Robotics at the service of humankind
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Web Content Article · written-by Palvi Andrea Tonziello on-date Jul 6, 2020 11:04 AM
Download the last version of our code of ethics Code of ethics.pdf Code of ethics relations with suppliers
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Web Content Article · written-by LUCIA ALGISI on-date Jul 6, 2020 10:53 AM
Sì We believe in the value of diversity The Numbers In 2011, in order to further develop and spread an inclusive policy, Susanna Zucchelli, Water Manager, was appointed Diversity Manager, with...
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Web Content Article on-date Jul 6, 2020 10:52 AM
SI Diversity (of gender, culture, origin) and inclusion are vitally important driving forces that enhance the workplace, promote innovation, and project us into the future, helping us to anticipate...
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Web Content Article · written-by LUCIA ALGISI on-date Jul 6, 2020 10:52 AM
SI Page updated 24 May 2024 NO No Sinistra
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Web Content Article · written-by LUCIA ALGISI on-date Jul 6, 2020 10:47 AM
SI Reporting to the Ethics and Sustainability Committee N. 2020 2021 2022 2023 Workers 3 3 5 7 Customers 5 3 2 5 Suppliers 3 1 1 0 Other stakeholder 6 0 1 2 Total 17 7 9 14 In 2023 the Ethics and...
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Web Content Article · written-by Palvi Andrea Tonziello on-date Jul 6, 2020 10:44 AM
SI Ethics and Sustainability Committee The Ethics and Sustainability Committee has the task of monitoring the dissemination and implementation of the Code of Ethics and of exercising the functions...
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Web Content Article · written-by Palvi Andrea Tonziello on-date Jul 6, 2020 10:42 AM
SI The Code of ethics: our reference point Our company purpose is embodied in the Code of ethics, which is a reference point for us and all the people we work with. The Code of Ethics contains the...
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Web Content Article on-date Jul 6, 2020 10:37 AM
No Hextra The year 2016 has seen the launch of HEXTRA, the integrated company welfare system for all Group companies, aligned with the company's culture and values and capable of boosting our...
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Web Content Article on-date Jul 6, 2020 10:36 AM
SI Page update 15 February 2021 NO No Sinistra
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Web Content Article on-date Jul 6, 2020 10:36 AM
SI We have created HEXTRA, an integrated company welfare system that aims to augment the well-being of individual employees and their families. The plan envisions the payment of the same flexible...
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Web Content Article on-date Jul 6, 2020 10:32 AM
1npRusFdiaw SmartHera no
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Web Content Article on-date Jul 6, 2020 9:59 AM
Professional growth paths and job rotation plans are personalised, enabling everyone to have an individual growth path within the Hera Group/company. Here are a few examples of growth paths within...
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Web Content Article on-date Jul 6, 2020 9:59 AM
Si Career paths and job rotation Bianco Si GRUPPO
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Web Content Article on-date Jul 6, 2020 9:49 AM
HEuReKA Time to take stock Initiatives for employees In order to stimulate the engagement of our employees, last year we renewed our HEuRekA platform, which allows all employees to report and...
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Web Content Article · written-by Davide Donnarumma on-date Sep 21, 2022 10:16 AM
No Summary results 2021
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Web Content Article on-date Jul 6, 2020 9:43 AM
Si Listening and engagement Bianco Si GRUPPO
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Web Content Article · written-by Palvi Andrea Tonziello on-date Jul 6, 2020 9:46 AM
SI Page update 9 September 2022 NO No More information on Sustainability Report Sinistra
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Web Content Article · written-by Palvi Andrea Tonziello on-date Jul 6, 2020 9:46 AM
SI Internal employee climate surveys represent a fundamental tool in employee continuous improvement, engagement and development processes. We conducted the first survey in 2005 and have continued...
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Web Content Article on-date Jul 6, 2020 9:42 AM
The Leadership Model was launched in 2010, with the aim of promoting and developing the virtuous behaviour necessary for tackling the numerous challenges in a constantly evolving competitive...
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Web Content Article on-date Jul 6, 2020 9:41 AM
Si The Leadership Model Bianco Si GRUPPO
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Thanks to robotics and artificial intelligence we can make our flows more efficient and develop the full potential of individuals and their intellectual capacities. With our Robotic & Intelligent Process Automation platform we have streamlined and seven processes and made them more reliable: find out which ones.
Will the future belong to machines? That is the main question that arises when dealing with issues such as Robotics and Artificial Intelligence. Two disciplines that have literally revolutionized the way we do our business, radically changing its processes.
Predicting the future is not up to us. However, we are certain of one thing: automation processes are the key to increasing the value of the people who work for the Hera Group. Robotics and Artificial Intelligence, in fact, have enabled us to automate all the repetitive and low value-added business processes. By doing so, we can let people have more time for more qualifying activities and enhance their intellectual capacity on processes that generate more value for the company.
Thanks to the Robotic & Intelligent Process Automation platform, a project that is part of our Utilities 4.0 plan, we have obtained significant results, speeding up the process and making the operations more reliable in the 7 processes we have started in recent years: the management of the suppliers' DURC (Unified Certificate of Social Security Payments Compliance), the communications between seller and energy distributors, the seller's Order Entry process, the expense reports, the service notices related to waste management services, the work orders to replace meters in the networks and, lastly, the virtual assistant for planning meetings and booking meeting rooms.
By introducing dashboards that monitor automated activities, we can act promptly on business processes, continually optimizing productivity and efficiency. The aim is to extend the scope of automated processes to new areas thanks to their continuous technological evolution, for example, with tools such as semantic text interpretation engines and optical character recognition (OCR) systems.
The challenge to make our processes smarter and smarter is just beginning.
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