Maximising the potential of our people and monitoring and developing the skills necessary for maintaining the company’s competitive position are strategic factors for achieving our objectives.
The year 2011 saw various changes to the group’s organisational system and scope.
After the issuance of the “Our people” policy, approved by the Board of Directors in 2010, which represented a significant step in expressing the principles of management and development of the people who operate in the group, during the year, through the corporate regulatory system and in particular the Management System Guidelines, these principles were made operational, redefining management rules, roles and responsibilities.
Then, at year-end, the need arose to comply with the obligations provided for by the implementation of the Third European Directive. In addition to creating an independent transportation company and repositioning some activities (sales and procurement) within the operating companies, Snam expanded and insourced a series of services previously carried out by the integrated operator, Eni, for which another 120 people were absorbed into the group in addition to hires from the market. These interventions will guide Snam’s organisational system toward greater specialisation and decision-making autonomy so as to be able to focus more attention on managing and developing the different businesses. The new hires, together with planned departures, have left staff size substantially unchanged, since the enlarged scope of activities overseen was offset by the effects of policies for increasing efficiency.
Hours worked in 2011 totalled more than 9.9 million, with an absenteeism rate of approximately 665,260 hours (of which 55.9% hours due to sickness, 1.9% hours due to accidents, and 42.2% hours due to other reasons).