Increasing skills and competences

The People Strategy focuses on three main pillars: enhancing the value of human resources, increasing productivity and the level of engagement, disseminating a culture of innovation and renewal.

In this context, training plays a fundamental role in supporting management and the whole corporate population towards the development of managerial and technical skills, know-how and innovation.

Snam’s commitment for 2018 is to increase the average number of training hours up to 32 per employee and to involve the 80% of the population in at least one training session.

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Personnel Training

 

2015

2016

2017

Training hours (no.)

87,620

82,184

85,346

Participations (no.)

10,203

10,396

8,604

Average hours of training per employee (no.)

29.2

28.5

29.2

Average hours of training provided to men (no.)

30.9

30.2

31.3

Average hours of training provided to women (no.)

18.4

17.0

15.8

Engagement (%)

96.1

97.5

75.4

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Key training initiatives

Description

Hours provided (no.)

Participants
(no.)

Recipients

Upon completing the courses established in previous years on the matter of business ethics and anti-corruption, in 2017 327 hours of training were provided with 112 participations.

Technical training

66,576

5,543

Blue-collar workers, administrative staff

Health, Safety, Environmental Protection and Quality training

9,675

1,702

Company population

Managerial training

5,853

1,096

Executives and Middle Managers

A new work model: the Lean Six Sigma programme

In 2017, 42 people from different business units were given the possibility to obtain the Green Belt certification within the Lean Six Sigma programme. The Lean Six Sigma methodology provides the necessary tools to eliminate waste in the company, maximising the use of resources, working areas, production cycles, and at the same time ensuring high quality in production and management processes. This path has allowed the people involved in the programme to learn a new model of reading the organisation to increasingly become authors of change, through a more open and collaborative way of working. In 2018, this training path will be extended to other company employees.

Compensation policies and systems

At Snam, the administrative and reward practices are merit based, both in terms of professional development and with regard to career opportunities. At the same time, it is a benchmark so that the HR management can meet fairness and sustainability criteria.

Compensation systems are updated periodically based on a benchmark to the reference markets and taking into account the instructions received from the external stakeholders. In particular, these systems are meant to ensure recognition of the results achieved, the quality of the professional contribution provided and the potential for the individual development of each employee. In 2017, with the goal of achieving a better alignment between the long-term variable remuneration and the primary objective of creating value for the shareholders, a new long-term incentive plan (ILT) was defined and approved by the ordinary Shareholders’ Meeting starting from the assignment of the ordinary Company shares. The Plan is reserved for those occupying managerial roles with the most impact on the company results.

In 2017, the use of the new target assignment and assessment system known as Performance Management, was confirmed; it also contains targets regarding behavioural aspects, sustainability and the prevention of accidents in the workplace. All assessment processes adopted are formalised and include a feedback interview, which constitutes an institutional opportunity for discussion and communication between managers and employees, also in order to gather information that can be used to define new actions for personnel development and enhancement.

Incentive systems for the various brackets of the corporate population

Executives

Along with any annual adjustment to fixed remuneration for merit or progression of roles/responsibilities, Snam provides a variable incentive system designed to enhance the value of the professional contribution in the short term (IMA), through the allocation of an annual monetary incentive, and the medium-long-term, if necessary through the allocation of a deferred monetary incentive (IMD), a long-term monetary incentive (IMLT) and a long-term stock incentive (ILT).

Claw-back mechanisms are provided, aimed at recovering the variable portion if the resulting compensation is not due because it was earned based on targets that were attained as a result of malicious or grossly negligent behaviour or that were proven to be manifestly incorrect.
The Total Reward Statement, the informational package regarding the breakdown of individual remuneration, ensures the valorisation and transparency of the remuneration system.

Non-executive population

Snam adopts a short-term variable incentive plan intended to reward best performance and the young resources with potential for development. It also provides a deferred monetary incentive dedicated to high-potential Middle Managers, with the aim to keep them motivated and maintaining their performance in the medium-long period.

What is more, all the companies in the group anticipate a “Participation Bonus”, instituted by the National Collective Labour Agreement, based on the performance of profitability and productivity parameters, measured in relation to the targets agreed upon every year between the company and the trade-union representatives.

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The new performance management system

In preparation for the 2018 performance cycle, a new project to redesign the corporate Performance Management system was launched in order to optimise the current goal assignment and assessment process.

In particular, the new Performance Management system:

  • will enhance everyone’s contribution to the company;
  • will focus on culture and behaviour (assigning behavioural goals-based on the new Snam Skills Model);
  • will place feedbacks at the centre of its constructive discussions on engagement, motivation, and empowerment of resources;
  • the programme will engage the entire company through the progressive extension of the performance perimeter over a three-year period (2018-2020);
  • it will have transparent rules, be well-scheduled, and be supported by a new IT tool.

In 2018, Snam will focus on improving leadership skills by implementing the new skill model, keeping succession plans solid and structured, identifying and enhancing the value of talent throughout the organisation to ensure a sustainable line of succession and to intensify the level of engagement.

In particular, the new Performance Management System, which will be a decisive part of the Talent Review Discussion and the realisation of the Succession Plans, will be launched.

All the jobs within Snam, with the exclusion of executives, undergo an analytical and overall evaluation regarding the Complexity, Responsibility, Experience and Autonomy (C.R.E.A.) factors. In 2017, 238 CREA assessments were approved.

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Assigned sustainability topic goals

 

2015

2016

2017

 

Assigned (no.)

Attained (%)

Assigned (no.)

Attained (%)

Assigned (no.)

Attained (%)

Executives

69

99

67

91

77

95

Middle Managers

295

99

313

93

291

97

Other personnel

238

100

88

100

67

96

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