The Corporate Systems, Human Resources and Services Manager responds to key questions
What was the main development in managing personnel in 2009? And what are the prospects, especially in light of the integration with Stogit and Italgas?
The event of year was certainly the creation of the new group formed from Snam Rete Gas, GNL Italia, Stogit and Italgas, and the consequent integration project in which we have called on a great many people to actively participate. The initiative is a unique one of its kind, because the reorganisation was drawn up together with a group of 300 people including executives, middle managers and young graduates, and it was shared by involving all personnel in order to make them feel a part of the current change.
But the process of integration does not end with the redefinition of the organisational structure. It is a project that will see us all involved in the coming months.
The activities to implement the new organisational model will influence the daily work of each and every one of us, and differently according to our roles and responsibilities. Competence, talent, enthusiasm and relational capacity are strategic factors, capable of making the difference in terms of efficiency and operating results, and it is essential to reach the objectives.
This new group, bigger and more articulated, will offer greater opportunities for professional growth, in particular for the young and the talented, for whom there will be opportunities to demonstrate all of their value.
The enhancement of personnel and the development of professionalism, as a key factor for business growth, will be an integral part of our cultural heritage and of our system of values: the training and involvement of personnel will constitute the principal tools for favouring full comprehension of the operating logic and methods that are our distinguishing characteristic.
How are the principles of the sustainable development policy implemented in the development of people?
Developing and increasing the capacities of people, in line with the Group’s business development strategy, and enhancing the distinctive skills set within the Group, are the principal objectives for the coming years. We also want to provide information that is transparent, clear and consistent, by means of an effective corporate intranet and regular meetings with the top management, and we want to contribute to creating a positive climate, keeping the degree of involvement high in the corporate processes. Then there is the subject of our people’s safety, which will be ensured by joint measures that are in line with the analysis of injury rates and will be strengthened by the dissemination of a corporate culture that places safety at the centre of everyone’s attention.
What impact will the reorganisation have on the personnel of the four companies?
An integration of several companies is first and foremost an integration of skills, knowledge and company cultures, placed at the service of a new business model. The most evident aspect to emerge from the reorganisation is the significant turnover that the integration brings to the management and staff of the four companies involved. The change in duties and responsibilities reflects the capacity of the managerial group to get involved and take on new challenges. The turnover has been conducted by following twofold criteria: renewal, which brings new blood and creativity into the management of the company, and exchange, which is essential to favour real integration of the repository of knowledge contained within the four companies. The new organisational structure will involve a new way of operating for everyone: the staff functions will have to provide a prompt, effective service to a greater number of persons and in a wider context. For those who work in operational activities, the change will mean pooling and sharing technical knowledge with other colleagues, in the process increasing their own knowledge.