Competency as a business driver

Saipem continues to place great emphasis on human resources development as a fundamental element for ensuring an effective definition of its workforce in qualitative terms. It also works to ensure that the development of internal resources is based on processes that are closely linked to the Company’s business needs.

Saipem continues to place great emphasis on human resources development as a fundamental element for ensuring an effective definition of its workforce in qualitative terms. It also works to ensure that the development of internal resources is based on processes that are closely linked to the Company’s business needs.
As part of its human resources development approach, efforts continued during 2013 to update, consolidate, simplify and integrate the People Strategy and the Employee Value Proposition (EVP).

“The EVP is the overall work experience promised by Saipem to current and potential employees in exchange for their performance and participation in the Company’s project. It can be defined as a tacit contract that regulates the relation between the Company and its employees. The fact that Saipem is present on all 5 continents, operates in 71 countries and has employees from 126 different nations, means that employees who have an openness to other cultures and to mobility will find it much easier to grasp opportunities. Each one of us should be a key player in his or her own career development and hence be capable of evaluating his or her own weaknesses before asking to take part in a training course or applying for in-house vacancies.”

Monica Toffanin, Head of Recruitment, Development, Training and Organisation at Saipem SA

Note: Out of a total of 52,157 employees at the end of 2013 (an increase of more than 7% compared with 2012), more than 40% work in the Americas and in Europe. The increase is mainly connected with greater use of direct hiring on projects under execution in the onshore E&C sector, especially in Mexico and Canada

Training and skills development

The training projects and initiatives implemented during 2013 were targeted at achieving greater leverage of the Company’s technical resources and at developing skills characterised by high levels of specialisation. Deployment of the training matrix – a tool used to define training programmes and professional certification courses for roles deemed critical to Saipem’s business – was consolidated and has been elevated to best practice status.

It should be noted that the 1,746,201 HSE training hours include 1,508,601 hours for foreign projects targeted at both Saipem and subcontractor employees.

“I am fully aware of Saipem’s ongoing efforts to create and implement training initiatives to empower its local personnel with the technical knowledge and skills required to develop their competencies in a variety of domains.”

Ernesto Nuno, Deputy Manager, Katyavala Training Centre, Saipem spa, Angola
“Saipem Training Centres are global hubs of Saipem knowledge, powerhouses of training packaged according to the needs of the professional category. They focus on quality, research and continuous innovation to guarantee an excellent service capable of responding to market demands.”

Kostya Tomashpolskyy, Training Coordinator, Schiedam Training Centre
“Saipem operates mainly in a highly competitive international market. This is why it is vital for the Company to develop professional skills and techniques which can set us apart in terms of increasingly high levels of know-how.”

Matteo Ammirati, Project Manager, Saipem SpA

Employee Engagement

Following the employee engagement analysis conducted at Saipem SpA at the end of 2012, improvement measures were implemented in areas where the satisfaction results were lowest. These focused on specific processes and segments of the Saipem population. With the aim of providing greater support to the Company’s younger employees, the “Share and Shape” project was launched. The objective of this initiative is to secure a more direct level of engagement on the part of the Company’s less senior employees with regard to the formulation of improvement proposals to top management. These will be transformed into projects which it is hoped will attract the interest of the entire Saipem population.