Promoting talent


In 2018, 93% of employees were involved in training activities


In 2018, 107,771 hours of training were delivered to the employees with 13,999 participations.


Snam’s commitment to increase the average hours of training up to 32 per employee and to involve 80% of the population in at least one training period was achieved.

During 2018 the corporate Performance Management system was implemented. The system is designed to optimise the current goal assignment and assessment process. At the base of the process, two fundamental elements: a new model of skills consistent with corporate values ​​and the culture of continuous feedback, which supports the constant dialogue between managers and resources, even in informal mode. The skills model consists of identifying the five basic skills that represent the main behaviors of Snam people.

Valuing people means understanding their capabilities, developing their skills and enriching their professional and human qualities. Training is the ideal development tool to enhance the value of a company’s human resources.

In 2018, the use of the  target assignment and assessment system known as Performance Management, was implemented; it also contains targets regarding behavioural aspects, sustainability and the prevention of accidents in the workplace. All the 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. When it is fully operational the new system will involve the entire business through the progressive extension of the performance scope over a three-year period (2018-2020). In 2018 about 700 people were evaluated.

This project come also from Snam's Climate survey results: the survey was executed in 2016 to which 82% of employees took part. Areas of enquiry of the survey were: the level of engagement, circumstances that promote the involvement of people, a positive climate at work and instances of improvement for company personnel. The portrayal of Snam that emerges from the survey is that of an organisation capable of innovation and focused on change, where employees are proud, have a sense of belonging and have confidence in the top management.

Here can be found a summary of the results (available only in italian)

In order to develop skills and talents, Snam has moved from a training course-based approach to paths carved out for specific requirements.

The company therefore moved from a logic of “courses” to that of training “paths,” i.e. the identification of more highly structured training methods that, over time, support the operational management of the business, in which the local HR departments play a more central role.

A total of around 107,771 hours of training were provided in 2018, about 28,345 of which were dedicated to  HSEQ issues. The training activities related to the provisions of the Organisational Model pursuant to Italian Legislative Decree no. 231 and Anti-Corruption issues were continued: in 2018, 321 hours of training were also provided with 123 participations on matters relating to the code of ethics, model 231 and anti-corruption.

We are the pioneers of energy, promoting innovation to serve the community.

We are the pioneers of energy, promoting innovation to serve the community.
Snam is very aware of the changing state of the climate and knows that in order to play a leading role in the energy transition, it must evolve its management models, open up to the outside world and leverage new digital technologies. We aim to create a common culture based on our 80-year history and on the enhancement of our people's skills.
The Snam Institute is an accelerator of innovation. It aims to project the company into the future, starting from our roots, using Snam’s core technical expertise to make it a company for all.
Through the three pillars of the Institute, Technical, Leadership, Innovation & Transformation, we promote the continuous exchange of knowledge and managerial skills to develop our business.

Digital Experience pathways make it easier to understand digital trends and take an active part in change.

To meet the challenge of the digital evolution, Snam needs new skills: this is why the Snam Institute's Innovation & Transformation area has developed the Digital Experience training courses.

The courses, hosted on one integrated platform, are all focused on the concept of transformation and are organized by three sub-themes: the Human sector modules see transformation as an opportunity for growth for people and society, while the Innovation courses address the transformations taking place in the way of doing business enabled by new technologies and digital. The shift in organization and ways of working, finally, is the subject of the Culture section courses, that focus on a journey to the heart of the changes that unleash the innovative potential of people.

Inspire the future

In 2019, some Snam Managers and participants from the affiliates Desfa, Gas Connect Austria, TAG and Teréga participated in Inspire the Future, a training course that the Leadership Institute has designed for senior managers who are responsible for leading the business. The course was developed into three modules (Leading Strategy, Driving Decisions through Innovation, Leader as a Coach & Corporate Storytelling) in three locations (Milan, London, Paris) with an aim to encourage strategic vision, the ability to promote innovation and the ability to guide people in transformation.

Project Con la Scuola

The Snam Institute is the institution dedicated to training not only employees and collaborators, but also stakeholders to create shared value for communities.
The project 'Con la scuola' was born from the partnership between companies and the school system and from the growing public awareness that the teaching staff today face new challenges due to the strong social and cultural changes which have developed over the last two decades: multiculturalism, digital native students and the digitization of programs and teaching tools.
This project overturns the model of school-work alternation. Instead of directly involving students, it does so by providing the teaching staff with approaches, methodologies and tools aimed at building a real didactics by skills.
In 2018 the project started in a pilot phase, and involved 130 people, 71% of whom were from technical schools, 26% high schools and 3% middle schools. In 2020 it is expected to be rolled out to a further 100 institutes.

2018: hours of training delivered

  2016 2017 2018
Total hours of training (no.) 82,184 85,346 107,771
Participations (no.) 10,396 8,604 13,999
Average training hours per employee (no.) 28.5 29.2 35.7
Involvement (%) 97.5 75.4 93


2018: main training initiatives

Description Hours provided (no.) participations (No.)
Managerial training 19,257 3,822
Technical training 58,120 4,454
Health, Safety, Environment and Quality 28,345 4,953



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14 January 2020 - 16:46 CET