96.2%
employees with permanent contracts
4.2
million euro
used by employees with Hextra,
the company’s welfare plan
(with 98.5% of employees adhering)
30%
variable retribution
of middle and senior management
depending on sustainability, 17%
on hsared value

Training initiatives

With regard to institutional and management training, of note are the initiatives linked to the Leadership Model, to institutional training for middle managers and managers, and to the implementation of Smart Working.

Initiatives relating to information systems include training sessions on Geocall (the system developed to support network operation and maintenance activities) dedicated to resources operating in the General Operations Department, District Heating Department and AcegasApsAmga, and aimed at learning about the operation of the new system to support on-field emergency response activities.

With regard to technical-professional training, of special note are all the initiatives planned and implemented within the professional Academies: training sessions regarding regulatory updates on the Tender Code with internal teaching by the Procurement and Tenders Department and implemented through “joint planning” by Academy-Procurement and Tenders and Academy-Engineering; training sessions on new dynamic, interdisciplinary and shared tools and methods for engineering design and development; training sessions for technical and regulatory updating in tax and accounting matters within the Administration, Finance and Control Academy.

In the quality, safety and environmental area, of note is the start of the initiative Guido come vivo (e-learning), aimed at broadening aware driving culture.

Total training hours per area of intervention

hours

2016

2017

2018

Sales and market

15,542

15,728

14,874

Managerial

35,308

30,320

32,338

SA 8000 quality, safety, environment and social responsibility

72,257

66,741

67,612

Information systems

30,827

13,044

23,937

Technical-operational

73,602

87,168

88,388

Ethical values and corporate culture

18,048

24,587

23,907

Total

245,583

237,588

251,055

The indicator does not include the following companies: Aliplast and Aresgas. The workers of these companies account for 4.7% of the total.

Within the HER@futura programme, the overall change management plan was started. Specifically, the following were provided: training pills for the development of basic digital skills, using different approaches depending on company staff’s digital propensity, and specific training initiatives for Middle managers and Managers («Digital Envisioning» session for Directors, start-up and consolidation of the 2 «Digital Labs»).

In the field of institutional and management training, of note are the Leadership Model training activities, the organisation of the HerAcademy Workshop «Climate change: the global scenario and the strategic plans of ecosystems and companies», especially aimed at steering considerations and dialogue, through scientific research prospects and long-term trends, on the impact of climate change, and the development of change management activities associated with the implementation of Smart working.

With regard to ethical values and corporate culture, the Corporate Social Responsibility and Code of Ethics in day-to-day management seminar continued in 2018, now in its fourth edition, involving 25 individuals with the aim of explaining the importance of the ethical aspects in the day-to-day activities establishing an increasingly larger group of experts «informed» on the Code. The initiative focused on the discussion of the cases of “ethical dilemmas” developing considerations with the colleagues of the various Companies and Group units which cover roles of responsibility and co-ordination. Group colleagues involved in previous editions took on the role of facilitators and brought their experience within the 4 teams that discussed how the dilemmas dealt with are specifically transferred into everyday life. A new aspect of the fifth and sixth edition was the use of evidence from outside of Hera which, through different experiences and perspectives, allowed the same issues to be viewed in a new way, thus generating value. Two days of training were organised and the satisfaction level of the sessions was appraised, reaching a very positive score: 4.6 out of 5.

Training hours (average, per capita)

Hours

2016

2017

2018

Managers

59.2

61.4

50.4

Middle managers

53.3

46.6

63.3

White-collar workers

28.2

27.5

28.4

Blue-collar workers

25.4

25.1

26.2

Average

29.3

28.6

29.8

The indicator does not include the following companies: Aliplast and Aresgas. The workers of these companies account for 4.7% of the total.

There were 29.8 training hours per capita in 2018, with not significant differences between men and women.