Increasing skills and competences

The People Strategy focuses on three main pillars: enhancing the value of human resources, increasing productivity and the level of engagement, disseminating a culture of innovation and renewal.

In this context, training plays a fundamental role in supporting management and the whole corporate population towards the development of managerial and technical skills, know-how and innovation.

Snam’s commitment for 2018 is to increase the average number of training hours up to 32 per employee and to involve the 80% of the population in at least one training session.

Compensation policies and systems

At Snam, the administrative and reward practices are merit based, both in terms of professional development and with regard to career opportunities. At the same time, it is a benchmark so that the HR management can meet fairness and sustainability criteria.

Compensation systems are updated periodically based on a benchmark to the reference markets and taking into account the instructions received from the external stakeholders. In particular, these systems are meant to ensure recognition of the results achieved, the quality of the professional contribution provided and the potential for the individual development of each employee. In 2017, with the goal of achieving a better alignment between the long-term variable remuneration and the primary objective of creating value for the shareholders, a new long-term incentive plan (ILT) was defined and approved by the ordinary Shareholders’ Meeting starting from the assignment of the ordinary Company shares. The Plan is reserved for those occupying managerial roles with the most impact on the company results.

In 2017, the use of the new target assignment and assessment system known as Performance Management, was confirmed; it also contains targets regarding behavioural aspects, sustainability and the prevention of accidents in the workplace. All assessment processes adopted are formalised and include a feedback interview, which constitutes an institutional opportunity for discussion and communication between managers and employees, also in order to gather information that can be used to define new actions for personnel development and enhancement.

The new performance management system

In preparation for the 2018 performance cycle, a new project to redesign the corporate Performance Management system was launched in order to optimise the current goal assignment and assessment process.

In particular, the new Performance Management system:

• will enhance everyone’s contribution to the company;
• will focus on culture and behaviour (assigning behavioural goals-based on the new Snam Skills Model);
• will place feedbacks at the centre of its constructive discussions on engagement, motivation, and empowerment of resources;
• the programme will engage the entire company through the progressive extension of the performance perimeter over a three-year period (2018-2020);
• it will have transparent rules, be well-scheduled, and be supported by a new IT tool.

In 2018, Snam will focus on improving leadership skills by implementing the new skill model, keeping succession plans solid and structured, identifying and enhancing the value of talent throughout the organisation to ensure a sustainable line of succession and to intensify the level of engagement.

In particular, the new Performance Management System, which will be a decisive part of the Talent Review Discussion and the realisation of the Succession Plans, will be launched.

All the jobs within Snam, with the exclusion of executives, undergo an analytical and overall evaluation regarding the Complexity, Responsibility, Experience and Autonomy (C.R.E.A.) factors. In 2017, 238 CREA assessments were approved.