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Human Resources and Organisation

The Organizational Macrostructure


Human Resources

As at 30 June 2009, the Hera Group had 6,550 employees (consolidated companies), with the following breakdown by role: managers (128), middle managers (323), employees (3,152), and workers (2,947). This workforce was the result of the following changes: arrivals (+119), departures (-67), changes in scope of consolidation: (+107 related to the consolidation of Acantho and Satcom). It should also be noted that hiring was essentially aimed at changing the employee mix by increasing the number of qualified staff. There was an overall increase in the number of university graduates compared to 2008. This went from 12% of all permanent employees in 2008 (792 people) to 13% in the first half of 2009 (848 people), net of changes to the scope of consolidation.


The first half of 2009 brought important organizational refinements tied to new aspects introduced to the organization of the Group in 2008.

With regard to AEEG Decision No. 11/07 requiring multiservice companies to separate sales and distribution activities for electricity and gas services, the activity begun in 2008 continued intensely to reinforce further the internal operating mechanisms in the area of General Operations and to optimize cross-processes that provide interaction between sales and distribution organizations.

In the marketing area, the focus of organizational activity on one hand has been finding a way to improve effectiveness in customer relations processes and on the other hand reinforcing oversight of the marketing input to existing services.

Effective 1 July 2009, HERAmbiente was definitively 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 organizational point of view in the area of Production Management (waste treatment and waste disposal plants), this operation involves changing from a territorial arrangement to an industry-segment arrangement, with consequent specialization of the management of the various types of plants. From a marketing point of view in the area of market management, this organizational arrangement assures dedicated and focused oversight of the unregulated market activities of waste management (special waste).

The finalization of important activity rationalization projects continues and, due to their technical, technological and management complexity, requires a long-term implementation phase. Specifically:

  • Rationalization of analysis laboratories: in the context of the implementation of the project, the plans to concentrate staff and assets into the facilities at Bologna, Ravenna and Forlė were concluded;
  • Centralization of remote control of fluids: following the realization 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.
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