employees with permanent contracts
million euro
used by employees with Hextra,
the company’s welfare program
with 98.8% of employees adhering
variable retribution
of middle and senior management is linked to sustainability goals, 20% to creating shared value

Diversity and inclusion

Hera Group’s commitment in the area of inclusion policies and protection of diversity started way back and was strengthened in 2009 with the signing of the Charter for equal opportunities and equality at work, through which the company committed itself, together with other public and private parties, in the fight against workplace discrimination. Furthermore, the introduction in 2011 of the Diversity Manager was essential, aimed at further encouraging processes for developing inclusion and diversity enhancement policies. A working group was also set up in 2011 composed of Group company employees of different ages, roles, professions and training which under the coordination of the Diversity Manager deals with diversity and inclusion projects, activities and initiatives.

Workshops were planned and organised over the years across the Group’s offices with top-level spokespersons on topics of interest such as: “From CV to happiness”, to support the professional development of women who tackle the difficulties of the labour world on a daily basis. In 2017, the meetings focused on the topic “Beyond gender culture, what kind of culture”, regarding gender stereotypes; the meetings had great success, especially the satirical monologue by Alessandra Faiella “Barbie’s Version”.

Furthermore, in 2018, the “Sconfinate Energie” (Boundless Energy) event was organised to promote the culture of disability and inclusion in the Group, with the participation of the dancer Simona Atzori, the band Rulli Frulli and the storyteller Matteo Bortolotti who ably told the stories of some Group colleagues.

In 2019, cooperation with the associations involved in the Herasolidale project led to an event to raise awareness of all types of short- and long-term diversity, Who is more different? Let’s work on it together. The event greatly involved the workforce and also included a speech by Prof. Stefano Zamagni on innovation linked to diversity: companies that pursue the ideal of innovation cannot ignore the fact that people need highly stimulating work environments full of different and diversified social relationships.

The topic is linked to the percentage of female employment in the company, which has a great impact on the company as a whole and emphasises what has already been mentioned about the quality of Hera Group’s innovative development. The enhancement of differences, in this case of gender, has qualitatively helped the development of the company’s key values.

In order to raise awareness in all employees of increasingly inclusive behaviour, Hera put a game called Diversity@Work on the company intranet, which provides feedback on possible everyday situations in which the player has to make behavioural decisions. The seminar Meglio fidarsi – workshop on trust at work and gender differences, which was held by Anna Simioni, Advisor at Boston Consulting Group (BCG), was also organised.

The attention to spreading inclusive culture also took the form of training and study initiatives for local schools, which had already been started in previous years. Among these, “InspirinGirls” stands out, a project aimed at fighting gender stereotypes and designed for lower secondary school boys and girls: an opportunity for students to discuss “role models”, i.e. leading and successful female managers and professionals who share their daily experience and bear witness to how hidden gender-related prejudices can actually be overcome and how it is possible to build a satisfactory life both professionally and personally. In 2019 the project was divided into 4 meetings held at the A. Bertola Lower Secondary School in Rimini, in addition to the 10 meetings organised between 2017 and 2018.

The revision of the Code of Ethics in 2019 implemented the principles of respect for diversity and inclusion with an even broader view and cutting across the various articles.

In the previous year, Hera also signed the “Patto Utilitalia – Diversity makes the Difference“, a programme of principles and tangible commitments to promote inclusion in corporate activities. Promoted by Utilitalia (the Federation of Water, Environmental and Energy Companies) to its associates, the agreement supports: inclusive policies at all levels of the organisations; work/life balance measures; transparent management of merit that is neutral with respect to gender, age and culture; the adoption of progress monitoring systems; and internal and external awareness-raising policies.

The Group has always been careful that its communication is free of gender stereotypes and in 2019 it took a further step towards inclusion. Since there is an increasing number of non-native Italian speakers among Hera Comm’s customers, a simple and convenient electricity-gas offer was designed for them, accompanied by a multi-lingual (Italian, English, French and Albanian) pre- and after-sales service to make it even easier to use this offer.

Since last year, the free assistance (upon request) of a sign language interpreter for hearing impaired customers is available during visits at branch offices.

Women staff (breakdown by position)[405-1]




Managers 18.8% 19.5% 19.7%
Middle managers 30.7% 32.4% 32.7%
Total managers and middle managers 28.0% 29.6% 29.9,%
Management employees 32.9% 33.6% 34.2%
Total managers, middle managers and management employees 31.3% 32.3% 32.8%
Non-management employees 42.0% 41.9% 45.2%
Total employees 39.2% 39.4% 42.1%
Blue-collar workers 3.2% 2.9% 2.9%
Total 24.3% 24.7% 26.6%

Data as at 31 December.

Women staff levels among open-ended contract workers reached 26.6% in 2019, compared to a national average in the energy-water-waste management sector of 15.9% (Eurostat 2014, most recent data available).

The impact of female personnel among managers and middle managers settled at 29.9%, improving compared to 2018. Considering all contractual qualifications that provide for a managerial role (managers, middle managers and management employees), women comprise 32.8% rising also compared with 2018. To complete the picture regarding roles of responsibility, 36% of women were involved in career advancements (middle managers and managers) in 2019 and almost 41% in the career advancements of managers, middle managers and employees. Finally, with regard to the composition of the Board of Directors, members are appointed in full compliance with the equal balance of gender required by Italian Law No. 120/2011: the share reserved to women is 1/3 of the Board of Directors in office.

Of the 544 career advancements in 2019, 149 involved female workers; excluding blue-collar workers where female workers account for around 2.9% of the total, career advancements involving female workers accounted for 40.7% of the total. 35.7% of new middle managers and managers are women.

Women holding roles of responsibility in the main Italian utilities

In a comparative analysis between the main Italian utilities, Utilitatis compared the percentages of female managers: Hera ranks first among the six multiutilities taken into consideration.

Source: Utilitatis, 2019 Sustainability Benchmarking

Personal by age group
% 2017 2018 2019
Under 30 years of age 4.0% 4.2% 5.0%
between 30 and 50 years of age 47.6% 44.5% 48.1%
between 50 and 60 years of age 43.4% 46.1% 41.8%
aver 60 5.0% 5.1% 5.1%
Total 100.0% 100.0% 100.0%

Data as at 31 December. The figures for 2017 refer to workers with open-ended contracts.

There are 4,299 workers who are over 50 years of age: 472 of these are over 60 years of age. The portion of over 50-year olds amounted to 46.9%, decreasing compared to 2018 (51.3%) and confirming going against the trend of the last two years.

Part-time contracts
Qty 2017 2018 2019
Men 39 47 49
Women 308 320 351
Total 347 367 400

Data as at 31 December.

Workforce by gender and type of contract (2019)
qty Men Women Total
Full-time 6,681 2,090 8,771
Part-time 49 351 400
Total 6,730 2,441 9,171

Data as at 31 December

Part-time arrangements, as regulated by current labour agreements, are considered a valid tool for responding to labour flexibility needs both in terms of organisational and employee needs. They are characterised by the voluntariness, reversibility and compatibility with the technical, organisational and productive needs of the company and the needs of workers. Family and health needs, the need to help others with disabilities, and cases of serious illness (duly certified as such) are our priority considerations in assessing applications. The persons to whom staff members report must consider how viable the contracts the applicants seek are in terms of corporate needs: if it is concluded that the contract is viable, the changes will be made.

In 2019, 30 requests for part-time arrangements were submitted; all were accepted. Preference towards part-time work among female workers continued to be strong.

Maternity, paternity and parental leave
  2017 2018 2019
Maternity leave taken (no.) 35 142 138
Paternity leave taken (no.) 257 259 267

The number of mandatory maternity and paternity leaves taken in the Group amounted to 138. The number of paternity leaves taken amounted to 267 and the average duration per capita was 11 days for men and 34 days for women.