Contenuto Sustainability for us

Sustainability: it's always been in our DNA

We strongly believe in sustainable development since it has always been part of our corporate strategy. Because the environment is not only a part of our work, but also and above all a social heritage: a resource to protect and safeguard, to ensure a future for the community. 

In addition to offering quality energy, water and waste management services, our mission is to create "Shared Value", i.e. economic value for the company and at the same time for the community and the area we serve, with public priorities as our guiding principles. 


Mission, values and code of ethics

Mission and corporate values meet in our "Code of Ethics", renewed every three years involving workers, and are the reference point for everyone who works at Hera. But that's not all. The results obtained by managers are also determined by a measurement system (Balanced scorecard) that is highly integrated with our sustainability objectives, which enables us to translate our strategy into operational projects. This wealth of values is the horizon for drawing up the business plan every year and transparently reporting our results to stakeholders. 

Listening and dialogue with our stakeholders

We believe in constant dialogue with our stakeholders. Thanks to listening and exchange, mutual sharing of knowledge and experience, we can transparently report the results we have achieved with regard to sustainable development in our Sustainability Report, published annually and, since 2007, approved at the same time as our Annual Report. It is important for us to answer questions from local stakeholders and make the value generated in the area more tangible.


Strategy, shared value and business plan

In our approach to Shared Value - or CSV, the acronym for "Creating Shared Value" - sustainability is a beacon of business operations. It also guides corporate strategy and the drive for innovation to address the urgencies outlined in the UN Global Agenda 2030. This vision enables us to achieve positive effects in terms of competitiveness, reputation and involvement of people.

The Group's strategy is set out in our Business Plan for the coming 4 years; the most recent 2021-2024 Plan projects growing economic results, achieved by respecting economic-financial, environmental and social sustainability.

What is the balanced scorecard?

The balanced scorecard adopted by the Group is a strategic control system that is based on the link between the business strategy and the company daily management and it was defined in the early nineties by professors R. Kaplan and D. Norton. The corporate strategy is in fact summarized in a Strategic Map, updated every year on the basis of the business plan, which thus becomes the synthesis of the Group's strategic targets and the commitments towards stakeholders, as declared in the sustainability report. The variable remuneration of middle managers and executives is based on the achievement of these goals, set in accordance with the annual strategic map.

Every balanced scorecard is composed by three parts:

  • the first one consists of specific projects, which derive from the operational translation of the target summarized in the Map;
  • the second one contains the economic targets defined in the yearly budget;
  • the third one consists in the assessment of managerial behaviors as indicated in the Group leadership model.

The assignment of goals and targets to employees and the evaluation of their achievement take place through a well-defined process, which sees the involvement of the senior management. The activity is carried out with the coordination of the Balanced Scorecard Team, which is part of the Shared Value and Sustainability Department.

The 2021-2024 Strategic Map, which inspires the Group’s most relevant projects aiming to achieve the 29 strategic goals meant to create value for the company and its stakeholders in a long-term perspective.

The plane is flying towards the ultimate destination to which all targets are oriented, so to create value for the company and its stakeholders. The goals of the UN agenda (SDGs) and the targets of increasing "shared value" EBITDA were also included in our plane route. The classification of strategic targets is always set in line with Hera business plan, leveraging agility as a transversal guideline. The definition of strategic projects and their quarterly monitoring activity are important tools that ensure:

  • an integrated assessment of the company performance, in addition to the traditional economic-financial figures analysis;
  • the integration of the business plan targets into the goals specifically set for executives and managers;
  • the inclusion in the incentive system of executives and managers of targets related to creation of shared value and sustainability;
  • the implementation of a continuous improvement process on strategic targets declined in projects and KPI;
  • the formalization and tracking of the actions meant to achieve set results;
  • the highlighting and analysis of critical situations and the definition of timely corrective actions

Page update 13 January 2021

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