Company experience snam - Domenico Negrini


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Lundquist hosted the 6th edition of its CSR Online Awards in Milan, part of a unique two-day event to discuss trends in sustainability and recognise top performers in online communications from across Europe.

The event brought together more than 100 participants including sustainability and communications professionals from over 45 companies and organisations. Participants heard from 27 international speakers in three plenary sessions and six workshops.

This presentation was done by Domenico Negrini, Head of Sustainability at Snam.

Published in: Business, Economy & Finance
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Company experience snam - Domenico Negrini

  1. 1. 6th CSR ONLINE AWARDS DIGITAL DISRUPTION AND THE FUTURE OF CSR #CSRawards Milan, 27-28 May 2014 Domenico Negrini Head of Sustainability, Snam Workshop: ADAPTING TO G4 - Company experience: SNAM
  2. 2. Materiality Analysis in Snam Lundquist CSR Online Awards Seminar Fondazione Cariplo, Milan 27 May 2014
  3. 3. Snam’s profile • Towards the end of 2012 Cassa Depositi e Prestiti completed the closing of the acquisition of 30% minus one share of the voting capital of Snam held by Eni. Consequently to the sale, Snam was no longer subject to the control and management and coordination of Eni. • This is a significant milestone in the Company’s history and also enabled Snam to consolidate its business development plans in Italy and Europe. • Snam is an integrated Group, operating in the regulated gas sector in Italy, active in the transportation, storage, regasification and local distribution of natural gas. Structure and organization Public reference shareholder 3
  4. 4. Snam’s presence in Italy and the expansion towards Europe • Snam is a strategic business for Italy and has a key role in energy supplying. • To become a key player in the european gas market as well, Snam started far-back a project about updating systems and rules that regulate the access to transportation network and has been investing in strenghtening its own infrastructure. 4
  5. 5. Sustainability in Snam: key milestones 2007 First Sustainability Report (according to GRI G3 guidelines), approved by the Board in conjunction with the financial statements. New sustainability structure Snam enters the Dow Jones Sustainability World Index Snam joins the Global Compact 2009 2010 2011 2012 20142013 Launch of a project to explore the concept of Shared Value 2011 Sustainability Report issued with GRI G3 A+ and GRI Application Level Check “Towards Shared Value” document published The 2012 Sustainability Report achieves GRI G3.1 A+ and GRI Application Level Check 2013 Sustainability Report prepared with GRI G4 application level and GRI Materiality Matters Check Sustainability Project Team established 2006 5 The 2009 Sustainability Report maintains the GRI G3 B+ application level achieved for the first time with the 2008 Annual Report
  6. 6. Sustainability in Snam: key milestones Why did Snam immediately aim for GRI G4? • The main focus of the G4 standard is on the supply chain and governance, areas on which Snam has always focused. • The gap analysis performed with respect to the points of disclosure and the indicators of the G4 standard found no areas of excessive criticality. • The materiality analysis process was already included in the sustainability business model. With the stimulus of the G4 standard, Snam immediately launched an ad hoc project to further structure the process. 6
  7. 7. Sustainability in Snam: the model • The model provides for the identification of competent corporate functions, activities and projects to be implemented • It’s a key to provide the establishment of common improvement objectives 7
  8. 8. Snam’s path towards materiality In response to the new GRI G4 guidelines, which place greater focus on the reporting of material topics, Snam initiated a project to update the topics that are historically part of its areas of sustainability in order to focus on the most relevant ones. 8 The materiality analysis process, involved the entire corporate management team (direct reports of the Corporate CEO and the CEOs of the Operating Companies) and the collection of feedback of the stakeholders , resulting in an informed choice of topics that will strengthen Snam’s commitment to sustainability.
  9. 9. Snam’s path towards materiality Identification of relevant topics 9 The analysis began by identifying the topics included in the main sustainability guidelines (ISO 26000 and GRI-G4). These topics are generally considered to be representative of the perspective outside the company, as identified in the context of multi- stakeholder debate and discussion at an international level. These topics were then put into context with respect to the Utilities sector (the sector to which all the main businesses of Snam belong) by means of a benchmark performed on the 2012 Sustainability Reports (statements + websites) of the main companies in the sector at an international level and through the various questionnaires of the rating agencies (e.g. SAM, for admission to the Dow Jones Sustainability Indexes, Oekom, etc.).
  10. 10. Snam’s path towards materiality Identification of relevant topics 10 As part of the process to identify the relevant topics, internal topics developed as part of the Corporate Sustainability Plan were also considered. This first phase resulted in the identification of a range of relevant topics, which were then aggregated into macro topics on which the 4 subsequent analyses were based.
  11. 11. Snam’s path towards materiality 11 1. Analyses of the industry scenario, public opinion and the pressures on the company, which allow us to assess, on the one hand, the possible evolution of political, economic and social phenomena at a global and local level that could affect SNAM’s short and long-term strategies, and on the other, any additional topics, or strengthen topics already identified through the analysis of press clippings, media, internet, etc.; 2. Analysis of feedback on the topics of external stakeholders (through engagement instruments such as climate analysis, financial community road shows, customer satisfaction initiatives, supplier questionnaires / workshops etc.), which allow Snam to perform qualitative surveys in relation to key stakeholders’ perception of Snam’s image, aimed at identifying opinions, concerns, ideas and observations with regard to sustainability and governance;
  12. 12. Snam’s path towards materiality 12 3. Analysis of the perception of the topics from an internal perspective through interviews with direct reports to the CEO of the Company and of the CEOs of subsidiaries. 4. Analysis of the Code of Ethics and the Policies adopted by Snam;
  13. 13. 13 Materiality analysis: representation of the topics • For each material topic, a report was produced summarising the results of the analysis from a dual perspective – internal and external (stakeholders). The combined consideration of both internal and external aspects resulted in the identification of priority areas and of an overall materiality for the company.
  14. 14. 14 Materiality analysis and G4 standard • For the purposes of the application of the G4 standard, the results of the materiality analysis were then compared with the list of aspects identified by the standard. • As required by the G4 standard, the areas impacted by the various material aspects were specified, both internally (i.e. with respect to Snam’s different business activities) and externally.
  15. 15. Points for consideration • Difficulty of representing some of the topics emerging from the materiality analysis in relation to the list of material aspects of the G4 standard. • As the focus is on materiality at Group level, Snam had to consider the weighting of the various businesses. It was therefore necessary to exclude topics that could be considered material for a sector. • Difficulty of finding some data/information about the external boundaries 15
  16. 16. Snam’s path towards materiality: benefits • Involvement within the company: o participation of all business functions; o shared reasoning on sustainability topics; o opportunity to identify the changes taking place. • Allows the evaluation of the company's strategic positioning in respect of stakeholder expectations. • Helps the company to assign priorities when defining areas for improvement. 16