Business ethics and governance

The Corporate System Framework was adopted: this document represents the highest point of the pyramid of Snam’s regulatory system.
Snam’s Model 231 was updated and approved by the BoD.
The new anti-corruption procedure was issued.
Training activities continued (11,390 hours delivered, with approximately 3,800 attendees).
Participation in activities promoted under the Global Compact continued.

Maintain a level of governance that is still in line with the optimum international examples.
Disseminate the principles and content of the Code of Ethics, Model 231 and anti-corruption and anti-trust policy, via training courses and specific initiatives.
Implement actions to maintain constant adherence to the provisions of the Corporate Governance Code.
Revise the body of regulations to include, in all key processes, rules on anti-corruption and the defence of human rights.
Verify, through business intelligence surveys, respect for human rights and compliance with anti-corruption regulations by third parties (suppliers and customers).
Participate actively in the working groups promoted by the Global Compact.

Sustainability
model

Development of the “Shared Value” approach continued.
A materiality analysis was carried out on key aspects in the area of sustainability.

Keep active, implement and update the corporate sustainable development model, and ensure adequate supervision of matters relating to sustainability.

Risk and crisis
management

The Enterprise Risk Management department was created.
Risk mapping was carried out.
The activities of the business continuity management system continued.

Implement both the Enterprise Risk Management organisational structure and integrated risk management.
Business continuity management and the crisis management model: fulfil conditions for the implementation of processes and the adoption of the relative technological solutions; assessment of the compliance of programmes with international standards and regulations.

Listening to people

The results of the internal climate survey (Snam Group) were examined, and improvement programmes were launched.

Continue activation of the improvement plan by consulting the corporate population.

Internal Communication

Newsletters, brochures and other communication tools – circulation and informative content – were increased.
The Company intranet was implemented and interactivity increased.
Sapernedi+ 2013, the traditional communication initiative that aims to disseminate Company values and strategies, continued.

Reinforce cascading communication of corporate objectives, and enhance information channels with the support of the intranet.
Send a personalised communication to each executive every year setting out their compensation package (monetary elements, benefits and corporate services).
Enhance the “Energie” newsletter with special features on individual themes.

Initiatives for employees

Programmes to ensure the continuity of the corporate welfare programme were continued and expanded.
A questionnaire was created and distributed to assess the awareness, use and appreciation of these services, and gather suggestions.
The dedicated section of the Company intranet was expanded and enhanced to ensure the provision of as much information and communication as possible on the welfare initiatives to the people who work at Snam.

Corporate welfare: launch of a project for the analysis of the current situation every two years, listen to people and define actions.
Implement welfare initiatives.

Health and safety

Awareness and involvement initiatives under the “Objective: Safety” plan continued.
Training activities continued (approximately 34,640 hours delivered, with more than 4,250 attendees).
Transportation suppliers were involved in the topic of safety through the workshop “Make comparisons to prevent and improve”.
The Snam portal for all Group suppliers, to share best practice in health and safety, was created and put online.
The accident frequency indices for employees and contractors were entered into the system of performance indicators.

Define training initiatives and implement specific communication plans.
Draw up environment survey plans in the workplace.
Improvement in both site access conditions and operational procedures.
Safety objective: to continue the action undertaken, involving more corporate activities.
Create IT applications to support HSE processes.
Develop safety awareness initiatives for suppliers.
Maintain the accident frequency indices for employees and contractors in the system of corporate and personal performance indicators.

Valuing people

Approximately 198,350 hours of training delivered in total, with 23,800 attendances.
All Snam staff were offered the opportunity to join an online English course.
Competitive positioning and fairness in remuneration practices for managerial and professional human resources were optimised and verified.
746 jobs were assessed and approved on the basis of complexity, responsibility, experience and autonomy (CREA).
Individual business and sustainability objectives were assigned to executives and managers. A new performance management process was drawn up.

Continue with activities designed increase the range of skills of employees, including using criteria of functional and geographical mobility, always favouring a high level of staff involvement.
Implement the system to identify and generate value from managers with know-how that is strategically important for the Group, and implement the process to ensure coverage of key management positions.
Continue to develop skills for the under-40s, and study the conditions needed to effectively manage and generate value from the contributions of staff of increasing average age.
Adopt the new system for identifying and assessing staff skills and potential, and review the performance management process.
Develop ways to promote diversity, particularly gender diversity.
Implement projects that foster greater efficiency and effectiveness of communication outside the Company and with the regions, to create integration and develop shared tools and approaches.

Relations with rating agencies and bondholders

Took part in the surveys of the main financial and sustainability rating agencies.
Launched a communication process for bondholders and market analysts.

Consolidate relations with the rating agencies and implement disclosure to institutional investors.

Shareholder relations

Communication activities were pursued to allow shareholders and the financial market to assess the Company’s value creation levers.

Consolidate disclosure to institutional and retail investors.
Develop guidelines on the engagement of the financial community.

Customer relations

Activities for implementation of the web portals continued.
Storage and transportation customer satisfaction surveys carried out.

Develop and apply methods of recording customer satisfaction.
Increase the quality of customer service.
Feasibility assessment for biomethane transportation in the distribution network in light of changes in the regulatory framework.

Relations with communities and regions

The volume Sentieri sostenibili. Parco delle Prealpi Giulie was published.
A social impact assessment was carried out on the Bordolano storage plant.
Unions and farmers’ associations held meetings to present transportation projects.

Carry out educational activities for primary and secondary schools on themes of general interest, such as biodiversity.
Apply models and/or instruments to measure the acceptability of infrastructure in the region.
Identify and develop initiatives of shared value.
Strengthen communication with the national and local media and implement the use of social media.
Adopt corporate guidelines that define procedures for systematic involvement of local communities in new initiatives, for use by local and peripheral departments.

Relations with institutions and associations

Participation in public events relating to specific projects increased.
Cooperation agreements with local administrators were forged, with the aim of arranging public areas for social purposes.
Snam/Confindustria autonomy agreement signed.
Increase in the number of associations to which Snam belongs. The main new memberships were with regional industry associations.

Define guidelines for relations with public administrations in line with changes in the ownership structure.
Design and plan innovative tools for meeting and comparison with public administrations and institutional decision-makers, including through the involvement of local industry associations.

Public communications

The review of Snam’s web identity was completed, with a restyling of the websites.
New communication channels were launched on Twitter, YouTube, LinkedIn, Google+, Flickr and Instagram, to help to spread and increase awareness of the Group among its stakeholders.

Boost the brand’s profile in light of corporate changes, developing initiatives and communication tools as the business develops.

Protection of the region and biodiversity

Environmental restoration, plant care and environment monitoring continued

Integrate existing documentation on planning and construction of plants with operating instructions on biodiversity.

Climate change and energy efficiency

Gas recompression took place for natural gas recovery.
Replacement of pneumatic gas valves at some plants.
Replacement of cast-iron pipes continued.
Photovoltaic plants were installed on self-owned buildings.
Supply of electricity from renewable sources increased for the two-year period 2013/2014.

Reduce natural gas emissions.
Optimise energy consumption and increase the use of energy from renewable sources, including through purchasing quotas.
Consolidate the methods for calculating indirect CO₂ generated by corporate activities (Scope 3).
Enhance the videoconferencing system.

Atmospheric emissions

Programmes for installation of DLE turbines continued.

Install low-emission turbines and equipment.