Developing and valuing our employees

Developing and strengthening the system of occupational skills and management ability, in harmony with the changing corporate scenario, is key to maximising the potential of Snam’s employees.

Over time, Snam has developed its own repertoire of abilities and skills and a set of indicators for assessing potential. These components, incorporated within the performance appraisal process, help to support staff as they undergo a continuous development process that starts in the selection phase. Training, besides playing the traditional role of developing abilities and skills, has been extended as a tool in support of paths to organisational integration and management change, to make all staff more involved in, aware of and responsible for corporate strategies and targets.

Snam’s training approach aims to build the skills required by the Group’s business mission and strategies, to provide even more opportunities for staff to get involved, and to enhance organisational integration processes and change management.

To follow up on the commitments made in prior years, the training Key Performance Indicators (KPI) have been confirmed for the 2013-2014 two-year period, pre-setting a quantitative target to be reached both in the provision of average hours per employee and in staff involvement.

The two pre-set targets were not only met during the year, but exceeded.

In 2013, Prospettiva 360°, a project aimed at managers under 40 involving approximately 65 Group employees, was completed successfully. The project gave participants the chance to compare their perceptions of their own strong points with how others see them, and to look at areas for improvement (with the development of a personal action plan). At the end of the project, the results were analysed and a pathway was created to strengthen both personal leadership skills and the ability to use management tools and techniques.

Incentive and remuneration systems GRI - G4: LA11

The remuneration system has been adjusted periodically using criteria based on meritocracy and internal fairness. This system specifically aims to ensure recognition of the results achieved by an employee, the quality of professional support provided and the employee’s development potential. Also in 2013, a year of particular importance partly because of the change in shareholding control of the Company in late 2012, the auditing and optimising of the competitiveness and fairness of compensation practices for managerial and professional personnel were completed.

A Management Review is drawn up for managers each year, so that their performance can be regularly monitored. The system for assigning targets and the results appraisal is currently being adjusted.

In 2013, the appraisal process involved all executives, focusing on their commitment to developing business activities with particular attention to sustainability. This is demonstrated by assigning at least one individual target linked to sustainability to positions of responsibility within the local operating area both for executives and managers.

The sustainability targets have been predominantly assigned within the scope of the prevention of workplace accidents.

The assigned and achieved targets shown in the table refer to personnel (executives and managers with responsibilities) in service at the time that these were allocated.

The table shows greater involvement by managers (+5% compared with 2012), through the assignment of personal targets, to help to achieve the corporate sustainability goals. There was also a greater level of involvement in the office worker category.

Alongside the policy of meritocracy, related to roles and responsibilities, a variable incentive system for executives and managers has been built up over the last few years in connection with performance appraisal through the allocation of specific individual charts.

An incentive system is also used for recent graduates during their first years of employment, designed to boost motivation and retain the best resources, with even more marked differentiation in terms of performance, professional ability and management potential.

We also continued our commitment to improve the system of benefits.

As in previous years, as part of our internal communication initiatives, we extended our Total Reward Statement (an itemised breakdown of an individual’s overall pay packet) to all managers.

All job positions at Snam, Snam Rete Gas, GNL Italia and Stogit are subject to comprehensive analytical appraisal, based on the following factors: complexity, responsibility, experience and autonomy (CREA). In 2013, 746 CREA appraisals were approved (+15% compared with 2012). All evaluation processes are formalised and involve feedback sessions that are an important opportunity for discussion and communication between manager and employee with a view to gathering information that can be used to draw up new actions for developing and maximising the potential of our people.

Lastly, a collective incentive programme is used for all Group companies: the “Profit-sharing scheme”, established by the respective CCNLs, is based on Company profitability (ROACE) and productivity, as measured in relation to annual targets agreed between the Company and union representatives.