logo di stampa inglese
You are in: Growth policies » Human Resources and Organisation

Human Resources and Organisation

The organizational macrostructure



Human resources
As at 31 December 2009, the Hera Group had 6,481 employees (consolidated companies), with the following breakdown by role: senior managers (123), middle managers (328), office workers (3,194), and blue-collar workers (2,836). This workforce was the result of the following changes: new resources (+174), resigned resources (-205), changes in the perimeter of companies (1) (+110), changes in business perimeter (2) (11). It should further be noted that the new hiring was a decisive factor in the changed employee mix, with the increase in qualified staff; lastly, there was an overall increase in the number of employees with university degrees compared to 2008: with an increase from 12% of the total open-ended contract employees in 2008 (equal to 702 units), to 15 % in the first half of 2008 (equal to 947 units).

There were important changes in 2009 from a corporate and organisational point of view that allowed the Group to be more consistent with the business context.
In order to simplify the corporate structure, the integration of the TOCs into the Holding company was approved.
Along with this transaction, and in accordance with Resolution 11/07 of the AEEG (Italian Authority for Electricity and Natural Gas) that requires multiservice companies to separate the functionality of the sales activity from that of distribution for electricity and gas services, the sales activities of the customer management business units of the TOCs were transferred to Hera Comm.
Furthermore, to guarantee the improvement and greater standardisation of the service level provided by the central structures to the areas, the Administration, Quality, Safety & Environment and Local Public Relations and Communications activities were centralised hierarchically from the TOCs to the respective Group's corporate departments, with logistics remaining under local control.
The reorganisation of the Group's Macrostructure also involved the elimination of the Divisions and the establishment of new departments and corporate management.
The managers of the Corporate Departments for Legal and Corporate Affairs, Information Services and Systems, External Relations and the Investor Relations Departments all report to the Chairman. In regard to the Corporate Department for Information Services and Systems, organisational changes to Famula On Line (effective from 1 January 2010) which involved a greater focus on the internal customer and abandoning the sales activities to the External Market.
The manager of the General Management - Development and Market department also reports to the Chairman and, effective 1 July 2009, Herambiente Srl was established by transferring the Waste Management Division business branch related to plant operation (and the subsidiary companies that it coordinated) to Ecologia Ambiente and the simultaneous merger by incorporation of Recupera. From an organisational point of view, in the Production Department (waste treatment and disposal plants), this operation involves changing from a territorial arrangement to an industry-segment arrangement, with consequent specialisation of the management of the various types of plants. From a marketing point of view in the Market Department, this organisational arrangement assures dedicated and focused oversight of the unregulated market activities of waste management (special waste).
The managers of the Corporate Departments for Procurement and Contracts, Administration, Finance and Control, Personnel and Organisation, Quality, Security & Environment and Corporate Social Responsibility all report to the Chief Executive Officer.
Furthermore, the manager of General Management - Operations reports to the Chief Executive Officer, as part of which, in addition to the aforementioned changes in the TOCs, the total structure of the areas was reorganised, with a focus on strengthening the coordination structures of the regulated business and the integrated and dedicated management of the "distributor role".
In addition to the seven TOC business unit structure, the Water Cycle, Gas Distribution, Electricity Distribution, Waste Management Services, Large Plants Engineering and District Heating all report to General Management - Operations. Moreover, the activities of Meter Reading that were previously allocated to the Services Division have been transferred to the staff of General Management - Operations.
Additionally, 2009 saw the corporate consolidation of Acantho and Satcom, telecommunications companies. This transaction involved 130 resources being added to the Group's areas of consolidation.
The rationalisation of the analysis laboratories was completed: as part of project implementation, plans to concentrate staff and assets into the facilities at Bologna, Ravenna and Forlė were concluded.
The centralisation of remote fluids control is in the process of being finalised: following the realisation of the single remote control centre for the fluid networks (water cycle, gas and district heating) of the Hera Group at Forlė, officially opened in May 2008, the scheduled plan to transfer the staff and assets is now under way.

(1) Acantho and Satcom
(2) Acquisition of Discarica Urbania (Marche Multiservizi)

Post a question
The organizational macrostructure