Developing skills

The training measures implemented in 2009 were aimed at developing capabilities and knowledge that are distinctive to the Snam Rete Gas group, in line with the organisational, business and market context.

The basic objectives to which the training actions provided respond have followed a criterion of continuity with what has been done in previous years, and they have concentrated on consolidating the partnership in order to listen closely to requirements, and on constructing shared training paths geared to the needs of the employees, the professional families and the corporate objectives. They have also concentrated on giving constant feedback on the courses provided and in putting together tailored courses for specific requirements, and on the development of knowledge and skills within the company by favouring the pooling and integration of know-how. Overall in 2009 we provided about 153,700 hours of training (around 25 hours per employee) with 15,484 attendances. The percentage of the corporate population involved in training courses was greater than 76%, testifying to an ongoing and wide-ranging commitment. The commitment to professional technical training to further the development and consolidation of specialist technical know-how continued with great intensity, and these activities saw involvement from all technical and operational personnel. At the same time we set up a number of specific training courses, which were aimed principally at the professional families of the operations area. The content of these courses was targeted both at supporting specialist knowledge and also at easing the introduction of new and more efficient information tools to support the processes of gas operation and maintenance. Evidence of the commitment expended in this area is testified by the fact that around 50% of the training hours provided address these activities.

We implemented specific training programmes on topics of administrative legal responsibility pursuant to Italian legislative decree no. 231 of 8 June 2001 (“231 Model”), and in the areas of quality, health, safety and environment, as well as the established training activities on specific risks and environmental protection. The impacts deriving from Legislative Decree no. 81/2008 (Consolidated Act on Health and Safety in the Workplace) are considerable, as are those deriving from current legislation on tenders, with consequent training activities being held to update all personnel.

Of particular note are the training activities conducted to obtain OHSAS 18001 certification for the parent company, which saw the involvement of the entire corporate population in specific courses on their corporate role, and the continuation of the safe driving project, with the participation of over 600 personnel.

Overall around 27% of the total number of hours of training provided concentrated on this area.

For newly hired graduates in the company, we have redesigned and implemented the new introduction path, which has been made more consistent with the new requirements of the Group.

Also for the graduates, we have set up a special pilot project for a group of young new hires with primary engineering degrees. The objective is to create, within a shorter timescale than previously, a team of people with a solid technical foundation and with the necessary managerial skills to assume greater responsibilities in Operations in the near future.

The commitment to developing managerial skills has continued for the population of executives and middle managers, through participation in specific training courses. This population has also been closely involved with the “energie” program associated with the process of integration between Snam Rete Gas, GNL Italia, Stogit and Italgas.

For middle managers, we have set up three opportunities for information, discussion and pooling on corporate strategies.

In particular, we have set up the “Snam Rete Gas: Developments and Synergies Towards an Integrated Energy Market” workshop, with the objective of ensuring awareness of the business context, in the light of the acquisitions made, and illustrating the principal thrusts of the strategic plan.

At this meeting the participation of the top management of Italgas and Stogit certainly favoured a better awareness both of the respective businesses and of the management models adopted, and it represented the first step towards the process of integration that will accompany us in the near future.