People and Culture

As part of the UNIQA 3.0 GROWING IMPACT strategy programme, the goal was defined of becoming the best employer for high-performing employees by 2028.

Work and working are currently undergoing massive changes due to new activities and jobs, digital media and home office. At the same time, the demands on employees are changing, as different, new skills are increasingly required, and the spatial working environment is also undergoing significant change. 

The target was defined ambitiously in order to create a clear orientation for improving employee satisfaction.
It is a rating of 4.5 out of 5 stars by 2028 and consists of two key figures:
- Employee Satisfaction Index
- Engagement Index

Comprehensive measures to become the most attractive employer by 2025

Just as the realities of work have changed massively in recent years due to digitalisation, hybrid work models and new activities and jobs, the demands on employees have also changed. Increasingly, different, sometimes completely new and often digital skills are needed. In order to become the best employer in the industry by 2024, we have implemented changes and improvements in many areas. To this end, five central fields of action have been defined, which we intend to work on intensively over the next few years.

  • Employee Experience
  • Leadership & Learning
  • Corporate Culture
  • Diversity & Inclusion
  • Data & Analytics

These five pillars are fully integrated to ensure that our employees not only possess the diverse skills needed for their roles and responsibilities but also work in line with our corporate values and goals.

Further information can be found in the (Consolidated) Non-Financial Report that is a part of the UNIQA Management Report, available here:

Sustainability Downloads

Work-life balance and other benefits for UNIQA employees

Our commitment to improving work-life balance makes a clear contribution to equal opportunity. In our benefits strategy, we also place great emphasis on the personal development and health of our employees. In order to protect and reconcile work commitments with private needs, our employees can take advantage of various initiatives to promote greater flexibility: Flexible working hours and home office options support a balanced lifestyle and allow employees to choose the model that suits them best. We do not differentiate between part-time and full-time employment when granting benefits. We invest in comprehensive training programs and promote professional development. In doing so, we complement state social systems and regularly organise social events. This strategy reflects our commitment to sustainability and the well-being and satisfaction of our employees and is continuously adapted to the needs of our workforce.