Work-life balance

Ensuring a balance between working and personal life is part of our commitment towards the staff in the Group's staff. In fact, it is now acknowledged that work-life balance measures increase employee satisfaction and generate  positive impacts on the corporate organisation.

The “Smart People” project

After an initial experimental phase with the project E.L.E.N.A (Experimenting flexible Labour tools for Enterprises by engaging men And women), in 2018 we implemented structural smart working.

The initiative, agreed with the trade unions, was developed based on the values of the Leadership Model and aims to:


  • enhance autonomy and resourcefulness in the achievement of objectives freeing people from the constraints of working location and hours;
  • create new methods of working, at both individual and team level


The  launch of the call for smart working was activated in October and received 466 participation requests, of which 295 were accepted.  

The current progress of the project presently under development is monitored by way of qualitative and quantitative KPIs and specific surveys addressed to smart workers and supervisors. An analysis of the data so far reveals a positive perception of agile working or smart working, considered  a useful tool for work-life balance capable of increasing employee productivity.


Over the years we have used a series of tools to promote and integrate the principles and initiatives regarding diversity.

From a governance perspective, in 2018, we gave the Ethics and Sustainability Committee responsibility for diversity with the task of promoting a diversity valuation culture  and opposing all forms of discrimination. We have a Charter for the management of diversity, which aims to promote diversity management policies and procedures and, new for 2018, a procedure for the "Protection, inclusion and valorisation of  workers' diversity and wellbeing”. From an operational standpoint,  the People Involvement Group in the Department of Human Capital Development oversees the inclusion and protection of diversity.

Bloomberg Gender-Equality Index (GEI)

Acea has been included in the Bloomberg Gender-Equality Index (GEI) and now is one of 325 public companies from 42 countries across the world.
The Gender-Equality Index tracks the performance of the company in connection with gender equality on all levels (board and organization). Bloomberg uses complex metrics and implements a system of thresholds that must be reached to be included in the index.
In particular, the index tracks the level of transparency in gender information reporting, which accounts for 30% of the total GEI score, and the promotion of gender equality across five key areas: female leadership and talent pipeline, equal pay and gender pay parity, inclusive culture, sexual harassment policies, and pro-women brand. These areas, each one with a specific percentage of impact on the total score, form the data excellence score which accounts for 70% of the total GEI score.”

Find out more

A pact for diversity and inclusion

Together with other public service providers, Acea signed the 'Utilitalia - diversity makes the difference' pact, to facilitate gender, age, culture and skill diversity.
An open document to all pact members, the program focuses on inclusive policies at all levels of the organization, work-life balance, transparent meritocracy and policies to increase awareness inside and outside.

Protecting diversity: our projects in 2018

Participation in the projects:

  • MAAM (Maternity As A Master), the initiativethat uses coaching courses to enhance within the working environment, the skills arising from parental experience, such as emotive intelligence, listening and guidance skills, time management and creativeness;
  • involvement with the Marisa Bellisario Foundation, which is concerned with the valuation of female talent in the working world;
  • the implementation of measures to allow parents' flexible working hours and support, including: the extension of sparental leave (by additonal three months) for workers, whether mothers or fathers, who at the end of the period of leave envisaged by law are unable to return to work on family grounds; the extension of paternity leave by granting two days of paid leave on top of those envisaged by law to be used within two months of the birth, adoption or fostering; the opportunity to take hours of leave to settle the children at nursery, kindergarten  and on the first day of primary school.

Association membership and solidarity

Our company has structures, that carry on social activities with the direct involvement of employees.  

The company's recreational facility (Circolo Ricreativo Aziendale - CRA) is one of Acea's most important areas: it offers cultural, sports, tourist, economic and commercial  initiatives and personal services designed to enhance members' leisure time. The facility has the important task inter alia of managing the company's day nursery which can be used by both employees and residents of the municipality where is based. In 2018 accommodated 35 children during the first six months and 25 in the slatter half of the year. The CRA also concludes agreements in favour of employees and sets up commercial deals, including ticket sales for sports, theatre and musical events.

Lastly numerous  solidarity initiatives are organised at Acea to promote,  via the purchase of related products, social causes,  such as the purchase and distribution of Panettoni cakes during the  Christmas events, with the proceeds going to the Italian Red Cross or the selection of Christmas Parcels containing products from the areas affected by the 2016 earthquake. A major instrument of solidarity among employees is the Fondo Soccorso (Relief Fund), an initiative to support the families of colleagues who have died,  while still working or retired.