, performance, and team spirit. For the this season, the partnership will aim to strengthen Locauto’s visibility and brand awareness, thanks to the presence of its logo on the pitch-side LED boards during all of Inter’s Serie A home matches at San Siro. 👉 https://bit.ly/4g6znVX

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Just read Alberto Dalmasso's take on unlimited PTO at Satispay. It got me thinking... 🚨𝐔𝐧𝐥𝐢𝐦𝐢𝐭𝐞𝐝 𝐏𝐓𝐎 (𝐚𝐤𝐚 𝐡𝐨𝐥𝐢𝐝𝐚𝐲𝐬) 𝐨𝐟𝐭𝐞𝐧 𝐦𝐞𝐚𝐧𝐬 𝐮𝐧𝐥𝐢𝐦𝐢𝐭𝐞𝐝 𝐠𝐮𝐢𝐥𝐭, 𝐧𝐨𝐭 𝐮𝐧𝐥𝐢𝐦𝐢𝐭𝐞𝐝 𝐫𝐞𝐬𝐭 Here's what we learned the hard way at Coverflex: When you remove PTO limits, you don't remove constraints, you remove clarity. -> High performers see time off as weakness signalling -> Managers give mixed messages about coverage -> People take fewer days than with traditional policies -> Humans hate ambiguity more than strict rules. "Take as much as you need" becomes "how little can I get away with?" At Coverflex, we stopped asking "How do we give maximum flexibility?" and started asking "What makes people actually feel safe to disconnect?" ✅ 25-day minimum (not maximum) ✅ Manager training on coverage planning ✅ Milestone sabbaticals every 5 years 𝐋𝐨𝐨𝐤, 𝐬𝐭𝐚𝐫𝐭𝐮𝐩𝐬 𝐚𝐫𝐞 𝐢𝐧𝐭𝐞𝐧𝐬𝐞. We're David fighting Goliath with limited resources and unlimited ambition. But intensity without recovery isn't sustainable. It's just burnout with better marketing. The best teams I know work hard and rest hard. They understand that peak performance requires both gas and brakes. 👉 𝐖𝐡𝐚𝐭 "𝐩𝐫𝐨𝐠𝐫𝐞𝐬𝐬𝐢𝐯𝐞" 𝐩𝐨𝐥𝐢𝐜𝐲 𝐚𝐭 𝐲𝐨𝐮𝐫 𝐜𝐨𝐦𝐩𝐚𝐧𝐲 𝐬𝐨𝐮𝐧𝐝𝐬 𝐠𝐫𝐞𝐚𝐭 𝐢𝐧 𝐭𝐡𝐞𝐨𝐫𝐲 𝐛𝐮𝐭 𝐜𝐫𝐞𝐚𝐭𝐞𝐬 𝐮𝐧𝐢𝐧𝐭𝐞𝐧𝐝𝐞𝐝 𝐩𝐫𝐞𝐬𝐬𝐮𝐫𝐞 𝐢𝐧 𝐩𝐫𝐚𝐜𝐭𝐢𝐜𝐞? Similar to unlimited PTO. Maybe flexible hours without clear communication norms. Maybe "results-only" cultures that still reward visible busy work. The pattern is the same: we announce progressive policies, then wonder why the outcomes don't match our intentions.

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