In an increasingly complex job market, some companies are discovering the value of corporate awareness as a strategic lever for internal well-being and performance. This is the case of Gate-away.com, which has embarked on a path of profound transformation thanks to the vision of Annalisa Angellotti, co-founder and Chief Happiness Officer (CHO) of the company.
From a personal insight to a structured project
The starting point was personal: Annalisa, with her background and sensitivity to people’s well-being, began introducing initiatives aimed at improving the quality of working life at Gate-away.com. However, over time, a limitation emerged: the activities were valid but lacked a common thread; there was no shared, structured vision.
This led to some reflection: ‘My business partners and I asked ourselves whether what we had done had really brought results, and we realised that something more was needed: an organised project,’ says Annalisa.
The turning point: the arrival of a professional figure
To make this change a reality, the company decided to bring in Maria Luisa Aniello, a psychologist with experience in organisational settings. Her contribution helped shape a more systematic approach based on an action plan with clear objectives, a shared vision and defined deadlines.
Thanks to this approach, corporate awareness has become the guiding principle of the project, which aims to help teams understand the meaning of their actions and their impact on collective well-being.
Well-being project for 2025: keyword, awareness
The actions underway until December 2025 are many and are well coordinated:
- Data collection and analysis through questionnaires and individual interviews;
- Teamwork without managers present to the meetings to encourage free expression;
- Soft skills training;
- Business facilitation to enhance strengths and manage critical issues (within teams and between teams);
- Continuous monitoring to measure the effectiveness of actions;
- Listening space and business counselling, to address personal issues that affect working life.
All these measures are designed to strengthen corporate awareness, fostering an environment where people feel recognised, listened to and motivated.
Inclusive and sustainable welfare
Another important step was the introduction of a corporate welfare platform, accessible to all with a maximum limit of €1,000. Each employee can decide how to use this benefit according to their needs, freely and responsibly.
This choice fully reflects the value of corporate awareness: trusting people, supporting their development and creating a fair and transparent system.
The results: greater awareness, greater motivation
One of the most surprising aspects has been the spontaneous involvement of the team. People have responded enthusiastically, contributing ideas, feedback and active participation. Even in difficult times, such as a recent challenge faced by the sales team, the presence of a shared project prevented a drop in motivation and even led to an improvement in performance.
For Annalisa, this was the most rewarding sign: ‘Seeing the messages I receive from my collaborators, the participation, the growth of people… all this shows that we are heading in the right direction.’
A corporate culture that puts people at the centre
According to psychologist Maria Luisa Aniello, programmes of this kind help reduce absenteeism, improve the internal climate and increase the sense of belonging. People feel recognised for their skills, more proactive and involved. The result is a more resilient company, capable of facing change without losing its humanity.
Thanks to facilitation, it is possible to prevent conflicts, improve relationships between colleagues and promote collaboration, including through continuous analysis of organisational procedures and processes.
Corporate awareness as a strategic lever
The path taken by Gate-away.com shows that corporate awareness is not just an ethical value, but a real growth strategy. A conscious company is a healthier, more productive and, above all, more human company.
