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Human Resources and Organisation

Management structure

Human Resources

As at 31 December 2010, the Hera Group had 6,491 employees (consolidated companies), with the following breakdown by role: managers (125), executives (342), employees (3,297) and workers (2,727). This structure was the result of the following changes: incoming (+176), outgoing (-187), changes in the Naturambiente perimeter (+21). 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 2009: there was an increase from 947 permanent employees with degrees as at 31 December 2009 (or 15 % of the total permanent employees) to 1,033 holders of degrees as at 31 December 2010 (or 16% of total permanent employees).


The Hera model stands out in the panorama of multi-utilities because of its effective achievement of industrial and operational integration, based on a Holding company which:


guarantees an integrated view of the Group and favours the exploitation of synergies, through Central Divisions of direction, support and control;

  • provides guidance and coordination to the businesses managed, through General Management Divisions and Central Sectors.

Heras operational model combines the business sector perspective and operating units/companies so as to allow:

  • better focusing on development and rationalisation objectives;
  • optimisation/concentration of assets, skills and specialisations that are able to ensure a unified perspective;
  • the achievement of a balanced structure with regard to the regulatory obstacles on certain activities (e.g., electricity unbundling)
  • maintenance of the operational coverage of the reference territory.

There were important changes in 2010 from a corporate and organisational point of view that led the Group to evolve in line with the new corporate structure set up in 2009 and in line with the reference business context.

In fact, in the first few months of the year, the consolidation of the organisational changes relating to the hierarchical unification of the Administration, Quality, Safety & Environment and Local Public Relations and Communications activities from the Territorial Operative Companies to the respective Central Divisions was pursued, specifically through the optimisation and standardisation of operating processes and improvement of the service level provided by the central structures to the local areas.

Consequently, the macrostructure of the Group now has the following features:

  • 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. The General Management - Development and Market department and Herambiente S.p.A. also report to the Chairman.
  • The managers of the Corporate Departments for Procurement and Contracts, Administration, Finance and Control, Personnel and Organisation, Quality, Safety & Environment and Corporate Social Responsibility all report to the Chief Executive Officer. The General Management - Operations, under which the Operating Segments Division was established in 2010 and to which the Gas Distribution, Electricity Distribution, Waste Management Services, Water Cycle and District Heating, reports to the CEO. Furthermore, the seven TOC business units and the Large Plants Engineering Division also report to the General Management- Operations.
  • The Internal Auditing Department reports to the vice chairman.

In regard to the Corporate Department for Information Services and Systems, the consolidation process continued of the 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 targeted to the external market.

Within General Development and Marketing, particularly of Hera Comm, several organisational changes took place in 2010 which aimed to consolidate the new organisational structure that was outlined in 2009: within the Family Market function a new organisation that focuses more on the client management in the relative territories and the establishment of the Family Market Back Office was set up as the management and coordination operation of Hera Comms back office activities.

With regard to Herambiente S.p.A., in 2010 there were significant organisational changes: the Operating Services Department was established to ensure more focus on the process across businesses, optimising the interactions between the structures involved; within the Production Department (waste treatment and disposal plants), there was a rationalization of the businesses which were reduced from five to three, through the merger of the two Composting and Anaerobic Digester businesses and reallocation of the activities that had previously been allocated to the Chemical-Physical Material Recovery business, partly to the Operating Services Department (Quality and Urban Waste and Biodegradable Materials) and partly to the Market Department (Chemical Physical, connected to the management of urban waste plants); finally the Development, Planning and Control structure was set up to ensure more focus on the activities involving development initiatives, pricing and industrial accounting. 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).

We note furthermore the new organisation of the Procurement and Tender Contract Management Division, featuring a greater focus on the needs of internal clients and a more integrated view of procurement processes, as well as greater oversight of sector regulations, with specific regard to tender management and tender procedures.

In the area of Administration, Finance and Control, we note the establishment of the Credit Management Department which aims to strengthen the management of all activities related to Group credit management, following from the efforts and results achieved through the project that had previously been carried out with regard to the Net Working Capital.

Furthermore, a new model was defined and formalised for internal authorisation of expenditure, aimed at implementing all the organisational changes of the last few months and guaranteeing the utmost organisational consistency in the management of authorisations for purchasing and procurement processes.

In 2010, the Operating Segments Division was established within the General Management - Operations, in order to further capitalise on the opportunities provided by the corporate changes in 2009, ensuring an integrated approach to the activities of the in the management of the Water Cycle, Gas and Electricity Distribution, District Heating, and Waste Management Services, Meter Reading, and Planning, Control and Programming segments. In the Large Plants Engineering segment, 2010 witnessed a detailed redefinition of the organisational structure, with the establishment of new engineering responsibilities based on a matrix of specialist competences.

Insofar as the individual TOS business units are concerned, in 2010 the territorial back office activities were consolidated, including in support of the operations and specialised segments, in line with the requirements defined by the latter.

The centralisation of the remote control of fluids is coming to completion, as per the program schedule.