Training plays a fundamental role for the Group and is considered to be an indispensable factor for the growth and professional development of people, for the dissemination of company values and principles and, therefore, for the global growth of the company's value.
The Group model develops training activities in six different areas:
- Institutional and managerial training
- Technical professional training
- Market and customer management
- Quality, safety and environment
- IT systems
- Business values and culture
In 2024, 291,848 hours of training were provided at Group level, corresponding to 31.2 hours per person, with 97% of Group personnel involved in training activities.
With regard to the main training initiatives for 2024, the following are noteworthy:
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Institutional and managerial training: training initiatives linked to the new Leadership Model; the Management Pathway, aimed at enhancing the managers’ transition to the new role within the Group; the Elective Programme; meetings with Senior Management across the Group’s various locations (Facciamo il Punto 2024); the Progetto Gruppi di Partecipazione (Participation Groups Project) – 2024 edition, designed to develop projects of corporate interest in the areas of Diversity, Safety, Culture and Skills, and Individual Well-being, following the principles of participatory policies.
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Technical professional training: continuation of training and knowledge management initiatives within the professional Academies; Nego PRO managerial negotiation training programme; training programme on Recruitment and Employer Branding; “Procurement Adaci” training programme for buyers, focusing on the new public procurement code; training plan "Dalla CSRD agli standard di rendicontazione sostenibile" (From CSRD to sustainability reporting standards), aimed at all Group employees involved in sustainability reporting, with the goal of raising awareness of the new regulations; presentation session on the 2024–2027 Business Plan and 2024 Budget, dedicated to members of the Controller Community; continuation of the change management plan within the Central Networks Department; training plan on the National Electronic Register for Waste Traceability (RENTRI). The Digital Lab and Virtual Factory action learning initiatives have also been implemented to encourage a shared approach to innovation by developing concrete, high-priority projects for the company.
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Market and customer management: continuation of training sessions linked to the Salesforces Project and delivery of a Customer Relationship Management training programme for Hera Comm and its subsidiaries.
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IT systems: continuation of the Information Systems Department change management plan and training sessions on agile methodologies and cloud technologies.
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Quality, safety and environment: continuation of regular training on workplace health and safety, along with the “Prospettive” (Perspectives) event, designed for Employers and Safety Managers as part of the Safety Leadership change management plan.
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Business values and culture: continuation of the “Alfabetico – l’ABC del codice etico” (Alphabetical - the ABC of the Code of Ethics) training course given to all new Group employees on permanent contracts to make them fully aware of the contents of Group’s Code of Ethics.
As part of the HER@futura programme, the change management plan has been rolled out across the company; activities related to the Digital Workplace have continued, and a Microsoft 365 AI (Copilot) training programme has been launched. Under the ecoHERA programme, training on energy and environmental transition has continued, alongside thematic workshops on water and energy management.
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