|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.
|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.
|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.