Objectives, performance and targets
Objectives, performance and targets
- Group
- Sustainability
- Sustainability Report
- Objectives, performance and targets
What we said we would do, What we did, What we will do... Every year, in our Sustainability Report we disclose our goals and report on the results we have achieved, in a transparent manner.
The Sustainability report has three main sections: Sustainable strategy and Shared value - The creation of Shared value – With the drivers of change.
The "Sustainable strategy and Shared value" section contains the Letter to stakeholders, the introduction chapter (About us) and background material on sustainability and shared value management and creation (Sustainability for the Hera Group - Shared value).
The "The creation of Shared value" section contains, for each impact area we have identified, the present and future scenarios (status indicators, policies and targets) and the Group's responses: improvement objectives, performance indicators and case studies.
The "With the drivers of change" section includes all the aspects relevant to the company's social responsibility, but that are not included in the section on shared value (Governance and Value creation - Customers - People - Suppliers).
Read the objectives and results for...
OBJECTIVES, PERFORMANCE AND TARGETS
WHAT WE SAID WE WOULD DO | WHAT WE HAVE DONE | SDGs | PROGRESS* |
---|---|---|---|
Promoting energy efficiency | |||
8% reduction in Group energy consumption by 2025 and 10% by 2030 compared to 2013. |
6.9% reduction in energy consumption at the end of 2022, compared to 2013, thanks to the Group's interventions. | 7, 13 | |
28% of customers by 2025 and 34% by 2030 with gas and electricity offers having energy efficiency services or the Consumption Log (23.0% in 2021) (including EstEnergy and subsidiaries). Continue to promote energy efficiency solutions for condominiums. | 27.1% of customers by 2022 with at least one energy-saving gas and electricity offer, such as the Consumption Log. Energy efficiency solution offers for apartment buildings continued in 2022. | 7, 13 | |
Continue with energy efficiency measures in public lighting, including replacement with LED light bulbs (57% by 2025). | Energy efficiency measures in public lighting continued in 2022: 40.8% of light bulbs now LED (vs 39.4% in 2021). | 7, 13 | |
Energy transition and renewables | |||
41% renewable electricity sold on the free market in 2025 and >50% in 2030 (40.1% in 2021). 21% natural gas sold with CO2 offsetting in 2025 and 27% in 2030 (excluding wholesalers, last resort and default supply) (9.1% in 2021). |
41.1% renewable electricity sold on the free market in 2022 (vs 45.1% in 2021; 14.2% of natural gas sold on the free market with CO2 offsetting in 2022 (vs 11.2% in 2021). | 7, 9, 13 | |
Begin initiatives to develop hydrogen as an energy vector, including:
|
Initiatives to develop hydrogen as an energy vector continued:
|
7, 9, 11, 13 | |
16.8 million cubic metres of biomethane produced by 2025 and >30 million by 2030 through new anaerobic digestion plants for the organic fraction of sorted waste collection (8.0 million by 2021). | 7.7 million cubic metres of biomethane produced from organic waste in 2022. New plant built in Modena. | 7, 8, 9, 11, 12, 13 | |
Internal and external development of photovoltaics:
|
Internal and external development of photovoltaics:
|
7, 9, 13 | |
Climate change mitigation | |||
|
|
11, 13 |
* Result attained or in line with planning. Result with moderate deviation from planning.
WHAT WE WILL DO | SDGs |
---|---|
Promoting energy efficiency | |
8.6% reduction in Group energy consumption by 2026 and 10% by 2030, compared to 2013. | 7, 13 |
34% of customers by 2026 and 37% by 2030 with at least one energy savings offer for gas and electricity, such as the Consumption Log (27.1% in 2022). Continue to promote energy efficiency solutions for apartment buildings, public administrations and industrial customers. |
7, 13 |
Continue with energy efficiency measures in public lighting, including replacement with LED light bulbs (59% by 2026). | 7, 13 |
Energy Transition and Renewables | |
44% renewable electricity sold on the free market in 2026 and >50% by 2030 (41.1% in 2022). 21% natural gas sold on the free market with CO2 offsetting by 2026 and 27% by 2030 (14.2% in 2022). |
7, 9, 13 |
Continue work on existing initiatives for developing hydrogen as an energy vector:
|
7, 9, 11, 13 |
12 million cubic metres of biomethane produced by 2026 and 30 million by 2030, in new anaerobic digestion plants for the organic fraction of sorted waste (7.7 million by 2022). | 7, 8, 9, 11, 12, 13 |
Internal and external development of photovoltaics:
|
7, 9, 13 |
Develop smart grids to encourage the electrification of consumption, and increase the capacity of Trieste's electricity grid to receive and manage energy from renewable sources. | 7, 9 |
Climate change mitigation | |
|
OBJECTIVES, PERFORMANCE AND TARGETS
WHAT WE SAID WE WOULD DO | WHAT WE HAVE DONE | SDGs | PROGRESS* |
---|---|---|---|
Transition to a circular economy | |||
76% sorted waste collection by 2025, partially thanks to strong investments focused on the engagement of residents and businesses (77% Hera, 70% AcegasApsAmga, 73% Marche Multiservizi) (65.4% in 2021). | 67.8% of sorted waste collection in 2022, up on 2021 (69.0% Hera, 57.2% AcegasApsAmga, 73.1% Marche Multiservizi). | 11, 12 | |
76% the recycling rate of packaging by 2025 and >80% by 2030 (higher than the EU 2030 targets). | 68% packaging recycling rate in 2021. The overall recycling rate is 57% in 2021 (+2 p.p.compared to 2020). The 2022 data will be reported in the "Sulle tracce dei rifiuti" (Tracking waste) report. |
11, 12 | |
Increase in recycled plastic:
|
+33% plastics recycled by Aliplast in 2022 (compared to 2017), +42% plastics collected in the municipalities served. The authorization procedure has been launched for the construction in Modena. The authorization process for the construction of a new carbon fibre recycling plant was successfully completed; the design and development phase of the industrial lines has started. |
11, 12, 17 | |
8.5% by 2025 and 15% by 2030 reusable wastewater out of total wastewater. | 7.3% by 2022 of reusable wastewater out of the total wastewater. | 6, 8, 12, 14 | |
20% reduction in internal water consumption by 2025 and 25% by 2030 compared to 2017 consumption. | 20.5% reduction in household consumption in2022 compared to 2017 consumption due to specific water saving activities. | 6, 8 | |
260 thousand customers with a "Water Consumption Log" by 2022, equal to 35% of the total (202.7 thousand customers in 2021, equal to 27% of the total). | 268,597 thousand household customers with the "Water Consumption Log" at the end of 2022 (35% of resident household customers; they stood at 27% at the end of 2021). | 6, 8, 17 | |
-2% of linear water losses in 2025 and -8% in 2030 compared to 2019. | -1% linear water losses in 2021 (9.5 m3/km/day) compared to 2020 (9.6 m3/km/day). | 6, 8 | |
Sustainable management of water resources. | |||
100% urban agglomerations >2,000 p.e. upgraded by 2023 thanks to the continuation of the plan to upgrade the sewage treatment sector. In addition, 239 upgraded agglomerations out of 239 managed with a size of between 200 and 2,000 p.e. at 2025, of which:
|
99.6% urban agglomerations >2,000 p.e. upgraded at the end of 2022 (99.6% at the end of 2021).In addition, 194 upgraded agglomerations out of 239 managed with a size of between 200 and 2,000 p.e. at 2022, of which:
|
6, 14 | |
Complete by 2025 all 14 interventions envisaged by the Rimini seawater protection plan (9 interventions completed by 2021). | Conclusion of the intervention on the southern ridge of the Rimini seawater protection plan for a total of 10 interventions completed out of the 14 planned. | 6, 14 | |
57% of users served in areas covered by a Water Safety Plan defined by 2025 and 100% by 2030 (22.6% by 2021). | 61.9% users served in areas covered by a Water Safety Plan. | 6 | |
Protection of air, ground and biodiversity | |||
878,000 square meters of land reused by 2025 in constructions of infrastructure (70% of the total land involved in constructions completed between 2018 and 2025). | 604 thousand square meters of land reused in the construction of infrastructures from 2018 to 2022 (77.9% of the total land involved). | 8 | |
11% increase in the volume served by district heating in 2025 compared to 2020 for the benefit of the air quality in the cities served.In Bologna, continue the designing of the CAAB/Pilastro and S. Giacomo headquarters interconnection project aimed at obtaining a substantial reduction in CO2 and NOX emissions. |
7.1% increase in the volume served by district heating in 2022 compared to 2020 (+5.9% compared to 2021).In Bologna, having acquired the "Fiera" in line with the project to interconnect the city systems which will be completed by 2026. | 7, 11, 13, 14 | |
4,000 charging points (public and private) installed by 2025 for electric mobility. | Approximately 1,800 public and private charging points installed by 2022 for electric mobility (it was 1.058 in 2021). | 11, 17 | |
ECO Trees initiative: 10,000 trees planted and maintained in the three-year period 2022-2024, thanks to the purchase of sustainable solutions by customers. | Additional trees donated to the area thanks to the initiative, for a total of 5,707 since the start of the project. | 11, 17 |
* Result achieved or in line with planning. Result with moderate deviation from planning.
WHAT WE WILL DO | SDGs |
---|---|
Transition to a circular economy | |
77% sorted waste collection by 2026 also thanks to a strong investment focused on the engagement of residents and businesses (77% Hera, 70% AcegasApsAmga, 80% Marche Multiservizi) (67.8% in 2022). | 11, 12 |
73% recycling rate of packaging by 2026 and >80% by 2030 (higher than the EU 2030 targets). | 11, 12 |
Increase in recycled plastic: +102% recycled plastic from Aliplast by 2026 and +150% by 2030 (compared to 2017). Complete an innovative plant by 2024, for the production of high-quality recycled polymers for the IT and electronic sector in Modena. Complete a new plant by 2025, for the recycling of carbon fibre, which is especially reusable in the automotive sector, also thanks to PNRR funds. | 11, 12, 17 |
13% reusable wastewater out of total wastewater by 2026, and 18% by 2030. | 6, 8, 12, 14 |
22% reduction in internal water consumption by 2026 and 25% by 2030 compared to 2017 consumption. Extend the water management project to Herambiente. | 6, 8 |
380,000 customers with a "Water consumption Log" by 2026, equal to 52% of the total (260,000 customers in 2022, equal to 35% of the total). | 6, 8, 17 |
-6% linear water leakages in 2026 compared to 2021. 27 thousand km of network analysed for loss research in 2023-2026 (there were 2.8 thousand in 2020-2021) | 6, 8 |
Development of paper and plastic selection/pre-selection plants (Pesaro, Padua, Vicenza): 60 kton/year of paper and cardboard and 40 kton/year of plastic treated in the new plants. | 11, 12 |
Sustainable management of water resources | |
100% urban agglomerations >2,000 p.e. upgraded by 2025 thanks to the continuation of the modernisation plan of the sewage purification sector. In addition, upgrade all of the 239 agglomerations managed with a size of between 200 and 2,000 p.e. by 2025, of which:
|
6, 14 |
Complete by 2025 all 14 interventions envisaged by the Rimini seawater protection plan (10 interventions completed by 2022). | 6, 14 |
90% of users served in areas with a Water Safety Plan defined by 2026 and 100% by 2030 (61.9% by 2022). | 6 |
Protection of air, ground and biodiversity | |
887,000 square meters of land reused by 2026 in infrastructure constructions (over 80% of the total land involved in constructions completed between 2018 and 2026). | 8 |
7% increase in the volume served by district heating in 2026 compared to 2021 to the benefit of the air quality in the cities served. 75% of energy from district heating from renewable sources, cogeneration and recovery by 2026. In Bologna, continue the construction of the interconnection of four systems (CAAB Pilastro, Sede Berti, Bologna Fiere and Navile) aimed at obtaining a substantial reduction in CO2 and NOX emissions. Development of geothermal production in Ferrara and extension of the interconnection of the district heating system in Forlì, also thanks to PNRR funds. |
7, 11, 13, 14 |
Over 5,000 charging infrastructures (public and private) installed by 2026 for electric mobility (about 1,800 to 2022). | 11, 17 |
Ecoalberi initiative: 10 thousand trees planted and maintained in the three-year period 2022-2024, thanks to the purchase of sustainable solutions by customers (about 5,700 to 2022). | 7, 11, 12, 17 |
OBJECTIVES, PERFORMANCE AND TARGETS
WHAT WE SAID WE WOULD DO | WHAT WE HAVE DONE | SDGs | PROGRESS* |
---|---|---|---|
Innovation and digitalisation | |||
Group data strategy: develop guidelines to support data analytics development projects and to maintain the transition towards a data-driven company. | Reference guidelines for the business units and technological partners were formalised, and internal training continued. | 8, 9, 11 | |
IT security: Increase the cyber security levels in 2022 through the evolution of processes, of instruments, and of company policies, and through the increase of monitoring activities, accident prevention, and increased awareness in user population through Ethical phishing campaigns. | Various initiatives were implemented in 2022: monitoring all mobile devices was activated; a solution for monitoring the interactions between users and cloud-based services and the blocking of malicious activity was activated and integrated; probes for monitoring the management networks and the industrial environments were installed; various tests and system scans to identify possible safety vulnerabilities were performed; two company policies were evolved; ethical phishing campaigns were run. | - | |
41% of customers using online billing and 41% of customers using online services by 2025 (including EstEnergy and controlled) (30.9% and 27.1% in 2021, respectively). | 34.5% of customers using online billing and 29.4% of customers using online services by 2022 on a Group level (30.9% and 27.1% respectively in 2021). | 11, 12, 17 | |
Continue developing initiatives within the three main areas of innovation: energy transition, circular economy, and digital transformation. Define, develop, and report initiatives using the Corporate Digital Responsibility framework. | The innovation model was revised, including the identification of new figures within the business units ("innovation promoters"). 20 main innovation initiatives within the areas of environmental transition and of digital transformation. A training course on the Corporate Digital Responsibility framework was activated. | 8, 9, 11, 12 | |
Economic development and social inclusion | |||
Supplier selection: continue to promote the employment of disadvantaged people in waste management services. | Over 81 million euro (+13% over 2021) the value of contracts and partnerships between Hera and social cooperatives to perform environmental services: | 8 | |
Continue to provide instalment payment for bills and other voluntary facilities to support customers facing financial hardship. Propose to other municipalities to sign a protocol to prevent the suspension of supply. | 272.462 instalment payments dispensed in 2022 (+36% over 2021), for a value of 353,8 million euro (almost tripling compared to 2021). 126 municipalities with active agreement protocols (these were 100 in 2021). | 17 | |
Job creation and development of new skills | |||
Continue to apply the social clause to protect employment in the contracts for emergency services on networks and services relating to customer management (except for insourcing situations). |
23 tenders, among the most notable, included a social clause to protect employment. | 8 | |
Continue to apply the social clause to protect employment in the contracts for emergency services on networks and services relating to customer management (except for insourcing situations). | 22 tenders, among the most significant, included an employment protection clause. | 8 | |
Direct training interventions towards the development of emerging roles and skills that concern digital transformation (with a focus on Data Analytics, Machine Learning, and Artificial Intelligence), energy transition (with a focus on decarbonisation and renewable energies), and environmental transition (with a focus on circular economy, climate change, and green finance). 65% of the corporate population will achieve digital proficiency (meaning full "digital soft skills") within 2025 (49% in 2021), 90% within 2030. |
Training interventions directed towards the development of emerging roles and skills that concern digital transformation (with a focus on data analytics, machine learning, and artificial intelligence), the energy transition (with a focus on decarbonisation and renewable energies) and the environmental transition (with a focus on circular economy, climate change, and green finance).Employees with digital proficiency now at54.1% of the total population. | 4, 8 | |
Continue to raise awareness on the enhancement of diversity and inclusion through events and initiatives. (Inclusive language and STEM topics). Consolidate the Hera Group's ranking in leading diversity stock indexes. | The activity of promotion of diversity and inclusion has continued through the launch of a pilot project on inclusive language and through the planning and distribution, at branches provided with screens, of a video promoting the overcoming of gender stereotypes.Hera position in the leading diversity stock indexes consolidated: Hera Group became part of the top ten of Refinitiv's Diversity & Inclusion Index2022 and Bloomberg's Gender Equality Index 2022. | 5 | |
Resilience and adjustment | |||
Interventions in the area of resilience and adaptation to climate change, including:
|
Interventions in the area of resilience and adaptation to climate change, including:
|
9, 13 |
* Result attained or in line with planning. Result with moderate deviation from planning.
WHAT WE WILL DO | SDGs |
---|---|
Innovation and digitalisation | |
IT security: increase the cyber security in 2022 through the evolution of processes, of instruments, and of company policies, and through increased monitoring activities and improvements in technological instruments and procedures. | - |
43% of customers using online billing and 41% of customers using online services by 2026, Group-wide (34.5% and 29.4% in 2022, respectively). | 11, 12, 17 |
Continue developing initiatives within the two main areas of innovation: environmental transition and digital transformation, thanks to new internal figures (innovation promoters). Define, develop, and report initiatives using the Corporate Digital Responsibility framework, thanks to the continuation of dedicated formation. |
8, 9, 11, 12 |
Economic development and social inclusion | |
Supplier selection: continue to promote the employment of disadvantaged people in waste management services. | 8 |
Continue to provide instalment payment for bills and other voluntary facilities to support customers facing financial hardship. Invite other municipalities to sign a protocol to prevent the suspension of supply. | 17 |
Job creation and development of new skills | |
Continue to apply the social clause to protect employment in the contracts for emergency services on networks and services relating to customer management (except for insourcing situations). | 8 |
Direct training interventions towards the development of emerging roles and skills that concern the digital transformation (Corporate Digital Responsibility, business intelligence, and increased use of Digital Workplace instruments) and the environmental and energy transition. 65% of the population that will achieve digital proficiency (meaning full control of "digital soft skills") by 2026, 90% by 2030. >50% of the population achieve circular economy and energy transition proficiency (environmental and energy transition skills). |
4, 8 |
Continue to raise awareness on the enhancement of diversity and inclusion through events and initiatives (focus on inclusive language and issues related to the integration of private life and working life). Consolidate the Hera ranking in leading diversity stock indexes. | 5 |
Resilience and adjustment | |
Resilience and adaptation to climate change:
|
9, 13 |
OBJECTIVES, PERFORMANCE AND TARGETS
WHAT WE SAID WE WOULD DO | WHAT WE HAVE DONE | SDGs | PROGRESS* |
---|---|---|---|
Sustainability and risk management | |||
Purpose-driven Code of Ethics: update the Code of Ethics (fifth update) based on the corporate purpose included in the Articles of Association with the participation of all employees. |
The Code of Ethics was updated, following a participatory review process involving workers in various forms. The corporate purpose was included. |
- | |
Economic value to stakeholders | |||
Approximately 2 bilion euro: added value to stakeholders by 2025 (+13% compared to 2021). |
In 2022, added value for stakeholders came to 1,674 million euro (-5.4% compared to 2021). |
8 | |
3.8 billion euro. Investments made in the period 2021-2025 |
709.5 million euro. Investments made in 2022 (+21% compared to 2021). |
8 |
|
Shareholders and financial institutions | |||
Increase ESG debt instruments. |
At 2022, the share of sustainable bonds issued by Hera Spa out of the total is 49% (40% in 2021). The 2022 share is increasing due to the issuance of the Green Bond in line with the European Taxonomy set up in May 2022. |
- | |
Communications with our stakeholders | |||
Continue to listen to and involve the local area's stakeholders through the launch of the new HeraLAB model for two areas beginning in June 2022. Complete the three local HeraLAB initiatives in the Rimini area and the three initiatives in the Bologna area. |
Engagement activities launched in 2022 for the two new HeraLABs in Modena and Imola, whose discussion activities will focus on the topic of carbon neutrality. Two projects currently being implemented in the Rimini and Bologna areas. |
11, 17 |
* Result attained or in line with planning. Result with moderate deviation from planning.
WHAT WE WILL DO | SDGs |
---|---|
Sustainability and risk management | |
Organise initiatives to distribute the new purpose-driven Code of Ethics, update and continue training on the Code of Ethics for new employees. |
- |
Economic value to stakeholders | |
2.1 billion euro: added value for stakeholders by 2026 (+25% compared to 2022). |
8 |
4 billion euro: investments made between 2022 and 2026 (54% by 2022). |
8 |
Shareholders and financial institutions | |
60% of 2022-2026 investments in activities aligned with the EU Taxonomy. |
8 |
Communications with our stakeholders | |
Complete the 4 local HeraLAB initiatives: 2 in the Modena area and 2 in the Forlì-Cesena area. |
11, 17 |
OBJECTIVES, PERFORMANCE AND TARGETS
WHAT WE SAID WE WOULD DO | WHAT WE HAVE DONE | SDGs | PROGRESS* | |||
---|---|---|---|---|---|---|
Service quality | ||||||
98% second generation electricity meters (420 thousand meters), 50% of which in recycled plastic, and 98% gas meters installed by end 2025. |
At the end of 2022, 6% of electricity meters are second generation (28 thousand, a slight increase due to supply problems), 4% of which in recycled plastic. Around 87% of gas meters are eletronic (78% in 2021). |
9, 12 | ||||
More than 300 thousand NexMeter meters installed by the end of 2025 (18.2 % of the total), 200 thousand of which in recycled plastic. |
More than 180 thousand NexMeter gas meters were installed at the end of 2022 (approximately 11% of the total, in 2021 the number totalled 80 thousand). First installation of NexMeter Green, the gas meter made of recycled plastic, begun. |
9 | ||||
Ensure compliance with commercial quality standards for gas, electricity, water and district heating services, in line with 2021. |
99.6% of cases were compliant with commercial quality standards in 2022, in line with 2021. |
- | ||||
Safety and continuity of the service | ||||||
Emergency gas services: maintain a much higher level than ARERA requirements for the percentage of calls with arrival at call location within 60 minutes. |
97.3% arrival rate at the call location within 60 minutes (against a service requirement of 90%). |
- |
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Customer relations | ||||||
10 minutes average waiting time at the branch offices and 30 seconds average waiting time for the call center. |
8.9 minutes average waiting time at the branch offices and 93 seconds average waiting time for the call centre in 2022 (up from 5.7 minutes and 32 seconds in 2021, as a result of the significant increase in contacts due to energy cost developments). |
- |
* Result achieved or in line with planning. Result with moderate deviation from planning.
WHAT WE WILL DO | SDGs | |||||
---|---|---|---|---|---|---|
Service quality | ||||||
81% second-generation smart electricity meters (6% by 2022), of which 50% made of recycled plastic (4% by 2022), and 86% electronic gas metres installed and remotely read by the end of 2026 (77% in 2022). |
9, 12 | |||||
Roughly 300 thousand evolved NexMeter gas meters installed by the end of 2026 (18.3% of total meters), of which 100 thousand made of recycled plastic. |
9 | |||||
Guarantee respect for commercial/contractual quality standards concerning the gas, electricity, water and district heating services, in line with 2022. |
- | |||||
Safety of the service | ||||||
Emergency gas interventions: maintain a level significantly higher that ARERA's requirements for the percentage of calls with arrival within 60 minutes. |
- | |||||
Customer relations | ||||||
10 minutes, average waiting time at help desks, and 80 seconds, average waiting time at the call center. |
- |
OBJECTIVES, PERFORMANCE AND TARGETS
WHAT WE SAID WE WOULD DO | WHAT WE HAVE DONE | SDGs | PROGRESS* |
---|---|---|---|
Managing skills and training | |||
Strengthen the new online training platform MyAcademy, a single digital environment with continuously updated content and the option to customise the learning experience according to roles and training needs. Continue with the initiative, launched in 2020, that allows all workers to devote a working day (full or two half days) to their professional development with remote learning courses. |
Expansion of the MyAcademy online training platform. We continued the initiative, launched in 2020, which allows all workers to devote a working day (full or two half days) to their professional development with remote learning courses. |
4, 8, 9 | |
Welfare | |||
Continue developing a corporate culture aimed at further reinforcing the concept of individual well-being (physical, mental and financial) as an element in which to invest so that everyone can realise their full potential and consequently contribute to their professional growth as well as that of the company. Expand the range of wellness services offered. |
Free on-demand initiatives were offered, linked to the concept of all-around individual well-being: mental, physical and financial. Free sessions with psychologists, nutritionists, weekly online yoga and Pilates classesoffered, availability of a 24/7 platform to work out from home with a wellness professional or discounts for gym sessions with a trainer. |
17 | |
Health and safety | |||
Further reduction in the lost time injury frequency rate (10.2 by 2025). Continue with -raising initiatives. Gradually extend the use of the Man Down app in business units with lone worker hazards. |
The accident frequency index in 2022 was 10.5 (vs 10.3 in 2021). |
8 |
* Result achieved or in line with planning. Result with moderate deviation from planning.
WHAT WE WILL DO | SDGs |
---|---|
Managing skills and training | |
Continue the initiative, launched in 2020, which allows all workers to devote a working day (one full or two half days) to their professional development with distance learning courses. |
4, 8, 9 |
Professional development | |
Continue covering at least 50% of requirements through internal mobility. |
8 |
Welfare | |
Continue developing a corporate culture aimed at further strengthening the concept of individual wellbeing (physical, psychological and financial) as an element in which to invest in order to allow all people to express their full potential across the board and consequently contribute to their professional growth as well as that of the company. Broaden the range of services offered in the field of wellbeing. |
4 |
Launch the fifth edition of HeraSolidale (2023-2025), involving employees in identifying non-profit organisations and supporting the implementation of solidarity projects. |
- |
Health and safety | |
Further reduce the accident frequency rate (10.5 by 2026 and <10 by 2030); (10.5 by 2022) |
8 |
OBJECTIVES, PERFORMANCE AND TARGETS
WHAT WE SAID WE WOULD DO | WHAT WE HAVE DONE | SDGs | PROGRESS* |
---|---|---|---|
Qualification, selection and assessment of suppliers | |||
Monitor supply companies’ social responsibility towards their workers: carry out more than 30 audits of suppliers (locations and construction sites) in 2022. |
Monitor supply companies’ social responsibility towards their workers: more than 90 evaluation questionnaires were collected and 47 audits carried out at suppliers' locations and construction sites in 2022. |
8 | |
Continue to assign a significant score for aspects of environmental and social sustainability in tenders using the most economically advantageous bid criterion. |
39/100 Average score for aspects of sustainability in tenders carried out in 2022 with the most economically advantageous bid criterion. |
8, 12 | |
Continue to give value to quality, safety, environmental and social responsibility management systems when selecting suppliers. |
Value given to certified management systems continued in 2022: the value of suppliers with ISO 9001 came to 86.3%; 67.7% with ISO 14001 / Emas; 60.7% with ISO 45001; 32.9% with SA 8000. |
8, 12 | |
10% of the value of tenders awarded in 2022 related to circularity criteria through the application of the new Circular Procurement Guidelines and the related Operational Instruction defined in 2020. |
The value of tenders with ‘circularity’ criteria reached 10.4% of the total value of new tenders assigned in 2022. |
12 | |
Contract management | |||
Analyse all accidents reported by companies providing services and works to the Hera Group and reporting their rates. |
All accidents reported by companies providing services and works to the Hera Group were analysed: 284 accidents reported (as against 313 in 2021) and the frequency rate was 22.8 (as against 22.4 in 2021). |
8 |
* Result achieved or in line with planning. Result with moderate deviation from planning.
WHAT WE WILL DO | SDGs |
---|---|
Qualification, selection and assessment of suppliers | |
Supplier monitoring with multifunctional teams (corporate social responsibility and safety): in 2023, carry out more than 30 audits at suppliers’ facilities (offices and construction sites); (47 in 2022) |
12 |
Continue to assign a significant score to environmental and social sustainability factors in tenders using the economically most advantageous bid. |
8, 12 |
Begin monitoring suppliers’ “EGS maturity” index, launching a new eProcurement portal, through a dedicated questionnaire at the supplier qualification stage |
8, 12 |
More than 10.5% of the value of procurements in 2023 with circularity criteria (10.4% in 2022), through the application of the circular procurement Guidelines and the related Operational instruction defined in 2020 |
8, 12 |
Contract management | |
Analise all accident events communicated by the Hera Group’s suppliers of services and works and record the related rates. |
8 |