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

Main training initiatives

In the Ethical values and corporate culture area, in addition to annual meetings with top management (for a total of 7,933 hours), of note is the continuation of the transversal training programme Corporate social responsibility and the code of ethics in day-to-day management (200 hours delivered):

The training sessions on the Code of Ethics for new recruits were planned and organised during the first quarter of 2018 (around 340 people involved) following the update of the AlphabEthics programme which was adjusted to the fourth version of the Code of Ethics approved by the Board of Directors on 15 February 2017. The programme was updated to emphasise the main changes to the Code that regarded responsibility and decision-making powers, reporting duties, relations with suppliers and social responsibility in procurement, Hera’s suppliers and its image and reputation, relations with the community and citizens, the promotion of the spirit and content of the Code and, finally, the validity of the Code. More specifically, 14 new questions were added to the programme, 11 of which regarded modifications introduced following the revision of the Code and 3 of which introduced on the basis of the experience gained when delivering classroom games, which brought out some of the participants’ information needs.

Lastly, with regard to the Word-of-Mouth project, aimed at spreading knowledge of the main company projects among Group workers, training sessions were organised and the related e-learning module was created for the speakers, prior to the start of the first cycle of information meetings (over 4,000 hours delivered).

In the managerial training area, in addition to significant training actions related to the new leadership model for over 6,000 hours, the second edition of the institutional management training programme (760 hours) was developed. This latter initiative involved managers either recently appointed or coming from outside and was organised with the contribution of some Group directors who were involved in the planning and teaching activities.

The training course Elective programme was also developed in collaboration with Bologna Business School aimed at improving managerial performances (1,400 hours delivered).

Lastly, the lean sigma / lean organisation training and certification programmes continued with over 1,600 training hours delivered; of these, 352 hours were yellow belt, 628 hours green belt, 204 hours black belt and around 460 hours on application of the lean methodology to projects.

With regard to Sales and market, training was continued with regard to the New CRM Language project with a view to developing Hera Comm’s sales language and so achieving greater accessibility and distinctiveness. The project involved around 250 resources with approximately 3,000 hours delivered. Start of the training activities on Quantity-based Tariff regulatory content and technical-management impact (around 1500 hours delivered).

In the technical-operational area, further continuity was given to the School of Trade initiatives and significant on-the-job training activities were implemented, mainly in the general operations department area, with 25,830 hours delivered. In the economics and finance area, business English training activities were organised aimed at strengthening the knowledge of economic and financial dynamics across all levels. Data analytics workshops were also organised with a view to involving Group resources in the development of data management topics, also for the purpose of assessing the opportunities that may be achieved in the various corporate areas.

The Group’s training actions continued to give key importance to training on safety in daily work practices: 42,000 training hours were provided overall in the quality, safety and environment area, with particular reference to training required by the State-Regions Agreement. The project on individual protection devices with a view to gender difference continued in 2017, showing positive results among workers. It involved roles directly in contact with workers such as supervisors and health and safety representatives.

With regard to AcegasApsAmga, the change management and related integration activities continued, with particular reference to the activities regarding alignment to the Group’s procedures and information systems. Regarding the development of managerial skills, of note is the training programme “Role Awareness Development”. In addition, technical-professional training was also delivered, aimed at developing technical skills especially associated with operating methods and the use of new tools, such as the organisation of the training course “Supervision of works”, “Management of contracts and services” and “Raising awareness on cathodic protection”.

In Marche Multiservizi, among the main training initiatives, the training programme on culture and safety, behavioural and managerial training, and Hergo and ESA system harmonisation training are worth mentioning.