People and organisation

The initiatives taken to strengthen the new Group born out of the merger between Snam Rete Gas, Italgas, Stogit and GNL Italia have been aimed at improving the overall efficiency of the system, and have required a significant effort to redesign the corporate and organisational structure with a view to simplification and flexibility, making the most of the best practices of the individual companies.

The actions begun in 2010 have been focused mainly on protecting and developing the company’s know-how to support its business strategies, on increasing its capacity for relationships and teamwork, and on promoting active involvement and participation by its personnel, constantly raising their awareness and sense of responsibility with respect to the corporate objectives.

Employment

At 31 December 2010, the Snam Rete Gas group had 6,104 employees in service. The analysis by contractual category and by companies included in the consolidation scope is given in the tables below:

Contractual categories200820092010Change
Executives 65 121 116 (5)
Managers 265 493 508 15
Office workers 1,241 3,320 3,243 (77)
Manual workers 774 2,253 2,237 (16)
2,345 6,187 6,104 (83)
Company200820092010Change
Snam Rete Gas S.p.A 2,252 2,254 2,636 382
GNL Italia S.p.A 93 87 70 (17)
Italgas S.p.A 2,965 2,570 (395)
Napoletanagas S.p.A 580 549 (31)
Stogit S.p.A 301 279 (22)
2,345 6,187 6,104 (83)

During the course of 2010, the number of personnel in service fell by a total of 83, from 6,187 at 31 December 2009 to 6,104 at 31 December 2010. This reduction was the result of the following employment trends:

  • increase of 55 persons due to hirings coming in from the market (including 16 graduates);
  • reduction of 160 persons following termination of employment;
  • increase of 33 persons due to hirings occurring within the scope of acquisition of the SES (Saipem Energy Services) business unit, carried out as part of the project to internalise the maintenance activities of Stogit;
  • reduction of 11 persons as a result of the movements of managerial jobs between the subsidiaries of Italgas and/or between the companies of Eni S.p.A.

The movements of personnel between the various companies of the Snam Rete Gas group, as a result of the implementation of the organisational plan for staff activities, involved 484 persons.

The number of personnel hired on permanent contracts represents 96% of the total, while 158 persons are on apprenticeships or starter contracts. 52% of personnel are employed in northern Italy, 23% in central Italy, and 25% in the south and Sicily.

Personnel with degrees account for 9.7% of the total, and those with diplomas 50.5%; the average age of employees of the Group is 48 years, and the average length of service is around 23 years. Due to the management policies applied, these values are essentially stable.

Distribution of employees by geographical area (number): Northern Italy - 3,153, Central Italy - 1,401 and Southern Italy and Sicily - 1,550. Distribution of employees by age group (number): < 25 - 103; between 25 and 29 - 189; between 30 and 34  - 165; between 35 and 39 - 282; between 40 and 44 - 893; between 45 and 49 - 1,675; between 50 and 54 - 1,784; between 55 and 59 - 940 and > 60 - 73.

Organisation

The principal organisational changes implemented during the course of 2010 were as follows:

  • On 1 April 2010, the reorganisation process following the acquisition of Italgas and Stogit was completed. The parent company Snam Rete Gas S.p.A. strengthened its operational holding role by centralising staff activities and certain operating activities, in order to ensure their management in a synergistic and therefore more efficient manner. These activities, as well as the chargeback of the related costs by the parent company to the subsidiaries, are regulated by service agreements between the parent company and the subsidiaries.
  • On 27 July 2010, the Combined Independent Committee was established pursuant to Article 9 of the Unbundling Code (Annex A of Resolution no. 11/2007 of the Electricity and Gas Authority and successive amendments and additions thereto) as the collegial body/committee pursuant to Article 16.1 of the by-laws, responsible for the joint management of activities of transportation, dispatching, distribution, storage and regasification of natural gas.
  • On 1 December 2010, the SES (Saipem Energy Services) business unit was acquired from Stogit. This unit is devoted to coordinating external maintenance companies in order to optimise the structure of the maintenance costs.

Involvement and participation initiatives

Encouraging participation, which includes listening to people’s needs and their requests for improvement, fosters a positive internal climate and increases their level of satisfaction in the performance of their activities.

In 2010, a programme of meetings was trialled with the aim of sharing the corporate objectives and conveying to the personnel how the work carried out by each of them can contribute to the achievement of those objectives.

As has been the tradition for some years, all Executives and Managers were involved in update sessions with the top management.

In October, the Group’s new “Energies” Intranet site went online. This is a collaboration platform where people experience the organisation through channels of communication within and between companies, creating a horizontal circulation of information and areas for sharing and developing knowledge. Knowledge management is an important objective for the Group, particularly from the point of view of integration: the idea of the new Intranet site is to openly share the distinctive technical expertise of each company, each department and each regional base.

In addition to the new Intranet site, other channels of communication were used to involve personnel in the principal initiatives in progress.

Training

Development and consolidation of the system of professional skills, in tune with trends in the environment in which the business operates, are an integral part of the personnel development process.

Training is an essential element for enriching the employment opportunities of personnel and for supporting the processes of organisational integration and change management.

In 2010 a total of approximately 149,000 hours of training were delivered (equivalent to 24 hours per employee), with 13,750 participants.

The proportion of employees involved in training initiatives was more than 84%, attesting to a continuing and broad commitment, which in 2010 supported in particular the integration processes underway.

One of the primary initiatives in this regard is the design and implementation, in collaboration with the Milan Polytechnic, of the course “The economic and management logics of regulated markets”, which in 2010 was attended by all managers and recently appointed graduates, and which in 2011 will involve all Group company executives.

Facilitating the transfer of specialist know-how between similar functional entities of the different companies, numerous initiatives were implemented to support the organisational actions established by the “Energies” programme. These included the Stogit maintenance internalisation project and the development of a training course for the investment creation area within Snam Rete Gas.

In keeping with previous years, commitment to the consolidation and updating of technical and professional skills was reaffirmed, and linked to the development and consolidation of specialist technical know-how. Specific training programmes were implemented on the new waste traceability control system (SISTRI) and anticorruption.

With regard to safety, various training courses continued to be offered on the following topics: “Working on electrical equipment”, “Drive Safe”, “Specific business risks”, “The role of the Safety Officer”, all contributing to the structuring of the safety training system as part of the OHSAS 18001 certification process.

Initiatives in favour of employees

Snam Rete Gas offers its employees and their families social initiatives to better balance their private and working lives and to improve the quality of the working environment, thus promoting wellbeing among personnel.

Over the years, a structured system of opportunities has been developed which includes supplementary health insurance and coverage against occupational and non-occupational accidents over and above the statutory insurance coverage or that provided publically. Employees also have access to supplementary pension funds, company loyalty bonuses, preventive health campaigns, and sporting and recreational initiatives.

The “Well-Being Programme” offers the opportunity to engage in physical activities at selected and approved sports centres in the vicinity of the office blocks, at preferential membership rates.

Other agreements have also been reached which offer preferential terms for obtaining personal loans and credit cards, buying used cars, hiring cars, comparing product brands or booking a holiday.

In September 2010 the Eni nursery school began operations with a capacity of around 140 children up to the age of 6 years. The nursery school is a centre of excellence in terms of both its teaching and its architecture, with a building rated in energy efficiency class A, and offering important support to the families of San Donato Milanese employees.

Industrial relations

The relationship with the trade unions was characterised by consultation on certain effects of the Group’s integration processes.

To this end, discussions were held in a climate of constructive dialogue and agreements were reached at both the local and national level according to the nature of the topics considered, as shown below:

  • commencement of the integration strategy, forming the subject of a general memorandum of understanding signed in February;
  • completion of the processes of disposal/acquisition of determined business units in order to implement the group’s organisational plan for Staff activities (March);
  • implementation of the Italgas Work Force Management project, aimed at improving operating efficiency (June);
  • reorganisation of the Stogit Plants maintenance activities (May) and consequent acquisition of the SES (Saipem Energy Services) business unit (November);
  • reorganisation of management activities of the Snam Rete Gas network, with the introduction of “partenza da casa” [leaving home] as the operating procedure for line control activities (December);
  • unification of “Performance-Related Pay” structures, defining a new single framework to be applied throughout the Group (December).