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The fight against climate change is a material issue for Snam. Technological innovation, research and good practices are the tools for achieving environmental sustainability.

Supplier portal

Updated the supplier portal : a tool that aims to offer practical and theoretical support to improve the sustainability of Snam’s suppliers

stakeholder engagement

Strengthening stakeholder engagement will be a top priority for Snam over the next few years

The sustainability objectives that Snam has established can be broken down into three elements: areas for improvement, defined each year with the same time-frame of the strategic plan, quantitative improvement targets defined using key performance indicators (KPI) and, as required by GRI standards,  a structured materiality analysis.

The definition of the materiality starts by identyfing the topics highlighted in the main sustainability guidelines (ISO 26000, GRI and SDGs) and then they are put in the context by means of an annual process which includes the analysis of:

  • situation in the sector, public opinion and the pressures on the Company;
  • perception of the topics from the point of view of external stakeholders;
  • Code of ethics and the policies adopted by Snam;
  • perception of the topics from an internal point of view by interviewing the managers of various departments.
     

To define the most significant issues, we proceeded to analyse them both from the company’s and from the stakeholders’ perspective (including the company’s employees), through a special on-line survey.
The joint consideration of internal and external significance of each single issue led to the identification of the priority and materiality areas.

The areas for improvement are an important element of the sustainability management model because they translate into short-to medium-term sustainable objectives for the company and form the basis for the identification of investment projects and other initiatives that make up the Snam’s Sustainability Development Plan.
In practice they represent the final output of materiality analysis conducted by the Sustainability unit in collaboration with all Snam Group departments. Once presented to Snam Sustainability Committee, the areas for improvement are sent to the relevant corporate functions of the Snam Group (including subsidiaries), which use them to plan their objectives.

The key performance indicators (KPIs), downloadable in the following Excel file, allow us to monitor specific strategic objectives linked to the sustainability policy in order to ensure continuous improvement. The projects linked to these objectives involve all Snam Group companies that work together to achieve a common objective. The deadlines for the achievement of the quantitative targets set vary from 2017 to 2021, depending on the type of project involved.

KPI trend - excel table 9 Kb (xls 12kb)

The following table summarises the areas for improvement  (2017-2021 objectives) and the work carried out by Snam in 2017 to achieve previous objectives set.

 

AREAS FOR IMPROVEMENT PREVIOS OBJECTIVES ACTIONS CARRIED OUT IN 2017 2017-2021 OBJECTIVES
Corporate governance and anticorruption management




 

To maintain a level of governance in line with the international best practices

Snam has collaborated with the Ministry of Foreign Affairs attending to the “VIII Conferenza Italia – America
Latina e Caraibi”, in which Latin American Ministers of Justice and Italian Authorities participated and to to the “Italian Business Integrity Day” held at the Italian Embassy in Washington within the scope of the Business Integrity Day promoted by the Ministry of Foreign Affairs together with other companies participating to the project organised by Transparency International IT

To maintain a level of governance in line with the international best practices, monitoring its compliance with the laws and Codes of conduct

To maintain active the structured system for reports concerning the internal control system, the Code of ethics, Model 231 and corporate ethics in general

 

5 reports received and 44 internal audits conducted

  • To maintain the Model 231 of Snam and its controlled companies up to date with legislative, jurisprudential and organizational evolutions guaranteeing the Risk Assessment activities and the coordination with supervisory bodies
  • To maintain the structured system of reports concerning the internal control system in line with the international best practices (in particular, The Ombudsman)
To continue monitoring the Anticorruption Procedure

Maintenance of the Anticorruption Compliance Programme

In 2017, Snam collaborated with the OECD, participating, as the first Italian private Sector company, to the Business and Industry Advisory Committee (BIAC)

To maintain the Anticorruption activities and rules (compliance programme) in line with the international best practices, periodically assessing innovative elements to be introduced

  • To provide training on Anti-corruption

327 hours of training provided with 112 participations

To update and enhance training and briefing for employees and suppliers in corporate ethics
Management transparency To develop feasibility analyses and studies to produce accounting tools that combine financial and CSR information Financial report produced, integrating CSR information in the management report and published the first Non-financial statement as a distinct chapter of the Directors' report To implement the accounting tools that combine financial and CSR information
To continue the analysis of reputational analyses on suppliers and subsuppliers 1,810 reputational analyses conducted on suppliers and subsuppliers To maintain and increase the Reputational Analyses on suppliers and other third parties so as to prevent infiltration by criminal organizations, through rules that go beyond the legal requirement
  • To provide training on the Code of ethics and the Model 231
  • To consolidate the courses organized for the entire staff of the Group on Antitrust and Privacy
  To update and implement training activities on the Code of ethics and particularly on crimes prevention, Antitrust and privacy to employees and suppliers of Snam Group
Employer branding   In 2018, in line with the new corporate identity, the new internet site has been presented To strenghten brand reputation and Snam positioning inside and outside the Company, with initiatives and communication tools in line with the business evolution
Human rights  
 

Through business intelligence surveys, to check respect for human rights and compliance with the anti-corruption legislation towards third parties (suppliers and customers)

100% of strategic suppliers assessed for their sustainability

 

To elaborate and implement a system for monitoring respect for human rights by suppliers and subsuppliers 

 

 To take an active part in the activities promoted by the Global Compact Participation in the activities promoted by the Global Compact Italia Foundation continued To play an active part in the activities promoted by the Global Compact
Risk & Crisis management
 
 
 
 
To extend the ERM model to the identification and measurement of opportunities and consolidate it as a business process support tool
  • Using the ERM model the risk assessment cycles were performed on the entire Snam Group in 2017.As at the end of 2017, 136 enterprise risks had been mapped and broken down between all corporate processes.
  • A project was also launched in 2017 to define and implement an integrated risk assessment model that, through a single IT tool and a single database, rationalises and integrates all information flows of second-level controls with a synergistic approach aimed at maximum overall efficiency.
  • To design and start initiatives to strnghten the risk based thinking inside the Group 
  • To strenghten the risk management culture inside the supply chain
  • To keep in line the organisational and regulatory system with te ERM analysis results
To implement technological solutions in support of the Business Continuity Management process In 2017 Snam developed a new tool to govern the Cyber Security risk which, starting from signals originating from the Cyber Protection solutions, can measure the extent to which their systems and processes are exposed to advanced IT threats To develop and update the Business Continuity and Information Security Management Systems, as well as the Crisis Management and Cyber Defense models

 

 

AREAS FOR IMPROVEMENT  PREVIOUS OBJECTIVES ACTIONS CARRIED OUT IN 2017 2017-2021 OBJECTIVES
Development and increase in value of human capital
 
To increase the staff’s skills and competencies
  • 42 people from different business units were given the possibility to obtain the Green Belt certification within the Lean Six Sigma programme
  • Over 85,346 hours of training given, involving 75.4% of the company’s staff
 

To ehnance internal and external skills  through specific change management and training projects (Lean and Snam Institute)

Health and Safety To continue the actions taken in the "Safety Objective" project, involving several corporate activities
  • 13 homogenous groups received the Zero accidents award (9 transportation and 4 storage) out of a total of 18 homogenous groups (12 transportation and 6 storage)
  • Accident indexes kept low
  • Training activities continued with about 9,675 hours provided and 1,702 workers involved
To update and implement the new project for safety at work
To elaborate environmental investigation plans at the workplace 279 environmental investigations conducted To elaborate environmental investigation plans at the workplace
To develop safety awareness projects for suppliers
  • Suppliers’ workshop held inside the Partners' day and Suppliers Portal updated
  • Accident indexes reduced (frequency -24%) 
To develop safety awareness projects for suppliers
Welfare To implement the new Welfare plan with a view to offering a broader range of services
  • Created the Welfare Bonus with which it will be possible for the employees, as an alternative to the total payment of the individual amount of the Participation Bonus, to voluntarily choose whether to convert a percentage of the Bonus into a welfare credit which they can use to purchase services for themselves or for their family members
  • Concluded the  experimental Smart working project with the aim to having a definitive one
  • To develop welfare plans
  • To implement Smart working activities
Diversity and equal opportunities   During the year 40 employees (80% of which were women) participated to more than 20 classes organised by Valore D To develop ways to ehnance diversity and inclusion partnership as supporting member of Valore D
AREAS FOR IMPROVEMENT PREVIOUS OBJECTIVES ACTIONS CARRIED OUT IN 2017 2017-2021 OBJECTIVES
Supply chain
 
To implement a new information system supporting the supplier qualification and performance evaluation process In 2017, for the HSE activities, new monitoring indicators (KPIs) were prepared with the remit of assessing the performance of each contract issued for works, services and/or goods involving on-site installation To complete the implementation of the new information system supporting the supplier qualification and performance evaluation process
To activate and promote involvement actions based on a partnership model, to improve social and environmental performance
  • At the end of 2017 the number of registered suppliers in the portal amounted to more than 1,900 (+5% compared to 2016)
  • Organised the Partners' day with the participation of suppliers to specific theme-based sessions
  • To potentiate the communication contents of the suppliers portal
  • To develop tools for obtaining more information on the suppliers’ social and environmental responsibility
  • To increase the number of suppliers of goods with ISO 14001 certification
  • To organize meetings and discussions
Customers

To increase the quality of the services offered to customers

  • Quality indicators established by the network code respected
  • Portals updated to make users’ operations easier
To increase the quality of the services offered to customers also trough the IT systems updating and follow-up meetings 
 
To develop and apply customer satisfaction measuring methods and involvement measures
  • Customer satisfaction surveys conducted in the three business sectors
  • Organised the Partners' day with the participation of customers to specific theme-based sessions
To develop and apply customer satisfaction measuring methods and involvement measures
Relations with the community and regions

 
To develop and plan innovative tools for meetings and discussions with the PA and institutional decision makers, involving also local trade associations
  •  Participation in the CSR workgroup of the Confindustria association
  • 1o6 meetings held with the PA and local trade associations to illustrate new projects
To develop and plan innovative tools for meetings and discussions with the PA and institutional decision makers, involving also local trade associations
To undertake philanthropic projects in line with Snam’s business and image
  • Social gardening activities continued at the compressor station of Terranuova Bracciolini
  • The  book “A vegetable garden in the network” presented at the Book Fair of Turin
  • The interactive exhibition “RE-Source. Natural gas in the future of energy” was inaugurated. The exhibition was built around a synopsis of the Italian transportation network for the remote control of the gas flows, which Snam then donated to the Museum
  • A sum of about €249,ooo were allocated to the territory as donations and sponsorships and about €5.6 mln as environmental compensation
  • To undertake philanthropic projects in line with Snam’s business
  • To organise meetings and establish dialogue with local areas trough educational activities
To apply models and/or tools for determining the acceptability of the infrastructure in the area Started an activity to update the metodology
To apply models and/or tools for determining the acceptability of the infrastructure in the area
  The Snam Foundation launched and first projects started ; Welfare che impresa! and the call for TESORI with the Agreement signed with Confagricoltura To pursue the development and adoption of innovative, social practices that encourage civil, cultural and economic development in priority areas of public interest
Media
 
 
 
 
 
 
 
 

 
  
To strengthen communication with the media and supplement the use of new web technologies
Snam is at the top of the Italian table of KWD Webranking, which, for the past 15 years, has given awards to companies that distinguish themselves for the efficacy of their on-line communication and it's first in Lundquist’s CSR on-line awards To strengthen the role of natural gas in the Italian and global energy mix, through constant involvement of the media and proactive actions on the web and social platforms
In 2018, the new internet site in line with the new corporate identity has been be presented To promote new projects and new forms of communication with a view to increasing the number of stakeholders and potential endorsers of Snam and its economically, socially and environmentally sustainable business model
 Realized the mini-site Snam for Abruzzo which presents new development project and their compatibility with the environment To design new web methods and tools with a view to demonstrating the compatibility of the gas infrastructure with environmental settings of great value 
  • Cascading executive meetings regarding the company’s strategic plan
  • CEO roadshows throughout the territory to present the  strategic plan
  • Thematic meetings aimed at strengthening innovative thinking and team buidling
  • End-of-the-year video-conference event to bring the entire corporate population together
To implement communication and involvement projects
People To implement communication and involvement projects
Shareholders To consolidate reports for institutional and retail investors
  • 18 road shows to meet shareholders and institutional investors at the major financial centres of Europe and North America
  • 5 industry conferences allowing investors specialising in the utility and infrastructure sectors to meet Snam’s senior management;
  • 115 one-to-one meetings between Snam’s management and investors, in addition to numerous group meetings (for a total of 213 meetings)
To maintain a high quality in relations with credit rating agencies and reports for institutional and retail investors
To maintain a high quality in relations with the Italian and international banking system also with a view to diversifying funds   To maintain a high quality in relations with the Italian and international banking system also with a view to diversifying funds 

 

 

AREAS FOR IMPROVEMENT  PREVIOS OBJECTIVES ACTIONS CARRIED OUT IN 2017 2017-2021 OBJECTIVES
Protection of the land and biodiversity   To continue the vegetation and environmental remediation activities

203 km remediated with vegetation, environmental monitoring performed on 388 km and reforestation of 21 km

To continue the vegetation and environmental remediation activities
To install low-emission turbines and equipment 3 DLE turbines put into operation To install low-emission turbines and equipment
Climate Change and energy efficiency
 
 
To optimize energy consumption Specific "energy management" operations performed To optimize energy consumption
 To increase the use of energy from renewable sources
  • Energy produced from renewable sources increased (+24%)
  • Electricity taken from renewable sources
To increase the use of energy from renewable sources
 To reduce natural gas emissions
  • Emissions reduced by 3.2%
  • 4.1 bcm of natural gas recovered
To reduce natural gas emissions
 
  • Published an EU Call For Tenders for the renewal of Snam's fleet of cars
  • Signed agreements to provide employees and their family members with discounts to purchase methane-powered cars
To change the fleet of cars (approx. 1,500 vehicles), choosing vehicles powered mainly by methane and
Waste and water management To implement the document management systems necessary to replace hardcopy documents with electronic documents Dematerialization activities continued To implement the document management systems necessary to replace hardcopy documents with electronic documents
To reduce water consumption and optimize wastewater management At sites not served by sewage systems, Snam has installed 18 closed-cycle phytodepuration systems over the years  To reduce water consumption and optimize wastewater management 
Increase in the value of natural gas  
  • Snam signed the first agreements to develop 19 fuel stations (1 LNG and 18 CNG stations)
  • In 2017, the first biomethane production plant was connected to the network and an additional 13 contracts were stipulated to build new delivery points
 
  • To develop activities for the use of natural gas in the automotive sector
  • To develop activities for the use of biomethane 

 

KPI tool

Explore our 2017 Sustainability report

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A vegetable garden in the network

Find out more about our "vegetable garden in the network"

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Snam's materiality

Discover Snam's material topics

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updated
07 May 2018 - 17:08 CEST