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ITEN

Career paths

Career planning at Snam is organised around the idea that people should be able to progress both vertically and horizontally in the company. What counts most of all is an in-depth understanding of the business . Professional development is thus fostered through structured growth paths that combine training activities with internal mobility (changing role, department or area). In order to assess progress achieved, define areas for further improvementand determine an individual's contribution to the organisation, the company carries out regular evaluations (of performance, potential, experience and know-how).

What we expect from our people

The people of Snam are required to be the main players in the company’s processes and developments: dynamic and proactive subjects committed to playing their part in the Group’s future.

The orientation to operating correctly, the guarantee of service quality, protection of the environment and workplace safety represent the foundation for a culture of values recognised by all people of the Group.

Working in Snam means also to share its Code of Ethics and to act with fair play and transparency.

Mobility

Snam is a dynamic company that provides its people with opportunities for occupational and geographical mobility throughout Italy as well as abroad, both in its group companies and in different business areas. Snam is continuously looking for dynamic people willing to grow and move around different localities.

Managerial skills model

The "Managerial skills model" plays an important role in Snam's development process for its people. Developed with input from group's management and directly inspired by the values of the Code of Ethics, the model serves to guide the expertise and behavoiurs that can best contribute to personal growth as well as excellence in the company. Snam has identified seven skills that help create a common business culture and drive HR processes across the group such as selection, people development, performance management, training and talent management.

model

Pursue results with determination by developing, implementing and monitoring sustainable action plans, in adherence with the Code of Ethics and governance rules. Balance each unit's goals with those of other, optimising the allocation of resources at company level.

EFFECTIVE REALIZATION

Understand the key elements that contribute to create company value and make a significant contribution to maintaining or improving the company's competitiveness over time.
Have a vision of the business and the logic of the economic and regulatory context. Maintain an overview on the business and its evolution.

STRATEGIC ORIENTATION

Understand the needs for change that come from both outside and within the company and manage uncertainty, helping and supporting people during change processes. Stimulate innovation in processes, products, services to anticipate and / or promote change.

CHANGE AND INNOVATION

Develop and maintain effective relationships over time in order to help achieve the company's targets.
Listen, understand and anticipate the needs of external stakeholders, reconciling them with the goals of the company.

RELATIONSHIP BUILDING

Make use of and promote teamwork, understanding its value. Develop positive and effective methods of collaboration at a departmental and interdepartmental level.

ORGANISATIONAL TEAMWORK
Effectively create and manage groups according to targets, fostering their internal cohesion. Provide guidance and motivation in order to guarantee and promote commitment and contribution of all collaborators.

 

leading team

Foster the development of people in order to obtain excellent performances. Plan and implement initiatives that drive the development of expertise and the spread of know-how.

PEOPLE DEVELOPMENT

Operations area paths

Career paths within "Operations" which accounts for over 75% of people in the Snam group - are structured and developed over the course of several years by alterning periods of work with training (for both professional skills and cross-cutting competences). Development plans are categorised into various levels of complexity, based on an individual’s work experience in the field and managerial experience, with the goal of helping young people gradually grow into roles of responsibility.

There are specific multi-year paths for graduates. These programmes offer a mix of experiences both in operational roles at the head office and above all in the field in Italy. These paths are designed to develop technical skills first and then, following an assessment of each person's potential, managerial skills for promising young professionals. This approach aims to ensure ongoing generational change in managerial line in both operations and corporate roles.

For instance a typical development path for someone working in the transport network is to progress from a technical role to become a professional expret and then be put in charge of an operational unit.

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updated
28 August 2017 - 17:46 CEST