96.8%
of employees hired on permanent contracts
3.3
million euro
used by employees in 8 areas
with Hextra in 2017
25%
of the variable remuneration
of managers was dependent
on achieving sustainability targets

The objectives and the results

The objectives and the results
What we said we would do What we have done Scope
• Continue to promote Herasolidale, the solidarity initiative that supports local non-profit organisations and plan the new 2018-19 edition • In 2017, over Euro 45 thousand were donated by the workforce to support 11 local non-profit organisations, taking the overall sum donated in the 2016-17 edition to over Euro 64 thousand. The third edition 2018-2019 was also planned and launched in 2018. ER T
• Continue to implement actions to optimise work time through the digitisation of internal processes and innovative tools. Carry out a survey on workers to define new actions • 6 smartworking projects were started, involving 375 people. A digital inclination survey (HER@futura) was carried out on workers. ER T M
• Continue to implement coaching activities for workers returning to work after leave and carry out initiatives for raising disability awareness in the company • 20 people were involved in 2017 in coaching activities and in individual counselling following periods of leave. Initiatives for raising awareness on disabilities were rescheduled to 2018. ER
• Continue to promote Hextra, the Hera Group’s welfare system: increase the share available to employees by 80% in 2017 • The share available to employees increased by 80% in 2017 and reached Euro 360 to be used in 5 welfare areas. 98% of the workforce used this share. 3,689 workers also used the additional share for education services for overall Euro 490,000. ER T M
• Disseminate the 4th edition of the Code of Ethics with the involvement of the workforce. Continue to train newly hired resources with AlphabEthics (H, AAA, MMS) • The Code of Ethics was distributed to the entire workforce. In 2018, 24 middle managers/management employees were involved in the long-term project “CSR and the Code of Ethics in day-to-day management”. New recruits were trained in the first quarter of 2018 with an updated version of AlphabEthics. ER T M
• Disseminate Hera Group’s new Leadership model • The Group’s new Leadership model was disseminated to employees through 12 training sessions involving 600 people, targeted meetings, online platforms and seminars. ER T M
• Launch a digital innovation community • In 2017, we launched a digital innovation community that involved 36 people. The digital innovation work groups met 4 times in 2017 to discuss the progress of 7 projects. ER T M
• Continue the HerAcademy activities: guarantee an average of 24 training hours per capita in 2017 • In 2017, an average of 28.6 training hours per capita were delivered. ER T M
• Accident prevention: 18.9 frequency index in 2017 (-6% compared to the average of the last three years) • The accident frequency index was 17.1 in 2017 (-14% compared to the average of the three year period 2014-2016) ER T M
• Accident prevention: Carry out training and awareness raising actions (also on road safety) • 46 training activities were organised at the Imola operational training site in 2017, involving around 850 workers for a total of 5,388 hours. ER

 

What we will do Scope*
Involve workers in the new edition of HeraSolidale for the benefit of non-profit organisations chosen for their reputation and level of accountability, contribution to achieving the UN 2030 Agenda, level of accountability and relevance to Hera services (accessory criterion) ER T
Enter into specific trade-union agreements for:
– promoting solidarity systems among employees, through the free transfer of leaves and holidays
– promoting the reconciliation of work and private life.
ER T M
Digitization and smart working:
– implement the change management plan defined on the basis of the Her@futura survey carried out in 2017;
– evaluate the results of the 6 smartworking projects launched in 2017 and plan their possible extension.
ER T M
Continue to implement coaching activities for workers returning to work after leave and carry out initiatives for raising disability awareness in the company. ER
Continue to promote Hextra, Hera Group’s welfare system and promote the possibility of allocating a share of the performance bonus to the corporate welfare system. Increase the “welfare quota” by 7%. ER  T M
Continue the HerAcademy training activities: guarantee an average of 25 training hours per capita in 2018 ER T M
Accident prevention: 17.9 frequency index in 2018 (-2% compared to the average of 2015/2017) Carry out specific awareness-raising initiatives on safe driving. ER T M

* Geographic scope of the ER improvement objectives: Emilia-Romagna T: Triveneto M: Marche.