The organisational structure and the workforce
As at 31 December 2017, the total workers with open-ended contracts in Group companies amounted to 8,683, while the workers with a non-open ended contract were 164. Compared to 2016, the Group’s workforce increased by 345 units.
During the course of the year, the following companies were consolidated within the Group’s scope: Teseco (46 workers) and Aliplast (342 workers), dealing with waste treatment and plastic recycling, respectively, and Verducci (3 workers), a gas sale company located in Abruzzo. Furthermore, the South and Islands branch (14 workers) within the heat management activities of Sinergie was acquired. At the same time, Sigas (8 workers) – previously controlled by AcegasApsAmga – left the Group scope.
2017 further confirmed the consolidation of the Group’s organisational and corporate structure, both through expansion of the reference scope and businesses managed and through ongoing attention towards simplifying the operating mechanisms.
The personnel policy is to back up the process of integration of companies within Hera with a plan for efficient use of the workforce made available as a result of processes of internal rationalisation and further outsourcing of activities that generate low added value. Since the founding of the group and following acquisitions, Hera is engaged in a process of far-reaching corporate reorganisation with no recourse to social shock absorber measures.
New employees are generally hired for top-ranking professional positions (both specialised and operative), which are difficult to cover with internal personnel. Internal personnel is generally chosen for white-collar and blue-collar positions.
|Open-ended contract employees||8,426||8,374||8,683|
|Fixed-term contract workers||109||101||137|
|Job training and entrance contracts, apprenticeships||18||12||2|
|Fixed-term contract employees||127||113||139|
|Staff leasing contracts||17||15||25|
|Project based contract workers||1||0||0|
Data as at 31 December.
The increase in managers (3 units) is due to 1 recruitment, 8 moves from the role of middle manager to manager, and the exit of 6 managers during 2017. The number of middle managers increased by 13 units, which is the result of 13 entries due to the change in the scope of Aliplast and Teseco, 2 new entries, 20 promotions to middle manager, 8 moves from the role of middle manager to manager and 14 exits. The increase in white-collar workers of 98 units is due to the entry of 238 new workers (77 of whom as a result of changes in scope) and 22 career advancements, offset by 162 exits. The number of blue-collar workers increased by 195 units since 2016 due to the entry of 386 blue-collar workers (266 of whom as a result of changes in scope) and to the exit of 149 blue-collar workers and 42 moves from the role of blue-collar worker to white-collar workers. Furthermore, 110 entries of fixed term blue-collar workers included in open-ended contract consolidation processes are reported. Overall, the growth percentage of the Group’s workforce is equal to 4.1%, resulting from an increase in scope of +4.7% and a turnover of -0.6%.
|Waste management services||2,493||2,431||2,805|
Data as at 31 December. The figures for 2015 and 2016 refer to workers with open-ended contracts.
Of the workforce, 32% operated in grid services (gas, electricity, water service and district heating) and 32% operate in the waste management sector. 10% of the workforce were employed in the commercial structure and a further 9% in other services (information technology systems, fleet management, laboratories, public lighting):
The increase in waste management services recorded in 2017 is a result of the acquisition of companies specialised in this business.
|Fixed term contract and other||104||60||164|
Data as at 31 December
|Fixed term contract and other||160||4||164|
Data as at 31 December
Data as at 31 December. The figures for 2015 and 2016 refer to workers with open-ended contracts
|no.||Managers||Middle managers||White-collar workers||Blue-collar workers||Total|
|Junior secondary education||1||6||571||1,515||2,093|
|High school diploma||17||147||2,078||1,138||3,380|
Data as at 31 December, excluding AcegasApsAmga
The overall percentage of employees holding high school diplomas and university degrees is equal to 70%, two percentage points higher compared to 2016; the increase is sharper for university degrees.
Data as at 31 December
|Years||Age||Years pf servoce|
Data as at 31 December
The average age of employees with open-ended contracts is 48.4 (basically in line with 2016 which recorded an age of 48.5). Average seniority is 18.2 years.
|Maternity/paternity and parental leave||12.4||13.1||13.2|
|Total absences (h)||121.7||122.9||125.9|
|Regular hours worked||1,547.5||1,537.8||1,546.2|
|Overtime hours worked||43.2||39.7||38.3|
|Total hours worked||1,590.7||1,577.4||1,584.5|
The data refer to 31 December and to the following companies: Hera Spa, Acantho, AcegasApsAmga, Fea, Herambiente, Herambiente Servizi Industriali, Heratech, Hestambiente, Hera Comm, Hera Luce, Hera Trading, Inrete Distribuzione Energia, Marche Multiservizi, Sinergie, Uniflotte, and Waste Recycling. The hours worked are calculated net of overtime hours for recovery.
The hours of absence per capita are substantially in line with the last three years. The “other” item in the table mainly refers to leave requested to assist family members with disabilities or illness, leave for medical check-ups and therapy, and leave for academic purposes.
Career progress has increased compared to 2016 also as a result of the professional interventions carried out. Career advancement involved 166 female personnel, totalling 26% of all cases (33% in Hera Spa). Excluding blue-collar workers, where women are around 3%, career progress involving female personnel represented 38% of the total. 38% of the new middle managers and managers are women, and the same incidence applies to the parent company.
|Ad interim positions at the end of the year||13||12||16|
|Ad interim positions covered||8||4||8|
|of which by internal personnel||7||4||8|
In the company organisational chart, there are a number of organisational positions for which management has been assigned ad interim. Specific attention was focused on reducing the number of ad interim positions in the organisation, by promoting internal resources. With regard to the 12 ad interim or open positions for divisions and departments at the beginning of 2016, four positions were covered during the year, all with internal personnel.
In the course of 2017, a total of 55 intragroup transfers were made, mainly in the General Operations Division. Since 2008, the corporate intranet has included a section dedicated to internal mobility, so employees can view announcements for open positions within the Group and apply for those positions. Since its creation, the dedicated page has received 933,935 visits, and there have been 330 announcements published and 179 positions filled; only in 2017, 100,866 visits were posted for the page, and there were 30 announcements published and 25 positions filled.