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Human Resources and Organisation

The organizational macrostructure

 
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Human Resources

As at 30 June 2010, the Hera Group had 6,513 employees (consolidated companies), with the following breakdown by role: senior managers (127), middle managers (326), office workers (3,258), and blue-collar workers (2,802). This workforce was the result of the following changes: new recruits (+88), leavers (-56). 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: from 947 graduates hired for an indefinite term as at 31.12.2009 (equal to 15% of total employees on indefinite-term contracts), the numbers increased to 989 graduates as at 30.06.2010 (equal to 15.2% of total employees on indefinite-term contracts).

Organisation

 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 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.

Hera’s operational model combines divisions 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.


In the first few months of 2010, following on from the company and organisational evolution of 2009, the consolidation of the organisational changes relating to the hierarchical centralisation 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.

As regards the other Central Divisions, it is important to note 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.

Lastly, 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.

The organisational changes linked to the company evolution process at the end of 2009 were also consolidated for the General Management – Development and Markets Divisionspecifically, in the area of the Retail Market, with the objective of facilitating the achievement of commercial targets and customer satisfaction. Moreover, a process for strengthening customers relations in the Corporate Market was launched.

As regards Herambiente, on 19 February 2010 the Operational Services Division was established, in order to ensure greater focus on processes which are transversal across businesses and, in particular, processes of final testing, logistics, QSE and environmental regulations, optimising interaction between the structures involved.

In order to further develop the opportunities provided by the company evolution, guaranteeing integrated management of the Sector businesses, the Operating Segments Division was established within the General Management - Operations, in charge of coordinating and ensuring the achievement of the Group’s objectives in the management of GAS Distribution, the Water Cycle, Electricity Distribution, District Heating, and Waste Management Services, identifying possible corrective actions in the event of deviations.

Moreover, the Large Plants Engineering Sector organisational structure was revised in order to favour the development of the business and more clearly differentiate specific engineering skills.

 
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The organizational macrostructure