From the community, for the community: our commitment to the common good
From the community, for the community: our commitment to the common good
Inser, through its Charity Program 2023-2025, contributes to the social and sports development of the areas where it operates.
In 2015, 193 UN member countries, including Italy, adopted the 2030 Agenda for Sustainable Development, outlining 17 Sustainable Development Goals (SDGs) and 169 targets to be achieved by 2030. These goals, covering themes like poverty, gender equality, climate change, and renewable energy, are deeply interconnected. Inser has outlined an ambitious three-year investment plan aimed at supporting the communities and territories where it operates through high-value social initiatives and the promotion of sports activities. The main objectives include the continuous maintenance of social services, support for high-impact social projects, and sponsorship of various sports organizations. Currently, Inser has decided to support:
• The Caritas Diocesan Foundation of Trento;
• The Lene Thun Foundation Onlus;
• Basketball, football, volleyball, and rugby teams;
• Enactus.
Support to the Caritas Diocesan Foundation of Trento
Support for the Lene Thun Onlus Foundation
Support for sports: alongside Aquila Basket Trento, Trento Calcio, and Trentino Volley, You Energy Volley Piacenza, Centurioni Rugby Lumezzane (BS)
Objectives of the Charity Program 2023-2025
News
The public body is also subject to the obligation not to cause intolerable immissions
The public body is also subject to the obligation not to cause intolerable immissions
The caseDuring the summer period, the municipality organised cultural events in the square, which lasted until late at night.
Some residents sued the municipality to ascertain the intolerable immissions and, consequently, to obtain an order to pay damages.
On the contrary, the Municipality considered that:
- the CTU referred, for the measurements, to the 1997 Prime Minister's Decree relating to production activities and not to cultural events;
- the municipal regulations in 2004 allow, in the case of events and open-air shows, a limit of up to 70 decibels;
- the public interest in the performance of shows cannot entail the sacrifice of the private individual's right, beyond the limit of tolerability.
Instead, the Court of Cassation, in ruling no. 18676/2024, confirmed the liability of the municipality for the following reasons.
Reasons for the decision
Secondly, a public body is also subject to the obligation not to cause noisy immissions and is liable for damages resulting from the injury to the subjective rights of private persons, caused by immissions from public areas, and may consequently be ordered to pay damages, as well as the ‘doing’ necessary to reduce the said immissions to below the threshold of normal tolerability, since such claims do not concern - per se - authoritative and discretionary acts, but a material activity subject to the principle of ‘neminem laedere’ referred to above.
For further elaboration:
- DPCM of 1997;
- Art. 844 of the Civil Code.
News
The rotation principle: is the contracting authority obliged to exclude a contractor who has indicated the outgoing contractor as subcontractor?
The rotation principle: is the contracting authority obliged to exclude a contractor who has indicated the outgoing contractor as subcontractor?
Article 49 of Legislative Decree No. 36/2023 provides that contracts below the Community thresholds must be awarded in compliance with the principle of rotation, i.e. the prohibition of awarding the same contract to the outgoing contractor in cases of two consecutive awards.
Compared to the previous system, however, the new principle has been scaled down: previously, not only the awarding of the contract, but also the invitation to the outgoing contractor and to economic operators who had participated and had not won was prohibited; today, however, the prohibition applies only to the outgoing contractor.
The rationale is to counterbalance the contracting authority's power to identify contracting parties in sub-threshold procedures and to avoid the consolidation of situations of advantage for certain economic operators to the detriment of others who would be deprived of an opportunity to gain.
It follows that this principle does not operate in open procedures, or in substantially open procedures. In fact, paragraph 5 exempts contracting authorities if the market survey ‘was carried out without setting limits on the number of economic operators’.
However, a question remains: does the rotation principle also apply if the outgoing contractor has been indicated as subcontractor?
In the silence of the legislator, the ANAC resolution 344/2020, which considers that there is no obligation to exclude from the tender of a competitor who intends to indicate as subcontractor the economic operator that has a contract with the same contracting station, is still valid.
For further elaboration:
- Art. 36, legislative decree 50/2016;
- ANAC, Guidelines, no. 4, par. 3.6;
- ANAC, Resolution no. 334/2020;
News
Digitisation of public procurement: the new ANAC guidelines of 28.06.2024
Digitisation of public procurement: the new ANAC guidelines of 28.06.2024
As of 1 January 2024, the digitisation provisions have become definitively effective and, as a consequence, the entire public contract cycle (from planning to execution) has to be managed via digital platforms: every contracting authority will have to equip itself with a digital procurement platform (so-called PAD) as a requirement to participate in the new national e-procurement ecosystem.
In order to facilitate the Administrations in adapting to the new digital systems, ANAC has made available, until 30.09.2024, the temporary web interface, ‘PCP’ (Piattaforma Contratti Pubblici), i.e. a supplementary tool to be used in the event of impossibility or difficulty in resorting to the PADs.
However, in this first phase of application, numerous difficulties were encountered by contracting stations, and by a communiqué of the President of ANAC dated 28.06.2024, the possibility of using the temporary web interface was extended - until 31 December 2024:
- for entering into framework agreements and conventions whose notices were published by 31/12/2023 with or without subsequent competitive comparison;
- for the repetition of similar works or services pursuant to Article 76, paragraph 6, of the Code provided for in the original tender documentation relating to procedures published before 31/12/2023;
- for the cases referred to in Resolution No. 584 of 2023, which replaced and integrated Resolution No. 214 of 2022.
For further elaboration:
- ANAC Communiqué of 28.06.2024;
- ANAC Decision No. 584/2023.
News
The different EU and national vision: the ban on cascading subcontracting falls down
The different EU and national vision: the ban on cascading subcontracting falls down
Both the 2004 and 2014 directives, as interpreted by the CJEU, have never provided for limits to subcontracting.
On the contrary, domestic legislation has always had a more negative view of the institute, conditioned by a legacy that views subcontracting in unfavourable terms, such as the need for strict control of the management of the contract by the contracting authority; the possibility that subcontracting could turn into a way of circumventing the rules on public evidence; and fears of possible infiltration by organised crime.
In the new procurement code, there is finally a change of course: Legislative Decree 36/2023 repealed the general ban on cascade subcontracting, i.e. the veto on the subcontracting of services already subcontracted.
It therefore stands as a pro-competitive institution, in accordance with the principles in force in the field of European Union-style tendering procedures, responding to the principle of maximum participation in tenders by companies.
On the other hand, subcontracting fulfils (or, perhaps, has always fulfilled) a function that in some respects is similar to that of outsourcing and the R.T.I., allowing, like the latter, the participation in the execution of the contract of entities that would not in themselves have the requisites or the means for the execution of the contract (and even beforehand for participation in the tender), in a competitive perspective and with the ultimate objective of expanding the number of companies potentially participating in public tenders.
For further elaboration:
Art.119, Legislative Decree 36/2023.
News
Rewarding availment: from borrowing missing requirements to simply borrowing requirements
Rewarding availment: from borrowing missing requirements to simply borrowing requirements
Under the previous code (Legislative Decree No. 50 of 2016), it was not permitted to make use of so-called 'pure' recourse to 'premium' availment, i.e. that had the sole purpose of giving the auxiliary a better evaluation of the offer, without the latter needing additional requirements or resources to participate in the tender.
This regime was superseded by the new public contracts code, which formalised the admissibility of this institution, overcoming the case law that had opposed it.
In particular, Article 104 of Legislative Decree No. 36/2023 now allows for the use of outsourcing aimed not at participation, but at the exclusive attainment of the resources necessary for the attribution of incremental scores. In fact, paragraph 4, in confirming that the economic operator must enclose with the application to participate the availment contract, provides that it must specify whether it intends to avail itself of the resources of others to acquire the missing participation requirement or to improve its own offer.
The rationale is thus broader than the previous one, which was strictly linked to the possibility of participation, and also includes the exclusive purpose of having the tender acquire a better evaluation.
Thus, the factor of indispensability for the purposes of participation in the tender has disappeared, and outsourcing has become an institution that more generally concerns the loan of means (technical equipment and human and instrumental resources), also for the sole purpose of qualifying the tender in improved terms, expanding the technical, professional and financial capacity of the economic operator.
For further details:
Cons. Stato, sec. V, sent. of 9.01.2023, no. 281.
News
Violation of the duty of surveillance and maintenance is the municipality also liable in the case of an accident occurring on a neighbouring road?
Violation of the duty of surveillance and maintenance is the municipality also liable in the case of an accident occurring on a neighbouring road?
The case
A woman, in order to help her husband manoeuvre back onto the carriageway, fell into the manhole left open, sustaining serious personal injuries.
The Court of Cassation, in judgment No. 8879 of 2023, confirmed the liability of the municipality under Articles 2051 and 2043 of the Civil Code, despite the fact that the accident occurred on a privately owned road.
Grounds for the decision
According to the judges of legitimacy, in relation to neighbouring roads, the municipality is liable for their custody, provided that they are included among the roads used for public transit.
This follows from Article 2, paragraph 1, of the new Highway Code, which defines 'road' as 'an area for public use' and therefore does not depend on whether the property is publicly or privately owned; as well as from paragraph 6, which assimilates vicinal roads to municipal roads, despite the fact that the former are by definition privately owned.
Therefore - in the opinion of the Supreme Court - on the subject of liability for negligent maintenance of roads, the Public Administration is at fault if it fails to maintain or make safe the areas, including private property, bordering the public roads, when they may cause danger to road users.
It follows that in the case of damage caused by defective maintenance of a road 'the private nature of the road is not, in itself, sufficient to exclude the liability of the municipal administration where, by reason of the destination of the area and its objective conditions, it was required to maintain it'.
For further details:
Highway Code, art. 2, paragraphs 1 and 6.
News
Verlingue, the family broker focuses on Italy (from "Milano Finanza")
Verlingue, the family broker focuses on Italy (from "Milano Finanza")
The latest handover took place last May, when Benjamin Verlingue took over from his father Jacques. A family story, that of Adelaïde, a broker born in the 1930s in Finistère, at the north-western tip of France. A corner of land that plunges into the Atlantic Ocean (hence the name, meaning "at the edge of the world"), where you can breathe in the essence of Brittany, which is also a point of reference for Celtic culture.Read the article published in 'Milano Finanza' here. The article was published on 03/08/2024.
News
Better Future 28: growth strategy and objectives 2024-2028
Better Future 28: growth strategy and objectives 2024-2028
Verlingue prepares to strengthen its position in the Italian and international market by focusing on innovation, sustainability and human resources development
Verlingue, an independent, family-owned company that acquired Inser in 2024, recently launched its four-year Better Future 28 plan with the aim of strengthening its position in the international and Italian market. By 2028, the company aims to achieve a turnover of 450 million euros, focusing on innovation, sustainability and human resources development. In order to realise this project, Benjamin Verlingue, the new President and CEO of the Adelaïde Group, presented the strategic plan to the entire staff of Inser, at a meeting held in Brescia together with Anne-Jacques De Dinechin, Verlingue's General Manager, and Pierpaolo Ruggeri, CEO of Inser Spa.
Better Future 28: the goals
- expansion into new states and territories;
- increase in customers and activities;
- investment in IT and digital platforms.
The pillars of the Better Future 28 programme in Italy
- development of new insurance products;
- advanced use of digital platforms;
- annual follow-up of risks through detailed reports;
- opening of new offices to ensure proximity and personalised assistance.
In addition, it will work with new companies and reinsurers to optimally place risks. To realise this ambitious programme, Verlingue relies on the commitment of every employee.
- professional growth through the Inser Academy and the Train the Trainers programme;
- work/life balance and fair remuneration;
- a quality working environment and continuous social dialogue.
Verlingue's strategy in Italy also includes a strong focus on innovation and operational efficiency to maintain financial strength and independence. The objectives include:
- increase margins and effectively manage liquidity and dividends;
- promote an innovation-oriented entrepreneurial culture.
Verlingue is committed to developing the ESG (Environmental, Social, and Governance) path, obtaining specific certifications and promoting solidarity projects in support of local communities.
With clear objectives and concrete actions, the company is preparing to consolidate its position in the market, achieving ambitious goals by 2028.
News
Benjamin Verlingue, new Chairman and Chief Executive Officer of the Adelaïde Group, unveils the new Better Future 28 strategic plan and aims to become Europe's leading family brokerage company
Benjamin Verlingue, new Chairman and Chief Executive Officer of the Adelaïde Group, unveils the new Better Future 28 strategic plan and aims to become Europe's leading family brokerage company
The Adelaïde Group, a key European player in insurance brokerage, announces the appointment of Benjamin Verlingue as Chairman and Chief Executive Officer with effect from today. This appointment is coupled with a new strategic plan, Better Future 28, which aims to consolidate the Group's position by doubling sales by 2028, while preserving its independent, family-owned identity.
Benjamin Verlingue, previously Deputy CEO, takes over from Jacques Verlingue, who will become Chairman of the Group Strategy Committee. He will be supported by Gilles Bénéplanc and Audrey Verlingue, both Deputy CEOs. Following a carefully planned transition, the helm of the Group has now been handed over to the fourth generation of the founding family, demonstrating the continuity and family commitment that have always underpinned Adelaïde's strategy.
New governance and a new strategic plan for 2028
This latest step in an entrepreneurial saga marked by nine decades of growth comes at a time of rapid expansion, with the Group tripling its sales over the last ten years. “I am extremely proud to hand over the helm to Benjamin, accompanied by his sister Audrey, whose experience and vision are major assets for the future of the Group. In his previous roles, Benjamin proved his leadership and strategic vision. I am confident in his knowledge of the business, in his ambition and his determination to uphold our business model to ensure our continued development in a constantly changing environment,” says Jacques Verlingue, former Chairman of the Adelaïde Group.
“I am very proud and enthusiastic to be taking on this new role. Under Jacques Verlingue's leadership, Adelaïde has become a major European brokerage player and has seen its turnover grow substantially. At a time when risk management is a growing challenge, I am going to devote my energy to continuing to grow the Group by contributing to a better future for all our stakeholders, while preserving the Group's independence over the long term,” adds Benjamin Verlingue, the new Chairman and CEO of the Adelaïde Group
The Better Future 28 plan is part of this drive and reveals a clear ambition: to double the Group's turnover by 2028 to €800m. Adelaïde intends to establish itself as the leading family brokerage company on the European market, where it is already active in France, the United Kingdom, Switzerland, Italy and Portugal, to advise and support its clients as a trusted partner over the long term.
The Better Future 28 strategic plan is structured around four main areas:
• Organic and external growth: the Group's growth is based on the long-term trust placed in us by our clients. This sustained organic growth will be accompanied by continued acquisitions, with development in new countries, new areas of expertise and new market segments. The Group has developed an ability to unite talented entrepreneurs around an industrial vision, keen to further accelerate their growth and innovation trajectories.
• Developing human capital: the forthcoming Adelaïde University aims to further enhance the Group's ability to develop its employees through a multi-year training plan, the digitalisation of programmes and the development of skills certification. Modernising the way we work and improving the quality of life at work are also priorities.
• Technological innovation: as the base of the Group's independence and its ability to provide clients with high added value, the Better Future 28 plan aims to ensure the continued upgrading of the main information system, to accelerate the use of data and artificial intelligence, to develop workstations through the creation of a digital workplace and to continue to improve cyber security.
• A positive impact: we will be stepping up our actions in local areas with the aim of leaving a positive footprint. We want to help our clients to grow and prosper, by supporting them through the expected social, societal and environmental transitions. Our ESG approach, integrated into our business model, reflects this enthusiastic desire to “do our bit”. As part of this, we aim to develop balanced, long-term relationships with insurers and other risk carriers in order to offer our clients the best possible cover solutions.
Leading companies in their core markets
With a team of more than 2,500 employees, the Adelaïde Group has set itself the target of recruiting more than 250 new talents in 2024. The Group will continue to promote training, integration and development policies to foster the career development of its employees.
The plan also unveils a firm commitment to operational excellence for each subsidiary:
• Verlingue, which specialises in corporate insurance brokerage, is aiming for a new stage in its growth, with an aggregate turnover target of €450 million in 2028 and the employment of 400 new employees in France and Europe.
• Génération aims to reinforce its status as the benchmark Third-Party Administrator
• (TPA) in social protection, with a target of 3.5 million policyholders with health insurance cover and 1.5 million with personal protection cover by 2028.
• Cocoon, which specialises in individual insurance, aims to double in size by 2028 by offering tailored insurance solutions for families and their households based on ethical and responsible practices.
A commitment to financial and non-financial performance
The Better Future 28 plan also focuses on non-financial performance, integrating environmental, social and governance (ESG) issues at all levels of the company. A growing company since its foundation, the Adelaïde Group has set itself 9 clear performance indicators for 2028 that illustrate its commitmentto pursuing sustainable and balanced growth while strengthening its role as a trusted partner for all stakeholders in facing the transitions ahead:
• Turnover of €800m
• 6 million policyholders
• Volume of premiums brokered: €6bn
• 100% of employees trained in major transitions and ESG issues
• 15% of employees certified at Adelaïde University
• 2-fold increase in the number of mobility schemes
• 98% client retention rate
• 95% customer satisfaction
• 50/50: Gender balance among managers
About the Adelaïde Group
The Adelaïde Group specialises in insurance consultancy, intermediation, distribution and management. It is geared towards enabling its customers to run their businesses through effective risk management, by helping them protect their operations and their employees. For over 90 years, the Group has been tirelessly innovating, growing and reinventing itself to become one of the main players in insurance brokerage in France, with three thriving companies: Verlingue, Génération and Cocoon. Organic and external growth, the development of human capital, technological innovation and positive impact are the four priorities the Group has set itself to achieve its goal of becoming Europe's leading family-owned insurance broker.
2,500 employees | €3,000bn in premiums brokered |2.4 million policyholders with health insurance cover and 1.1 million with life insurance cover | 5 locations in Europe: France, Great Britain, Switzerland, Portugal, Italy | www.adelaidegroup.fr