It is a concrete demonstration of how an SME can transform gender equality into a measurable, certified and scalable business strategy.
When Antonella Di Tonno found herself the only woman among twenty male shareholders, the environment was not prepared to recognise her value. “I was young, the only woman, and the world I was entering was not waiting for me,” she recalls. In 2007, together with her husband Rodrigo, she took over the company entirely and initiated a process that led Talamonti to become the first European wine estate to earn the GEEIS-Diversity certification, the leading international standard for inclusion and gender equality.
Their approach is rooted in a clear philosophy: “We believe that talent has no gender. It simply needs room to flourish.” From this vision, a set of structured policies was developed, touching every level of the company.
Internal policies and governance for equality
Talamonti has implemented formal procedures to prevent pay and representation gaps, supported by annual KPIs tracking gender balance, pay equity, career progression and perceived fairness. All data are shared with staff and reviewed by management.
Recruitment follows transparent, non-discriminatory criteria. Thanks to significant investment in automation, physical strength is no longer a barrier in vineyard and cellar work, allowing women to access roles traditionally considered “male”. Today, 52% of the workforce is female, including several women in technical positions.
The leadership fosters a non-aggressive, respectful culture. As Antonella explains, “There are no raised voices, no insults in our company. Respect is an operational value.”
Welfare, risk prevention and continuous training
Talamonti has built a comprehensive welfare system including psychological support, assistance for medical and legal expenses, contributions for university studies, flexible scheduling, smart working and various wellbeing initiatives.
On Gender-Based Violence, the company enforces a strict zero-tolerance policy with immediate reporting procedures, direct access to the executive committee, and clear internal guidelines outlining responsibilities and response protocols. “People’s wellbeing does not stop at the company gate,” Antonella notes, acknowledging that some reports concern incidents outside the workplace.
Audit, indicators and continuous improvement
The process is monitored through regular audits with Bureau Veritas and a structured set of DEI (Diversity, Equity & Inclusion) indicators. Internal climate surveys feed annual improvement plans with measurable and incentivised objectives.
A replicable model for the whole sector
What makes the Talamonti case particularly powerful is its scalability. Many of the adopted practices do not require large budgets but rather organisational clarity: a written and shared value manifesto, compliance checklists, anti-discrimination policies, short training modules on inclusive leadership, and essential data-tracking tools. All of these can be easily replicated by any SME in the wine supply chain.
“Our challenge today is not to close a gap, but to preserve balance,” Antonella concludes. An equilibrium that cannot be improvised; it must be governed, measured and communicated.
This story sends a clear message across the sector: gender equality is not an ethical accessory but a structural driver of competitiveness, wellbeing and sustainable rural development.