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Human Resources and Organisation

The Group's organisational macrostructure, inclusive of all the organizational reviews approved as at 31 December 2006, is illustrated in the following chart:

 
Organization Macrostructure
 

Human Resources

As at 31 December 2006, Hera Group employees totalled 6,227 divided up by category as follows: Senior Management (106), Middle Management (268), White-collar workers (2,629), Blue-collar workers (3,224). This structure was the result of the following changes: new recruits 126, acquisition of staff from extended consolidated area 415, leavers 218. It is noted that the new recruits essentially related to the change in the mix with the inclusion of qualified personnel; in conclusion, it is noted that the total number of university graduates increased by 75 people (from 546, equal to 9.55% of total employees engaged on a permanent basis, to 621, equating to 9.97%).

Organisation

During 2006, the integration of Meta within Hera was completed. The project involved both the start-up of the Hera Modena Territorial company, the centralisation of the policy and co-ordination activities within the Holding Company and the transfer of the direct management of activities and plants to the Environmental, Services and Sales & Marketing Divisions. At the same time, partly in consideration of the expertise acquired from Modena, Hera decided to focus the electricity business by means of the formation of a new dedicated division, as well as the design and construction of the plants, also on the co-ordination of the Group's electricity networks.

Furthermore, 2006 saw the completion of the process for the integration of the electricity networks of the Modena province acquired from Enel, which will begin operations as from 1 July 2006.

Extension of the implementation of the Sap-Isu IT system was also launched during the year, together with the consequent integration of the customer processes, management of the work and the billing in the last two remaining areas, Modena and Ferrara. This process will be fully completed during the first few months of 2007.

In addition, so as to improve the efficiency and effectiveness of certain key processes of the Group, important projects were launched for centralising activities which, due to their technical, technological and operational complexity, envisage a long-term implementation phase. Specifically:

  • rationalization of laboratory analysis: this involves the centralisation of the analysis activities, presently decentralized throughout the area, within three laboratories with specializations in: water, sludge and atmospheric emissions and special waste;
  • Remote-control centralization: this involves creating a single remote control centre for all of Hera's fluid networks (water cycle, gas, and district heating), and centralising the remote control of electricity grids in the Modena centre.

With the aim of guaranteeing the supervision and integrated formulation of the Quality, Safety and Environment System, on a consistent basis with the organizational development of the Hera Group, at the end of 2006 the integration of the Quality, Safety and Environment Division within the Head Office Personnel and Organisation Division was approved

In conclusion, during 2006 steps were taken to consolidate the subsidiary company Aspes Multiservizi within the Hera Group, with effect for accounting purposes as from 1 January 2006. As at 31 December 2006, the Aspes Group counted 343 employees.