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Human Resources and Organisation

Management structure

Human resources

At 30 June 2011, the Hera Group had 6,530 employees (consolidated companies), with the following breakdown by role: managers (128), middle managers (339), employees (3,356), and workers (2,707). This workforce was the result of the following changes: new recruits (+97*), leavers (-59), change in scope (+1**). The new hires in question were made essentially with a view to changing the employee mix by adding more qualified staff. There was an overall increase in the number of graduates compared with 2010, from 1,033 at 31 December 2010 (16% of all permanent employees) to 1,074 at 30 June 2011 (16.4% of all permanent employees).


The Hera model stands out from its peers in the multi-utility sector for its successful business and operational integration founded on a single holding company, which:

  • through Central Departments of structuring, support and control, ensures an integrated view of the Group and encourages synergies;
  • through General Management Departments and Central Business Sectors, directs and coordinates the different businesses.


The Hera operational model combines the business sector perspective with the operating unit/company perspective to enable:

  • a sharper focus on development and streamlining objectives;
  • an optimisation/concentration of assets, skills and specialist roles that can ensure a unified perspective;
  • a ‘balanced’ structure with regard to regulatory constraints on some activities (e.g. energy unbundling);
  • the retention of operational control in the region.


The Group’s organisational chart therefore displays the following features:

  • The following central departments report to the Chairman: Legal and Corporate Affairs; Information Services and Systems; External Relations and Investor Relations. The Development and Market Management Department and Herambiente S.p.A. also report to the Chairman.
  • The following central departments report to the CEO: Procurement and Contracts; Administration, Finance and Control; Personnel and Organisation; Quality, Safety and Environment; Corporate Social Responsibility. The CEO also oversees the Operations General Management Department, within which the Operating Sectors Department was created in 2010. The following departments report to this new department: Gas Distribution Sector; Electricity Distribution Sector; Waste Management Sector; Water Cycle Sector; and District Heating Sector. The seven Local Business Units and the Large Plants Engineering Department also report to the Operations General Management.
  • The Vice-Chairman oversees the Internal Auditing Department


There have been several organisational changes (effective from 1 July 2011) within the Development and Market General Management Department, particularly at Hera Comm, relating to marketing and indirect sales processes. These are aimed at ensuring a sharper focus on analysing profit for commercial development, on identifying opportunities in the market and on helping business units to reach their sales targets.

The process-analysis and -optimisation programme continued at Herambiente S.p.A., involving application of the Lean Organisation method.

With reference to the Central Departments and their respective governance and support processes, efforts continue in an attempt to find the best balance between process governance and internal client orientation and to make process integration more efficient.

The project to update information systems following the transformation of the Local Operating Companies into Business Units (the DESOT Project) has been completed.

The process-analysis and -optimisation programme continued at the Administration, Finance and Control Central Department through application of the Lean Organisation method, pertaining in particular to certain administrative-accounting and credit-management processes. In addition, it is important to note that Credit Management and Finance teams have been reorganized with a view to further strengthening organisational control of these areas across the Group.

Also Quality, Safety and Environment Department  structure (pertaining in particular to QSE Coordination and Protection- and Prevention-Service Coordination), has been reorganized in order to consolidate the organisational changes and the centralisation process beginning in late 2009.

The process-analysis and optimisation programme continued at the Operations General Management Department, involving application of the Lean Organisation method.

Lastly, the centralisation of fluid remote control was completed on schedule.

(*) includes 11 employees added to Hera Luce (in relation to the tender process in the Bologna area) who left the group with effect from 1 July 2011

(**) Enomondo