Capitalising on human resources and communication

The boundaries

The information and data presented in the section Capitalising on human resources and communication concerns: Acea SpA, Acea Distribuzione, Acea Illuminazione Pubblica, Acea Reti e Servizi Energetici, Acea Ato 2, Acea Ato 5, LaboratoRI, Acea8cento, Acea Energia holding, Acea Energia e Acea Produzione.

The human capital expressed by the know-how and expertise of the individuals is a fundamental company asset, therefore, identifying the objectives to be achieved and agreeing on the formalities by means of which to achieve them means increasing the value of the Acea Group. The plans for developing and capitalizing on individuals are defined by means of a system for the assignment of objectives that comply with corporate policies. 

The new Human Resources Management System,implemented in 2012, represents an important instrument available to the Group for enhancing the performances thereof. (see related box).

Box- The new Human Resources Management System: the Leadership Model

The new Human Resources Management System has been conceived with the aim of increasing the ability to excel in performances by means of creating a new Group culture.

The heart of the new management system is the Group Leadership Model which describes the key elements necessary for interpreting as fully as possible the mission, the Acea values and the skills which the manager must have and develop to make the most of the human capital.

This model underlies all the processes which regulate the life cycle of the employee - selection, performance management, training, career plans, compensation and meritocratic plans etc. - and is based on two macro-areas of values: the first area is linked to the values necessary for guiding the Business/Change - Love competition; Think outside the box; Achieve results and make things happen; Act rapidly, decisively and promptly; Simplify -, the second is linked to the fundamental values guiding the Individuals - Guide the individuals acknowledging them the ability to act; Accept your responsibilities, Further the value of responsibility; Generate optimism knowing how to recognise success; Create highly performing teams, knowing how to recognise talent; Share information transparently. The two macro-areas find a connection with the transversal conduct which furthers equity and accountability.

Each manager is required to investment in themselves, so as to grow, develop, act and further the conduct which characterises the Leadership Model: the sharing of a common culture is in fact the first driving force for a change which generates value for the Group.

During 2012, the new Leadership Model was established and a structured training plan created addressing top management, executives and middle managers (see Training and the development of the human resources).

In 2013, the project will be continued with the layout and creation of a new plan of targeted activities and initiatives.

Furthermore, during the year a system for gauging the organisational positions was launched, a different way of looking at the Group staff organisation chart, which will make it possible to recognise the effective contribution of the individuals, within their in-house positions, towards to the creation of business results; it will accompany the new Human Resources Management System permitting a more complete and effective management of the human resources in the development processes, in the remuneration and meritocratic policy, in internal mobility, etc.. 

In order to more effectively oversee the infragroup lay-off dynamics and the correct allocation of the resources on the basis of the business requirements and in observance of the professional skills of the employee, during 2012 the collation of the updated resumes of the employees was launched, by means of centralised databases; during the initial phase, the updating involved the Group’s executives and middle managers.

Remuneration 

Employees’ salaries (excluding executives and top management)  are established in accordance with the related National Collective Labour Agreements. Average gross remuneration per head by role disbursed during 2012  disclosed increases when compared with 2011, for all the categories: 5.9% for middle managers, 1% for blue-collars, and 3.3% for white-collars. 

Total average gross remuneration per head came to Euro 40.1 thousand, compared with Euro 39.1 thousand in 2011 (+2.6%); also including the executives, it comes to Euro 42.6 thousand.

Table No. 62 – Average gross remuneration by role (2011-2012)

(in thousands of Euro) Middle management % change White-collar workers % change Blue-collar workers % change Total % change
2011 63.4 5.9% 37.8 1% 35.8 3.3% 39.1 2.6%
2012 67.2 38.2 37 40.1

Analysing the ratio between “basic salary” and gross effective remuneration in this type of perspective - in other words considering the presence of “fixed” elements and “additional” elements in the calculation of the total amount of the salary – it is revealed that in 2012 this ratio was equal to 91.8% for female staff and 79.5% for male staff.The difference between the two values can be explained by the fact that the activities remunerated by a higher additional amount, such as on-call, shift work, allowances, overtime, are often covered spontaneously by male workers (for example: work carried out by operational emergency service engineers who work 24 hour shifts).

 The remuneration of the members of the Board of Directors is established by the shareholders’ meeting while the additional fee for the members of the Committees established within the Board of Directors is established by said Board upon the proposal of the Appointments and Remuneration Committee and having consulted the Board of Statutory Auditors. So far, a significant part of the remuneration of the executive directors and executives with strategic responsibilities is linked to the economic results achieved by the company. Furthermore, a long-term monetary incentive is in place, relating to the three-year period 2010-2012, for the Chief Executive Officer and senior management of the company, with reference to the Total Shareholder Return and the appreciation of the value of Acea stock with respect to a basket of comparable companies.

The fees received by the individual members of the management and audit bodies, by the general manager and by the executives with strategic responsibilities of Acea SpA are illustrated in the Remuneration Report84.

Incentive systems    

The incentive system applied within Acea aims to pay employees (white- and blue-collar workers) an amount according to the achievement of quality business performances. Accordingly, tools linked to the salary review policy, for the set and/or variable elements in salaries are used: raises, promotions and professional growth, payment of ad personam monetary amounts, such as one-off payments.

For all the staff in service qualified as middle management, white and blue-collar, also under a part-time, temporary, induction or apprenticeship contract, a bonus system is envisaged as a tool for sharing in the company results under the form of a “results bonus”, paid annually according to the grade and hours worked throughout the year. This payment is calculated based on indicators concerning profitability, productivity, efficiency and quality delivered and perceived (in fact, an indicator regarding the level of customer satisfaction is also taken into account).

Specifically, with reference to Acea8cento, the Group company which sees to the customer relations telephone channels, the quality indicators provided which derive from the surveys carried out using the mystery caller technique, in other words by means of the simulation of telephone calls by customers to the Acea call centre, are used for the purpose of developing the objectives achieved by the call centre by means of a bonus system.

84 The Remuneration Report, which is independent, is available on-line on the company website.

During 2012, within the sphere of the new Human Resources Management System, the guidelines were defined for the meritocratic policy along with the Management By Objectives (MBO) system based on the development of the human resources on a consistent basis with the achievement of the assigned objectives, the assessment of the individual performance and the distinct skills.

The new MBO system focuses on the overall assessment of the individual: the objectives, on final balance, are the result of the performance achieved and the conduct adopted for achievement of the same, expressed by a map of values defined in the Leadership Model.

In detail, the bonus system adopted for executive and middle-management, as well as top management, involves:

  • MBO (Management By Objectives): this variable payment is calculated in proportion to the extent to which individual, corporate (company or sector) and Group targets set at the beginning of the year are reached, including assessment of organisational conduct. The joint interpretation of the assessment of the performance and the leadership leads, for each resource considered, to the positioning within the assessment scheme. In order to ensure a standardisation of the assessment criteria, the positionings in the scheme of the individuals assessed are reviewed at Group Division/Company/Area level by means of a calibration mechanism. For the disbursement of the effective bonus, the mechanism associated with the MBO envisages a system of “access gateways” represented by the Group objectives: the achievement or otherwise of these objectives will affect the remuneration to a different extent depending on the organisational level of the resource assessed.
  • 2010-2012 LTIP (Long Term Incentive Plan): a monetary incentive for Senior Management, commensurate to the gross annual remuneration (RAL) and subordinate to the level of achievement of economic-financial objectives established by the Appointments and Remuneration Committee and those linked to the appreciation of the stock on the stock market and the consequent increase in the Group’s value over time. The amount may be disbursed in addition to the incentive linked to the MBO.

A number of benefits are also envisaged, such as additional monthly wages, luncheon vouchers, a discount on the electricity tariff (for just employees taken on before 9 July 1996, benefits received by employees via the Staff Recreational Association (CRA), supplementary health insurance, a supplementary pension fund for this sector - Pegaso Fund for employees and Previndai Fund for executives - and an agreement with the Monte dei Paschi di Siena Bank which envisages concessionary conditions. There are also additional benefits for executives, such as the use of a company car and fuel expenses.

With the introduction of the new system for gauging and assessing the organisational positions, launched in 2012, the bonus system was structured in such a way as to ensure the correct balancing between fixed-remuneration and the organisational position covered by the resource in the Group.

As of 31 December 2012 the amount of the balance sheet liabilities for employee leaving indemnities and other defined-benefit plans amounted to Euro 105.3 million, presenting an increase of Euro 500.000 million with respect to 2011. Among the components, in detail, there was a drop in the leaving indemnity of around Euro 900,000, due to the leavers under voluntary lay-off from Acea Ato 2 and Acea Distribuzione progressively being depleted, and the higher additional monthly amounts, for Euro 500,000, for the re-inclusion within Acea of employees previously placed with the business segment rented to the company Marco Polo.

Defined-contribution pension funds   

Two supplementary pension funds are envisaged for Acea employees, Previndai and Pegaso, the first reserved for executives and the second for non-executive human resources employed under the CCNLs signed by Confservizi for public utility service companies (electricity and gas-water).

The Pegaso Fund is jointly managed by Federutility - the national organisation representing local public service companies who operate in the water, electricity and gas sectors - and by the workers’ trade union associations Filcem-Cgil, Femca, Flaei-Cisl, Uilcem-Uil which established the same.

Group employees85enrolled in the Pegaso Fund in 2012 numbered 2,536. The figure is lower than that in 2011 (3,109) since in the previous year the boundaries also included the employees of Gdf Suez, no longer in the Acea Group, and the employees of Umbra Acque, today managed autonomously with regard to Pegaso.

Boundaries being the same (2012/2011), there was an overall decrease of 194 members, involving a significant reduction in Acea Distribuzione (- 63 positions) and Acea Ato 2 (- 77 positions) as a consequence of the exit of staff (retirement, lay-offs and redundancies).

During 2012, Acea transferred around Euro 4.2 million in employee leaving indemnities to the Pegaso fund and paid over Euro 1.21 million as a supplementary company contribution.

As from this year, for the purpose of providing more in-depth information, Acea employees who are members of Pegaso are presented separately by gender, age bracket and professional grade (see tables No. 63 and 64). Thus, a different percentage in male and female enrolment in the Fund is revealed, respectively 80% and 20%. By contrast, comparing the members with the entire number of Acea employees (see table No.  57), one can note a greater participation in the Pegaso Fund by workers between 40 and 55 years of age, with a percentage of members which varies between 55% and 60%.

Table No. 63 – Acea’s employees - PEGASO: gender and age bracket (2012)

  Men Women Total
≤ 25 years 6 2 8
> 25 years and ≤ 30 years 60 17 77
> 30 years and ≤ 35 years 129 44 173
> 35 years and ≤ 40 years 210 46 256
> 40 years and ≤ 45 years 368 122 490
> 45 years and ≤ 50 years 447 99 546
> 50 years and≤ 55 years 397 115 512
> 55 years and ≤  60 years 362 64 426
>61 years 42 6 48
Total 2,021 515 2,536

Table No. 64 – Acea’s employees - PEGASO: Grade (2012)

White-collar workers 1,539
Blue-collar workers 776
Middle management 221
Total 2,536

The net assets of the Pegaso fund intended for benefits reached Euro 567 million in 2012 (Euro 470 million in 2011), an increase of 20%.The Balanced and Dynamic segments closed positively at 0.38% and 0.57%, respectively, while the Guaranteed segment disclosed an insignificant decrease (- 0.02%). The return on leaving indemnities (TFR), used as a benchmark, came to 0.30% in 2012.

Table No. 65– Return on the value of the units of the Pegaso segments and the employee leaving indemnity as of 31 December 2012

Type of investment Pegaso fund segment return Leaving indemnity return
Guaranteed -0.02% 0.30%
Balanced 0.38%
Dynamic 0.57%
Source: 2012 Pegaso figures

85 The figure refers to employees of the companies: Acea SpA (which also includes the human resources of the company Marco Polo - Acea branch), Acea8cento, Acea Ato 2, Acea Ato 5, Acea Distribuzione, Acea Reti e Servizi Energetici, Acea Energia holding, Acea Energia, Acea Produzione, LaboratoRI, Crea Gestioni, Sogea, Gesesa, Solemme, Acea Gori Servizi, A.R.I.A, Aquaser, SAO.

Staff assessment systems    

On the of main processes envisaged by the Human Resources Management System is Performance Management: the process for individual assessment addressing Group executives and middle managers which gauges, assigning equal value, the performance achieved – or rather the achievement of the assigned objectives - and the leadership –in other words the ability of act by means of organisational conduct consistent with the reference values system.

The phases envisaged for the assessment of the individuals involved in the process are two: the first, which is the responsibility of the manager directly in charge of the individual, involves the joint assessment of the performance and the leadership by means of a specific scheme, the second phase, carried out within the sphere of internal discussion groups so as to more fully gauge the assessment of the individual, aims to ensure standardisation and comparability in the assessment criteria. The final objective of the process is in fact to gain a natural distribution of the population affected by the system at Group level.

The final assessment of the individual is decisive for identifying the development and training programmes and the most suitable incentive and remuneration systems. In order to support the correct implementation of the new assessment process, the following support instruments have been created and distributed to the managers:

  • the Performance & Leadership Manual aimed at making awareness of the process accessible and enhancing the individual responsibilities of the individuals involved;
  • the Group information System,provided to support the Performance Management process, it permits the evaluation team to autonomously carry out all the activities linked to the assignment of the objectives and the periodic survey of their state of implementation and of the leadership, thereby permitting a more efficient handling of the activities stemming therefrom.

In 2012, Group executives and middle managers where subejct to assessment, equal to 10% of the overall workforce.

Partly in consideration of the change introduced by the new values system and by the performance & leadership model, during 2012 Acea Distribuzione took part in the HRO (High Reliability Organization) project, launched by Tor Vergata University, aimed at measuring the organisational reliability of the company, involving the executives and middle managers, equal to 5.3% of the workforce, by means of sending out targeted questionnaires.

The purpose of the research was to provide a picture of the organisational reliability (HRO) of Acea Distribuzione; study an implementation plan for increasing the level of the same and provide  scientific contribution to literature on this subject. The analysis carried out made it possible to develop the knowledge of the company processes in terms of optimum balance between mindful activities (reasoning-based) and mindless activities (mechanical) with the aim of putting together “resilient” organisational models; in other words those able to make the company capable of effectively responding to the operational challenges which the reference market lays down.

Training and development of the human resources

The boundaries

 

The information and data presented in the section Training and development of the human resources refers to: Acea SpA, Acea Reti e Servizi Energetici, Acea Distribuzione, Acea Illuminazione Pubblica, Acea Ato 2, LaboratoRI, Acea Ato 5, Gori, Acea Energia holding, Acea Energia e Acea Produzione, Acea8cento, Acque, Publiacqua, Acquedotto del Fiora, Crea Gestioni Srl, GEAL,  Sogea, Umbra Acque, Aquaser, Innovazione Sostenibilità Ambientale (ISA), Kyklos, Solemme, A.R.I.A and SAO.

 

The figures relating staff training, illustrated below, have been partially extended for 2012, by means of the inclusion of the data relating to some of the training courses handled by Acea SpA which involved employees from the companiesInnovazione Sostenibilità Ambientale (ISA), Acque, Publiacqua, Acquedotto del Fiora, Umbra Acque and Gori.

The ability of the company to act competitively is strictly linked to the quality and professionalism of its human capital. Training activities, tasked with the qualification and professional growth of the individuals, therefore represent a strategic lever available to the company for increasing the level of their performances and, consequently, their competitive ability.

Acea SpA’s Human Resources and Organisation Division establishes policies, guidelines and training channels for the leading Group companies; it manages in a centralised manner, on behalf of the Group companies,  managerial training, creating training courses addressing top and middle management for the purpose of consolidating the management and conduct-relatedskills, advance training, involving highly qualified training courses organised with partners of excellence, and transversal training,relating to numerous training spheres common to the Group companies (linguistics, IT, sector legislation, value codes, privacy protection, administrative liability, induction-related, for apprentices), defined after the joint survey of the needs.

The operating companies autonomously handle the technical-specialist training, closely linked to the professional up-dating of specific skills and the training for professions, and safety training,defined on the basis of legislative obligations. If, during the year, unplanned training requirements emerge within the sphere of centralised training, the individual companies activate supplementary training courses, defined on a consistent basis with the guidelines provided by the parent company.

The training process originates from the analysis of the training needs, which - operatively - translates into the definition of the training requirements, the creation of a training plan, the provision of courses and the checking of the level of learning of the students, both in terms of alignment with set targets and in terms of satisfaction with training received. This latter aspect is surveyed by means of providing an assessment questionnaire on the course (subjects dealt with and teaching equipment) and on the tutor (contents, methods and training ability).

Training is provided by means of various methods: traditional - in classrooms with face-to-face lessons or shadowing -, outdoor experience – encouraging effective experiences outside the workplace – and on-line - by means of use of the e-learning platform.

As a result of adoption of the new Human Resources Management System, during 2012 training activities covered a central role supporting the cultural change, efficiently conveying the new values, objectives and conduct adopted by the Group.

In detail, during the year training action was planned and carried out on the new system introduced addressing all the directors, executives and middle managers of the Group (see related box).

Managerial training

In order to support the introduction of the new Human Resources Management System, training initiatives were achieved addressing all the Group directors, executives and middle managers. The first editions were focused on the sharing of the principles and the values expressed in the new system; subsequently, other sessions were provided focused on the performance & leadership model, aimed at illustrating the parameters for the assessment of the objectives assigned and the formalities for providing feedback.

Training was provided under the form of training sessions, via outdoor experience, in order to encourage the development of the management capabilities of the staff and the team, as well as theme-based events, with the testimony of external speakers who have offered interesting points of reflection on the application of the new values and principles.

Analysis of the training requirements carried out in 2012 by Acea SpA care of the Group companies revealed the need to define detailed and refresher courses in the language (English), IT sphere, on tender contract legislation and the handling of credit. Furthermore, together with Roma Tre University, during the year the layout of an advanced training course regarding environment legislation for Acea Group employees was seen to. The course, launched in 2012, will be provided mainly during the first half of 2013 (see related box for details).

Acea and Roma Tre University: “Environmental Legislation”

Legislative production in the environmental sphere has a significant impact on the corporate businesses; Acea has therefore deemed it useful to enter into a framework agreement with the faculty of Jurisprudence at Roma Tre University, which has permitted the planning and launch of an advanced training course on environmental legislation.The training course, entitled I giovedì dell’ambiente, deals with significant legal aspects for the Group such as environmental law;  environmental and landscape permits; pollution, the defence of the land and protection of the water, the integrated water service; waste, environmental offences, anti-trust legislation; and will be active for the two-year period 2012-2013 with the involvement of 212 participants, covering a total of 17 days of training. 

During 2012, Acea Energia launched a programme for the on-going improvement of its performances (see related box for details).

Acea Energia and the On-going Improvement project – MICO

In 2012, Acea Energia launched the MICO project with the aim of adopting a process for on-going improvement of the corporate processes by means of the introduction of a specific method finalised at sorting out problems and eliminating waste and inefficiencies. A number of areas of improvement were identified (“worksites” and, in an initial phase, the project was implemented on a group of “pilot worksites”, with the training of around 40 employees, the identification of the managers of each worksite and three resources acting as “enablers” of change and guarantors for the continuation of the improvement programme. Further development of the same is in fact envisaged, so as to involve the entire organisation, via the spreading of a culture of excellent performance and lean management techniques.

In order to enhance the use of flexible training forms, available to the entire Group without particular space or time-related restrictions, Pianetacea was created in 2012: the new Group multimedia platform dedicated to the on-line training of the employees accessible directly from their personal workstations (see related box). Further to the issue of the new Group Ethical Code, which took place in April, the training aimed at the sharing of the principles and ethical values set forth in the Code was one of the first courses launched on the platform: intended for 3,466 employees, 2,120 of which had already benefited from the same between October and December while the remaining part can do so by the end of February 2013. The divulgation of the new values code also took place by means of publication on the company intranet and on the institutional website. With reference to new recruits, within the sphere of induction training units dedicated to the corporate mission, the values codes and corporate social responsibility are always envisaged.

Pianetacea, the Acea Group’s new e-learning platform

Pianetacea is the new platform dedicated to the training of employees via e-learning. During on-line fruition of the same, involvement and attention are aided by the introduction of agreeable contents and instruments such as cartoon Ads, e-mail teasers, forums and Wiki. The launch of Pianetacea took place in October at the same time as the launch of three training courses addressing all employees which concerned the 2012 edition of the Group’s Ethical Code, the administrative liability of bodies (It. Leg. Decree No. 231/01) and protection of privacy, organised in collaboration with Acea SpA’s Audit and Safety and Protection Divisions.

In total, 6,556 participants were trained, involving an average rate of completion of 65%. The new platform will be used in 2013 to provide support for traditional classroom training; in fact, thanks to the use of technologies developed within the sphere of the LMS (Learning Management System) platform it will be possible to computerise part of the training process at present handled outside the system (satisfaction questionnaires, entry tests, etc.).

Additional training measures carried out within the Group companies during 2012 concerned:

  • mandatory training on safety (Safety co-ordinators,Site Supervisors/Assistants, Fire service representatives, etc.) and on safety management systems;
  • training on environmental management systems;
  • training on energy management, energy management in buildings and energy certification care of Acea Distribuzione; 
  • training regarding biological risks for LaboratoRI employees; 
  • training with regard to legal matters and waste management for a number of resources of Aquaser; 
  • training on the possible impacts of the regulations concerning waste aspects entrusted to the AEEG for Acea Ato 2;
  • training for the internal auditor, provided at the time of the launch of the procedure for obtaining the integrated Quality, Environment, Energy and Security management system care of Acea Ato 5;
  • training for operations staff assigned to the waste selection, disposal and treatment plant of SAO;
  • training on credit management;
  • training concerning tender contract legislation;
  • managerial training, with the team coaching project addressing management

of Acea Energia aimed at developing team efficacy.

The company’s membership of interprofessional bodies for on-going training, such as Fondimpresa and the Fondo For.Te, is an additional instrument for increasing the skills of company resources.

Specifically during 2012, via the Steps project presented by Acea SpA and financed by the Fondo For.Te, it was possible to provide transversal training, common to all the Group companies, sharing the training experiences, creating cost efficiencies and increasing the budget dedicated to these activities.

Another project which benefited from the funding of the Fondo For.Te was presented by the companies in the energy area - Acea Energia, Acea Energia holding and Acea Produzione – with the aim of training human resources with regard to: organisational development, technical-professional skills, managerial and process-related skills.

Furthermore, during the year a number of Group employees benefited from training seminars, jointly financed by Fondimpresa, aimed at analysing legislation on tenders relating to aspects of the traceability of financial flows and the fulfilments associated with the procedures for awarding public contracts.

Training activities were particularly intense during 2012: in the presence of 506 training courses provided,proposed for a total of 1,001 editions, the number of participants rose to 14,669 units (4,684 in 2011),reporting an increase of more than 300% with respect to 2011. Total training hours provided also increased by 33%, reaching 94,302 hours (70,898 hours in 2011).

Training hours per head86 fell to 6.4 (15.1 in 2011), due to the greater number of participants included on training courses activated during the year, in particular via the e-learningplatform Pianetacea.

Costs incurred for providing the courses, excluding didactic planning and setting up the areas in which courses were held, amounted to around Euro 1,035,225 in 2012, the majority of which invested in training for middle managers and executives further to the introduction of the new Human Resources Management System (see table No. 66 and chart No. 29).

86 The indicator has been created by placing in relation the number of hours attended (94,302 in 2012) and the total number of participants (14,669 in 2012).

Table No. 66– Training courses and costs (2011-2012)

Type of course Courses (No.) Editions (No.) Participants (*) (No.) Participants (*) (No.) Costs (Euro)
  2011 2012 2011 2012 2011 2012 Men Women 2011 2012
advanced training  0 3 0 3 0 59 33 26 0 13,340
IT 26 29 75 42 452 322 225 97 23,976 11,807
induction of new recruits (**) 46 15 29 13 90 98 68 30 17,020 3,600
Languages 3 4 14 28 18 191 112 79 12,332 68,179
Technical-specialist 237 221 546 321 1,528 2,112 1,371 741 108,941 167,931
Managerial 6 18 7 33 105 481 359 122 71,191 678,571
administrative-managerial (**) 26 53 177 143 1,177 1,741 1,215 526 31,754 19,012
Italian Legislative Decree No. 231/01, Ethical Code, privacy(***) 50 4 100 4 600 6,556 4,339 2,217 16,000 18,300
safety (***) 175 159 208 414 714 3,109 2,756 353 60,761 54,485
Total 569 506 1,156 1,001 4,684 14,669 10,478 4,191 341,975 1,035,225
NB: the figures relating to 2012 also include the data on training handled centrally by Acea SpA for the companies ISA, Acque, Acquedotto del Fiora, Publiacqua, Umbra Acque and Gori; the figures relating to A.R.I.A. and SAO have been estimated. (*) “participants” means that the employee attending a training course falling under a specific type of training is reckoned just once. The gender figure was introduced for the first time in 2012. (**) training provided for new recruits and administrative- operational training is carried out mainly or exclusively via the teaching resources within the Group. (***) the 2011 figures relating to training on Italian Legislative Decree No. 231/01, Ethical Code, privacy and safety issues presented in total within a sole type of training, on a consistent basis with respect to 2012, have been re-allocated to the two different training types and recalculated by means of estimation.

With regard to female human resources87,  women participants on training courses came to 4,191 (28.6% of the total).

Chart No. 29 – Breakdown of training hours by role  (2010-2012)

Chart No. 29 – BREAKDOWN OF TRAINING HOURS BY ROLE (2010-2012)

Zoom image

NB: training hours by role for the companies A.R.I.A. and SAO are the result of estimation.

87 The 2012 gender figures for the companies A.R.I.A. and SAO are the result of estimation.

During the year, Acea SpA carried out a reconnaissance of all the agreements and conventions with research and training bodies active within the Group, taking steps to draw up framework agreements which made it possible to achieve cost efficiency in relation to the expenditure of the individual companies.

In detail, thanks to the agreement entered into with the Consorzio ELIS for advanced professional training, a number of Acea Distribuzione and Acea Ato 2 employees took part in the Energy & Utilities project within the sphere of the course intended for professionals (SOM Masters  – Service Operation Management professional course).   

Acea Distribuzione also took part in the SID (Sharing for Innovation and Development) Project, an assisted development programme of innovation projects which exploit the stimulus originating from sources outside the company (customers, suppliers and companies from other business sectors). Five young graduate employees took part in the course. The project involved individuals from the companies sponsoring the programme, who worked on a standardised process for the development of a new product and, with the aid of expert teaching staff, achieved a high innovation content result.

Collaboration with universities and high schools

Acea develops forms of partnership and collaboration with universities, takes part in study activities, makes itself available for encounters between companies and students, enters into agreements for the promotion of training workshops and is active within the sphere of university masters’ courses providing teaching activities with the support of company staff (see sections Institutions and the Company and Environmental Issues).

Via the agreement entered into with Consorzio ELIS, in 2012 Acea Reti e Servizi Energetici and Acea Distribuzione took part in the second edition of Network Scuola Impresa, with the aim of establishing a network for discussion and permanent exchange between schools and businesses, contributing towards divulging the Acea brand. The project envisaged a period of joint didactic planning between school teachers and company engineers, aimed at the creation of programmes provided in high schools, flexibly, directly by company resources.

During 2012, Acea supported a number of training projects, university Masters’ courses and post-degree training by means of loans and professional contributions (teaching activities, work experience, etc.), including:

  • the Masters’ course in Management and corporate social responsibility at the Faculty of Social Sciences, San Tommaso Pontificia University (Angelicum) - disbursing two scholarships to cover the registration fees, and offering this opportunity to the offspring of Group company employees by way of priority;
  • the Masters’ course in Management and Regulation for Sustainable Energy, held at Luiss University in Rome, on completion of which two new graduates were invited to attend work experience care of Acea Distribuzione;
  • the Masters’ course in Environment management and control: Efficient management of the sources, organised by the Scuola Superiore di Studi Universitari Sant’Anna di Pisa, with the teaching staff of Solemme;
  • the Masters’ course in “Management of energy and the environment”, organised by the Sole 24 Ore Business School, with the teaching staff of Acea Ato 5;
  • the Masters’ course in Green management, energy and corporate social responsibility organised by Bocconi University Milan, with the teaching staff of the parent company;

Aquaser, in collaboration with Università La Tuscia di Viterbo, during 2012 furthered a pilot project for the sustainable production of bioenergy, biofertilizer and water from organic waste within the woodlands of the City of Mexico (see the related box in Environmental issues); a recent graduate in Agrarian Sciences and technologies took part in the creation of the project working alongside company resources.

During the year, Kyklos collaborated with the Bio Campus Foundation for the organisation of seminars and training days on the subject of composting, with specific focus on the recovery of waste, at an agrarian institute in Latina.

Group companies activated a total of 5 professional internships for students of high schools, universities or new graduates and 14 training work experience encounters.

In conclusion, as is by now customary for some years, within the sphere of the school-work alternation project, Acea Ato2 held 1 internship, hosting 21 work experience students from a Roman technical institute, who were able to gain awareness of the water industry via visits to purification and drinking water treatment plants, water centres, the remote control unit and via training sessions on the Acea Group, with specific reference to the companies which operate in the water industry.

In conclusion, Acea hosted visits from school children care of the main Group installations, (power stations, treatment plants, aqueducts, waste-to-energy installations, etc.).

Confirming the effective opportunities which the company offers to new generations, during the year Acea permanently took on 30 youngsters previously under atypical contracts (collaboration, project) or work experience.

Internal communication

Internal communication within Acea represents an essential factor for turning to account the corporate efficiency and the growth of the human capital, furthering the cultural change, accompanying the process for the integration and involvement of employees thereby encouraging a satisfactory working climate.

Acea communicates daily with its employees, first and foremost via the company intranet portal. The internal company portal in fact conveys news and notices addressing employees and on the same it is possible to:

  • obtain the main information on the companies and the Group’s human resources;
  • access the internal telephone directory;
  • consult official documents (financial statements, value codes, policies, etc.);
  • get hold of company procedures and regulations;
  • access the organisational provisions of each Group company;
  • read the daily press review and press releases.

On the intranet, numerous detailed sections are also available, on Safety, Quality, Training, IT, Reference legislation (such as Italian Legislative Decree No.  231/01 and a job posting section which makes announcements relating to positions open within the company visible and accessible to employees, subject to registration, also indicating the necessary requirements for sending in one’s application accompanied by a curriculum vitae.

The intranet site also has a banner which discloses the most important news of the day.

During 2012, the company portal was enhanced with a new section entitled “Persone Acea”, dedicated to the new Human Resources Management System, which will be progressively implemented and via which at present it is possible to consult the Group values, the Leadership Model and handle one’s resume; a specific area for managerial valuation is present in the section.

Furthermore, in order to encourage the spreading of new Group values, during the course of the year targeted visual communication action was developed such as the display in the main company premises of posters recalling the Group values and the distribution to the executives of desk flyers containing the new company values.Acea SpA’s Internal Communication Unit then saw to the creation and distribution to all the directors, executives and middle management of the Group of a DVD recalling the communication events and the formative experience of the past. Four events were organised for the divulgation of the new Human Resources Management System, care of the Fornace conference centre, Castel Gandolfo, Ostia and Ficulle, intended for the directors, executives and middle managers of the Group which envisaged the presentation of the project by the Director of the Human Resources and Organisation Division, the provision of experience-related training understood as a metaphor for team building and the intervention of testimonials from the sporting world which conveyed a message consistent with the concept of team work.

In conclusion, internal communication activities saw to the suitable disclosure of numerous company initiatives such as the launch of Pianetacea - the new platform for the training of employees via e-learning -, the up-dating of the company column present on the intranet site with the inclusion of photos of the employees, the launch of the Acea Per Noi offer activated by Acea Energia in favour of Group resources with a discount on thepriceof electricity and gas, the organisation and the distribution to employees of Christmas gifts, the widespread communication of the announcement of a Masters course for which Acea has disbursed two scholarships to employees’ children; the Rome 2012 event – the 1st company football tournament, and the prize-giving ceremony for employees who distinguished themselves due to their availability and sense of responsibility during the snowfall emergency which affected Rome and the surrounding area in February.