+255%
total yield
of the stock
compared to
its 2003 price
9.5
euro cent
dividend
per share
1,248
million euro
of added value distributed
to local stakeholders

The methodology used for the employee satisfaction survey

The internal climate survey is conducted with a guarantee of full anonymity for the respondents: the questionnaire is available inside the portal where the employee’s pay slip is saved. A paper questionnaire is delivered to whoever does not have an IT workstation. PCs have been made available in all areas to make it possible to fill in the questionnaire. The survey has been designed to verify the extent to which the improvements made following the previous survey are appreciated by the personnel. The assessments of the results are expressed in numerical scales, with thresholds corresponding to the various levels of satisfaction: under 50 points indicates insufficiency, up to 59 indicates less than complete satisfaction, between 60 and 70 indicates a good level of satisfaction and above 70 indicates “very satisfied”.

Overall satisfaction index
As usual, the improvement actions which will be reported during the next two-year period in order to improve the internal climate index were reported. The main findings that emerged from the 2017 survey and the new improvement actions will be disclosed to all workers during the meetings with the Chairman and Managing Director. Furthermore, top-down meetings will be organised in every organisational unit in order to share important corporate information and specific to the area concerned in order to ensure full understanding and dissemination.

Role in Hera
Summary of results… …the new internal climate actions
 Il ruolo aziendale • Continue to spread (through articles and videos) information about its welfare, benefit and remuneration policies (including information about production bonus reconversion, or benchmarking with other companies)

 

Workplace
Summary of results… …the new internal climate actions
 L'ambiente di lavoro • Enhancing the results obtained over time following organisational changes by way of informative articles, direct meetings with managers and co-workers, and instant surveys
• Sharing key information within Divisions/BUs starting, for example, from disclosing the results of the Climate Survey to everyone
• Defining actions and procedures to promote the circulation of information between managers and co-workers (e.g. Passaparola (Word of Mouth), bulletin boards…)

 

Immediate superiors
Summary of results… … the new internal climate actions
 Il superiore diretto • To develop an activity plan related to the new Leadership Model
• As part of the Development Process, further develop the ability of Managers – also through performance dialogue – to assign activities and objectives, plan timing and provide feedback

 

Corporate culture
Summary of results… … the new internal climate actions
 La cultura aziendale • Promote smart working
• Increase knowledge of the Code of Ethics and Sustainability Report, through training and information activities and by organising meetings and seminars.

In the two year period 2016-2017, centrally-managed improvement actions were implemented which had already been defined after the 2015 Climate Survey.

Progress to 31 December 2017 of the improvement actions launched as a result of the 2015 internal climate survey

Role in Hera
Improvement actions The situation as at 31 December 2017
• Disseminating information about the Group’s remuneration policy (e.g. merit-based policy, welfare) through informative articles, updating of the company intranet and, on request, organisation of meetings.
• Enhancing the results obtained over time following organisational changes by way of informative articles
Several information initiatives were organised for employees:
• House Organ February 2016 no. 111: description of the new Group Welfare System and remuneration policies
• House Organ July 2016 no. 116: Hextra information regarding the request for additional education amount
• Within the Passaparola (“Word of mouth”) project, Welfare was included among the topics addressed during the 2016 II semester.

 

Workplace
Improvement actions The situation as at 31 December 2017
• Strengthening knowledge about the Group’s corporate social responsibility projects
• Updating the code of ethics with the involvement of workers and promoting initiatives for health of employees
• Increasing awareness on satisfaction and quality levels perceived by customers outside the Group Several information initiatives were organised for employees:
• During the 18 meetings organised as part of “Facciamo il punto” (Let’s take stock), a video was shown where Mr. Baroncini explained the creation of INRETE
• House Organ February 2016: InRete, Hera Servizi Energia, Geo Nova and Waste Recycling
• House Organ February 2016: InRete
• Topics such as the organisational changes that affected the Group in 2016 (Inrete/Hera Tech) were included in the Passaparola (“Word of mouth”) project (this project ended in October 2017 in some areas)
• The new Code of Ethics was updated which involved 40 managers

 

Immediate superiors
Improvement actions The situation as at 31 December 2017
·• Continuing to develop leadership model activities

• Further developing the ability of managers to assign objectives, exercise delegated powers and provide feedback within the development process

• The programme on Exemplary Leadership was carried out with the participation of managers and middle-managers during April and May

• As part of the Development Process, after the assessment phase, the Dialogue on Performance phase was set up between April and May 2016, where all persons in charge organised a meeting with their co-workers

 

Corporate culture
Improvement actions The situation as at 31 December 2017
• Defining actions and procedures to share important information and promoting moments for dialogue between managers and co-workers in order to ensure the circulation of information (e.g. Passaparola (Word of Mouth), bulletin boards, etc.) • During the 18 “Facciamo il punto” (Let’s take stock) meetings, the Chairman and Managing Director met all group employees across all areas, and customer satisfaction details were presented.
• As part of the Passaparola (“Word of mouth”) project, time was specifically dedicated to sharing the customer satisfaction survey results during the second semester 2016.