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

Human Resources and Organisation

Human Resources

At 31 December 2007 the Hera Group had 6,114 employees (consolidated companies), with the following breakdown by role: managers (109), middle managers (286), employees (2,700), and workers (3,019). This workforce was the result of the following changes: new recruits (114), leavers (227). It should also be noted that hiring was essentially aimed at changing the employee mix by increasing the number of qualified staff. Lastly, there was an overall increase in the number of employees with university degrees of 34 units as compared to 2006 (from 621 units, or 10% of total indefinite-term employees, to 655 units, or 11%).


Sat’s integration in Hera came to a conclusion in 2007, with operations commencing on 1 January 2008. The integration will allow Hera to extend its services to 6 municipalities previously under Sat management, i.e. gas, water and municipal hygiene, exploiting the synergies coming out of the merger.

Approximately  200 resources were added with this operation. They are divided between the Hera Modena territorial company, particularly for the technical-operational management of the services in the area, and the holding company as far as IT services and fleet management is concerned.

Extension of the implementation of the Sap-Isu IT system was completed in the first half of 2007 together with the consequent integration of the customer processes, management of the works and the billing in the last two remaining areas, namely Modena and Ferrara.

Moreover, important activity rationalization projects are being finalised and, due to their technical, technological and management complexity require a long-term implementation phase. Specifically:

  • rationalization of laboratory analysis: this involves the centralisation of the analysis activities, presently decentralized throughout the territory, within three laboratories with specializations in: water, sludge and atmospheric emissions and special waste;
  • remote-control centralization: this involves creating a single remote control centre for all of the Hera Group’s fluid networks (water cycle, gas, and district heating) at the Forlì plant (scheduled during the early months of 2008), and managing the remote control of electricity grids in the Modena centre.


Consistent with the implementation of a single remote control centre for the fluid networks, in October 2007 the new on-call service model for the fluid networks was shared and approved by the Coordination Committee of the Territorial Operative Companies. It will actually be implemented in the territories during 2008.

During 2007, with the aim of improving the effectiveness and efficiency of the Group's procurement processes, a project was implemented for the introduction of an e-procurement system whose issuing stage was planned for 2008.

Furthermore, the business unit called Consumption Control, part of the Services Division, was centrally set up in 2007 with the aim of guaranteeing direct control over the management and governance of the consumption control process.

Lastly, with the aim of guaranteeing the supervision and integrated formulation of the Quality, Safety and Environment System, in line with the organizational development of the Hera Group, in the first months of 2007 the integration of the Quality, Safety and Environment Division within the Head Office Personnel and Organisation Division was completed.