Header Background

The supply chain

Snam operates in a transparent manner and in full compliance with the spirit of free competition seeking to involve suppliers in reaching long-lasting high performance levels with a view to mutual growth and creation of value.

The Company has been committed for some time to strengthening the culture and good practices surrounding transparency, appropriate relations, workplace safety and protecting the environment. Snam is committed to adopting responsible and sustainable purchase criteria and to optimising the related management processes.

Construction site – old view (Image)
Hilly landscape with trees – new view (Image)

The sustainable management model for suppliers

By revisiting the organisational model the Chief Corporate Services Officer was put in charge of the supply chain function in order to guarantee greater coordination of procurement activities within Snam.

The extended application of strategic sourcing methods will make it possible to achieve cost savings in line with business activities and to maintain an adequate pool of suppliers to manage tenders and planned procurement requirements.

Snam receives around 2,000 applications from potential suppliers every year. All of those who intend to supply goods, works and services to Snam must not only satisfy the requirements of quality, price and reliability, but they must also share the desire for the innovation of processes and the commitment to reduce impacts and risks of an environmental and corporate nature inherent in the chain. This happens through a rigorous and thorough qualification process, the only way in which a supplier candidate comes into contact with Snam to let them know current capacities and future potential ones.

Many elements are subject to evaluation, starting with technical and management capacities to economic and financial reliability, from the ethical profile, including references, to commitment to fighting corruption, safeguarding and protecting the environment, promoting healthy and secure working conditions and the absence of forced labour and the economic exploitation of minors.

The sustainable management model for suppliers (Graphic)

An increasingly well-established relationship

Quality

Not only requirements of quality, price and reliability, but also commitment to process innovation

Safety

Dissemination of the culture of prevention and attention to the health and safety of workers

Values

Transmission and sharing of values: legality, correctness, transparency and compliance with free competition

Transparency

Correctness, traceability and transparency in commercial relations and in exercising activities

Continuous improvement

Striving towards continuous improvement, mutual growth and creation of shared value

Sustainability

Reduction of impacts and risks of an environmental and social nature inherent in the supply chain

Download XLS (18 kB)
SUPPLIERS ANALYSED BY SUSTAINABILITY ISSUES

 

Number (1)

Work practices (2)

Environmental criteria

Human rights (3)

 

2014

2015

2016

2014

2015

2016

2014

2015

2016

2014

2015

2016

(1)

A supplier may be in possession of several qualifications on account of the different nature of the products

(2)

Aspects relating to health and safety

(3)

Ethical aspects (regularity of contributions/DURC (single insurance contribution payment certificate), Law 231, child labour, forced labour, etc.).

Goods

 

 

 

 

 

 

 

 

 

 

 

 

Qualified suppliers

1,443

850

754

37%

43%

42%

37%

43%

42%

100%

100%

100%

of which criticality classes A and B

204

144

129

100%

100%

100%

100%

100%

100%

100%

100%

100%

Suppliers qualified in the year

129

56

54

25%

60%

50%

25%

60%

50%

100%

100%

100%

of which criticality classes A and B

17

10

7

100%

100%

100%

100%

100%

100%

100%

100%

100%

Works

 

 

 

 

 

 

 

 

 

 

 

 

Qualified suppliers

403

353

310

70%

70%

75%

70%

70%

75%

100%

100%

100%

of which criticality classes A and B

82

72

83

100%

100%

100%

100%

100%

100%

100%

100%

100%

Suppliers qualified in the year

101

33

30

74%

82%

80%

74%

82%

80%

100%

100%

100%

of which criticality classes A and B

42

7

9

100%

100%

100%

100%

100%

100%

100%

100%

100%

Services

 

 

 

 

 

 

 

 

 

 

 

 

Qualified suppliers

2,271

1,728

1,631

38%

33%

34%

38%

33%

34%

100%

100%

100%

of which criticality classes A and B

153

124

133

100%

100%

100%

100%

100%

100%

100%

100%

100%

Suppliers qualified in the year

389

127

130

29%

41%

36%

29%

41%

36%

100%

100%

100%

of which criticality classes A and B

32

15

10

100%

100%

100%

100%

100%

100%

100%

100%

100%

 Download XLS (16 kB)
KEY PERFORMANCE INDICATORS (KPI)

Description of KPI

KPI data

Pre-set target

Target reached in 2016

Sector

Activity status

Target reached

Number of works suppliers (criticality A and B) with OHSAS 18001 certification

2014

Reach a value of 100% in 2016

100

Snam Group

 

Digitalised Vendor Management System

Since May all procedures for registering, renewing or extending supplier qualifications have been carried out exclusively online, through a dedicated IT platform. The qualification and performance evaluation process of those working for Snam has been digitalised, with a large number of suppliers (more than 2,200) divided into approximately 650 product categories, which feature multinationals
and independent contractors, small and medium enterprises
and cooperatives. A system that has brought considerable advantages for the company and its suppliers.

  • Efficiency: the process is guided and the system only requires the updating of documents that have expired and obsolete information;
  • Security: when a document is uploaded online, it is automatically archived;
  • Transparency: the progress of the paperwork is always visible online;
  • Service: an integrated messaging service makes it possible to remain in contact with the Company.

Together with suppliers for a culture of sustainability

In 2016 as well Snam met with its suppliers with the aim of creating a shared culture on fundamental issues, such as innovation, sustainability and business ethics.

During the meeting, in which more than 450 people took part, a great deal of attention was paid to the value of collaboration between the company and suppliers as a factor for development, the strategic importance of the sustainable supply chain, the theme of transparency and the fight against corruption.

Specific discussions then touched on more technical subjects, such as: the new procurement code; the environment and innovation (the best practices of foreign investees); innovative technologies in the oil and gas industry; the development of technologies to promote alternative uses of natural gas.

The event was recognised as a training credit by the Milan Order of Engineers.

GRI-G4:12,EN32,EN33,LA14,LA15,HR10,HR11

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