Sustainability report 2007 - Il Gruppo Hera

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What is the balanced scorecard? The balanced scorecard is a strategic control system. It can be aligned to the employee bonus system, and is based on the practice of forging links between strategy and day-today corporate management processes. It was devised in the early 1990’s by the American academics, R. Kaplan and D. Norton. It has generated an immense following among leading corporations in the USA and is now being taken up by major European players. The strategic map of the Hera Group is a summary of the objectives of the industrial plan and the commitments to stakeholders set forth in the Sustainability Report. The strategy map of the Group highlights 25 strategic objectives for increasing the value of the company over the long term. To achieve these strategic objectives, 47 priority projects were selected during the budgeting process. These were assigned to members of the Executive Committee, and are monitored on a quarterly basis. Of these project, 4 fell within the strategic macro-area of “Involvement of personnel, professional development, dialogue with stakeholders”, 4 within the strategic macro-area of “Completion of organisational integration and software development”, 9 within “Development of plants, raw materials and complementary business activities”, 9 within “Commercial tariff policy development”, 11 projects within “Improvement of quality, environmental impact and company image”, and 10 projects within “Efficiency and rationalisation”. All of the projects planned within the balanced scorecard system are assigned to a manager and inserted into the bonus system for Group executives and managers. Approximately 50% of the variable remuneration of senior management of the Hera Group is linked to the completion of the projects planned in the balanced scorecard system (the remaining 50% is linked to respect of budget objectives and compliance with specific organisational behaviours). In 2007, the project-objective of sustainability (improvement in quality, environmental impact, image and involvement of stakeholders) accounted for a total of approximately 15% of the variable remuneration of Group executives. 18
Strategic map of the Hera Group Economic and financial viewpoint Optimisation and efficient use of assets Increase corporate worth in the long term Synergic relations and economies of scale Increased profitability Customer viewpoint Higher quality and reliability performance Tariff policy sustainability Acquiring customers Customer loyalty-building Diversified range of propositions Upgrading corporate image Internal progress viewpoint Reduction of costs and optimisation of needs Development of plants and procurement CRM and comm. development/m ktg Development of complementary business activities Area coverage Innovation Reduction of environmenta limpacts Involvement of, and dialogue with, stakeholders Training and development viewpoint Consolidating software development Communication with, and engagement of workforce Development of plants, raw materials and complementary business activities Commercial and tariff policy development Career advancement and efficient use of workforce Alignment with the code of ethics principles Improvement in quality, environmental impact and corporate image Involvement of personnel, 58professional Sense of belonging and corporate culture Teamwork Consolidation of organisational integration Efficiency and rationalisation Consolidation of organisational and software integration Alignment and focus on strategy The strategic objectives which have the greatest impact on sustainability are: • Reducing environmental impact. Minimizing the direct and indirect environmental impact of corporate activities to safeguard the natural environment on behalf of future generations. Developing renewable energy and similar sources (triple production by 2010), reducing the use of landfills (15% of waste in landfills by 2010), further developing separate-waste collection (50% by 2010), containing atmospheric emissions (waste-to-energy plant emissions equal to 25% of the legally established limits). • Increasing quality and reliability. Improving customers satisfaction with services provided. Investing in order to improve the quality of relations with customers and the local areas. Further improving the commercial quality standards in the gas and electricity services and call center waiting times (30 seconds within 2008) and at branches (20 minutes within 2010). Further increasing gas service safety: Increasing the percentage rate of emergency call response times within 60 minutes, and reaching, by 2010, the levels established by the AEEG for inspections of the gas network. Improving the customer satisfaction index (>70 by 2010). • Engagement of and dialogue with stakeholders. Further developing the model of a business capable of reaching a sustainable balance of the interest of various stakeholders, in order to improve competitiveness over the long term. Further developing tools and procedures for dialogue with and listening to stakeholder expectations (yearly customer satisfaction surveys, implement periodic meetings in the Rimini Residential Advisory Board (RAB), focus groups). • Communication and workforce involvement. Implementing systematic instruments and procedures for dialogue with the workforce and adopting the consequent corrective actions (internal climate surveys, improvement groups, focus groups). Reaching an internal climate index of 60 by 2010. 19
Page 1 and 2: sustainability report 2007 “the f
Page 3 and 4: Communication .....................
Page 5 and 6: Letter from the Managing Director H
Page 7 and 8: Hera is a member of Impronta Etica,
Page 9 and 10: contrast to the previous Sustainabi
Page 11 and 12: About us Hera today Hera is one of
Page 13 and 14: Hera owns 73 disposal plants. Hera,
Page 15 and 16: Revision of the Mission and Charter
Page 17: Managing sustainability Corporate s
Page 21 and 22: From strategy to daily management:
Page 23 and 24: The instruments of governance Corpo
Page 25 and 26: Name and Office Position Appointed
Page 27 and 28: The operation involved the insertio
Page 29 and 30: Since 2006, the Internal Auditing D
Page 31 and 32: The Quality, Safety and Environment
Page 33 and 34: Dialogue with stakeholders Mapping
Page 35 and 36: Stak ehol ders Public administratio
Page 37 and 38: Role in Hera Summary of results…
Page 39 and 40: Hera Bologna (warehouse dept) Hera
Page 41 and 42: Assessment of overall satisfaction
Page 43 and 44: co-marketing, events, and communica
Page 45 and 46: from the name in dialect of the Bur
Page 47 and 48: Dialogue on the Sustainability Repo
Page 49 and 50: Results and Value added This sectio
Page 51 and 52: The net capital employed in 2007 in
Page 53 and 54: Financial statement ratios 2005* 20
Page 55 and 56: million) and amortization of area i
Page 57 and 58: Workforce In 2007, Hera's workforce
Page 59 and 60: Workforce numbers (average) 100% 4,
Page 61 and 62: Average age and average years of se
Page 63 and 64: Turnover rate for open-ended contra
Page 65 and 66: Part-time arrangements, as regulate
Page 67 and 68: Total training hours per area (hour
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Total training cost per area thousa
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competing for the Sodalitas Social
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Relation between senior management
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Yield by pension fund (balanced sub
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The tables containing the frequency
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doctors’ visits or therapy, inclu
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illustrate the Industrial Plan. Fol
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customers, which are also given the
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Companies, taking into account spec
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Tariffs and billing Hera manages re
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The gas bill Euro 2004-05 2005-06 2
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The water services bill Euro 2005 2
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costs (including disposal costs) wh
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managed by Hera, 67 municipalities
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over the areas managed, while recog
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of the Emilia Romagna Region: analy
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carry out constant checks on the st
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• pilot application at the only r
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Safety downstream of the meter Reso
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Survey on call center quality In 20
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Shareholders Hera’s shareholder s
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In the last three years, the percen
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Distribution of dividends Distribut
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Despite the fact that the capital g
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Hera in 6th place in the Hallvarsso
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Net financial indebtedness (in mill
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Breakdown Pool of suppliers (No.) 2
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With regard to the electricity mark
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Value of supplies (breakdown by geo
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Public procedure tenders for contra
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Tax Compliance Certificate (DURC) W
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Public Administration Objectives an
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A growing part of the activities ai
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The project’s objective is to cre
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domenica papà” (It’s Sunday, D
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Local Communities Hera intends to t
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ABB; Emma Marcegaglia, Managing Dir
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Our turn! For the fourth consecutiv
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Hera news items (local press review
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Environmental regulations and compe
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chapter). It contributes to researc
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• Start up the plant for the trea
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• the recovery of energy from was
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Electricity produced (gross) (MWh)
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(MWh) 2005 2006 2007 Tre Monti Imol
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Total energy produced 100,0% 32.0%
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Energy efficiency initiatives in pa
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District heating data 2005 2006 200
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New water system in Modena for mult
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and the related amounts introduced
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Compliance of treated water with le
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For the 27 largest treatment plants
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Atmospheric emissions generated by
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limits. The example of dioxines and
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Waste-to-energy emissions on-line S
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The use of low environmental impact
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entirely on just the biomass, gener
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including two in the Marche area an
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The portion of municipal waste coll
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Separate waste collection at Modena
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Waste disposal Waste treatment acti
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• Forlì plant: the plant has alm
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Main wastes produced by Hera (t) 20
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Appendices 195
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The processes, policies, habitual p
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Toe Tonne of oil equivalent. Conven
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Compliance statement
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Hera eco-tips This detachable page
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