WORKFORCE INVOLVEMENT
Workforce involvement took the form of six focus groups with white-collar and blue-collar workers, branch operators and call center staff.
The white-collar and blue-collar worker focus groups were conducted with a view to collecting information for our Hera mission and values review process, while also seeking critical points/openings.
The results generated by these focus groups highlight a strong sense of identity among Hera workers, hence some criticism of progressive outsourcing of certain services. The array of skills and know-how amassed by Hera and its human resources provides a competitive edge to be invested in. This is why it is urged that human resources be more efficiently managed via reviewed career paths that reflect the development of personal qualities among staff members.
With regard to training, we note corporate commitment to various courses, over and above the mandatory courses. Further efforts along these lines are recommended, impacting the resources allocated for training and entailing adjustments for training programmes (which do not always target real workforce needs).
With regard to communication, on the one hand we note considerable efforts for the provision of information channels shared by the entire workforce (House Organ, Intranet Portal, Video Hera), but on the other we note certain internal communication shortfalls.
The call center and branch operator focus groups provided an opportunity for in-depth study of the problems encountered by operators in carrying out their tasks and in managing customer relations. The growth of Hera has led to an increase both in the number and in the complexity of requests made by customers.
One of the main issues raised concerns reorganisation of the customer care service, which led to segmentation of the customer response process, with each operator assigned a single action. This new approach is still at the running in stage and is generating a number of service shortfalls due to the number of steps required by items of information during the decision-making process.
Furthermore, the new information systems have not yet reached an optimal level of functionality and create difficulties for operators.
INVOLVEMENT OF OTHER STAKEHOLDER CLASSES : customers, suppliers, shareholders, public administration, consumer and environmental groups and trade associations
Over and above the workforce actions, 37 interviews were conducted with corporate stakeholder representatives, and a focus group of the main suppliers was set up. The results of these actions are outlined below, according to a breakdown on the basis of the three main aspects considered: local community relations, communication, and environmental sustainability policies.
HERA AND LOCAL COMMUNITIESThe services provided by Hera are generally considered in a positive light. A number of points of excellences are noted with regard to service quality, and a number of critical points are also noted, regarding, above all, management of information received from customers and the new billing procedure. Compared with the past, when the presence of many municipal companies ensured closer ties with local communities, relations with Hera are seen as "impersonal". This is the result of the inevitable changes inhering in the decision to create a single enterprise.
It is therefore hoped that Local Operating Companies will be granted greater independence. As to public relations, we note that where a Hera branch has been opened at the municipal URP (public relations office) responses to the single enterprise project have been less problematic since perceptions of services do no change dramatically on comparison with the previous track record.
HERA AND COMMUNICATION
Hera manages many communication channels with its stakeholders. Assessments of these channels will vary according to the instrument under consideration. Relations with municipalities are highly consolidated and are well-structured, but some communication shortfalls are noted as far as communication with environmental authorities (ATO) is concerned. These shortfalls are mainly due to the lack of a reporting and information handling standard. As for relations with trade associations, we also note that there is some confusion as to the right people to contact during management of relations with companies. On a more general plane, it has been suggested that campaigns should be more proactive and that they should highlight the skills and know-how of a company like Hera. The Sustainability Report was considered a valid reporting instrument and that it could develop even into an instrument for effectively promoting not only dialogue with stakeholders but also consolidating our links with local communities.
HERA AND ENVIRONMENTAL SUSTAINABILITY
Stakeholders do not have a clear idea of Hera's environmental strategy. These stakeholders want to see concrete sustainability policies that tackle two issues: on the one hand, reducing the environmental impacts of corporate activities; on the other, fostering policies based on provisions of safeguards for, and efficient exploitation of, natural resources with local reinvestment of a portion of the income. Stakeholders also stress the role of innovation as a necessary link in harmonising profit and respect for the environment. As opposed to most markets, Hera's main aim is not just increasing sales since it must also bear in mind the question of scarcity of natural resources, without which production is impossible. The key factor of harmonization of economic and environmental sustainability is innovation. Hera has already shown it is a player in this field with its pilot projects for experimentation in the sector of resource-saving technologies. However, it is vital that such activities be used to best advantage via application of trial results to the entire area.