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Internal climate survey

The internal climate survey is a fundamental instrument in the ongoing process of improvement, involvement and enhancement of the workforce, which are two of the operational principles set forth in the Hera Group Charter of Values. It began being applied in the Hera Group in 2005 and is carried out every two years to facilitate the implementation and consolidation of the actions for improvement.
The analysis of the survey results from 2009 led to the definition of 15 improvement actions. These actions were assigned to a person in charge and monitored on a quarterly basis using the balanced scorecard. Of the 15 actions planned, thirteen were fully carried out in 2010-2011, while two are expected to be fully implemented by the end of 2012.

Progress to 31 December 2011 of the improvement actions launched as a result of the 2009 internal climate survey
Role in Hera
Improvement actionsThe situation as at 31 December 2011
To further consolidate the Scuola dei Mestieri by completing the projects begun in 2009 and assessing the activation of new workshops.The projects begun in 2009 (regarding remote control and the electricity grids) were completed, and the new Knowledge Management workshops in Hera Trading and in customer management were activated and completed. The thirteenth notebook called “Training courses for employees who manage and maintain networks and electric stations” was published.
To further develop the Apprenticeship Communities in the customer management area as a method for organisational integration and sharing of knowledge.A project was created to revise operating instructions: a pilot group of Hera Comm back office experts was formed, which defined the methodological layout and rewriting of content through a dedicated online forum, and a wiki environment was created to publish the new operating instructions. The project should be completed at the end of 2012.
To review the methods applied for the realisation of the top management roadshow in the local areas and the managers/middle managers convention.In 2011, the senior management roadshow in the local areas and the manager/executive conventions were carried out using the new procedures rolled out in 2010 (more effective presentation of topics discussed and more attention to the design of the locations where meetings are held).
First level managers to carry out top down periodic communication meetings with the personnel belonging to their organisational units on specific issues.Periodic internal communication meetings were held using various operating procedures in all organisational units, generally every quarter, on specific topics such as economic trends and investments, actions were implemented with attention to focus on the customer, TOS index trends and the performance bonus, objectives/actions for balanced scorecard projects. The Passaparola (“word of mouth”) project was launched in the TOSs in the fourth quarter of 2011, based on experience gained in Modena.
To realise initiatives aimed at making employees aware of the global economic value of their remuneration, with particular attention to non–monetary aspects and considering the current economic framework.The topic was discussed in house organ articles regarding the new Group Supplementary Collective Labour Agreement, the commercial offerings to employees, the CiboAmico initiative, the Top Employers award and the Hera Group leadership model.
Implement communication initiatives directed to employees on the renewal of employment contracts used in the Hera Group and the new collective labour agreement, the performance bonus indicators and the criteria for determination of the latter.The initiative involved the publication in 2010 of articles in the house organ regarding the renewal of the electricity sector National Collective Labour Agreement and the regular posting of new National Collective Labour Agreements and union agreements on the company intranet. All employees concerned received a copy of the Federambiente National Collective Labour Agreement. A document with a summary description of the performance bonus indices and objectives is published annually on the company intranet.
Improvement actionsThe situation as at 31 December 2011
To further improve and enhance the internal services (e.g., helpdesk, maintenance requests).In 2011, office and canteen maintenance service levels were punctually monitored. Maintenance ticket management and premises management procedures were revised. Articles on those innovations were published in the house organ. Ticket management monitoring began at the helpdesk, after which new targets will be defined.
To carry out an in-depth survey on the perceived quality of internal services.In the first half of 2011, a questionnaire was issued to a sample of approximately 10% of the company population: based on the results, disclosed in house organ articles, thirteen improvement actions were defined. Nine of the thirteen actions were carried out by the end of 2011.
To carry out communication initiatives on restructuring of the premises.In the first half of 2011, articles were published in the house organ and news was posted on the company intranet/VideoHera regarding the opening of new priority customer branches in Vignola, Casalecchio di Reno, San Giovanni in Persiceto and Cesenatico. The planned transfers of personnel to the renovated buildings within the Bologna site were completed, and there was a dedicated article on this event in the July 2011 house organ.
Immediate superiors
Improvement actionsThe situation as at 31 December 2011
Ensure continuity in the training initiatives which develop managerial skills for managers, middle managers and supervisors in charge of organisational units and personnel.A new edition of the “Regulation and markets in public utility services” course was held in collaboration with the Alma Mater Foundation. The second edition of the “Managerial skills and development” course was also held in collaboration with the Alma Graduate School. The Group leadership model was presented at the managers and middle managers convention in October 2010, training workshops on the Model were held at the beginning of 2011 and specific initiatives took place throughout 2011.
Corporate culture
Improvement actionsThe situation as at 31 December 2011
To carry out Improvement Groups in the structures that are mostly affected by the organisational and corporate changes and proceed with the monitoring and feedback activities on the implementation of approved proposals.Three Improvement Groups were carried out: one on the topic of accidents and “near-accidents” in Herambiente, one on the analysis of near accidents at the Forlì-Cesena TOS and one on the management of gas, water and district heating meter controls at the Bologna TOS. Monitoring was implemented and the relative reports were drawn up.
To verify and update the Code of Ethics with the involvement of the stakeholders, thus concluding the three year experimentation period.In 2010, interviews were conducted with the DCPO and DCAA Directors and with the Hera Comm Chief Executive Officer and 4 focus groups were formed with employees, after which the Workgroup approved the proposal to update the Code of Ethics, discussed and approved by the Board of Directors on 26 January 2011, together with the dissemination and communication plan. In 2011, seven editions of AlfabEtico were provided for new hires.
To carry out top down initiatives aimed at developing and disseminating a culture of security with the involvement of all the employees and reducing the “work-related stress” factor.At the end of 2011, the planning of top down training on the culture of safety was completed, and the training will be held for all Group employees in 2012. The scientific study on “work-related stress”, which is part of the “A year for safety in the Hera Group” project and was carried out at the Ferrara TOS BU, was completed at the beginning of 2012.
To carry out initiatives that aim to develop in employees an understanding of the level of customer satisfaction regarding Hera services.Articles were published in the March 2011 house organ on the residential customer satisfaction survey results, which were also presented in March 2011 during meetings with the senior management.
To realize specific communication initiatives aimed at the environmental impacts of the initiatives carried out by the Hera Group (energy savings, Hera2O, separated waste collection, etc.).

Six articles on various initiatives were published in the house organ.

Two interview videos were posted on the company intranet on renewable energies and on the Sustainability report 2010.

News concerning various initiatives was posted on the company intranet.

Two articles and eight briefs regarding various initiatives were published on VedoHera.

The fourth internal climate survey
The fourth internal climate survey was carried out on schedule in 2011: 6,153 anonymous questionnaires were handed out to workers. A very high number of surveys, 3,906, were filled out and received (63%), which is 6 percentage points higher than the 2009 survey, 17 points higher than in 2007 and 15 more than the first survey in 2005.
The overall satisfaction index, composed of several elements relating to personnel satisfaction and motivation, totalled 64 points, compared to 58 in 2009, 53 in 2007 and 50 in 2005. The increase is quite significant, and for the first time it has surpassed the "attention threshold" (60) defined by the external company that handled the survey.
The major improvements are noted insofar as proximity to customers, change, listening and organisation. The most significant improvements in the satisfaction index were recorded for workers in Ferrara (+7), Forlì-Cesena (+9) and Modena (+4). The gap between the satisfaction surveyed through the customer satisfaction surveys and that perceived by the personnel is 9 points, but in any case has decreased compared to 17 points in 2009.
The increased participation and satisfaction involved all positions except for managers, who in any case maintain a very high satisfaction index (77). All positions surpassed the threshold of 60. These are the tangible signs of the positive improvement actions defined and implemented survey after survey.

The methodology used for the employee satisfaction survey

The internal climate survey is conducted while ensuring the respondents' complete anonymity: the questionnaire is delivered in a pay slip envelope to all employees and returned in a self-addressed sealed envelope within one month (starting this year, the survey may also be filled out online). It has been designed to verify the extent to which the improvements made following the previous survey are appreciated by the personnel, generating actual satisfaction and greater involvement in daily work.
The assessments of the results are expressed in numerical scales, with thresholds corresponding to the various levels of satisfaction: under 50 points indicates insufficiency, up to 60 indicates a "minimal" satisfaction area, between 60 and 70 indicates a good level of satisfaction and above 70 indicates "very satisfied".

Employee satisfaction indices
Hera's image with employees

Finally, the 2011 survey once again provided concrete points for which new improvement actions can be defined, which were distributed to the entire workforce together with the results of the survey with the House Organ of February 2012. As usual, these actions were assigned to a person in charge and will monitored, also by using the balanced scorecard.
Analysis of the results produced points for reflection which led to the identification of 22 additional internal climate improvement actions to be carried out in the next two years, which will be carefully monitored.

Role in Hera
Summary of results…… new actions
Il ruolo in azienda - risultati in sisntesi
  • To define an action plan concerning the generation gap (e.g., reciprocal tutoring between employees belonging to different targets due to role and seniority).
  • To favour a work-life balance through initiatives intended to train and prepare specific materials and tools to manage long absences, and to favour a rapid re-entry to work. Extension of agreements with crèches to the areas of Ferrara, Modena, Rimini and Forlì.
  • To disseminate culture and best practices for the effective and efficient organisation of meetings, also through training courses.
  • To provide visibility to operative roles (through internal communication tools).
  • To optimise Hera's compensation policies.
Summary of results…… new actions
Il ruolo in azienda - risultati in sisntesi
  • To provide continuity to the "Passaparola" ("word of mouth") project, also aimed at more and timely sharing of company projects and initiatives, and its extension to other Group areas.
  • To provide continuity to actions begun as part of the "A year for safety" project.
  • To provide continuity to actions undertaken for employees to increase their awareness of opportunities linked to knowledge of the labour agreement, the performance bonus and calculation criteria.
  • To control and if necessary update internal communication tools.
  • To favour more involvement from all structures in internal communication initiatives.
  • To provide continuity to internal services improvement actions (Facility and information systems).
Immediate superiors
Summary of results…… new actions
 Il ruolo in azienda - risultati in sisntesi
  • To define training and development projects to improve interpersonal communication and trust in the manager/associate relationship, with a particular focus on middle management.
  • To hold the fourth Exemplary Leadership seminar, set forth in the Leadership Model activity plan. To define actions for further development and dissemination in 2012-13.
  • To extend the "Focal Point" project carried out in Bologna to other TOSs (identifying co-workers who, with proper training, can support other co-workers in the use of Microsoft Office applications).
Corporate culture
Summary of results…… new actions
Il ruolo in azienda - risultati in sisntesi
  • To provide visibility to internal climate and customer satisfaction survey results.
  • To carry out a training initiative on the sustainability results achieved by the Group (Alfabetico model).
  • "10 years" project, to celebrate our birthday.
  • Hera for you: assess information activities on topics related to health/medical check-up conventions.
  • Hera and solidarity: develop the new dedicated section of the company intranet and strengthen the VolontariHeraPer initiative.
  • To provide visibility to projects related to the appreciation of differences.
  • To create awareness raising actions regarding the process for obtaining the SA 8000 certification.
  • To assess a feasibility study on the activation of resources for employees and/or their relatives (for example, summer camps).