Logo stampa
15 anni

Workforce

Hera firmly believes that the ability to satisfy customers and the growth of a company depend closely on the cohesion between workers and that listening and involvement represent a key instrument for improving workers’ motivation and satisfaction.
For this reason, the Group undertakes to enhance and develop skills (through specific development programmes and the Internal Mobility tool), and to promote cooperation and the exchange of knowledge so that an employee’s job is a source of satisfaction and pride, and a significant factor in the company’s success.
Hera intends to ensure a working environment where not only can each person collaborate through an expression of their professional attitude, but where they can take on responsibility and shared rules are observed and promoted (the Leadership Model to grow the individual and the Group) and recognises, to this end, the importance of training as a crucial factor for increasing the value of the company.

Hera had a workforce of 8,847 staff as at 31 December. On average, almost the 97% of workers is on a permanent contract . In the last 3 years, 767 people were hired on permanent contracts, 284 of which in 2016 alone.

Main dialogue and consultation initiatives:

 
 

Cohesion and collaboration between workers and the various organizational structures are crucial, according to Hera, both for the company's ability to satisfy customers and to grow on the market.

Improve the motivation and satisfaction of workers depends on listening and their involvement: for this reason, the Group is committed to enhancing and developing the skills of workers (with specific programs and the internal mobility tool) and promotes cooperation and exchange of knowledge, so that work is a source of satisfaction and pride, as well as a factor of business success.

Hera is committed to guaranteeing a work environment where it is possible to collaborate and express professional attitudes, in the awareness of their responsibilities and of the fact that the shared rules are respected and promoted (according to the model of Leadership to make the individual and the Group grow)..

To this end, the Group recognizes the importance of training as an indispensable factor for increasing the value of the company.

Also in 2017, a series of initiatives were carried out, some of which continued with previous years, such as HEXTRA, the Hera Group welfare plan.

In 2017 the experience of HEXTRA continued, the Hera Group's welfare system full of initiatives and services tailored to meet the needs of workers and increase their individual and family well-being from an economic and social point of view. Each employee was assigned the flexible welfare share of 360 euros (up from 200 euros in 2016 and will reach 385 euros in 2018) to be spent on the entire HEXTRA proposal.

An always positive experience that, in 2017, registered 8,569 members, equal to 98% of the potential population, with 3,313,560 euros enjoyed by employees

The second edition of HeraSolidale, the initiative within the Hera Group that promotes support from employees to local social organizations, has also been completed. Relaunched in April 2016, the choice of associations was defined within the HeraLAB works, the local multi-stakeholder councils set up by the company to activate a structured channel of listening and dialogue with local communities. Therefore, 44 associations were identified, 4 for each territory, to which the workers, through real votes, were able to give their preference and thus determine the 11 beneficiary associations of the project.

Ended in December 2017, 575 workers have joined the project, thus accepting to donate 1, 3, 5 euro or more each month through a withdrawal withheld directly from their paycheck.A successful path, which in the course of this two-year period saw employees collect 33,275 euros; an amount that, in reaffirming its commitment to Corporate Social Responsibility, has chosen to double and to add another 30,276 euros, devolved by employees through Hextra, the integrated corporate welfare system.

 
 
  • Biennial internal climate survey: 8 centrally-managed improvement actions defined based on the climate survey carried out in 2015
  • 6,843 employees involved in the 18 meetings that the Chairman and Managing Director held between March and July in Hera Group's local areas to illustrate the business plan
  • Training on code of ethics: in 2016, training on the Code of Ethics continued with the ethical game AlphabEthics which involved 127 people. Creation of a community extended to all managers and middle managers who took part in the training seminars on the Code of Ethics (a total of 95 people) and on CSR and Code of Ethics.
  • New CSR seminars: the meetings were continued
  • Training on the code of ethics(AlphabEthics):delivered to over 1,462 employees of AcegasApsAmga (84% of employees involved by the end of 2016)
  • Passaparola ("Word of mouth") project: 242 trainers and 1,939 workers involved in Hera and AcegasApsAgma in the top-down communication meetings
  • Sa8000: a direct communication channel was again in place in 2016: around 250 employees were involved in SA8000 interviews and 10 reports processed.
  • Herasolidale: in March 2016, the second edition was launched, joined by over 800 employees who decided to which 11 non-profit organisations they would devolve a portion of their salary
  • Heureka: 68 ideas submitted by 70 workers in 2016 for the project dedicated to Group employees' ideas for innovation
 
2017 Sustainability report embraces shared value
 
Valore condiviso al centro del bilancio di sostenibilità 2017
 
 
Sustainability in Hera
 
Lo sviluppo sostenibile nel Gruppo Hera
 
 
Hera: a 15-year stream
 
Un'Hera che scorre da 15 anni