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Human resources and organisation

Human resources and organisation

Human resources

At 30 June 2012, the Hera Group had 6,494 employees (consolidated companies), with the following breakdown by role: managers (129), middle managers (356), employees (3,377), and workers (2,632). This workforce was the result of the following changes: new hires (+75), departures (-65). Also note that the new hires were made essentially as a result of the qualitative turnover by adding more qualified staff; lastly, the trend in hiring graduates remained essentially unchanged at 17% of total permanent employees: with 1,082 graduates at 31 December 2011 (out of 6,484 permanent employees) and 1,120 graduates at 30 June 2012.


The Hera model stands out from the multi-utility landscape for having created an industrial and operational integration based on a Holding which, through central departments of planning, support and control, ensures an integrated Group vision and favours the exploitation of synergies, and which, through general and sector-specific departments and central technical coordination structures, provides a function of direction and coordination with regard to the managed businesses.

The Hera operational model combines the business sector perspective with the operating unit/company perspective to enable:

  • A sharper focus on development and streamlining objectives;
  • An optimisation/concentration of assets, skills and specialist roles that can ensure a unified perspective;
  • A Ďbalancedí structure with regard to regulatory constraints on some activities (e.g. energy unbundling);
  • The retention of operational control in the region.

The Groupís 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. The Development and Market Management Department and Herambiente S.p.A. also report to the Chairman.
  • The following central departments report to the CEO: Procurement and Contracts; Administration, Finance and Control; Personnel and Organisation; Quality, Safety and Environment; and Corporate Social Responsibility. The CEO also oversees the Operations General Management Department, which in turn heads the District Heating Sector, the Technical Services Operations Sector, the Commercial Services Distribution Sector, Technical Coordination Environmental Services, Technical Coordination Distribution Networks, and Compliance Measures Planning, Control and Scheduling under the Operating Sectors Department. The Operations General Management Department also oversees the seven Local Business Units and Large Plants Engineering Department.
  • The Vice Chairman oversees the Internal Auditing Department.

Under the scope of the Development and Market Management Department, particularly at Hera Comm, the first half of 2012 saw the launch of organisational change (with operations effective from 13 June 2012) in the Families Market, aimed at improving service to the final customer through further standardisation and formalisation of operating processes and through a reduction in management complexity, maximising in-house skills.

With regard to Herambiente S.p.A., in the first half of 2012 the organisational restructuring begun in January 2012 has continued. So too has the process analysis and optimisation programme; the detailed analysis of the waste flow planning and management process, with a view to maximising the saturation of plants and improving the performance of the entire process has been completed under the scope of logistics.

The organisational structure of the Operating Sectors Department launched at the end of 2011 was consolidated further under the scope of the Operations General Management Department and the process analysis and optimisation programme continued.

With reference to the Central Departments and their respective governance and support processes, efforts continue in an attempt to find the best balance between process governance and internal customer orientation, accompanied by actions aimed at making process integration more efficient. A new project aimed at improving integration mechanisms between Holding/Central Management and Subsidiaries has also been launched.

In Administration, Finance and Control, the process analysis and optimisation activities have finally been completed, including through the extensive application of Lean Organisation methodology, with particular reference to certain administrative and accounting processes and credit management. The following measures were also implemented:

  • In June 2012 the new organisational configuration of the Credit Management department, aimed at further strengthening the effectiveness of the Groupís credit management, with special reference to the origination and monitoring process structure;
  • During the first half of the year, the launch of the Management Control project aimed at revising the Groupís management control model.

A project was also launched aimed at analysing and optimising Billing and Collection processes through the extended application of the Lean Organisation method with a transverse approach which includes the involvement of various budget units.

Three committees oversee the management of the business:

  • - Management Committee: this is responsible for examining and disseminating policies, strategies and operational planning at Group level, and for encouraging integration between the various structures;
  • - Steering Committee: every three months, it examines management performance and the progress of projects covered by the balanced scorecard;
  • - Local Business Unit Directors Coordination Committee: checks the progress of services managed in the territory and aligns the activities carried out by the various territorial structures.