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Human Resources and Organisation

Management structure

 

 

 

Human resources

At 31 December 2011, the Hera Group had 6,484 employees (consolidated companies), with the following breakdown by role: managers (125), middle managers (353), clerical workers (3,353) and manual workers (2,653). This workforce was the result of the following changes: new recruits (+148), departures (-158) and changes in scope (+3*). The new recruitments in question were made essentially with a view to changing the employee mix by adding more qualified staff. There was an overall increase in the number of graduates compared with 2010, from 1,033 at 31 December 2010 (16% of all permanent employees) to 1,082 at 31 December 2011 (17% of all permanent employees).

(*) includes +1 at Enomondo, +8 at Sadori (Hera Comm Marche) and -6 at Hera Luce (+11 consolidations and -17 departures, associated with the contract in the Bologna territory)

Organisation

The Hera model stands out from the multi-utility landscape for having created an industrial and operational integration based on a Holding which, through central departments of planning, support and control, ensures an integrated Group vision and favours the exploitation of synergies, and which, through general and sector-specific departments and central technical coordination structures, provides a function of direction and coordination with regard to the managed businesses.

The Hera operational model combines the business sector perspective with the company/operating unit perspective to allow:

  • a sharper focus on development and streamlining objectives;
  • an optimisation/concentration of assets, skills and specialist roles that can provide a unified perspective;
  • a “balanced” structure with regard to regulatory constraints on certain activities (e.g. energy unbundling);
  • the retention of operational control in the territory concerned.

 

The Group’s organisational chart therefore displays the following features:

 

Several organisational changes (operationally effective from 1 January 2012) were made within the Development and Market General Department, particularly at Hera Comm, relating to a review of marketing and indirect sales processes. These are aimed at ensuring a sharper focus on activities of analysis with a view to commercial development, on the identification of market opportunities, and on supporting the business units in achieving their assigned commercial targets.

With regard to Herambiente S.p.A., the second half of 2011 saw a reallocation of the special waste homologation activities of the Market General Department, which were transferred to the Homologation structure of the Operating Services Department in order to ensure a sharper focus for the activities. There was also a continuation of process analysis and optimisation activities, including through the application of “Lean Organisation” methodology; in particular, the detailed analysis of the homologation process was completed, with the aim of reducing crossover times for the new practices and improving the efficiency of the entire process. Finally, the second half of 2011 saw the organisational change (operationally effective from 1 January 2012) relating to the switching of the Industrial Waste Plants division from the Market Department to the Production Department and the setting-up of the Small Business Sales and Business Sales functions within the Market Department, in order to ensure a greater focus on the operational management processes of the plants and on the commercial processes.

Within the Operations General Department, changes were made to the organisational details of the Operating Industries Department, which heads the District Heating Sector, the Technical Services Operations Sector, the Commercial Services Distribution Sector, Technical Coordination Environmental Services, Technical Coordination Distribution Networks, and Compliance Measures Planning, Control and Scheduling. These changes (operationally effective from 1 December 2011) are aimed at ensuring a greater focus on business processes, more effective separation between management and operating activities, and the identification of unambiguous references for each sphere of activity.

Within the individual TOS Business Units, there was a consolidation of the processes involved in territorial back office activities, including in support of the central coordination structures in operational and specialised management.

Lastly, the centralisation of fluid remote control was completed on schedule.

With reference to the Central Departments and their respective governance and support processes, efforts continue in an attempt to find the best balance between process governance and internal client orientation, accompanied by actions aimed at making process integration more efficient. The new organisational configuration of the Legal and Corporate Affairs Department also forms part of this project.

The project to update the information systems following the transformation of the Territorial Operating Structures into Business Units (the DESOT Project) was definitively completed.

In Administration, Finance and Control, there was a continuation of process analysis and optimisation activities, including through the extensive application of Lean Organisation methodology, with particular reference to certain administrative and accounting processes. The following measures were also implemented:

  • early in 2011, the new organisational configurations of the Credit Management and Finance functions, aimed at further reinforcing the organisational handling of the Group’s credit and finance management;
  • at the end of 2011, the initiation, within Credit Management, of the project aimed at optimising the credit operating model at Group level.

 

Work was also begun on analysing and optimising processes through the application of the Lean Organisation methodology in two further areas of the central departments, namely Payroll and Procurement.

Finally, the first half of 2011 was marked, within the Quality, Safety and Environment Department, by the new organisational configuration of Prevention and Protection Service Coordination, with a strengthening of the management of the territory and subsidiaries, aimed at definitively consolidating the organisational changes and the centralisation process carried out at the end of 2009.

Three committees oversee the management of the business:

  • Management Committee: is responsible for examining and disseminating policies, strategies and operational planning at Group level, and for encouraging integration between the various structures;
  • Steering Committee: examines, every three months, management performance and the progress of projects covered by the balanced scorecard;
  • TOS Managers Coordination Committee: is responsible for verifying the performance of the services managed in the territory and for ensuring the consistency of the activities carried out by the various territorial structures.
 
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