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Human resources and organisation

Management structure
 

Human resources
At 30 June 2013, the Hera Group had 8,360 permanent employees (consolidated companies), with the following breakdown by role: managers (152), middle managers (455), employees (4,265) and workers (3,488). This workforce was the result of the following changes: new hires (+96), departures (-69). Also note that the new hires were made essentially as a result of the qualitative turnover involving the addition of more qualified staff; lastly, there was an increase in the number of graduates, that reached 18% of total permanent employees (excluding Acegas - Aps): with 1,091 graduates at 31 December 2012 (out of 6,539 permanent employees) and 1,194 graduates at 30 June 2013 (out of 6,570 permanent employees).

Organisation
The Hera model stands out in the multi-utility landscape for having created an industrial and operational integration based on a Holding which, through Central Departments dedicated to planning, support and control, ensures an integrated Group vision and favours the creation of synergies. The Energy & Utility sector is increasingly characterised by rapid changes, with competitive dynamics and a regulatory context oriented towards specialisation, distinguished by a few key elements (Water and environmental services regulations, Public tenders for services, Regional regulation, ...)

In order to respond to these demands, in January 2013 the Group adopted an organisational model in the area of the Operations General Department, designed to obtain additional benefits from the specialisation of the single businesses managed, acting furthermore to improve relations with stakeholders in terms of organicity, standardisation and proactivity.

The operative model of the Hera Group is therefore still defined by a search for the best possible balance between its business sector prospective and its well-established relations with local communities, in a search for the utmost efficacy and efficiency of its services, using all available operational mechanisms (organisation, processes, resources and systems).

The Group's organisational chart therefore displays the following features:

  • The following Central Departments report to the Chairman: Legal and Corporate Affairs; Information Services and Systems; External Relations and Investor Relations. General Management - Department and Markets and Herambiente Spa also report to the Chairman.
  • The following Central Departments report to the CEO: Procurement and Tender Contracts; Administration, Finance and Control; Personnel and Organisation; Quality, Safety and Environment; and the Director of Corporate Social Responsibility. The CEO also oversees the Operations General Department, which in turn heads the following Departments: Water, Energy, Waste Management, Customer Technical Services, Technology and Development, and Large Plant Engineering. The Operations General Department also oversees the seven Territorial Areas, dedicated to safeguarding relations with local Stakeholders.
  • The Vice Chairman oversees the Internal Auditing Department.


Furthermore, as at 1st January 2013, the merger by incorporation of Acegas-Aps in the Hera Group became effective, whose fundamental organisational articulation was approved in May 2013.

Within the area of the Operations General Department, three Departments have vertical responsibility with respect to the various services managed: Water, Energy and Waste Management, and two Departments show transversal features: Customer Technical Services, that manages technical services directly related to end users in the Hera Group territory, and the Technology and Development Department, which has absorbed centralised engineering activities as well as those involving remote control, laboratories, metering and remote management, and the overall coordination of the regulated services.

Lastly, seven Territorial Areas have been created that are focused on safeguarding relations with the respective communities and major local Stakeholders, and that use a proactive organic approach that is consistent with the Sustainability Report and is intended to guarantee coordinated, harmonised and prioritised interactions.

In parallel, in order to develop greater protection of the activities most closely focused on the Company's business areas, and once again with a view to the orientation of the internal client, a new organisational configuration of the Central Departments has been defined and implemented, in particular with:

  • a hierarchical (activities and resources) reallocation of functions previously allocated to the Territorial Business Unit/Operative Structures (Procurement and Tender Contracts, and Personnel and Organisation);
  • a reorganisation of the Quality, Safety and Environment Department.


Furthermore, as of 1st January the corporate structure of Famula On Line Spa was overcome by way of the integration of its activities within Hera Spa and the concomitant creation of the Information Systems Department, organisationally situated in the Services and Information Systems Central Department.

As regards the Administration, Finance and Control Department, an organisational revision of the function of Management Control was implemented, aimed at developing greater protection of the activities most closely focused on the Company's business areas.

The following changes were introduced in General Management - Development and Markets:

  • the reorganisation of the Acantho Technical Department, aimed at defining a structure more orientated towards the services offered than to internal processes;
  • the new organisational configuration of Hera Trading, in particular with the creation of the General Management within which support activities and staff also converged.


With reference to Herambiente Spa, an additional articulation of the sales structures of the Market Department has been introduced to further encourage a focus on the end client and guarantee greater efficiency in the approach to the competitive market in the area of special waste. Back office activities have furthermore been centralised in the Customer Service function of Market Department, with the objective of obtaining efficiency benefits in fulfilling administrative activities pertaining to contract management.

The process of logistics management was also further optimised, by way of a simplification of the activities involved in the allocation of dry and humid non-hazardous waste, centralised in the Logistics function of the Operational Services Department. Lastly, preparatory activities for the establishment of the Pozzilli Thermoelectric Power Plant structure reached a conclusion; it will be operational as of 1st July 2013, and will directly manage the activities previously managed by Energonut Spa.

A further transversal developmental phase of the Lean Organization methodology, oriented towards the circulation of approaches and competencies, including the use of additional communication and organisational development tools, was also launched.

The Macrostructure of the Group, operative as of 1st January 2013, is therefore as follows:

 

Two Committees oversee the management of the Company:
Operating committee: this committee's task is to examine and disseminate policies, strategies and operational planning at Group level, and to encourage integration between the various structures;
Management committee: every three months, this committee examines management performance and progress on projects included within the balanced scorecard;
For the promotion and development of strong local roots, since the end of 2009 each Territory has made use of a Territorial Committee composed of members representing the local area (among whom the President), in addition to the Manager responsible for the local Territorial Area. The Committee periodically focuses on a few key issues such as monitoring customer satisfaction, the quality and sustainability of the services offered. The Committee is also in charge of supporting the Group's top management in its interactions with public authorities and other local stakeholders.

Industrial relations
On 28 February 2013, as part of the process of integration with Acegas-Aps, a Memorandum of Understanding was signed between the Local Authority shareholders of Hera and Acegas-Aps and the national confederated trade unions. This Memorandum follows the local agreements reached in 2012 between the Trade Unions (confederations and categories) and the Emilia Romagna Local Authorities holding shares in Hera, and the Local Authorities of the foremost cities served by Acegas-Aps Spa, represented by the mayors of Padua and Trieste.

In particular, the Memorandum foresees: the creation of a negotiating table between trade union organisations and the company in order to define, at a national level, a new Memorandum for Group Business Relations and specific Memoranda for Health, Safety and Tenders; the beginning of negotiations between unions and the company on issues discussed in the Business Plan, with particular emphasis on enterprise strategies, levels of employment and the role of tenders.

On the basis of the contents of the aforementioned memorandum, negotiations for signing a new Memorandum of Understanding concerning Tenders, which are already under way with regional trade unions, have been redefined at a national level with the national union representatives for the category. On this point, a new draft has been sent to the unions and we are awaiting their observations.

Furthermore, negotiations are continuing for the new Memorandum for Group Business Relations, with respect to which a draft has been sent to the national trade unions for the category.
Following the Company's decision to implement the new organisation of the Operations General Department, that has led the Company to develop towards an organisation modelled on supply chains, specific meetings have been held between local trade unions and company representatives with particular attention given to the allocations of the resources in question.

The process of reorganisation of the Operations General Department will continue in the near future with the presentation of the new model for quick response to networks and the beginning of talks on the standardisation of working hours for personnel in the various lines of business, with the exception of the organisational units that require dedicated working hours.
In the month of March an agreement was signed for a merger by incorporation into Herambiente Spa of Energonut Spa, a company that produces electricity through the combustion of CDR (waste incineration), and that is present with a plant in Pozzilli, in the province of Isernia. This merger will be operative as of 1st July 2013.
In the month of June Herambiente Spa, Energonut Spa and the Energonut Trade Union also signed the draft of an agreement for the Performance Bonus 2013-2015 and the recognition of supplementary health care.

Upon agreement between the parties, in May the objectives of the 2012 Performance Bonus were subject to final reporting; negotiations pertaining to issues on the union's agenda continue, including the standardisation of compensation for travel, meals, and the new 2013-2015 Performance Bonus agreement.
Pursuant to the Supplementary Collective Labour Agreement, the Group's training programme for 2013 was presented and an agreement was reached on funded training for Hera Spa, Herambiente Spa, Hera Comm Srl.

A new meeting with the Group's Union Organisation has been scheduled for the end of July, aimed at defining a new funded training project for the operative levels.
In the month of May 2013 the Hera Group completed the phases necessary to obtain the SA8000 certification.
Seminar sessions were scheduled with the SA8000 worker representatives, who were appointed by the trade union organisations, regarding not only Community regulations for the certification system, but also the role that the representatives are required to cover in the following phase, dedicated to the verification and maintenance of the certification itself.
Furthermore, in the month of June the minutes of a meeting were signed for the transferral of personnel from the offices in Via Grigioni, Via Spinelli and Viale del Commercio to the new offices in Cesena-Pievesestina, Via Kossuth.

Hera continues to collaborate with Employers' Associations, taking part in committees and delegations dealing with national collective labour agreements in the gas, water and waste-management services sectors:
on 18 February 2013 the Agreement for the Renewal of the CCNL was signed, for the workers responsible for the Electricity Sector; in parallel, the National Union Agreement on exercising the right to strike was reached.

In the light of the agreement signed at a National level, a new phase of discussion is under way between Hera and the Group Trade Union Coordination, Electric Sector, concerning the strike minimums for personnel to whom the CCNL Electricity sector is applied.

In the month of March 2013, an agreement was signed that redefines article 57 of the Federambiente CCNL, with reference to the redefinition of national and group union-related leave time, the establishment of the RSU in the Environmental Hygiene Sector and the relative number of components.
Lastly, negotiations are continuing as to the renewal of the CCNL Gas and Water sector, which expired on 31.12 2012.

Development
Activities continued in the formation and diffusion of the Group's Leadership Model which was defined in 2010 with the aim of identifying the prospective and distinctive behaviour for Hera Group management and saw a series of initiatives implemented in 2011 and 2012 for all managers and middle managers. The main initiatives included: training workshops, sessions dedicated to relations with collaborators and teams, thematic seminars on the four key elements of the Model.
From June 2012 to June 2013, twelve months were dedicated to an in-depth analysis of themes related to the key element "Management of Complex Situations"; in particular, from November 2012 to April 2013 a training program dedicated to managers and middle managers was carried out, intended to further investigate the two skills that underlie the key element: Flexibility and Decision making.
Emails entitled "Cues for Leadership" are sent to managers and middle managers on a trimestral basis, in which the key skills treated in the course of present events are studied in detail.
At the conclusion of these twelve months a seminar focused on Management of Complex Situations was held for managers and middle managers.
In June 2013 planning was completed for the activities involved in the second key element: "Orientation towards excellence".
The programmes dedicated to managerial development and development of potential, in line with diversity and inclusion projects, continued to be supported by individual coaching courses, consistent with the development of the skills set out in the Leadership Model and with the coaching model implemented by the Group.
In the first semester of 2013, an initiative dedicated to listening skills was created, intended for the entire personnel of the Operations General Department following the reorganisation which came about at the beginning of the year; in order to identify and implement any and all possible improvements, meetings dedicated to each single Department were also held during which results were presented and analysed in detail. In the second semester of 2013, the fifth internal climate survey will be conducted.

The second edition of the Development of Potential initiative was activated in the second semester of 2011; 94 resources were involved, and the initiative's aims included nurturing and extending the potential of the Group's existing young resources. Several training initiatives were set into motion in 2011 and 2012; in particular, an initiative involving all 94 resources was carried out in November 2012 whose aim was to introduce the contents of the Leadership Model and to provide opportunities and suggestions for professional development. The participants were furthermore given the opportunity to take advantage, upon individual request, of a session of telephone coaching in order to further explore the issues discussed during the initiative, and to share tools and techniques for self-development; this activity came to a conclusion in the first trimester of 2013. Furthermore, in the first trimester an ad hoc session of the Higher Education course "Regulation and Markets in Public Utility Services" was held for 25 of these resources. They were also given the opportunity to participate in a brief experience in individual coaching, aimed at defining a Strategy for personal excellence, whose first encounters began in April 2013 and will conclude in December 2013.
On 30 November 2012 the Ministry approved the request for an economic contribution to the Group's project: "Positive return policies", that the Department for Family Policies of the Presidency of the Council of Ministers financed for reasons concerning the innovative and socially relevant character of the measures proposed.

In April 2013 the foreseen training activities began, intended for people who return to the workplace after a significant period of leave, granted for reasons involving the reconciliation of professional life and personal life. Concretely speaking, these activities correspond to 28/18 total hours of internal training and a limited number of coaching/counselling sessions, to facilitate reintegration in the workplace. Thanks to this funding project, the number of company childcare centres found throughout the territory served by the Group has also increased.

A training seminar aimed at raising awareness on issues related to the recognition of diversity was held in June 2013, and was also extended to local institutions.
Furthermore, a collaboration with the Province of Bologna was set under way in the month of June, for an efficient identification of qualified home care services for Group employees thanks to an extended database called Madreperla.

An e-learning course dedicated to Time Management was internally structured during the first semester, and will be made available to all employees beginning in the month of July.

Training
In the area of training, the first activities and initiatives that should be noted fall under the responsibility of Heracademy, the Hera Group's Corporate University, in particular the creation of the workshop entitled "Utilities, levels of government, citizens: how to collaborate in infrastructure development?" (January 2013) and the planning of the workshop entitled "Smart Communities and Local Development: objectives, protagonists, creation of value" (held in July 2013). Further activities to be noted within Heracademy's sphere of activities include initiatives in training development applied across the territory, in particular with the launch of the project "Hera teaches you a trade... at school" in the territories of Forlì and Ravenna.
As regards training in the areas of Ethical Values and Business Culture, a training course entitled "The Sustainable City" was projected, which is scheduled to be carried out in the second semester of 2013 and is intended to make the entire company personnel aware of the contents of the Sustainability Report 2012.
With respect to the training initiatives created in collaboration with the Alma Mater - University of Bologna and Alma Graduate School, special note should be given to the creation of the advanced training course entitled "Regulation and markets in public utility services" (February and March 2013), dedicated to the resources involved in Development of Potential.
Full continuity was given in the first semester of 2013 to training activities carried out in fulfilment of legal obligations (fire prevention, first aid, safety supervisors, etc.), with particular attention to training in the area of work-related stress and training required by the State-Regions Agreement for work equipment; furthermore, within the 24,000 hours of overall training offered on matters pertaining to Quality, Safety and Environment, the training activities foreseen for the SA8000 project were particularly worthy of note, with special reference to training initiatives concerning supplier monitoring.
The intense training and professional refresher courses continued as usual for both technical and operating staff, as did specific activities aimed at maintaining and enhancing the operating skills required for activities that are deemed to be critical from the point of view of service quality, safety and potential environmental impact.
As regards knowledge management, the activities of the Scuola dei Mestieri (School of Trades) carried on in the first half of 2013, in particular through:
defining and planning the revision of some of the Quaderni di Mestiere (Trade Notebooks) in the light of recent organisational changes in the Operations General Department;
extending and/or consolidating the experience of Apprenticeship Communities, present at a Group level.
There were roughly 16,788 participants in training activities, and 90% of the Group's employees was involved in at least one training activity.
The total financial investment incurred in the first half of 2013, excluding costs associated with trainee staff and internal trainers, was €441,329, a figure that corresponds to a complete saturation of the 2013 annual budget.
These figures confirm the Hera Group's significant commitment, both economically speaking and with respect to other resources, to continually developing and maximising the potential of its human capital.

Type of TrainingPerson-hours
Professional and specialist training22,616
Quality, safety and environment24,039
Institutional and managerial training17,590
IT962
Total65,207
 
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