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Human capital as a force of changing

Human capital as a force of changing (Image)

In 2014 there was a significant change in employment mix, and the development and consolidation of systems and policies focused on leadership and performance.

Based on an agreement signed with trade unions for the two-year period 2014-2015, at least 250 young people will be hired to fill the jobs of over 5% of active staff who left in 2014 due to ordinary layoffs or assisted redundancy. Hiring new young people means not only addressing the gradual maturity of the labour force, but also updating the pool of expertise, talent and motivation, which are decisive factors in the international environment in which Snam competes.

Snam management action is based on assigning precise objectives to each position of responsibility and on transparent assessment of the results achieved. This firstly makes it possible to continuously improve the efficiency and effectiveness of organisational processes. On this basis, a new model was established for developing professional and managerial skills, which, together with the new performance evaluation system, makes it possible to speed up individual development plans to groom people for future leadership, which has a strategic value for the business development outlook.

The strong sense of belonging to the Group, which is shown by internal climate surveys, is a resource laying the foundation of active and constructive participation in processes of change with continual improvements in communication and the sharing of information.

In this way, a new understanding is reached between the company and people: Snam undertakes to provide new growth opportunities to those who make their talent and skills available; the people undertake to see change as an opportunity to acquire new skills and promote their professional development. This is the cultural paradigm that Snam has chosen in order to build a structure that is even more dynamic, open and competitive.

“Leadership Development Program”

In 2014 Snam initiated a managerial development plan involving about 200 individuals selected among: high flyers – young people with strong performance, high potential and motivation to grow; experts – individuals within the company that have specialised know-how that is useful to support the Group’s strategic objectives; managers, executives and middle managers.

The goal of the programme is to develop excellent managerial skills (or in the case of the younger workers, high potential) and the ability to work on international teams.

Managers will follow a two-year course of study designed in collaboration with SDA Bocconi, which will assist them in guiding Snam’s evolution in Europe. The focus, in particular, will be on issues including: International Business and Strategy; Communications and Negotiating; the Economic and Financial Dimension; Business, Market and Global Customers. These will be accompanied by periodic assessments, group projects and ad hoc training courses to expand one’s business vision.

By contrast, high flyers will also be committed to addressing the following issues in a two-year programme: Fundamentals of Economics; Team Building; Building Leadership Skills and Communicating with an Impact.

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